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ALAMO: A New Performance Model (Webinar)
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Please join OrgVitality for our next webinar in the 2015 series!
ALAMO: A New Diagnostic Performance Model for Individuals, Teams and Organizations
Thursday, June 11th, 2015 at 12:30 PM EDT, 9:30 AM PST
David Bracken, PhD
Performance management and improvement are discussed constantly at all levels of an organization, i.e., individual, team and organizational. We can argue that all performance is sub-optimal (improvable), so the question is: what are the primary factors that drive performance, and then how to ensure that all those causal factors receive full consideration when prescribing interventions. Just considering individual performance alone, ALAMO addresses a huge need to provide managers with tools that support their critical roles of coaching and performance management.
The webinar introduces the ALAMO model of performance that is an acronym which mathematically combines ALignment, Ability, Motivation and Opportunity. We will discuss the value of acronyms, such as SMART and GROW, that promote the communication, retention and use of performance tools. In addition to being easy to remember, ALAMO promotes a holistic view of performance that considers a wide range of causal factors, derived from psychology, change management, and organizational culture. We will demonstrate how ALAMO can be applied to post-feedback discussions, including performance management and coaching at the individual, team and organizational levels.
We are pleased to inform you that this webinar has been approved to offer HR Certification credits. The use of this seal is not an endorsement by the HR Certification Institute of the quality of the activity. It means that this activity has met the HR Certification Institute's criteria to be pre-approved for re-certification credit.
Register here:
After registering, you will receive a confirmation email containing information about joining the webinars. We look forward to "seeing" you there!
Hope you will join me!
Feedback is NOT a "Gift." It's an Investment.
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I am designing 360 Feedback workshops and got to reflecting on how we have historically positioned the value of feedback from the perspectives of both the giver and the receiver. One phrase that has become a cliché is that "feedback is a gift." Clearly this message is primarily used to manage the reactions of feedback recipients, especially when the message is negative. And, as in the gift giving tradition, the leader is supposed to thank the givers for their thoughtfulness and then do whatever he/she wants with the "gift," including nothing. While some leaders might take actions, the connotation of "gift" is that the recipient has no obligation to do so.
Of course, there are multiple things wrong with this scenario, including:
- The leader is left to his/her own design
- The quality of the "gift" is assumed to be constructive and valuable, even when it isn't
- The raters are excused from their role as partnering with the leader in his/her development
When coworkers provide feedback in a 360 Feedback process, they should be encouraged to view the exercise as one where they have a vested interest in the leader's development and improved effectiveness. This message includes the viewpoint that the feedback needs to be honest and constructive, and their responsibility (accountability) for the development of the leader doesn't end when they submit their feedback.
We can create that vested interest through the language we use in training raters, even if it is primarily through instructions and emails. One concept is to describe the feedback as an "investment" in the leader, i.e., the raters will also benefit if the leader becomes more effective.
What are some of the ways the raters can maximize the value of their investment? They can:
- Ensure they participate in the 360 Feedback process
- Provide honest, constructive feedback, including constructive write in comments
- Encourage the leader to discuss his/her results with them
- Act to ensure that the leader clearly understands the messages
- Help the leader in crafting an impactful, actionable development plan
- Give the leader ongoing informal feedback if/when the leader exhibits progress
Let's put the "gift" language to rest. Let's encourage coworkers to see 360 Feedback as a sound investment in their future, but an investment that needs to be nurtured and supplemented.
©2015 David W. Bracken
What are "Strategic 360's"?
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A colleague recently asked me, "Exactly what is 'Strategic 360 Feedback'?" Heck, it's only the name of this blog and in the name the consortium I have helped form, The Strategic 360 Forum (that is meeting for its 5th time in April). The concepts are also laid out pretty well in the article Dale Rose and I published in 2011 in the Journal of Business in Psychology ("When Does 360-degree Feedback Create Behavior Change? And How Would We Know It When It Does?").
In as succinct way as I can muster, here are the four core requirements for "strategic" 360 feedback systems:
- The content must be derived from the organization's strategy and values, which are unique to that organization. Often derived from the organization's values, they can be explicit (the ones that hang on the wall) or implicit (which some people call "culture"). To me, "strategic" and "off-the-shelf" is an oxymoron and the two words cannot be used in the same sentence (though I just did).
- Participation must be inclusive, i.e., a census of the leaders/managers in the organizational unit (e.g., total company, division, location, function, level). I say "leaders/managers" because a true 360 requires that subordinates are a rater group. One reason for this requirement is that I (and many others) believe 360's, under the right circumstances, can be used to make personnel decisions and that usually requires comparing individuals, which, in turn, requires that everyone have available the same data. This requirement also enables us to use Strategic 360's to create organizational change, as in "large scale change occurs when a lot of people change just a little."
- The process must be designed and implemented in such a way that the results are sufficiently reliable (we have already established content validity in requirement #1) that we can use them to make decisions about the leaders (as in #4). This is not an easy goal to achieve, even though benchmark studies continue to indicate that 360's are the most commonly used form of assessment in both public and private sectors.
- The results of Strategic 360's are integrated with important talent management and development processes, such as leadership development and training, performance management, staffing (internal movement), succession planning, and high potential processes. Research indicates that properly implemented 360 results can not only more reliable (in a statistical meaning) than single-source ratings, but are also more fair to minorities, women, and older workers. Integration into HR systems also brings with it accountability, whether driven by the process or internally (self) driven because the leader knows that the results matter.
Let me hasten to say that a) all 360's, strategic or not, should have a development focus, and b) none of this minimizes the value of 360 processes that are used in support of the development of leaders, one at a time. There is no question that innumerable leaders have benefitted from the awareness created by feedback, though often also supported by a coach who not only helps manage the use of the feedback, but also should be creating accountability for the constructive use of the feedback.
Strategic 360 processes and "development only" processes can successfully coexist in a single organization. But they have different purposes, and purpose should be the primary driver of all design and implementation decisions.
Where is Theory O?
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I saw a commercial (Progressive?) recently where the theme is that some companies (their competitors) prevent their customer service personnel from providing optimal service, presumably by placing restrictions on what they can do. They use some great visual metaphors to communicate the message, including a receptionist in a glass box, a man in a large bird cage (suspended in midair), and this one:
This picture of an employee in chains (who, evidently, can't even get a cup of coffee, let alone serve his customers) also made me think of this cartoon that has a similar but nuanced message that just telling employees what they are supposed to be doing (i.e., alignment) isn't enough if they are constrained.
(I am finding that some unknown percentage of viewers of this cartoon don't "get" it, and I am wondering if it is, at least in part, due to lack of exposure to the slave rower (in the galley) in chains concept. It makes me think of the movie, Ben Hur, one of the greatest movies of all time, but one that many younger people (and most people are younger than me) have not seen. Am I right?)
The photo and the cartoon lead me to refer to the ALAMO© model that I use to help individuals, teams and organizations to diagnose why performance is sub-optimal:
Performance = ALignment X (Ability X Motivation X Opportunity)
I believe that the Opportunity part of this "equation" is one of the features that makes it somewhat unique, i.e., acknowledging that there are contextual factors that absolutely can constrain performance. The factors are also multiplicative so that the lack of any one feature drives the equation to zero (though Alignment can have a negative value).
Opportunity (or lack thereof) comes in many forms, both tangible and intangible. Hopefully employees aren't physically chained or hung in bird cages, but the feeling can be as salient by policies and practices. Those can, in turn, come for organizationally communicated policies (e.g., policy manuals) as well as local (leader-determined) that may or may not be consistent with company strategies. Employees are also constrained tangibly by lack of resources, like the widget maker whose widget machine doesn't work. Resources also include time, budget, information and support.
Opportunity constraints can also be psychological. They come in the form of norms, both company and local, regarding "how we do it around here." They also can be internal, self-limiting thoughts or beliefs such as, "I don't think they want me to do that," and/or "I don't think I can do that," and/or not exploring sufficient options about how to get past barriers (which also may be perceived or real).
