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A one-piece, molded plastic binder ring that may be formed with an integral post for attaching the binder ring to the spine of a loose leaf cover. The binder ring includes a T-shaped socket in its base which receives a cross bar of a flexible strap molded integrally with the base, and locking projections are formed in the socket to lock the strap cross bar in a pocket formed in lower surface of the base of the binder ring.
1. A binder construction comprising:
a. a molded plastic base having upper and lower surfaces and a continuous closed perimeter joining said upper and lower surfaces,
b. a flexible strap formed integrally with said base, projecting from a side thereof and terminating in a cross bar extending perpendicularly to said strap,
c. means defining wholly within said perimeter of said base a socket for receiving a portion of said flexible strap and said cross bar,
d. said socket having a substantially rectangular configuration as viewed from the bottom of said base,
e. a pair of spaced parallel legs disposed within said socket,
f. said legs having upper surfaces thereof substantially flush with said upper surface of said base and lower surfaces thereof positioned within said socket inwardly from said lower surface of said base,
g. said legs extending from the side of said socket opposite the side of said base from which said strap projects,
h. said spaced parallel legs terminating short of the side of said socket opposite the side from which they extend and defining thereby a substantially T-shaped configuration in said base as viewed from the top thereof,
i. locking means projecting downwardly from said lower surfaces of said legs adjacent outer ends thereof toward the plane of said lower surface of said base,
j. said cross bar being no longer in length than the width of said socket measured parallel to said cross bar but longer then the spacing between said spaced parallel legs,
k. the spacing between said spaced parallel legs being sufficient to receive therebetween that portion of said strap adjacent said cross bar but being substantially less than the length of said cross bar so that said cross bar engages said locking mean when disposed under said legs, and
l. securing means on said base for securing said base to a cover, said securing means being positioned intermediate said socket and said strap.
2. The binder of claim 1 further comprising:
a. said securing means comprises post means formed integrally with and projecting from said lower surface of said base.
3. The binder construction of claim 2 wherein said post means comprises:
a. a single rivet post projecting from said lower surface of said base.
4. The binder construction of claim 2 further comprising:
a. a binder cover having means defining an opening therethrough,
b. said post means being received in said opening defining means in said cover, and
c. means defining an enlarged section on an outwardly projecting portion of said post means.
5. The binder construction of claim 1 further comprising:
a. said securing means defining a rivet hole through said molded plastic base.
A number of loose leaf binders currently available may be manufactured relatively inexpensively and typically they are of molded plastic construction. Several patents disclose binders of this general type.
For example, U.S. Pat. Nos. 3,251,364; 3,313,304; and 3,529,900 disclose binders in which a single mounting strip is provided with a plurality of binder rings. Additionally, U.S. Pat. No. 3,313,303 discloses a binder in which the binder rings are attached to sectional mounting strips which can be interconnected, and U.S. Pat. No. 3,236,242 discloses a loose leaf binder which utilizes individual binder rings which can be attached separately to the binder cover.
The present invention provides a one-piece molded plastic binder ring which may be constructed with an integrally formed post which serves as a rivet for attaching the binder ring to a loose leaf cover and which includes a unique construction for locking the binder ring in a closed position.
Specifically, the base of the binder ring is provided with a slot which appears T-shaped from the upper surface of the base and which receives a cross bar formed on an end of a flexible strap which is molded integrally with the base. The T-shaped slot is formed with the head of the T intermediate the stem of the slot and the flexible strap, so that the natural resiliency of the strap material tends to move the strap into the stem of the T to prevent inadvertent opening of the binder ring.
To insure further against inadvertent disengagement of the strap cross bar from the stem portion of the T-shaped socket in the base, locking projections are provided adjacent the intersection of the stem and the head of the T-shaped socket which engage the cross bar of the strap and resist disengagement when a pulling force is applied to the strap.
A pair of spaced, parallel legs extend along opposite sides of the stem portion of the T-shaped socket and have their upper surfaces flush with the upper surface of the base of the ring binder and their lower surfaces positioned intermediate the upper and lower surfaces of the base. This provides a pocket on the lower surface of the base. This provides a pocket on the lower surface of the base which allows the cross bar to be locked in position when the base is attached to the binder cover with the lower surface of the base seated firmly against the cover surface.
For attaching the binder ring to a cover, a post may be molded integrally with the base and project from the lower surface thereof. After the post has been inserted in a preformed opening in the cover, its outwardly projecting end can be expanded by ultrasonic energy, thus both eliminating the necessity of a separate rivet and simplifying the attachment of the binder ring to a cover. Preferably a single, integral post is provided for each binder ring, although it will be apparent that two or more posts may be utilized or the base may be provided with an opening to receive a conventional rivet.
FIG. 1 is a view of a loose leaf binder incorporating the binder rings of the present invention;
FIG. 2 is a perspective view of a binder ring viewed from the upper surface thereof;
FIG. 3 is a view similar to FIG. 2 but showing the undersurface of the binder ring;
FIG. 4 is a view of a binder ring attached to a spine, with parts in section;
FIG. 5 is a view taken on line 5--5 of FIG. 1;
FIG. 6 is a view of a portion of the binder ring showing the cross bar thereof being moved into the socket thereof;
FIG. 7 is a view taken on line 7--7 of FIG. 5;
FIG. 8 is a view similar to FIG. 6, but showing the cross bar of the binder ring locked in position;
FIG. 9 is a view similar to FIG. 3 showing a second preferred embodiment of the invention;
FIG. 10 is a view, partly in section showing the embodiment of FIG. 9 attached to a binder; and
FIG. 11 is a view, partly in section, showing a third embodiment of the invention.
FIG. 1 of the drawings depicts a typical loose leaf binder cover incorporating binder rings 10 of the present invention. Although three rings are shown for purposes of illustration, it will be apparent that the number of rings may be varied as desired.
The binder rings 10, as best seen with reference to FIGS. 2 through 8 of the drawings, includes a base portion 12 having upper and lower surfaces 14 and 16, respectively, and a flexible strap 18 formed integrally with the base and projecting from a side 20 thereof. At the intersection of the strap 18 and the side 20 of the base 12, the thickness of the strap is reduced, as at 22, to improve the flexibility of the connection between the strap and the base. Additionally, the binder rings 10 are constructed by molding from a material such as polypropylene which has an inherent flexibility.
The base 10 has formed therein a socket 24 which has a substantially T-shaped configuration as viewed from the upper surface of the base 12, with the stem 26 of the T extending parallel to the strap 18 and the head 28 of the socket positioned between the stem 26 and the strap 18. The outer end of the strap 18 has a reduced portion 30 defining a cross bar 32 extending substantially parallel to the head 28 of the socket 24 and being of a length less than the length of the head of the socket 28 and greater than the width of the stem 26.
As best seen in FIGS. 3 and 7 of the drawings, the socket 24 has a substantially rectangular configuration as viewed from the lower surface 16 of the base 12. A pair of spaced parallel legs 34 define the stem portion 26 of the socket and have their upper surfaces 36 flush with the upper surface 14 of the base and their lower surfaces 38 disposed intermediate the upper and lower surfaces of the base member 12, thereby defining a pocket 40, as best seen in FIGS. 4 and 6 of the drawings.
The ends of the legs 34 adjacent the head 28 of the socket are provided with locking portions 42 projecting downwardly from their lower surfaces 38. Additionally, in a preferred embodiment of the invention, a single post 44 is formed integrally with the base 12 and projects downwardly from its lower surface 16.
With this construction, the rings 10 are attached to the spine 46 of a binder by inserting the post 44 through a preformed hole in the binder and then expanding the outwardly projecting end of the post into a head 48, as seen in FIGS. 4 and 5 of the drawings. Conveniently the expansion of the outwardly projecting end of the post 44 can be accomplished by the application of ultrasonic energy.
With the binder rings 10 attached to the spine 46, the rings may be moved from the open position shown in FIGS. 1, 5 and 8 by first moving the strap 18 upwardly about its point of connection 22 to the base 12, as indicated by the arrow in FIG. 4 of the drawings. The strap 18 may then be bent to a substantially inverted U-shape configuration and its cross bar 32 positioned opposite the head 28 of the socket, as indicated by phantom lines in FIG. 4 of the drawings.
It is then moved downwardly in a direction indicated by an arrow in FIG. 6 of the drawings, until it abuts the surface of the spine 46 against which the lower surface 16 of the base 12 is seated. In this regard, it will be noted from FIG. 6 that the depth of the cross bar 32 is such that it clears the locking projections 42 when it is in engagement with the surface of the spine 46, as shown in phantom lines in FIG. 8 of the drawings.
The cross bar 32 is then moved in a direction indicated by an arrow in FIG. 8 of the drawings and the material resiliency of the strap 18 and its connection to the base 12 cause the cross bar to be urged to the left as seen in FIG. 8 and upwardly against the lower surfaces 38 of the legs 34. This tends to retain the cross bar 32 in the stem 36 of the socket. The projections 42, of course, also act to prevent inadvertent disengagement of the cross bar 32 from the socket 24, as it readily apparent from FIGS. 5 and 8 of the drawings.
