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Since the days of the Industrial Revolution there has been a global trend to limit working hours in order to protect employee health and well-being. Working extra hours can mean more productivity and profit for the organisation and more pay for staff. However, it can also mean more sick leave, higher staff turnover, lower work quality and increases in workplace accidents. Both for businesses, and the people that work within them, there is an ideal middle ground to be found. As a rule of thumb this is usually assumed to be around 8 hours a day of work. However, new research is challenging assumptions around this and opening up the possibility of new ways of working. In fact fewer hours could improve organisational performance enabling staff to still secure higher rewards. It's just possible that we could have it all.
It is widely recognised that excessive working hours affect employee health and well-being and puts additional strain on families. Studies have unequivocally shown that extra working hours raises the risk of stroke, negatively impacts mental health and through sleep disruption, often caused by work pressure, contributes to cardiovascular problems, obesity and impaired performance at work. The impact can be dramatic; in The Lancet this year it was reported that the risk of stroke increases by 33% for those who work in excess of 55 hours per week versus a more normal 35-40 hours per week. Clearly employers have a duty of care towards their staff. However, failure to manage the impact of excessive hours can also carry a cost to the business due to time taken off for illness and stress, a decrease in employee motivation and engagement, higher staff turnover, and workplace accidents or mistakes.
Through the ages, limits have been introduced to protect workers from the negative consequences of overwork and in 2003 the EU Working Time Directive came into force setting limits on employee's working hours to a maximum of 48 hours per week. This mirrors a global trend; industrial powerhouse, China, officially limited the working week to 40 hours in 1995 and some countries have gone further. Since 2000, France has limited the working week to 35 hours; and now, recently, in parts of Sweden, organisations have been experimenting with limiting work to a 6 hour day; ie 30 hours.
Meanwhile, contrary to this global trend, the average working hours for UK workers is actually increasing and in the UK we now work longer hours than any other European country. The business community argues that UK workers want the freedom to work longer hours in order to earn more money, and that organisational productivity will suffer if hours are brought lower than the established 8 hour day.
However, the UK worker's ability to opt out of the Working Time Directive, means that many work far in excess of the recommended 48 hour limit pushing our overall average of 'actual hours worked' up to 43.6 hours (compared to 27 hours in the Netherlands). Around this average are worrying exceptions. It would not be unusual for Junior Doctors in the UK to find themselves working over 100 hours in a single week with clear consequences for their health but also the quality of their work.
To an extent the limit we place on working hours is arbitrary. Historically we have settled on a basic 8 hour working day perhaps simply due to symmetry. The early social reformer Robert Owen in 1817 promoted a model of more acceptable work life balance with a general rule that the day be split into 8 hours labour, 8 hours recreation and 8 hours rest. Ford Motors was an early adopter and in 1914 limited the working day to 8 hours whilst protecting levels of pay. The benefits of the change were widely recognised in terms of employee health but business performance improved too with Ford reporting a doubling of profits within 2 years of the new working arrangements.
Before these early pioneers, it would not have been unusual for workers to operate for 10-16 hours a day over 6 days a week. Back then an 8 hour day would have been regarded as radical and the concept of the weekend was considered a crazy liberal idea. Now the boundaries are being challenged further. In Sweden, care homes, hospital departments and other public services have been implementing a 6 hour day experiment following the extraordinary success of Toyota's service centres in Gothenburg. For the last 13 years Toyota have operated two 6 hour shifts rather than a single 8 hour shift. Staff retain the same levels of pay as before but in return are expected to work in a more focussed way with fewer breaks. As a result, Toyota has experienced an overall increase of profitability of 25%.The arguments for reducing working hours further are many and varied:
Work complexity: Workers have to cope with increasingly complex and fast paced work demands. Rather than taking an hour to draft a letter, we now have to read and respond to multiple emails within the same time and switch our attention between competing tasks. This makes it harder to sustain focus over extended periods.
Innovation: With the increasing pace of change and global competition, success can depend on creative innovation. However, we know creativity suffers with stress, tiredness and time pressure. More time for exercise and relaxation means better performance whilst at work.
Shared roles: Changes in family patterns mean that many workers are more interested in gaining time off than gaining extra money. Very often we share the bread-winning role with a partner and households can be better off with two people on lower salaries than one person on a high salary.
Diversity: Standard working hours are out of keeping with educational hours. As a consequence many highly skills workers opt to stay at home and not work at all, or only work on some days, as they struggle to combine caring with work demands. Very often women make this choice and organisations lose out as a consequence.
Longer working lives: As we all live longer we face the prospect of having to work longer. However, the pace and pressure of the modern workplace is often not sustainable for people as they age. Finding a balance that can continue into old age and provide a sustainable quality of life will become increasingly important.
Indeed, there is a lot that organisations could gain from considering further reductions in working hours and these benefits could outweigh the costs in the longer term. Rather than asking people to work both harder and longer each day UK organisations might want to challenge their assumptions and consider whether this is truly in their best interests. As some companies have already demonstrated, this can even be achieved without cutting pay. Now there's a radical idea.
Back in the 1970s, psychologists worked out that they could motivate rats to pull bells and escape from mazes by positively rewarding the correct behaviour with food. Since then, we've come a long way in understanding motivation and how to harness it. Unfortunately, though, human beings are a bit more complicated than rats, and it usually takes more than food to motivate someone to work efficiently.
Recent research shows that the things people are most motivated by are accomplishing something worthwhile, learning new things, personal development and autonomy. But hang on a minute - isn't that basically what motivates everyone?We're all different
Generic 'motivators' - such as rewarding behaviour - take a 'one-size-fits-all' approach to motivation and assume that all your employees are the same. In fact, we're all driven by different things, so positive rewards come in many different guises. Understanding your employees and how each person is different from their colleagues can help you motivate them and boost productivity among your team. Some people, for example, thrive on coming up with new ideas, while others love dealing with people; some people show little enthusiasm for anything but home time.
It's impossible to generalise, so if you really want to motivate your team, you'll have to adapt your approach to accommodate individual motivations. That means working out broadly what needs they're driven by, and there are a few basic categories that should immediately help you motivate employees more effectively than trying to take the same approach with everyone.Figuring out what makes someone tick
To find out what someone is motivated by, look out for certain behaviours and characteristics that define their behaviour in the workplace. Is it the need to achieve? To please? To belong? To be autonomous? Perhaps they need variety, or prefer a clear structure within which to work. Others may be motivated by caring for people; still others by being in control. Talk to employees individually and find out what's most important to them, what turns them off and what gives them the biggest sense of satisfaction.
