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Rate Dr. Norman Kalyniuk
Dr. Norman Kalyniuk's Ratings
Doctor Norman has been my GP for 25 years, the past few years I have become more and more reluctant to see him because he is just a nightmare. My last appointment was cancelled! I found out the day of and I had to miss work for it. I was then rescheduled for a month later and they tried to change it AGAIN!!! It took me seven weeks to get into see him from when I booked my original appointment. I finally go see him, and he's beyond miserable with no insight to my medical issue nor did he give a care and just told me his office will get In contact with me. I guess I'll be waiting a few more months till I know what's wrong. On the plus side this was the first time I didn't wait for 2 hours to get into see him. It's unfortunate that he has lost all passion for his job and patients who have been seeing him for so long. Put a darn smile on
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I found him to be very professional and not at all sarcastic, as I am not shy to speak my mind. I f you do not like him , go elsewhere. He is a doctor , not a psychologist. This is a tough world. Perhaps an third world Medical experience is in order for some to realize how fortunate we are. Shawn C.
Was this rating useful? 1 [[ userState['ratings'][2609698].votes_count ]]
The Kalyniuks have been my family doctors for years (since I was a chid). When I got married my husband moved to Newmarket and started seeing Norman. It was convenient and he was friendly, but as always there is an hour+ wait time.In the past two years Norman has consistantly ignored my husbands complaints on a pain in his knee. Finally my husband asked for an MRI and Norman's response was "you people kill me with your self diagnosis'".He did not have anything derogitory to say when the MRI proved my husband needed surgery.After another rude response last week with Norman (he basically rolled his eyes and told my husband that he has problems too but you don't see him telling everyone...his DOCTOR said this!)we have started to look for a new MD. Very disgusted and disappointed that he acts like his patients are wasting his time.
Was this rating useful? 1 [[ userState['ratings'][1696475].votes_count ]]
I agree with all negative comments. Add egocentric! I ceased being his patient when he wouldn't stop haranguing me on the phone. I had to hang up.
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I have known Dr. Kalyniuk for many years. He is a great doctor and a down to earth person. It would be nice if he spent more time on TSWAT.
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I recently switched (when I say recently I mean about 2 years ago) to Dr. K. from my family doctor on my hometown that was awful. Dr. K. took me on because he knew a family member of mine because at the time he was not accepting new patients. He is by far the most helpful doctor I have had (the third family doctor for me over the years - I'm 31). He makes me feel the most comfortable of any doctor I have had and I think he's great. I know sometimes it is hard to get an appointment and he is rarely on time but I think it's worth it to have him as my family doctor. He listens when I talk to him and he always does his best to find an answer for me. I hope to be with him for a very long time! Everyone has their bad days, including you and me, right?
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This doctor is not interested in his patients. Especially the elderly. He has failed many patients at Amica with his constant cancellations of appointments to go golfing. His callousness towards the elderly is not only unprofessional, it lacks compassion.
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This doctor goes above and beyond. He is knowledable and well read. His personality is calm and reassuring with a great bed-side manner.
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Shame....just look how the reports have changed over time. I know I had to move on - felt like I was putting the guy out. Seemed more interested in golfing and raking in as much money as he possibly could rather than the care of his patients. Really is a shame.
Was this rating useful? 1 [[ userState['ratings'][1696469].votes_count ]]
I've been with this doctor my whole life, he used to take the time to understand symptoms, and seemed legitimately interested. The last few years his service has bottomed out, he's too busy, visibly stressed, and it's showing in the quality of his care. The rushed feeling I get when I'm there (maybe once a yr) makes me feel like a pain in his side more than a patient of his. It's really sad to see him let himself go, and now I have to go through the hassle of getting another doctor :(
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From Milwaukee, Madison and beyond, a daily dose of political news and glimpses behind the scenes
Gov. Walker praises clerks and election workers
Madison -- Gov. Scott Walker paid tribute Tuesday evening to the volunteers and public officials in the state who went through a highly charged and grueling process of elections the past two years.
"Today, thousands of poll workers, election officials, clerks, and others have been involved in administering the 2012 presidential election in Wisconsin," Walker said. "While outcomes of elections are immortalized in history books, it's equally as important to recognize the dedication of individuals all across our state who work hard, often times for twelve hour shifts, at the polls."