I had the opportunity to attend a presentation by Bill Treasurer earlier this year. His message focuses on another "O" leadership factor, namely to create opportunities by "opening doors" for others. His book is Leaders Open Doors, and he tells this little story in there and in his presentation:
When my five-year-old son, Ian, returned home from school, the youngster said his teacher had chosen him as that day's class leader.
"What did you do as class leader?" I asked.
"I got to open doors for people," said Ian.
This other "O" is a proactive form of leadership, which is creating opportunities for others. Let your mind wrestle with this metaphor. How do leaders open doors? A "door" might be an obstructive policy. It could be the door to access another person, maybe to get information, build relationships, or be a mentor. It could just be opening their own door. It may be creating options for a subordinate's career development that require resources that the leader can control.
Whether the "O" is "opening doors" or ensuring "opportunity" to perform, the manager has the "keys to the kingdom," which include access to resources and overcoming barriers. The best managers I had in my career were ones who helped me spread my wings by breaking down the cages.
This is such an important role for a manager that it is ludicrous to have 360 Feedback processes that do not involve the immediate supervisor and prevent their access to the report. Asking the participant to provide a "summary" instead of the report is fraught with significant perils, including real and perceived inconsistency (insert "unfairness" here).
Lack of "opportunity" can occur at all levels: organization, team, manager, and self. Here are some thoughts about how to improve it using various assessment tools:
- Use employee surveys with a dimension relating to Opportunity to Perform
- I have the resources to do my job well (equipment, budget, work environment)
- I get the information I need to do my job well
- The Policies and Practices here allow me to provide optimal customer service
- Use 360 Feedback/Upward Feedback to assess/improve manager performance in this area, and hold them accountable for improvement
- My manager regularly asks me if I have the resources I need to perform my job
- My manager helps our team to identify barriers to successful performance
- My manager discusses my short and long term career plans, and helps me progress with my development plan
- Define, train and assess to create coaching skills in all managers.
In my last blog, I asked the question, "Where is Theory Y?" (https://dwbracken.wordpress.com/2014/12/17/where-is-theory-y/) in response to an article that proposes that all that matters for effective leadership is achieving the goal, not how he/she got there. That led me to a reference to McGregor's Theory X and Theory Y, and the leader effectiveness factors of task and relationship. Today I propose a "Theory O" that is equally important to effectiveness as a leader (to deliver it as a manager), and as a job performer by staying aware of the real, perceived and imagined barriers to your own effectiveness.
©2014 David W. Bracken
Where is Theory Y?
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This column in Forbes by Rob Asghar literally paralyzed me for a few moments.
Forbes is known for taking provocative positions at times but this one challenges some of my core values as to what it means to be a successful leader, let alone good person. In a nutshell, he argues that the only important factor in evaluating leader success is bottom line results, regardless of the process. In other words, any means to an end (thank you, Machiavelli). Rob has no data to support his position, but he protects himself by saying that successful leaders (and he, himself) do not care to hear from the "experts," i.e., social scientists like many of us, about process. So what follows is probably an exercise in futility if I think it will ever be read by people like him. But it gives me the opportunity to bring to you a few nuggets that I've seen relating to this topic in the last few weeks. And a couple that go way back.
First, this discussion gives us the opportunity to acknowledge the 50th anniversary of Blake and Mouton's seminal book, The Managerial Grid. (As an aside, dozens of people entered into a recent LinkedIn discussion I began in the I/O Practitioners space regarding what are some core knowledge areas an I/O Psychologist should be expected to possess, though the discussion went off in other directions. At one point I offered up the Hawthorne Studies, and I would add The Managerial Grid to that list. I will also add Douglas McGregor's Theory X/Theory Y, discussed below.)
For the uninitiated, the Managerial Grid is a 9×9 matrix that plots leader behaviors on an X-axis (Task orientation) and a Y-axis (Relationship orientation). Not by coincidence, McGregor's Theory X behavior is very task oriented while Theory Y describes a much more participative style (with McGregor being first, around 1960). In the Grid, ideal leader is 9-9, an equally strong emphasis on task and relationship. (I recall once when a colleague was trying to force me to do something and accusing him of trying to "9-1" me, that is to do something regardless of how I felt about it, which, by the way, is basically what Asghar is promoting.)
Leaders who demonstrate no respect for others occasionally do succeed. Of course, Steve Jobs is the most cited example. This past week I watch a PBS biography on Admiral Hyman Rickover, the father of the nuclear Navy, and I (and others) would add him to this list. He was universally labeled an "SOB." No one could remember him ever saying "thank you." But he was an obsessive believer in accountability, for both others and himself. And he was consistent. And, ultimately, he was successful in achieving his vision. Mr. Asghar also uses Nick Saban, very successful coach at Alabama, as another example. But these are extraordinary people and exceptions in many ways.
Here's another article, this time from HBR, which not only has data, it is titled "The Hard Data on Being a Nice Boss." https://hbr.org/2014/11/the-hard-data-on-being-a-nice-boss
Using various studies, the author (Emma Seppala) asserts the following:
- Putting pressure on subordinates that increases stress that leads to high health care and turnover costs.
- Acts of altruism increase status in the organization.
- Fair treatment leads to higher productivity and citizenship behaviors
- Leaders who project warmth are more effective.
- Employees that feel greater trust for a leader that is kind.
So there is a cost to being a Theory X (9-1) manager, i.e., the health and well-being of your employees. And the cost is getting bigger everyday unfortunately with the state of our healthcare system.
In my last blog (https://dwbracken.wordpress.com/2014/11/13/trust-again/), I revisited the concept of "trust" and labeled it the "sine qua non" (without which there is nothing) of effective leadership. Trust is a complex behavioral construct, but I totally agree that kindness is an important component. Kindness doesn't have to mean being soft; it is more akin to empathy, having sensitivity to the feelings of others, particularly when the message is difficult. We are seeing "kindness" being mentioned in a growing number of organizations. Part of that comes from respecting the whole person and his/her point of view and emotions without having to abdicate the responsibility for delivering on individual, team and organization performance commitments.
This piece by Stephanie Vozza from Fast Company (http://www.fastcompany.com/3038919/mentor-or-best-friend-which-management-style-is-best) starts right off with this statement: "For decades, managers led with a heavy hand from corner offices." She goes on to contrast that with how managers will be most effective in today's workplace, building upon some work by the Addison Group. She (and they) maintains that the answer isn't to be the "best friend" of subordinates, but instead to be a mentor who provides guidance and advice, both on daily performance and careers.
(I do disagree with 2 of her points. First, she maintains that this situation is being caused by the arrival of millennials that have different expectations of management. Au contraire! ALL workers have a need to be respected with all the leadership behaviors that that implies, including honoring the value and needs of each person.
Secondly, I take issue with the use of the word "mentor" in this context. We should clearly differentiate between "mentor" and "coach," specifically manager as coach. But these points get us off track from our theme here.)
Having done employee surveys for over 35 years and 360's almost as long, recurring themes in drivers of engagement and evaluations of leader effectiveness continue to be trust and support in helping employees develop and plan for careers.
Let me add one other point to the value of believing that the "means" is as important as the end. An I/O colleague told me of a piece of research that has stuck with him that indicated that a strongest predictor of employee ethical behavior was immediate manager ethical (or not) behavior. There are many potential explanations for why that is, but those are not as important as saying if we believe ethical behavior is important in our organization, we can observe and measure it, and, if it leads to more of that desired behavior, the organization and its customers will benefit. This, of course, applies to other important leadership behaviors, often captured in Values statements that hang on walls and too infrequently actually measured.
