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Magic-Pacers Preview
Indiana coach Frank Vogel is known for his bold declarations.
He's toning it down, at least for now.
The Pacers are in a new role as postseason favorites in Vogel's first full season as head coach. As much time as Vogel has spent building his team up the past 15 months, now he has to teach a different lesson heading into the playoffs - guarding against overconfidence.
Orlando's All-Star center, Dwight Howard, is out for the season after having back surgery. Howard averaged 23.8 points and 10.8 rebounds while shooting 69 percent from the field against Indiana this season and the Magic took three of four in the regular-season series.
Vogel said Orlando's offensive style, which focuses on spacing the floor and shooting 3-pointers, will present a challenge when their first-round playoff series opens on Saturday night. Orlando led the league in 3-pointers made and attempted and was third in percentage (.375).
''Anybody that knows basketball knows that a 3-point shooting team like Orlando is extremely dangerous,'' Vogel said. ''It doesn't matter who's in the middle, they can get red hot and shoot you out of the game. Our antennas are going to be up, and we'll be ready to go.''
Orlando forward Ryan Anderson led the league with 166 3-pointers this season. Indiana will have to deal with a combination of Glen ''Big Baby'' Davis, Earl Clark and Daniel Orton inside.
''Their spread pick-and-roll attack, whether it's Dwight Howard rolling to the basket, or Big Baby or Earl Clark or Orton, they are extremely dangerous the way they spread the floor with Anderson and all those shooters,'' Vogel said. ''In a lot of ways, they are just as dangerous, and in some ways, even more dangerous because they shoot all those 3s.''
Orlando's players said being without Howard has been an adjustment.
''Our game has changed,'' Magic point guard Jameer Nelson said. ''Over the past two weeks, we've been without the most dominant player in the game, but we just have to stick together and help out defensively and do things the right way.''
Another injured Orlando player, Hedo Turkoglu, had cheekbone surgery on April 7 and will play with a mask.
''It's not comfortable at all, but for my safety I have to put it on,'' Turkoglu said. ''I don't know how long I will hold onto that, but especially in the beginning of the playoffs, I will wear it, but I can't promise for how long.''
Davis, who sprained an ankle last week, is expected to start Game 1.
Missing Howard is a particular problem against the Pacers because Indiana is one of the biggest teams in the league. All-Star center Roy Hibbert is 7-foot-2 and David West at 6-9 is one of the league's strongest players. Lou Amundson and Tyler Hansbrough bring energy off the bench.
''There are two major challenges with them and they go hand in hand,'' Orlando coach Stan Van Gundy said. ''Their size is just a major challenge for us. Clearly we're not loaded with size right now and they are. Going from Hibbert to David West and then Amundson and Hansbrough off the bench, and then their wing guys are both 6-9. Their size is a major issue and then they're also very, very difficult to score on.''
Indiana's only injury issue involves reserve guard Leandro Barbosa. He is nursing a sprained left ankle, and Vogel said he is a game-time decision.
Orlando has more postseason experience than Indiana, but the Pacers have come on the past two seasons. Last year, Indiana barely got into the playoffs after a postseason drought, then played Chicago tough before losing their first-round series 4-1.
Last year's experience has helped the Pacers carry a sense of calm heading into this year's playoffs.
''I think we're even more focused this year,'' Pacers forward Danny Granger said. ''I think we had a focus last year against the Bulls, but this year we're even more focused. Last year, we were kind of limping in, try to get into the playoffs.''
Indiana has added playoff veterans West, Barbosa and George Hill. The third-seeded Pacers have home-court advantage in the series. They went 12-3 in April, and Vogel was selected Eastern Conference Coach of the Month on Friday.
Granger averaged 21.6 points in April, seventh-best in the league, and the Pacers went 11-2 in the games he played. He has averaged 7.8 points in the fourth quarter and overtime in 10 games since the start of April. During those stretches he shot 47 percent from the field, made 12 of 19 3-pointers and hit 16 of 17 free-throw attempts. Indiana won eight of those games, and his play has a lot to do with Indiana's confidence level.
''This year, we have a lot more expectations,'' Granger said. ''We're the favorite in this series. We know that. For us to go in not expecting to win would be selling ourselves short.''
Vogel believes the Pacers have the right approach.
''Last year, I didn't know how these guys were going to perform,'' he said. ''They had never been there before. Now, they've tasted it. It's a much more confident feel.''
Follow Cliff Brunt on Twitter: www.twitter.com/cliffbruntap
AP Sports Writer Kyle Hightower in Orlando, Fla. Contributed to this report.
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text:
Lost leaders: Sonia Gandhi
Heir to India's longest political dynasty who could have been prime minister.
Heir to India's longest political dynasty who could have been prime minister.
by Meenal Vamburkar Published
Sonia Gandhi is president of the Indian National Congress party. In 2004, Congress won the majority in India's general election, defeating the Hindu nationalist Bharatiya Janata Party.
Gandhi fought the Congress campaign on behalf of the "aam aadmi", or common man, battling the BJP's rival "India Shining" campaign by asking: "Who is India shining for?"
Following the Congress win, she was expected to become prime minister. To the country's surprise, she declined, saying it had never been intentions to assume the role.
Though she refused to go into details, many speculated that Gandhi was afraid of the attacks on her foreign birth: she was born in Italy, but gave up her foreign citizenship long before the campaign.
Angry Congress MPs pushed her to ignore the attacks and accept that the citizens of India had given her a mandate to govern, but Gandhi's decision was firm.
Shortly afterwards, she appointed Manmohan Singh, a noted economist, to the position of prime minister. He still serves in that role today.
While many politicians find themselves coming close to leadership, but never being given the chance to lead, Gandhi made it to the top and decided she didn't like the view.


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Hubble Detects Gas Filament Eclipsing Black Hole
June 23, 2014
This diagram shows the position of a dark, absorbing cloud of material located high above the supermassive black hole and accretion disk in the center of the active galaxy NGC 5548. The Hubble Space Telescope didn't directly photograph the intervening cloud, but through spectroscopy noted its passage in front of the black hole. Numerous other filaments twist around the black hole as they are swept away by a torrent of radiation "winds." Credit: NASA, ESA, and A. Feild (STScI)
Topics: Space, Spaceflight, Astronomy, Galaxies, Supermassive black holes, Spiral galaxy, Black holes, NGC, Space Telescope Science Institute, Hubble Space Telescope


