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Beyond Yahoo: Breaking down the "virtual" versus "campus" debate
Deloitte Review issue 14
Marissa Mayer's decision to revoke Yahoo's telecommuting policy stirred the debate about flexible workplace strategies. Is the move to virtual work inevitable? Both virtual work and campus-based approaches have benefited employers who use them. Hybrid models, which couple elements of campus and virtual models, can offer the best of both.
Richard Branson, founder of Virgin Group, noted that this seemed "a backwards step in an age when remote working is easier and more effective than ever" and that he had never worked from an office in his entire career—and never wanted to.1
While the Yahoo story stirred the debate about flexible workplace strategies, the conversation on this topic is often based on emotion rather than on analysis and fact. This should not come as a surprise given that the way we naturally connect to this topic is personal. It confronts the basic principles of what work is—indeed, what hard work, productivity, and commitment are. Many of us came up through organizations in a time when long hours were rewarded and anything less was seen as a lack of commitment to the organization. We were raised in an environment where long hours were highly visible in the office. Even proponents of flexibility can be forgiven for praising young employees because they're at work by 7 a.m. This reflexive reaction is driven by a centuries-old bias.
But layered in this controversy is a key question: Is the move to virtual work inevitable? Also, what is the future of the traditional office, and where does the concept of the corporate campus fit in the future of work? In many sectors, the nature of work is changing, and there is evidence that both virtual work and a campus-based approach have benefited employers who implemented them. Hybrid models, which couple elements of campus and virtual models, are often the answer, capturing the available benefits of both workplace strategies.
The traditional structure, still going strong
In 1915, the Equitable Life Insurance Company introduced the "modern efficiency desk" to its offices—a design meant to provide managers with a clear view of workers at all times.2 The ideas (and the stop-watch) of Frederick Taylor spread its influence beyond the industrial landscape as scientific management stormed office buildings throughout the industrialized world. From that point forward, the dominant command-and-control theory of management supposed that managers had to play an active role in directing work, enforcing quality, and ensuring high productivity. Organizing workers in spaces where managers could easily observe them was critical to the success of this theory. This approach to work is still the norm. We rely on our buildings, cubicles, and our administration to enforce face time as a measure of productivity.
But mobile technology presents a compelling case for changing the way we work. Communication theorist Marshall McLuhan has written that "the medium is the message;"3 the message that technology inherently communicates is more powerful than any message broadcast by it. Television content can move viewers, inform them, and even change their minds and behaviors. But it is the television itself that reorganized our living rooms, our daily schedules, and our understanding of what entertainment is. Mobile technologies—ubiquitous Internet connectivity, laptops, smartphones, and tablets—are trumpeting another unmistakable message: We can work, play, and communicate from anywhere. While it would be overreacting to bulldoze the office because tablets and smartphones have suddenly caught on, the cultural impact of the connectivity represented by these and other technologies may have subtle and eventually profound effects on the preeminence of physical presence as the currency of performance assessment.
Technologies notwithstanding, the basic conventions of the workplace haven't changed much since 1915. Time-bound schedules and office-bound work locations persist. In some cases, we still have the traditional structure due to the practical realities of the work itself. Retail employees often need to be on-site to assist customers, and industrial workers may work on an assembly line or at a field site. But in other cases, it is driven by managers' fear that their employees won't be productive if they can't see them. This may be false comfort, however. Presenteeism, a term once used to describe people who felt obligated to come in to the office even when they were sick, now refers to employees who show up at an office even when they could be more productive elsewhere.4 It costs American organizations over $150 billion per year in lost productivity—approximately 10 times the cost of absenteeism.5
Despite a relentless focus on productivity, Gallup poll data still suggests that 70 percent of Americans are disengaged in their work,6 and 20 percent are actively disengaged—they reject their organization's mission and culture, take unnecessary breaks, and find excuses to avoid work. In response, some companies are building workplaces designed to address ebbing engagement. For these firms, there are two diametric approaches—campus and virtual—to consider when strategically designing the way we work.
The campus: Only if it is a place people want to be
It was high-tech firms that first gave life to the corporate campus. Though the term had not yet been invented, one can look as far back as Xerox's PARC (Palo Alto Research Center), which was established in 1970.7 The campuses later established by firms like Apple and Google are designed much like a university—buildings are located together on a large piece of land. Building a custom campus allows an organization to control the design of an office environment's superstructure; facilities are customized to support an organization and its people. Locating a large percentage of an organization's employees together encourages a shared culture and sense of belonging, and it provides easy access to a firm's people resources. For companies recruiting employees directly from colleges, a continued campus lifestyle can be a powerful recruitment tool.
Unlike the heavily studied topic of virtual work, not much attention has been given to the campus phenomenon. Perhaps because of this, definitions of the term are all over the map. Some firms construct campuses to control or even build local employment markets and, in some cases, to shield staff from outside influences.8 The corporate campus has a great deal in common with the learning institutions from which it borrowed the name. They are designed to be hip and fun while encouraging continuous learning and a culture of collaboration and innovation. The employee perks are well publicized: concierge services, daycares, fancy cafeterias, and fun zones. The objective is to build a structure that can integrate both work and life.
As attractive as a campus can be, the change required for a traditional and geographically distributed organization to implement one can be daunting. Plus, it's not all fun and games. The benefits of a campus come with clear and often difficult-to-mitigate trade-offs. In some cases, a campus can create undesirable or counterproductive cultural changes that outweigh any benefits.
Clearly, building a campus requires a significant investment in the physical workplace. Given the cost, finding the right link to business objectives is critical. Because the campus is a customized space, it must be tailored to a company's particular culture and goals. For example, while Google employees may embrace a space with a slide ride from one floor to another,9 a company building a campus space for lab technicians may find their culture rejecting that kind of feature in favor of something else. Regardless of the specific features, organizations often use the campus to serve a larger cultural purpose such as being a "hub" in the company's network to bring employees together for a common purpose.
The campus approach is well suited for organizations where business objectives require:
- Strong sense of corporate culture: A sense of ownership and empowerment over workspaces has been shown to contribute to psychological comfort, a sense of belonging, and even commitment to an organization.10 The emerging campus creates a strong sense of community and belonging in the workplace.
- High collaboration: Campuses create a variety of spaces for the purpose of collaboration. Whether it's a meeting room with whiteboard tables, a lounge with refreshments, or an open space with configurable furniture, the opportunity to connect and share ideas is around every corner.
- Creativity and innovation: Campuses are often deliberately designed to enhance the probability of serendipitous encounters and interactions.11 These spontaneous interactions can frequently lead to innovative ideas and outcomes.
- Rapid experimentation: Campuses are now focused on bringing talent together in the same space for convenient collaboration. Co-location can also build innovation practices that match the increasing speed of business. These campuses provide platforms and incentives for participants to engage in rapid, low-risk prototyping and to succeed or fail quickly and inexpensively.12
- Integration of work and life priorities:The campus often has services that help employees manage their daily lives: cooking, dry cleaning, grooming, massages, and doctor's appointments.13 The workplace becomes a one-stop-shop for both work and life necessities, enabling employees to remain at the workplace for longer periods of time.
The decision to build a campus, whether as a standalone solution or as part of a hybrid approach, can bring significant benefits to an organization in terms of engagement and productivity, but there are trade-offs. One of the most significant is cost per employee in terms of real estate and services. Additionally, campuses include some less tangible, but real, costs:
- Disruption for independent working: A strong focus on collaboration, social interaction, and teamwork can compromise time for independently "doing" work and become a source of frustration for employees.14 Research shows that frequent interruptions are linked to higher rates of exhaustion, stress-induced ailments, and a doubling of error rates.15 Employees have already developed their own coping mechanisms, such as wearing headphones or putting up "do not disturb" signs.16
- Talent: If everyone is required to come to the office, top talent can only be pulled from a limited geography. It is also more difficult for organizations to build long-term career paths as the inflexibility of the campus can strain employees in life stages that don't integrate well with the campus (e.g. young families, aging parents, etc.).
- Increased travel costs: Employees who travel to an office every day make a significant investment in time and money spent on commuting. In the United States alone, 10.8 million people commute an hour or more to work each way,17adding an extra 10 hours to the work week. Additionally, traffic congestion alone costs the US economy more than $121 billion dollars annually or an average of $818 per commuter.18
- Proximity to key partners: Due to their size, campuses are not typically located downtown, so they're further away from clients, partners, and vendors.
The essence of a campus is that it is a vibrant location where employees feel connected and excited to come to work. In these cases, companies do not need to require employees to be physically present because employees want to be there.
At Google, no two offices are the same, but visitors to any of their 70 offices around the globe can expect to find a common experience. Built to provide employees with services and facilities intended to increase productivity and maintain a healthy body and mind, you will find features such as employee-sharing workspaces, yurts, and huddles; lounges with recreational equipment and toys, bowling alleys, and climbing walls; whiteboards for spur-of-the-moment brainstorming; cafes and micro-kitchens stocked with healthy food; and cafeterias serving three complimentary gourmet meals each day, among other unique and fun features.19 Officially, Google employees are permitted to work from home, but according to the CFO, this is not the norm as they believe in fostering an environment of togetherness through the sharing of meals, ideas, and on-site recreational activities intended to bring employees and the company together.20 Google invests heavily in creating a space tailored to the user experience so that employees truly want to be there. It is estimated that Google spends over $72 million each year on food alone for its American offices.21
Zappos, the online shoe and clothing retailer, recently opened the doors to its new $18 million Las Vegas headquarters.22 The primary focus of the new office design was the encouragement of "intentional inconvenience"—people interactions directly resulting from the office configuration and surrounding infrastructure—intended to build relationships among employees as well as people outside the organization. Inside the building, the focus is on collaboration with square footage per person deliberately designed to keep people closer together.23 Additionally, desks are linked but can be easily disconnected or moved so the space can continually adapt to the changing needs of its workforce.24
The virtual organization: Breaking out of the office
The past few decades have also seen the rise of virtual work environments. The notions of "telecommuting" and "telework" were first coined in 1973 by Jack Niles,25 a researcher at the University of Southern California, but the names and definitions have evolved over time. With so many variations and a 30-year history of experimentation, some of our biases against virtual work come from experiences with programs that failed to achieve their objectives. Often, these programs put employees into virtual work as an HR-policy-driven, privilege-based exception, causing conflict in teams between haves and have-nots and creating a subculture of employees who feel out of sight and out of mind.
Over the last decade, more companies have successfully stepped beyond the experimentation phase to build flexible organizations instead of limited programs, establishing virtual work practices that benefit employees as well as their organizations. Among the benefits are improvements in productivity26 and employee engagement;27 reduced absenteeism and sick days;28 real estate cost savings and efficiencies;29 and increased perceptions of innovation, job performance, and workplace satisfaction.30 Additionally employers are benefiting from decreased pressure on pay as employees are increasingly demanding flexibility over salary.31
Some of the uptick is the result of improved engagement, and some of it is explained by pushing work beyond the transaction of time in a designated space, opening up a broader horizon for productivity. One employer found that employees who are able to work remotely give 40–60 percent of their previous commute time back to their employer.32 This suggests that employees can optimize their own productivity, given the freedom to make more autonomous decisions about when and where to connect with what matters.
Despite the compelling benefits of virtual work, sending all employees out of the office to work can be an uncomfortable proposition for a traditionally organized firm. The virtual approach works effectively for organizations where business objectives suggest the following needs:
- Varying degrees of collaboration: Employees that have low or varying needs for connection and collaboration benefit from the ability to work virtually and choose an effective location for the task at hand. For example, employees that work mostly through phone or computer systems and need to deliver volume for a business tend to benefit from the ability to work virtually and integrate work with life, and they are less impacted by a reduced frequency of face time for collaboration. Contact centers are already seeing impressive results, including significant reductions in turnover and absenteeism and a 13 percent increase in productivity.33
- Highly skilled, independent employees: Likewise, highly skilled employees that operate independently in highly creative or specialized fields can benefit from a work environment that is free from interruption and commuting time.
- Differentiated employment experience and broader employment reach: In challenging markets for attracting talent, or where a business requires difficult-to-attract skills, flexibility can improve a business's ability to broaden its talent pool. Mature virtual organizations can hire the best available resources whether they are located around the corner or on the other side of the world.
- Enabling technology: Many businesses are still constrained by paper hand-offs and processes that cannot extend outside an office. Once a costly investment, mobile devices such as tablets powering "thin clients" are quickly becoming more cost effective than traditional network provisioning with desktops. With these technologies in place to improve operations, it's no longer a giant step to consider the benefits—for employees and employers—of a virtual work environment.
Though there are instances that prove it is possible, it is the rare company that can make a fully virtual solution work. As with the campus model, creating an entirely virtual organization or workforce segment comes with some critical trade-offs that deserve serious consideration. Managing virtual work often involves a wider range of management and supervisory models and styles; command-and-control management is usually more challenging when employees are working out of a manager's line of sight. Some organizations have tried to compensate by introducing technologies that monitor offsite employees down to the keystroke, but this kind of monitoring has been shown to damage employee morale34 and could counteract some of the positive impacts of a virtual work strategy.
Purely virtual work environments can also compromise a company's ability to kindle some important attributes:
- Culture: Working outside a traditional office can strain communications unnecessarily if an organization's culture is not strong and aligned to business objectives.
- Collaboration: Virtual collaboration remains a difficult prospect. As almost all jobs require some form of collaboration, organizations need to deliberately build necessary interactions at key times (e.g. onboarding new virtual staff). However, it is important to note that "virtual-ready" organizations are more likely to be able to efficiently interact with other "virtual-ready" partners, including vendors and customers. On both sides of these "virtual-ready" relationships, organizations have built processes and cultures that are not constrained by physical space.
- Serendipity: In collaborative organizations, unexpected interactions are engineered by the environment, multiplying the probability of discovery. Though a critic could argue that serendipitous discovery is rare even in traditional offices, it becomes still more difficult in a fully virtual environment. Social media do allow serendipity to some degree, but planned encounters such as conferences continue to grow in popularity. Concentrated exposure to like minds can lead to discovery that is not boxed in by search engines or hashtag topics.35
While there are clear benefits to the virtual workplace, the potential drawbacks are significant. A company contemplating this sort of arrangement for all or part of its business would do well to assess whether its culture is one that encourages employees to connect easily and efficiently.
The hybrid: A tailored approach
Though campus and virtual models both have their weaknesses, both take different roads to address the same need for a modern workplace that engages a highly productive workforce. And both models are succeeding in many cases where the traditional office is faltering.
Some organizations have recognized trade-offs in these work strategies and are adopting hybrid approaches that account for business units or segments that have divergent needs. For example, a company may build an expensive lab space for its design and engineering employees, a flexible work practice that includes both campus time and virtual time for back-office staff, and a fully virtual call center.
AT&T, through its Workplace 2020 strategy, plans to transform its work environment by utilizing both virtual and campus approaches.36 It has more than 22,500 employees across 37 countries that actively telecommute in its "Distributed Workplace Program."37 To support virtual work, the company built "tPlaces" that allow employees access to an office environment with on-demand desks and videoconferencing close to where they live.38 As a result of these efforts, AT&T has repurposed over 3.9 million square feet of office space across 149 locations.39
Automattic Inc., the web-services company that runs WordPress.com, the 15th most trafficked website in the world,40 employs over 120 people in a purely virtual model. Automattic's offices are located in the homes of its employees across more than 26 countries, 94 cities, and 28 US states,41 with the exception of a lounge office in San Francisco that is used primarily as a space for meetings and events.42 Strengthening Automattic's model is its over-communication and results-driven culture. Virtual meetings take place over Skype or Internet chat, and employees are constantly connected via internal blogs. When misunderstandings occur, participants are encouraged to pick up the phone.43 The company also recognizes the importance of staying connected beyond the virtual world and hosts a one-week meet-up every year to build relationships, brainstorm the company's broad strategy for upcoming months, and have fun together.44 As a result of its virtual model, Automattic has been able to tap into a wider talent pool45 and repurpose money saved on real estate to an extensive travel budget46—all while developing an interactive, collaborative, transparent, and feedback-open culture.47
At the same time, AT&T's Foundry locations are campuses for the company's development business line, aimed at attracting external developers, venture capitalists, and other community members to collaborate.48 The AT&T Foundry locations are carefully designed work environments that are fully adaptable; walls, whiteboards, tables, and other equipment have wheels that allow teams to frequently change the workspace to suit their needs so they can focus on creating better ideas.49
In 2006, Telus, a leading Canadian telecom, embarked on a new workplace strategy aimed at unifying the organization's culture, brand, and team members, reducing its real estate footprint through a reduction in space and a strong virtual work program. To accomplish this, Telus focused on building "better space, but less of it" and reinvented its office space to encourage collaboration. The work environment was overhauled to provide employees with a variety of workspaces, including flexible team meeting spaces; collaboration spaces in close proximity to work stations; touchdown spaces that provide mobile workers with access to phones, power, and workspace; cafés; an outdoor patio; and a rooftop garden.50 Additionally, Telus has implemented a strong mobile working practice with the goal of having 70 percent of its 40,000 people working remotely at least part-time by 2015.51 Productivity is up 5 percent,52 employee engagement is now in the top 1 percent globally, and the company is trying to reduce its annual lease costs from $160 million to $50 million by 2016.53
Determining the right mix of work strategies can be both an art and a science. The danger for many firms is that the science is currently lacking, as "the way we work" is assumed to be uniform across an organization. For many firms, building the most suitable model begins by untangling the current state of work and looking for pockets where innovation is occurring organically—such as an IT department that figured out how to flex around 24/7 support of a corporate network or employees that found a loophole in their enterprise mail system that turns their smartphones into mobile work devices. Once employee segments are understood, the next step is to question each segment of the workforce. Is this work strategy the most cost effective for this group? Does it maximize engagement and productivity, in consideration of any constraints (like the need to be face-to-face with customers or equipment)? A close examination of the type of worker (stage of career across a segment, role type, need for collaborative work, etc.) measured against a framework of campus and virtual environments can help organizations to be strategic about finding the right mix of options to realize the most benefits.
For many firms, the hybrid approach has long been a focus, but in general, that hybrid has been between traditional and virtual, excluding the collaborative benefits of the campus. Even in a hybrid model, flexibility as an exception is a challenge for organizations and employees alike. Those considering hybrids with flexibility will want to look for employee segments where flexibility can become an accepted part of work and culture.
Don't wait for the gadget culture to decide
There is, in short, no one-size-fits-all workplace strategy for the new century of work. A uniform workplace strategy, despite its relative simplicity and veneer of equality for all, often does not maximize productivity in the way campus and virtual work strategies can. A hybrid approach that accounts for diverse employee segments and aligns workplace strategies with business strategies can bolster productivity and employee engagement. Furthermore, a hybrid approach can apply talent in ways that lead to competitive advantage. On the other hand, a less-than-careful approach can result in a workplace strategy that improves productivity in some areas of a business while damaging it in others.
Developing a workplace strategy is not easy. Many organizations that try to change their workplace strategies encounter several pitfalls. Building a multifaceted workplace strategy can be confusing to an employee population and threaten the delicate balance of organizational justice. Therefore, leaders need to communicate a clear and inclusive vision for the future of work and then help model the newly expected behaviors. In both the virtual and campus models, many employees will no longer own a desk or have easy access to their line managers, and without the guarantee of daily face-to-face interactions, both employees and managers will need to learn how to manage performance expectations based on results rather than hours.
The emergence of the hybrid organization requires a more scientific approach to the way we work by examining workforce segments and the trade-offs that come with each model. While technology is changing what is possible, the notion of a workplace passively reconfigured by the march of gadgets is unappealing for many reasons. The opportunity to tailor the workplace, though, is too attractive to leave on the (real or virtual) table.
EndnotesView all endnotes
- Richard Branson, "Give people the freedom of where to work," <http://www.virgin.com/richard-branson/give-people-the-freedom-of-where-to-work>, accessed October 15, 2013.
- Dan Pink, "An office of one's own, The history of your desk 1931–2001," Slate, February 28, 2001, <http://www.slate.com/articles/arts/culturebox/2001/02/an_office_of_ones_own.html>, accessed October 15, 2013.
- Sam Whitmore, "The medium is still the message," Forbes, June 3, 2004, <http://www.forbes.com/2004/06/03/cx_sw_0603whitmore.html>, accessed October 21, 2013.
- Tammy Johns & Lynda Gratton, "The Third Wave of Virtual Work," Harvard Business Review, January–February 2013, <http://hbr.org/2013/01/the-third-wave-of-virtual-work>, accessed October 15, 2013.
- Paul Hemp, "Presenteeism: At work—but out of it," Harvard Business Review, October 2004, <http://hbr.org/2004/10/presenteeism-at-work-but-out-of-it/ar/1>, accessed October 15, 2013.
- Gallup Inc., State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders, 2013, p. 8, <http://www.gallup.com/strategicconsulting/163007/state-american-workplace.aspx>, accessed October 15, 2013.
- Malcolm Gladwell, "Creation myth: Xerox PARC, Apple, and the truth about innovation," New Yorker, May 16, 2011, <http://www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell?currentPage=all>, accessed October 15, 2013.
- Eddie Baeb, "Crain's special report: Corporate campuses in twilight," Crain's Chicago Business, May 30, 2011, <http://www.chicagobusiness.com/article/20110528/ISSUE01/305289984/crains-special-report-corporate-campuses-in-twilight>, accessed October 15, 2013.
- Jacquelyn Smith, "10 Cool office spaces," Forbes, March 8, 2013, <http://www.forbes.com/sites/jacquelynsmith/2013/03/08/10-cool-office-spaces/>, accessed October 15, 2013.
- Jacqueline C. Vischer, "Towards an environmental psychology of workspace: How people are affected by environments for work," Architectural Science Review 51, no.2 (2008): p.100, http://www.gret.umontreal.ca/images/Towards%20an%20environmental_ASR_June08.pdf, accessed October 15, 2013.
- John Hagel, John Seely Brown, and Tamara Samoylova, "Work environment redesign: Accelerating talent development and performance improvement," Deloitte University Press, 2013, p. 19.
- Hagel et al., "Work environment redesign," p. 12.
- Erin Walkinshaw, "The doctor is in—your workplace," CMAJ 183, no. 13 (2011), <http://www.cmaj.ca/content/183/13/E983.full>, accessed October 15, 2013.
- Gensler, 2013 US workplace survey: Findings, 2013, p. 8, <http://m.gensler.com/uploads/documents/2013_US_Workplace_Survey_07_15_2013.pdf>, accessed October 15, 2013.
- Sue Shellenbarger, "The biggest office interruptions are…," Wall Street Journal, September 10, 2013, <http://online.wsj.com/article/SB10001424127887324123004579057212505053076.html>, accessed October 15, 2013.
- Ibid.
- Jenna Goudreau, "The cities with the most extreme commutes," Forbes, March 5, 2013, <http://www.forbes.com/sites/jennagoudreau/2013/03/05/cities-with-the-most-extreme-commutes/>, accessed October 15, 2013.
- Texas A&M Transportation Institute, Urban mobility report 2012, December 2012, p. 23, <http://d2dtl5nnlpfr0r.cloudfront.net/tti.tamu.edu/documents/mobility-report-2012.pdf>, accessed October 15, 2013.
- Google Inc., "Google locations," <http://www.google.ca/about/company/facts/locations/>, accessed October 15, 2013; Eros Hoagland. "Life in the Googleplex: Inside Google headquarters," Photo slideshow, <http://content.time.com/time/photogallery/0,29307,1947844,00.html>, accessed October 15, 2013.
- Ben Grubb, "Do as we say, not as we do: Googlers don't telecommute," Sydney Morning Herald, February 19, 2013, <http://www.smh.com.au/it-pro/business-it/do-as-we-say-not-as-we-do-googlers-dont-telecommute-20130218-2eo8w.html>, accessed October 15, 2013.
- Vasanth Sridharan, "Google's ginormous free food budget: $7,530 per Googler, $72 million a year," Business Insider, April 23, 2008, <http://www.businessinsider.com/2008/4/googles-ginormous-food-budget-7530-per-googler>, accessed October 15, 2013.
- Max Nisen, "Zappos is building an intentionally inconvenient office in downtown Las Vegas," Business Insider, March 15, 2013, <http://www.businessinsider.com/zappos-new-downtown-las-vegas-office-2013-3>, accessed October 15, 2013,
- Ibid.
- Ibid.
- JALA International, "Jack Niles," <http://www.jala.com/jnmbio.php>, accessed October 15, 2013.
- E. Glenn Dutcher, "The effects of telecommuting on productivity: An experimental examination. The role of dull and creative tasks," Journal of Economic Behavior & Organization 84, no. 1 (2012), <http://www.sciencedirect.com/science/article/pii/S0167268112000893>, accessed October 15, 2013.
- Gallup Inc., State of the American Workplace: Employee Engagement Insights for U.S. Business Leaders, p. 28.
- Global Workplace Analytics and the Telework Research Network, Telework Cost/Benefit, http://www.globalworkplaceanalytics.com/resources/costs-benefits, accessed October 15, 2013.
- Ibid.
- Gensler, U.S. 2013 workplace survey: Findings, p. 13.
- Cisco, "The new workplace currency—It's not just salary anymore: Cisco study highlights new rules for attracting young talent into the workplace," <http://newsroom.cisco.com/press-release-content?type=webcontent&articleId=532138>, accessed October 15, 2013.
- Cisco, Cisco study finds telecommuting significantly increases employee productivity, work-life flexibility and job satisfaction, <http://newsroom.cisco.com/dlls/2009/prod_062609.html>, accessed October 15, 2013.
- Nicholas Bloom, James Liang, John Roberts, and Zhichun Jenny Ying, "Does working from home work? Evidence from a Chinese Experiment," Stanford, February 22, 2013, p.1, <http://www.stanford.edu/~nbloom/WFH.pdf>, accessed October 15, 2013.
- Laurel A. McNall and Sylvia G. Roch. "Effects of electronic monitoring types on perceptions of procedural justice, interpersonal justice, and privacy," Journal of Applied Social Psychology 37, no.3 (2007): p. 659, <http://www.psy250.gofeet.info/pdf/mcnall.pdf>, accessed October 15, 2013.
- John Hagel and John Seely Brown, "The limits of the virtual: Why stores and conferences won't go away," Forbes, November 9, 2012, <http://www.forbes.com/sites/techonomy/2012/11/09/the-limits-of-the-virtual-why-stores-and-conferences-wont-go-away/>, accessed October 15, 2013.
- Russ McFadden, "The workplace of tomorrow is here—and there: How mobile technology is transforming the workplace," AT&T Networking Exchange, <http://networkingexchangeblog.att.com/enterprise-business/the-workplace-of-tomorrow-is-here-and-there/>, accessed October 23, 2013.
- AT&T, "Materiality Assessment Topic: Work/life balance," 2013, <http://www.att.com/Common/about_us/files/csr_2012/worklife_balance.pdf>, accessed October 15, 2013.
- Ibid.
- "The distributed workplace: How AT&T saves money and resources." Mother Nature Network, Video, 1:46; <http://www.mnn.com/green-tech/gadgets-electronics/sponsorvideo/the-distributed-workplace-how-at-t-saves-money-and>, accessed October 23, 2013.
- Scott Berkun. "How WordPress thrives with a 100% remote workforce," Harvard Business Review, March 15, 2013, <http://blogs.hbr.org/2013/03/how-wordpress-thrives-with-a-1/>, accessed October 15, 2013.
- Rachel Emma Silverman, "Step Into the Office-Less Company," Wall Street Journal, September 4, 2012, <http://online.wsj.com/news/articles/SB10000872396390443571904577631750172652114>, accessed October 15, 2013.
- "Inside Automattic, The Company Behind WordPress.com," Daily Tekk, January 15, 2013, <http://dailytekk.com/2013/01/15/inside-automattic-the-company-behind-wordpress/>, accessed October 15, 2013.
- Silverman, "Step Into the Office-Less Company."
- Automattic Inc., "Work with us," <http://automattic.com/work-with-us/>, accessed October 15, 2013.
- Julie Bort, "Great place to work: At Automattic employees all work from home and travel to exotic locations," Business Insider, August 8, 2013, <http://www.businessinsider.com/automattics-awesome-remote-work-culture-2013-8#ixzz2iPYfGGT5>, accessed October 21, 2013.
- Ibid.
- "Inside Automattic, The Company Behind WordPress.com," Daily Tekk.
- Hagel et al., "Work environment redesign," p. 17; With permission of AT&T.
- Hagel et al., "Work environment redesign," p. 46; With permission of AT&T.
- Steelcase Inc., "A telecomm uses its workplace to unify a mobile organization," <http://360.steelcase.com/wp-content/uploads/2011/11/Steelcase-Case-Study_Telus.pdf>, accessed October 15, 2013.
- Ibid.
- Ibid.
- Mario Toneguzzi, "Alternative work options reap big benefits for Telus: Increased productivity and reduced real estate costs," Calgary Herald, June 7, 2013, <http://www.calgaryherald.com/business/Alternative+work+options+reap+benefits+Telus/8494459/story.html>, accessed October 15, 2013.