Allan Church and I bring the "how" versus "what" of performance into the Performance Management discussion in our article from last year (http://www.orgvitality.com/articles/HRPSBrackenChurch OV.pdf). One of the points we make is that organizations are very good at measuring the "what" side of performance (i.e., tangible, objective achievements) and much less adept at measuring the "how" (i.e., the means to the end, the behaviors demonstrated). A parallel argument can be made that leaders/managers/supervisors find it much easier to manage the "what" side, and, because it is more difficult, give much less (if any) attention to the relationship part of leading, including coaching.
We are certainly not advocating the abandonment of the "what" measures. We are suggesting that an overemphasis on the "how" side of leader behavior is needed until they balance out, both at the individual and organizational level, i.e., achieving more "9-9" management at all levels.
I suspect that the majority of the readers of this blog are the "experts" Asghar references and dismisses. And to you colleagues, I am hopefully preaching to the choir (as they say). If that is not the case, then please let us know what that position is.
For those of you not in the "choir," I hope you read Asghar's piece and see if you think he has a valid point. Reflect on both how it applies in your organization and for your own behavior as a leader/manager.
Everybody should sit back and reflect on where/when we see or don't see Theory Y behavior at all levels of leadership and how to create more 9-9 leaders. We should demand accountability for both "what" and "how" measurement aligned with both strategy and organizational values.
©2014 David W. Bracken
Trust… again
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I wrote on the subject of trust not too long ago (https://dwbracken.wordpress.com/2014/04/01/a-matter-of-trust/), and, trust me, the subject isn't going away. Since then, I have been accumulating a few more treatments of the topic of "trust;" it is another of those "know it when I see it" type of subjects, which makes it even more important that we compare our mental models to ensure we are thinking (and therefore acting) in the same way when we propose actions to address it.
One that caught my eye was posted in TD (http://goo.gl/8KXx5) (the ASTD, now ATD, magazine) by Doug Conant, who I recognize from his days at CEO of Campbell Soup Company and now Chair of Avon . In there he notes:
I think leaders have to have three traits. They have to be a person of great character, and in that spirit they have to do what they say they're going to do… it's a combination of character and competence. If the organization doesn't trust you, you're toast.
Erika Garms just posted a blog (that was referenced on LinkedIn) on the interaction of Accountability and Trust (http://goo.gl/eEmwWZ). Her main point is that a focus on Accountability is not going to be effective if it is not preceded (or grounded in) the establishment of Trust. This is an extremely important piece of advice (or warning) that speaks to the potential power of Trust to be a barrier to successful leadership when it is absent.
Marshall Goldsmith (see marshallgoldsmith.com) lists 20 behaviors that leaders need to fix; call them bad habits or derailers if you want, and they form the basis for his fantastic book, "What Got You Here Won't Get You There." I have referenced this list before in the context of listening (https://dwbracken.wordpress.com/2013/04/08/just-shut-up-and-listen/), but let's looks at it through this lens of a subset of those behaviors (in this case negative) that can damage trust:
Winning too much: The need to win at all costs and in all situations – when it matters, when it doesn't, and when it's totally beside the point.
Passing judgment: The need to rate others and impose our standards on them.
Making destructive comments: The needless sarcasms and cutting remarks that we think make us sound witty.
Negativity, or "Let me explain why that won't work": The need to share our negative thoughts, even when we aren't asked.
Withholding information: The refusal to share information to gain or maintain an advantage over others.
Claiming credit that we don't deserve: The most annoying way to overestimate our contribution to any success.
Making excuses: The need to reposition our annoying behavior as a permanent fixture so people excuse us for it.
Playing favorites: Failing to see that we are treating someone unfairly.
Refusing to express regret: The inability to take responsibility for our actions, admit we're wrong, or recognize how our actions affect others.
Not listening: The most passive-aggressive form of disrespect.
Failing to express gratitude: The most basic form of bad manners.
Punishing the messenger: The misguided need to attack the innocents who are only trying to help us.
Passing the buck: The need to blame everyone but ourselves.
Trust is an elusive construct. My earlier Trust blog took a lead from the ATD study that honed in on integrity and honesty. Mr. Conant throws in competence and character. Goldsmith's list has a core message that it is created by the respect shown to others.
I would add to this list "Being Inconsistent", i.e., arbitrarily changing your basis for decisions and actions both across time and across individuals to the point where it creates uncertainty and perceived unfairness. Of course, the other end of this continuum is rigidity, which is also bad. In this context, "inconsistency" equates to unpredictability and capriciousness when the leader does not sufficiently explain the basis for his/her actions.
The good news is that it can be defined by behaviors (also see my earlier blog referenced above on this topic) and that behaviors can be changed. As I noted, behaviors begin as a choice. Many are not difficult to do, and, once accepted as needing change, can be honed to be even more impactful.
Based on this review, a Trust dimension on an upward (manager) feedback instrument might include:
- My manager has the skills and abilities to perform his/her job well.
- My manager is honest at all times.
- My manager treats all people with respect.
- My manager follows through on promises and commitments.
- My manager treats others with consistency and fairness.
- My manager listens to and acknowledges the viewpoints of others.
- My manager takes responsibility for his/her actions and decisions.
- My manager is willing to share his/her shortcomings and development needs.
Trust may well be the "sine qua non" of leadership effectiveness, whether at the organizational level or the individual leader (manager) level. If you're not acknowledging and measuring Trust in yourself and your leaders, you are probably setting a ceiling on leadership and followership effectiveness.
©2014 David W. Bracken
Strategic 360 Forum III
I am pleased to communicate that the Strategic 360 Forum will have its third meeting in Chicago on September 16-17, hosted by PepsiCo. Plans are to have a full day meeting on the 16th with a series of presentations and discussions led by member companies, particularly new members, on their company processes/programs that relate to the strategic use of 360 Feedback. September 17 will be a half day of breakout sessions on specific topics identified by the attendees.
The Strategic 360 Forum is an informal network of organizations using 360 Assessments for strategic purposes, including support of human resource processes (e.g., talent management, staffing, performance management, succession planning, high potential programs). Attendees will typically be senior leaders with responsibilities for both process implementation as well as strategic applications. There is no fee for membership, though members are expected to be prepared to share aspects of their program/processes that are relevant, including making a presentation to the group at one or more meetings.
Our list of probable participating organizations for this meeting includes:
- PepsiCo
- Boeing
- Thomson Reuters
- Starwood Hotels
- Schott
- JPMorgan Chase
- XLGroup
- Intel
- Abbott Labs
- McDonald's
If you are would like to learn more, please contact me at email@example.com.


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Tag Archives: Levy County
All Levy County schools will soon require signs that warn sex offenders to stay away from schools without prior consent. Parents, law enforcement and the school board pushed for the signs in the county with the second-highest ratio of sex offenders.
Prescribed Forest Burn To Affect Levy County Traffic
Multiple intersections in Levy County will be closed starting Tuesday due to a controlled burn at Goethe State Forest. The 10,000 acre burn is the largest in the forest's history.
A Piece Of Paper Could Get You Out Of A DUI Checkpoint
Discussion has sparked over driving under the influence checkpoint protocol after a Levy County officers allowed a man to continue driving though he never rolled down his window to interact with officers at a New Year's Eve DUI checkpoint.
Levy County Shooting 911 Call Released
Levy County Sheriff's Office released the 911 call of the man who they say shot his wife in the head yesterday. The victim called 911 after her husband, George Halleran, was drunk and fighting with her. While on the phone the dispatcher heard gun […]
Woman Shot In Head While On Phone With 911
A woman was shot while calling 911 to report her husband's drunken, aggressive behavior. The woman, who was shot in the forehead by her husband with a .38-caliber handgun, survived.
Two People Die in Levy County Home Fire
Local law enforcement and the State Fire Marshal's Office are investigating a mobile home fire that occurred in Levy County early Wednesday morning. Lt. Scott Tummond of Levy County Sheriff's Office said the Bronson Fire Department responded to calls at […]
Crime Down in Many North Central Florida Counties, According to FDLE Report
Florida Department of Law Enforcement releases the 2013 Annual Unified Crime Report, which indicates a drop in crime in many North Central Florida counties.