"Many of these individuals have worked seven grueling statewide elections in the last two years. On behalf of all citizens of Wisconsin, I would like to thank those who have fairly and diligently worked to administer today's election."
The June 5 recall election for governor - which included a primary election - made for an unusually busy cycle for clerks.
For some clerks and election workers, it was even worse. In nine state Senate districts, there was both a primary and general recall election for Senate in 2011.
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Join Justin Seeley as he reveals how designers can create vibrant web graphics, wireframes, and complete web site mockups in Adobe Photoshop. The course covers creating a custom web workspace for maximum efficiency; drawing, coloring, and optimizing web graphics; creating vector shapes and text that scale seamlessly; mastering transparency; building navigation bars and buttons; and speeding up these tasks with the Photoshop automation tools.
A big trend in the web design world right now is realism, things that are drawn by hand but actually look like an actual object or something like that. And metallic textures are really big on the web. You see this all the time in Apple's iOS, the little knobs and buttons that you click on. A lot of people are using it for navigational components in their sites. And in this movie, I'm going to go over how to build your own metallic textures by using layer styles. I'm going to create a new document by going to File > New. Once I'm inside of the New Document dialog box, I'll set this to be about 600 x 600. Hit OK.
I'm then going to grab my Ellipse tool inside of my shapes and I'll just hold down Shift to draw out a circle. You can draw any type of shape you want. So just most of the time, you see the circle as an example for this, sort of like a knob or a button that you would press. And so mine is white right now; you can make this any color you want. I'll make it a dark gray so we can actually see what's going on. So it's just a circle. And so what I want to do is add a layer style to this that simulates that it's a metallic texture. So I'll go up to the right-hand side of this layer, double-click, and I'm going to choose Gradient Overlay.
Inside of the Gradient Overlay, I want to first change the Style from Linear to Angle. I get something that looks like that. Then I'm going to pick the Gradient Editor by clicking right on the gradient itself. Inside of the Gradient Editor, I'm just going to come in and start clicking where I see this little hand. Click, all the way down. I'm just going to create several different stops all the way across. Now in my Swatches panel, which you need to make sure you can see--if you can't see your Swatches panel, then just cancel out, bring your Swatches panel out where you can get to it, and then come back in here and do this again.
I've got my Swatches panel up here. I'm just going to start selecting these stops, and then adding neutral-gray colors to this. It really doesn't matter which ones you pick necessarily; I'm just going through and picking randomly. Get a dark one in there, throw a really light one in the middle, throw a really dark one in there, light one like this. And you can add more to this if you want.
It helps to add a little bit to the realism. You can see the more I add, the better it looks. Something kind of like that. And if you wanted to throw in some different colors here and there, you could do that. I would stay with a neutral-gray palette though. There we go! So that looks pretty good. And I've added several different stops all the way across, and I'm just using different metallic colors up here in the Swatches panel. Now I'm going to go ahead and call this Metal, and I'm going to click Save.
This is going to save this in my gradients so I can get back to it anytime I want. And I'll just call this Metal, hit Save, and I'll hit OK. So now that is there. And so if I want to really simulate this metal look, I'll add a stroke to this. And the stroke color, I want this to be sort of a darker gray, and I'll set it to Inside. Increase the size quite a bit. Now I'll click on Inner Shadow to give it a little bit of depth.
If you want to create a little bit shine inside of here, you can change the blend mode of the shadow to Normal, change the color to white, then uncheck your Use Global Light box and kind of drag it in, like so, change your Size to 0, and that will create sort of like a beveled edge around the outside of that. Then we hit OK and there we go! Now if you wanted to add something to the middle of this--maybe it's becoming an icon now--I can come over, I can grab a custom shape tool, and I'll just go up to my shapes, and if you want to load all the shapes in Photoshop, just go up here, click All, and hit OK.
It'll load every shape that's available to you. And so I'm just going to grab some sort of shape here. Let's grab a question mark. And I'll draw that out so that it's right there. And then I'll just kind of move it towards the center. I'll change the color to be a really dark gray, something like that, and then I'll double-click and I'll add a drop shadow to this. But the drop shadow, I'm going to change the mode to Normal, change the color to white.
