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Over the last several months, Life has been difficult and trying. I am accepting of this way of life and it is my path because I know, that out of Strife comes great things. It's that old adage, "if it doesn't kill you, it will make you stronger". I am in a better location now and I do not have to constantly deal with the battle field, that WAS my life but material prosperity has been very ellusive. Go figure.
On a side note (and soon to be shown as a significant note), I made the realization that if you purify and consecrate your home on a regular basis, make sure you do the reverse circumambulation through your home afterwards. Personally, I am finding that the intent of circumambulation is to bring in the higher aspirations of the Divine through cleansing but you gotta bring that back down into the material plane. In my eclectic Wiccan training, I was told to just do the cleansing in one direction (three times) but if you think about the exercise in a Middle Pillar perspective, you really should circulate that energy in a reverse fashion for it to be complete. Not to say that the aforementioned routine is incorrect for some, it's just that I believe that if you do certain practices on a regular basis, like circumambulation or the Middle Pillar exercise, those practices settle into your being and consistency is the key. Those practices imprint themselves on to your Body of Light, sorta like a drop of water.
|A Drop of Water
I have been a Priestess of Jupiter for a good three years now with regular devotion and work to Jove, Zeus and the Jupiter planetary energies, which is based on and inspired by Rufus Opus' works. The ritual uses the Orphic Hymn to Jove as the invocation. For about a year, I was doing rites weekly and thereafter, about 2-3 times per month. My regular commitment is at least once per month. About a year ago, I was inspired by Austin Coppock to do some work and research into the exaltation of the planetary energies, which can be found in the table below:
Since I was already accustomed to the various modes and energy of Jupiter with my previous two years' work, I decided to expand upon my jupiterean work by exploring its exaltation. Jupiter is exalted in Cancer.
Since I am an engineer, by day. I decided to do my research by using the scientific method. Though magickal work is metaphysical in nature, the process still can be applied. The scientific method is simply a means to investigate phenomena or to gain a body of knowledge and therefore, with that perspective, can be used for all human experiences. Is it any wonder that some of the greatest philosophers were also scientific people?
|School of Athens by Raphael
The process also calls for what is called "scientific controls", which limits the amount of variables, which could effect the results. The idea is to keep certain things at a constant, such as temperature, pressure or time of day so the analysis does not have to consider these variables as possibly changing the experiment and data.
Controlling variables is not an easy thing in the laboratory, even more difficult in the context of life and metaphysics.
Discussion in the upcoming article


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NS: How did you get started on MacGyver?
JB: I had moved over from T.J. Hooker where I worked with Steve Downing, and he brought me on to MacGyver. I didn't stay there very long - I cashed in my money and left because I had a lot of creative differences with others on the show. It was a great show, but they were going in one direction and I was going somewhere else. And so after writing the Gambit and Last Stand, I said, "That's it, I'm off. Goodbye." And it took them a year to finally get around to where I was going.
NS: What were some of the creative differences?
JB: Lee David Zlotoff, the creator, had bowed out. Jerry Ludwig, the Executive Producer, loved old movies, and so he had his movie of the week that he would go back to and make a MacGyver episode out of. It was not what I was used to doing. I really thought that making up your own stories was a better way to go. Sometimes trying to pigeonhole MacGyver into a movie that already existed worked, and other times it didn't work. I got stuck on an episode that ended up being rewritten by my friend Jimmy Schmerer and Larry Alexander called "The Heist." I worked on that thing for three weeks before it was clear that I was never going to make it the way they wanted it. After that I said, "That's it, guys. Take your money. I'm going away." I had written a lot of action adventure shows, but I just couldn't get into writing old movies. On the map scene, they allowed me to what I wanted to do.
NS: Yes, let's talk about the map! My favorite sequence in MacGyver history.
JB: They spent a lot of money on it - it was a very expensive gambit. Originally all of the shows were going to have gambits, but then they realized that it was just too expensive to do two shows in one hour. The sets, the balloon, and filming at the sand dunes all cost a lot of money. It was the first gambit that was written, not including Lee Zlotoff's from the Pilot.
When we started talking about how to use various tools, we were sitting around and I said, "I think if we could just use one tool for the whole thing, it would be really cool." And so I think somewhere in the past a long time ago, either in a comic book or in some tv show, I had seen somebody slip a piece of paper under a door and drop a key out onto it, and the idea started with that. And so I thought what kind of piece of paper would I want, and that evolved into a map.
And then after having the map I thought, if this is going to be a treasure hunt, let's turn it into kind of a treasure map. Even though I placed it in an Arabian desert locale, I basically went back to my old girl scout days and said, if you're going to be prepared, how can you be prepared?
NS: It's really interesting that you just mentioned that, because in the beginning of the gambit, MacGyver says how his cub scout den mother, Mrs. Freivogel, always taught him to be prepared.
JB: That's it -- came right out of girl scouts.
NS: Was Mrs. Freivogel actually someone that you knew?
JB: No. I took German in high school and college, and Freivogel is "free bird."
NS: What else do you remember about the map?
JB: I thought, "How many ways can I use this map?" I don't remember all the ways that I used it, but I rolled it up one time and put a crowbar in it. There was the slide and the patch on the balloon.
NS: It served as a pea shooter where the pea hit a woman's leg to distract her from the clothes on the clothesline.
JB: Yes, the pea. When I was a kid, in the old, old days, I had a pea shooter. Some of us were very poor and we had very few things. We'd roll up a piece of paper, put a bean in it and shoot it. I can remember those days and thought, "Well, why not? Let's do that." And so I just sat around thinking about what I could do with that map.
Ricky Dean could do anything at that time. He had been a bicyclist and was really, really strong. He'd do these stunts like sliding down a mountain of sand on a map. They had to fortify the map to go down the sand because of the size of the map and the way they had it rigged. I originally had thought of it as a little larger and easier to maneuver.
I had always been a fan of "Around the World in 80 Days" by Jules Verne, so I always liked balloon trips. We see tons of balloons in southern California. And so I thought, what would happen if he got going and then suddenly someone shot his balloon? How would you make a patch? Well, you could maybe make one with duct tape, but it's more fun to stick the map on the side of the balloon and off you go.
It was the easiest thing I ever wrote in my life. Once I sat down to do it, things just fell into place like 1-2-3. And on the page, it was as spectacular as it was on the screen. It just worked.
NS: What do you remember about Last Stand?
JB: Don't even ask me about Last Stand!
NS: I can refresh your memory if you want me to! (At this point I refreshed her memory).
JB: I can't really tell you a lot about it because I didn't like writing it. By that time, I was really disenchanted. I loved everybody there and everyone was super bright, but sometimes you just don't like the situation. The series eventually became what I always thought it would become, and then I loved it. But I was busy doing other things by that time. So I can't help you too much on Last Stand. I wrote it, gave it to them, and went to work on The Heist. I've done a couple three hundred of these things so it can be hard to remember some of them. Some of the Six Million Dollar Man shows stand out in my mind. Some of the Star Treks stand out in my mind. But the Last Stand does not! It was not a memorable episode as far as I'm concerned.
Once Jerry Ludwig left and Steve took over, the show started becoming much more interesting because Steve was a much more well grounded writer, in a way. He had done a lot of police stuff and action adventure things, and he wasn't stuck in the old movies. At the time I said, "MacGyver needs a sidekick -- somebody who cares about this man." And it took them a year or so to get that guy. But from the very beginning I said that these episodes are hard to write because you don't have somebody back home that cares about MacGyver. It all eventually evolved into a vision that I had, but it certainly took a while for it to happen. And the map was lucky because it was a little comic book adventure, straight out of my comic book days.
NS: Are you a big comic book fan?
JB: I'd never taken any writing classes before I wrote. As a kid, I read comic after comic after action adventure after science fiction book after anything I could get my hot little hands on. I'm a Superman kid. From the time I was 5 or 6 I was reading comics until the time I was 60. If I could have, I would have written "Smallville." The map comes off of that whole history.
NS: Did you come up with the idea for "The Heist?"
JB: No, it was another movie. There have been so many heist movies, and I love heist movies. But casino movies are not my thing to write. I struggled with it and struggled with it, and whatever I did just didn't seem to be right.
They wanted to do the car coming out of the airplane stunt, and so I called up the service that had the planes. They said that those planes are used for firefighting, and if you want to use them to be aware that's it's fire season and there's a possibility you won't be able to get them at that time. I came in and said, "Guys, the planes are in Arizona right now and they're not going to be free for two weeks." That threw the episode into chaos and they ended up rewriting some of it. We had such a row over that - it was a very big argument. Because I had been telling them for six weeks that they weren't going to get it in time.
The ending just totaled me because I knew I couldn't get what they wanted. And once you get a psychological mindset that says those airplanes aren't going to be there, I just went in and said, "I don't want to do this." I like to be proud of my work and couldn't be proud of it there, and I moved on to Airwolf II.
NS: What did you do after you were done screenwriting?
JB: I broke into the business at 21, and after 25 years of working on staff and pulling my hair out on 16 hour days, I stopped screenwriting and got my PhD in Theater. I liked teaching a lot better than writing, and I taught screenwriting at UCLA and UC Riverside for a while before retiring.
NS: You mentioned Lee David Zlotoff earlier. Do you know why he left the show after writing the pilot?
JB: He had been over at "Remington Steele" -- I had met him and pitched a few shows over there. He was getting involved in writing pilots. After he had written and sold MacGyver, he said that he didn't want to be stuck doing this day in and day out -- he had enough of it at Remington Steele.
I think had he stayed around, MacGyver would have gotten to where MacGyver was going a lot faster. Because he had a really strong vision of the show, and it took a while to get that vision back. Very, very smart writer. Had a lot of humor. Boy, when he wrote that pilot, he nailed it. I have every respect for Lee.