You can use this knowledge to your advantage because you're now in a much stronger position to motivate them. If, for example, competitive behaviour and impatience at themselves and others reveals a need to achieve, you can set them ambitious targets and timeframes, and give them more autonomy for achieving these results. If someone is motivated by a need to belong, you can use them to bring their team together, putting them in a coordination role and making sure they're working with others rather than on their own.Need some help?
Luckily, help is at hand in identifying these characteristics, both in yourself and in others. Our iLEAD Motivation Web tool takes the form of a questionnaire that you complete for each of your employees to create a map of their primary motivators. It shouldn't take you more than five minutes to complete per person, and all you need to do is tick any statement that applies to them.
Motivation Web: The Questionnaire
Section 1: Need to Achieve
Section 2: Need to Please
Section 3: Need to Belong
Section 4: Need for Autonomy
Section 5: Need for Variety
Section 6: Need for Structure
Section 7: Need to Care
Section 8: Need for Control
Once the questionnaire is complete, you add up the number of ticks for each section and then use these scores to mark up the accompanying 'Motivation Web' on the relevant part of the 1-5 scale. You can then join the scores up to reveal high and low motivators, and put this knowledge to use in motivating your team. For example, if someone is revealed to be highly motivated by the need to please, you can take the time to recognise their achievements and reward good work. If the need to please comes up as a low motivator, you could have a gentle word with them about being careful not to upset colleagues, as well as giving them a more autonomous role that encourages them to work more independently.
For more information on how to put this knowledge to effective use, our iLEAD business psychology books and tools give you the resources you need to work out what motivates your team. Download yours today and get your employees working more productively than ever before!
The British are famous for their manners and politeness. Overseas visitors are often baffled by our tendency to apologise for everything, our habit of understatement and our love of orderly queues. Politeness and the values of fair play and consideration are a key element of what makes Britain great. However, being too polite and giving way to others too readily can become a problem in the world of work. To keep team members on track, maximise productivity and maintain fairness, managers need to be able to act assertively. A few simple guidelines can help you avoid small everyday issues becoming a big drama. The key is to show consideration but to act quick, be clear and consistent and, if necessary, follow through with consequences.
Research sponsored by WebExpenses reveals that the majority of UK managers have difficulty being assertive when dealing with difficult situations at work. Two-thirds describe themselves as "too polite" even though more than three-quarters believe that excessive politeness impacts their business and many say it hampers their career progression. The problem is acute in particular professions; as many as 70% of IT and Telecoms managers believe they are too polite, with 90% acknowledging that this has a cost to their business.
The issues that managers typically avoid tackling include: poor time-keeping and unjustified absence from work; theft or fraudulent expense claims; bad behaviour; and poor performance. Each individual instance may not be significant in itself but repeated avoidance or inconsistent handling of such issues can lead to an escalating problem within an organisation. As a leader in a business, managers have a responsibility to ensure people are doing the right things, to the best of their ability, and are acting in a way that is fair to the company and to their colleagues. This ensures the company stays competitive and that it is a good place to work with strong staff morale. If we know it would be better to be more assertive, what is stopping us?
Firstly, it's hard to break the habits of the prevailing culture. It's generally less acceptable within the UK to appear loud or bossy and our individualistic culture means that we prefer to feel we have free will. Giving orders can lead to resentment so it can be better to make suggestions or explore options rather than just tell someone what to do. This will generate greater commitment to do what is required but also carries the risk of greater ambiguity and people pushing boundaries. Assertiveness still has an important role to play.
Secondly, personality plays a part. As a fairly introverted nation, we have a higher proportion of people who feel uncomfortable engaging with others, or verbalising their thoughts and feelings. We would rather quietly consider what to do than get out there and do it. British or not, a more sensitive temperament, accommodating nature and caring attitude will make it harder to stand up to others and deliver an unpopular message. For some, the emotional impact of handing a difficult conversation is turned up to a higher level.
However, emotion, and fear of emotion, can be a barrier for us all: we fear the other person's reaction; we fear our ability to handle this; we fear the consequences of doing it wrong; and we fear getting angry or upset ourselves. Fear is unpleasant so we find excuses to avoid the situation. We tell ourselves: maybe it wasn't their fault; maybe they will work it out for themselves; maybe its not really my place to speak out; maybe if I ignore it, then it will all go away.
Of course, there will be times when it will be right to leave things alone. However, the risk of inaction is that over time emotions fester and grow. What should have been a small issue becomes a larger problem impacting team morale, business performance and the manager's peace of mind.
The best tactic for the reserved UK manager is to fight the instinct to hide but instead act early and nip any problems in the bud. Be calm, clear and consistent but use politeness to deliver the message with considerateness and care.To flex more assertive behaviours:
This article is a synopsis of the breakfast seminar delivered by Stuart Duff, Pearn Kandola's Head of Development, in June 2015.
Many leaders in the workplace today struggle with empathy. At Pearn Kandola, our coaches report that 60% of all their workplace mentoring involves helping leaders with issues around empathy, and developing the skills to listen and understand.
Does this matter? For many, sharing feelings at work and showing empathy is a sign of weakness. However, when you consider that empathy enables you to connect with a wide range of people, it is easy to imagine a strong link between empathy and effective leadership.
If there is such a link, is empathy something that we are born with? Or is it a skill that leaders can develop?Defining empathy
Empathy is essentially the ability to sense, perceive or conceptualise how another person is experiencing the world. In other words, it is our ability to see a situation from another person's perspective. It is often confused with sympathy, which is a strong feeling of care for someone in need.Empathy has two components:
While empathy might be considered a personality trait, Adrian Furnham (2008) says that empathy is not a personality trait, because it relates to both thought and feeling. Simon Baren-Cohen, however, points out that empathy is a measurable construct and that everyone falls somewhere within a 'normal' curved distribution, much like height or weight.Degrees of empathy
On the empathy spectrum, those with low levels of empathy are likely to show traits such as being detached, self-interested, cold, tough and boastful. A significant deficit in empathy has been clearly linked to psychopathic, narcissistic and borderline personality disorders.
Those with high levels of empathy on the other hand will come across as being interested in and concerned for others, supportive, shy and concerned about being liked, with high pro-social behaviours (i.e. behaviours that go above and beyond expectations, such as volunteering). Brain scans of those with high empathy show much stronger responses when others feel pain.
Gutsall (2013) showed that our levels of empathy will vary depending on the familiarity of the other person. For people that were less familiar – i.e. not in our social grouping – people had lower levels of empathy. This has interesting implications in understanding our perceptions of others, our biases and our ability to take others' perspectives.Impact on leadership?