Phoenix Animal Rescue's New Levy County Ranch to Rehabilitate Dogs
Gainesville's Phoenix Animal Rescue expects to open a rehabilitative ranch for dogs in Levy County by the end of 2014.
Emergency Helicopter Base Moves To Levy County, Allowing For Faster Response Times
Cross City helicopter base moves to Levy County to provide more medical support.
Gainesville's Young Drivers Pulled In Most Texting and Driving Tickets In First Month
Gainesville Police issued 10 citations in the first month of Florida's texting while driving ban. Drivers ages 18 to 25 have received more than half of the 10 citations, said Ben Tobias, Gainesville Police Department spokesperson.


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7 Actors Who Really HATED Being In Star Wars
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Jennifer Aniston, Justin Theroux Celebrate Fourth of July With Sandra Bullock, Jason Bateman
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Ben Affleck DENIES Rumours That Jennifer Garner Split Was Because Of Margot Robbie
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A modified 2f Fourier transform optical correlator combines a collimation and first Fourier Transform lens into one thin lens. The resulting correlator thus utilizes one less lens relative to the unmodified 2f optical correlator.
1. In an optical correlation system comprising:
(a) first Fourier transform lens means for taking the Fourier transform of a first signal representing an input image and forming said Fourier transform at a first position along an optical axis;
(b) a filter located at said first position providing information obtained from a second signal which is to be correlated with said first signal;
(c) second Fourier transform lens means in optical alignment with said filter for taking the inverse Fourier transform of the product of the Fourier transform of said first signal, and said information of said second signal, and for forming said inverse Fourier transform at a second position along said optical axis, said inverse Fourier transform being substantially equivalent to the mathematical correlation function between said first signal and said second signal;
(d) input signal producing means for producing said first input signal behind said first Fourier transform lens to introduce a wavefront distortion quadratic phase term; and
(e) means for positioning said second Fourier transform lens means behind said filter, said second Fourier transform lens means having a focal length which removes said quadratic phase term from said wavefront while concurrently inverse Fourier transforming the disturbance behind the filter to produce a correlation signal at said second position;
(f) a collimating lens positioned in front of said first Fourier transform lens means for directing collimated coherent light thereat;
(g) the improvement comprising combining said collimating lens means with said Fourier transform lens means to produce a single Fourier transform lens means having a focal length about equal to f5 where f5 is determined by solving the equation 1/f5 =1/fc =1/f1 ;
Where fc equals the focal length of said collimating lens means and f1 equals the focal length of said first Fourier transform lens means.
2. The improvement set forth in claim 1 wherein said single Fourier transform lens means consists essentially of a single simple thin lens.
3. The correlation system of claim 2 wherein said filter is a binary phase only filter.
4. The system of claim 2 wherein said second Fourier transform lens means is equivalent to a second and third thin lens in contact with one another and wherein the combined focal length of said second and third thin lenses is equal to the distance between said filter and said input signal producing means.
5. The correlation system of claim 4 wherein said filter is a binary phase only filter.
6. The system of claim 1 wherein said first and second Fourier transform lens means each consists essentially of a simple single element optical lens.
7. The correlation system of claim 6 wherein said filter is a binary phase only filter.
8. The system of claim 1 wherein said second Fourier transform lens means is equivalent to a second and third thin lens in contact with one another and wherein the combined focal length of said second and third thin lenses is equal to the distance between said filter and said input signal producing means.
9. The correlation system of claim 8 wherein said filter is a binary phase only filter.
10. The correlation system of claim 1 wherein said filter is a binary phase only filter.
The invention described herein may be manufactured and used by or for the Government for governmental purposes without the payment of any royalty thereon.
The classical coherent optical correlator is usually configured as a system with a linear dimension of 4f, where f is the focal length of each of the two Fourier transform (FT) lenses. This configuration is shown in FIG. 1, where P1 is the input plane, L1 is the first FT lens with focal length f1, P2 is the Fourier or filter plane, L2 is the inverse FT lens with focal length f2, and P3 is the output or correlation plane. The focal length of the FT lenses must be selected according to the wavelength of light used and the size of the input object at P1 and the filter at P2. Frequently, spatial light modulators (SLMs) are used in both planes P1 and P2 for real time processing, using phase-only filter technology. See J. L. Horner and P. D. Gianino, "Phase-Only Matched Filtering," Appl. Opt. 23, 812-816 (1984) and J. L. Horner and J. R. Leger, "Pattern Recognition with Binary Phase-Only Filter," Appl. Opt. 24 609-611 (1985). See also U.S. Pat. No. 4,765,714 to Horner. It has been shown that the focal length of lens L1 must be ##EQU1## where fl is the required focal length of the first FT lens, d1 and d2 are the pixel size of the SLM in the input and filter planes, N2 is the number of pixels in the filter SLM, and λ is the wavelength of light. For example, for the "Semetex" (TM) 128�128 Magneto-Optic SLM, N2 =128, d1 =d2 =76 m, =632.8 nm (He-Ne), and Eq. (1) gives a focal length f1 of 117 cm, or a 4f length of over 4.5 m which is too long to be practical.
Flannery et al. proposed a system using two-element telephoto lenses for L1 and L2 that reduced the basic correlator length to 2f. See D. L. Flannery et al., "Real-Time Coherent Correlator Using Binary Magnetooptic Spatial Light Modulators at Input and Fourier Planes," Appl. Opt. 25, 466 (1986). The system had another desirable feature in that it allowed the scale of the Fourier transform to be continuously varied, thus allowing for an exact size match between the input and filter SLM and compensating for any errors in measuring the focal length of the actual lenses used. VanderLugt also considered the information storage capacity of a 2f holographic system. See A. VanderLugt, "Packing Density in Holographic Systems," Appl. Opt. 14, 1081-1087 (1975).
The 2f optical correlator of the present invention, uses two simple, single element lenses in a configuration similar to the 3f system to be described, but with the second lens performing both quadratic phase removal and the inverse Fourier transform operation in a more compact two-focal-length space. This correlator retains the aforesaid highly desirable scale feature and produces good correlation results.
The 2f correlator also employs a collimating lens which directs collimated light at the first Fourier transform lens of the correlator. In accordance with the present invention, the collimating lens is eliminated by combining these lenses into a single lens having a focal length computed by employing the thin lens combination formula to be described.
Other objects, features, and advantages of the invention will become apparent upon study of the following description taken in conjunction with the drawings in which:
FIG. 1 illustrates a prior art 4f correlator;
FIG. 2 illustrates a 3f correlator;
FIG. 3 conceptually illustrates combining 2 lenses into one lens;
FIG. 4 illustrates a two lens 2f correlator;
FIG. 5 illustrates "displacement" of the 2f correlator; and
FIG. 6 illustrates the modified 2f correlator of the present invention.
The 4f prior art optical correlator of FIG. 1, uses the four optical focal lengths of its two FT lenses to match an input object at P1 (film or SLM) against its conjugate filter in the frequency plane P2 for a correlation output at P3. The 3f system uses an extra lens L3 but is shorter by one optical focal length as shown in FIG. 2. By placing the input object 3 behind the first lens L1, the scale of the input object Fourier transform at the filter plane 5 is proportional to d as ##EQU2## where we omitted unimportant constants. In Eq. (2), A(x2,y2) is the FT amplitude distribution of the input object in the filter plane P2,k is the wavenumber and equals 2π/.sub.λ, d is the distance between input object and filter plane, F(fx2,fy2) is the Fourier transformation of the input object, and fx2,y2 are the spatial frequencies and equal to (x2,y2)/.sub.λ F. The first factor in Eq. (2), exp ##EQU3## is a wavefront distorting quadratic phase term due to this configuration. Lens L3 is the phase compensation lens used to remove this distorting positive quadratic phase term present at the filter plane. It is placed close to and behind the filter and should have a focal length f3 equal to d because it introduces a negative phase factor, exp ##EQU4## at that plane. Lens L2 functions, as in the 4f system, by inverse Fourier transforming the disturbance behind the filter plane, which equals the product of the input object Fourier transform, filter function, and phase distortion contribution into a correlation signal in correlation plane P3.