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Vocabulary Word
Word: distinct
Definition: clearly different; clearly noticed
Definition: clearly different; clearly noticed
Sentences Containing 'distinct'
"The impression of his right foot was always less distinct than his left.
A distinct advantage of the Chinese spoon is the flat bottom of the bowl.
Although they are similar in appearances, sawsharks are distinct from sawfishes.
And all these genera, descended from (A), form an order distinct from the genera descended from (I).
Both have distinct advantages and disadvantages.
CMKP continues as a distinct Marxist-Leninist Party.
Distinct restrictions were still applied however.
Each choir has a distinct difference from the next, and each focus on different things.
Each hotel is known to have its own distinct personality.
Each island has their own distinct Creole language but with many similarities.
Each tribe has a distinct social order as well as community laws.
Edmond listened, and the sound became more and more distinct.
FoE Malta is an independent organization, distinct from any political party.
In this context, a loyalty oath is distinct from pledge or oath of allegiance.
It has distinct color features that make it easily identifiable.
It has several distinct characteristics.
It is a distinct improvement upon the threadbare form of Indian legend.
It may or may not be considered distinct from the Scots language.
MEN2 and MEN1 are distinct conditions, despite their similar names.
Nevertheless, speaking French is distinct from being a French citizen.
No distinct immunophenotype abnormality for CNL has been described.
Often the new work would be distinct than the former.
On the basis of these two characteristics, they have been considered to be distinct from all other muroids.
Prediabetes typically has no distinct signs or symptoms.
Rickenbackers are known for their distinct "ringing" sound.
Some hours afterwards it began again, nearer and more distinct.
The Colony remained a distinct political entity; the Protectorate was governed from it.
The creamware has a distinct yellow to yellow-orange color.
The forewings are whitish with distinct black markings.
The gene is distinct and similar to that of primitive organisms.
The Sasanoa River has two distinct sections.
The two are visually very similar, but vocally distinct.
There are distinct types of corporate synergies: Marketing.
There are no mental processes that are distinct from intelligent acts.
There are now three distinct parts to the unit: History.
There are three behaviorally and morphologically distinct larval forms.
There are two distinct types of photosynthetic system; 'open' or 'closed'.
There had been a distinct change in the mental state.
These are geochemically distinct from the later volcanism, as they contain amphiboles.
These remarks of Schiodte's it should be understood, apply not to the same, but to distinct species.
They all appear to be adhesive, and there is a distinct odour of lime-cream.
They maintain a distinct identity separate from other Yoruboid people.
This bird has habitat fragmented into distinct subpopulations.
This implies that lenticular galaxies are a distinct morphological subclass of galaxies.
This is distinct from the more limited changes required to deal only with ecological issues.
Though distinct from classification services these services are nonetheless in harmony with them.
Three distinct seasons are observed: summer, monsoon and winter.
Water slides swerve in and out of the building, giving it a distinct look.
What faces are the most distinct to me in the fleeting crowd?
Young birds are duller with less distinct breast streaking.
More Vocab Words::: cerebral - pertaining to the brain or intellect; intellectual rather than emotional; CF. cerebrum
::: dyspeptic - suffering from indigestion; N. dyspepsia: indigestion; difficulty in digesting food
::: tirade - long angry denunciatory speech; diatribe; harangue; extended scolding; denunciation
::: terminal - part that forms the end; railroad or bus station; ADJ. forming an end; ending in death; fatal; Ex. terminal cancer
::: expunge - cancel; remove a word or name (from a book or list); erase
::: bugaboo - bugbear; object of baseless terror
::: effective - effectual; producing a strong response; striking; in operation; in effect; Ex. effective speech/photograph
::: rampart - defensive mound of earth
::: reproach - blame (not angrily but sadly); express disapproval or disappointment; N. ADJ. reproachful
::: descry - catch sight of (something distant)


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text:
Elvis Costello's Performance in the Greene Space
Friday, December 24, 2010
Elvis Costello performed live in The Greene Space in November with his six-piece band, the Sugarcanes and Pete Thomas, and we're airing that performance again. He spoke with Leonard about his musical influences, and played songs from his latest album, National Ransom, which includes rock, bluegrass, and country, and was produced by T Bone Burnett. The band includes: Jerry Douglas (dobro/lap steel), Stuart Duncan (violin), Mike Compton (mandolin), Pete Thomas (drums), Jim Lauderdale (guitar, vocals), Jeff Taylor (accordion), Dennis Crouch (double bass).
Guests:Elvis Costello
Comments [1]
The gospel show was GREAT!!!! As always.
WNYC should have a weekly Gospel Hour with Leonard Lopate.
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(AP) The owner of Mandee, Annie Sez and Afaze stores is citing effects from Superstorm Sandy as it seeks Chapter 11 bankruptcy protection.
Big M Inc., of Totowa, N.J., filed the petition in U.S. Bankruptcy Court in New Jersey.
The company was recovering from the economic downturn when the storm closed most of its stores in New Jersey, New York and Connecticut for a week or more along with its offices and distribution center.
Business never rebounded. Documents show the company has not yet collected from its insurance carrier. Big M says that left it without enough cash to operate.
The family owned retailer is reporting debt of about $15 million. It was founded in 1948, operates 129 stores in eight states and employs about 1,200.
Associated Press


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Mon-Fri: 7am-1am EST / Sat-Sun: 7am-11pm EST
ApplianceGeneral Electric Range
Level of DifficultyEasy
Time to do repair15 - 30 mins
Age of Appliance5 - 10 years
PliersNutdriverScrew drivers
4 out of 5 people found this instruction helpful
I turned the power off to the stove. I removed the 4 screws from the back. I took the 2 screws out of the old control to8 to give me a reference for the wires. I then disconnected each wire from the old part and directly to the new part. I then turned the power on before I put the stove back, and as I flipped the breaker, my wife yelled at me that she just saw fire come out of the back. I thought that was interesting because there just went $105 up in smoke. I turned the power off and went to look at the damage. After searching over all the parts and not finding any burnt areas, I had my wife turn on the power while I looked for the problem. I located the problem at the power box where the stove is connected to the wall. When I pulled the stove out it pulled one of the wires out of the wire nut and caused it to hit the metal box and when the power came back on, it melted the wire nut because of the loose wire. I replaced the wire nut and reconnected the wires securely and tried turning the power on again, and the part worked just like new. Be careful not to pull loose any wires.
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I wish I could tell you when the next shipment will be here. The date has been pushed back a couple of times by the factory. We received shipments twice last month and they went in no time. We have ordered much larger quantities this time around.Originally Posted by noseoil
We will be at Photokina next week and will meet with the factory people. Hopefully I will have a more concrete answer then.


text:
Associate's Colleges: These institutions offer associate's degree and certificate programs but, with few exceptions, award no baccalaureate degrees./4 Specialized Institutions - These institutions offer degrees ranging from the bachelor's to the doctorate, and typically award a majority of degrees in a single field. The list includes only institutions that are listed as separate campuses in the Higher Education Directory.
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The ICPR Junior College challenges the individual's capabilities by providing students with the necessary knowledge and skills to function in a changing society through programs leading to associate degrees and certificate programs in Business Administration, Office Systems, and other technical, vocational, and academic programs suitable to existing societal needs and to the Institutional goals and objectives.
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Share your thoughts and perhaps thousands of students will benefit from your unique insight on the subject!
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From the Publisher
"Gripping…Shifting effortlessly between battles among warp-speed starships and among oar-powered galleys, Weber brings the political maneuvering, past and future technologies, and vigorous protagonists together for a cohesive, engrossing whole." —Publishers Weekly, starred review, on Off Armageddon Reef
"A superb cast of characters and plenty of action…. This fine book gives new luster to Weber's reputation and new pleasure to his fans." —Booklist, starred review, on By Schism Rent Asunder


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Road Bond Williamson County, Texas
A ribbon cutting ceremony was held on Monday, April 27, at 10:30 a.m. for Lakeline Boulevard Phase 2, which extends the road from Old Quarry Road to Old 2243. The new roadway is two lanes of a future four lane roadway, with curb and gutter. Contractor is DNT Construction. Project was designed by Baker-Aicklen. The project was completed in 13 months at a cost of $2.8 million.