A useful starting point for considering the role of empathy in leadership is to consider the dominant leadership models, all of which mention empathic behaviours. For example:
While the premise that empathy and strong leadership are linked seems reasonable, proving it is difficult as there has only been limited research carried out in this area, especially in the last twenty years.
One important exception is a study by Sadri et al (2011), which showed that leaders rated by subordinates as higher in empathic behaviours were also perceived as better performers by their boss.
In addition, Wolff et al (2012) found that empathy enables effective problem solving by leaders (especially regarding interpersonal issues). Ashkanasy et al (2002) showed that leaders who display empathy through their everyday behaviour are rated as more effective as leaders than those who do not, while Kellett et al (2006) showed that leaders who display empathic emotion are able to better understand others and provide support when required.
A link has also been identified between creativity in teams and spontaneous perspective-taking behaviour (van Knippenberg et al, 2012).
Culture plays an important role in determining the value placed on empathy in terms of leadership. Power distance (Hofstede) – the degree to which individuals accept that power is distributed unequally – is an important moderator. In cultures with high power distance, such as Malaysia and China, empathy is seen as less necessary for effective leadership. In low power distance cultures, such as Denmark and Sweden, empathy is seen as far more necessary and influential (Sadri et al, 2011).Alternative perspectives
Not all research makes a link between empathy in the workplace and effective leadership. In one example, business and finance students on MBA courses consistently rated empathy as the least necessary leadership skill (Holt and Marques, 2010). Entrepreneurial leaders also rate significantly below average in terms of empathy capability (Bonnstetter, 2013). They tend to focus on vision and motivation to inspire their staff into action and achieve the results they require.
At Pearn Kandola, we ran a leadership programme with 408 high-performing business leaders. We found that as a group these leaders scored lower in 'empathic' behaviours than all other 'task' behaviours. This is perhaps unsurprising as Hogan and Hogan (1994) point out that leaders tend to emphasise task, while followers emphasise trust and integrity.
Most interestingly of all, this is reinforced by competency frameworks, few of which directly refer to empathy.Can empathy be taught?
If empathy is beneficial in the workplace, is it something that can be developed?
It helps to consider the two components of empathy separately: affective (emotional) and cognitive (perspective taking).
Davis (1990) said that empathic emotion cannot be taught: "When empathy occurs we find ourselves experiencing it rather than directly causing it to happen."
However, Rogers (1992) said that it may be increased or diminished by the environment someone is working in. For example, empathy diminishes in medical students over the first three years of their training.
What is more likely is that the skill of perspective taking can be taught. For example, the results of two longitudinal evaluations – where perspective taking was used as a key tool – demonstrated significant changes in perceptions of leadership (Kandola and Hammarling, 2013).
A meta-analysis of a range of medical school interventions (including training medical practitioners using patient interviews, role plays and communication skills materials) enhanced the perception of empathy in medical practitioners (Batt-Rawden at al, 2013).
Narcissists have also been shown to increase their sense of empathy when they are prompted to consider the position of another person.
Diversity is good for business: this is the mantra that's been accepted for many years now.
In fact, the research, when looked at fully, is more mixed than that.
Diversity has certainly been found to make a positive difference to a team's performance. It is the case, though, that there is also research to show that diversity makes no difference to a team's performance, and other research that shows it is actually detrimental to a team.
The negative, and even the neutral, findings don't seem to find their way into official reports, for fear that it may lead to people being unwilling to support diversity programmes. The unfortunate side effect of this is that we fail to use the research to ask a more interesting question: why is diversity good for performance in some situations and bad in others? The answer to this is inclusion, or a lack of it.Diversity and inclusion
Diversity is a fact of life in the UK that we can't run away from. The challenge we face now is how to create cultures in which everyone, irrespective of their background, feels fairly treated, valued and able to contribute to the achievement of organisational goals. Diversity and inclusion are linked, but they are also different. An organisation can be diverse but not inclusive, or inclusive but not diverse.
During my working life I have seen how the Civil Service has worked hard to be more representative of society. The task that many organisations now face is how to be more inclusive as well as being more diverse at senior levels.
Where people feel included they are more motivated, more engaged and, not surprisingly, more productive. There are also tremendous personal benefits, with people reporting higher levels of psychological wellbeing and feeling more resilient. In addition, where people feel a sense of inclusion they are more likely to feel able to speak up when they see things going on around them that they feel are wrong. So, inclusion not only leads to good outcomes, but a lack of inclusion is more likely to lead to poor outcomes.Bias awareness
If we are to achieve greater diversity and inclusion we need to be more open about the factors that get in the way.
The first is an acknowledgment that bias, both conscious and unconscious, is something everyone is prone to. We are all biased: the world is not divided into those who show bias and those who don't. It is, however, split between those who recognise they are biased and those who believe they are not. It is one of the biggest ironies that the latter group is likely to be the most biased. Acceptance that each of us is biased is probably the most important step anyone can take. Without this self-awareness, bias is always someone else's problem. Bias, especially in leaders, can then lead to the creation, or the maintenance, of a culture in which certain categories of people are less likely to have their voices heard, their opinions listened to and their capabilities acknowledged.
I have never seen diversity as simply being about achieving numerical goals. It is about achieving something more aspirational and inspiring: a culture in which people feel they have been treated fairly. This is easier said than done – but when is anything worth achieving easy?
This blog was written for the Civil Service and can be found on their Diversity & Inclusion Blog page.
An important ingredient in successful coaching is self-awareness. In fact it could be argued that it is the most important step towards successful coaching and that, without it, any positive impact of the coaching will be negligible and short-lived. I would go so far as to suggest that self-awareness is core to our behaviour, a control centre that monitors and regulates our interactions and our effectiveness in all walks of life, not least in managing and leading others.
In coaching, when you ask people how they feel, the vast majority of people will have a reasonably clear and articulate response. They may be happy, sad, frustrated, annoyed, excited and so on.
But the real challenge emerges when you ask people to describe how they make others feel. While some may be switched on to this, far fewer people are able to clearly express how they make others feel.
A recent paper in the European Journal of Personality builds on research into what's known as 'affective presence'. This is the extent to which we elicit emotions in others. Several different studies suggest that this is a trait that we all share - much like assertiveness or sociability - and that it varies between us.
To understand affective presence, the researchers measured the way that people consistently left others feeling over the course of several interactions. These feelings were then rated and the scores were correlated with other trait characteristics.