To proceed to a 2f system, we know that in the correlation plane we physically observe light intensity and not amplitude. Therefore, any arbitrary phase factor appearing with the correlation signal is not observable. Referring to FIG. 3, if we move lens L2 to the left until it is against lens L3, we introduce a phase factor, exp ##EQU5## at the correlation plane. We can then combine lenses L2 and L3 in FIG. 3 into one lens L4 as shown in FIG. 4, to make the 2f system. We assume two thin lenses in contact to use the relationship 1/f4 =1/f2 +1/f3, where f2,3 are the focal lengths of the lenses used in the 3f system and f4 is the equivalent focal length required. We then locate the correlation plane P3 position for the 2f system by using the Gaussian lens formula, 1/f4 =1/s+1/s', where s and s' are the input object and image distances from lens L4, respectively, and s is equal to d. Here we solve for s' because with this configuration and no filter, we have an imaging system with its associated output image plane at P3. We can verify this position by adjusting the output image detector in P3 until the input image is in focus. We did this in the laboratory and experimental results agree with the above theory.
Experimental autocorrelation results for the 2f configuration of FIG. 4 were very good compared with the 3f and 4f configurations, using a binary phase-only filter etched on a quartz substrate. See M. Flavin and J. Horner, "Correlation Experiments with a Binary Phase-Only Filter on a Quartz Substrate," Opt. Eng 28, 470-473 (1989). The correlation plane peak intensity was digitized using a CCD camera and a frame grabber board and stored as a 512�512-byte, 256-level gray scale image array. After uploading this image into a VAX 8650 equipped with IDL software, we obtained SNR information and an intensity surface plot. IDL, Interactive Data Language, software is marketed by Research Systems, Inc. 2001 Albion St., Denver, Colo., 90207. We define SNR (signal to noise ratio): ##EQU6## where I is the intensity distribution at the correlation plane. The SNR for the experimental setup intensity data measured 15.4, while a computer simulation yielded a SNR of 228.4. The difference between theoretical and experimental SNR values is primarily due to sources of error, such as input object film nonlinearity and the absence of a liquid gate around the input object transparency. Although the SNR numbers differ substantially, a simple peak detector has no problem detecting the experimental correlation peak.
We constructed our FIG. 4 correlator with a microscopic objective lens 9, aligned with a pinhole 8 formed within opaque plate 10. A collimating lens Lc, not shown in FIG. 4, had been used to collimate light emerging from the pinhole and directing the collimated light at lens L1, as shown in FIGS. 5 and 6.
After several months of working with the 2f correlator of FIG. 4, it occurred to us that since the collimated light rays are parallel to the right of the collimation lens Lc, we could move the entire 2f correlator to the left, until the first Fourier transform lens L1 touches the collimation lens Lc as illustrated in FIG. 5.
We then use the thin lens combination formula (1/L5 =1/Lc +1/L1) to combine these two lenses and replace them with a single lens element L5, eliminating one lens from the system. The final modified system is shown in FIG. 6. Note that our correlator no longer uses collimated light but we have a virtual collimation at lens L5.
In practice, one does not generally have the exact required lenses on hand so care must be taken to employ this system. Suppose the collimation lens has a focal length of 20 cm and the FT lenses of the 4f system are 50 cm. Using the lens combination formula, the single lens, L5 that is located in place of the collimation/first FT lens is 14.28 cm, not a typically stocked lens. Suppose the closest lens you have to 14.28 cm is 12 cm and you need to maintain the 50 cm input to filter distance (proper scale) because of the pixel size of the spatial light modulator you are using in the filter plane. We now have two variables, the collimation and FT lens focal length combination to give 12 cm. Let us pick the FT lens length to be 55 cm giving a variable scale factor of �10% on both sides of the exact required distance of 50 cm. Using the lens combination formula and solving for the collimation lens focal length we find its value is 15.35 cm. Lens L5 (FIG. 6) should be placed 15.35 cm from the pinhole and the filter 55 cm from this lens. The input object is located 5 cm from the lens (50 cm from the filter) and can be adjusted for exact scale.
The same reasoning can be applied to the compensation/second FT lens. The thin lens combination of the required 50 cm compensation lens (50 cm from input to filter) and 50 cm FT lens is 25 cm, but you only have a 10 cm lens on hand for L4. Knowing the compensation portion must stay at 50 cm, the calculated FT lens must be 12.5 cm. The correlation is found 12.5 cm behind L4. Because correlators without filters are imaging systems and there is not a lens between the input and L4, we can also use simple geometrical optics to calculate the position of the correlation plane. Using the Gaussian lens formula, 1/f=1/Si,+1/So and substituting 10 cm for f and 50 cm for so, si, is 12.5 cm as above (FIG. 4). One can easily see an endless combination of possibilities for choosing the parameters to suit the problem and equipment on hand. The only pitfall we see is if the combined lens for the input stage is not large enough, the illumination spot size may not cover the entire input. However, increasing the objective strength in the lens-pinhole spatial filter will usually solve this problem.
While preferred embodiments of the present invention have been described, numerous variations will be apparent to the skilled worker in the art, and thus the scope of the invention is to be restricted only by the terms of the following claims and art recognized equivalents thereof.
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Our opinion: Getting the word out
The marketing plan rolled out by the Wichita Falls Chamber of Commerce and Industry last week couldn't have come at a more critical time.
The city needs more businesses to call Wichita Falls home. And at no other time in recent history does this need feel more desperate.
Jobs have been cut, businesses announce reductions. We, as a community, want to change the tide.
The Chamber unveiled the Pride in the Falls marketing campaign Thursday during the organization's annual meeting, announcing that it had partnered with the City of Wichita Falls, the Convention and Visitors Bureau and Downtown Inc. under one banner to imprint one recognizable identity for the city.
The campaign, headed up by a stellar group of Wichita Falls movers and shakers, will run for three years and be fueled by matching funds from the city's 4A board's promotional budget.
The campaign team said it already has some $135,000 in pledges, all within the last two weeks.
That's what you call traction.
"This community has never had a comprehensive marketing campaign," said Dr. Howard Farrell of Midwestern State University and a member of the committee. "We want to share Wichita Falls ... that it is for families and business, and that nobody can do it better than Wichita Falls. We want to energize our incredible community."
Partnership logos unveiled at the meeting include: "Blue Skies. Golden Opportunities," the others are "Downtown Proud" (Downtown Development), "Find Yourself in the Falls" (Convention & Visitors Bureau), and "Hard Working. Easy Living" (Chamber of Commerce & Industry).
Surely prospective businesses can see themselves in any of these scenarios.
Oftentimes the most progressive and effective measures come out of crisis situations. Through great obstacles comes innovation. Necessity evaporates complacency.
The impetus is on the city leaders to spread the message. We are at a crossroads, where we need great minds to bring our community great things.
And great things will surely come.
Subscribe to the Times Record News
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Will John Roberts Betray Us Again?
In the tortured justification for his vote to sustain Obamacare last summer, Supreme Court Chief Justice John Roberts pointed to Congress's authority to levy taxes – an argument not even put forward by its advocates. (They, in fact, had argued that it was not a tax.) As a direct result of Roberts's folly, the stark reality of Barack Obama's "fundamental transformation of America" creeps closer each day.
