text:
|2010-12-31, 10:53
|Link #2243
Bray will be good, though. He just isn't that great yet. They talked a lot about his accuracy, but he is completing barely 50% of his passes on the year. He was sub-50% though the entire game until the final drive last night. He'll get there. He also needs to hit the weights something fierce.
|2010-12-31, 12:08
|Link #2244
Keep Pounding and Destroy
|2011-01-01, 00:47
|Link #2246
Keep Pounding and Destroy
|2011-01-01, 20:21
|Link #2247
I loved the players trying to give Patterson a Gatorade bath. He was yelling at them not to because the game was still on, and you could hear the one kid on the mic say, "Okay, we don't do it." And then when Dalton took the last knee, Patte...rson TOOK OFF for midfield, but I was yelling at the screen, "Chase him! Chase him! Don't let him get away!" All of the sudden, from off screen, the players chase him down and douse him.
I do not believe in conference solidarity AT ALL. I was rooting HARD against Wisky and Michigan today. Screw them.
But, that all said... Penn State. Wow. I hate Matt McGloin. In 23 years, I have never seen such an ATROCIOUS performance from a Penn State QB. And the coaches are just as much to blame for not pulling him. McGloin lost us that game. He SUCKS. And people have been all up in his jock for months thinking he's so great. No, he's not. He is fucking TERRIBLE. The signs have been there since the beginning that this would happen. It did against OSU and it did today. Screw Moxie-Spice. If Bolden or Jones can't beat him out in the off season we might as well forfeit all of 2011.
|2011-01-01, 20:49
|Link #2248
Retweet Member
Join Date: Dec 2005
Location: ニュー・オーリンズ、LA
Time for Arkansas to make it a clean sweep^^...The funniest $hit about all of this is that Rich Rodriguez is gonna get hosed yet he's the only coach in the Big Ten with an inventive enough mind to create an offensive system that can change the balance of the conference, but he won't get enough time...
To compete with the SEC and even some of those SEC-lite teams you can't just be powerful and run heavy, you gotta have packages that manipulate the defense (Situational packages)...As average as Florida played today, Penn State's offense was so STRAIGHT-UP, no frills it was ridiculous...You not gonna be able to just go at these NFL-babies with the same $hit all day...You gotta trick'em (Not trick-play'em, manipulate the match-ups)...Same $hit with Wisc., can't be running that HB-Tackle $hit all game verses athletic teams...Sucks to be a BIG 10 fan right now and has been for a while to be honest...This is a down year for the SEC too which makes it worse...
|2011-01-01, 20:59
|Link #2249
Rodriguez's offense does not work in the Big 10. Yes, a lot of Michigan's troubles were because of their total lack of a defense (106th in the country), but many teams were able to stop their O more than enough to win handily. In the Big East, his system works. In the Big 10, where many teams play VERY good defense, it does not work. The QB gets killed. The tiny RBs and QBs are mincemeat after a few weeks. I mean, seriously. My guess, from your location, is that you're a SEC Kool-Aid drinker. Yes, the SEC whooped the Big 10's ass today. But you guys rarely dominate us like that, and in fact, the Big 10 is usually pretty good against the SEC on January 1st. Many years we beat the SEC straight up.
Rodriguez an inventive mind... hah.
And you didn't watch the PSU game, obviously. The play calling was hardly the problem. It was the awful play of McGloin. On only a few plays did I really question the play calling. Had McGloin not been SO BAD, PSU would've won. McGloin (and the coaches who didn't pull him) is to blame. Justin Brown also dropped three HUGE passes, all for BIG first downs. If McGloin executes, we win. PSU's D gave up 23 points on VERY short fields because McGloin put them in ATROCIOUS positions.
When PSU got cute, THAT was when McGloin sucked. PSU's power run game was DOMINATING Florida's defense. No, power is how the Big 10 consistently holds its own against the SEC. Today was very bad for the Big 10. It happens. But go back and look at the history of Big Ten/SEC bowls. The Big 10 consistently does very well. Some Big 10 teams do better than others. OSU is AWFUL against the SEC, but teams like Penn State, historically, hold their own against the SEC.
I don't believe in conference solidarity, and I routinely root against the Big 10, but what you wrote is just ridiculous. You have no idea what you're talking about.
|2011-01-01, 21:28
|Link #2250
Retweet Member
Join Date: Dec 2005
Location: ニュー・オーリンズ、LA
Rich Rodriguez helped engineer Tulane, friggin TULANE to a 12-0 season because of his innovative system...Let's just skip over West Virginia competing for National Titles with no instate talent...