text:
Samsung Galaxy S2
View Single Post
Vape Therapist
Join Date: Oct 2004
Location: Berkshire, UK
Posts: 4,308
Re: Samsung Galaxy S2
It's a superb phone, have to say. Got mine today to replace a busted iPhone 4 and couldn't be happier.
I had previously used the Samsung Galaxy S and wasn't too blown away but this thing is superb, the screen is amazing, battery life about the same as my iPhone 4, camera is incredible, and the most important part ...it is sooo FAST.
There was a firmware update today for it apparently but mine shipped with it already, which is good. Seems Samsung have learned from their mistakes and pushing updates out quicker. There is also a camera firmware update in the samsung apps thingy apparently although I haven't checked.
Was going to wait for the new HTC but I hate the direction they have taken with locking bootloaders. I like rooting and tinkering with Android so it put me off.
For The Fallen
With proud thanksgiving, a mother for her children,
England mourns for her dead across the sea.
Flesh of her flesh they were, spirit of her spirit,
Fallen in the cause of the free.
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- 49 U.S. Governors Request Refugees from Feds
- N.J. Child Services Case Highlights Why Every Citizen Needs to Know Their Rights
- U.S. General: West Created ISIS
- Crime Stats Alarm Black Leaders
- Bilderberg 2015 Dates Confirmed
- Is 'IS' a CIA-Mossad Creation?
- Baltimore's Blacks: 35 Homicides in May, on Pace to Break Record; Blamed on Cops
- Jews Who Control Hollywood Tell Stars: Better Not Mention Palestine
- Hillary Double-Crosses U.S. in 'Nuclear Stockpile for Cash' Deal
- Obama's Immigration Scheme in Tatters After Judicial Ruling
- Tens of Thousands of Jews Leaving Israel for Germany
- Uncle Sam's Personal "Terror Factory"
- Trips to 'Pedophile Island' Troubling
- 9-11 Cop Breaks Silence
- Zionist Intrigue in Argentina Exposed
- Bush, Rockefeller, Rothschild & Hitler
- Hollywood Babylon: The Entertainment Industry's Dark Side
- The Secret WWII Gold Hoard That Changed the World
- Trillion-Dollar Lawsuit Filed to Prove Sandy Hook Staged
- Rothschilds Want Iran's Banks
- Sandy Hook Parents Could Be in Danger
- Media Covers Up Black Hate Crimes Against Whites
- How Much Gold Was Under WTC Complex?
- USA PATRIOT Act's Worst Provisions Set to Expire
- Has Massive WWII Gold Hoard Been Found?
- The OCCULT WAR: Exposing the Hidden Hand Guiding History & Current Events
- Iranian General Insists U.S. Did 9-11
- Sandy Hook: Still Looking for Answers
- CIA Fueling New U.S. Drug Epidemic Using Cheap Afghani Heroin?; CIA, Obama Team Up to Hide Darkest Secrets
- Liberalism: The Real Threat to Black America
- The 'King of the Jews' Is Dead
- Are Race Wars Coming to America? Now in PDF!
- "Greater Israel" or "Greater Khazaria"?
- Here's Why People Should Be Suspicious of Big Pharma
- What is Bilderberg?
- Secrets of the New World Order Exposed
- AUDIO & ARTICLE: The New World Order is Real
- Federal Reserve's Attack on Gold, Silver A Warning Sign All Patriots Should Heed
- Hungary Sheds Bankers' Shackles
- World War 3 Averted
- Man Says He Has Proof He's Been 'Chipped'
- WTC 'Jumpers' Phenomenon
- Are Violent Video Games Turning Kids Into Killers?
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- Executive Orders: Their Use and Abuse by Many U.S. Presidents
- AUDIO INTERVIEW: 9-11 Cop Who Arrested Dancing Israelis Speaks
- In Honor of All Who Died Serving Our Country . . .
- U.S. Sanctions Backfire as China, Russia Bypass New World Order
- AFP eNEWSLETTER
- WEB EXCLUSIVE: Israel's Use of False Flags in Global Terrorism
- Untold Story of the Montana Freemen
- What Exactly Killed Baltimore Drug Dealer?
- White Cop Innocent: Blacks Warn of Infiltrators in Cleveland
- GERMANY'S WAR: You Have to Read It to Believe It
- California Inviting Even More Illegal Aliens to Cross Border
- Did Eric Holder Cover Up FBI's Role In '95 OKC Bomb Plot?
- U.S. Army Preparing for Civil Unrest
- Mossad Mercenaries Believed Responsible for Ukraine Massacre
- Who Will Be Next Fed Chairman?
- The Truth About Benghazi
- European Nationalism Rising
- The Water-Fueled Car
- How Child 'Protective' Services Can Get You Shot & Take Your Kid
- The Weird World of John Hagee
- Print Newspapers: Will They Survive?
- Climate Change Hoax Exposed
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- Journalist Accuses Israel of Fukushima Sabotage
- Pentagon Using Bribery to Control Film Scripts
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- Mainstream Media Censorship Exposed
- Blackness Settles Over Detroit
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- International Jewish Lobby Gets UN to Blackball Speaker
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- Washington Post Finally Breaks 'Bilderberg' Silence After Decades of Censorship


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OPM strategy for clearing retirement backlog not just IT issue
The overwhelmed retirement claims backlog at the Office of Personnel Management is only partly a technology problem. John Salamone, a managing consultant at FMP Consulting and the former executive director of the Chief Human Capital Officers Council, joined In Depth with Francis Rose to discuss the potential complications for OPM ahead.


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All but one of the dead were soldiers, including a pregnant private who curled on the floor and pleaded for her baby's life.
The attack ended when Hasan was shot in the back by one of the officers responding to the shooting. He is paralyzed from the waist down and uses a wheelchair.
The sentencing phase is expected to include more testimony from survivors of the attack inside an Army medical center where soldiers were waiting in long lines to receive immunizations and medical clearance for deployment.
Hasan, who acted as his own attorney, began the trial by telling jurors he was the gunman. But he said little else over the next three weeks, which convinced his court-appointed standby lawyers that Hasan's only goal was to get a death sentence.
As the trial progressed, those suspicions grew. The military called nearly 90 witnesses, but Hasan rested his case without calling a single person to testify in his defense and made no closing argument. Yet he leaked documents during the trial to journalists that revealed him telling military mental health workers that he could "still be a martyr" if executed.
Death sentences are rare in the military and trigger automatic appeals that take decades to play out. Among the final barriers to execution is authorization from the president. No American soldier has been executed since 1961.
Hasan spent weeks planning the Nov. 5, 2009, attack. His preparation included buying the handgun and videotaping a sales clerk showing him how to change the magazine.
He later plunked down $10 at a gun range outside Austin and asked for pointers on how to reload with speed and precision. An instructor said he told Hasan to practice while watching TV or sitting on his couch with the lights off.
When the time came, Hasan stuffed paper towels in the pockets of his cargo pants to muffle the rattling of extra ammo and avoid arousing suspicion. Soldiers testified that Hasan's rapid reloading made it all but impossible to stop the shooting. Investigators recovered 146 shell casings inside the medical building and dozens more outside, where Hasan shot at the backs of soldiers fleeing toward the parking lot.
In court, Hasan never played the role of an angry extremist. He didn't get agitated or raise his voice. He addressed Osborn as "ma'am" and occasionally whispered "thank you" when prosecutors, in accordance with the rules of evidence, handed Hasan red pill bottles that rattled with bullet fragments removed from those who were shot.
Prosecutors never charged Hasan as a terrorist — an omission that still galls family members of the slain and survivors, some of whom have sued the U.S. government over missing the warning signs of Hasan's views before the attack.
Associated Press writers John Mone at Fort Hood and Ramit Plushnick-Masti in Houston contributed to this report.


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Lately, there has been a steady decrease in the trend of filling homes with inexpensive furniture and covering the walls with the kind of paintings you can buy at Ikea. Instead, there has been an unprecedented revival in the desire to collect real design, the kind you find at design galleries as opposed to chain stores. A direct result of this much awaited shift in the market is a rejuvenation of young, homegrown talent in fields like art, design and even fashion. These designers have started to create a new design language, combining century-old techniques with a contemporary sensibility and materials.
This week, I've profiled three young designers who effortlessly blend elements of architecture into their designs - Gunjan Gupta Rooshad Shroff and Yasanche. These designers create dynamic and beguiling forms that draw attention to the piece in question and simultaneously investigate ideas of spatial awareness.
These three designers have helped push the envelope of traditional design in India by steadily combining traditional concepts, material and aesthetics with international design trends.
Gunjan Gupta
The industrial designer is well known for her signature India-inspired designs. Gupta is the mind behind the iconic Bicycle throne, a chair made from assorted bicycles. Working between Mumbai and Delhi, she steers her industrial and interior design company Wrap from her 10,000 sq feet studio in Delhi. The former St Martins college graduate has been creating new work for over 10 years.
Gupta combines Indian elements and contemporary international designs.
In collections like 'Past Modern' on display at Era Studio in Milan, are pieces like the Potli chair and the Bartan Chair, works inspired from the designer's everyday environment. Material is key to Gupta's practice, her holistic and architectural approach to various materials is playful in context and form.
Gupta has exhibited her works in numerous international events and fairs from Dubai to Miami. Look out for her work at Milan Design Week.
Rooshad Shroff
Founder of a multi-disciplinary design studio in Mumbai, Shroff's practice operates between the fine lines that separate art, design and architecture.
While his practice is predominately architectural, Shroff often works with products and furniture. With a Masters in Architecture from Howard and years of work experience with renowned architects like Zaha Hadid and Inaki Abalos, it isn't hard to see an immediate influence of architectural elements in Shroff's furniture.
Shroff's C series, a range of furniture made in Burma teak wood, is completely handcrafted. Its sharp edges, unconventional forms and geometric surfaces are echoed in other pieces like the Pringle series and embroidered sofas.
Shroff's series of marble tables, for instance, opts for smooth lines and curves but appears equally architectural. It creates multiple perspective points without fragmenting the piece with an interesting play of negative and positive space.
Pablo Bartholomew at Sakshi Gallery
Sakshi Gallery presents 'The Calcutta Diaries', an exhibition by the award-winning photographer Pablo Bartholomew. The show runs until May 2 and reveals a narrative of Calcutta and its people in the aftermath of independence.