Will Roberts do it again? As I write this, the High Court is hearing oral arguments for and against California's Proposition 8, which defined marriage as a union of a man and a woman, and the federal Defense of Marriage Act (DOMA), which gives states the right to refuse recognition of same-sex "marriages" performed in other states. DOMA was passed by a Republican Congress and signed into law by then President Bill Clinton in 1996.
Based on what I'm hearing from the justices – John Roberts and Anthony Kennedy in particular – I am not optimistic for the future of marriage in our nation.
Arguably, America's slide into the morass of progressivism began a century ago when Teddy Roosevelt, dissatisfied with his hand-picked successor, William Howard Taft, decided to make a comeback in 1912 as an independent candidate for president. In so doing, TR helped to usher in the dark days of Woodrow Wilson and to pave the way for cousin Franklin D. and his "New Deal."
Since then, Democrats have built on that radical foundation, with Obama taking it to its European-style extremes. Witness how quickly the culture has shifted on this issue of same-sex marriage. If recent polls are to be believed, the change of opinion on this issue has been startling. Suddenly, it's cool to equate homosexual unions with monogamous heterosexual marriage. It's the new civil right.
This is especially true for people under 30, many of whom seem willing to support the latest fad, no matter how damaging it may be to society. Sadly, I doubt that a Defense of Marriage Amendment like that passed in 2000 by voters in Nebraska could pass today. And there is no question in my mind that Californians who believe in traditional marriage would be hard pressed to prevail now, as they did in 2008.
Of course, the national media have kept up a steady drumbeat for this change, and the Republican Party leadership has been nearly silent on the issue, no doubt on the advice of their legions of overpaid consultants. Meanwhile, on the Democrat side, President Barack Obama, Vice President Joe Biden, former President Bill Clinton and his wife, former Secretary of State Hillary Clinton, as well as others who previously claimed to believe that marriage is the union of a man and woman, recently have stuck their progressive fingers into the shifting cultural winds and concluded that, well, maybe we don't really believe what we claimed we believed after all.
Ohio Senator Rob Portman is the latest Republican to call for "marriage equality." Portman has reportedly arrived at this conclusion because he has a son acting out homosexual behavior with other men, and that this somehow justifies jettisoning 5,000 years of religious and societal tradition.
This brings us back to Chief Justice Roberts. A George W. Bush appointee, Roberts has a lesbian cousin who has been sitting in the courtroom with her "partner" waiting for Cousin John to "do the right thing."
Interestingly, those who scoffed at conservative Justice Antonin Scalia's dissent in the 2003 Lawrence vs. Texas decision, which struck down that state's anti-sodomy laws, would have heard his questions echoed by liberal Justice Sonia Sotomayor in the course of oral arguments on the Prop 8 case. Scalia argued 10 years ago that the Lawrence ruling opened the door to legalized incest and polygamy. During her questioning of anti-Prop 8 attorney Ted Olson, Sotomayor asked: if gay marriage is okay, why not polygamy and incest? Olson dismissed Sotomayor's question by stating that those activities involved "exploitation and abuse."
I am not a lawyer, but if I had to hazard a guess, I would predict that the best those of us who believe in traditional marriage can hope for out of this court is that they will uphold Prop 8 and strike down DOMA, thereby leaving the nation with a hodgepodge of state laws that create an even more balkanized nation than we have already.
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More Than Hash
|1 Large
|4 Tablespoon
|Parsley sprig
|1 Cup (16 tbs) (Lightly Packed)
|Cooked ham
|3⁄4 Pound, trimmed of fat and cut into chunks
|Thin skinned potatoes
|3⁄4 Pound, cooked and cooled
|Cheddar cheese
|8 Ounce
|Liquid hot pepper seasoning
|1⁄4 Teaspoon
|Dijon mustard
|2 Tablespoon
|Toasted bread cubes/Plain croutons
|2 Cup (32 tbs)
Insert metal blade.
Chop onion.
In a wide frying pan with an ovenproof handle, melt 2 tablespoons of the butter over medium heat.
Add onion and cook, stirring occasionally, until soft.
Meanwhile, chop parsley.
Add to onion and cook for 1 minute.
Remove pan from heat.
Chop ham; add to onion mixture.
Cut potatoes into quarters (or eighths if large) and place in work bowl.
Process, using on-off pulses, until coarsely chopped.
Add to onion mixture.
Change to shredding disc and shred cheese; add cheese and hot pepper seasoning to onion mixture.
Mix well, then spread evenly in pan.
Make 6 evenly spaced depressions in hash mixture; carefully break an egg into each.
Melt remaining 2 tablespoons butter in a small pan over medium-low heat; stir in mustard, then mix with bread cubes.
Sprinkle in a circle around eggs.
Bake, uncovered, in a 325° oven until eggs are set to your liking (20 to 30 minutes).


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product details-Tab
The Healthy Wild Choice for Your Dog's Well-Being
100% Human Grade Premium Ingredients
NutritiousPremium Alaska Wild Salmon - Omega 3's Improve Your Dog's Overall WellnessA vital source of vitamins A, B, D, E and naturally balanced Omega 3 fatty acids. Beneficial for your dogs overall health. Nature provides wild salmon an abundance of nutrition including a balance of vital omega 3 fatty acids. These good fats — which dogs cannot produce on their own — serve to nourish the heart, brain, eyes and kidneys, and have shown benefits to cardiovascular, immune system, brain, and digestive health.
All NaturalCertified Sustainable Wild Salmon - Wild Caught Salmon from Pure Alaska Waters!
Delicious32% Protein - Dogs Love Delicious Smoky SalmonOur naturally dried and smoked salmon bites are extra high in the rich complete protein your dog craves. Our natural slow drying and smoking process helps insure that your pet receives the whole food salmon goodness, nutrition and delicious seafood flavor provided by nature's original super food — wild salmon in a tender and chewy treat.
Only the Best SalmonAs fisherman we are naturally very particular about the seafood we serve to our friends and families. Our company promise has always been "to only provide to our customers the same seafood we would serve at home." A healthy lifestyle choice extends to our pets, so of course they also get the best. We make our Wildcatch for Pets™ with the same great wild caught nutrient-rich salmon we would enjoy ourselves. Delicious wild caught premium human grade Alaska salmon is - The Healthy Wild Choice for Your Dog's Well-Being.
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Guaranteed Analysis:Crude Protein ............. min 32%Crude Fat ................... min 14%Moisture .................... max 30%Crude Fiber ............... max 1%
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Thank you for choosing seafood that has met the MSC's global standard for sustainability. Together we can help protect fish stocks for the future.
7 - Other Recyclable
AK 206 - Made in Alaska
Product of USA
For the safety of your pet, observation is recommended when giving your pet salmon treats.
©Copper River Seafoods
Feeding directions: Feed Wildcatch Salmon Bites anytime as a healthy, natural snack for your dog. Amount given is determined by your dog's size and activity level. Extra Large (Over 70 lbs): 6 to 8 pieces. Large (50 - 70 lbs): 5 to 6 pieces. Medium Large (35 - 50 lbs): 4 to 5 pieces. Medium (20 - 35 lbs): 3 to 4 pieces. Small Breeds (10 - 20 lbs): 2 to 3 pieces. Toy Breeds (Under 10 lbs): 1 to 2 piece.


text:
Happy Canada Day!
July 01, 2015
Canada's 148th birthday is a time for Canadians from all backgrounds to celebrate together with friends and family. It also kicks off July, the month when our increased and expanded Universal Child Care Benefit (UCCB) kicks in.
We're proud to be the only party making life easier for 100% of families with children. That's exactly what our bigger, better UCCB does – helping families each year with $1,920/child under 6 and $720/child aged 6-17.
But these benefits are at risk. If Justin Trudeau has his way, they'll all disappear, replaced with new tax hikes. If you agree that these benefits are just too important for families to lose, then click here to donate $50 today. This donation will go directly towards our election readiness efforts this summer.