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Paternity Leave Blowup Brings Baseball's Murphy to White House
WASHINGTON—New York Mets second baseman Daniel Murphy will join senior Obama administration officials at a working fathers event on Monday, part of a broader White House effort to push for family-friendly policies at companies across the U.S.
Some fans and sports commentators bashed Mr. Murphy when he missed the first two games of the season for the birth of his first child. Major League Baseball, the Mets and a host of media outlets came to his defense, and the episode ultimately highlighted a key issue for working dads and turned the ballplayer into an unofficial spokesman for fathers.
Indeed, the role of caregivers has changed markedly in the past two decades. There were about 2 million stay-at-home dads in the U.S. in 2012, nearly double the 1.1 million in 1989.
"The workplace is changing for dads too in terms of how dads participate now in changing diapers, child care, coaching teams," a senior administration official said last week.
White House Chief of Staff Denis McDonough, Chief Economist Jason Furman, Transportation Secretary Anthony Foxx and others also will relay their experiences, the official said.
The Mets don't have a game Monday, so Mr. Murphy won't miss any action. He is batting just shy of .300 this season.
The working fathers event is one of the final sessions in the run up to the White House's June 23 summit on working families. The White House has focused especially on work-related issues for women, including equal pay, maternity leave and other policies to that allow women flexibility and companies to retain talent.
"I think employers have to be facile and flexible and constantly be looking for ways to keep that competitive edge," a senior administration official said.
The summit will highlight best practices in the public and private sector, showcase White House leadership on some issues and suggest areas where Congressional action might be helpful, the official said.
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subset: commoncrawl