Turning now to FIGS. 9 and 10 of the drawings, a modified version of the binder ring described above will be described. Thus, the binder ring 100, rather than utilizing a single post for attachment, is provided with a pair of smaller posts 102. Additionally, because the posts are disposed adjacent opposite sides of the base of the binder ring, the amount of material utilized in the ring 100 can be reduced by forming a cavity 104 in the lower surface thereof.
In all other respects the binder ring 100 can be constructed the same as the binder ring 10 and the outwardly projecting ends of the posts 10 also can be expanded, as indicated at 106, similarly to the end 48 of the post 44 to attach the binder ring 100 to the spine of a loose leaf binder.
FIG. 11 of the drawings discloses a third embodiment of the present invention. The binder ring 200 is provided with an opening 202, counter-sunk at 204 to accommodate the head 206 of a rivet 208. The rivet 208 may be of conventional construction and attachs the ring 200 to the spine of a loose leaf binder by having its outer end 210 expanded. Thus, in place of a single post 44 or a pair of posts 102, the binder ring 200 is attached by means of a separate rivet 208. In all other respects the binder ring 200 is the same as that shown in the previous two embodiments.
From the above it will be apparent that the present invention provides a one-piece, molded plastic binder ring having unique interengaging fastening means and which may be constructed with an integrally formed post for attaching the binder ring to the spine of the binder.
While the products herein described constitute preferred embodiments of the invention, it is to be understood that the invention is not limited to these precise products, and that changes may be made therein without departing from the scope of the invention.
Patent Citations
Referenced by
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Talking Horses
National and local horse racing news
Monthly Archive for July, 2012
Attendance, handle up at Saratoga at quarter mark
This is from the New York Racing Association news release: Wagering and attendance remain up compared to 2011 after ten days of racing at Saratoga, according to The New York Racing Association, Inc. (NYRA). Attendance for the first two weeks of the meet was 203,780, a 1.2 percent increase from 201,400 in 2011. On-track handle […] [Read More]
Shackleford to run in Vanderbilt on Sunday
SARATOGA SPRINGS – Shackleford, the 2011 Preakness winner, will try to join rare company when he runs in the Grade I, $400,000 Alfred G. Vanderbilt Handicap on Sunday. Trainer Dale Romans said today he plans to enter Shackleford in the six-furlong Vanderbilt, which will serve as a prep for his appearance in the Grade I […] [Read More]
Dullahan likely to return to grass or synthetic
SARATOGA SPRINGS – Fans shouldn't plan on seeing Dullahan at the Travers Stakes on Aug. 25 after his fifth-place finish in the $1 million Haskell at Monmouth Park on Sunday. In fact, trainer Dale Romans said a move back to grass or synethetic surfaces was more likely for Dullahan, who finished third in the Kentucky […] [Read More]
Pletcher: Gemologist had breathing problems in Haskell
SARATOGA SPRINGS – Trainer Todd Pletcher thinks he has an explanation why Gemologist faded to last place in the $1 million Haskell Invitational at Monmouth Park on Sunday evening. Pletcher said Gemologist displaced his soft palate, which was confirmed by a endoscopic examination after the race. "Javier said (Gemologist) was making a lot of noise […] [Read More]
Monday's scratches and changes at Saratoga
SARATOGA – Here are today's early scratches and program changes for today's 10-race card at Saratoga Race Course. The track is listed as fast, the turf as good. [Read More]
Local trainer wins with 70-1 shot at Saratoga
SARATOGA SPRINGS – Trainer Gabriel Goodwin, whose family farm is in Porter Corners, earned his first Saratoga win in resounding fashion when 70-1 Lady Utopia took the fifth race by two lengths this afternoon. On a good track, Lady Utopia was followed by 44-1 Thirty Minutes for an exacta worth $2,152, the highest-priced exacta at […] [Read More]
Sunday's scratches and changes at Saratoga Race Course
SARATOGA SPRINGS — Here are the early scratches and changes for Sunday's 11-race card at Saratoga Race Course. The sixth race and the 11th are off the grass. The sixth will be run at 1 1/8 miles, the 11th at seven furlongs. [Read More]
Alpha wins The Jim Dandy at Saratoga
SARATOGA SPRINGS – Alpha led wire to wire on a sloppy track to win by two lengths in the Grade II, $600,000 Jim Dandy Stakes at Saratoga Race Course this afternoon. With Ramon Dominguez in the irons, 9-5 favorite Alpha repelled a late move by Neck 'n Neck to finish the 1 1/8-mile race in […] [Read More]
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subset: commoncrawl


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U.S. Department of Health and Human Services
Employee Resources•
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Register a New Account
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Seed-gathering tribes centuries ago, the Cocopah and Quechan are now contemporary, English-speaking Indians. But a few of the old ways linger. Traditional tribal members still practice cremation of the dead, which includes the burning of
property belonging to the deceased.
The cultural experiences are deeper here. Even the native language bears linguistic similarities to the ancient Aztecs. It's a different world with varied and exciting career possibilities.
An arid desert climate with an elevation of 141 feet, Yuma is an area of extreme temperature variations. Mild most of the year, Yuma experiences hot summers. This is tempered by the abundance of lively water sports on the Colorado River and nearby lakes.Join vacationers from all over the country as you enjoy swimming, boating, fishing, and waterskiing. Be adventurous and take a ride over Yuma's famous sand dunes. Or venture into the old Territorial Prison and see how the Wild West was tamed. Head south of the border to a quaint Mexican village. Spend a weekend by the ocean in San Diego, just a few hours away. If you are seeking to leave the anxieties of urban life behind, the Fort Yuma Service Unit offers you fulfilling work in a comfortable community.
Indian Health Service (HQ) - The Reyes Building, 801 Thompson Avenue, Rockville MD, 20852
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Roberto Luongo has been spending the off-season (allegedly) letting everyone know that he's a quick-witted and funny guy through his (alleged) twitter account. Combine that with the rumours that he has (allegedly) been traded to Toronto and you end up with a lot of Canucks fans who are suddenly (and allegedly) sad that Luongo might be leaving Vancouver. We only just now are finding out what a goofball he is and now he might be taking his talents to Sunnyside Beach.
It's like people suddenly forgot that the Canucks' other really good goaltender also has a great sense of humour and is an all-around nice guy. Thankfully, Cory Schneider stepped up to remind everyone that he is also a good dude by being his normal charming self during a day spent with a contest winner and his family. The contest ran through Panini America, who make trading cards, and the winner was a young man named David Almeida, who is a pretty big fan.
A fan of sports cards, that is. David Almeida is from Boston, so it's not overly likely that he's a Canucks fan. The video of the day is a little dry at times, but it definitely has its high points.Continue Reading —›


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You have just found one of Central Wisconsin's most unique counseling resources for you and your family. Advocate Psychotherapy Services has been serving people since 2012. This private agency is centered around providing timely and effective psychotherapy to the men, women, children, teens, couples, and families throughout Wood and Portage counties – and beyond. No matter where you live in Wisconsin, there is an opportunity for getting help from APS. Centrally located offices help with driving in for treatment from other areas, technology and online resources can help connect counselors to people who cannot or desire not to travel, and APS can offer helpful and engaging seminars for the public good.
The mission of Advocate Psychotherapy Services is grounded in the belief that each person is unique in their skills and abilities, valuable because of who he or she is in personal character, and that there is always hope for needed changes. Support systems may be weak during a crisis or ongoing difficulty, but with the help of a counselor, healthy patterns, effective ideas, and healing can all be achieved.
Take your time evaluating the services and resources available via this website, and please do not hesitate to contact our office via a phone call or email (use the icon in the upper right of this page). Any of your questions can be answered, by calling 800-681-2374.
Thank you and hope to see you soon!


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The White House clearly believes that meeting the president's deadline is key to bringing in a health care bill he can sign.
"The deadline is artificial, but it does reflect a reality and the reality is the longer this drags out, the less likely that the president will get exactly what he wants and all that he wants," Rothenberg told ABC. "Look, there's still a very good chance that we're going to get a health care bill either later this year or a next year bill."
"There's going to be some sort of reform. I think most people believe, but in terms of the dramatic program, policy changes that the president wants, the longer this lasts the less likely that something dramatic is going to truly be passed and be signed," he said.
This week the president plans to launch a full-court press on health care reform, with an interview on PBS on Monday and a prime-time press conference on Wednesday, where health care reform is expected to be topic number one.


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Intelligent Liposuction?
Plastic surgeon Haideh Hirmand surveys the field's latest innovations: devices that not only vacuum fat, but also claim to tighten and tone the skin
We want a lot out of liposuction. Patients used to come to me just wanting to look thinner. Now they want to leave the operating room looking not just svelte, but with the body they had in their 20s. I'm no magician, but I can tell you that this procedure has entered a new stage.