What did they find? Most importantly, the strength of our affective presence has a marked positive (or negative) impact on the degree to which: we connect with others; we leave others feeling positive; and the extent to which we enthuse and motivate others. Interestingly individuals with higher levels of affective presence also have higher levels of emotional regulation (they manage their reactions in pressured situations) and have higher emotional expressiveness (they share how they are feeling). They also have significantly higher levels of agreeableness.
So what? Well, if affective presence is a trait then it will be measurable. If it's measurable, then it may provide useful feedback and insights that will be helpful in coaching and development to raise self-awareness. And in the process, it may be one of the keys to developing greater self-awareness over a long period of time and, with it, greater leadership effectiveness.
According to a BBC online test (http://www.bbc.co.uk/guides/z3g487h#orb-banner), based on my personality, the city where I would feel happiest living is Oxford! Apparently my unique mix of artistic openness and cool stand-offishness would help me fit in well within the land of dreaming spires. Good to know, as I happen to work in Oxford.
Gathering data from 400,000 people the BBC and Cambridge University identified clusters of personality types that typified different geographical areas of Britain. To some extent these confirm our common beliefs about regional stereotypes. City types, in general, tend to be more open to new experiences and more sociable, but at the same time more emotionally distant. Whilst those that live in the countryside are more conventional and reserved. However, there could be several possible drivers for such differences:
Environmental influence. If you live somewhere noisy, busy, with many cultures and influences but where you need to actively protect your personal space, you might adapt to more city dweller type behaviours to survive.
Personal choice. If you are sensitive, shy and traditional you might yearn for a quiet life in the country and make a conscious decision to settle there.
Age effects. The average age of city dwellers is younger than the average age of those in the country, particularly if you think about the major university towns. Research has shown that personality changes with age and the characteristics that this study shows are typical of city types are also typical of younger people.
Cultural impact. Over time, generations living in an area might develop particular shared values and attitudes that impact personality. This research shows that the highlands of Scotland have high agreeableness and low neuroticism. Meanwhile the Welsh, although living in a somewhat similar physical environment, show lower agreeableness and much higher levels of neuroticism.
Genetic communities. Personality is in part linked to our biology and regional variations exist in our genetic make-up that could underlie regional personality types. Recent research published in Nature (Leslie S et al., 2015) has shown that the Welsh and Scottish are more different to one another genetically than any other UK group. Could this be the cause of the big difference in Neuroticism between these two groups?
If such regional variations in personality exist this might explain different political leanings across the country. For example, is it just coincidence that UKIP have their greatest levels of support in East Anglia and the East Midlands where levels of Openness are particularly low?
For companies operating in these different regions it raises interesting questions about preferred ways of working. With a concentration of finance sector companies in Norwich; it's probably reassuring to see that local inhabitants here have amongst the highest levels of conscientiousness in the country.
So with all this in mind should I be moving to Oxford? I think not. Ultimately, in spite of the statistical trends, we need not be clones of our neighbours. Britain is one of the most culturally diverse countries in the world and any such diversity only adds to our strength and richness. Although one things for sure, I won't be moving to Corby; apparently it's the last place I'd ever fit in!
Steve Jobs, Richard Branson, Mark Zuckerman. What do they have in common?
They all established hugely successful innovative organisations; Apple, Virgin and Facebook. They also all dropped out of school or college. It seems that being the best student is not necessarily the only route to success and, in fact, when it comes to being innovative, being a good learner could even be counter-productive. This doesn't mean we should necessarily encourage our kids to drop out of school but to encourage creativity we do need to recognise the value of breaking away from conventional teachings and offer an environment in which unusual ideas are celebrated and fostered rather than suppressed. Some ideas will fail, but unless all ideas are welcome that huge new breakthrough might never come.
Create the right Environment. In his latest project "Ideas Britain", musician Dave Stewart addresses what he sees as the "tendency of big business to shut its doors to new thinking" by providing an on-line space for ideas and inventions to be shared and to attract financial support. However, innovation is not the preserve of mavericks and rebels. There's much that can be done at an organisational level to ensure creativity is allowed to flourish. Give ideas the SUN they need to grow: Suspend criticism, Understand and Nurture.
Make time and space. By stepping away from the doctrines of learning, innovators do something important which is make space for thinking and creating. In his TED talk (https://www.youtube.com/watch?v=Uq-FOOQ1TpE) , Jacob Barnett, a young autistic mathematical prodigy who was predicted to never achieve anything through conventional education, highlights that some of our greatest scientific breakthroughs came when scientists suspended learning and started thinking. He argues that Isaac Newton developed his greatest ideas whilst Cambridge University shut down due to the Plague, and Albert Einstein perhaps achieved more whilst being barred from a university teaching position in pre-Nazi Europe. However, like his role models, Jacob Barnett's own ground-breaking theories did not appear out of the blue but from many hours of trial and error and exploration of new possibilities.
Work at it: To be creative, it probably helps if you were born an unconventional thinker. Dyer et al., 2011 propose that one third of creativity can be explained by our genetic composition. However, that leaves two- thirds of creativity as a learned skill and so it is, arguably, something we can all practice and improve. Innovation requires hard work: exploring things from new perspectives, making unusual connections, experimenting, challenging assumptions, taking the risk that an idea might not actually work but exploring it and trying it anyway.
A useful model to help develop your innovative thinking is CASTING: • C-onnect: Make unusual connections and associations. Force yourself to get off your mental tramlines and see what else is possible and where this takes you.
• A-sk: Challenge your assumptions and ask "What if?". It might pay to throw out the rule book.
• S-ee: Observe what works or what doesn't work. Look around you at what other people are doing and think about how you can adapt that to your situation.
• T-ry: Experiment with alternatives to find what works best. Avoid ruling out options without giving them a go.
• In–volve: Harness diverse people and perspectives. Cross fertilisation of ideas from different specialisms is invaluable.
• G–o Do It!: Be positive. Protect and nurture your ideas to help them grow and develop.
January is that time where all thoughts turn to New Year's resolutions. As ever the internet seems saturated with articles and blogs on the 'best' resolutions to make, the ones that will make us most happy and, of course, how to keep them, which includes the invention of a bracelet that gives you an electric shock if you don't do whatever you have committed to doing. Yes, really.
So I had pretty much given up on the idea of writing about New Year's resolutions this year, until I came across an article on the Harvard Business Review on mindfulness. I've been a fan of mindfulness since I came across the Headspace App last year and, for me, it's a pretty helpful thing to do. Whether it has made me more creative, compassionate or develop better relationships, as the research suggests, I'm not entirely sure. I do think, though, that it has helped me to be more focused and less stressed at times when I have a lot going on.