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SCOTTSDALE, Ariz. -- In his brief big-league career, Buster Posey is a two-time world champion, the National League MVP and one of the faces of Major League Baseball.
What can he possibly do for an encore?
"There are things," Posey said Thursday, flashing a sly smile. "I'll keep them to myself, though."
If Posey has found flaws in his 2012 game, he has discovered things that aren't readily apparent to the rest of baseball. Posey led the majors with a .336 average last season and hit 24 homers while driving in 100 runs for the first time. He had a strong season behind the plate, and by mixing in time at first base, he was able to play 148 games, far exceeding expectations.
In the postseason, Posey hit one of the biggest homers in franchise history, a grand slam off Cincinnati's Mat Latos that helped clinch Game 5 of the National League Division Series. He hit another huge shot in Game 4 of the World Series as the Giants swept the Detroit Tigers.
For many professional athletes, the postscript to such a season would have been filled with appearances and the spoils of being a world champion. But Posey, 25, is far from your normal superstar.
He spent the offseason back home in Georgia, working out for the 2013 season and spending time with his wife and twin children. When MLB Network's cameras caught up with Posey on the day he was named MVP, he was in a school, helping his mother with a charity event.
Posey did take one trip of note over the offseason, visiting New York for the presentation of his MVP trophy. While there, Posey toured the Yogi Berra Museum with its namesake, and the two talked catching and took a look at love letters that Berra once wrote to his wife.
"He has great penmanship, by the way," Posey said Thursday.
Then it was back home, where according to his father, Demp, the league's best catcher focused on not being satisfied with the season he had just completed.
"He and I have talked about it, how it's easy to get complacent with all he's done in such a short amount of time," Demp Posey told the Albany, Ga., Herald. "But the great thing about Buster is that none of this changes him. He loves to play the game, loves to get better, loves to put in the hours.
"He'll come back next year and work harder than ever, because that's just who he is."
Posey again is putting in long hours this spring, but this time those hours are dispersed quite differently than they were a year ago. Posey's 2012 spring was centered on rehab for his surgically repaired ankle. An entourage of coaches and trainers followed Posey's every move as he steadfastly got back to form.
On Thursday, Posey squatted alone in a bullpen at Scottsdale Stadium, waiting to catch Barry Zito's throwing session. Posey was no different from any of the other catchers in camp, and for the Giants, that's the best news of all.
"I'm still amazed at where he is at as far as the injury," manager Bruce Bochy said. "It's like it never happened. It's not even an issue -- it's not even discussed."
Posey said he's spending significantly less time in the trainer's room and usually feels ankle stiffness only as he's getting out of bed in the morning.
"But usually it loosens up pretty quick," he continued. "It's been great. I don't think I'm so naive to expect that I won't feel it anymore. I'm sure there will be ups and downs, but right now I feel good."
"It's going to be so vital for us to make sure these guys are ready, and that's why his 'pen was a little longer," Bochy said. "He's got to be game-ready. He feels good and looks good, and we expect him to be ready to go."
Bochy said he spoke to Team USA manager Joe Torre on Wednesday and was told that Vogelsong would start the team's second game.
"With all he had to go through, this is an honor for him," Bochy said. "We're happy for him. It's a pretty amazing story."
For more on the Giants, see Alex Pavlovic's Giants Extra blog at blogs.mercurynews.com/Giants. Follow him on Twitter at twitter.com/AlexPavlovic.