When liposuction first came along, it was revolutionary. Doctors made small incisions, connected a cannula tube to a suction machine, and manually vacuumed excess fat under the skin. The procedure evolved a bit when surgeons added a magic liquid called tumescent fluid, which not only sucked out the fat more easily but also decreased patients' pain, bleeding and bruising. The new frontier? Ultrasound-assisted liposuction technology, which is said (though not scientifically proven) to create smoother results. Welcome to a new era in liposuction!
1. Laser-Assisted liposuction (examples include Slim Lipo, Smart Lipo, Cool Lipo, Pro Lipo): There are half a dozen devices, based on laser energy, that claim to remove fat while improving the tone, tightness and firmness of the skin. How is this achieved? Laser light energy, applied using a thin fiber through small incisions, melts the fat before sucking it out with a cannula. Then — and here's the revolutionary part — the laser energy is applied to the skin's underlayers through the same incisions. Heating the skin promotes collagen synthesis and remodeling. Over several months, manufacturers claim, the skin will become tighter. The process, done correctly, takes longer than regular liposuction.
Warning: Most of these laser machines are FDA-approved, but the procedure is still controversial. Scientific data suggests that while the technology really does tighten the skin, the results may not be amazing. Laser lipo may tighten the skin better than regular liposuction in some patients, but do your research first. Go to a qualified plastic surgeon, experienced in performing liposuction, who can advise you about the true benefit to you as well as the risks. Also, all laser-lipo machines are not created equal. Doctors are gaining more experience with this technology to see which machines and which wavelengths are most efficient.
The Ideal Patient: Someone who could benefit from a mild to moderate level of skin tightening. If you have super-loose skin, it won't make the hanging skin or all those ripples disappear.
2. Radio-Frequency Assisted Liposuction: (Example: BodyTite technology) Radio-frequency energy (high-frequency electrical current) has been used in surgeries for decades. It's also been used for external skin tightening (like Thermage). Doctors zap radio-frequency energy through the cannula to generate heat and melt the fat. Similar to laser liposuction, the energy is using precise settings to heat the skin in the area, so over several months, collagen will process and the skin will tone. It additionally heats all the fibrous tissues that connect the fat and the skin so the tightening is not just at the skin level. This procedure still takes more time than regular liposuction, and its safety and efficacy is under clinical investigation.
Warning: Again! This is NOT FDA-approved at present and only available under the study protocol.
The Ideal Patient: Someone with moderate loss of skin tone. Someone a bit older who has tried working out at the gym and can't get rid of that annoying excess flub, muffin-top or roll. A younger person with good skin would do fine with regular liposuction.
The Cost: Both procedures start at $2,000 and go up from there, depending on the extent and areas. Expect three days to one week for initial recovery and then three to six months for final results. Surgery is best done in an accredited operating room — either a surgical suite in a doctor's office, ambulatory facility or hospital. It's not advisable to have this done in an office examination room or small procedure room. A patient will often need sedation or some kind of mild anesthesia. If you're having a very small area worked on, local tumescent with a valium may be enough for you. An overnight stay is not required unless large volumes of fat are taken out.
The Bottom Line: For the best results, know that it is not what liposuction machine is used, but who is behind the machine performing the liposuction. Don't fall for marketing schemes. Seek the advice of a reputable board-certified plastic surgeon and discuss the benefits for your individual situation as well as the risks, which for these latest technologies include skin burns or blisters, in addition to the usual side effects of liposuction. These new energy-based liposuctions need more expertise. To receive the principal benefit of skin contraction, each step in the process must be done properly and safely – and even then, the benefit may be moderate. Realistic expectations are key and best defined when speaking to your surgeon.
Editor's Note: Dr. Haideh Hirmand is a plastic surgeon, academic and thought leader in the aesthetic and beauty arenas. She completed her Doctorate in Medicine at Harvard and is Clinical Assistant Professor of surgery at the The New York Hospital/Cornell-Weill Medical Center. She specializes in eyelid and facial rejuvenation, secondary breast surgery, and body contouring, and is recognized nationally as a pioneer in injection techniques.


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- Our students are top-notch–those who enrolled in the fall of 2010 had an average GPA of 3.57 and a score of 1720 on the SAT-I.
- The UMW education prepares them for a wide range of career fields. With intensive writing requirements, as well as speaking requirements, and small class size, students develop into well-rounded individuals who have excellent problem-solving, analytical, and verbal skills to offer.
- Our location is convenient for employers. We are between Washington, D.C. and Richmond, VA, just a couple of miles off exit 130 on I-95.
- We are small enough to be able to work individually with you. Unlike some larger schools, we can customize our services to aid each employer.
UMW offers more than 40 majors and programs of study. Majors/Programs at the UMW Fredericksburg campus include: Business Administration, Computer Science, Economics, Education (Teacher Licensure), English, Environmental Science, Historic Preservation, Mathematics, Physics, Political Science, Psychology and Sociology.
Many other liberal arts majors are also offered, along with the opportunity for students to design their own majors in fields such as Communications, Journalism and Women's Studies. The Bachelor of Liberal Studies (BLS) degree is also offered as an option for adult students on our Stafford campus.
Graduate Programs at UMW include:
Master of Education for Licensed Teachers with concentration areas in: Diverse Student Populations, Educational Leadership, ESL, Instructional Technology Leadership, Literacy Specialist, Special Education, Autism Certificate.
Master of Business Administration (MBA) with concentrations: Accounting, Contracts and Procurement Management, General Management, Information Security, Management Technology, Organization and Human Resource Development, Project Management, Public Administration, Risk Management and Insurance, Health Care Management.
Master of Science in Management Information Systems (MSMIS), MBA-MSMIS dual degree.
We encourage employers to increase their visibility on campus through information sessions, outreach to faculty, tabling in the Campus Center and so on. We are more than willing to work with you to plan the best strategy to increase your visibility on campus. Please call our main office, 540-654-1022, if you are interested in coming to campus.
We welcome employer participation in programs such as mock interviews and workshops. We also seek speakers for programs such as our program for sophomores: Majors, Careers and more.
Conducting mock interviews or speaking in front of students is a great way to increase your organization's visibility and credibility with students. Please call our main office, 540-654-1022, if you are interested in coming to campus.
Each year, the Office of Academic and Career Services sponsors several on-campus career fairs. For more information on any of these events, please check our event calendar, or contact our office at 540-654-1022.
The University of Mary Washington subscribes to the principles of equal opportunity and affirmative action. The University does not discriminate on the basis of race, color, religion, disability, national origin, political affiliation, marital status, sexual orientation, sex or age in recruiting, admitting, enrolling students, or hiring and promoting faculty and staff members. The University will not recognize or condone student, faculty, or staff organizations that discriminate in selecting members. Complains of discrimination should be directed to the AAEEO Officer of the University.
(NOTE: UMW ACADEMIC AND CAREER SERVICES RESERVES THE RIGHT TO REJECT ANY COMPANY OR ORGANIZATION. Employers who wish to recruit at the University of Mary Washington must refer to the Principles for Professional Conduct for Employment Professionals, created by the National Association for Colleges and Employers (NACE))
*The Office of Academic and Career Services reserves the right to remove, edit, or refuse to post items deemed inappropriate.


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If you are interested in finding out exactly how successful you can be with the team you have, there are a few foundational conditions that have to be met. Create the right environment, and you will achieve milestones. Keep trying to force production in the wrong environment, and you can expect a few sputtering fits and starts until the whole thing just seizes up before the inevitable crash and burn.
Step one in getting the most out of your team is figuring out what matters most to them. Here's the rub … they may not even know. Many employees are so conditioned to "trying to make the best of it" at work, they never really think about what could be done to truly inspire and motivate them.
Sure, they gripe. To you, to each other, to social media … but complaints are not always what people really care about. Think about politics for a moment. For four years you will read diatribes online about specific issues, then, when the time comes to actually pick someone, their choice is made for entirely separate reasons. Human Nature 101.
But don't be discouraged, there are some good people who specialize in studies giving employers and managers a good baseline for learning what matters most to your employees. Start there.
People want to belong, to matter, and be important. Humans are tribal, for better or worse. We want to be part of a successful team. We'll even tolerate being a part of a failing team if there's some hope for a better future. Belonging is not just about the right color t-shirt or company name tags. Those are just props. Belonging is a feeling, something deep that draws people together and provides identity and strength.
How can you create that sense of belonging? It starts with something clear to cling to. Think about sports team fans. The most popular teams tend to have an "identity" closely aligned with the character and reputation of the town. Fans revel in that connection. Potential fans gravitate toward it. In business, that identity comes from culture and vision. Where you are going, what you are doing, and how you plan to get there each and every day all contribute to your culture and vision.
Don't be afraid to allow your vision and culture to be obvious. Plant your flag in How We Do Things, and you will attract the right sort of people for your team. You will also encourage those who don't appreciate the vision and culture to find another they like better.
Definitive cultures need strong leadership. You don't have to be Conan the Barbarian or Josef Stalin to be considered strong. Principled, wise, and secure work even better. Let people know you understand where you are all going and you appreciate their genuine contribution to getting there.