See what I'm going for here? It looks like it's carved in. Change the Size to 0, and we'll dial back the Distance just a tad bit, and maybe I'm going to take down the Opacity just a little. Distance down to 2. Hit OK. Now click the Background layer to see the final product. You see that I've created something that looks very metallic, very realistic in just a few short and easy steps. So now I've got that gradient saved. If I wanted to save that layer style, I could also do that, and that way I could apply that instantly to anything that I wanted to in any of my designs going forward.
And I'll cover how to save layer styles in the next movie.
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Features & Specifications:
- New interchangeable series. Attachable to any "E" series rolling cases. This line will allow customer to mix and match any "E" series cases according to their needs.
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Product Details:
- Sunrise E3305 Interchangeable Aluminum Cosmetic Beauty Train Case
- Color: Black Dot, Silver Dot, Black Diamond, Silver Diamond, Purple Diamond, Crocodile Black, Crocodile Pink, Leopard
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Adrian Gostick and Chester Felton on how to establish clear accountability
Here is a brief excerpt from an article co-authored by Adrian Gostick and Chester Felton in which they share their thoughts about one of management's greatest challenges: Instilling a sense of personal accountability within those who comprise a workforce. To read the complete article and check other resources, please click here.
* * *
When we are asked to name one thing that can safeguard a team's long-term performance, the answer is: become more accountable. To grow a great culture, you need to cultivate a place where people have to do more than show up and fog a mirror; they have to fulfill promises—not only collectively but individually.
A lack of accountability is one of the most corrosive elements of poor work cultures. It shows up in many ways: people failing to take responsibility, missed deadlines, errors in judgment, misunderstandings, over-promising, personal failures, petty disagreements, unfair expectations, and a marshmallow mound of "should have's."
But accountability is widely misunderstood as being all about the punitive. To be "held accountable" generally implies that a punishment is coming. How often do employees get the message that the boss wants to see them and feel a tightening in their stomachs—Yeah, just give me a minute while I go throw up.
An employee in the hospitality industry made the point to us so simply that we will never forget it: "When I make a mistake," she said, "I'm recognized one hundred percent of the time; when I do something great, I'm not recognized ninety-nine percent of the time." What would happen to her workplace if that 1 percent positive accountability could be turned into 2, 5, 10, or 20 percent?
Heavy-handed leadership such as this is not true accountability; it's criticizing them. Accountability at its highest level is about assigning responsibility with realistic goals, evaluating progress and making positive course corrections at milestones, removing obstacles, and then closing the loop by celebrating successes or honestly and openly evaluating misses.
Some managers back off on individual accountability because they are somehow afraid of the confrontational side of the issue. But the truth is, a lack of accountability actually frustrates employees just as much as it does you. Employees really do want to do a good job, and holding them accountable is an important way we help them do just that. When accountability is instituted in positive ways, it helps people feel the satisfaction of achieving a goal and performing up to (or even surpassing) expectations. But it also allows them to clearly understand when they're falling short and where they need to improve. Accountability helps people grow.
* * *
Internationally recognized workplace experts Adrian Gostick and Chester Elton are partners in the consulting firm The Culture Works. Adrian is the author of several best-selling books on corporate culture, including the New York Times, USA Today and Wall Street Journal bestsellers The Carrot Principle and All In. His research has been called a "must read for modern-day managers" by Larry King of CNN, "fascinating," by Fortune magazine and "admirable and startling" by the Wall Street Journal. As a leadership expert, he has appeared on numerous television programs including NBC's Today Show and has been quoted in dozens of business publications and magazines.
Chet has been called the "apostle of appreciation" by the Globe and Mail, Canada's largest newspaper, and "creative and refreshing" by the New York Times. The co-author of All In, The Carrot Principle and The Orange Revolution, his books have sold more than a million copies worldwide. Chester has been featured in the Wall Street Journal, Washington Post, Fast Company magazine, and New York Times, and he appears in a weekly segment on CBS News Radio.
Adrian Gostick and Chester Elton: An interview by Bob Morris
Internationally recognized workplace experts Adrian Gostick and Chester Elton are partners in the consulting firm The Culture Works.
Adrian Gostick is the author of several best-selling books on corporate culture, including the New York Times, USA Today and Wall Street Journal bestsellers The Carrot Principle and All In. His research has been called a "must read for modern-day managers" by Larry King of CNN, "fascinating," by Fortune magazine and "admirable and startling" by the Wall Street Journal. As a leadership expert, he has appeared on numerous television programs including NBC's Today Show and has been quoted in dozens of business publications and magazines.