Of course, I don't practice it nearly as much as I would like, so it was already hovering on the list of possible resolutions when the Harvard article caught my eye. The article highlights a piece of research from Central Michigan University which found that individuals who had completed 10 minutes of mindfulness training had significantly lower levels of implicit racial and age bias, than those who had not.
This finding is consistent with previous research which demonstrated that mindfulness reduced our brain's reliance on automatic associations. Research from INSEAD in 2013 showed that mindfulness reduced our susceptibility to sunk cost bias (our tendency to persist with lost causes because of what we have already invested in them e.g. watching a bad film until the end, because you've watched half of it already).
There are some caveats; this was a fairly small piece of research, so more is needed to replicate this and understand how meditation impacts on UB in more detail. It will be interesting to know how long the effect of meditation lasts, for example.
Nonetheless it makes sense to me that this could be a tangible way to help reduce unconscious biases. Any method that can reduce the automatic associations or automatic processes our brain uses as shortcuts is likely to be helpful in reducing bias. So I'm sold on mindfulness as my New Year's resolution. It's good for me and could be good for others too if it helps me reduce bias. Now I'm just going to need to make sure I stick to it. Where's that bracelet?
As we look ahead into 2015 and wish for a time of greater success and happiness, let's not waste time hoping for perfection. Let's face it; things can always be better than they are and there is a world of opportunity to focus on what went wrong. However, to move forward, set new goals and persist in the face of adversity, we could all benefit from putting on those rose-coloured spectacles and looking at the world in a new and more optimistic light.
Some are lucky to be born in a world where, for them, the sun always appears to be shining. But optimism can also be seen as learned skill which all of us can practise in order to unleash our happiness, creativity and self-belief.
Chris Hadfield, retired astronaut encourages us all to put our negativity aside and recognise the incredible successes of scientific achievement in the world. With this recognition we can then choose to take action on making it even better by starting with a resolution. [http://www.space.com/28136-astronaut-chris-hadfield-new-years-video.html]
Research has shown the power of optimism. Optimists live happier, live longer and achieve more. A key principal is how optimists deal with adversity. For example Seligman demonstrated that when competitive swimmers were told they were not swimming as fast as expected, the optimists carried on performing at their usual level whereas the pessimists got slower. Although there can be risks in being overly optimistic; on the whole there is a greater risk from maintaining an overly negative perspective.
Where pessimists go wrong is in seeing failure as all their own fault, exaggerating the significance of failures as reflecting everything else they do, and believing that the outcome cannot be changed. This leads to the pessimist losing heart and giving up, or wasting time ruminating on what can go wrong.
So how do we harness the power of optimism?
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text:
|Publication number
|Publication type
|Publication date
|Oct 27, 1936
|Filing date
|Jun 19, 1935
|Priority date
|Jun 19, 1935
|Publication number
|Edwards Hiram W
|Original Assignee
|Baxter Don Inc
|Export Citation
|BiBTeX, EndNote, RefMan
|Referenced by (7), Classifications (6)
|External Links: USPTO, USPTO Assignment, Espacenet
Oct. 27, 1936. H, w, EDWARDS 2,058,429
MIRROR Filed June 19, 1955 fiverzr.
Patented Oct. 27, I 1936 v UNITED STATES PATENT OFFICE MIRROR and L. H. McGowan Application June 19, 1935, Serial No. 27,441
5 Claim.
This invention relates to a mirror and more particularly to a body provided with an improved metallic reflecting surface.
An object of the invention is to provide a mir ror or reflecting surface therefor which has new and important qualities with respect to reflection of the various light regions and also with respect to hardness, wear-resisting character, adaptability to cleaning, etc.
The invention is illustrated, in a preferred embodiment, by the accompanying drawing, in which is shown a broken perspective view of a mirror embodying my invention.
The mirror body may be formed of glass, metal, or any other suitable material. If desired, the entire mirror may be formed of an alloy hereinafter described as useful for providing a reflecting surface.
The reflecting surface is preferably formed of an alloy in which aluminum is combined with another metal, and more particularly magnesium.
Aluminum has been combined with various metals to produce reflecting surfaces. It has been combined with magnesium to form magnalium, and with magnesium and copper in forming duralumin. Aluminum has a coefficient of reflection of 89.5% in the visible spectrum. Magnalium has a coeflicient of 83.3 to 84.3% in the visible spectrum. Duralumin has a very low coefiicient-in the neighborhood of 53%. While pure aluminum has a higher coefiicient than the above alloys of aluminum and magnesium, it has the disadvantage of being relatively soft and non-resistant to wear. The addition of magnesium to aluminum to form the above alloys, while increasing the hardness of the product, very materially reduces the coeflicient of reflection.
I have discovered that magnesium may be combined with aluminum in such a way as to increase the hardness of the product, while at the same time increasing the coefficient of reflection of the product materially above that of pure aluminum. I have discovered that there are certain critical limits within which aluminum and magnesium maybe combined to produce a product of the abovementioned advantages. When the magnesium content of the alloy is increased from zero to 2 or 3%, the reflection coeflicient of the pure aluminum (89.5%) is increased to 94% and in some instances to 96%. When the magnesium content is increased to approximately 8%, the product has a uniformly high coeflicient of reflection.
Through this range, there is a change in the hardness of the product as will be later mentioned. When the magnesium content is increased substantially above 8%, there is a dropping off in the reflection coefficient, and when the content of .magnesium reaches 10%, the results are definitely inferior as far as the coefficient of reflection is concerned. In other words, as the amount of magnesium is increased beyond 8%, the reflection coefficient falls appreciably until it reaches a final value of about 82%, which is the reflection coemcient for pure magnesium. Furthermore, as the amount of magnesium ranges from 10% or great- 10 er, there is a definite bluish cast to the surface with a greater reduction in the reflection coeflicient at the red end of the spectrum.
As to the quality of hardness in the product, I
find that in the above range of from 98% alumi- 5 num and 2% magnesium to approximately 92% aluminum and 8% magnesium, the surface hardness of the product was approximately two and one-half to three times that of aluminum, and after the alloy was heat-treated under the well known methods employed for heat-treating aluminum-magnesium alloys, the hardness was found to be more than ten times that of the pure alu minum surface. The hardness of the product seemed to be greatest when the magnesium content was in the neighborhood of 5%. Such an alloy furnished a surface which, when tested, proved to be harder than a chromium surface. As the magnesium content was increased to 10% or more, I found that the hardness of the product was considerably less. Often such mirrors were spoiled by the mere attempt to remove fingermarks from them.