With the advent of news on mobile devices, the public relations industry as a whole shrugged. Then they started hemorrhaging money left and right. Pundits and prognosticators weighed in, predicting DOOM for the Traditional Media. New media, they presumed, was king. People didn't want Old Media anymore when they could get it on their phones. But, trends are not always to be trusted. Rumors of News' death may have been premature.
While the momentum is still decidedly on the side of New Media News, at least one contender to the throne of Tomorrow's Media has fallen from contention. Former New Media Cinderella "Circa News" recently reported that it would be putting its news app on "indefinite hiatus." That, usually, is code for "we're done with this." It's almost always cheaper and more profitable to come up with a new idea than to try to resurrect a proven loser.
Then again, Circa News may not really have been a bad idea. It may have just been too expensive for its developers to continue to produce. That's the current story being floated, anyway. The promise had been "breaking news faster and better and more mobile-friendly than ever before…" then they ran out of cash and had to pull the plug.
Wait, you argue, isn't there more cash out there for a concept with some momentum behind it? Usually, yes. Unless that idea is going nowhere.
In their swan song missive, the decision makers at Circa divulged a fact all media tycoons understand – real news is expensive to produce. Here's what Circa's CEO Matt Galligan had to say:
"Producing high-quality news can be a costly endeavor and without the capital necessary to support further production we are unable to continue."
This is the dynamic all digital news agencies and app producers have to face. The news business is hard, profit is tough to come by and making it work on a reasonable budget is next to impossible. Competition is fierce, and the public appetite is immediate. Delays don't just cost money, they kill companies.
At the center of all of those dynamics is the reader. The fickle, ever-changing reader. There was a time when media control was absolute. Now a single-menu restaurant has become an all you can eat buffet of options. To be consumed, media has to be chosen. That means media – both old and new – is subject to the same dynamics that govern the marketing of any other high-competition product or service. Those who figure out how to work within that paradigm will survive. Those who ignore it, favorable winds or otherwise, will sink.
Large companies should know that frontline managers should be given training and authority to act. Frontline managers are those noteworthy souls who, in most cases, oversee others efforts in a management role yet are given no authority to make policy or decisions. Generally they relay decisions and then make sure those policies are followed. Yet, frontline managers may be the very people who can see where changes should be made to create better results. If they know how to develop strong relationship with the line workers and with upper management, they can become the bridge that strengthens every part of an organization.
Leadership Training : A Necessary Investment for Success
If your company wants to see real expansion and growth, consider training for your frontline managers in the following areas:
Communication and coaching. An active and empowered frontline manager needs to be aware of what is happening in his location. If he has an open communication with the workers, customers, and upper management, he can then use that information to make decisions to stay ahead of any problems. If the frontline manager is in charge of one store in a national chain, he is the one who should have the power to act when community situations arise.
Waiting for a policy decision from the national headquarters may cost valuable response time in emergencies. The faster the manager can act to provide help and assistance, the more positive will be the outcome for that store, and in many cases for the chain of stores in an onslaught of positive publicity. And just as each location may have specific needs and concerns, they have individuals in their workforce.
The frontline manager is the one who, if he is keyed in, can see the special talents, connections, and skills of his workers. That manager should have the training to know how to use those skills to the best outcome for the company as well as the individual. As a manager learns to develop the abilities and skills of his staff members, he improves the conditions of the workplace, employee satisfaction, and the morale of the workforce. Happy workers make for pleasant interactions with customers, which lead to repeat business.
Retention and motivation. Yes, your frontline manager will make sure the workers know the company policies, but he should also know how to get the best results from those efforts. It is hard to build employee loyalty simply by enforcing corporate rules and policy. A good manager will find ways to amp up the efforts of his staff, to motivate them to better results. He will also make sure that he retains employees, so turnover is not costing more than necessary.
When people feel they are appreciated and honored for the work they do, they will generally stay longer and be loyal to their employer. And, in this case, their employer is the frontline manager, at least to their way of thinking. But that manager will have also instilled a culture that lasts beyond his time in the job because the workers have seen how it is done day-in and day-out. This trains them to do the same with each other.
Problem resolution. Whenever possible the manager will foresee any problems, plan for them, and put solutions in place before the problem happens. But there are also emergency situations that arise and need to be addressed. A local dam breaks and floods half of the community – this is an emergency that needs to be addressed immediately. In such major situations, communications may not be available for days. If your manager has the authority to act promptly, he can save your company a lot of headaches and money.
Whether he closes shop and sends the unaffected workers out (on your company's dime) to volunteer in the community rescue efforts, or opens the facility to provide temporary shelter to displaced families, he can be the best thing that happens in your company. If his hands are tied, you may not have repercussions, but you also won't have any good will nor the publicity garnered from his good choices.
Give your frontline managers the tools they need, and they can do wonders for your bottom line.
Lean management is a holistic approach to running a company and how your organization can benefit from this style of communication. As in most things, change starts at the top. Once you, as CEO, are convinced of the value of lean management, then the shift to it begins to happen. Now, how can you get that ball rolling?
Lean management allows people to do what they do best and most love to do. So one of the first steps you need to take is to organize your people so they can create small groups allowing them to do that most of the time. In other words, if you have people who want to sit at their desk and focus on getting information into the computer, you shouldn't have them spending half of their day in meetings where they are expected to be highly communicative with others. Nor should you have someone who is highly social stuck in a filing room all by themselves all day. So the big trick at each level of your organization is discovering who likes to do what and how to make it possible for them to do that with more of their day. That will start with communication between them and with you and other leaders.
But sometimes people are so used to being told what to do, it might be hard for them to identify what the ideal situation would be for them.
Another issue you will face is that your management staff may feel as if they are being robbed. Because you will be empowering people to do what they already know and love doing, they will need much less direction and supervision. So helping management staff realize that they also will do what they love more and not as much of what they dread, the transition should be easier.
Even in the microcosm of your company, you will find those who love to file, those who love to answer phones, those who love to type, and those who love to organize. You will also find the people who dream up solutions and innovations. It is a simple matter of identifying and channeling those people and allowing them to shine in the way they have always wanted.
You'll spend less time training new employees, partly because old ones won't leave and partly because they will gladly train themselves about the things they love. You'll spend less energy following up with people about when they will complete a project you feel they should do because almost everything they do is fun and exciting to them. You'll also get to experience the appreciation of employees who know they've never loved a job more than what they are doing right now.
Ultimately, you'll have managers who love communicating with their group and who know best how to do so. When that happens, your job as a communicator becomes almost effortless both inside your company and with the public.
The road to getting to this utopian company may have a few bumps. You'll probably encounter some resistance too—mainly because no one has ever had it so good before. But the effort will be worth it and in the end your team will be happier, more productive, and more efficient.
Pinterest has been around for quite a while now, at least in terms of a social media platform. People use it for a variety of reasons. If they are looking for ideas based on a theme or topic; if they want to know about products on the market and how they can be used; and if they are trying to narrow down options. There are probably other reasons, but these are three main ones that can help build your business and customer base.
Expand your customer base.
Your customers fall into a particular category, but you feel certain other groups would love your product if they only knew about it. Pinterest is a great way to expand your base to other groups. One way to do that would be to create different boards on your site that are targeted to those new groups. If most of your customers are young mothers in their 30's, you may want to target college students or DIYers. So, after studying the demographic you want to add and finding what types of presentations do best with that group, you would then create a board with pins specifically meant for that group. This includes pins about your product being used in a way that would be useful to that demographic. But you would also include other pins that inspire or appeal to the group without ever mentioning your product. As a starting point, create two or three boards that are for groups other than your primary customers.
Pin It Button
Make sure you have the Pin It button on your website so your posts can easily be pinned to a visitor's boards. Pins and likes on your products direct people back to your website, increasing traffic and exposure. Adding this button is usually a simple process, and you should find the instructions on Pinterest or from your web service provider.
Quality Photos
Whenever you are presenting your products on social media, don't skimp on the quality of the photographs. Make sure the resolution is high and the images are crisp and eye catching. Remember that more than 60% of social media views are happening from smartphones currently and the percentage is expected to continue to rise. That means that your image is going to be seen on a screen that is a maximum of about five inches tall. If your photographs are not vibrant, crisp, and beautifully presented, they can easily be scrolled over without ever leaving an impression.
Pinterest, like other social media platforms, has well-established patterns of what works there. Make sure your posts offer something that people will enjoy, and it will likely be pinned. Once you have several posts, check your analytics to see which ones are grabbing the most attention from your target audiences to begin to tailor your approach for the best results.
Who is Ronn Torossian:Ronn Torossian 5WPR CEO, Author of best selling PR book "For Immediate Release: For Immediate Release: Shape Minds, Build Brands, and Deliver Results with Game-Changing Public Relations", and a regular contributor to Fox News, Huffington Post, Business Insider, Insights Wired, Everything PR and more!