subset: commoncrawl


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Hi Everyone! Here's another treat holder for you using the Kraft Pillow box. It also uses the Limited Edition Snowfall Thinlit Die available only the month of November 2018. This die has so many beautiful snowflake elements that I'm sure you would be thrilled to have it in your collection.
Our project today take very few pieces to get this WOW factor.
Materials needed
- Kraft Box
- 1″ x 6-1/2″ Santa's Workshop Specialty Designer Paper
- ~4-1/4″ Poppy Parade Textured Weave Ribbon
- Scraps of Poppy Parade and Sparkle Glimmer Paper
Here's a video tutorial for you!
This was another of my shoebox treat holders at our team meeting Sunday. Here's a close-up of all our goodies! Whether you are near or far, we would love to have you part of our fun, stamping family. Here's info if interested!
Product List


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The following blog post was written by Jennifer Caswell, Community Liaison Officer at the Centre for Excellence in Immigrant and Intercultural Advancement (CEIIA).
On Thursday, June 15 2017 our campus community came together at Research in Action, Bow Valley College's inaugural applied research poster presentation.
Alongside two other federally-funded research projects, the event showcased the Centre for Excellence in Immigrant and Intercultural Advancement's Enhancing the Wellbeing of Immigrant Women Retirees.
Nearly 80 colleagues from across campus attended the casual lunch-hour reception with remarks from President Laura Jo Gunter and Russ Wilde, Director of Academic Innovation and Applied Research. Attendees chatted with research teams leading projects in the School of Community Studies with the Iniikokaan Aboriginal Centre, Academic Innovation and Applied Research, and the Centre for Excellence in Immigrant and Intercultural Advancement.
The showcase provided researchers an opportunity to share their early insights and demonstrate how applied research actively contributes to teaching and learning on campus while fostering connections with community partners.
To learn more about the CEIIA's ongoing SSHRC-funded research project, contact Martha Fanjoy at firstname.lastname@example.com.
This research is supported by the Social Sciences and Humanities Research Council of Canada and is conducted in partnership with the Calgary Immigrant Women's Association.
- Previous Story Inner Revelations: Reflections from an IC Volunteer
- Next Story Pronunciation: An Ear Opener


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Christmas is now just weeks away! Here at CLEVR Money we understand the potential stresses this can cause especially when it comes down to financing the special day. That's why we encourage all our members to take advantage of our exclusive Christmas loans.
Entertaining the family doesn't come cheap and neither do those Christmas wish lists. It might seem smart to take out finance on that games console or go to your local payday loans company to fund that gift for a special someone, but with high repayments this could be a massive mistake. That's why the loans we give to our members are clear, simple and have no unexpected surprises.
Taking it out a Christmas loan couldn't be easier. With a range of different Christmas loan options available at incredible rates, all our members including those with poor credit ratings can enjoy a stress free Christmas.
At CLEVR money we offer a range of different Christmas loans to cover the costs of the big day and well into the New Year. Those members who simply require a little healthy boost to cover the family coming over for the festive period might look to our no-credit-check loans of £500 repayable through your Child Benefit.
We all know what unexpected family dropping in can be like let alone all the children with those extensive and expensive wish lists consisting of Xbox's, Playstation's and iPhones. Giving the Christmas your family deserves can be incredibly difficult. So this Christmas we want to you stock the fridge, load the drinks cupboard and stuff the stockings on us! Our loans are on hand to cover your family's eating and drinking favourites and also guarantee santa visits your home.
Do you want to do something special this Christmas? Why not have a time to remember this year with our complete Christmas loans. These loans come with all the jingle-bells and baubles attached and also come with a more flexible repayment structure. The Christmas period is a time for celebration and not for financial woe that's why we believe all our members even those with bad credit rating should have ethical access to the money they want to borrow.
The financial hangover in January can put considerable strains on the rest of the year especially when finance options or payday loans have been taken. To avoid higher monthly repayments we also offer flexible debt consolidation loans which can be taken with up to a 5 repayment term. These loans aren't just for Christmas they can support you and your family right through the year. Forget about finance and focus on the family this Christmas & New Year!
Here at CLEVR Money we pride ourselves on offering ethical Christmas loans for our area. With no set-up costs, no arrangement fees, no early repayment penalties and rates that can beat the banks, our loans should make us your first call for Christmas credit.
Become a member today, be part of the credit union family and give your loved ones the Christmas it deserves.
What does a CLEVR Money Christmas Loan cost?
*Representative example.
Borrowing £1,500.00 over 20 months will cost £100.84/month. Total amount repayable is £2,016.80 which includes interest at 42.6% APR.
The figures given above are for illustrative purposes only. The actual interest rates and repayment amounts may vary subject to loan amount and status.