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Businesses less optimistic about Q3 prospects
Market volatility dampens local trade sentiment, says BSP
popular .
Local businesses were slightly less optimistic about prospects in the third quarter amid fears that volatility in financial markets could dampen the real economy.
Results of the Bangko Sentral ng Pilipinas' (BSP) quarterly Business Expectations Survey (BES) showed that companies with rosy outlooks still outnumbered the pessimists, although the gap between the two was slightly narrower than the previous three-month period.
"The sentiment of businesses in the Philippines mirrored the weaker outlook in Hong Kong, South Korea, and India, but was in contrast to the more favorable sentiment of businesses in the United States, the United Kingdom, Canada, Germany, and New Zealand," the BSP said in reporting the survey results.
The overall confidence index for the third quarter—which marks the height of the country's rainy season—slumped to 42.8 percent, lower than the record high of 54.9 percent in the second quarter.
The confidence index is the difference between companies that said they were optimistic and those that believed otherwise.
Companies covered by the survey cited lower seasonal demand, possible operational interruptions due to bad weather, stiffer competition from China, and volatile movement of the peso as the main reasons for the deterioration in their confidence, the BSP said.
However, the same survey showed that businesses saw conditions improving in the fourth quarter of the year when demand is usually strongest.
The confidence index for the October to December period of the year reached 60 percent—a record high.
"This suggests that the growth momentum could accelerate in the last quarter of 2013," the BSP report said.
Historically, the BES has a close correlation with the country's GDP, BSP Deputy Governor Diwa C. Guinigundo said during a press conference.
"You could say [the BES is] a leading indicator," Guinigundo added.
The BSP said the rosier outlook for the last quarter of the year was brought on by the usual pickup of business during the holiday season, continued increase in orders and projects leading to higher volume of production, and the introduction of new product lines.
Guinigundo said that the better forecast for the fourth quarter could be an indication that businessmen expect the volatility in financial markets to subside soon.
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I added new field to CMS-> Page Content -> Edit page -> Design tab
$designFieldset->addField('header_image', 'image', array(
'name' => 'header_image',
'label' => Mage::helper('cms')->__('Image'),
'title' => Mage::helper('cms')->__('Image'),
'disabled' => $isElementDisabled
then I added this field to
cms_page table in database, also added code to
saveAction() function,
image uploading and saving works normally.
But when I open page for edit, function
getData() doesn't want to load this field value.
Anyone faced this?


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Huge difference between a PROFESSIONAL fighter and a wanna-be thug punk.
This guy is still a child, and the UFC should now kick him from the promotion completely. I, as a hardcore MMA fan from day 1 really want to see this fight, but the UFC doesn't need his crap.