Ronn Torossian at the NY Observer
Ronn Torossian at Everything PR
Ronn Torossian at Wired Innovation Insights
- Brand PR (93)
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Managing Deflategate Crisis
Going Above and Beyond in PR
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5W Public Relations is based out of 1166 Avenue of the Americas in New York City. 5WPR has offices in Los Angeles and Colorado. Let us help your brand generate results, get in touch with 5W PR or Ronn today @ firstname.lastname@example.com


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risk management Companies in Canada
Environmental Risk Managers, Inc.
based in Wayland, MICHIGAN (USA)
eRMI is a specialty wholesaler for environmental liability insurance. We assist independent insurance agents to increase their sales and hit ratios through proven strategies that have generated tens of millions of dollars in environmental liability insurance premium sales. Insurance wholesalers typically focus on the number of submission's, eRMI is focused on writing ...
Refined Risk
based in ONTARIO (CANADA)
Refined Risk is a world class suite of software modules designed to govern Sustainability, Environmental, OHS and Regulatory compliance risk for companies that manage large property portfolios. The software platform is elegant and easy to use. It can be fully integrated with existing property management systems such as Yardi and JD Edwards. Refined Risk supports a ...
The Risk and Insurance Management Society, Inc. (RIMS)
based in New York, NEW YORK (USA)
The Risk and Insurance Management Society, Inc. (RIMS) is a not-for-profit organization dedicated to advancing the practice of risk management, a professional discipline that protects physical, financial and human resources. Founded in 1950, RIMS represents nearly 4,000 industrial, service, nonprofit, charitable, and governmental entities. The Society serves over 10,000 ...
Risk Integrity Safety Knowledge, Inc. (RISK, Inc.)
based in Santa Cruz, CALIFORNIA (USA)
Risk Integrity Safety Knowledge, Inc. (RISK, Inc.) is a global safety consulting company offering a full range of technical consulting, training, and staffing services in Process Safety and Risk Management. RISK, Inc. offers industry leading experience in risk management and process safety management program development and compliance services for a wide variety of ...
Pacific Risk Advisors Ltd
based in Central, CHINA
Pacific Risk Advisors Ltd (PRA) is a risk management consultancy specialising in sustainability and ESG risk management needs of investors and operators in Asia. Our aim is to enhance the overall performance and value of a company or investment through managing and reducing non financial risks. These risks include regulatory compliance, operational and business, human ...
Kingsbridge Risk Solutions
based in Tewkesbury, UNITED KINGDOM
Kingsbridge are developing a reputation for being the `insurance brokers of choice` within the water sector. Providing quality bespoke insurance and risk management solutions, we are confident that we can increase overall cover and reduce premium with our expert industry knowledge and established contacts in the insurance market.
Compliance and Risks Ltd.
based in Little Island, IRELAND
Compliance & Risks is a regulatory data and services software company, provide web-based tool C2P (Compliance-to-Product). C2P integrates a daily-updated database of global regulations, compliance software and all the features of a knowledge management system. C2P replaces emails, spreadsheets, and paper trails with an online suite of communication and collaboration ...
Ark Workplace Risk
based in London, UNITED KINGDOM
Since 1989, Ark has provided health and safety and fire safety services to the commercial property sector throughout the UK. Since 2000 Ark has expanded its service offering to include the risks associated with legionella bacteria. In order to develop this service Ark has employed a number of staff with the appropriate knowledge and expertise. Occasionally we undertake ...
Enviro Risk Mitigation Consultants
based in Ghaziabad, INDIA
The Enviro Risk Mitigation Consultants (ERM) Consultants renders diversified consultancy services in the field of Safety & Environment. Services offered by Enviro Risk Mitigation Consultants (ERM) are Hazards & Risk Analysis, HAZOP, HAZID, Transportation Risk Analysis, Safety Audit, Safety Report, On site & Off site Emergency Response Plan, Environment Impact Assessment ...
IRC Risk and Safety LLC
based in Houston, TEXAS (USA)
As a leading global provider of environmental, health, safety, risk, and social consulting services, ERM has sustainability at the heart of both our services and how we operate our business. We employ over 4,000 people with 140 offices in 40 countries worldwide.For over 40 years we have been working with clients around the world and in diverse industry sectors to help ...


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Below is the poem entitled inspiration kick push lupe fiasco which was written by poet
merritt. Please feel free to comment on this poem. However, please remember, PoetrySoup is a place of encouragement and growth.
Read Poems by
Eddie Merritt
Not even barely breathing chest thumping like a tamburine n
Trying to be decent
But the whole situation has my chest wheezing head pounding heart leaking for what a bloodclot reason.
The explanation was just weak why not admit defeat when got the speaking
It just ain't kosher if shoe was on the other foot I'd be bowled over tenderized n put in the George forman
Open dialect with open mindedness
Even said of how I'm understanding this
Even tho I was so heated I was shaking n
This isn't the end becuz it was turned around on me of past tense
I couldn't even believe this but it did
Get to that extent
Yet it made no sense I open up this hidden agenda that wouldn't have been exposed if I wouldn't have
looked for why my body had sleep kept from me ......peace
A comment has not been posted for this poem. Encourage a poet by being the first to comment.


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Whether you are having a big party or cooking for a large family gathering, Get Organized has the serving accessories you are looking for. If you need a serving set, plastic serving tray or other serving accessories, Get Organized has them all. A 3 station buffet server is available allowing your guests to help themselves to their meal. The perfect complement to any summer barbeque or holiday party, Get Organized has the serving set and other serving accessories you need.


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North West Wedding Award Finalists 2014 & again in 2015. Icon Studio specialise in Stunningly Original Wedding Photography in Cheshire and surrounding areas.
Ranked as one of the top four 'Best North West Wedding Photographers' for the second year running, according to County Brides Magazine and the North West Wedding Awards 2015.
We are a male and female team, meaning we can spread our time with the Bride and Groom from the very beginning of the day. We specialise in natural non-intrusive photography capturing perfect images as they happen without any fuss. Icon understand that not everyone wants the same thing. That is why we promise to listen to you from the moment you book to make absolutely sure your photographs will be taken the way you want. Meaning there are no surprises on your big day and you can relax and focus on what really matters.
For fantastic, unique and memorable photographs of your special day, consider Icon Studio.


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That something so pallid, so soft,
so vulnerable, could feel threatening,
frightened me as a child.
I was frightened by its defeated weight,
as if it was too much to ask itself to fill out
the sagging nylon panties.
I wanted no part of it,
my mother's ass was hers
and hers alone to bear.
But these things leave their impressions
at a tender age and so,
I am a stalker of asses.
I believe you can see a person's character
by watching them walk away from you.
I always like to follow behind.
I am ashamed to say my own ass is a liar.
It talks a good game, but it's all a front.
I caught my son following a girl's ass the other day.
We were in the car at a red light and a girl,
all skinny jeans and hoodie with
genetically attached headphones prancing
across the windshield to get to the mini-mall.
He is nearly 12, I am nearly 42, she was barely 16.
I caught him looking
because of course, I was looking too.
I watched him watching her and thought,
He is seeing everything to come,
the electric skin, like chinchilla fever
and the answer to the question that hides
like a wet pink sea-fruit
beneath the tip of his tongue.
I saw his profile, turned away,
the gentle line of check to ear to chin,
a half heart,
a valentine, waiting to be opened.
I watched her ass
entering the Rite Aid,
and saw everything I have lost,
everything I have left
to lose
and a force, like a ribbed funnel,
sucked me down with sorrow,
and a clean-fingered probing
of my old hatred,
that full lipped kiss of regret, all gorgeous with self-loathing,
and the tears I could not wipe away because
my hands were at the wheel,
and I knew
I am sorry,
and more lost to myself because of it.
In his heated glance,
the hips of the passing girl
rocking like a balance,
I was incinerated by hopeless love,
and my own deceitful ass
shifted in my seat
as I stepped on the gas,
wondering how to go on.


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MINNEAPOLIS -- Timberwolves Vice President of Communications, Brad Ruiter, stopped by KARE Saturday to talk all about their fast approaching new season.
The Timberwolves will be starting their 25th season against Orlando on October 30th at the Target Center in Minneapolis. This year the Wolves will be celebrating the 25th anniversary with new players and a new General Manager.
Some exciting new things this season include new concessions, no fees on tickets, 25th season merchandise, and a dedicated website.
(Copyright 2013 by KARE. All Rights Reserved. This material may not be published, broadcast, rewritten or redistributed.)