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Category Archives: Change
Extend Your Productive Life
With the upcoming release of my new book, I'm updating and relaunching my earlier books. The first is 'Live Work Love: #Add10QualityYears'.
The book is available now on Amazon, down to $1 for a limited time at http://bit.ly/LiveWorkLove .
Our longevity, health and quality of life are due 30% to genetic luck and 70% to our choices and behaviours. We're dealt some cards and this book is about how to play the best hand, given those cards we've been dealt. No one wants to live forever but most of us would like to get the most out of whatever we've got coming. The vast majority of us would like to keep on going until we don't, not taper off to a long unhealthy tail-end of life. Regardless of how long we have, how do we stay healthier longer, optimise our happiness and make it all worthwhile?
Reviewing and summarising much of the recent research on life expectancy, quality of life and personal productivity, this book then focuses on adding ten productive years to your work life. (Work in the broadest sense of the word.)
Currently, there is a lot of concern and uncertainty about living longer with less money, poorer health and disconnected people. The baby boomers are the most significant moneyed demographic and they're greying at a pace. Now is a time of unparalleled affluence and longevity, yet we are faced with low quality-of-life issues driven by stress, obesity and unwise lifestyle choices. Forget waiting for that illusive magic blue pill or silver bullet when we can do a few little things every day that add up to a massive high-quality chunk of extra life that funds itself.
The book provides 12 controls for people to nudge their lives towards a better direction by influencing our physical, mental and social lives.
The book is available now on Amazon, down to $1 for a limited time at http://bit.ly/LiveWorkLove .
Do You Think Your Culture Supports Critical Thinking?
At the end of last year and into this fresh new year, I've been running some workshops with a big corporate on critical thinking. The emphasis is not so much about the mechanical elements like models, tools and processes, although they do prove popular. The intent is much more about creating, maintaining and supporting a culture that is friendly to critical thinking and thinkers. They'd like a 'don't shoot the messenger' kind of vibe.
Like any organisation attempting to bolster its stock of skills, there are a few ways of going about it. Training is an obvious one and, as a trainer by trade, I am not going to talk you out of that. Depending on the money you've got to throw around as an incentive and what time pressures you're under, another option is to recruit or outsource that skill. What if we're not talking about the skill of critical thinking though; what if we're talking about the critical thinking attitude? Do we recruit that? Could we outsource it? Is it even possible to train it?
Before we tackle these questions, let me start by saying the moment you reveal to any trainees a bunch of critical thinking tools, they may well have the intention of applying these on serious strategic and operational work issues and projects but that's not the first thing they think might benefit from the tools. People default to their personal lives and decision matrices, forcefield analyses and cause-effect diagrams get applied to wedding plans, house purchases and to relationships (both forwards and retrospectively). I swear there is a fortune to be made for critical thinking trainers in relationship decision-making, although that is a workshop I definitely do not want to run!
All jokes and broken marriages aside, providing tools that normal people can see as relevant and applicable to their personal and work lives is one element of nurturing a culture. Get enough people engaged like that and you generate noise and interest. Soon there is a critical mass and a tipping point. It's less some weird new thing that we learned on a course that we use on special occasions; it's become more of 'the way things are done around here'.
Yes, you can train it. Yes, you could accelerate the process by recruiting it. As long as you are adding competencies like teamwork, customer service, and problem solving to your list when recruiting, would one more hurt? The trick in the tale though is if you recruit critical thinkers or people inclined to do so, but then once they arrive it becomes clear quickly that critical thinking is not the ways things are done around here. Training is not going to solve anything other than a skill issue. What would be helpful is some role modelling and structural elements that make critical thinking part of business as usual. When newbies witness someone sticking their head above the parapet to critique something in a healthy way, what happens next is a powerful and essential indicator of the extent to which they'll ever stick their own head up. As part of any onboarding / induction process, it would be helpful to create or immerse new arrivals into situations or simulations where people do apply critical thinking and their input gets acknowledged, addressed and perhaps even rewarded.
When you google the term 'critical thinking', the top three results are: what are the five critical thinking skills; what are the six critical thinking skills; what are the seven critical thinking skills. Are critical thinking skills like razors? They just keep adding another blade as some never-ending marketing game of chicken? I think the 'five people' should talk to the 'seven' people. I think a critical component of critical thinking isn't the comprehensiveness of the toolkit nor the 5-7 skills required. I think it's the ability to better understand the way we think and the 'why' and 'how' of getting to our conclusions. That requires a self-awareness or a desire for a self-awareness that should be aimed for in recruiting, supported during onboarding and boosted via subsequent training and practical application and reinforcement.
It's fantastic that for years we've been able to walk into parent-teacher meetings in many New Zealand primary schools and see DeBono's six thinking hats posters on the wall. (Look it up). A classic critical thinking tool being used by educators across a society to enable kids to think critically and examine ideas from differing perspectives if they choose to do so. (That's the trick, especially during election time). Kids, the employees of tomorrow with ever changing and expanding content need to know how to think not just what to think today. I'm not sure how many boardrooms or planning spaces have those posters. The google debate rages over whether there are five or six or seven critical thinking skills but there are always only ever six thinking hats.
Find out more about getting 'Change Fit' and advancing your own 'Change Evolution' at www.2dangerousthingsayear.com
'Workplace Exaptation'
Here's an excerpt from my latest book '2 Dangerous Things A Year: Your 'Change Evolution to get 'Change Fit". There are four stages in a person or team's progress in evolving their change readiness: 'Change Sloth', 'Change Strain', 'Change Workouts', and 'Change Fit'. Available on Amazon in paperback or Kindle. Sign up for a monthly email summarising posts like these.
One example of a practice that may indicate you've entered the 'Change Workouts' stage is 'Workplace Exaptation'. Exaptation is an evolutionary term for adaptations that evolved for one reason but later turned out to be useful for other things. Bird feathers originally were for warmth and attracting mates. It was only subsequently that they assisted in flight. There are plenty of Exaptation examples in business and workplaces too – what I call, 'Workplace Exaptation'. Viagara, for example, was originally developed as a heart medication.
Another significant benefit of taking a more proactive stance on change, trying new things, or doing 2 dangerous things a year, is that you test many small ideas. Even if those ideas don't initially work out or seem to amount to much, you still have those ideas. Keep them. Store them clearly and logically so they're retraceable for future reference.
Both my kids worked their way through high school and much of university at the same local supermarket. That store had an idea. The idea even had a name – 'Fresh Eyes'. Originally, and very successfully, the idea was that the weekly audit walk by managers required in their departments assessing things against a prescribed checklist should be rotated so that the audit walk was still conducted each week, in turn, but a different manager did it of a different department. It lessened the danger of over-familiarity and assumptions so they wouldn't see the wood for the trees.
The idea worked (and works) great so they could quite reasonably have left it at that and patted themselves on the back. But they didn't. They asked themselves – if this is such a great idea, where else might it be applied. 'Workplace Exaptation' in action.
They took that original idea of responsibility rotation and 'Fresh Eyes' and used it with job interviews. My son was employed in the seafood section. He was originally interviewed by someone from HR, not because they were from HR but because it was their turn. Next, it was someone from Produce, a less-experienced supervisor. They had fresh eyes and a different perspective on my son, plus it gave the interviewer some experience. Win-win! Lastly, he was interviewed by the manager of the seafood department. It's a robust process structuring-in diverse perspectives, yet retaining consistency with a prescribed checklist. Successful 'Workplace Exaptation' in action.
If you're curious as to the extent to which your personality's natural predisposition towards risk is contributing to being a handbrake or an accelerator on your progress, you can take my online assessment and find out. It's at www.amIdangerous.com .
Sign up for a monthly email summarising posts like these.
More at www.2dangerousthingsayear.com
This was an excerpt from my latest book '2 Dangerous Things A Year: Your 'Change Evolution to get 'Change Fit". Available on Amazon in paperback or Kindle.
Decision-Making: Deliberation Without Attention
"Every thought on the wire leads to a fall." – Philippe Petit, High Wire Aerialist
People feel much more responsible for their actions than their inactions. Joseph Hallinan says in his book 'Errornomics – Why We Make Mistakes' that at the moment you think you're making a decision, it only seems so. It's really long after the real decision was actually made.
This is an extract from my book 'The Brain-Based Boss'.
Most days are made up of a series of decisions. Some are like which of three cereals should you have for breakfast or which task to start next. Some decisions might be about buying a house or signing a contract to undergo elective surgery. Maybe you agonise over every decision or just the big ones or none at all? The rest you just go with your gut feeling. Sometimes you'll regret the decisions you make, or choose not to make, and sometimes you won't. What's the smartest way to make decisions or help others make them? It depends on the complexity of the decision.
Ap Dijksterhuis out of the University of Amsterdam conducted several studies on just this subject. However, like many of the researchers I've read for this book, they used sentences like, "Because of the low processing capacity of consciousness, conscious thought was hypothesized to be maladaptive when making complex decisions." And they're right but wordy. In my words, it's hard to think about a bunch of complicated things at once.
You might like to imagine you're a rational, logical person who'll weigh up the pro's and cons of each decision you make, especially the big ones, and make the best decision you can with the information you have. But what Dijksterhuis proved was quite different. He studied consumers and shoppers in lab conditions and in actual sales situations – during and after. The 'after' is especially important, as that is when the true quality and impact of a decision hit home.
All participants were facing a purchase decision of varying sizes. Half were interrupted and distracted during their decision-making process. All were subsequently followed up on how they felt about their decision post-purchase. The thinking was that the distraction allowed the unconscious mind, which can handle lots of complexity at once, to process the decision. It hooks into the brains emotional centres. This is where 'gut feelings' may come from. Plus emotional responses to the decision choices are pre-rehearsed and emotional responses to each assessed by your brain with you not consciously aware of them.
His findings were that "simple choices (such as between different towels or different sets of oven mitts) indeed produce better results after conscious thought, but that choices in complex matters (such as between different houses or different cars) should be left to unconscious thought. Named the 'deliberation-without-attention' hypothesis, it was confirmed in four studies."
Conscious thought focuses attention on whatever factors manage to squeeze themselves into our limited conscious mind at the time. That distorts perception and can over-inflate the relative importance of certain factors.
Researcher Loren Nordgren joked about Rene Descartes' famous quote, "I think therefore I am." That was all well and good but was he always happy with the shoes he chose to buy? Over-thinking doesn't make for good decisions when it's not a simple decision.
I'm not suggesting that lack of attention is a good thing. Otherwise we may as well put teenagers in charge of all the important decisions. Most can usually (always) be relied upon to provide the 'without attention' component! No, it has to be a bit more structured than that.
Both studies look at what might be called intentional self distraction. They contrasted three approaches to decision-making: make an instant choice, long list of pro's and cons, briefly distracting the conscious mind. The latter was the most effective and, down the road a bit, evoked the least regret.
If you just skim read Malcolm Gladwell's book 'Blink', you might assume that instant decisions are often best. But on closer examination, I reckon Gladwell agrees with Dijksterhuis. Both reject the supposedly time-tested tradition of logically weighing up over a period of intense concentration a list of pro's and cons. It takes ages and delivers a poorer result.
My shorthand version of a useful process is:
1. Introduce the problem and range of solution options
2. Carry out a pre-set 3 minute distraction activity.
3. Return to the problem and / or the options. Make your choice.
4. Live with it.
So, what?
I had it drummed into me and I subsequently preached to those I trained about the commonsense of structured event interviewing as a tool for recruiting. I was schooled on the value of decision matrix spreadsheets when evaluating complex contract tender responses. Does this research mean those formal processes have no value? No. Recruiting and big contracts are expensive and the consequences of mistakes are significant. At the very least, you may need to retrospectively justify your decision. (ie Cover your butt.) I think the lesson of deliberation-without-attention is that it pays to try both approaches. If they don't match, you might need to do some more research and ask some more questions.
Check out my new motivational presentation at http://www.2dangerousthingsayear.com
More ideas at http://gettingbetterbuyin.com/
To what extent are you seeing what you want to see and disregarding the rest?
Meta-cognition is a fancy term for thinking about how we think. We don't often do it because we're all so caught up in actually thinking or, more probably, doing stuff with as little thought as possible. (I might be judging myself on that point). The mindset and beliefs we have got us to this point and if this point is OK or better, there are risks in changing and challenging. But things won't get better if you don't.
In short, one answer is to deliberately surround yourself and seek out and expose yourself to information sources that you know will challenge you. I'm not suggesting you live in a perpetual state of stressful heightened awareness and self doubt but at the very least you gotta have someone who'll call you out. Diversity is the broadest sense is even better. Source from beyond your bubble.
You won't have time to think about everything, after-all that's why you revert to confirmation bias to begin with, but perhaps approach conversations with an open mind. Don't be so quick to judge.
Surround yourself with different types of people. Don't label yourself. Be well-rounded and willing to hear different types of opinions on politics, religion, and life in general. This is a sign of intelligence not passivity.
It takes incredible mental strength to challenge your own deep-seated beliefs. Stand by your convictions, of course, but just realize some of that just may be rooted in confirmation bias. Be open. After-all. life is full of the gray stuff. We wish it were simple. This is right. That is wrong. It doesn't always work that way. That's why it's good to be aware. Self-aware.
This article explains confirmation bias and some more thinking around addressing it.
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More ideas at http://gettingbetterbuyin.com/
The Smoke & Mirrors Of Tech Promises
Before my days as a trainer, speaker and author came along, I served some time on the periphery of the telecommunications industry and in some Information technology projects. I was usually the non-technical guy who acted as translator for the customers / users / muggles. I'd facilitate meetings, co-draft specs, and draft user documentation and training. I learned a lot, not the least of which is that I did not wish to do that ever again.
I can be overly keen sometimes. I'm that guy. An executive recruitment firm once reported on me as being "infectiously enthusiastic". I'm taking that with all the good graces and positivity of a description that includes the term "infectious". But I get it. One of the things into which I launch myself with enthusiasm is tech. And, one of the learnings from my time in the tech trenches is that there is a lot of smoke and mirrors. To temper the odds of any future disproportionate or unwarranted enthusiasm on tech or any subject, I like to look back in time on the internet. In 2007, what was being touted as the next big thing, is it big now, or is it even an actual thing at all yet? What was the much-hyped HR tech of ten years ago? Is it here now and is it kicking digital butt?
I feel like I want to draw up a bingo grid and include terms such as 'big data', 'UX' and 'disruptive'. Were they on the cards ten years ago or are they just around the horizon? If you're ever lost in a desert, you'll know that the only thing just around the horizon is another horizon. We've all been there. I only do it for the hallucinations. If you're ever lost in a dessert, well done.
There is one prediction I found most often from back in 2007 that seems to have played out solidly today. I'll quote it directly, "Fear automation not outsourcing". It's kind of tech-facing, although not specifically relating to HR tech. Unless you work in HR, which as readers of this publication, you almost certainly are.
There is a pill bottle today that has enough tech in its lid to verbally remind people to take their meds. Convergence is a thing. It happened with TVs and computers, with phones and everything else, and, according to some political spokespeople, with microwaves and spy cameras. With HR tech, the time is now or soonish for talent management to hybreed with ERP. I'd also like to copyright my word "hybreed". Another key battleground for tech folk generally, including HR, is UX or User eXperience. Finally, users are no longer the doormats we were back in 2007. Now, the people poking screens matter. Now, poking screens actually does something. I'm not sure why anyone would've been poking their screens back in 2007?
Taps are replacing clicks as mobile devices are the means by which we all do our thing. When Bill gates first mooted "a computer on every desktop", that was seen as a boon. Now, computers on desktops are a hassle unless you're a power gamer. Most HR professionals shouldn't be power gamers. Least not at work anyways. Especially don't recreate your organisation's people using Sims or some kind of role play gaming software. The last thing we need is HR folk getting all 'Game Of Thrones' with their talent management. I got my hair cut yesterday by someone talking about their kids at school and "achieved, merit and extinction". I think she meant "distinction" and it probably should've been "excellence". We don't want HR tech driving extinction but we probably do want HR tech driving distinction. This is where big data analytics comes in.
Big data is definitely a reality but the next thing of note is the analytics to make finessing it and extracting value from it viable, practical, ethical and efficient.
My favourite HR tech is in the L&D space and it isn't MOOCs (Massive Open Online Courses) although they are great. It's micro-learning – what you need, where you need, when you need it. People forget things they don't use much so having a 'library' of resources online available via mobile devices is an excellent adjunct to traditional training. I had an outside lightbulb that had shattered with no way to grip it to twist it out. Via YouTube, I found a ninety second video from Bosnia with the solution – stick a potato in the broken bulb and twist. I lived to tell the tale and that is useful L&D tech.
My main worry with tech is that they have developed software (and this is real, although still in the early stages) that can detect sarcasm in the written word. Wow, it looks like they were right in 2007, I do have to fear automation.
Managing Change: Elephants, Chickens and Eggs
I'm currently working with a company that wants to implement a sustainable and managed programme of organisational storytelling. They're convinced it isn't silly nor is it just a 'flavour of the month' magic leadership blue pill. They see it as a fundamental human communication tool and they'd like to leverage it for their own communication strategy's objectives and enable their people to use it to better move people around them to change. They had no problem with the concept, the practice or the potential cost-benefits of organisational storytelling. Their primary concern was that it would become just another change effort that didn't stick.
In that regard, their concerns are warranted. Something as uncommon and potentially nebulous such as organisational storytelling is no different from any large-scale change project like a force-fed software roll-out.
Research from psychologist Jonathan Haidt, later popularised by Chip and Dan Heath in their book 'Made To Stick' focused on the power in change situations of combining the rational and the emotional. They're the ones who got the ball rolling on the phrase 'The elephant and the rider.' It's all a wonderful oversimplification and neuro-scientists must be rolling in their hammocks but it's a simple and useful mental model. The elephant is your emotional brain. The skinny feeble dude on top of the elephant is the rider – your rational brain. The rider knows the rules and your goals and what's good for you in the long run and learns from experience. The elephant wants what it wants. The rider will see a pile of chocolate and say that you shouldn't have any but could probably have a little bit. The elephant will say it can't hear you because of the noise it's making eating all this chocolate.
Apparently, a key to success in life generally and change in particular is to get our elephants and riders working together. The third element is to 'shape the path.' We need to give them a degree of autonomy but with a limited range. Some of you will be thinking that this makes sense. Some of you will be thinking that elephants can't talk. That's just your driver speaking.
One of the things that constrains or delays change is paralysis by analysis. People obsess over making the right decision and end up making no decision or a too late decision. There's a classic study where researchers set up stalls at several farmers markets. Half the stalls offered three jams for sale with three taste test pots. The other half of the stalls offered twenty four jams and twenty four taste test pots. Which stalls do you think sold the most jam? Far and away the three choice stalls sold significantly more jams. Haven't we been conditioned to think that we want choice? That more choices are good choices? You might think that but that's not what the research shows.
Why is that? Regret, or the potential for it, is a powerful driver and constrainer of human behaviour, although not so much for elephants. We want to choose the best jam. The chances of making the best jam choice out of three are pretty good, especially if the three choices are very diverse, say, a berry jam, a marmalade and something with low or no sugar. (Ha, just kidding. I think stevia is straight out of Professor Snape's lab at Hogwarts and causes flavour to become invisible.) But, with twenty four options, many quite similar, those odds of making the best choice plummet. And our brains, emotional nor rational, don't like that. We probably wouldn't construct elaborate decision matrices on complex spreadsheets for jams but that's exactly what we do for a lot of decisions are work.
John P. Kotter is the world's leading expert on change. He's got that middle initial thing going on so there's that for a start. Seriously, his book's a classic and I highly recommend it. I MC'd his off-sider from Boston at a conference recently and I was impressed by their research-based but very practical structured approach. They have an eight-step process; Look it up. The first step to minimising the chances of your change initiative failing is to create a sense of urgency. If paralysis by analysis is a brake on change efforts then creating a sense of urgency is smart. Go on, the idea is only available for a limited time!!
They say we'll never know which came first – the chicken or the egg. I say it'll become a lot clearer once KFC starts serving breakfasts. Is it that restaurants don't offer a wide range of vegetarian meal options because diners don't order a lot of vegetarian meals or do diners not order a lot of vegetarian meals because restaurants don't offer a wide range of vegetarian options? It's a chicken and egg situation.
Coaching: Sack The Coach
My understanding of coaching is that it is a bit like art – you may not be able to define it but you know it when you see it. Or was that pornography? Some people try and narrow down its definition by specifying what coaching is not. Coaching is not training, leading, managing, facilitating or mentoring. Training implies that the trainer knows something that the trainee doesn't know but needs to know and it's up to the trainer to fix that. Managing is about tasks and things and almost certainly has an actual or implied hierarchy and power imbalance. Leading is about hearts and minds, providing inspiration and motivation to someone, who in the leader's opinion, requires more motivation but seems to be unable to generate it themselves. Facilitation involves directing or controlling an individual or group. Mentoring demands a relationship between an experienced expert and someone inexperienced and / or inexpert who wants to do or be what the mentor does / is.
A common metaphor for coaching in business is coaching in sport; it's easy to say that. People get it quickly but it's not a fitting comparison. Sports coaches are the boss. They're in charge. They've got extensive expertise and experience. More likely than not, they've been in the team being coached and after their playing career, they've logically moved into coaching. Though not every player has been able to make that transition.
Business coaching or professional development coaching are different. There's no power imbalance (or there shouldn't be.) There's no expertise imbalance. A coach is an independent force there to observe, listen, reflect, probe, prompt. A coach probably doesn't know the answers or have the direct experience of the issues and opportunities of the person being coached. You need permission to coach. The coach is not in control. The coach need not have all the answers and better not pretend that they do. The coach does need to keep the person being coached honest, focused and aiming at development that is genuinely necessary and attainable.
Most employees, most of the time, will do what they are directly told to do. That's management and if that is all there was, then managers would have to be omnipresent because that's the limitation of the command-and-control hierarchical power-based model. The reality is that managers have lots to do and places to be. Tom Peters wasn't wrong when he said that the true test of your leadership is what happens when you're not around. (Unless it wasn't Tom Peters who said that? In which case, it's me who's wrong. Leave Tom Peters alone.) The baseline assumption behind coaching is that it's ongoing, progress is expected, that progress is the responsibility of the person being coached, and the coach is responsible for the coaching process. Ongoing professional development can genuinely benefit from an effective and frequent coaching programme. A Bersin study found that companies with an effective and frequent coaching programme improve their business results by 21 percent as compared to those who never coach.
Can a manager also be an effective coach in an employment context? Sure, why not? They're doing everything else. Bosses can wear rotating hats with labels like 'coach', 'manager', 'leader' or whatever and that's probably pragmatic. But, there's a value especially for coaching in a real and / or [perceived independence, coupled with a perspective and helpful naiveté born of being an outsider. Sometimes, it's worth hiring someone to do the coaching. (I don't do much coaching myself. It's hard work. Genuinely that'll put me off most things. But I do some coaching. Client companies sometimes ask me to coach after I've spoken, facilitated or trained. They like the other things I do, the results I get and just plain like me. 'Like' is probably the wrong word. Both the client company and the individuals being coached have to trust and respect the external coach. There have definitely been times where whatever emotion was being directed at me, it wasn't 'liking.')
Coaches are about 'ask' not 'tell'. A coach's focus is the employee not a task. Coaching is not fixing anyone. Coaching has clear accountability. Coaching can be scheduled but it's more an 'as need when needed' thing. Coaching is about a set of processes, more than it is about a coach. That said, a coaching toolbox is useless, and sometimes dangerous, if operated by someone calling themselves a coach who lacks the wisdom to know when to use which tool. In that regard, coaching is like every single DIY activity I've ever done that resulted in a heated towel rail power switch being installed upside down, a door handle going in inside out or a chainsaw that's now more functional as a doorstop.
Coaching is a journey, like 'Lord Of The Rings' was a journey. And like 'Lord Of The Rings', not everyone finishes the journey. And if you've got giant eagles available for your coaching process, use them right away, not at the end when otherwise all else seems lost. Duh.
Workplace Culture: Cultural Evolution
There is no ideal model workplace culture and no single path to get there.
I'm writing a new book and am at the research stage. The most obvious visible behaviour for me at this stage is not writing. So much reading! The book will be about adding ten productive years to your life and a section will be about extending our healthy lifespan. As a result, I'm reading a lot of inherently contradictory information, much like we're all lambasted with constantly. Eggs are good for you. Eggs are bad for you. Some bits of eggs are good for you and some bits are bad for you. Some eggs should face trial for war crimes. That sort of thing.
There is some absolute quackery about miracle cures for aging that, no doubt, someone will try and sell you in pill form very soon. Telling us that there is a restorative compound in red wine is useful. Finding out that we'd need to drink a bathtubfull a day to get enough of that compound is less helpful. I'd need to refer back to my notes but I may have read somewhere that our wine limit should be 2 glasses a day. Perhaps there is a market for glasses the size of bathtubs? That is definitely one bathtub where you'd want to utilize a non-slip bathmat. Perhaps several, for the footpath for your long walk home?
I'm keen to believe the probiotic yoghurt propaganda. (The theme of this month's issue of Employment Today is, after all, culture.) In case you've missed the infomercials, here's the downlow on the lowdown bugs in our guts. There are bugs in our guts. There are bugs all over our bodies. (And, no, I'm not talking about the imaginary ones you'll hallucinate when you try to cut down on your two-bathtubs-a-day red wine habit.) There are bad bugs which is why we should wash our hands and good bugs which is why we should not smother ourselves inside and out with disinfectant drugs and chemicals. For decades as a society, we've been pointlessly amping up on anti-biotics for sniffles and viruses which is useless and increasingly diminishing the effect of antibiotics and breeding antibiotic-resistant hospital-loving superbugs. Antibiotics also fail to distinguish between good and bad bugs, killing both in a broad spectrum kind of way.
So, the sales pitch goes that this lifestyle, plus our sad, beige diets has led to imbalance in the gut bug world and a lot of our ailments can be attributed to this. Please buy our brand of probiotic yoghurt or pills. I'm prepared to partly accept this because I like yoghurt and I'm always a lot more open to new information when it in no way conflicts with my existing beliefs and behaviours. You know, like virtually everyone.
The thing I didn't know about our gut bugs is that we don't all have the same ones or the same mix. At some point in our early development, we get colonised and that type of bug is ours for life. It's a bit like blood types with types A+ and O-. Some researchers are mooting that in the not-too-distant future, there will be probiotic cafes where you can get customised smoothies with the gut bug that's right for you. I'm guessing that they'll get the marketing department working on a better brand name than 'gut bugs.' (GB?) Knowing my own gut bug type is currently a level of self awareness that I have failed to achieve.
This might be the longest bow I've ever drawn, or the most tenuous of metaphors, but, in a way, isn't workplace culture a bit like this?
So many books, blog posts, LinkedIn articles and conversations revolve around the premise that there is this mystical, magical and elusive one-right-way to generate a successful results-oriented, customer-focused, highly engaged workplace culture. Implicit is that there is one ideal model culture to which to aspire. There isn't. It depends.
Like gut bugs, workplace cultures need to evolve. Like the probiotic cafes of the future, we need to know what workplace culture we want before we start any efforts to build one or improve one we got stuck with. And, we need to stop poisoning our workplace cultures, killing the good alongside the bad, with broad spectrum shotgun efforts.
How anyone thinks there can be a uniform and constant workplace culture is beyond me. Just driving around with your eyes open displays sharply that contemporary New Zealand is multi-cultural and increasingly so, in the more usual demographic sense of the term. Workplaces are reflecting diverse racial and national cultures and you can throw in age, attitude and other demarcations too. The point here is that there is no point – not a single point anyway. What's needed is an openness amongst employers to diversity, coupled with an acceptance that the now and the future need a lot more personalised approaches to workplace culture than a 'one-size-fits-all' approach.
Is there a red wine yoghurt? Asking for a friend.
Change: Spoiler Alert!
It's the uncertainty of change and the way it's gone about that causes the problems, not the change itself.
You know when you're in a conversation and the person you think you're in a conversation with is having a different conversation, even though you're both speaking with each other, and at some eventual point, one of you realises before the other that you're talking at cross purposes? At that point, you have to either stop talking and backtrack, or you have to interrupt them. You know that look in their eyes just before they get what's been happening, that confused, almost pained expression? Remember that face. That's the face of change.
I recently needed to visit a firm that dealt in air conditioners. I was told it was in William Pickering Drive. I didn't bother getting any more specific details such as the name of the firm or the actual street number. I drove along and saw in the distance a big red sign saying "34C" and a much smaller black and white sign saying "Climate Control." In a brief conversational exchange with someone in passing in the reception area, I glibly commented that "34C" was a clever name for a firm dealing in climate control, although probably a tad warm for my tastes. I wouldn't say what followed was a heated exchange (pun intended) but there was certainly escalated confusion, as I was sure the name of the company that dealt in climate control was "34C" whereas the reality and the other person's perspective was that the company was called "Climate Control" and "34C" was their street number.
At some eventual point, the other person realised what had been going on and interrupted me. The few moments either side of that was the conversational equivalent of when you're sitting in a chair and leaning back and you get to a point and you don't know if you're going to fall or stop yourself falling. I'm sure there was a confused and almost pained expression on my face – the face of change.
The theme of this issue of Employment Today is 'Managing Change.' It's the uncertainty of change and the way it's gone about that causes the problems, not the change itself. Research shows that worrying about losing your job causes greater ill health than actually losing your job. Sarah Burgard from the University of Michigan has shown that job insecurity (fear) causes more illness than the eventual reality of unemployment.
So, what can canny employers do to prevent, or at least mitigate, any harm caused by potential change, actual change or the perception of the risks of possible change in the minds of the employees to which the changes happen? Let's look to Hollywood for some answers.
With the synchronisation in recent years of movie release dates around the world and the tsunami of streaming and downloading or movies, a lot of our friends are seeing a lot of movies before we do. And, good friends that they are, they'd love nothing more to share their experience with us and encourage us to see their recommended films. The term "Spoiler Alert" has thus fallen into common usage as our good friends give us notice if anything they are about to say might ruin a critical story point or narrative twist.
This is the lesson from Hollywood for employers – DO THE OPPOSITE!
Provide spoilers at each and every stage that you can and repeat them more often than you think is necessary. The less uncertainty the better when it comes to managing change. It's the uncertainty that causes the problems and damages the relationships and the mental and physical health. Change isn't going to stop – both the change you're deliberately and proactively provoking and the never-ending stream of reactive changes in today's economy and workplaces. That's the reality and will continue to be so. What you can control to a greater degree is the level of uncertainty. So, sprinkle out those spoilers like salt on takeaway French fries (way more than a normal person thinks is necessary.)
I'm performing in the NZ International Comedy Festival this year in a show called 'The Grin Reaper.' While it's an hour of stand-up, its theme is about how to live longer, based on a great book on longevity studies called 'The Blue Zones' by Dan Buettner. Learning some life lessons from those who've lived the longest, they've distilled the research down into nine key things you can do to add ten quality years to your life. 'Having purpose' was one. 'Wine at 5' was another so that's good news. A couple of others related to 'a sense of belonging' and 'handling stress.' That's where change presents itself. Managed badly, change can literally affect the quality and quantity of our years. Managed well, it can enhance both. Also, you should totally watch the movie 'The Sixth Sense.' It's not so much about longevity but definitely about spoilers.