The mirror may be formed by any suitable method. It may be formed as a solid alloy body, or by depositing the alloy upon a body such as metal, glass, etc. If deposited upon glass, it may be deposited upon the front surface thereof or the rear surface. When freshly deposited upon a surface, the alloy oxidizes in contact with air to 40 form a surface consisting largely of an oxide of aluminum. During the first two or three weeks, the alloy crystallizes or ages, producing a hard basic structure, the surface oxide of which is exceedingly hard. Unlike silver, which combines 45 Surface contamination due to a de- 50 by any suitable method. One method, in which 55 thealloy-is'vaporized under reduced pressure and the vapor caused to condense upon the surface of the mirror body, is set out fully in my copending application Serial No. 666,805, for Mirrors and process of making same. It will be understood, however, that other suitable or well known methods for depositing alloys in liquid or vapor form upon a surface may be employed in forming my mirror product.
Under certain circumstances, I have found that antimony may be substituted for magnesium with beneficial results. For example, I have discovered that an alloy containing 10% antimony and 90% aluminum produces a mirror having a coefficient of reflection of 94%. The antimonyaluminum mirror has a beautiful clear white appearance very similar to that of the composition described above, but it is not quite as hard as the aluminum-magnesium product. Satisfactory results have been obtained with the antimonyaluminum alloy with the content of antimony varying between 3 and less than 30%. The product is harder than pure aluminum and has a coefficient of reflection well above that of aluminum.
The foregoing detailed description has been given for clearness of understanding only, and no unnecessary limitations should be understood therefrom, but the appended claims should be construed as broadly as permissible, in view of the prior art.
I claim:
1. A mirror having a surface consisting of aluminum and magnesium as the active optical constituents-said alloy of aluminum and magnesium being substantially unmixed with elements lowering the coefficient of reflection of said alloy, the proportions of aluminum and magnesium being between 98% aluminum and 2% magnesium on one side and 92% aluminum and 8% magnesium on the other.
2. A mirror comprising a mirror body having a reflecting surface sufiiciently uniform to reflect light substantially without diffusion, said surface consisting of aluminum and magnesium, the magnesium content of which is from 2 to 8% and the aluminum content of which is from 92 to 98%.
3. A mirror having a surface consisting of an aluminum-magnesium alloy, in which the magnesium and aluminum are the .active optical constituents, said alloy being unmixed with elements substantially lowering the coeificient of reflection of said alloy, the proportion of magnesium content being in the neighborhood of 5% and the proportion of aluminum content being in the neighborhood 'of 95%.
4. A mirror having a surface consisting of an alloy containing only aluminum and magnesium, the magnesium content of the alloy varying from substantially 2% to approximately 8%.
5. A mirror having a surface consisting of an alloy containing only aluminum and magnesium, the proportions of the magnesium content being in the neighborhood of 5%.
|Citing Patent
|Filing date
|Publication date
|Jul 14, 1951
|Nov 29, 1955
|Gen Motors Corp
|Temperature compensation for a magnetic speedometer drive
|Jul 3, 1967
|Jul 7, 1970
|Pechiney Prod Chimiques Sa
|Aluminium-magnesium alloys resistant to blackening and elements formed thereof
|Mar 19, 1984
|Dec 3, 1985
|Canon Kabushiki Kaisha
|Reflection mirror for optical instrument
|Jul 9, 1987
|Oct 24, 1989
|Canon Kabushiki Kaisha
|Aluminum support for a photoconductive member
|Dec 20, 1989
|Jun 11, 1991
|Viratec Thin Films, Inc.
|Magnesium film reflectors
|Feb 13, 1940
|Dec 22, 1952
|Siemens Ag
|Verfahren zur Herstellung von metallisierten Isolierstoffolien
|Dec 20, 1990
|Jun 27, 1991
|Viratec Thin Films, Inc.
|Magnesium film reflectors
|U.S. Classification
|359/838, 420/542
|International Classification
|Cooperative Classification
|European Classification

subset: commoncrawl


text:
Discussion in 'The Intelligence Cell' started by Ozduke, Oct 18, 2007.
The heart of the site is the forum area, including:
Misses has got me one of those for xmas. Wants me to wear it out too...
Brave boy at Christmas!
hope he wiped well before putting that on
Hope it was ladies day. What went through his mind i wonder when he was going through his wardrobe that morning. Trying to figure out what to wear "Nah i can't wear that suit, i wore that last year, i know ... ".
Well, let's hope you can carry it off better than that bloke does. He, certainly, doesn't have the figure for it.
Must have been painful taping his old fella between his legs all day.
Looks comfy though, might start wearing one to the gym.
I was guessing Oz when I saw the pic and long before I noticed the OP's screen name and signature block.
Brave boy on Oz mind. The quote from Monty Python crosses my mind:
"No poofters!"
Personally, on a day at the races me and my mates tend to wear these catchy little numbers.
where does he keep his form guide and betting slips?......
....or is that an arrse question.
Fosters drinker. Says it all.
Don't think he is mate, take a close look at what appears to be a blue can with gold rim - it is actually a tinny holder in blue, with a red and gold can, could be VB?
Personally I wear a lot of racy check when I go racing and a felt hat. As a result of which some wit described me as "Mr Toad", which I didn't think was very amusding at all. Unfortunately every other cnut - including my loyal Fenian Bride - did. So the tattersall check wekit and outrageous moleskins, red, young officers have been temporarily wardrobed...
Cuddles, me old Gloucestershire chum, you should have been at Cheltenham racecourse last week. You couldn't move for pink cords and check jackets.
No, not a race meeting...Antiques and Fine Arts Fair, but they all dress as if they're going to the Gold Cup. Why?
(Oh, and low-heeled loafers with snaffle or leathery tassle thing.)
Separate names with a comma.


text:
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text:
Top Linksmain detailsbiographyby votesphoto galleryquotes
Filmographiesby yearby typeby ratingsby votesby TV seriesby genreby keyword
Did You Know?photo galleryquotes
Janet Mathews (Character)
from 8MM (1999)
FilmographyEdit Credits
- 8MM (1999) Played by Amy Morton
... aka "Eight Millimeter" - USA (working title), USA (poster title)
Additional Details
Fun Stuff
[last lines]
Janet Mathews: [voice-over] Dear Mr. Welles - thank you for writing me and telling me your real name, who you really are, and what really happened. I'm glad those men are dead, but nothing will ever fill the hole in my heart. I will try to use the money you sent for some good, after I get some help for myself. I hated you for telling me the truth, but now I realize you and I are probably the only people that ever really cared about Mary Ann. Yours truly, Janet Mathews.