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VIEWS: 61 PAGES: 22 POSTED ON: 9/28/2011 Public Domain
Introduction to Visible Watermarking IPR Course: TA Lecture 2002/12/18 NTU CSIE R105 Outline Introduction State-of-the-Art Characteristics of Visible Watermarking Schemes Attacking Visible Watermarking Schemes Discussions and Conclusions Classifying Watermarking Schemes Data hiding Steganography Watermarking Imperceptible Visible Imperceptible Visible data embedding data embedding watermarking watermarking Non-robust Robust Fragile Robust data embedding data embedding watermarking watermarking Visible Watermarking + • IPR protection schemes for images and video that have to be released for certain purposes • Unobtrusive copyright patterns can be recognized on embedded contents Invisible Watermarking v.s. Visible Watermarking Invisible Watermarking Visible Watermarking Watermark Imperceptible distortion Visibly Meaningful pattern Perceptibility Intentional attacks and User-intervention based Robustness common signal processing watermark removal Protection Passive Active Explicit extraction Direct viewing Extraction module Current Hot Only few papers Research Status Requirements of Visible Watermarking Perceptibility of host image details Contents should not be rendered useless after being visibly watermarked Visibility of watermark patterns in embedded contents No explicit watermark extraction techniques are required Robustness Difficult to remove unless exhaustive and expensive human interventions are involved A General Model of Visible Watermarking I ' = K 1 * I + K 2 *W D ( E I ( I ' ), E I ( I )) < Threshold I D( EW ( I ' ), EW (W )) < ThresholdW I': the watermarked content I: the un-watermarked original content W: the watermark pattern Ki: the weighting factor D: a distance function measuring the perceptual difference of its two parameters Ei: image feature extraction operators ThresholdI: the largest allowable distortion of image details that observers can tolerate and, at the same time, the signature of can be maintained. ThresholdW: the largest allowable distortion of the embedded watermark pattern that the copyright information can be clearly recognized. State-of-the-Art G. Braudaway, K.A. Magerlein, and F. Mintzer, "Protecting Publicly Available Images with a Visible Image Watermark," Proceedings of the SPIE International Conference on Electronic Imaging, San Jose, CA, Feb.,1996 J. Meng and S. F. Chang, "Embedding visible watermarks in the compressed domain," Proc. of ICIP 98. M. S. Kankanhalli, Rajmohan and J. R. Ramakrishnan, "Adaptive Visible Watermarking of Images," IEEE International Conference on Multimedia Computing and Systems, 1999 S. P. Mohanty, J. R. Ramakrishnan, and M. S. Kankanhalli, "A DCT domain visible watermarking technique for images," Proc. of ICME 2000. S. P. Mohanty, J. R. Ramakrishnan, and M. S. Kankanhalli, "A Dual Watermarking Technique for Images, " Proc. ACM, pp. 49-51, 1999 The Scheme Proposed by G. Braudaway et al ( μn ,m − μτ ) Yw Y Y 'n ,m = Yn ,m + ( n , m ) 2 / 3 ΔL * μ A − μτ 38.667 Yw An approximately uniform color space is used, such as the CIE 1976 (L*u*v*) space and the CIE 1976(L*a*b*)-space, so amounts of brightness increasing and decreasing are perceptually equal for a fixed change occurred everywhere in the color space Definitions Yn,m and Y'n,m: the brightness values of each pixel in the unmarked original and the watermarked image Yw: the brightness of the "scene white" Other Enhancing Schemes [Meng and Chang] The same embedding model is extended to the DCT domain by simple statistic model approximation for the convenience of processing directly in the MPEG- compressed domain. [Kankanhalli et al] Local features related to the degree of distortion tolerances, such as edge locations, texture distributions and luminance sensitivity, are taken into consideration so that more unobtrusive watermarked images can be generated. Simple statistics of block-DCT coefficients are calculated and analyzed to decide the watermark embedding energy of each block. Edge integrity will be preserved, in these approaches, since the edge information is essential to maintain the image quality. And the energy of the embedded watermark is larger in highly textured areas than in smooth ones due to different noise sensitivity. In additions, the watermark energy of mid-gray regions is also smaller than other areas since the noises are more visible against a mid-gray background [S. P. Mohanty et al] in addition to the visibly embedded watermark, a fragile invisible watermark is also adopted to check if the visible watermark is altered or not Important observations (1/4) Attacking visible watermarking scheme means successfully recover the watermarked area. Implication: Similar image processing techniques can be adopted Image recovery Object removal Important observations(2/4) To clearly recognize the copyright patterns, the contours of embedded patterns must be preserved. Implication: An attacking scheme is effective if 1. The pattern is completely removed 2. The shape is seriously distorted without seriously degrading visual quality. Important observations(3/4) The perceptibility of the host image details within watermarked area depends on the preservation of edge information. Implication: Available information while attacking Surrounding pixels around watermarked area. Edge information within watermarked area is available while attacking. Important observations(4/4) The robustness lies in the inevitability of exhaustive and expensive labors. Implication: Only minimum user intervention should be adopted during attacking User selection of watermarked areas Averaging Attacks Refill the watermarked areas by averaging surrounding pixels. Good approximations for small areas. Blurring effects across object boundaries Image Inpainting M. Bertalmio, V. Caselles, and C. Ballester, "Image inpainting," SIGGRAPH 2000, Aug. 2000 ⎛ n N (i , j , n ) ⎞ n I (i, j ) = ⎜ δL (i, j ) ⋅ n ⎟ ∇I (i, j ) ⎜ N (i , j , n ) ⎟ t ⎝ ⎠ Image inpainting is an iterative image recovery technique. prolongs the approaching isophotes into damaged areas. successfully reconstruct the edges of damaged area. Basic Inpainting Attacks Attacks against visible watermarking are regarded as common image recovery problems. Good results can be obtained for areas composed of thin copyright patterns, but areas composed of thick patterns cannot be successfully recovered. General Attacks Watermark Area Edge Area Classifying flat areas within watermarked area by analyzing remaining edge information of host images Directly extend colors of surrounding flat areas into watermarked areas Further Improvement Experimental Results (I) Experimental Results (II) Experimental Results (III)
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Five Ways to Make Your Company More Innovative
How do you create a company that unleashes and capitalizes on innovation? HBS faculty experts in culture, customers, creativity, marketing, and the DNA of innovators offer up ideas. From HBS Alumni Bulletin.
In a hypercompetitive global economy, creativity has never been more important for success . But how do you create a company that unleashes and capitalizes on innovation? For answers, writers at the HBS Alumni Bulletin turned to five HBS faculty experts in culture, customers, creativity, marketing, and the DNA of innovators. What they have to say might surprise you.
Clayton Christensen
Can people learn to be more innovative?
I don't want to overstate the case. I think about 40 percent of people just are not going to be good at innovating regardless of what they do. And 5 percent are born with the instinct. There are things that they do and ways that they think that are intuitive. The rest of us could learn what these innovators do if somebody would just crawl inside their brains and codify what to them is intuitive.
In a sense, that was our hope with The Innovator's DNA, that we could articulate how innovative people think. So over a period of years, we interviewed hundreds of innovators and almost 5,000 executives to identify ways of thinking that distinguish innovative people from typical executives. What we found is that innovators "think different," to borrow a slogan from Apple. And thinking differently leads them to act differently. From our research, consistent patterns emerged that led us to identify five primary discovery skills that underlie innovation: associating, observing, quetioning, networking, and experimenting.
First and foremost, innovators are good at associational thinking, or simply associating. They make connections between seemingly unrelated problems and ideas and synthesize new ideas. I would frame associational thinking by asking this question: Has somebody else in the world solved a problem like this before? It turns out that most problems have been solved before by somebody in a different environment. Associating that other experience to what's going on in my world may make me look brilliant, but in reality my brilliance was in seeing that this had been solved elsewhere.
Observing and questioning go hand in glove. Innovators observe things, then question why. If you want to be an innovative person, when you see things, you have to pay attention and then wonder why.
A good illustration of observing and questioning is Scott Cook (MBA 1976) and QuickBooks. By observing and questioning, he developed an important insight into why the owners of small businesses typically wait until the last minute to update their books and file tax forms. Most people would say they are just lazy or undisciplined. But Cook observed what was happening and asked why. And the owners replied, "Every minute I spend doing my taxes or my books, I'm not with a customer. So bookkeeping is the last thing I want to do." For Cook, that produced an insight that led to the development of QuickBooks, which greatly simplifies small-business accounting.
Networking is a skill that innovators use to identify and develop ideas by spending time with a diverse group of people with different backgrounds and experiences. By engaging with others, innovators increase the probability that they are going to gain useful insights.
Finally, innovators are constantly experimenting. The critical insight here is that for whatever reason, when God created the world, he made data only available about the past. As teachers at HBS, we're trained to nail students to the wall if they ever make an assertion in class discussion that is not backed up with data and evidence in the case. So our students come out of here with this elevated respect for data-driven, fact-based, analytical decision-making.
The problem is that data are only available about the past. If you're trying to be innovative, and you have this data-driven mindset, you can't go forward. So experimenting essentially says, "I don't want to wait until somebody provides data. I need to get out there and create data."
Collectively, these five discovery skills constitute what we call the innovator's DNA, the code for creating innovative business ideas. By mastering these discovery skills, you can learn to act differently and think differently, and by doing so increase your prospects for developing innovative products and services.
Rosabeth Moss Kanter
How Do You Create a Culture of Innovation?
Have you noticed the courage buried in the word encourage? To create a culture in which innovation flourishes takes courage. Determined innovators persist despite setbacks. But companies shouldn't count on people succeeding despite the odds; they should shift the odds. Here are three ways to do that.