Chester Elton has been called the "apostle of appreciation," by the Globe and Mail, Canada's largest newspaper, and "creative and refreshing" by the New York Times. The co-author of All In, The Carrot Principle and The Orange Revolution, his books have sold more than a million copies worldwide. Chester has been featured in the Wall Street Journal, Washington Post, Fast Company magazine, and New York Times, and he appears in a weekly segment on CBS News Radio.
Here is a brief excerpt from my interview of Adrian and Chester.
To read the complete interview, please click here.
* * *
Morris: Before discussing All In, a few general questions. First, who has had the greatest influence on your personal and professional growth? How so?
Gostick: We've talked about this often. Our parents were our first bosses—they gave us our moral compass, goals, and our first recognition. My dad worked 25 years for Rolls Royce in England. He taught me the value of working someplace where you can make a difference—not chasing money but doing work that you found purposeful.
Morris: Years ago, was there a turning point (if not an epiphany) that set you on the career course you continue to follow? Please explain.
Elton: About 15 years ago now I was working as a consultant with some large organizations in the Northeast. We were working at the time on employee recognition ideas and we were doing some really innovative things. I realized no one had ever written the definitive work on recognition. There were these 101 ways books. Most managers had one on their shelf, but no one ever read them. Just then my firm hired Adrian as its head of communication. We collaborated on our first book in the Carrot line and it really took off. Finally Simon & Schuster contacted us to do a big research book on the subject and that became The Carrot Principle. That book has now been translated in 25 languages and is sold around the world.
Gostick: Over the years since that release our work has taken us to the characteristics of the world's best teams and now on to culture—something that we are hearing more and more from our clients. They want to know how to build not only a great corporate culture, but effective cultures in each of their smaller teams.
Morris: To what extent has your formal education been invaluable to what you have accomplished in life thus far?
Gostick: I was able to study 50 years of leadership theory and practicum in my master's program at Seton Hall, and it has provided the backbone of the knowledge we use every day. My undergraduate work was in journalism, and my early work as a newspaper reporter taught me how to research, write, and rewrite.
Morris: To what extent (if any) does All In in final form differ significantly from what you originally envisioned?
Elton: We originally handed in the manuscript for All In to Simon & Schuster in the late summer of 2011. Four months later it went to press. Those four months were some of the hardest in our lives as our editor threw out half the book and demanded entire new chapters. While we had explained our findings well, we think, she pushed us to make the takeaways relevant for real business leaders. We spent so much time on explaining what a great culture looks like, we had neglected to tell readers "how" to do it. So many business books fall into that trap, and we are so grateful to Emily Loose, our editor, for pushing us to answer that paramount question: "I do what?"
Morris: Recent research studies by highly reputable firms such as Gallup and Towers Watson indicate that in a U.S. workforce, on average, fewer than 30% of the employees are actively and positively engaged; as for the others, they are either passively engaged ("mailing it in") or actively disengaged. How specifically can business leaders increase the percentage of actively and positively engaged employees within their organizations?
Gostick: First, managers should understand there are some simple things they can do tomorrow that will make a big difference in their culture, but so few managers do them. For instance, the great leaders in our study treated their people like partners in the organization. That meant they created for their people a sense of connection by teaching them how their jobs impact the larger organization. And they showed them growth opportunities, how they can grow and develop with the company.
Next, these leaders also created a culture of rooting for each other with much greater levels of recognition and rewards. And finally, managers learned to create a share everything culture, where they honest and openly discussed issues.
Elton: Simple things really, but powerful. It comes down to opportunity, recognition and communication. Three things you can do right way to see results.
Morris: Given your response to the previous question, to what extent will those initiatives also help to retain valued employees who might otherwise leave?
Elton: The number one and number two reasons key performers leave an organization: one—I don't feel in on things, and two—I don't feel appreciated. It's not money, it's not job growth, people most often leave for things that are absolutely in our control as managers.
Morris: What do you know now about the business world that you wish you knew when you began your first full-time job? Please explain.
Gostick: When I first became a manager, I didn't realize that there were people who did a good job but who were toxic to the culture. I waited much too long to get rid of those people.
Morris: Here's a hypothetical question. If there were a monument honoring business leaders comparable with the one honoring U.S. Presidents on Mount Rushmore, sculpted by Danish-American Gutzon Borglum and his son, Lincoln Borglum, which four would you select? Please explain each choice.