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Moving into accommodation with a flatmate who's "a little crazy"
Pink trousers perhaps? Strange taste in music? Sounded better than sleeping on a mattress on the floor, so why not, I thought. It wasn't quite explained that "a little crazy" meant every morning at 6 he would scream and shout, threatening to kill a girl in his room who (I hope) wasn't really there. One morning he took a frying pan to the walls of the kitchen in an attempt to kill a wasp. (I initially thought he was murdering one of the other flatmates.) This was all made surreal by the fact that every time I saw him (i.e., when not in my room hiding from him and waiting for things to settle down) he seemed perfectly okay and spoke Aristocratic English with exaggerated politeness. "Excuse me [he left out the "dear chap" sadly]. Terribly sorry for disturbing you. I appear to have mislaid my key. I wonder would you be kind enough to open the door for me?" This said moments after kicking everything in his room. Mental health problem? Conceptual artist? I never found out.
Some time after this—same apartment
Four people moved into the same room (not a big room and with only one bed). When our landlady discovered this (she had rented the room to one person), she asked them to leave. They didn't, so one morning at 9, six police officers came. They searched them and their room, and found they had three passports each under different names.
Nearly forgot
The basement—not a particularly hospitable basement—housed an alcoholic. I think he was allowed to be there, but it was never quite clear. His drunken behaviour seemed comparatively normal.