Put innovation at the heart of strategy, and tout it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, incremental contributions, and early-stage new ideas at the bottom. For example, Verizon placed big bets on Google's Android for smartphones and on fiber-optics for landlines, and now seeks new ways that wireless networks could run everything, including cars and refrigerators. It has projects in development with GM's OnStar and in cloud computing. In addition, Verizon CEO Lowell McAdam sees small "pots of gold" everywhere in the business, even in the traditional landline side, preaching process innovations to technicians.
Define jobs around innovation. Make it a job prerequisite. Consider 3M's move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choosing. Now many high-tech companies know that they can't get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note.
Recognize innovation in every part of the company. To build a culture of agility, creativity, and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. I was privileged to judge the first one with the then CEO, where we gave an award to the legal department for its ethics program, featuring a takeoff on "get out of jail free" cards from the board game Monopoly. This wasn't a blockbuster like the new shaving systems for women, but it showed that everyone has a role to play in a culture of innovation.
To go from idea to successful innovation requires a great deal of support and collaboration. When people are surrounded by constant communication and encouragement, they can find the courage to try, fail, redo, and try again.
Carliss Baldwin
How can companies tap their customers for innovative ideas?
Firms have a tendency to look at their navels. The first thing I would say to managers is that there is as much creativity and knowledge among your customers as you could ever hope to generate within your own boundaries. Accept the reality that they collectively know more than you do about whatever it is your company makes, that technology has almost completely democratized the design process, and that these user-innovators, thanks to the Internet, can go through an iterative process much more quickly and cheaply than was true in the past.
So, how do you encourage customer-driven innovation and capture some of that value?
First, consider the question of intellectual property (IP). Divide your knowledge cleanly between those pieces you want to protect-the component on which you'll build the value-capturing part of your business-and the knowledge that you're going to put into the public domain. Let your users go to town on the open parts of the system, but be aware it's a delicate balance. The last thing you want to do is foster competition down the line, as IBM did when it let the IP of essential components slip out of its own hands and into the grasp of Microsoft and Intel.
Finding those people who have the will and desire to innovate in your system can be like looking for needles in a haystack, but that's where crowdsourcing comes in-defining a challenge and offering an incentive, whether in status or money, can get people to self-select as resources to you. You may even want to hire some of them. So this strategy can play into talent acquisition in addition to generating new product ideas.
Sometimes a community of users will form independently of the company. That can be tricky, because they will not want to be controlled, and they will want to criticize your product. The best policy is probably to foster both the community building and the criticism. It takes a great deal of courage and leadership to embrace this model where you enable and encourage users through various challenges and allow the community the degree of autonomy it needs to be healthy.
So, in a nutshell: Split your IP. Have a distinct strategy for the open and closed parts, with special attention paid to the open parts. Create a center that will attract users to your space and get the user-innovators to self-identify. Beyond that, foster a space where a community can collaborate and criticize both your work and their own work. That's how to get the most out of your customers in the 21st century.
John Gourville
How do you successfully market an innovative product?
The idea that we rail against in class is that product development just throws a new product over the wall to marketing and expects them to go sell it. For the last 50 years, innovation theorist Everett Rogers told us that the difference between a successful product and an unsuccessful product has to do with how the product is designed-the physical attributes of the product. And he came up with five factors:
Relative advantage: Is it better than what it's replacing?
Compatibility: Is it compatible with the way people currently do things?
Complexity: Is it too complex to use?
Trialability: Can you try it in small doses?
Observability: Can you watch other people use it?
All of those things are inherent in the product itself. Rogers's research found that 75 percent of the variance between products that succeed and products that don't succeed has to do with those five factors. Once you have those things, if they are all pointing in the right direction, it's a lot easier to market the product.
Relative advantage is the starting point. It's a necessary but not sufficient condition. You have to be better than what you're replacing on some dimension. How can marketing get involved? Well, if you think about relative advantage, you can achieve it several ways. You can provide more benefits for the same cost, the same benefits for less cost, or a lot more benefits for slightly more cost. Each of those has a different behavioral feel for the consumer. So, even thinking about what features you put into a product affects how easy it will be to market.
There's always this idea of feature creep that leads to adding bells and whistles. But every time you add bells and whistles, chances are you're also adding costs. The ideal situation is one with the same cost and much higher benefits. And so, part of what marketing does is ask, "What's absolutely necessary to make this product attractive to consumers? Do we have to add all these bells and whistles? Or do consumers just basically want something that gets the job done?" My colleague Clay Christensen has this idea that people hire products to do a job. It's that exact sort of thing. You don't need to add features that really aren't delivering on the job that consumers are hiring the product to do. So relative advantage is something you can play around with.
The other big question is, how much behavior change do you embed in the product? People resist change. They like the way they do things now, for the most part. They might wish a familiar product was cheaper or faster, but they've gotten used to the way things currently work. And so, if you don't take behavioral change into account, you're going to miss out on a big piece of the equation. It's not how economists would perceive it, weighing the costs and benefits. It's actually how much are you asking people to change, and are they willing to do it?
In short, most of what leads to a product succeeding or failing has to do with the innate nature of the product itself, the features built into it. And if you start with a product that does well on these five factors, then life gets a lot easier.
Stefan Thomke
How can a company balance creativity and innovation with the need for process and structure?
Before the issue of balance even comes up, a company must allow sufficient time for what may be the most underrated yet most important part of the innovation process: problem definition. Consider Apple: its genius lies in the ability to get to the heart of a problem and not settle for convoluted solutions until they find, in the late Steve Jobs's words, "the key, underlying principle of the problem" and then the "beautiful, elegant solution that works."
Once the problem has been defined and the desired target established, there are two key functions in innovation: brainstorming new ideas, and deciding which of those ideas are worth pursuing. When most people hear a new idea, it's human nature to see its flaws, so during the brainstorm processing, no criticism should be allowed. I know of a manager who brings along a squirt gun to brainstorming sessions. After a few squirts, people learn to silence their critical voices. The design firm IDEO, in its brainstorming sessions, tells participants to produce, for example, 150 ideas in less than 45 minutes. The impossible time limit and quota forces them to submit whatever comes to mind, even seemingly crazy suggestions. Only after the brainstorming session has concluded does IDEO then subject the various ideas to critical voices.
Once some really solid ideas have emerged, only then should you begin "toggling," switching back and forth between creators and critics, between the idea people and the process people, to work toward Jobs's "beautiful, elegant solution." This requires companies to be astute about how they prototype and test. IDEO adheres to the "three Rs" rule: rough, rapid, and right. For example, when testing the ergonomics of a new type of telephone receiver, prototypes can be carved quickly from foam but the shapes need to be exact, to see if they'll fit when people cradle them between head and shoulder.
Innovation and process within a firm can coexist and even feed off each other, if you manage their different and sometimes opposing functions smartly. Indeed, if you want to be an innovative company, you can't have one without the other.
Garry Emmons, Julia Hanna, and Roger Thompson are on the staff of the HBS Alumni Bulletin, where this article first appeared.
- Anonymous
Hello, This is a fantastic article. What books would you recommend that people read to learn more about product design and innovation? Thank you, Lisa
- Anonymous
I think first and foremost the organisation has to internally agree (at all levels) what it means by "Innovation". No point starting on an innovation drive when different parties have different understanding of what it is or no understanding at all.
Second point is the organisation needs to support the process of innovation. Not everyone knows how to go about being innovative - what is innovation for one could be something else for another. Align the organisation's skills set, training and development to make this happen.
- Achim Muellers
So 40% are not good at innovating. That means 3 out of 5 can be. Good odds, I'd say.
- Elvin Turner
- Senior Consultant, www.dpacoms.com
I understand the sentiment behind Clayton's points but I think what he's really talking about is innovation leadership, not innovation per se. Innovation is a process (insights-ideas-action) and people have different strengths across that process, so to write off 40% of people as 'never able to innovate' isn't that helpful. Especially when you're trying to encourage global organisations that they REALLY CAN innovate to their respective strengths.
- John Heinrich
- Chief Mentor, American School of Entrepreneurship
I suspect we would agree with Clay's figure of only 40% of businessesmen/women being capable of innovation, but as an organization we're dedicated to helping people start and run all sorts of businesses, whether they're innovative or not. However, since we do recommend that the business do something different, as a USP, it may not rise to the level of innovation, but just different. As long as the customers perceive different as worthwhile, who cares? Also, on marketing of innovative products, a point missed here is that it always takes longer and costs to market the more innovative products, unless your brand stands for innovation, as 3-M or Apple does. So, there's a market bias against too much innovation at once, unless you can afford it.
- Jack Slavinski
Great article. This is such a key topic in business and always will be. Creating a culture of innovation has been one of the most important critical success factors and enablers. Employees need a sense of believing that their creativity and ideas matter and can actually influence the direction of a firm. As leaders, we have to instill and support that behavior with interest, encouragement, actions and recognition that help to bring innovative suggestions to life!
- Corey J. Tronchin
- CEO, Professional Rockstars
Great insight on 5 critical metrics to consider on innovation of bringing product to the table. Its all in essence the undefined is having the greatest return on luck and randomness in my book at the end of the day of creating the exact right products to move wisdom of crowds.