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David Irving, Hitler and Holocaust Denial: Electronic Edition, by Richard J. EvansTable of Contents
|<< (B) Bending and wilfully...
|< (A) Irving's argument
(C) Hitler's involvement in the deportations
1. Irving thus falsifies a report in the Table Talk to make it look as if Hitler was saying in October 1941 that he was remaining inactive about the Jews. He draws from this the inference that Hitler was 'neither consulted nor informed' about the deportations of Berlin's Jews to the East which were taking place even as he spoke. In fact, however, as Irvine himself has acknowledged elsewhere, ther is some evidence (etc) that suggests that Hitler not only knew of the expulsions but that he had actually ordered them himself in the first place. In his discussion in the table talk on 25 October 1941, even Irving admits that Hitler was talking about the expulsion of the Jews from Germany to the East. Hitler's positive reference to the 'terror' of extermination that preceded the German advance strongly suggests he knew Jews were being killed by the SS task forces.
2. As far as the expulsions are concerned, Goebbels noted in his diary on 19 August 1941 that Hitler had approved them in principle: 'Apart from this, the Führer gave me approval to move the Berlin Jews out to the east as quickly as possible, as soon as the first possibility of transport offered itself'.27 On 18 September 1941, Himmler in fact had told his subordinate in the Warthegau:
The Führer wishes the Old Reich and the Protectorate to be emptied and freed of Jews from west to east as quickly as possible. I am thus aiming to transport the Jews of the Old Reich and the Protectorate if possible before the end of this year into the eastern territories which newly came to the Reich two years ago, initially as a first step, in order to move them further still to the east next spring.28
3. One month later, on 24 September 1941, Goebbels noted in his diary that Hitler had made a final decision on the matter:
I can bring the Führer a series of internal political problems to decide upon: the Führer is of the opinion that the Jews must be taken out of the whole of Germany bit by bit. The first cities that are now to be made free of Jews are Berlin, Vienna and Prague, and I have the hope that we shall succeed even in the course of this year in transporting a significant portion of Berlin's Jews off to the East.29
4. Irving, to be sure, does acknowledge in his book Goebbels: Mastermind of the 'Third Reich' that Hitler had decided in late 1941 that all Jews were to be removed from Germany. It would be difficult even for him to avoid doing this, in the light of the evidence provided by the Goebbels diary entry of 24 September 1941.30 However, in his submission to the court, Irving states that while Hitler had given the general authority under which the Jews were to be deported, starting with Berlin, he was 'not consulted or informed about the actual time that the expulsions began'.31 This qualification disappears in the following pages of Goebbels, where the impression is given that Hitler was not consulted about the entire operation of deporting Jews from Berlin ('Hitler was neither consulted nor informed'). As we have seen, this claim rests on a falsification of Hitler's Table Talk. The evidence cited above makes clear that Hitler was very much part of the decision-making process to drive the Jews out of Berlin , as Irvine himself admitted in the 1991 ed of Hitler's War.
27. 'Im übrigen sagt der Führer mir zu, die Berliner Juden so schnell wie möglich, sobald sich die erste Transportmöglichkeit bietet, von Berlin in den Osten abzuschieben. Dort werden sic dann unter einem härteren Klima in die Mache genommen'; E. Fröhlich (ed.), Die Tagebücher von Joseph Goebbels, Teil II, Vol. 1 (Munich, 1996), p. 266; capital letters in the original.
28. The Warthegau was former Polish territory incorporated into Germany in 1939; the Protectorate was former Czechoslovakian territory. The German original reads: 'Der Führer wünscht, daß möglichst bald das Altreich und das Protektorat vom Westen nach Osten von Juden geleert und befreit werden. Ich bin daher bestrebt, möglichst noch in diesem Jahr die Juden des Altreiches und des Protektorats zunächst einmal als erste Stufe in die vor zwei Jahren neu zum Reich gekommenen Ostgebiete zu transportieren, um sie im nächsten Frühjahr noch weiter nach dem Osten abzuschieben'; Institut für Zeitgeschichte, MA 3/9, Folder 94; cited in M. Broszat, 'Hitler und die Genesis der Endlösung', in Vierteljahreshefte für Zeitgeschichte, 1977, pp. 739-775, here 750.
29. 'Ich kann gleich dem Führer eine Reihe von innerpolitischen Problemen zur Entscheidung bringen: Der Führer ist der Meinung, daß die Juden nach und nach aus ganz Deutschland herausgebracht werden müssen. Die ersten Städte, die nun judenfrei gemacht werden sollen, sind Berlin, Wien und Prag. Berlin kommt als erste an die Reihe, und ich habe die Hoffnung, daß es uns im Laufe dieses Jahres noch gelingt, einen wesentlichen Teil der Berliner Juden nach dem Osten abzutransportieren'; cited in E. Fröhlich (ed.), Die Tagebüucher von Joseph Goebbels, Teil II, Vol. 1 (Munich, 1996), pp. 484-485.
30. Irving, Goebbels, p. 374.
31. Pleadings Bundle IV, p. 36.
|<< (B) Bending and wilfully...
|< (A) Irving's argument