See more »
You may correct errors and omissions on this page directly. Clicking the 'Update' button will take you through a step-by-step process.


text:
Ball Differential Outdrive Set (2) by Yokomo
$1.99 Flat Rate Shipping!
|Low Price:
This item is eligible for $1.99 flat rate shipping Learn More
Check Store Availability
Please be aware that pricing and product availability in-store may vary from what's available online because each store is independently owned and operated.
This is a replacement Yokomo Outdrive Set. This set includes a left and right side outdrive for the ball differential.
This product was added to our catalog on May 1, 2013.


text:
According to CBRE, Chinese buyers accounted for up to 10% of the £800 million in London property sold off-plan through exhibitions in Asia last year, and the share is likely to rise as investors are tempted by a weak pound.
Beijing's attempts to curb prices through property taxes in its main cities, as well as forcing up deposits on second homes to 50% or higher, is pushing larger amounts of cash abroad.
"Definitely this year while the exchange rate is still favourable, we think it will increase," CBRE's head of residential research Jennet Siebrits said.
Ever-popular prime property in upmarket areas such as Kensington and Chelsea are still attracting cash, but Chinese buyers are also snapping up property in Canary Wharf and the Olympic boroughs benefiting from good transport links.
CBRE estimates that around a quarter are buying for their own use with around 100,000 Chinese students studying in the UK.
"Buyers who are not millionaires or real estate professionals are now looking to buy in London, predominantly with their children in mind for study or work," Siebrits added.Reuse content


text:
The da Vinci Junior 3in1 has an optional laser engraver add-on that will
allow you to etch your own creative path on various materials such as wood,
leather, and cardboard. Dimantion: 13x11x7. Gross W:0.23 kg.
Part Nr RS1J0XY105E
EAN Code 4715872741840
Antal i lager: 4
Box 841245 18 STAFFANSTORP
+ 46 40 684 97 90


text:
Too good to be true?
This little girl is so happy today! She has been singing a little Oriya tune all day but each time I try to get it on video she runs to me and gives me a huge hug! She has been hugging me a lot today and even let me rock her a bit. I keep waiting for "bomb" to drop. I've been so nervous about bedtime too, but she passed out on the couch a few minutes ago. I'm kind of afraid to just enjoy it. I'm so afraid it will be fleeting. Am I crazy?


text:
French translation of 'acknowledge'
Word Frequency
transitive verb
- (= admit) [fact, problem, legitimacy]
reconnaîtreto acknowledge sb as sth
reconnaître qn comme qch
⇒ He is widely acknowledged as an excellent goalkeeper.
Il est largement reconnu comme un excellent gardien de but.to acknowledge that ...
reconnaître que ...
- (= show appreciation, recognition of) [applause, cheering, compliments, kindness]
saluer en réponse à
- [person]
adresser un regard à qn
⇒ He never even bothered to acknowledge her.
Il n'a jamais pris la peine même de lui adresser un regard.
- [letter, parcel] (by replying)
accuser réception de
⇒ They sent me a postcard acknowledging my application.
Ils m'ont envoyé une carte accusant réception de ma candidature.to acknowledge receipt of sth
accuser réception de qch
Example Sentences Including 'acknowledge'
He simply won't acknowledge her presence, hoping to freeze her out.THE RIVAL QUEENS: A Countess Ashby de la Zouche Mystery (2002)
Worse than that, the fear that stalked her with hooked claws, she refused to acknowledge.Death Speaks Softly
The Chief didn't look up to the gallery, didn't acknowledge the particular ripple of applause that greeted his entry into the dock.Field of Blood
Trends of 'acknowledge'
View usage over:
'acknowledge' in Other Languages
- Brazilian Portuguese: reconhecer
- Chinese: 承认 > 事实或情况
- European Spanish: reconocer
- French: reconnaître
- German: zugeben
- Italian: riconoscere
- Japanese: 受け入れる
- Korean: 인정하다
- Portuguese: reconhecer
- Spanish: reconocer
Translation of acknowledge from the Collins English to French Dictionary
Log in to comment on this word.


text:
|Reviews for See Through
| JamieDidn'tDieInCulloden chapter 1 . 10/6/2008
A great story. Very good.
| Gemjj chapter 1 . 5/8/2002
Wow, is all. That was great. So intense! Goes perfectly as the sequel! I *love* Spike and Cordy together, I think that it's a much better relationship that one Buffy and Spike could ever have because the two are so similar in many ways.
| stonecoldfox chapter 1 . 4/1/2001
superb. I love it. Write more. This would be awesome as a short series... Fantasic work, keep it up.
| indigo chapter 1 . 3/24/2001
hmmm...interesting, now I'm going to go read the first part since this is a sequal


text:
The dancers of BalletLab are important collaborators in the development of new works, helping shape new works through intensive studio processes and experimentation.
Phillip Adams BalletLab works with a number of skilled performers, engaging a different team for each project. Consistently drawing from new talent emerging from Australian universities, Phillip Adams BalletLab collaborates on projects with many emerging and established practitioners in dance and other mediums.
Deanne Butterworth
A performer, choreographer & teacher, Deanne has been working in contemporary dance, since 1994 performing in Australia and abroad.
Ellen Davies
Ellen Davies is a Melbourne based dance artist who trained at the Victorian College of the Arts and received a Bachelor of Dance in 2013.
Matthew Day
Matthew Day is a Choreographer and Dancer who works across various artistic mediums and cultural contexts. Matthew is invested in conceptual choreographic practices that are intensely physical and push the boundaries of dance and performance.
Luke George
Luke George is a Melbourne-based dance artist who grew up in Tasmania. His work as a performer, choreographer, teacher and curator has taken him throughout Australia, North America, Europe and Asia.
Tim Harvey
Timothy is a dancer, teacher and Remedial Therapy practitioner from Melbourne, Australia. He has performed in the works of Philip Adams with BalletLab since 2004 (Fiction, Incarnation, Origami, Brindabella and Amplification) touring regularly within Australia, across the United States and around Europe.
Kyle Kremerskothen
Kyle began dancing in 1997 with Stompin Youth Dance Company performing in Grind #2 and Stompin/Danceworks collaboration Distance. In 1998 Kyle relocated to Melbourne to undertake a Bachelor of Contemporary Arts at Deakin University. He has also studied at the Victorian College of the Arts attaining a Graduate Diploma of Dramatic Arts.