- Dave Wisland
- Solution Architect, Wisland Marketing LLC
I am a practionioner and student of innovation. What struck me within Clayton's article are three things: 1. The innovative "silent majority" - the 55% that COULD be innovative but don't have the courage or the motivation. This is where the greatest volume of creative DNA lies and the source of the greatest ROI. 2. Our entire educational system squashes: associating, observing, questioning, networking, and experimenting at an early age by rewarding the answer irrespective of the process. A previous HBS article confirmed what I already knew: "Creativity is something that can be created and fostered if you have the right guidance and incentives. BUT I believe this must be done within a K-12 window of opportunity to most effectively incorporate it into an individual's DNA. The best corporate leaders can "see around corners" - which is a partially data-driven, creative process that the U.S. educational system increasingly discourages. From our current practices, divergent-thinking individuals like Steve Jobs are less and less likely to appear. Please let me know YOUR thoughts.
- Dick Goold '49
The emphasis seems to be in the area of production /manufacturing. WE need to lift our sights. I have seen creativity used in the military, in education (at the college level) in the registration process (this got me into the "B School"), in the change in a depreciation method which changed the entire production process, and in the management of receivables and inventory freeing up millions of dollars in cash. Each of the underlying ideas met resistance which, in turn, required further innovation. The biggest requirement is the creation of a climate of receptivity by the CEO.
- Rod Rodriguez
- Associate, C3TS Consulting
To innovate is human. It is in our DNA. It is in our nature to be innovative. It is through innovation that humans became the supreme creature of the land. But fears do crush, do defeat, and do anihilate our innovative tendencies. The only obstacle to innovation that I know to exist is fear. Fear can be self-generated or it can be external. External fears can come from a boss, a co-worker, a peer, from your spouse, from circumstances, from legal constraints, from threats, from uncertainties, from parents, and from teachers (the bad ones). Innovation, having been crushed by a fear, is not easily recovered by an individual, and once the ability to innovate is lost, the older a person gets, the more difficult it is to innovate anew. However, all fears are defeatable and can be overcome. All behavior -- and innovation is one -- can be learned and can be un-learned. So, to foster innovation in a person or a group, an open and accepting atmosphere must exist. The motto of "no idea is bad idea" must prevail, and rejection of ideas must cease to exist. In other words, there must be a culture of unwritten rules that it is OK to try something new; and that "this wont work", or "we've always done it this way", or "that idea is crazy" are just not part of the vocabulary of the spoken or written language, or even part of the thought process. To innovate comes natural, but the older we get, the more concsious of an effort we must make to continue to innovate. We just cannot fall sleep on our laurels. Thank you for bringing the topic to our attention. It made me think!
- Ed Harrington
- Chairman and Facilitator, www.ideastogo.com
Amen I say to you, Clayton.
As a leader of thousands of ideation sessions, I can say that there are definitely folks who are predisposed to being innovative, while there are others who simply don't think that way. The notion that "everybody is creative" drives me BONKERS. I know it's impolite to suggest otherwise, but my experience is that it's just not true. For several decades our company (Ideas To Go) has helped folks innovate by ascribing to the notion that some folks are way more creative than others. We find them, hone them a bit, and then set them to their innovative tasks. Can you teach the other people to be innovative? Absolutely. And you can train them to be engineers, too. Or circus acrobats. But all three cases, you will find that there are people who are more naturally inclined for the topic or task at hand. But there just doesn't seem to be this mad notion that "everyone's an engineer." And even if you could train to be one, who'd you rather have build you a bridge--the person with the natural talent bolstered by training, or someone who's not really good at it, but has been trained? No question in my mind.
The same is true for innovation sessions, why feel compelled to include the "non-innovators"? They only slow down the process and their ideas will not be as good. And, btw, how fair is it to the non-innovators to expect them to sit through and participate in a session for which they are not inclined and perhaps not interested nor comfortable doing? I sure don't want to sit in on the next engineers' meeting. And a mediocre acrobat could be truly painful to watch. It is my experience that when you force non-innovators to try and innovate, they don't create new ideas, but rather focus on critiquing. This sets up a very bad dynamic for a creativity session.
The best role for the non-innovators is to observe and play when the mood strikes. Other than that, it is plenty enough that they listen to the ideas so they can be familiar with them. Rather than training them in innovation, train them in how to handle new ideas, so they don't drown them in negativity and ruin the group dynamic.


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Book your room at Hampton Inn & Suites Windsor/Sonoma Wine Country
Get an overview of this hotelWine-country hotel with free breakfast and pool
Sonoma County winelands
Surrounded by world-class wineries, Hampton Inn & Suites Windsor is a 10-minute drive from Sonoma County's epicurean hotspot, Healdsburg. The quaint shops and eateries of Old Downtown Windsor are less than a mile away, and guests can rent bikes from the hotel to explore charming local backroads.
Waffles in wine country
Guests can work off their free breakfast waffles in the fitness center, then hit local wineries. Free wine tasting comes to the lobby on Friday nights. The heated indoor pool is perfect for a refreshing dip, and there's a hot tub for those who want to share tasting notes while they soak.
Free WiFi, plush beds
All rooms have free WiFi, and suites feature 42-inch flat-screen TVs as well as ample workspaces. Guests can stow wine in the mini-fridge, or reheat leftovers in the microwave. Custom-designed Hampton beds® add a touch of comfort.Information missing or incorrect? Tell us!
Hotel Amenities
Hotel Amenities
In addition to an outdoor pool, Hampton Inn & Suites Windsor/Sonoma Wine Country provides a spa tub and a fitness center. The hotel offers a restaurant. Guests can enjoy a complimentary breakfast. Public areas are equipped with complimentary high-speed wired and wireless Internet access.
This hotel offers access to a 24-hour business center and meeting rooms. Event facilities measuring 1200 square feet (111 square meters) include conference space. This family-friendly hotel also offers multilingual staff, a garden, and coffee/tea in the lobby. Onsite self parking is complimentary.
Hampton Inn & Suites Windsor/Sonoma Wine Country is a smoke-free property.
- 24-hour front desk
- Total number of rooms - 116
- Number of floors - 3
- Free breakfast
- Coffee/tea in lobby
- Conference space
- Dry cleaning/laundry service
- Elevator/lift
- Fitness facilities
- Grocery/convenience store
- Free WiFi
- Laundry facilities
- Meeting rooms
- Multilingual staff
- Restaurant
- Safe-deposit box at front desk
- Conference space size (meters) - 111
- Free self parking
- Number of buildings/towers - 1
- Spa tub
- Outdoor pool
- Free newspapers in lobby
- Express check-out
- Fireplace in lobby
- Free wired high-speed Internet
- Garden
- Year Built 2008
- 24-hour business center
- Conference space size (feet) - 1200
- Number of meeting rooms - 2
- RV, bus, truck parking
- Smoke-free property
- Television in lobby
- Wedding services
Family Friendly Amenities
- Family Hotel
- Outdoor pool
- Free Wi-Fi
- Grocery/convenience store
- Laundry facilities
- Refrigerator
- Microwave
Available in all rooms: Free WiFi , Free wired high-speed Internet
Available in some public areas: Free WiFi , Free wired high-speed Internet
Free self parking, RV, bus, truck parking
Room Amenities
- Premium TV channels
- Pay movies
- Climate control
- Air conditioning
- Free newspaper
- Phone
- Free local calls
- Refrigerator
- Coffee/tea maker
- Microwave
- Daily housekeeping
- Private bathroom
- Hair dryer
- Iron/ironing board
- Desk
- Cribs/infant beds available
- Hypo-allergenic bedding available
- Free WiFi
- Cable TV service
- Blackout drapes/curtains
- Shower only
- Free wired high-speed Internet
- Yard
Where to Eat
Guests are offered a complimentary hot/cold buffet breakfast.
Applebees - Onsite restaurant. Guests can enjoy drinks at the bar. A children's menu is available.
Nearby Things to Do
An outdoor pool and a spa tub are on site. Other recreational amenities include a fitness center.
To make requests for specific accessibility needs, complete the "Special or Accessibility Requests" section of "Trip Preferences" when you book your hotel.
- Accessible path of travel
- Accessible bathroom
- Roll-in shower
- Accessible parking
- In-room accessibility
- Accessibility equipment for the deaf
- Braille or raised signage
Hotel Policies
Check-in time starts at 3 PM
Minimum check-in age is 18
Check-out time is noon
Payment types
Children and extra beds
- Children are welcome.
- Kids stay free! Children under 12 years old stay free when using existing bedding.
- Cribs (infant beds) are available.
You need to know
Extra-person charges may apply and vary depending on hotel policy.
Government-issued photo identification and a credit card are required at check-in for incidental charges.
Special requests are subject to availability upon check-in and may incur additional charges. Special requests cannot be guaranteed.
We should mention
Children 12 years old and younger stay free when occupying the parent or guardian's room, using existing bedding.