Elton: I'll give you one. One of our favorite leaders is someone most people have never heard of: Scott O'Neal. He's president of Madison Square Garden Sports, and he's the best leader we have ever met. One thing Scott does with every new hire: He asks them where they want to be in five years, and then he commits to help them get there if they promise to give 100 percent to him every day. And people do it, and in turn he's helped business leaders all over the sports world achieve their dreams. He lives up to his promise.
Gostick: Here's another one: Doria Camaraza. We feature her in chapter three of All In. Doria is the general manager of American Express' 3,000-person call center in Ft. Lauderdale, Florida. She is simply amazing. She seems to know every one of her employees, and spends her days making people included and recognized and wonderful. Her call center has employee turnover that is one fifth the national average and has the best efficiency and productivity numbers in the call center industry. My favorite thing she does is called Tribute, where she gathers all her employees together once a month and the leaders come out dancing to Lady Gaga or Aerosmith and then she recognizes a dozen people for living the core values of American Express. It's really powerful and there are a lot of tears.
* * *
To read the complete interview, please click here.
Adrian and Chester cordially invite you to check out the resources at these websites:
All In: A book review by Bob Morris
All In: How the Best Managers Create a Culture of Belief and Drive Big Results
Adrian Gostick and Chester Elton
Free Press (2012)
How and why "it's culture that will differentiate your organization and drive real business results"…for better or worse
Those who have read any of Adrian Gostick and Chester Elton's previously published books (notably The Carrot Principle and The Orange Revolution) and share my high regard for them are no doubt as eager now as I was to read their latest, All In. Based on what they learned from a research study that involved more than 300,000 respondents, it is – in my opinion – their most important book…thus far. Why? Because I think the information, insights, and (especially) the wisdom they share in it will have much wider and much deeper impact than any previous provisions.
Gostick and Elton assert, and I emphatically agree, that it is culture that will differentiate a team or organization and drive initiatives that produce high-impact results. Moreover, they believe – and again I agree – that a "culture" can be any shared community in which there are direct contact and frequent interaction. The Pixar campus in Emeryville (CA), for example, but it could also be the animators within the Walt Disney Company who created classic films such as Snow White and the Seven Dwarfs and Pinocchio. In fact, it could be a team of only two or three persons who also have direct contact and frequent interaction while at work. Here's the key point: In a healthy culture (whatever its size and nature may be), those who share it are nourished by mutual respect and trust. It is no coincidence that most of the companies that are annually ranked among those that are the most admired and best to work for are also annually ranked among those that are most profitable and have the greatest cap value in their respective industries.
"For worse?" In Leading Change, James O'Toole suggests that most change initiatives fail or fall far short of expectations because of cultural resistance, the result of what he so aptly characterizes as "the ideology of comfort and the tyranny of custom." Who wants to be part of a culture with command and control leadership, departments that resemble silos and bunkers, and a workplace in which incivility is ignored and incompetence is tolerated? Such a culture will definitely drive real results….all bad and increasingly worse
The material in the book is divided within three Parts. First, Gostick and Elton create a context, a frame of reference, for "The Seven Step Road Map," explaining why the belief factor is "the secret sauce that makes a culture contagious." They assert that 100% all-in employee engagement is not enough. That caught my eye. Hence the importance of the E + E + E formula: Employees must be engaged, enabled, and energized. Gostick and Elton then devote a separate chapter to each of the steps in Part II. I especially appreciate the "Step Summary" section at the conclusion of these chapters, 4-10. This brief but substantial material facilitates, indeed expedites frequent review of key points later. Then in Part III, they provide what could be characterized as an "All-in Toolbox," accompanied by a detailed "operations manual" that includes an explanation of 52 different ways to get people all-in and productive. Also carefully check out the Appendix in which Gostick and Elton examine the "Culture Works Process" by which to build and sustain a high-performance culture.
With rare exception, the most valuable business books are research-driven and concentrate on explaining what works, what doesn't, and why. This book succeeds brilliantly on both counts. I consider it "must reading" for C-level executives and for those who aspire to become one; but it is also, in my opinion, "must reading" for business school instructors and their students because the material that Adrian Gostick and Chester Elton provide is relevant to all organizations (whatever their size and nature may be) and to all of those who comprise the workforce in those organizations (whatever the level and area of operations may be). If that doesn't convince you to buy it, read it, re-read it, and then refer to it frequently, I have no idea what will.