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View Affiliations Hide Affiliations
fn1Financial support: The study was funded by the Global Fund through the Ghana National Malaria Control Program of the Ghana Health Service.
fn2Authors' addresses: Anthony Kwarteng, Lawrence Gyabaa Febir, Theresa Tawiah, George Adjei, Solomon Nyame, Francis Agbokey, Mieks Twumasi, Seeba Amenga-Etego, and Kwaku Poku Asante, Kintampo Health Research Center (KHRC), Ghana Health Service, Kintampo, Ghana, E-mails: email@example.com, email@example.com, firstname.lastname@example.com, email@example.com, email@example.com, email@example.com, firstname.lastname@example.com, firstname.lastname@example.com, and email@example.com. Keziah L. Malm and Constance Bart-Plange, The National Malaria Control Program, Ghana Health Service, Accra, Ghana, E-mails: email@example.com and firstname.lastname@example.com. Daniel Amaning Danquah, The Pharmacy Council of Ghana, Ministry of Health, Accra, Ghana, E-mail: firstname.lastname@example.com. Seth Owusu-Agyei, Institute of Health Research, University of Health and Allied Sciences, Ho, Ghana, E-mail: email@example.com.
- The American Society of Tropical Medicine and Hygiene
- Source: The American Journal of Tropical Medicine and Hygiene, Volume 100, Issue 2, 6 Feb 2019, p. 264 - 274
f The Accuracy and Perception of Test-Based Management of Malaria at Private Licensed Chemical Shops in the Middle Belt of Ghana
The sale of artemisinin-based combination therapy (ACT) by private licensed chemical shops (LCS) without testing is contrary to current policy recommendations. This study assessed the accuracy and perception of test-based management of malaria using malaria rapid diagnostic test (mRDT) kits at private LCS in two predominantly rural areas in the middle part of Ghana. Clients presenting at LCS with fever or other signs and symptoms suspected to be malaria in the absence of signs of severe malaria were tested with mRDT by trained attendants and treated based on the national malaria treatment guidelines. Using structured questionnaires, exit interviews were conducted within 48 hours and a follow-up interview on day 7 (±3 days). Focus group discussions and in-depth interviews were also conducted to assess stakeholders' perception on the use of mRDT at LCS. About 79.0% (N = 1,797) of clients reported with a fever. Sixty-six percent (947/1,426) of febrile clients had a positive mRDT result. Eighty-six percent (815/947) of clients with uncomplicated malaria were treated with the recommended ACT. About 97.8% (790/808) of clients with uncomplicated malaria treated with ACT were reported to be well by day 7. However, referral for those with negative mRDT results was very low (4.1%, 27/662). A high proportion of clients with a positive mRDT result received the recommended malaria treatment. Test-based management of malaria by LCS attendants was found to be feasible and acceptable by the community members and other stakeholders. Successful implementation will however require effective referral, supervision and quality control systems.
- 12 Dec 2017
- 21 Sep 2018
- 14 Jan 2019