Working hard for Canadians
June 26, 2015
Last week, Prime Minister Harper and our Conservative team in Ottawa wrapped up the sitting of the 41st Parliament – the most productive in decades. This Conservative government has stayed focused on Canadians' priorities, taking concrete steps on creating jobs, keeping taxes low for hard-working families, and protecting Canadians. With Prime Minister Harper's proven leadership, we:
- Kept our promise to deliver a balanced federal budget;
- Finished negotiating trade agreements with 38 countries, including the European Union and South Korea;
- Passed almost 170 bills into law, and passed 42 Private Members' Bills (almost equal to those passed in the last five Parliaments combined);
- Passed the Anti-terrorism Act 2015, to help us respond to the evolving threat of jihadi terrorists who are directly threatening Canadians; and
- Passed the Common Sense Firearms Licensing Act, reaffirming our support for law-abiding hunters, farmers, and sport shooters. And we've done it all while keeping our communities safe and secure.
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The Interview
May 27, 2015
Being Prime Minister is not an entry level job. Watch "The Interview" everybody is talking about: http://cpcp.cc/ltwzE_


text:
Show us your hack lights
Similar to Greg's post about GS lights, but specifically what have you done to increase the conspicuity of your hack or to throw more light downrange?
Since this photo was taken I've added Krista light to the GS and while I really like them, I worry that the single halogen lamp built into the front of the hack might burn out and make the hack and its precious passenger less visible in some situations.
I'm thinking of adding a front bumper to the hack while Claude has it, and that would be a great oppty to add lighting as well.
clearwater light KRISTAS:
the controller (the top one for the sidecar/the bottom for the bike)
an "artsy" picture with them ON:
a bit closer... with JACK on board/his doggles OFF for a second:
please have claude mount that bar... you need more light coming from the sidecar
SEEING and BEING SEEN are the most important things... not that you didn't know that
Thanks, Greg.
As you know, the sidecar is in the process of being moved over to my new GSA and I still have the GS up here in Vermont with me. The GSA has OEM foglights and I'm seriously thinking of transferring the Kristas to the sidecar.
I just have to be careful with the position. Too high and they'd block the Hannigan light...and reflect light from the sidecar bulb up into my peripheral vision.
I DO like the Kristas a lot!
Having BIG lights on the car, like Greg does, gives oncoming traffic a much better perspective of how wide you really are.
Especially with the width of the M72DX.
Total width is nearly 80".
The Clearwater Lights are more than a "get noticed" light.
They throw light everywhere for good driving.
It shouldn't be hard for Claude to rig up a light bar at the correct height to accommodate the lights.
Give him a call.
Just the stock headlamp and sidecar sidelamp on both my Urals.
I only use my lights at night and can see where I`m going just fine with the stock ones.
1 Attachment(s)
A $10 vintage spotlight.
1 Attachment(s)
This is how the Charnwood Royale looks. The lights are built into the side of the sidecar - the top one is dip, the lower main beam. The ugly sod eating a packet of cripsp is me!
A foglight ( wide, low beam ) I had lying around in the shed:
Hack Lights
PIAA 510's with the PIAA ATV mounts....under $300 for the whole setup if you shop around.. The harness is split and long enough to separate the lights and use different positions on the bumper....like one in front and one on the side by the step. I have the same lights on my GS.
KC daylighter 130watt driving light $45
130 watts?
This is something I plan to do this winter to my rig.After I fix my electical problem On the sidecar.Lost brake &blinkers on the right side.But seeing what is being used helps me decide what to use.I'm all stock right now,I need more light to the right...This thread I'll be watching....Good Thread
1 Attachment(s)
And this is how Merlin sidecars do it - that light is a Ford Ka headlight. There is a bright sidelight and a main beam only as the light is only adjustable to a small degree.
Sorry the picture is so big - I haven't a clue how to re-size them!
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Trouble in Tribal Lands
Sagarbai, a young Bhil tribal widow, has finally gotten her due after a legal battle fought in the High Court of Madhya Pradesh over the last nine years. The fight was against what I see as a government and administration bent on disregarding the "rule of law" in pursuit of rapid economic development.
In theory, tribal people in India should have had it rosy given the plethora of laws that have been enacted for their benefit since independence. The Fifth Schedule of the Indian Constitution provides for special governance in tribal areas. Laws have been enacted to prevent the alienation of tribal land, control usurious money-lending and prevent atrocities. A law making the tribal Gram Sabha or the village general body the paramount power with respect to all local governance also is in place. A law has been enacted to give tribal rights to the forest lands they have been cultivating and the community forest lands they have been using. To name just a few.
The reality, however, is that the independent Indian state has continued in the footsteps of its colonial British predecessor in ignoring these beneficial laws, depriving the tribals of their rich natural habitats and jeopardizing their traditional agrarian livelihoods.
Simultaneously, the tribals have been denied basic services such as education, health and sustainable income generation that are a prerequisite for the modern development of any community. The Bhil tribals who reside over a vast area comprising southern Rajasthan, eastern Gujarat, western Madhya Pradesh and northern Maharashtra and number about 5 million people have thus the worst indices of human development in India, which is itself ranked 132nd in the world in this respect.
Matters have become worse since the early 1990s when the opening up of the economy led to the beginning of an industrial development boom. The natural resources for this boom have come from the Bhil tribal areas in the form of electricity and water from big dam projects, timber from forests and minerals from mines, all leading to large-scale displacement of tribal people. And there has been even greater neglect of social services like education, health and sustainable agriculture. All this has forced the Bhils to migrate seasonally to urban areas to supplement their meagre incomes and to provide cheap casual labor for industrial development.
Not surprisingly, the Bhils, are fighting back. One organization, Adivasi Morcha Sangathan (Organization for Tribal Struggle), has been protesting against the corruption and mis-governance rampant in the western Madhya Pradesh region. The organization was demanding the proper implementation of all the laws applicable to tribals and the provision of quality education and health services.
Tensions between the group and the government came to a head in September 1999, when a team of forest department officials raided the village of Katukya in the Dewas district of Madhya Pradesh at 6 a.m. and killed Roopsingh, a Bhil tribal who was returning from answering nature's call. The forest officials had gone ostensibly to arrest one member of the Balu tribe for allegedly having cut timber from the forest.
The murder of Mr. Roopsingh evoked an immediate protest from AMS members, who amassed in front of the police station in Udainagar with his body, demanding the immediate filing of a case of murder and the arrest of the guilty officials.
The administration yielded to these demands. According to the provisions of the Scheduled Castes and Scheduled Tribes (Prevention of Atrocities) Rules 1995, the state has to provide monetary compensation to the heirs of the deceased when a tribal is murdered by a non-tribal.
The AMS pressed for this compensation to be paid to Mr. Roopsingh's widow, Sagarbai. But the district magistrate did not pay the compensation, saying that since the forest guard who had fired on Mr. Roopsingh was a tribal, the provisions of the Atrocities Act did not apply. The AMS's counter argument that all the members of the team -- which included and was led by non-tribals -- had gone together to perform state duty and had illegally killed Mr. Roopsingh and so they were responsible, along with the state, was summarily brushed aside.
The AMS then went to the High Court in Indore in September 2000 and the case was admitted. However, the case sat in limbo until the Supreme Court sent strict orders to the High Court that during the summer vacation of 2005 a special bench should be constituted to dispose of the 1,000 oldest cases that were still pending in the court.
Mr. Roopsingh's case happened to be on this list and so it came up for hearing in May 2005. This time the government prosecutor made the weird plea that since the district magistrate had not passed any written order refusing to give the relief that was demanded there was no cause for action by the High Court.
The judge directed the district magistrate to give relief to the petitioner in accordance with the rules and write a reasoned order based on the facts of the case. But when Ms. Sagarbai met the district magistrate – a different one from six years before -- and gave him the High Court's order, the first comment he made after reading it was that in his opinion this was not a valid case as the forest guard who had killed Mr. Roopsingh was a tribal!