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Emtek 8475US15 Satin Nickel Neos Single Cylinder Deadbolt from the Brass Modern Series
Huge Savings on All EMTEK
Use Coupon Code: EMTEK at checkout and save
Offer Ends 8/26/2016
Technical Specs
|Installation Guide
|Specification Sheet
|2-3/4", 2-3/8"
|Brass Modern
|Cross Bore
|5 Pin Schlage C
|Door Thickness
|1-1/2", 1-3/4", 1-5/8", 1-7/8", 2", 2-1/2", 2-1/4", 2-1/8", 2-3/8", 2-5/8"
|Edge Bore
|Single Cylinder
Configure your Emtek 8475US15 Neos Single Cylinder Deadbolt from the Brass Modern Series
Backset more info ▼The backset of your door is the measurement from the edge of the door to the center of the bore hole. Some products have an adjustable backset latch; however this product does require a designation.
Door Thickness more info ▼Measure this dimension to determine what your needs are for your door hardware. Please refer to the installation instructions and technical specifications of each product to make sure your doors and the door hardware you choose are compatible.
Free Keying Option more info ▼
Choose "Keyed Alike" to use the same key on multiple locks or "Keyed Different" to ensure that your locks will have different key codes.
Please contact customer service for quotes on master keying or to key multiple manufacturers alike.
Two keys provided per key code.
Latch Type more info ▼Most residential doors are mortised for either a round corner or square corner latch. Drive-in latches do not have a faceplate and are generally used on hollow doors.
Please finish configuring product before adding to cart
All Emtek items are made to order.
Neos Style Single Cylinder Deadbolt from the Brass Modern Series
Single Cylinder:The cylinder locks and unlocks from the outside with a key and from the inside with a thumbturn.
This Neos deadbolt is a perfect fit for the modern home. With it's sleek modern design and square trim, the deadbolt is a great fit with other Emtek Brass Modern series levers and knobs. Made to order, please allow 1 to 2 weeks for shipment and tracking information.
- Standard 2-1/8" Door Prep
- Hardened Steel Bolt
- Schlage C Keyway
Additional Emtek Links
Our SKU: 8475
This product is listed under the following manufacturer number(s):
- Flat Black
- Oil Rubbed Bronze
- Polished Chrome
- Satin Brass
- Satin Nickel
*Denotes a finish or option that has been discontinued
3 Questions from the Community
The Emtek 8475 is 2-3/4" tall x 2-1/2" wide and projects 5/8". The interior has the same height and width dimension and the thumb-turn projects 1".
What are the dimensions of this lock?
A. The Emtek 8475 is 2-3/4" tall x 2-1/2" wide and projects 5/8". The interior has the same height and width dimension and the thumb-turn projects 1".
The Emtek 8475 will work on a 1.75" thick door.
Can I use this for 1.75 inch thick door?
The Emtek 8475 will work on a 1.75" thick door.
The Emtek 8475 deadbolt will include a strike plate.
Do I need to buy a striker separately?
The Emtek 8475 deadbolt will include a strike plate.
Emtek Neos Collection
Warranty Info
Emtek Limited Warranty
Emtek Products, Inc. (the "Company") warrants to the original purchaser that, except for products with Rust, Deep Burgundy, Medium Bronze, Flat Black Patina and Silver Patina finishes, the products manufactured by it (the "Products") are free of defects in material and workmanship, provided:
- the Company has been notified within five years of purchase date and has been given the opportunity of inspection by return of any alleged defective Products to the Company, free and clear of all liens and encumbrances, transportation prepaid, accompanied by a statement of defects and proof of purchase; and
- the Product has not been modified, abused, misused or improperly installed, maintained and/or repaired during such period; and there is no warranty on Rust, Deep Burgundy, Medium Bronze, Flat Black Patina and Silver Patina finishes.
The Company shall, at its option, either repair or replace, free of charge, any Products or part thereof found upon the Company's inspection, to be so defective, or at the Company's sole discretion refund the purchase price, less a reasonable allowance for depreciation, in exchange for the Product.
The Company makes no other warranty, and all implied warranties including any warranty of merchantability or fitness for a particular purpose are limited to the duration of the expressed warranty period as set forth above. The Company's maximum liability hereunder is limited to the purchase price of the product. In no event shall the Company be liable for any consequential, indirect, incidental or special damages of any nature arising from the sale or use of the product, whether in contract, tort, strict liability or otherwise.
- Some states do not allow limitations on incidental consequential damages or how long an implied warranty lasts so that the above limitations may not fully apply.
- This warranty gives specific legal rights and a buyer may also have other rights which may vary from state to state.
- For warranty service please contact Build.com customer service at (800) 375-3403.


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peyton wrote:I talked with the Parks dept today and all but new hole 1 have baskets. The short placement for 11 is also gone. I will get that back in when there is time. New Hole 1 will have a basket by Friday, I just have to get a lock to them. We will have a map board at the beginning of the course in the spring of 2013 and new signs for flow. Also have permission to set up the back course again for Legion of Doom. On a side note, trees are being cut on the private property that used to be 3, 4 and 5 so it looks like they are going forward with the condos.
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Keene residents petition council to halt tree clearing at airport
Residents of the Edgewood neighborhood near the Keene-owned Dillant-Hopkins Airport have submitted a petition to the City Council saying cutting hundreds of trees there will have negative effects on their quality of life.
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The Granite Falls City Council's first meeting of the new year began with a brief look back as council members took in the 2012 building inspector's report.
According to the information compiled by City Building Inspector Dennis Haslip, residents of Granite Falls were issued a combined 133 building permits over the course of 2012 that totaled approximately $2.1 in estimated construction.
The total value of residential construction permits compared to commercial and industrial permits was almost a perfect 50/50 split. However, the number of permits it took to reach roughly 1.06 million in construction required 113 permits on the residential side compared to 20 for commercial and industrial.
Of the $1.06 million in residential construction, approximately $400,000 was associated with repairs, $150,000 from additions and remodels and $450,000 in new home construction. According to information from City Finance Director Mike Betker, the two permits divvied out for new home construction in 2012 constituted the first permits issued for new homes within city limits since 2008 when there were five.
Of the 20 permits requested for commercial and industrial projects, nearly $900,000 stemmed from remodeling, $100,000 from repairs and $65,000 in new buildings. In all, three new commercial/industrial buildings were constructed in 2012. Between 2008 and 2011 the number of permits issued for new construction ran from three to six permits per year.
Additional data that would put the total value of 2012 construction projects into context relative to prior years was unavailable at the time of publication, however, Mayor Dave Smiglewksi commented, "$2.1 million, that's surprising. It's definitely an uptick from the last couple of years."
Look for the additional analysis in next week's A/T.
In other news:
•In accordance with request of the State Historic Preservation Office, the city called for proposals to complete an archeological survey at the location of the planned site for the new sanitary lift station adjacent to Rice Park. Flood Hazard Mitigation funds are expected to be available to cover this expense.
•Council members held off from signing onto a letter of support for a veterans home to be located in Montevideo. Before doing so, city representatives wanted to be sure the veterans home would not negatively impact the hospital's plans to build a new nursing home.
•Council members approved a new contract with City Attorney Greg Holmstrom and Assistant City Attorney Kvam for 2013, though the contract goes unchanged from that approved in 2012.
Included in the contract is a base retainer of $1,400 per month based on 96 hours of service per year. Any hours worked in excess of 24 hours on a quarterly basis are billed at $175 per hour.
Over the course of 2012, the city spent $66,779 with the attorneys office.
•Council members reappointed, Dave Berryman, of Rodeberg and Berryman Inc., Montevideo, as City Engineer. The city spent $197,198 with the firm in 2012.
•Council reappointed, Bolton and Menk, Mankato, as the city's Airport Engineer. The city spent $58,360 with the firm in 2012.
Page 2 of 2 - •Council reappointed Dallas Olson, of HDR Engineering, Rochester, as City Electrical Engineer. The city spent $2,508 for services in 2012.
•Council approved a proposal to provide assessment services by David Hammerschmidt, of Southwest Appraisals, Redwood Falls, for $30,000 in 2013. The expense is unchanged from 2012.
Location, ST | website.com


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SAN JOSE -- A person was killed when he or she either fell or jumped from a six-floor parking garage at Santana Row Saturday afternoon, just as the evening crowds were arriving.
San Jose police responded and cordoned off the garage. But traffic was still allowed to pass along the mall's main road, said Aqueed Ahmad, a supervisor at the Lavazza Expression coffee shop across the street from the garage and the adjacent Best Buy.
A body covered by a yellow tarp was still visible early Saturday night. A van from the Santa Clara County Coroner's Office was also on the scene.
"I heard someone either fell or jumped off the top of the garage,'' Ahmad said shortly after the incident, which he said occurred just after 5 p.m. "There are a lot of police and people standing around, and they're directing cars away from the parking garage.''
Mickey Papillon, Santana Row's general manager, referred a reporter to police for comment.
A San Jose police spokeswoman did not immediately return calls.
Contact Patrick May at 408-920-5689 or follow him at Twitter.com/patmaymerc


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The Roc Stock is another great product from KillJoy Industries. This stock has the ability to be offset to the right or left side, allowing for greater mask clearance. Since it is able to be quickly adjusted with one hand, you can quickly set up one of the 36 possible configurations on the fly. Made of high grade machined Aluminum, the Roc Stock is made to last. The Roc Stock is currently available for the Tippmann A5 and X7.
The Zero Kick ACT Hammer from TechT is an upgraded hammer for any Tippmann ACT gun. Because of its 58% weight reduction from the stock hammer, the Zero Kick ACT Hammer gives you much less reciprocating mass inside the gun. This means the gun kicks less and cycles faster, which will help to improve your accuracy and your rate of fire.
Have your A5 or Model 98 professionally refinished by Conlee Custom with a DuraCoat camouflage. These patterns are gorgeous. They'll make your gun STAND OUT off the field and BLEND IN on the field. If you're adding this service to a gun you're purchasing from us then it takes about 2 additional weeks for your gun to arrive to you. Expedited shipping and service is not available at this time. DuraCoat is a two part chemical coating. DuraCoat was specifically made for firearms so it easily stands up to the wear and tear of paintball. With normal use, a marker will last several lifetimes when refinished with DuraCoat. This service was available for the X7, but is now also available for the A5 and 98 Custom. It is available in Digital Woodland, Digital Desert, Digital Urban, MC Heavy Green, and Army ACU.
IVT – Integrated Valve Technology CO2 Tanks are the newest innovation from JT USA. The IVT CO2 tank features an internal magnetic float which represents your liquid CO2 fill level on the indicator strip. This allows you to know when you are running low so you don't ever have to lose another game because you are out of gas. Also, the valve is located internally in the neck of the tank so even if you screw off the top of the tank, there is no chance of the tank shooting off and injuring anyone. These tanks will be a hot item at TippmannParts.com and are available in 9oz, 12oz, 20oz, and 24oz.