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Mon-Fri: 7am-1am EST / Sat-Sun: 7am-11pm EST
ApplianceWhirlpool Dishwasher
Level of DifficultyA Bit Difficult
Time to do repair30 - 60 mins
Age of ApplianceMore than 10 years
Screw drivers
4 out of 12 people found this instruction helpful
The dishwasher is 25 years old. Ordering the part was simple. Very good web site and user friendly. The shipment and delivery perfect. Part arrived as predicted. Tracking delivery was also perfect. Part was exactly what I needed. The only hitch was that there were no instructions for assembly, not even a drawing of the assembly to give a hint as how to assemble. Therefiore assembly took longer than it should have. However the diswasher is back in operation and I am pleased with the results.
Help other customers find the most helpful instructions.
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Welcome to TalkBass, the Premier Bass Player Community and Information Source. Register a FREE Account to post and unlock tons of features!
Repair shops LIE, or, Why I learned to work on my own gear
Discussion in 'Miscellaneous [BG]' started by rojo412, Dec 10, 2012.
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Modularity: an application of general systems theory to military force development.
There is a move underway to increase modularity in the design of our forces, as evidenced in our National Military Strategy and in the family of Joint Operations Concepts (see Figure 1). Many recent force-structuring efforts, especially by Army Training and Doctrine Command (TRADOC), appear to increase the disaggregation of forces into separable modular systems so they can be rapidly reconfigured to respond to a wide variety of mission needs. However, at the same time that many forces are being made more modular, other efforts appear to increase unit consolidation and joint integration (e.g., Pentagon efforts to create born joint systems).
FIGURE 1. EVIDENCE OF PUSH FOR INCREASING MODULARITY IN FORCE DEVELOPMENT Defeating adaptive adversaries requires flexible, modular and deployable joint forces with the ability to combine the strengths of individual Services, combatant commands, other government agencies and multinational partners.... Adaptive organizations must be more modular and support rapid reconfiguration of joint capabilities for specific missions. Modular forces build on the core competencies of each Service component while enhancing the strength of joint operations. --National Military Strategy, 2004 The U.S.-led force consists of capabilities-based, expeditionary, networked, modular, adaptive force packages. --Major Combat Operations Joint Operating Concept, September 2004 Future expeditionary joint forces must be modular in design so they can be quickly tailored to meet a wide range of contingencies. --Force Application Functional Concept, February 2004 The command and control structure must be modular and tailorable in order to fit with a variety of organizations across the range of military operations. --Functional Concept for Battlespace Awareness, December 2003
So what drives some force developments toward increasing modularity and others toward increasing joint integration? When will forces benefit more from the flexibility of modular systems versus the tight coordination of less flexible configurations? Although researchers in the fields of mathematics, (1) psychology, (2) biology, (3) and social systems (4) have long used the concept of modularity, none of these fields offered an explicit causal model of how and why increasingly modular forms are adopted. Recent work on product and organizational modularity, however, has begun to tackle this question in an effort to understand when modular products or organizations will outperform their more tightly integrated counterparts. (5) This article applies constructs and models developed in the study of organizational modularity to explain the adoption of increasingly modular organizational designs in the U.S. military, and offer some implications of this work for force development, future concept development and experimentation, and acquisition.
Modularity can increase exponentially the number of possible task organization configurations achievable from a given set of requirements and capabilities, greatly increasing the flexibility of a military force. Modularity is a general systems concept: it is a continuum describing the degree to which a system can be separated and recombined, and it refers to both the tightness of coupling between elements and the degree to which the rules of the system enable (or prohibit) the mixing and matching of components' capabilities. (6)
It is possible to view almost all entities--social, biological, technological, or otherwise--as hierarchically nested systems, meaning that at any unit of analysis, the entity is a system of capabilities and each of those capabilities is, in turn, a system of finer capabilities until we reach some point at which the capabilities are elementary particles, or science constrains our decomposition. (7) The continuum from large joint and multinational organizational systems (e.g., combatant or coalition commands) to the single individual (e.g., soldier, sailor, airman, or Marine) as a stand-alone module is indeed a wide one.
Furthermore, we can distinguish between a system capability and the context within which it exists; if the system capability is a solution to a problem, the context is what defines the problem. It might include the physical environment, inputs that eventually become a part of the system, or even a point in time--anything that places demands upon the system. (8) The identity of any element as system capability or context is not fixed; the level of analysis we choose determines this identity. For example, what the Department of Defense (DoD) refers to as a standing joint force headquarters "core element" (SJFHQ-CE) can be perceived as a system within a context of a wider multinational and/or interagency task organization. (9) If we move in the other direction, we can deconstruct the SJFHQ-CE to discover it actually comprises predominantly single-Service-department acquired and trained people, single-Service-procured equipment, and so forth.
Many complex systems adapt or evolve, shifting in the pursuit of better fitness in response to changes in their context or underlying capabilities. (10) Often, however, a system will not achieve an optimal fit with its context. First, inertia prevents a system from being perfectly responsive to shifts in its context. Biological organisms may be incapable of purposeful change, and evolution through variation, selection, and retention requires many generations to achieve; organizations and other social systems tend to resist change even when the environment provides strong pressure; and before we can change socio-technological systems, we must often first fumble around in search of better solutions. Although systems respond to fit their context, they may do so slowly and clumsily.
Finally, it is also important to recognize that as a system shifts in response to its context, it may also change its context in significant ways. For example, a new non-state actor (such as the terror network Al-Qaeda) might create new potential inputs as a by-product of its adaptation, or it might alter the nature of demands upon the system by creating new competitive dynamics among systems--the system and its context coevolve. (11) Such change in context may be the unintentional result of the system's response to its context or the deliberate result of purposeful behavior.
The primary goal of deliberately increasing modularity is to enable heterogeneous inputs to the system to be translated into a variety of heterogeneous capability configurations. Therefore, whether a system responds to a shift in its context (by becoming more modular) is a function of both the degree to which the elements of the system are separable and the pressure to be able to produce multiple configurations from diverse potential inputs. What will be lost by separating the capabilities? Will the ability to produce multiple configurations increase the system's fitness? We address both questions in turn to develop a model of modularity at the general systems level.
The components of almost all systems are ultimately separable, though much may be lost through their separation. We may disassemble products, split apart social institutions, and even cut apart biological organisms. Some of these systems (e.g., computer systems) readily permit recombination of the separated modules and will continue to function in desirable ways, while others (e.g., most biological organisms) do not so readily permit recombination. Systems are said to have a high degree of modularity when their capabilities can be disaggregated and recombined into new configurations, possibly substituting new capabilities into the configuration, with little loss of functionality. (12) The capabilities of such systems are relatively independent of one another; if they are compatible with the overall system architecture, they may be recombined easily with one another.
However, even in systems in which recombination is possible, there may be some combinations of components that work better together than others. The degree to which a system achieves greater functionality through the specificity of its components to one another is referred to as synergistic specificity--the combination of components achieves synergy through specificity (i.e., a uniquely interdependent functionality) to a particular configuration. Systems with a high degree of synergistic specificity may be able to accomplish things that more modular systems cannot; they do so, however, by forfeiting a degree of recombinability. The system capabilities may be so interdependent that any change in one may require extensive compensating changes in others in order that integrated functionality not be lost. (13) High levels of synergistic specificity act as a strong force against the system's shifting to a more modular design. For example, a commander of a Marine Air-Ground Task Force (MAGTF) that habitually trains and fights together, objects to a joint-force air component commander taking away his air element for other missions outside the MAGTF.
The degree to which a system is separable is a continuum. Some systems are relatively inseparable (though very few are perfectly inseparable); whereas other systems may be decomposed easily with no loss of performance. Separability, influenced primarily by the degree of synergistic specificity characterizing the system, will be one of the strongest factors influencing whether a system will respond to pressures to become more modular.
When will the ability to produce multiple configurations increase the system's fitness? The answer is already revealed in the action of modularity, when there are heterogeneous inputs and heterogeneous demands placed upon the system. The more heterogeneous the inputs used to compose a system, the more possible configurations are attainable through the recombinability enabled by modularity. Furthermore, the more heterogeneous the demands made of the system, the more valued such recombinability becomes.
There is one more element we must consider, even at this very general level of abstraction. As mentioned earlier, systems often exhibit inertia. They do not respond immediately and vigorously to every external influence. Therefore, it is possible that a system will be more or less modular than the balance of its separability, heterogeneity of inputs and demands would otherwise indicate. The degree to which a system responds to its context is influenced by pressures that create urgency to adapt.
Forces, like other kinds of socio-technical systems, are typically packages of Service and coalition capabilities. For example, a multinational army division (MND) might consist of a combined headquarters; a variety of national brigade headquarters; and different sorts of functional battalions, companies, and platoons. Many of these capabilities are designed separately by Service/national functional force developers and then, once fielded, are task-organized by the designated MND commander. The functional battalions, in turn, are packages of many other diversified entities based on equipment technologies, sub-professions of knowledge, and socio-cultural attributes that combine to accomplish the MND missions.
Since all forces are characterized by some degree of coupling (whether loose or tight) within and between Service capabilities, and very few Services have units that are completely inseparable and cannot be recombined, almost all existing force elements are to some degree modular. Some military organizational systems are highly modular in that they can be decomposed into a number of elements that can be mixed and matched in a variety of task organizations with little loss of functionality. The elements can connect, interact, or exchange resources.(such as material or data) in some way, by adhering to standing operating procedures or other common coordination technologies. Unlike a tightly integrated force (such as an M1A1 tank and its crew), where each element is designed to work specifically--and often exclusively--with other particular elements in a tightly coupled system, modular-designed units are systems of elements that are more loosely coupled (such as an Air Force composite wing that has a diversity of capabilities that can be mixed and matched).
Military systems can be made increasingly modular by both expanding the range of compatible elements (increasing the range of possible configurations) and uncoupling integrated functions within elements (making the system modular at a finer level). Should a commander prefer to combine the Service/national-specific element with other Service/national elements, the originating Service might eventually adopt a standard input-output protocol (i.e., a standardized interface) that makes the element compatible with other Service/national elements, thus employing joint/combined force modularity. If pressure continues for even greater flexibility, the joint/combined force commander might uncouple many of the functions of the core system, and begin to detach them as modular elements that may then be combined in a greater number of task organizations with both the Service capability and other Service or multinational capabilities. In each of these stages, the task organization has become increasingly modular. For example, a U.S. Army armored brigade combat team can be attached to a U.S. Marine expeditionary force to create a heavier ground maneuver element, or a French light armored division can be attached to a U.S. Corps, as occurred in the 1991 Gulf War.
Service elements are typically developed in a way that employs modularity within the Service, but does not extend the modularity to the joint/combined force commander. For instance, departments design their elements so that particular personnel can be reassigned in a variety of elements, thereby employing economies of substitution. Different elements might be included in multiple unit configurations, but the provision of forces themselves do not allow for joint/combined commander discretion over internal configurations.
Modularity within the design of military elements not only enables economies in design, but may also greatly simplify coordination. If born-joint systems must be tightly integrated and optimized for each other, systems development often requires that all Services be involved in such design and fielding and must work in close contact. A modular design, in contrast, can enable the task organization process to be decentralized. A Service that creates a well-defined joint interface can allow the Services working on particular elements to operate in whatever departmental configuration they deem most desirable (even if that means that the departments design the configurations with high autonomy) and still be assured that the elements will interact effectively with other Services' elements.
There are a number of advantages and disadvantages to employing increasingly modular designs, and the most-cited advantage is modularity's ability to greatly increase flexibility in the task organization by allowing a variety of possible configurations. Modular organization can give commanders greater discretion over the function and scale of the desired task organization, enabling them to choose building-block capabilities more closely suited to their unique mission needs. In the case of joint or multinational force modularity, such organization also enables commanders to use elements from a variety of different Services or nations, rather than be locked in to a single Service or nation.
By applying the general modular systems framework developed earlier in the article to the specific case of modularity in military elements, we can simultaneously gain a deeper understanding of modularity as a general systems concept and explain why the dominant design of a system should migrate toward or away from increasing modularity.
Integrated forces can achieve synergistic specificity both in the obvious way, through providing greater functionality by optimizing capable elements to work together, and in not-so-obvious ways, through providing greater confidence that capabilities will work well together and obviating the need for commanders to task-organize them.
Some forces may work better if designers optimize particular sets of other like-Service capabilities. This is often argued to be the case for special operations forces (SOFs), and it might explain the migration from many independent SOF Service elements to jointly integrated SOF packages, even though joint SOF elements are not as easily transferable for conventional force commanders. Furthermore, more recent pressures for compatibility between SOF and conventional forces pressured commanders to consider a greater degree of integration, further encouraging forces to become more homogeneous. At the same time that SOFs are pressured to become less differentiated, there is growing demand to make existing Service SOF-differentiated elements work better together (hence the creation of U.S. Joint Special Operations Command). Through such integration and specificity, the SOF community is yielding much greater capability.
If it is difficult for a commander to choose appropriate elements or to task-organize those elements into the proper effects-based configuration, then a non-modular force structure may offer the commander additional functionality by eliminating selection and task organization responsibilities--he or she would ask for an integrated unit rather than a modular capability. For commanders to choose blocks of capability of a modular system, they must be willing and able to distinguish among the performance, quality, and value attributes of different capabilities, which frequently calls for great understanding of how the capabilities work individually and interactively. For simpler elements or those products where quality and performance are easily measured and the interaction among capabilities is well understood, commanders may have great confidence in their own ability to choose among elements. However, where quality or performance is difficult to assess, they may be more likely to rely on a Service or national expert to choose capabilities.
Even in choosing among given Service or national capabilities, commanders may vary in their degree of knowledge and motivation. For example, although the average commander might request non-modular, single-Service or national units (using reputation and limited socio-technical information to assess overall system quality), more sophisticated commanders would select more modularized elements of capability individually from multiple Services or nations to task-organize a system that more closely matches their mission performance requirements.