The AMS once again went to the High Court. On Dec. 6, 2006, the High Court passed an order directing the administration to deposit 200,000 rupees in a fixed deposit in a state-run bank in the name of Ms. Sagarbai within a month of the passing of the order, failing which it would have to pay interest at the rate of 9% per annum on the amount.
The government appealed against this order of the single bench of the High Court to the division bench. The division bench upheld the order in August 2008. But no deposit was forthcoming so AMS had once again to approach the High Court with a petition of contempt of court. Eventually, the government paid compensation to Ms. Sagarbai on Sept. 19, 10 years after her husband was killed.
This is no doubt an important victory but it is one that has left the AMS with little other than moral high ground. The battle cost AMS 100,000 rupees in lawyer's fees and other related expenses, thus considerably reducing the monetary value of the award. The High Court did not award any costs to the petitioner. This is the reality that confronts organizations fighting for the rights of tribals.
—Rahul Banerjee is an Ashoka Fellow helping indigenous people organize into a mass movement to overcome their severely marginalized status and become partners in development. These are his personal views.
[Ashoka is a global association of social entrepreneurs dedicated to system-changing solutions to the world's most urgent social problems. It elects Ashoka Fellows and provides them with stipends, professional support and access to a global network of peers in more than 60 countries. Website www.ashoka.org]


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Bell, Hilari. Fall of a kingdom.(Brief Article)(Young Adult Review)(Book Review): An article from: Kliatt
This digital document is an article from Kliatt, published by Kliatt on March 1, 2005. The length of the article is 387 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.Citation DetailsTitle: Bell, Hilari. Fall of a kingdom.(Brief Article)(Young Adult Review)(Book Review)Author: Paula RohrlickPublication: Kliatt (Magazine/Journal)Date: March 1, 2005Publisher: KliattVolume: 39 Issue: 2 Page: 24(1)Article Type: Young Adult Review, Brief Article, Book ReviewDistributed by Thompson Gale
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June 16, 2013 in Features
Best-selling books
From Publishers Weekly
1. "Inferno," Dan Brown (Doubleday, $29.95)
2. "And the Mountains Echoed," Khaled Hosseini (Riverhead, $28.95)
3. "Zero Hour (The Numa Files)," Clive Cussler/Graham Brown (Putnam, $28.95)
4. "Revenge Wears Prada," Lauren Weisberger (Simon & Schuster, $25.99)
5. "Deeply Odd," Dean Koontz (Bantam, $28)
6. "The Kill Room (Lincoln Rhyme)," Jeffery Deaver (Grand Central, $28)
7. "Ladies Night," Mary Kay Andrews (St. Martin's, $26.99)
8. "12th of Never (Women's Murder Club)," James Patterson/Maxine Paetro (Little, Brown, $27.99)
9. "The Hit," David Baldacci (Grand Central, $27.99)
10. "Silken Prey," John Sandford (Putnam, $27.95)
1. "Happy, Happy, Happy: My Life and Legacy as the Duck Commander," Phil Robertson/Mark Schlabach (Howard Books, $24.99)
2. "American Gun: A History of the U.S. in Ten Firearms," Chris Kyle/William Doyle (William Morrow, $29.99)
3. "George Washington: The Crossing," Jack Levin /Mark Levin (Threshold Editions, $18)
4. "Lean In: Women, Work, and the Will to Lead," Sheryl Sandberg (Knopf, $24.95)
5. "The Duck Commander Family: How Faith, Family, and Ducks Built a Dynasty," Willie and Korie Robertson/Mark Schlabach (Howard Books, $23.99)
6. "Keep it Pithy: Useful Observations in a Tough World," Bill O'Reilly (Crown Archetype, $21.99)
7. "Finerman's Rules: Secrets I'd Only Tell My Daughters About Business and Life," Karen Finerman (Business Plus, $27)
8. "Eleven Rings: The Soul of Success," Phil Jackson/Hugh Delehanty (Penguin, $27.95)
9. "The Guns at Last Light: The War in Western Europe, 1944-1945," Rick Atkinson (Henry Holt, $40)
10. "Let's Explore Diabetes with Owls," David Sedaris (Little, Brown, $27)


text:
Craft projects to make using Denims
Denim is a sturdy cotton twill textile in which the weft passes under two or more warp threads. This twill weaving produces the familiar diagonal ribbing of the denim that distinguishes it from cotton duck.
It is a characteristic of any indigo denim that only the warp threads are dyed, whereas the weft threads remain plain white. As a result of the warp-faced twill weaving, one side of the textile then shows the blue warp threads and the other side shows the white weft threads. This is why blue jeans are white on the inside. This type of dyeing also creates denim's fading characteristics, which are unique compared to every other textile.


text:
I started Blackburn Law, PC right out of law school in May, 2003 and we have been helping personal injury clients ever since.
Attorneys at Blackburn Law, PC are dedicated to helping people who have been seriously injured in all types of accident cases, including car, trucking or motorcycle accidents, dog attacks, burns, scarring, surgery and more. Common injury claims I handle involve broken bones, surgery, paralysis, death, neck and back injuries, knee and shoulder injuries, burns, scarring and more.
Car vs. cow case in an alleged herd district. $950,000 settlement (co-counsel).
Car vs. car drunk driver case. $750,000 settlement.
Car vs. car dust storm case. $365,000 settlement.
24 East State Avenue
Meridian ID 83642
Yes. I do not have a time limit for a free consultation, and during this time I explain the legal process to you and answers questions about what I can do for you.
I work on a one-third contingency fee (33 1/3%) of the gross recovery. Nolo clients who contact me through Nolo will receive a 30% contingency fee.
No hourly rate work on personal injury matters.
Monday through Friday
7:00 a.m. to 5:30 p.m.
Weekend appointments available. I am available 24 hours via telephone.
I have known for many years that insurance companies are in business to make big profits. Unfortunately, I believe they do this at the expense of the very people they are supposed to protect. When you're hurt in an accident, the last thing you want to do is allow the insurance company to tell you what medical bills they'll pay and what your pain and suffering is worth. Insurance companies that put profits over people need to understand that Idaho juries will not tolerate such policy.
Every person who is injured as the result of someone else's negligent conduct should consult with a personal injury attorney as soon as possible after the injury. This doesn't mean you have to hire an attorney, but you should find out some basic mistakes to avoid to protect the legal integrity and factual basis for your claim.
I do not do document reviews for prospective clients.
I do not generally coach pro se individuals.
I worked as a legal assistant to attorney Tim Gresback in Moscow, Idaho while I was attending law school at the University of Idaho from 2000 to 2003. During that time, I assisted Mr. Gresback with his personal injury practice to obtain justice for his clients.
Years ago, I hired a lawyer who was absolutely awful. I could never get a hold of him on the phone, and when we went to court, he actually asked me what was going on with my case. That experience, coupled with my previous work experience at another personal injury law firm, and a sincere desire to help people, makes me a better lawyer every day. Many of my clients become lifelong friends with whom I enjoy various activities and discussions.
I am thorough and professional in my work. Through years of experience, I have been able to develop a rapport with many defense attorneys and insurance company representatives and can generally get things done quickly because of my ability to address the issues and get the insurance company to "yes."Personal interests:
I enjoy all kinds of outdoor activities with my family. Hiking, fishing, shooting, camping, geocaching, ATV's, boating and photography.
* Nolo has confirmed that every member attorney has a valid license and is in good standing with the state agency that licenses lawyers. Any past disbarments and suspensions (with possible exceptions for minor violations or nonpayment of dues, in our discretion) will be indicated accordingly in the badge. Member attorneys are required to notify Nolo immediately if they become the subject of any disciplinary action by any state licensing agency.


text:
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