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Samsung: Tizen TV Coming Soon
Samsung Electronics has lots of work to do to attract developers to write software for its homegrown mobile operating system, Tizen.
That was evident from the attendance at the company's third annual Tizen developer conference at a San Francisco hotel this week. About 600 or so attendees showed up to watch Tuesday's keynote, when Samsung Executive Vice President Jong Deok Choi showed off the first smartphone and smart TV powered by Tizen. Perhaps ten times that number showed up for the keynote at Apple's developer conference the day before. And thousands more watched online.
Samsung is pushing the new operating system so it can control its own destiny. It sells more mobile devices than any other company, but today the vast majority run Google's Android operating system, making it hard for Samsung to differentiate its devices among dozens of Android competitors.
Considering that there aren't any Tizen smartphones on the market yet — the first one will launch in Russia in the third quarter — it was a testament to Samsung's backing for the platform that had developers investigating the nascent operating system.
Microsoft sent a team from Skype to hear Samsung's pitch, for instance, though none would comment about the company's plans.
"Samsung is one of the largest companies out there," said Benjamin Curley, Manager of Systems Operations for cloud phone service Line2, "You've gotta pay attention."
Curley said he's not yet sure if Line2 will develop its app for Tizen, but he was there with a colleague to investigate whether it would be easy to repurpose his company's Android app for the new platform.
The problem for Tizen is chicken-egg. It needs developers to make great apps in order to entice consumers to buy devices, but developers aren't inclined to devote energy to the platform until consumers start buying them.
Vidal Graupera, the Director of Engineering for Walmart Labs, which works on technology for the giant retailer, was enthusiastic in particular about Samsung's Gear2 smartwatch running Tizen. But he thinks the operating system will have to go "mainstream" before many big companies would want to develop for it.
Samsung nevertheless is pushing hard this year to launch more Tizen-based products.
Choi, unveiling the prototype Tizen TV at the conference said: "For the first time in three years, today we can finally show multiple Tizen products on the market…read my lips, this will be on the market very soon."
Jonathan Cheng in Seoul contributed to this article.


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Manufacturer: The Custom Art 1 Results
The Custom Art - Music One
"I have Music One for a while now, I already wrote some impressions in the Custom Art thread in here. So I decided to combine them and do a proper review. It is a little gem that punches way above its price point, so definitely deserves a review in my view. Starting with the design. Single BA per side, silicone earpieces, permanent or optional detachable cable (with a little extra..." --AmberOzL


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PIKEVILLE Ky. (WYMT) - The Pikeville Lady Panthers are next up in our DQ Grill and Chill countdown to tip off series.
The Lady Panthers welcome in a new coach in Bobby Spears, who was last seen over at East Ridge. Although this team loses production with the graduation of Lindsey Isner, the Lady Panthers are a team that is very multi-dimensional.
"It's amazing how they have taken to me. They work extremely hard", said head coach Bobby Spears. They are very hungry. And they want to win. I just really, rarely will you see a group of kids that are willing to put in the time, put in the effort, and the hard work that they do."
"I can tell every day in practice how much better that we have all gotten at basketball" said senior forward Amber Sexton. "I mean we have played together since we were very young. And it's crazy how much improvements we've made."
"We are pretty quick, athletic. We don't really have big people, we don't have really short fast people", said junior guard Rachel Potter. "We are all about the same speed across the board. So, I mean, if someone is in trouble down low, I can play post defense. Or Amber can guard a point guard, or power forward. So, I mean, across the board, we can do pretty much anything. Our post can dribble. I can post up. I think it is a good mix."
"We are a lot more intense. We are a lot more physical. We work really hard", said junior guard Stacie Gooch. "We really want to win now. Like , we want to win for each other and for Coach Spears. And it's just like a completely different attitude."


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Country Cottages Scotland
Just show me country cottages in Scotland
Boasting spectacular backdrops and plenty of peace and quiet, our country cottages to rent in Scotland are a popular choice for romantic short breaks or adventure holidays for the family. We feature over 200 country cottages in Scotland in a multitude of striking destinations, so choosing your favourite could be a little tricky! Read on for tips on where's best to book your country cottage holiday in Scotland.
If you're into outdoor sports, opt for a country cottage in the Highlands. We've a great range of rustic cottages to rent amid this mountainous region, providing a great base for adventure. Set out in search of a good walking trail from the front door of your Scottish country cottage, and return hours later, refreshed, reinvigorated and ready for a good night's sleep. The Highlands are extremely popular with mountain bikers, climbers, kayakers, and anglers, and our country cottages are there for when you need to relax after a long day on the trail.
See the sights with a country cottage in Scotland
Alternatively, choose a country cottage near the Scottish Borders if you prefer history to hiking. Here, ancient castles, forts and abbeys lie in wait around every glen and the illustrious Hadrian's Wall stands as testament to Scotland's bloody past. We've plenty of country cottages to rent in Southern Scotland that are ideally placed for touring the region; and if you get tired of all the greenery, head to Edinburgh or Glasgow to get your Scottish culture fix.
From the dizzying heights of the Cairngorms, to the beautiful wilderness of Dumfries and Galloway, rent a country cottage in Scotland and you're sure to discover the very best that the country has to offer.
Please find below a selection of personally inspected country cottages across Scotland.


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Electric DeLorean On the Way, Within Months!
I'm pretty much a fan of all things '80s. The hair, the music, the movies, the cars… well, most of the cars. The Toyota trucks and Honda sedans were pretty great, but the rest were perfectly forgettable.
The DeLorean DMC-12, though, straddled the line between forgettable and iconic. Then, it was a watered-down attempt at a sports car. Now, it defines the entire decade thanks to its ability to accelerate to 88 mph and transcend time.
One look at a DeLorean and everything great about the 1980s jumps to mind, including life-preserver vests and Huey Lewis and the News music.
Within a year, new electric DeLoreans could be available for you and me to purchase. No more scouring the used listings for acceptable deals on old models with under-powered gas engines!
Car Industry News, Car Minded, Classic & Vintage Cars, Domestic Cars, Electric Vehicles, General Chat


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After nine seasons of workplace pranks, drunken Christmas parties, Jim-and-Pam smooches and unbearable cringe-worthy moments, "The Office" closed shop Thursday night with a sweet, sentimental, 75-minute finale that went for the heart more than the funny bone.
In doing so, the show took great advantage of its mockumentary format to not only dredge up old scenes -- and warm memories -- but to examine how peoples' lives are affected when they are subjected to the camera's prying eye.
Along the way, there were some surprise cameos (Joan Cusack and Ed Begley, Jr. are Erin's biological parents!), the welcome return of old friends (Kelly and Ryan), and, yes, a great drop-in by Steve Carell's Michael Scott.
The episode jumps a year ahead. Dwight and Angela are about to get married and the office mates, some of whom have left Dunder Mifflin, are reconvening for a special panel session to discuss the PBS documentary that made them quasi-celebrities. Meanwhile, the camera crew just happens to be following them again because, of course, they need bonus footage for the DVD.
Apparently a lot has happened in a year:
-- Kevin and Toby have both been fired by Dwight.
-- Oscar is running for state senate.
-- Stanley retired to Florida.
-- Creed faked his own death to avoid the cops.
-- Footage of Andy's meltdown at the talent-show audition went viral and made him an infamous laughing stock.
-- Daryl is living in Austin and making big bucks with the company Jim left behind.
-- Nellie moved to Poland.
Dwight and Angela have their separate, and very offbeat, pre-wedding parties. Then comes the Q&A panel session, where Jim and Pam have to answer some uncomfortable questions about the rocky times they recently endured.
Onto the wedding, where Jim informs Dwight that he can't be his best man, as planned. Dwight is bummed ... until he realizes it's one more Jim prank: He has brought in Michael to do the job!
Dwight to Michael: "I can't believe you came!"
Michael: "That's what she said."
(Yes, he delivers his famous line one last time -- and it's delivered beautifully!)
After the ceremony, Carell has another funny moment as Michael. Gazing around at all his former employees, he tells the camera:
"I feel like all my kids grew up and then they married each other. It's every parents' dream."
We also learn that Michael actually does have kids and that makes us happy because we know how badly he wanted them. The only thing that would have made his appearance better is if Holly would have come along.
Later, Pam informs Jim that she has secretly put their house on the market (Hey, he bought it without telling her!). She feels guilty for having kept Jim from his dream. She wants to move with him to Austin so he can rejoin the company with Daryl.
Everyone returns to the office for the unveiling of Pam's mural and to do one last bit of reminiscing. Jim and Pam inform Dwight that they're leaving, but he fires them first. It's actually an act of kindness because it allows him to give them a lucrative severance package.
The final minutes of the episode generously allow several characters to reflect on the fun and crazy times -- except for Creed, who gets arrested.
Says Jim, "Even if I didn't love every minute of it, everything I have I owe to this job -- this stupid, wonderful, boring, amazing job."
And then Pam ties it all up perfectly. Talking to the camera crew, she says, "I thought it was weird when you picked us to make a documentary. But all in all, I think an ordinary paper company like Dunder Mifflin was a great subject for a documentary.
"There's a lot of beauty in ordinary things. Isn't that kind of the point?"


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Learn C# programming in a Console environment using Visual Studio. Develop skills in designing and writing C# computer programs using file processing, generics, delegates, events,
asynchronous programming and multi-threading using the Task Parallel Library. Get hands-on practice with applying these programming concepts by creating new code and revising existing code.
Prerequisite: C# Programming: 2 or equivalent.
Textbook: Bring book from C# Programming: 2 to class or purchase.
Bring a USB flash drive (minimum 2 GB) to class.
See our detailed course information including course content, learning objectives, and prerequisites..