Where element capability quality is difficult to assess or uncertain, commanders may choose packaged or pre-integrated units that are believed to provide an acceptable quality across elements, but lack a visibly high granularity of capability functionality.
The development of standardized interfaces (e.g., blue force tracking, "identification friend or foe," linking technologies) can enable greater modularity in forces while preserving their functionality or ease of task organization. Standardized interfaces facilitate the mixing and matching of force elements to ensure that they will work well together. Without such standardized interfaces, Services might be able to provide elements that could be mixed and matched with other Services' elements by developing specialized interfaces that coordinate the capabilities among particular elements; however, the costs of developing such specialized interfaces are high, and the choice among configurations would be confined to those options predetermined by the Services that had produced the interfaces.
The inputs into a force development system include both the technological options available to achieve particular functions and the resources and capabilities of the Services/nations involved in the development process. Heterogeneity in these inputs will increase the value obtained through modular force configurations.
When there are diverse technological options available to be incorporated into a task organization, modular force designs will be more attractive to both commanders and developers. For example, such a diversity of options might compel force developers and acquisition professionals to seek more flexible solutions because being tied to a single commercial source is less attractive. First, the number of available product configurations achievable through modularity is a direct function of the number of available technological capabilities from which the Services may choose. A wider range of modular capabilities quickly multiplies a developer's product configuration options, greatly increasing the gains from modularity. Second, commitment to a single, integrated product system imposes an opportunity cost equivalent to the next best option available. When many different options are available, this opportunity cost is likely to be higher because the next best solution is likely to be better than a situation when there are few options available. Third, when there is great diversity in available technologies, the developer faces more ambiguity about the best option; when there is little diversity in the technological options, developers sacrifice less by being committed to a single vendor, and they face less uncertainty about their technology choice.
Diversity in the available technological options also makes modularity more attractive to the defense industry. It is usually difficult and costly for an industry to support multiple technologies. (14) Very often, defense industries must choose one or two technology designs, gambling on those they believe to be best matches for (1) their capabilities and/or (2) Service requirements. As with Service force developers, a large number of diverse options can increase industry's ambiguity about which technology to support. Furthermore, if the various technologies are incompatible (and products based on the technologies are, therefore, only offered as integrated systems), the industry might face a win-or-lose scenario by it either becoming a Service sole supplier of an entire product system, or it does no business at all with the Service.
Under conditions of technical modularity, the defense industry does not face such a win-or-lose scenario. Modularity enables compatibility between disparate technologies, lowering the risk to a company that is gambling on a particular technology. Multiple technologies can coexist more peacefully. The company does not have to compete for a Service's business for an entire system; it can compete for a particular capability, focusing on a technology in which it excels, allowing other vendors to supply other technologies. This is a key advantage to defense procurement policy--focusing on technological modularity rather than on proprietary acquisitions.
U.S. armed forces and potential coalition militaries have individual sets of core capabilities that distinguish them from others. Forces often are made up of capabilities that draw from different underlying technologies, deployment and employment requirements, or other required skill sets. Because Services have different capabilities, a given Service may have a set of capabilities that put it at a performance or cost advantage in producing some force elements, while putting it at a disadvantage in producing others. Diversity in the technological options available and differentiation in military capabilities will reinforce each other. The more differentiated military capabilities are, the more likely Services/nations will be to produce disparate force module options; likewise, the more options available to Services/nations, the more likely they will be to specialize in different things.
Furthermore, when technological options and differentiation increase, they can spark a mutually-reinforcing process that propels force design even further down a modularity trajectory. First, the more different the sets of skills are among Services/ nations and their subcomponents, the more attractive modularity becomes, because it enables disparate capabilities to be combined. Second, the use of modular force designs enables Services/nations to further specialize, encouraging them to pursue unique learning curves and increasing their differentiation from other Services/nations and potential adversaries. Thus differentiation leads to increasing modularity, and increasing modularity leads to even greater differentiation (see Figure 3).
Mission heterogeneity (i.e., "full spectrum operations") is an important factor that influences whether force design will migrate toward increasing or decreasing modularity. When most joint commands desire roughly the same types of capabilities, and their requirements for each individual capability are comparable, a Service is able to produce a force structure that is close to optimal for the majority of commands. Through integrating force design, the Service may be able to create performance or cost advantages that outweigh the sacrifices regional commanders will make in not being able to choose uniquely capable subcomponents.
Alternatively, when commanders for particular mission solutions have very different needs, it is more difficult for a single integrated Service or joint solution to closely match their idiosyncratic requirements. Consider the differences in regional combatant commands and the types of operations underway or expected (e.g., major combat operations followed by or simultaneous with small unit actions, natural disaster relief efforts, supporting homeland security, etc.). Combatant commanders naturally have heterogeneous preferences for the type of capability they wish to have and for how and in what battlespace the capabilities will be deployed and employed. Until recently, regional Service capabilities were highly fragmented in terms of design according to regional needs (e.g., a U.S. infantry division in Korea was very different from the one stationed in Europe). The end result was a high-quality system of forces that had unique capabilities.
With the advent of larger global requirements and a relatively steady total force capability, any force will need to be redesigned to be capable of redeployment to another region; hence, there is more pressure to standardize capabilities to globalize force management. A future return to regional focus with decreasing heterogeneity of demands and inputs will have reinforcing effects upon each other; hence, force design would return to more nonstandard capabilities.
Speed of technological change and competitive intensity are among the primary factors that create urgency in the context of force development and systems acquisition. Such factors increase the likelihood of the system's responding to pressures to become more modular. Alternatively, when there is low urgency in the context, or when a region (or group of regions) is so powerful that it experiences less urgency, the system may be pushed (or retained) at a point on a trajectory that seems a poor fit with the balance of the demands of its context and the synergistic specificity of the system. For example, Services might wish to prevent the adoption of modular force designs because modularity would decrease their common use or structural design control.
One of the major factors increasing the pressure to migrate toward modular force solutions is the speed of technological change. Where technology advances rapidly, commanders and Services require flexibility to respond to the rapidly changing inputs and demands. High-speed technological change can increase the rate at which new and heterogeneous inputs proliferate and, by rapidly expanding the scope of possibilities for commanders, nurture the rapid evolution of differing demands. Because the force design must be able to adapt quickly to fulfill changing demands (or to incorporate changing inputs), a modular solution becomes very attractive. For commanders, modularity reduces switching costs and enables them to upgrade a particular capability without replacing the entire system.
Modularity also can impact the price Services pay for technology. In an industrial base characterized by product design modularity, defense contractors might benefit by increased specialization. Consider first the opposite scenario. A firm that produces all the capabilities of a system faces greater fixed and variable costs: it must have the equipment required to produce a variety of capabilities, not all of which will be based on the same manufacturing technologies; it might have to employ more people to ensure a wider range of available skills; it will likely have higher inventory costs because it must hold a wider range of raw materials and end products; and it might face greater setup costs to vary production.
Furthermore, technological modularity can increase competition among capability providers, because it lowers both Service switching costs and entry barriers by enabling competitors who only produce one or a few capabilities (but not the entire system) to compete for defense contracts. This can result in greater pressure on firm profit margins and lower costs for Services.
Modular technical systems offer an attractive quality. By encapsulating proprietary technology within a capability that conforms to an open standards-based architecture, Services can reap the advantages of jointness (and perhaps multinational-ness with international standards) with a wide range of complementary capabilities, while still retaining the force generating potential of their Service-unique capability. Network-centric capability can increase the pressure in favor of modular systems so that capabilities can be more easily networked.
In conclusion, the model of force modularity has immediate implications for force management and defense acquisition policy. The ability to predict and explain a military force system's migration toward increasing or decreasing modularity should prove very valuable to force developers.
There is much left to be done before we can have great faith in the model's ability to explain the integration and disaggregation of different kinds of systems. Such issues as how to aggregate force readiness reporting and how to create inter-module swift trust (15) are key challenges. However, if future concept development and experimentation refines and validates the model, we will have a powerful tool for understanding the nature of force modularity. Even if the model fails under future scrutiny, but in the process spurs the development of better models that can achieve such a task, it will have served a useful purpose.
(1.) Qi, L. (1988). Odd submodular functions, Dilworth functions and discrete convex functions. Mathematics of Operations Research, 13, 435-447.
(2.) Anderson, J. R. (1987). Methodologies for studying human knowledge. Behavioral and Brain Sciences, 10, 467-505, Baddeley. A. (1986). Modularity, mass-action and memory. Quarterly Journal of Experimental Psychology; Human Experimental Psychology, 38, 527-533; Crain, S., & Thornton, R. (1998). Investigations in universal grammar: A guide to experiments on the acquisition of syntax and semantics. Cambridge, MA: MIT Press; Fodor, J. (1983). The modularity of mind. Cambridge, MA: MIT Press; Fodor, J. (1998). In critical condition. Polemical essays on cognitive science and the philosophy of mind. Cambridge, MA: MIT Press; and, van der Lely, H. K. (1997). Narrative discourse in grammatical specific language impaired children: A modular language deficit? Journal of Child Language, 24, 221-256.
(3.) Hall, V. R., & Hughes, T. P. (1996). Reproductive strategies of modular organisms: Comparative studies of reef-building corals. Ecology, 77, 950-963; Wagner, G. P. (1995). Adaptation and the modular design of organisms. Advances in Artificial Life, 929, 317-328; and, Wagner, G. P. (1996). Homologues, natural kinds and the evolution of modularity. American Zoologist, 36, 36-43.
(4.) Cole, M. (1999). Context, modularity, and the cultural constitution of development. In P. Lloyd & C. Fernyhough (Eds.), Lev Vygotsky: Critical assessments: Future directions, Vol. IV, 74-100. New York: Routledge.
(5.) For examples, see Baldwin, C., & Clark, K. (1997). Managing in an age of modularity. Harvard Business Review, 75(5), 84-93; Garuck R., & Kumaraswamy, A. (1995). Technological and organizational designs for realizing economies of substitution. Strategic Management Journal. 16, 93-109; Langlois, R. (1992). External economies and economic progress: The case of the microcomputer industry. Business History Review, 66, 1-50; Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16, 135-159; Sanchez, R., & Mahoney, J. (1996). Modularity, flexibility, and knowledge management in product and organizational design. Strategic Management Journal, 17, 63-76; and, Schilling, M. A., & Steensma, H. K. (2001). The use of modular organizational forms: An industry level analysis. Academy of Management Journal, 44, 1149-1169.
(6.) Most of this article is based on a previous work of one of the authors. See Schilling, M. A. (2000). Toward a general modular and its application to interfirm product modularity. Academy of Management Review, 25, 312-334.
(7.) Simon, H. (1962). The architecture of complexity. Proceedings of the American Philosophical Society, Vol. 106, 467-482.
(8.) Alexander, C. (1964). Notes on the synthesis of form (p. 15). Cambridge, MA: Harvard University Press.
(9.) The SJFHQ-CE, develop by U.S. Joint Forces Command, is a team of operational planners and information command and control specialists. This team of experts forms the backbone of the joint task force command structure. During day-to-day operations, or when a contingency requires the establishment of a joint task force, all or part of the SJFHQ-CE is assigned to a combatant commander and is embedded in his staff. The SJFHQ-CE is not designed as a standing joint task force, but rather as a standing element that focuses on a combatant commander's operational trouble spots.
(10.) Holland, J. (1994). Adaptation in natural and artificial systems: An introductory analysis with applications to biology, control, and artificial intelligence. Cambridge, MA: MIT Press; Holland, J. (1995). Hidden order: How adaptation builds complexity. Cambridge, MA: Perseus; and, Holland, J. (1999). Emergence: From chaos to order. Cambridge, MA: Perseus.
(11.) Gell-Mann, M. (1995). Complex adaptive systems. In Morowitz, H., & Singer, J. (Eds.) The mind, the brain, & complex adaptive systems. SFI studies in the science of complexity, Vol. XXII. Boston, MA: Addison-Wesley.
(12.) Langlois (1992); and Sanchez (1995).
(13.) Sanchez & Mahoney (1996).
(14.) Garud & Kumaraswamy (1995); Penrose, E. (1959). The theory of the growth of the firm. Oxford: Basil Blackwell; Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing, and public policy. Research Policy, 15, 285-305.
(15.) Paparone, C. (2002). The nature of soldierly trust. Military Review, 132(6), 45-53.
Dr. Melissa A. Schilling is an associate professor of management and organizations at the Stern School of Business, New York University. Her research centers on technological innovation and knowledge creation. She has published articles on technology standards battles, the adoption of modular product and organizational forms, and learning curves. She is also the author of a textbook entitled, Strategic Management of Technological Innovation.
(E-mail address: email@example.com)
COL Christopher R. Paparone, USA, is the Deputy Director (J3/4) for Logistics and Engineering at the U.S. Joint Forces Command. A Quartermaster officer, he has served with various commands and staffs in his 27 years of active duty. He has a Ph.D. in Public Administration (with research emphasis on organization theory) from Pennsylvania State University.
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In this case, we have to delete the old or unnecessary files to get more free space in order to ensure the normal operations of Windows system. However, deleting files is not the best way, because actually it does not work and you will find C drive is out of space again soon.
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BOSTON — When Kelly Olynyk returned to the Boston Celtics lineup, Kris Humphries' role was the same as it ever was - undefined.
But one thing is clear.
The unpredictability of his playing time has been embraced by Humphries as he continues to make the most of every chance he gets to step on the floor.
And on Monday, his play off the bench was among the many keys to Boston's 101-97 win over Minnesota.
Humphries, who split time off the bench with Olynyk, had eight points and seven rebounds in just over 21 minutes.
But more than anything, he gave the Celtics some solid play defensively while Brandon Bass was in foul trouble most of the second half.
"I was just ready to play," said Humphries who missed two games due to a knee injury. "I took advantage of an opportunity."
You might as well put those comments from Humphries on a perpetual loop because every time he plays, that's essentially what happens.
Celtics head coach Brad Stevens acknowledges that trying to carve out minutes for all his big men, not just Humphries, is never easy.
"I think having all five guys may be a tough juggling act," Stevens said. "But it's also an advantage to be able to throw five different guys in with five different skill sets."
But of the five big men on the Celtics roster - Brandon Bass, Jared Sullinger, Olynyk, Humphries and Vitor Faverani - Humphries and Faverani are probably the two whose playing time is most erratic.
However, Faverani's inconsistent minutes are in large part due to him being a typical up-and-down playing rookie.
But Humphries has been solid whenever he has been called upon, something that is not lost on Stevens.
"My admiration for guys usually goes to the guys that don't get opportunities because they have to deal with stuff that's harder than being the guy that plays the minutes," Stevens said. "And so, you know, I thoroughly respect those guys that are sitting. And when their time comes, nobody's rooting harder for them than me for them to take advantage of it."
Which is exactly what Humphries has been doing all season.
And while he makes it look as though it's not that big a challenge, he readily admits it can be trying at times.
"That's the hardest thing in the NBA," Humphries said. "Being ready to play, staying ready mentally, physically, all those things."
He has proven to be up for the challenge, doing it with a high level of consistency even when his playing time isn't.