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The Tenant Farmers Association (TFA) is urging politicians to ensure they have a strong and positive policy framework for UK agriculture in the post-election period.
TFA Chief Executive, George Dunn said "Inevitably, the General Election campaign has been dominated by questions over Brexit and the future of the NHS. Very little of the debate has focused on the future of our agricultural industry and the 70% of the landscape it covers. The main Party manifestoes said little about future policy for food and farming and what they did say has left the TFA with concerns."
Our farmers are in the driving seat to deliver across a range of societal needs. This starts with producing great quality food to high environmental, animal welfare and social standards. We can add to this landscape, biodiversity, flood risk management, clean water, clean air, renewable energy, access to the countryside, carbon storage and sequestration and the vital backdrop to our important tourism industry. However, we put all of this at risk if we fail to ensure that farmers can secure a sustainable level of profit from their businesses.
Some of the soundbites from the Party manifestoes could do serious damage to the profitability of the agricultural sector.
"Abandoning the badger culls as part of our armoury to control bovine TB, when in fact they are beginning to show real impact, would do serious damage to the sustainability of dairy and livestock farming. Banning live animal exports might sound like a good idea from an animal welfare perspective, but this trade is already heavily regulated to ensure the highest standards of animal welfare apply," said Mr Dunn.
The TFA is also looking for a greater degree of common sense about how we achieve our goals to be carbon neutral by 2050. In comparison to global agriculture, UK agriculture is already two and a half times more carbon efficient in terms of emissions and is also delivering massively through both carbon capture and storage. Tree planting is not the only answer.
"The almost insatiable desire for tree planting runs the risk of displacing already carbon friendly agricultural practices on grassland systems. We could also see profitable farm tenants ousted by landlords chasing lucrative tree planting and management grants. We are urging politicians to think very carefully about the decisions they take to ensure there are no unintended consequences from their policies," said Mr Dunn.
Ref: MR 19/45
Date: 09 December 2019
Notes for Editors:
The TFA has published its main priorities for the next Government following the General Election on 12 December. To read the TFA Manifesto, click here.
For media enquires contact Julia Meadows, TFA Communications and Events Co-ordinator on 0118 930 6130 or 07887 777157.


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Cameron is set to return to Westminster tomorrow a New Man. First blue turned into green then Mr Angry. But now the rebranded Tory leader is set to be the new statesman, positioning himself for the prize of the premiership. No wonder New Labour is running scared.
For Cameron's Conservatives it has been a game of two halves but the trick has always been whether he could pull it off with the voters.
The uphill task was to first turn round the Tories into a Party that could be 'elected' . And that was no mean feat as taunts that he was just another heir-to-Blair and a Thatcher's boy haunted him.
After the 2005 election defeat, the Orange Party, believed it would take a decade and a couple of general elections for the Tories to begin to gain ground.
But even with no general election on the horizon, Cameron had it easy, as he rebranded the Party in the eyes of the electorate.
Misguided PR stunts made Cameron look a fool but Brown made his fatal mistake, bottling a general election in 2007. Cameron would have been out on his ears. But Brown didn't and the rest will be history.
To Cameron's credit and relief of the Tory big guns, what emerged was a 'government-in-waiting'. And after half-time the second half could now begin.
A new Tory Cameron came out fighting but time and again opinion polls and local election results showed a vote against New Labour rather than a vote for the Tories. A true Labour revolt was no match for the powerful New Labour elite.
It was a collapse of New Labour rather any great new enthusiasm for Cameron's new kids on the block.
Peter Oborne writing in yesterday's Mail believes this second stage of Cameron's leadership has now run its course:
"The truth is that Cameron was always destined to reinvigorate his job - his family tragedy coincidentally placing a sad punctuation mark at the end of the second phase of his leadership.
"The other Cameron was simply leader of the Opposition. But the new Cameron will present himself as a prospective prime minister - a more mature, sombre and tough individual than the plausible charmer of the past few years."
The Orange Party will miss Mr Angry coming over all hot and bothered as he squared up to Brown and the mess of a festering New Labour government.
But Cameron, the new statesman, capable of dealing with a monumental economic crisis, will require a change of substance as well as style.
Backing Brown's disastrous economic bullshit that the economy was in good shape, despite the warnings, wasn't fatal for the Tories but it did teach Cameron some harsh lessons. Being honest with voters is always the best policy in the long-run, as long that captures public mood.
Even now, the Tories seem to be backing the government, matching spending on health, welfare, education and defence, when the economy is so bad some of these grand commitments will have to go by the board. Voters need to know where they stand.
Brown's government is set for another pre-election spending spree in next month's delayed budget on the back of reckless borrowing and the short-term 'printing money' fix.
Cameron cannot ignore the fact that he will, very soon, take over a country on its beam ends.
The deluded prime minister and his hapless chancellor remain in denial about the severity of the situation. That would force them to own up to their part in the downfall, as they carrying on spending like there's no tomorrow. For them, there is no tomorrow.
But Cameron is on the horns of a dilemma. Does he come clean and admit the true devastating scale of the crisis and risk being accused of talking down the sorry state of the economy and the country to make political capital?
A different kind of country will no doubt emerge once the recession depression finally lifts and voters have a right to know exactly what kind of public services and lavish overseas spending commitments will have to go.
Brown is passing on a disaster waiting to happen but Cameron still has to give voters a strong and positive reason to vote Conservative.
Cameron cannot just wander into office, do a Brown and Darling and bury his head in the sand, pretending that he will not have to carry out brutal cuts to state spending.
He has to spell out the sheer magnitude of the problem without appearing to gloat in all the misery.
But it is essential that he does spell out the stark truth. Voters are wised up to the economy and can see through the lies, spin and deceit which has built up over the years.
The brutal fact for the dying New Labour brand is that the Tories really don't have to do all that much at all.
Clegg's fine words to conference reveal the Blair-boy he really is underneath and, for the LibDems, only the economic oracle Cable is propping up the Party and saving it from oblivion.
The Bearded One reported in today's Sunday Times has once again delivered a sermon from the pulpit, slating Brown and the government. Attacking New Labour rather than individual greed, the Archbishop of Canterbury blamed the financial crisis on a "spectacular failure of responsibility by the government."
When even God deserts New Labour you know it's time to call it a day.
And Cameron may not have much time to convince voters, with ITN's Tom Bradbury blowing the gaffe on Brown's air-rage, revealing a man who has lost the plot.
The men in grey cloth-caps may have to finally force Brown to make that call for the good of his health, their seats and country.


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Earlier last month I worked with Jonah from Webtechbc on providing me a SEO report for this website. The person behind Webtechbc is Jonah Lewis. I met Jonah at the Unmarketing Book tour late last year and we discussed SEO at length and jumped at the opportunity for him to have a look further into my website's structure.
Although I do consider myself knowledgeable in this area, Jonah was able to point out some areas that could use attention.
The report he provided clearly outlined areas that would benefit from these changes. I found it beneficial to have a 3rd party look deeper at the structure of my site and I believe Jonah's recommended changes have helped with my website ranking and performance.
If you are in need of someone to provide an SEO and performance report for your website I wouldn't hesitate to recommend Jonah in the future.
You can find Jonah on Twitter @Photodreamz or through his website.


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Legal & General steps up pressure on firms to tackle gender diversity and climate change
Fund manager says it had voted for 95% of climate-related proposals at companies it invests in last year
One of the UK's biggest investors has ramped up its efforts to make companies do more on gender balance, executive pay and climate change.
Legal & General Investment Management (LGIM), which manages more than £1 trillion for its clients, said that it had voted against 215 UK pay deals in 2017 – 40 per cent more than in the year before.
The fund manager said it had voted for 95 per cent of climate-related proposals last year compared to just 21 per cent on average among a group of its peers.
Read more Why your bank could hold the key to closing gender pay gap LGIM also promised to vote against the appointment of male chairs to large UK companies' boards if women did not make up at least a quarter of members.
The report from LGIM comes as companies approach the annual general meeting season, which gives shareholders a chance to express their concerns. Huge fund managers suc..