Gregory Lorenzutti
Born in Brazil, Gregory is a dancer and photographer based in Melbourne. He is a theatre graduate from the University of Rio de Janeiro.
Rennie McDougall
Rennie McDougall began working with Phillip Adams BalletLab while studying at the VCA in 2008, and has since collaborated with the company during developments and performances of Aviary, Miracle, Above and Amplification.
Carlee Mellow
Carlee Mellow works as a choreographer, performer, and teacher of yoga and dance. Over the last 15 years she has worked in both film and live performance collaborating with many choreographers and directors, touring nationally and internationally.
Brooke Stamp
Brooke Stamp maintains a rigorous practice as a performer, choreographer and teacher in Melbourne, while continuing the development of her solo choreographic practice and interdisciplinary collaborations throughout Australia and overseas.
Lillian Steiner
Lilian Steiner is a Melbourne-based performer and choreographer. Since graduating from the Victorian College of the Arts, Bachelor of Dance program in 2010, Lilian has performed with Lucy Guerin Inc., Phillip Adams' Balletlab (Above, MONA FOMA, 2011) and in Rennie McDougall's SUPERTONE (Next Wave Festival, 2012) for which she was nominated for a Female Dancer Greenroom Award.
Clair Peters
Clair has been performing professionally in Australia and abroad since 2004. During this time she has worked with Melbourne based dance companies BalletLab, Chunkymove and The Australian Ballet Company.
Timothy Walsh
Timothy Walsh is a Melbourne based contemporary dance artist and curator. He is a graduate of the VCA and upon his graduation was awarded the Orloff Prize for most outstanding talent.
Geoffrey Watson
Geoffrey Watson is a Melbourne based artist working with an interdisciplinary focus in dance and design. Geoffrey has received ongoing training and mentorship from Melbourne based couturier Maximilian since 2011.
Joanne White
Joanne White trained at the Graduate College of Dance in Perth, the John Neumeier Hamburg Ballet School and the Victorian College of the Arts.
Peter AB Wilson
Peter A B Wilson graduated from The Australian Ballet School in 2010. During his time there he performed lead roles in Jiří Kylián's Songs of a Wayfarer and Petal Ashmole-Miller's Snow Queen, among others.


text:
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text:
Essential Oils 101 – How to Apply: Essential oils are used for a wide range of emotional and physical wellness applications. Either a single oil can be used or a blend, depending on the user's experience and the desired benefit. Essential oils are usually applied by one of three methods: diffused aromatically, applied topically, or taken internally as dietary supplements as stated on the label.
Due to the natural molecular composition of EOs, they're easily absorbed by the skin and can be safely applied topically, sometimes diluted with a carrier oil and sometimes "neat" (undiluted). Once they're applied, essential oils can have almost an immediate, localized effect to the area of where applied. They have restorative and calming properties and can be used very effectively in massage and beauty therapy. EOs are also natural disinfectants, many are antimicrobial and the similar chemical structure of essential oils allows them to be absorbed into the bloodstream via the skin for internal benefit throughout the body.
1. Suboccipital Triangle: (picture at top of post) is a great place to apply an EO topically, this area sits at the base of the brain stem and close to the blood supply to the brain.
2. Feet: the bottoms of our feet boast the largest pores on our body and allow quick absorption.
3. Over the heart: A nice place for a topical application, I find it soothing and calming.
4. Localized: When aches and pains are involved, apply EOs directly to the area of discomfort and massage the oils in with carrier oil. I prefer solid organic coconut oil or, CW Naked Salve in these instances because both are nutrient-packed!
Therapeutic essential oils can also be used as dietary supplements supporting a variety of healthy conditions. Some EOs have powerful antioxidant properties while others help support a healthy inflammatory response in cells. Many EOs are generally regarded as being safe for dietary use in moderation but there are oils that should not be taken internally. Please don't use any essential oil product internally that does not have the appropriate dietary supplement facts on its label. Food for thought: taking essential oil internally sends your essential oils through the digestive system. Results can be modified by body fluids and delayed by the whole process. Consider topical application first and foremost for the quickest results and the most benefits.
I recommend purchasing a few good books, and spending lots of time Googling EOs and their uses! As always, hands-on use will add to your confidence and open up lots of learning opportunities to broaden your knowledge and healing skills. Practice "less is more", essential oils are very potent tools, learn all you can about their uses and their cautions. Example: Oregano! This is a very hot essential oil and always needs a carrier oil for topical applications.
I hope this post helps simplify some of the basics of EO use. While it all seems overwhelming at first, very soon it becomes second nature, I promise. Just keep your EOs within reach and use them everyday because consistency is key when you're learning and healing.


text:
Furminator - Long Hair deShedding Tool For Cats - 8027
For All Long Hair Cats From The Age Of 8 Weeks
List Price R 1,469
eB10 890
Discovery Miles 10 890
On Credit: R / month
Supplier out of stock
Eligible for Cash on Delivery. Learn more
Free delivery available |
Hassle-Free Exchanges & Returns for 30 Days. Learn more
Reduces shedding up to 90%. Effectively reduces hairballs, keeping your cat healthier and happier. Recommended by veterinarians to help prevent dangerous hairballs from developing. Stainless steel deShedding edge reaches deep beneath your catÂ's long topcoat to gently remove undercoat and loose hair. FURejector button cleans and removes loose hair from the tool with ease.
- Categories
- Dogs, Grooming, Brushes & Combs, De-matting
- Country
- South Africa
- Brand
- Furminator
- Barcode
- 8117940113454
- Title
- Furminator - Long Hair Deshedding Tool For Cats
Bundle deals expire when stock runs out. T&Cs apply
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Alicia, South Africa. 20 November 2015
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text: Morning All, I'm in the market for a new day pack, my Highlander NI Clone has ripped at the seam of the shoulder by a good third to a half of the way across. Only from carrying 11kg to the airport on holiday! I have narrowed my needs down to either a Munroe or a TAS Operator. The Munroe speaks for its self but I was wondering if anyone on here has any insight to the TAS Operator? Linky TAS Linky Munroe Will the straps come off if I over load it with ginsters and Marathon bars on a TA weekend? Any one know how much weight they can both take? Cheers LVH P.S I did a search but only a few lines on the TAS Op Appeared.


text:
Red Rose, Grapefruit, Leather and Graphite
I love the rich moodiness of the leather and graphite combined with bold red and pink, don't you?
– laura
Photo Credits:
Row 1: Design*Sponge | Net A Porter
Row 2: Miselle | Continuum Photography via Style Me Pretty
© laura at betsywhite for Flights of Fancy, 2012. |
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