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The Diamond Queens Fastpitch program located in Northwest Indiana is looking for a strong utility infielder to complete our 14u team for the 2011-2012 season. A good hitter is required.
Our program is committed to helping student athletes reach the next level of softball in a fun and competitive fastpitch enviroment. We are in need of athletes with great attitudes, a dedicated work ethic and drive to take their game to the next level.
We have an experienced and proven coaching staff that is dedicated to further player development on and off of the field.
If you are a strong and dedicated infield utility player that is a good hitter and looking for a strong team please contact us for a private tryout.
Coach Jessica @ 708-997-1527, firstname.lastname@example.com
Coach Greg @ 708-899-4760, firstname.lastname@example.com
ACTIVE is the leader in online event registrations from 5k running races and marathons to softball leagues and local events. ACTIVE also makes it easy to learn and prepare for all the things you love to do with expert resources, training plans and fitness calculators.


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Global correspondent banking data and intelligence to help you make timely and accurate financial decisions
Read More →
Enhanced data, look-up tools and screening software to support your AML and KYC processes
Essential tools to reduce costs, increase efficiency and optimise payment processes.
We're taking the next step in our journey...
Accurate, comprehensive, global payment data and flexible solutions for domestic and cross border payments.
Enhanced data, look-up tools and screening software to support AML regulations.Now incorporating FircoSoft's transaction and customer screening solutions.
In-depth, global correspondent banking intelligence to help you make accurate decisions on financial counterparties.


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August 30, 2016
1 1/2 cups flour 1/2 tsp. baking powder 1/2 tsp. baking soda 1 tsp. salt 3/4 tsp. cinnamon 1 1/2 tsp. ginger 1/3 cup oil 1/2 cup brown sugar 1 beaten egg 1/2 cup molasses (dark) 1/2 cup boiling waterRoyal Icing 1 egg whitePinch cream of tartar1 1/4 cups sifted icing sugar
Click Here to access the online Public Inspection File
Viewers with disabilities can get assistance accessing this station's FCC Public Inspection File by contacting the station with the information listed below. Questions or concerns relating to the accessibility of the FCC's online public file system should be directed to the FCC at 888-225-5322, 888-835-5322 (TTY), or firstname.lastname@example.com.


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lovswr wrote:Well streaming from the web worked for me for about 20 minutes. Then my PS3 media server crashed on my pc. When I restarted it, under Video Web Streaming Engines, mencoder now has a red circle wtih the line through it! It's like the gods are conspiring against me! I tried uninstalling mencoder & ffmpeg to no avail.
Please provide details. It's not even clear from your post which platform (Ubuntu or Vista) you're referring to.
On WIndows, there's no need to install/reinstall mencoder. The bundled mencoder.exe works fine. Even old versions of mencoder should work, on any platform. The most likely reason for the red circle with the white cross is an invalid mencoder_path in your PMS.conf (assuming you didn't change anything else). Make sure you use double backslashes on Windows:
- Code: Select all
mencoder_path = C:\\Program Files\\PS3 Media Server\\win32\\ps3mencoder.exe
On Linux, use single backslashes e.g.
- Code: Select all
mencoder_path = \/home\/user\/bin\/ps3mencoder
Also note: ps3mencoder.exe must be placed in the same win32 directory as mencoder.exe on Windows, unlike other platforms, where ps3mencoder can be placed anywhere.
The single most important prerequisite is to ensure you're running the latest versions of:
On Windows, the uninstaller leaves behind PMS.conf and pms.jar i.e. the two things most likely to cause problems.
- Make sure you have the latest JRE installed
- Back up your WEB.conf
- Uninstall PMS
- Delete the C:\Program Files\PS3 Media Server directory
- Install the latest PMS build from here or from Subversion
- Restore your WEB.conf
- Add the mencoder_path to PMS.conf
If that doesn't work, please provide the relevant details requested here as well as the PMS debug.log and the ps3mencoder.log.


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Confidence Game
"Fake it 'til you make it" is classic advice that sounds good, and apparently is — if you're a man. New research from Professor Ernesto Reuben suggests that men may have a much easier time "faking it" due to natural overconfidence in their performance — and provides some insight into why the glass ceiling remains such an unyielding barrier to greater female representation in upper management and executive positions.
Part of the persistent gender gap in leadership at firms can be attributed to discrimination. However, most investigations in this area focus on clear-cut instances of discrimination, in which a woman might not be selected for a position or promotion in a male-dominated firm where men either don't like working with women, feel threatened by women, or believe that women are not as good in a given role or industry. But Reuben suggests that the underlying causes of such selection issues may go beyond simple conscious discrimination.
"We know that there are differences in the way men and women think of themselves and react to incentives," Reuben says. "That led us to ask what other forces could be creating gender differences than bald out-and-out discrimination."
Reuben and his coresearchers, Pedro Rey-Biel of the Autonomous University of Barcelona, Paola Sapienza of Northwestern University, and Luigi Zingales of the University of Chicago, asked MBA students to complete a set of math problems on which both men and women perform about the same. One year later, the researchers brought back the same students, asking them to recall their previous years' performance.
The researchers found that when they compared actual with recalled performance, most participants overestimated their performance — not a surprise, as many studies have documented this tendency. There was one major difference: men consistently rated their past performance about 30 percent higher than it really was. Women, on the other hand, consistently rated their past performance only about 15 percent higher than it actually was.
Next, the researchers asked participants to estimate their performance on a task if chosen to represent a group, and were then divided into groups to complete the same math problem. Each group had to choose a representative and would compete with the other groups, with a generous cash prize awarded to the highest-scoring team. It was, then, in the best interest of the group to choose the person who had performed best on the problem sets in the past. But the researchers also added an incentive: for some (but not all) groups, the representatives got an additional payment that ranged from $20 to $75.
"In groups for which the leader got no additional cash prize, individual and group incentives were aligned: that is, if a group knew a woman was better, its best interest was to pick her or sacrifice its competitive edge and the financial reward," Reuben explains. "In the groups whose leaders received a payment simply for being chosen to lead, we created a tension: an individual could be chosen as a rep if they lied about their performance, and the group would lose while the leader would gain."
They found that, on average, both men and women were willing to lie about their performance. When participants had an incentive to lie, they lied more, and the incidence of lying increased as the monetary award for being chosen as leader increased. But while women kept pace with men on how frequently they lied, women did not exaggerate their performance to the same degree, and it cost them: women were selected 1/3 less often than their abilities would otherwise indicate. In other words, while there is no gender differential when it comes to lying, there is a significant gender differential when it comes to "honest" overconfidence: the main difference in women not being selected as leaders appears to be attributable to men's overconfidence in their abilities.
This kind of gender difference is hard to tackle. "It almost calls for direct intervention because men's overconfidence is honest," Reuben says. "It's not just a matter of telling men not to lie — because they honestly believe their performance is 30 percent better than it really is. Similarly, it's not as if you can simply tell women they should inflate their own sense of overconfidence to be on par with that of men."
Still, Reuben suggests an important takeaway for firms: recruiters should consider taking male candidates' claims about past performance with a grain of salt. Employers who aren't aware of the tendency for men to unconsciously inflate their performance could mistake that overconfidence for true performance, and overlook better female candidates. "It calls for a bit more sophistication on the part of hiring committees and recruiters to understand there are gender differences in how people evaluate themselves."
Ernesto Reuben is assistant professor of management at Columbia Business School.
Ernesto Reuben
Ernesto Reuben is an Assistant Professor at the Columbia Business School. His research interests lie within behavioral and public economics. Broadly speaking, he investigates the role played by social norms and particular psychological traits on activities that are economically relevant for public policy and business strategy. One of his main interests is studying the microfoundations of prosocial and antisocial behavior. In particular, how intrinsic...
Read the Research
Ernesto Reuben, Pedro Rey-Biel, Paola Sapienza, Luigi Zingales
"The Emergence of Male Leadership in Competitive Environments"


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Baby & Kids Coupon Codes Near Me - Baby & Kids Deals
Baby & Kids
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Ford Vehicles Near Hendersonville, NC
Search Ford by Style
Ford Reviews & News
We Actually Heard From People With FAST and SLOW License Plates
We checked out all the cars with FAST and SLOW vanity plates around the country -- then some of the owners contacted us.
2014 Ford Escape: Used Car Review
Sleek and feature-rich, the 2014 Ford Escape SUV is a tempting used-car choice with a less-than-enviable repair and recall history.
2014 Ford Fiesta: Used Car Review
With refreshed front-end styling, enhanced infotainment and added fuel economy and performance models, the 2014 Ford Fiesta is worth a look.
2013 Ford Flex: Used Car Review
Sporting a Range Rover-esque front facelift, the 2013 Ford Flex brings retro design and provides a wagon-like alternative to look-alike...
2014 Ford Flex: Used Car Review
With the look and driving style of a wagon, the 2014 Ford Flex packs 7-passenger seating, SUVlike cargo space and the latest tech.
2014 Ford Explorer: Used Car Review
With three engine choices, front- or 4-wheel drive and 6- or 7-passenger capacity, the 2014 Ford Explorer is a top-selling midsize SUV.