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There appears to be poor performance within the K2 Environment. This could include but is not limited to:
Some roles might have been deleted which were set to be dynamic within K2. When navigating to K2 Management or K2 Workspace (Legacy), a role will show here: Workflow Server > Workflows > [Project Name] > Workflow > Roles.
However, when looking for that same role within Management or Workspace under Users > Roles (Management Console > Roles for K2 Workspace), the role does not exist here as it was previously deleted.
Within the K2 Host Server Logs you will see a large amount of the following errors relating to an empty queue:
Additionally, some deadlock errors may appear as well:
This behavior is caused by deleting a role, but its dependencies were not cleared out from the K2 Database. Specifically, there are still entries within the Server.DestQueue table for roles tied to processes that may or may not exist.
Alleviate this behavior by deleting the entries from this Server.DestQueue table.
Additionally, the Server.DestQueueUser table can have references to the role item we have in Server.DestQueue that needs to be deleted. To check for any entries in these tables that might need to be cleaned up, you can run the below Queries depending on your scenario:
/** Query to return all values from DestQueueUser table **/
SELECT * FROM [Server].[DestQueueUser]
/** Query to get contents of DestQueue table **/
SELECT * FROM [Server].[DestQueue]
/** Use this query if there is a specific role you want to focus on and find what tie ins exist on the DestQueueUser table. Give @rolename a value for the role name in question **/
DECLARE @rolename nvarchar(250)
SET @rolename = N'[ROLE NAME HERE]'
WHERE QueueID = (SELECT ID FROM [Server].[DestQueue] WHERE Name = @rolename)
Please make a backup of your K2 Database and then seek out the assistance of deleting these entries with K2 Support's assistance. Supply the names of the roles that have been deleted as well as the current contents of the [Server].[DestQueue] and [Server].[DestQueueUser] table, utilizing the above queries to do so. Support can provide a query to run on your environment to clean out the deleted roles.
Note! Contact K2 Support if you require further assistance as database modification is not supported:


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KEYreit announces early financial highlights for the fourth quarter and year ended December 31, 2012 AND 2013 - 2014 Guidance
Feb 27, 2013, 08:00 ET
Fourth Quarter Adjusted AFFO payout ratio of 82.1 per cent
Record Revenue of $6.9 million for the quarter
Record Net Operating Income of $5.9 million for the quarter
TORONTO, Feb. 27, 2013 /CNW/ - KEYreit (TSX: KRE.UN) ("KEYreit" or "the REIT") today provided the following early financial highlights for the fourth quarter and year ended December 31, 2012:
Early Fourth Quarter 2012 Financial Highlights
Three months ended December 31, 2012
- Record Revenues of $6.9 million, an 11.2 percent increase versus same quarter last year (excluding one-time item(1), revenues of $6.8 million, an 8.5 percent increase)
- Record Net operating income(2) of $5.9 million, a 14.8 percent increase versus same quarter last year (excluding one-time item(1), net operating income of $5.7 million, an 11.6 percent increase)
- Adjusted Funds From Operations ("AFFO")(2) per Unit of $0.174
- AFFO per Unit excluding non-recurring major tenant default-related legal fees of $0.183
- AFFO payout ratio(2) of 82.1 percent, adjusted for non-recurring major tenant default-related legal fees
Early Fiscal 2012 Financial Highlights
Twelve months ended December 31, 2012
- Record Revenues of $26.4 million, a 13.3 percent increase versus same period last year (excluding one-time item(1), revenues of $25.7 million, a 10.5 percent increase)
- Record Net operating income(2) of $21.9 million, a 12.9 percent increase versus same period last year (excluding one-time item(1), net operating income of $21.2 million, a 9.5% increase)
- AFFO(2) per Unit of $0.501
- AFFO per Unit excluding non-recurring major tenant default-related legal fees of $0.581
- AFFO payout ratio(2) of 121.2 percent, adjusted for non-recurring major tenant default-related legal fees
|Other revenue of $0.165 million and $0.651 million recognized in the fourth quarter and fiscal year 2012, respectively, relating to insurance proceeds received.
|See section entitled Non-IFRS measures.
"KEYreit has now turned the corner and we are well poised for growth and creating unitholder value going forward," said John Bitove, Chief Executive Officer of the REIT. "We had our best recorded revenue and NOI since we went public. We are back to over 97% committed occupancy, have paid off our original IPO loans and have a strong balance sheet with debt at approximately 62% of our book value. As we look forward, we have over $50 million of acquisitions lined up for the next two quarters and we are excited about 2013 and beyond".
"Driving the improvement in AFFO for the fourth quarter are the lower interest costs realized from the refinancing of our Ontario IPO property portfolio in the third quarter, the accretive impact of the acquisition of three retail properties in Eastern Canada at the beginning of the fourth quarter, increased occupancy of 120 basis points relative to the third quarter as re-leasing of the previously disclaimed vacant sites take effect, and lower operating and general administrative costs," said Teresa Neto, Chief Financial Officer of the REIT.
The REIT expects to issue final results for its fourth quarter and year ended December 31, 2012 on March 6, 2013 when the REIT's audited consolidated financial statements for the years ended December 31, 2012 and December 31, 2011, as well as the REIT's Management's Discussion and Analysis report for the fourth quarter of 2012 are expected to be filed on SEDAR and posted to the REIT's website at www.keyreit.com.
Leasing and Property Dispositions Update
KEYreit's committed occupancy is now approximately 97.2 per cent due to re-leasing efforts on both its disclaimed sites and other previously vacant units at its multi-tenant plazas. Committed occupancy at the REIT's multi-tenant plazas and single-tenant properties is 97.3 per cent and 97.1 percent, respectively.
On February 4, 2013, KEYreit completed the sale of one property that was currently vacant located in Quebec City, Quebec for gross proceeds of $270 thousand. There were no liabilities associated with this property.
2013 - 2014 Guidance
The purpose of the REIT's guidance described herein is to provide Management's view as to the expected financial performance of the REIT using factors that are commonly accepted, and viewed as meaningful indicators of financial performance, in the real estate industry.
|2013 Forecast Range
|2014 Forecast Range
|Net Operating Income (in $000's)
|$23,000 - $23,100
|$23,700 - $23,900
|FFO, Adjusted per Unit (basic)(2)
|$0.47 - $0.49
|$0.53 - $0.55
|AFFO per Unit (basic)
|$0.52 - $0.54
|$0.60 - $0.62
|AFFO payout ratio
|111% - 115%
|97% - 100%
|Leverage Ratio(3)
|62% - 66%
|Please refer to the Non-IFRS Measures section of this press release.
|A non-IFRS measure adjusted for transaction costs incurred on the issuance of convertible debentures and the costs associated with the Huntingdon Partial Offer (defined herein).
|A non-IFRS measurement commonly used in the real estate industry to measure total debt relative to total assets. Total debt is defined as mortgages payable, term debt, land lease liability and convertible debentures.
Projections involve numerous assumptions such as rental income (including assumptions on the timing of lease-up of vacant properties and lease renewals), financing, interest rates, corporate expenses, the level and timing of acquisitions of investment properties, the REIT's capital structure, the number of units outstanding and numerous other factors. Not all factors which affect our range of projected net operating income, funds from operations, adjusted ("FFO, Adjusted") and adjusted funds from operations ("AFFO") are determinable at this time; actual results may vary from the projected results in a material respect, and may be above or below the range presented in a material respect.
2013 and 2014 guidance is based on the following operating assumptions:
- Achieving occupancy rates of 98% by year-end 2013 and 99% by year-end 2014;
- Acquisitions of approximately $10 million effective Q2 2013;
- New mortgage debt of approximately $15 million secured against a portion of the REIT's IPO property portfolio;
- No additional unit offerings;
- FFO, Adjusted and AFFO exclude any non-recurring costs associated with the partial offer for KEYreit Units announced by Huntingdon Capital Corp. on January 29, 2013 (the "Huntingdon Partial Offer")
In 2013, Management expects net operating income to be positively impacted by committed leasing taking effect throughout the first and second quarters, and further expects to re-lease most of the remaining vacant sites throughout the remainder of the year. As a result, the REIT's payout ratio is forecasted to be at 100% by the fourth quarter of 2013 and at or slightly below 100% throughout 2014.
"In the first three quarters of 2013, KEYreit projects that the payout ratio will be above 100% due to the impact of the equity offering completed in January 2013 of which net proceeds were used to de-lever our balance sheet; and increased interest expenses relating to new debt financing required to support planned acquisitions", said Teresa Neto. "As the remaining re-leasing of vacant sites is completed and incremental net operating income from new acquisitions takes effect, we expect our payout ratio to fall at or below 100% by the fourth quarter of 2013".
Readers should refer to the section below titled "Forward-Looking Statements" for important information on risk factors.
Acquisition Pipeline
KEYreit is currently in negotiations regarding property acquisitions in Canada and the U.S. that, if completed, represent approximately $50.1 million of additional acquisitions. These transactions are in various stages of negotiations and while efforts will be made to complete these negotiations, no assurances can be given.
Non-IFRS Measures
Funds From Operations ("FFO") and FFO, Adjusted
FFO is not a measure recognized under International Financial Reporting Standards ("IFRS") and does not have a standardized meaning prescribed by IFRS. FFO is presented because management of KEYreit believes this non-IFRS measure is a relevant measure of KEYreit's operating performance. KEYreit calculates FFO according to the industry standard definition stated in the REALpac Whitepaper on FFO dated November 2012. FFO as computed by KEYreit may differ from similar computations as reported by other similar organizations and, accordingly, may not be comparable. FFO represents net income of KEYreit, plus depreciation, amortization of intangible assets, amortization expense relating to tenant allowances, interest expense on the Class B Exchangeable Units; and fair value adjustments on investment properties, convertible debentures and the Class B Exchangeable Units. FFO, Adjusted represents FFO, as computed by KEYreit, plus transaction costs incurred on the issuance of convertible debentures and costs associated with the Huntingdon Partial Bid, both recognized in general and administrative expenses.
Adjusted Funds From Operations ("AFFO") and AFFO, Adjusted
AFFO is not a measure recognized under IFRS and does not have a standardized meaning prescribed by IFRS. AFFO is presented because management of KEYreit believes this non-IFRS measure is a relevant measure of the ability of KEYreit to earn and distribute cash returns to Unitholders. AFFO as computed by KEYreit may differ from similar computations as reported by other similar organizations and, accordingly, may not be comparable. AFFO, as defined by the REIT represents net income of KEYreit, plus depreciation, amortization of intangible assets, amortization expense relating to tenant allowances, amortization of financing fees, stock-based compensation, interest expense on the Class B Exchangeable Units, acquisition write-offs and non-recurring write-offs of prepaid transaction costs, less, the straight-line rent revenue accrual and non-recurring other income, and, fair value adjustments on investment properties, convertible debentures and the Class B Exchangeable Units. The amount of distributions paid in a period relative to the AFFO generated in the same period is referred to as the "payout ratio". AFFO, Adjusted represents AFFO, as computed by KEYreit, less legal costs expensed relating to the REIT's claim on Priszm's sales proceeds.
Net Operating Income ("NOI")
NOI is not a measure recognized under IFRS and does not have a standardized meaning prescribed by IFRS. NOI is presented because management of KEYreit believes that this non-IFRS measure is a relevant measure of the ability of KEYreit to earn and distribute cash to Unitholders. NOI as computed by KEYreit may differ from similar computations as reported by other similar organizations and, accordingly, may not be comparable. NOI computed by KEYreit represents total revenue from investment properties less property operating expenses.
Forward-Looking Statements
This press release contains certain information or statements that may constitute forward-looking information within the meaning of securities laws, which reflect the current view of KEYreit with respect to the REIT's objectives, plans, goals, strategies, future growth, results of financial and operating performance and business prospects and opportunities. In some cases, forward-looking information can be identified by the use of terms such as "may", "will", "should", "expect", "plan", "anticipate", "believe", "intend", "estimate", "forecast", "predict", "potential", "continue" or other similar expressions concerning matters that are not historical facts. In particular, forward-looking information included in this press release includes, but is not limited to, statements with respect to the REIT's ability to lease vacant property units, execute planned acquisitions, collect minimum rents, diversify its tenant base, undertake land intensification projects, refinance loans and mortgages at their maturity, complete accretive acquisitions, and maintain or grow monthly cash distribution levels, and also with respect to the timing of such events. Forward-looking information should not be read as guarantees of future events, performance or results, and will not necessarily be accurate indications of whether, or the times at which, such events, performance or results will be achieved. All of the statements and information in this press release containing forward-looking information are qualified by these cautionary statements.
Forward-looking statements are based on information available at the time they are made, underlying estimates and assumptions made by management and management's good faith belief with respect to future events, performance and results, and are subject to inherent risks and uncertainties surrounding future expectations generally which could cause actual results to differ materially from what is currently expected. Such risks and uncertainties include, but are not limited to the REIT's reliance on key tenants, risks associated with investment in real property, competition, reliance on key personnel, financing and refinancing risks, distributions, environmental matters, tenant risks, risks related to current economic conditions and other risk factors more particularly described in the REIT's most recent Annual Information Form available on SEDAR at www.sedar.com. Additional risks and uncertainties not presently known to the REIT or that the REIT currently believes to be less significant may also adversely affect the REIT.
KEYreit cautions readers that the list of factors is not exhaustive and that should certain risks or uncertainties materialize, or should underlying estimates or assumptions prove incorrect, actual events, performance and results may vary significantly from those expected. There can be no assurance that the actual results, performance, events or activities anticipated by the REIT will be realized or, even if substantially realized, that they will have the expected consequences to, or effect on, the REIT. The reader should not place undue importance on forward-looking information and should not rely upon this information as of any other date.
The REIT disclaims any intention or obligation to update or revise any forward-looking information, whether as a result of new information, future events or otherwise, except as required under applicable securities laws.
About KEYreit
KEYreit is Canada's premier small-box retail property owner with 226 properties in nine provinces across Canada. KEYreit's properties are well-located and geographically diverse across Canada with the majority of all properties containing long-term quadruple net leases.
To find out more about KEYreit (TSX: KRE.UN), visit our website at www.KEYreit.com.
SOURCE: KEYreit
For further information:
Teresa Neto
Chief Financial Officer
[email protected]
KEYreit unitholders, please contact:
Kingsdale Shareholder Services Inc.
1-888-518-1562 toll-free in North America
1-416-867-2272 outside of North America (collect calls accepted)
[email protected]
Media, please contact:
Longview Communications Inc.
Alan Bayless 604-694-6035, [email protected]
Olena Lobach 416-649-8009, [email protected]