text:
102 Points
Dec 10, 2007 06:39 AM|PardeepBogra|LINK
I am new to Reporting tools. How can I export the output to Tab Delimited TXT. I found some solutions, however, I could not understand how to proceed with them... anybody can explain the solution step by step...
SQL Reporting Services Exportrt to tab delimited TXT
0 Points
Dec 11, 2007 11:10 AM|sudhirtibrewal|LINK
Hi Pradeep,
Try some of these links
102 Points
Dec 11, 2007 01:40 PM|PardeepBogra|LINK
Thanks Sudhir for the reply, however, I need to export the SQL Reporting Services REPORT output to TAB Delimited TXT file.
35466 Points
Dec 12, 2007 02:37 AM|Nai-Dong Jin - MSFT|LINK
From your description, it seems that you want to change the CSV extension to a Tab delimited output in your reporting service, right?
If so, you should add a new extension line to the RSReportServer.config file to enable the Tab delimited output.
In the config file, you should change the following settings:
1. For tab-delimited report, use
<FieldDelimiter>	</FieldDelimiter>
2. For name override, you must specify language attribute:
<Name Language="en-US">TXT (Tab Delimited Text File)</Name>
For more information, see: http://msdn2.microsoft.com/en-us/library/ms156281.aspx
0 Points
Jun 11, 2008 11:37 PM|tjacksun76|LINK
Where and How can I average user access this config file?
Oct 14, 2008 07:33 PM|cpowers|LINK
First look in the find the Instance Id of your report server found in your by going to
all programs > Microsoft Visual Studio 2005 > Configuration tools
Connect to the report server and the Instance Id shuold appear on the page.
Then go to C:\program files\microsoft sql server\mssql.(the instance Id )\reporting services\report server\rereportserver.config
You can open with note pad and edit there. Remember to restart the iis and report server when completed.
Oct 14, 2008 07:37 PM|cpowers|LINK
I am tring to do almost the same thing but am not sure what to put for a (").
I need to have the csv in this format " john", "Smith","ABC Company","", I need to have bot the coma and the " what do I need to type in the Field delimiter or delimiter to make this work?
Oct 22, 2008 02:20 AM|cmd_uk|LINK
I am also trying to allow the user to export a Tab delimited file as you suggested I have added an additional Extension name to the RSReportServer.config file<Extension Name="CSV" Type="Microsoft.ReportingServices.Rendering.DataRenderer.CsvReport,Microsoft.ReportingServices.DataRendering"/>
<Extension Name="CSV" Type="Microsoft.ReportingServices.Rendering.DataRenderer.CsvReport,Microsoft.ReportingServices.DataRendering">
<OverrideName> <Name Language="en-US">TAB (Tab Delimited Text File)</Name>
</OverrideName> <FileExtension>Tab</FileExtension>
<FieldDelimiter>	</FieldDelimiter> <NoHeader>true</NoHeader>
<Extension Name="PDF" Type="Microsoft.ReportingServices.Rendering.ImageRenderer.PDFRenderer,Microsoft.ReportingServices.ImageRendering"/> Although an additional entry is available in the Export drop down, it still has all the same settings as a standard CSV export
Any help most appreciated
ssRS Reporting Services report viewer "Extender" report manager
0 Points
Dec 09, 2008 03:29 PM|bruno.mmonteiro|LINK
I also needed to do something similar. A needed to allow users to export to CSV, but using the ";" as the field delimiter
A added the following extension to the rsreportserver.config
<Extension Name="ANOTHER_CSV" Type="Microsoft.ReportingServices.Rendering.CsvRenderer.CsvReport,Microsoft.ReportingServices.CsvRendering"> <OverrideNames> <Name Language="en-US">ANOTHER_CSV (";" delimited)</Name> </OverrideNames> <Configuration> <DeviceInfo> <Toolbar>False</Toolbar> <FieldDelimiter>;</FieldDelimiter> </DeviceInfo> </Configuration> </Extension>
hope it helps
Dec 09, 2008 03:53 PM|cmd_uk|LINK
Hi Bruno
I eventually got a reply direct from Microsoft, they don't support whitespace characters in SQL 2005 RS, but do in SQL 2008 RS
I tried<FieldDelimiter>	</FieldDelimiter><FieldDelimiter>	</FieldDelimiter><FieldDelimiter><![CDATA[ ]]></FieldDelimiter><FieldDelimiter xml:space="preserve"> </FieldDelimiter>
bur they all end up producing the required whitespace TAB character which is stripped out the string is then analysed (found to be empty) and replace by the default.
If you added any printable character you get both the printable character and the whitespace one aswell.
Thanks for the help, but its a no go in SQL 2005.
I suggested to MS that I could use an express 2008 with the clients 2005 SQL db, they said it should work perfectly since it would only have an issue if the reports + database temp tables exceeded the 4gb limit.
Will report back if its successful.
Aug 22, 2011 07:01 PM|xyvyx|LINK
I was under the impression that each file export/extension had to have a unique name... it: call the tab-delimited 'TSV' or something in the extension name attribute instead of CSV.
Nov 06, 2012 05:24 PM|jwsadler|LINK
This worked for me :
<Extension Name="TAB" Type="Microsoft.ReportingServices.Rendering.DataRenderer.CsvReport,Microsoft.ReportingServices.DataRendering"> <OverrideNames> <Name Language="en-US">TXT (Tab Delimited Text File)</Name> </OverrideNames> <Configuration> <DeviceInfo> <NoHeader>true</NoHeader> <Toolbar>True</Toolbar> <FieldDelimiter>	</FieldDelimiter> <FileExtension>txt</FileExtension> </DeviceInfo> </Configuration> </Extension>