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Vintage watches
Oris Rectangular Complication 2002
A triumph of design This watch presented our designers with a complicated challenge. The rectangular shape of the case dictated that two buttons which activate the complications need to be positioned horizontally. The solution was to design a special ring fixing. And the result is spectacular, with its black or silver dial and clear display of the watch functions.
- Case Oris Rectangular, 33.50 x 45.50 mm, 1.319 x 1.791 inches, Stainless steel
Material Multi-piece stainless steel caseSize 33.50 x 45.50 mm, 1.319 x 1.791 inchesTop Glass Sapphire, domed on outside, anti-reflective coating insideCase Back Stainless steel, fixed with screws, see-through mineral glassOperating Devices Stainless steel crownWater Resistance 3 barInterhorn Width 22 mm
- Movement Automatic winding complication
Developed by Oris.
Number Oris 581, base ETA 2688/2671Dimensions Ø 23.60 mm, 10 1/2'''Functions Centre hands for hours, minutes and seconds, subsidiary dial for the date, the day of the week and the 2nd time zone (24 h), pushers for setting, moonphase window, fine timing device and stop-secondWinding Automatic winding, bi-directionally rotating red rotorPower-Reserve 38 hrsVibrations 28'800 A/h, 4 HzJewels 17
- Dial Black
Material Black guilloche dialLuminous Material Indices and hands Superluminova C3
- Strap/Bracelet Leather
Material Black leather strap, stainless steel folding clasp
- Reference 01 581 7528 4064-07 5 22 44FC


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Salt and heat for FW Ich:
1. Increase temperature to 80F -84F. Ich is principally a temperate zone gill parasite and fish may have issues getting enough O2 in warmer water. Start at 80F and if there are no signs of respiratory distress (labored breathing and/or hanging at the surface), increase to 84F.
2. Add 1 level measuring teaspoon per US gallon of salt (ordinary table salt) to some removed tank water, mix well to dissolve and add it back to the tank in the path o the filter outflow or other current. This can be done while the tank is warming up. If there are no signs of distress (as in #1 above), after 12-24 hours add another 1/2 teaspoon per gallon in the same way. Do not use "aquarium salt" as that has no legal definition.
3. Both salt and heat interfere with the division/reproduction of the parasite (the stage after the parasite falls off the fish and rests on the substrate or decor. It is effectively invisible at this stage). At and above 80F, the life cycle is ~3 days total. Therefore you need to hold at the elevated temp approximately 10 days (or at least 3 life cycles).
4. Vacuum the substrate thoroughly and do 80% water changes on the tank, every other day during the elevated temperature period. If you do this, the make-up water must have the 1.5 teaspoons per gallon (or 1 tbsp/2g) of salt pre-dissolved in it, and it must be at the same temp as the tank before it is added to the tank.
5. At the end of the 10 days, reduce the temperature to your normal operating level.
6. The salt is diluted out by water partials after the ten days are over. Routine 50% partials will effectively remove it after 4 partials. These may be done daily if it is desired to get back to normal operational levels more quickly (I do). At least the first 50% partial should be done immediately after the end of the treatment. After one 50 partial, the salt is down to 3/4 tsp/gal. After two 50% partials it is down to 3/8 tsp/ga. After tree partials it is down to 3/16 tsp/gal and after 4 partial is down tp 3/32 tsp/gal or effectively undetectable.
Nota Bene: The disappearance of parasite lesions from the visible surface of the fish does not mean the parasite is gone. It is a gill parasitre, and if not cleared by the full 10-day treatment it may persist chronically in the gills.


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So if you followed a wiihacks guide, why didn't you post this query in it? You'd likely get more support than a free-standing thread...
Hello. I think this might be my first post here. I must thank every contributor on this site because for the longest time, I've managed to get the most out of my Wii thanks to the information here. So really, thanks.
Now, I'm here because there's been something I just haven't been able to figure out on my own. It's about Nand emulation.
I first followed this guide. http://www.wiihacks.com/recommended-...ated-nand.html . My intent is to have my external hard drive for Rock Band songs, so then I won't have to be switching SD's all the time. Gamecube games not so much anymore, because I'd rather burn the games and skip NMM and Dios Mios compatibility issues. So I don't mind skipping on that part of the tutorial altogether anymore. For the record.
Well, when I start Rock Band 3, the game loads slower than with Nand emulation off. I could bear with it, so I proceeded to download a few songs. It's still slow on the menus, but playable. But then when my song count reached 10 or so, the game freezes with a BEEEEEEP that doesn't end, and I have to hard shut down the Wii.
I tried formating Fat32 as default, Fat32 with 32kb clusters, Fat32 with 8kb clusters, having 2 separate partitions for the wbfs and nand folders, wiping out the partition's free space, defragging, and, I dunno what else, but I've been at this for weeks now and I just want to play xD, and I'm tired. Please anyone, what am I doing wrong?
Oh and, I softmodded following Mauifrog's guide, but, last time I updated was a bit less than year ago, I think. Also for the record. Anyways, thanks in advance for the help!
Well, I figured this was a problem with Nand emulation, and not with Nand emulation with usb loader gx and dios mios. Under that line of thinking, I would had posted it in every tutorial that addressed Nand emulation. And neither of us would like that xD.
And I figured a topic would get more views and exposure than a reply.
So, that's that. Any reasons why nand emulation would be slow? And yes, the fat32 partition is always Primary and set Active. So it's not that. Ah, and the hard drive is usb 3.0 compliant, so, that should mean it's not slow on its own. Anyways, looking forward for help!
Post a syscheck here in this thread. A how to guide is below in my sig. Use the most recent version of syscheck.
Got it. I'll get to it right away.
sysCheck v2.1.0b19 by Double_A and R2-D2199, Nano
...runs on IOS58 (rev 6176).
Region: NTSC-U
System Menu 4.1U (v449)
Priiloader installed
Drive date: 2007.02.13
Homebrew Channel 1.1.0 running on IOS58
HomebrewFilter ist nicht installiert
Hollywood v0x11
Console ID: xxxxxxxx
Boot2 v4
Found 121 titles.
Found 51 IOS on this console. 3 of them are stub.
IOS4 (rev 65280): Stub
IOS9 (rev 54321): Trucha Bug
IOS10 (rev 768): Stub
IOS11 (rev 54321): Trucha Bug
IOS12 (rev 526): No Patches
IOS13 (rev 1032): No Patches
IOS14 (rev 1032): No Patches
IOS15 (rev 1032): No Patches
IOS16 (rev 54321): Trucha Bug, ES Identify, Flash Access, NAND Access
IOS17 (rev 1032): No Patches
IOS20 (rev 54321): Trucha Bug
IOS21 (rev 1039): No Patches
IOS22 (rev 1294): No Patches
IOS28 (rev 1807): No Patches
IOS30 (rev 54321): Trucha Bug
IOS31 (rev 3608): No Patches
IOS33 (rev 3608): No Patches
IOS34 (rev 3608): No Patches
IOS35 (rev 3608): No Patches
IOS36 (rev 54321): Trucha Bug, ES Identify, NAND Access
IOS37 (rev 5663): No Patches
IOS38 (rev 4124): No Patches
IOS41 (rev 3607): No Patches
IOS43 (rev 3607): No Patches
IOS45 (rev 3607): No Patches
IOS46 (rev 3607): No Patches
IOS48 (rev 4124): No Patches
IOS50 (rev 54321): Trucha Bug
IOS51 (rev 4864): Stub
IOS53 (rev 5663): No Patches
IOS55 (rev 5663): No Patches
IOS56 (rev 5662): No Patches
IOS57 (rev 5919): No Patches
IOS58 (rev 6176): USB 2.0
IOS60 (rev 54321): Trucha Bug
IOS61 (rev 5662): No Patches
IOS70 (rev 54321): Trucha Bug
IOS80 (rev 54321): Trucha Bug
IOS90 (rev 54321): Trucha Bug
IOS202[60] (rev 65535, Info: hermesrodries-v6): Trucha Bug, NAND Access, USB 2.0
IOS222[38] (rev 4, Info: hermes-v4): Trucha Bug, ES Identify, NAND Access, USB 2.0
IOS223[38+37] (rev 4, Info: hermes-v4): Trucha Bug, ES Identify, NAND Access, USB 2.0
IOS224[57] (rev 65535, Info: hermesrodries-v6): Trucha Bug, NAND Access, USB 2.0
IOS236 (rev 54321): Trucha Bug, ES Identify, NAND Access
IOS245[37] (rev 21008, Info: d2x-v8final): Trucha Bug, NAND Access, USB 2.0
IOS246[38] (rev 21008, Info: d2x-v8final): Trucha Bug, ES Identify, NAND Access
IOS247[53] (rev 21008, Info: d2x-v8final): Trucha Bug, NAND Access, USB 2.0
IOS248[55] (rev 21008, Info: d2x-v8final): Trucha Bug, NAND Access, USB 2.0
IOS249[56] (rev 21008, Info: d2x-v8final): Trucha Bug, NAND Access, USB 2.0
IOS250[57] (rev 21008, Info: d2x-v8final): Trucha Bug, NAND Access, USB 2.0
IOS251[58] (rev 21008, Info: d2x-v8final): Trucha Bug, NAND Access, USB 2.0
BC v6
MIOS v10 (DIOS MIOS 2.6.1+)
Report generated on 2013/02/13.
For the record, I did try what I described in my original post in a second Wii. Same results. But to be fair, I soft-modded that one too. So it could be the Wii. I hadn't thought about that.
Last edited by Rainierman; 02-12-2013 at 08:11 PM.
Thanks for bumping. I actually already edited and went unnoticed xD.
Edit: Oh wait... curious. I edited and refreshed this page, yet your reply didn't show up until I went back to the topic list. Sorry for the confusion.
Last edited by Rainierman; 02-12-2013 at 07:53 PM.
Uhm, bump . Anyone?


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The honor roll lists for Graceland University's 2012 fall term have been announced.
Students with a perfect 4.0 grade point average are named to the President's list. Students with a GPA between 3.65 and 3.99 are named to the Honors list. Students with a GPA between 3.25 and 3.64 are named to the Dean's list.
Lori Salyer of Silex was named to Graceland University's President's List.
Location, ST | website.com


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Equal pay bill derailed
Published: Wednesday, April 24, 2013 at 9:03 p.m.
Last Modified: Wednesday, April 24, 2013 at 9:03 p.m.
Legislation aimed at ensuring that women and men are compensated equally for doing the same work stalled Wednesday in the Senate and Governmental Affairs Committee.
The panel deadlocked in a 4-4 vote for the proposal (Senate Bill 153) by Sen. Ed Murray, D-New Orleans. Murray could try to revive the measure at another meeting.
The bill would make it illegal for an employer with 15 workers or more to pay women less than the same rate paid to men for the same work, with exceptions for seniority and other performance-based systems. Business groups oppose the bill year after year, saying federal law adequately addresses the issue.
Reader comments posted to this article may be published in our print edition. All rights reserved. This copyrighted material may not be re-published without permission. Links are encouraged.