An Item Not to Forget About Concerning Teamwork
Many of you will enjoy the new insights and data about teamwork that I will present on Friday at the First Friday Book Synopsis in Dallas from The Orange Revolution: How One Great Team Can Transform an Entire Organization by Adrian Gostick and Chester Elton (Free Press, 2010). If you miss the synopsis or live outside of our area, you can find it soon on our companion site, 15MinuteBusinessBooks.com.
As always, I am impressed by the research methodology employed in books like this. The findings and recommendations from this book come from a 350,000 person survey conducted by the Best Companies Group (BCG), which has been instrumental in establishing "Best Places to Work" programs.
One item that is missing from this book, as is true of most that I have read on teamwork, is the fundamental question of how teams "work" when they "work as teams." I am asked all the time what a group needs to do in order to work as a team. And my answer is they must do their work as a team!
What I mean is that the work that everyone does must be interdependent, not independent. You cannot have teams if the work that participants do is not designed so that they work together. Therefore, teamwork depends upon the fact that at minimum, there is an extra set of eyes, or an extra set of input to everything the participants do and contribute.
Throwing independent contributions together into a package is not teamwork. Assembling interdependent contributions together into a package is teamwork. This is because the result comes from the blended aggregation of each person's input. And, when you have teamwork, you have great difficulty identifying "who did what," because the product belongs to the team, not any individual. That is why MVP (most valuable player) of a team has never made any sense to me – you can have one for a league, but you should not have one for a team!
So, if you want teamwork, you must design the work where you accomplish it in teams. The work must be interdependent, not independent. If you fail to do this, you will only have a group, and not a team
How do you see this issue? Let's talk about it soon!


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Please consider making a PC version. I would instabuy it!
Partia is a SRPG (Strategy Role-playing) video game inspired by Fire Emblem and Tear Ring Saga series. In a high fantasy setting, the game takes players through an adventure where magic and sword collide and friendship and betrayal intertwine.
Latest tweets from @playimago
Oops! Sorry about tweeting all our Youtube comments! We didn't check some of the default settings when the accounts were linked! FIXED!
Feb 17 2013, 6:58pm
Yep! We weren't looking to stir up any controversies, just give new players an idea of what (@YouTube T.co)
Feb 17 2013, 6:48pm
I've seen this distinction hotly contested all over the internet, and I think both camps have (@YouTube T.co)
Feb 17 2013, 6:41pm
Thanks for the comment, Papo! Brushing up the graphics for a sequel is something we're (@YouTube T.co)
Feb 17 2013, 6:35pm
Our first Tutorial is up! If you had trouble getting into Partia, be sure to give it a look! T.co
Feb 14 2013, 5:19am
We're still figuring out our prospects on Android! Partia's sales have been a little spotty in (@YouTube T.co)
Feb 2 2013, 9:46pm
Hey, everybody! Just some info Patch 1.02 and news about the future! T.co
Jan 31 2013, 3:25am
Partia: The Broken Lineage is LIVE! Go check it out! T.co
Nov 22 2012, 4:01am
Hey, everybody! Prefer twitter to Facebook? Well - here it is!
Jul 10 2012, 8:05pm
No news has been posted here. If you have relevant news to share you should post it now.
Please consider making a PC version. I would instabuy it!