text:
Our Love-Hate Relationship with Joe
Our Love-Hate Relationship with Joe
By Jo Ann LeQuang
The world has always had a love-hate relationship with coffee. First cultivated in the fifteenth century and brewed in the Ethiopian province of Kaffa (which may be the source of its name), coffee's spread throughout the Middle East, Near East, Europe, Africa, and the Americas was always punctuated by fits of enthusiasm and then official bans by authorities who feared its stimulating effects. Back in 1600, even the pope was asked to resolve the ongoing dispute as to whether or not Catholics ought to be drinking coffee (he said yes). In the seventeenth century, much European trade came through Italian ports, so it is no mystery why Italian coffee drinks still abound. The first coffee house in Europe opened its doors in Venice in 1645. Coffee is a strange mix of health benefits and risks. Studies have shown that moderate coffee drinkers (defined as three to five cups per day) were significantly less likely to develop Alzheimer's Disease than those who abstained from coffee or drank just one or two cups daily. Women who drink three to five cups of coffee a day live longer than women who drink less or more coffee than that (the same results do not apply to men). It did not seem to matter if the coffee was decaffeinated or not. Coffee may also inhibit or prevent gallstone formation, Parkinson's Disease, diabetes, cirrhosis, gout, and certain types of cancer. Caffeinated coffee consumption has been found to benefit the heart. Coffee is not only all that, it's a bag of additional nutritional benefits.
Here are 10 tips for using coffee in a healthy way:
Spiritual Awakening and Social Justice: How One Woman...This year Mary Quinalty sold her home, gave away her possessions, and moved...
Death Penalty: 'Civilized' Vengeance or Biblical...Matthew 5:38 "You have heard that it was said, 'Eye for eye, and tooth for tooth.'"...
7 Benefits of Immediately Obeying GodImmediate obedience means maintaining an intimate connection with God so much...
5 Tips To Stop Dating 'Fixer-Upper' GuysIf you found your way to this article, it may be because you are the type of...
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OBX Reunion #5
OBX Spring 2010 gathering around a week of kitesurfing
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There's a great deal more to beautiful custom framing than meets the eye. And it has nothing to do with standing in line at a craft store! Let us help you make sense of it all.
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Mark your calendars for this special occasion...7 of the area's finest artists will all be under one roof. ALL STAR HOLIDAY OPEN HOUSE Thursday, December 11 5:00 to 8:00 pm Come and help us usher in the Christmas Season along with our special guests Carol Hagan, Charles Fritz, Chance Robinson, Sonja Caywood, Susan Karp, Terry Stensaas and Mary Blain. Hors d'oeuvres and refreshments will be served If so inclined, please bring a new, unwrapped toy and we'll distribute them to the Bil...


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Children's LiteratureBiscuit is a cute little dog, and when he discovers a basket with two little kittens, he wants to play. The kittens seem to have their own idea of what constitutes play—they chase a leaf, a cricket and a butterfly. The latter gets them in a bit of trouble when they end up in the crook of a tree and can't get down. Woof! Woof! It's Biscuit to the rescue as his barking brings the girls to effect the real rescue. Now the kittens decide it is time to play with Biscuit. The watercolor illustrations will charm young and old and the story is just right for the preschool audience. Simple sentences, a little tension and a very happy ending. A "My First I Can Read Book." 2001, HarperTrophy,
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