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The Homeric Question -- By: William S. Tyler
Journal: Bibliotheca Sacra
Volume: BSAC 014:56 (Oct 1857)
Article: The Homeric Question
Author: William S. Tyler
BSac 14:56 (Oct 1857) p. 681
The Homeric Question1
The works, whose titles we have placed below, mark a new era in classical scholarship; an era signalized by the union of German learning with English common sense and practical wisdom. Germany is the land of scholars, but it is also the land of skeptics, theorizers, and dreamers. If German learning has passed into a proverb, German want of faith and ignorance of affairs, has become a byword. German scholars are the world's teachers in philology; but they need, themselves, to be taught the first principles of theology and anthropolgy. Prodigies in the knowledge of books, they are no less prodigies in that ignorance of themselves and of things around them, which necessarily involves a practical misunderstanding of past ages, and in that unbelief which is often connected with the excess of credulity.
BSac 14:56 (Oct 1857) p. 682
They have almost revived the dead languages. They have almost reproduced the private life of the old Greeks and Romans. But they cannot understand the civil and political institutions of antiquity, because they have little or nothing to do with the government of their own country. And they have spread the mists and fogs of the dream-land, in which they live, over the ancient world, superseding its myths by more incredible fables of their own, substituting for its possible facts their own impossible fictions, turning history into poetry, and reducing poets to non-entities, and thus virtually annihilating both.
English scholars, on the other hand, have eschewed the wild speculations of their German cousins, but have been equally innocent of their comprehensive and profound scholarship. They have either confined their studies to mere words and metres; or, if they have launched out into the real life of antiquity, they have set out with too little capital to bring back a very valuable return-cargo; too often have gone out and returned with those strong social and political prejudices, which could not but mislead their explorations and blind their eyes to the true character of the people and their institutions.
But German scholarship is at length beginning to pervade the English mind; the minds of English merchants, gentlemen, and statesmen, as well as clergymen and scholars by profession. And the legitimate offspring of a union so auspicious is seen in such works as those of Bishop Thirlwall, Dr. Arnold, Mr. Grote, and Col. Mure.
Grote's History of Greece, though not entirely free from paradoxes and perhaps prejudices of its own, has exploded the monstrous misconceptions and misrepresentations of Mitford; and, rescuing the constitution and history of...
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We are thrilled to have Berlin-based Vilify make her India debut with shows in Mumbai and Bangalore this month! With a DJ career spanning over 10 years, Vilify has gained international recognition for her assorted taste in music and has traveled the world, performing at popular music festivals including Outlook, Osheaga and Glowfair. From grime, hip-hop, dubstep, afro house to techno, Vilify's sets are bass heavy, genre-defying and not to be missed! Catch her in Bangalore at The Humming Tree with local producer/DJ Raka and in Mumbai at the debut edition of BUDX
22nd March, Bangalore: Rs. 600/- (Full cover – available at the door)
23rd March, Mumbai: Available on BookMyShow


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Cincher Shaper Corset
Brides love to have these special gifts for your wedding that I most admire. They love to have a wedding dress that would also give them attractive and great looking. Bridal Corsets are tight to the body so that shapes the central part of the figure of the woman. The design is, as such, which gives an attractive shape to the waist, pressing inwards using boning. The women corset is designed to perform multiple functions. Can be used as underwear and outer wear, referred to as a corset top. Corset bustier and women used to define how the shape change, along with the waist sash. bridal corset is a corset common. corset and the corset gown are other popular forms of corset. This usually features ruffles or lace skirt hem that tends to be from the waist the height of the hip. These sexy costumes nurture the female spirit. These garments make women feel that women occurs within them. The garments are not only to take look attractive, however, also makes them feel proud to be a woman. The skirt included in the bridal corset gives them a finer appearance and charming her figure well. The hottest and most fashionable underwear brands are the requirement of customers and is the obligation on manufacturers to provide these items.
Women hate to compromise anything with his figure. They love to give an attractive figure and healthy. Large markets and reputed to sell the luxury lingerie, suspenders, bridal fashion, swimwear and hosiery. However, these are also available in online stores as well. The website provides all information sexy that is required by a lady to buy a set of underwear for her. They like to wear some beautiful clothes that give shape to your figure sensual look. Fabric manufacturers and suppliers, importers and exporters have great influence on the manufacture of these garments. Women like to have the most elegant and love switching on clothes Dress with style and elegance for their great enemy comfort and costumes.
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Posted by Cherry, you can find more articles about bridal lingerie and sexy costumes.
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