text: Space < Prior Page Page 3 of 5 Next Page > Globe Trot: Calls for military intervention in Iraq are becoming a chorus By Mindy BelzPosted Aug. 20, 2014International | IRAQ:Why is the world silent while Christians are being slaughtered in the Middle East and Africa? Ronald S. Lauder, president of the World Jewish Congress, [http://www.worldmag.com/2014/08/globe_trot_calls_for_military_intervention_in_iraq_are_becoming_a_chorus] One small step, 45 years on By Michael CochranePosted July 19, 2014Space | On July 20, 1969, Buzz Aldrin missed out on a massive celebration here on earth as he and Neil Armstrong became the first humans to land on the moon. So for… [http://www.worldmag.com/2014/07/one_small_step_45_years_on] Midday Roundup: Gay marriage finds another GOP ally By Lynde LangdonPosted June 26, 2014Newsworthy | Going public. Sen. Susan Collins, R-Maine, publicly announced her support for same-sex marriage Wednesday, shortly after receiving an endorsement from a major… [http://www.worldmag.com/2014/06/midday_roundup_gay_marriage_finds_another_gop_ally] Research group: U.S. needs Martian aspirations By Michael CochranePosted June 16, 2014Space | After men went to the moon in the 1960s and 70s, many people hoped a manned mission to Mars would follow in short order. Instead, humans have mostly just… [http://www.worldmag.com/2014/06/research_group_u_s_needs_martian_aspirations] Midday Roundup: Will Bowe Bergdahl be tried for desertion? By Lynde LangdonPosted June 3, 2014Newsworthy | On the defense. The chairman of the Joint Chiefs of Staff told the media not to assume the military will overlook accusations that Sgt. Bowe Bergdahl deserted… [http://www.worldmag.com/2014/06/midday_roundup_will_bowe_bergdahl_be_tried_for_desertion] Identical twin astronauts volunteer for unique study By Michael CochranePosted June 2, 2014Space | When astronaut Scott Kelly embarks on a one-year space station stint next spring, his twin brother will offer more than his usual moral support. Retired… [http://www.worldmag.com/2014/06/identical_twin_astronauts_volunteer_for_unique_study] Midday Roundup: Could the long-lost Santa Maria finally be found? By Lynde LangdonPosted May 14, 2014Newsworthy | Ship ahoy. An ocean explorer claims to have found what might be the remains of Christopher Columbus' ship, the Santa Maria , off the coast of northern Haiti. [http://www.worldmag.com/2014/05/midday_roundup_could_the_long_lost_santa_maria_finally_be_found] Midday Roundup: Oklahoma investigates execution that went horribly wrong By Leigh JonesPosted April 30, 2014Newsworthy | Botched execution. An Oklahoma inmate scheduled for execution last night began writhing on the gurney shortly after getting the first of three injections in a… [http://www.worldmag.com/2014/04/midday_roundup_oklahoma_investigates_execution_that_went_horribly_wrong] Midday Roundup: In Ukraine, another province goes rogue By Lynde LangdonPosted April 7, 2014Newsworthy | Unrelenting unrest. In an ominous echo of events in Crimea, pro-Russian separatists seized a provincial building in the eastern Ukrainian city of Donetsk on… [http://www.worldmag.com/2014/04/midday_roundup_in_ukraine_another_province_goes_rogue] NASA and Russia break up, share custody of space station By Rob HolmesPosted April 3, 2014Space | In reaction to Russia's actions in Ukraine, NASA announced Wednesday it is severing all ties with Russia except for joint work at the International Space… [http://www.worldmag.com/2014/04/nasa_and_russia_break_up_share_custody_of_space_station] Common ground in space despite escalating tensions on Earth By Rob HolmesPosted March 28, 2014Space | A software snag turned a six-hour ride into a two-day journey for the Russian and American astronauts aboard a Soyuz capsule on its way to the International… [http://www.worldmag.com/2014/03/common_ground_in_space_despite_escalating_tensions_on_eart] Midday Roundup: The Obama administration's war on caloric subterfuge By Lynde LangdonPosted Feb. 27, 2014Newsworthy | Because nobody drinks just half a Coke. Nutrition labels on food packages could be changing to more realistically reflect people's eating habits. The Obama… [http://www.worldmag.com/2014/02/midday_roundup_the_obama_administration_s_war_on_caloric_subterfuge] < Prior Page Page 3 of 5 Next Page >


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1876 $2 1/2 PR64 Cameo NGC....
2004 November Palm Beach, FL Signature Sale #358
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|Palm Beach, FL
Exceedingly Rare 1876 Quarter Eagle, Choice Cameo Proof1876 $2 1/2 PR64 Cameo NGC. One of a mere 45 proofs issued in the United States' centennial year. Breen and Taglione both suggested that perhaps as many as 24 pieces survive today in all grades. This is a glittering, nicely cameoed example that has good eye appeal. A few wispy hairlines are seen in the obverse field and a couple of spots and a planchet indention are seen under the first T of STATES on the reverse, these all being the grade-limiting factors. Still, an exceedingly elusive piece of proof gold. Population: 6 in 64, 3 finer (9/04).(#87902) (Registry values: P4) (NGC ID# 287X, PCGS# 87902)
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