I'm simply saying once he was able to get thru one recruiting class maybe we could have seen improvement...I personally believe that the BIG 10 needs to trend toward more sophisticated package-based offense as a conference (Like the SEC), since ultimately the best BIG 10 team will almost always have to beat the best SEC team to win titles etc.,...Michigan for as much as their criticized (fairly so because of the D) has some offensive principles that I think would be effective in balancing the conference...
You telling me just 3 years, only 2 recruiting years is a good appraisal of what Michigan can be? The guys who hired Rich Rod must wear a$$hats if they didn't think he was gonna bring the same offensive system that has been great for him for the last decade...On top of that his roster turnover was gonna be waaaaaay more difficult given what Michigan was prior to him getting there...I'm not gonna say he didn't get a decent shake in the microwave world we now live in concerning sports, but I see it every year...The Big 10 just doesn't project well with their style if we're talking about elite championship winning conference (SEC 6-0 All-time BCS Champs)...
|2011-01-01, 21:55
|Link #2251
The reason why those teams were competing that way was the same reason people have been whining about BSU and TCU being given/not being given a shot at the BCS title game. They play in VERY weak conferences. The Big East is in big danger of losing their Automatic Qualifier status because they're so weak.
Once again, Michigan's offensive scheme cannot work in a conference that plays defense. His system needs undersized players like Steve Slaton and lean, fast guys like Pat White. But once those guys start taking shots from big, fast defenders, they get banged up and injured really quickly. The Big 10, believe it or not, routinely plays some of the best defense in the country.
Wisconsin is really the only Big 10 team that does not run some form of the spread. Everyone plays offenses similar to most top-end SEC teams or Big XII teams. Even then, Wisconsin holds it own against SEC teams. Since 2005, they've faced SEC teams three times in bowl games and have won twice. Let me guess... those were awful SEC teams, you'll say. Wisky is 2-3 against the SEC since 2000, in an effort for full disclosure, though. Still, if you can't run "power" against SEC teams, then why has Wisky won twice against SEC teams? Penn State is 2-2 against the SEC since 2000. I guess those SEC teams we beat sucked, though, right?
I honestly hope Rodriguez doesn't get canned. He will, unfortunately. Rodriguez is the gift the keeps on giving to the Big 10. Everyone in the Big 10 hates Michigan. Seeing them suck is hilarious to the rest of us, even the teams that suck worse (like Indiana). The more Rodriguez scoffs at defense, the more he tries to force a square peg into a round hole, the more he sticks his foot in his mouth in pressers, the more he "gifts" to the rest of us Big 10 school fans.
If Michigan hires Brady Hoke or Jim Harbaugh, which is the odds-on thought right now, Michigan will very quickly return to national prominence. Rodriguez sucks. Harbaugh or Hoke would be dynamite at Michigan.
For better or worse, that's the nature of college football ALL OVER THE COUNTRY. Win right away or pack your bags. Some coaches can switch systems in a hurry, others can't. Ryan Mallet, star SEC QB, left Michigan because Rodriguez was going to F with the system, stupidly. Oh, and by the way, that ultra-traditional pro-style Michigan team in 2007, before Rodriguez arrived, beat a Tim Tebow-led Florida team. Did that Florida team suck too much for that Big 10 victory to count?
Michigan's AD has made some terrible decisions, not the least of which was hiring Rodriguez. His system DOES NOT WORK in power conferences. And no, the Big East is NOT a "power" conference. Especially not when they're dangerously close to losing their AQ status.
The Big 10 doesn't have a "style." That's probably the biggest myth (aside from the "southern speed" myth... which is actually so untrue that it's hilarious... northern athletes routinely test out faster than southern athletes in national competitions... even when you talk about "quickness" v.s. "speed," the Big 10 is hardly slow). This isn't the 70s. Every Big 10 team is different just like every SEC team is different. Every Big 10 team runs a different offense/defense.
Like I said, I do not believe in conference solidarity at all. Penn State has always and will always be a red-headed step-child in the Big 10. We do not belong here. I do NOT root for Big 10 teams in OOC games. I DO believe that the SEC is, usually, the best conference in the country. But what you're positing is just ridiculous. The margin of difference is not nearly what you make it out to be, and many Big 10 teams hold their own against the SEC. I've watched more college football than should be legally allowed for someone not in the college sports media over the last 23 years, and I don't remember this "Big 10 sucks!" crap before the last 5-10 years. OSU is the biggest problem; they are USELESS against SEC teams. Getting pasted by two SEC teams in the NC game this past decade really set the Big 10's image back.
But, whatever. In the end, I suppose the Big 10 gets the last laugh. The SEC is extremely envious of the Big 10's foresight into the marketing of a conference (i.e. the Big Ten Network). And with the addition of Nebraska, the Big 10 will have, EASILY, the best single-conference TV viewership of any conference in the country.
|2011-01-01, 22:30
|Link #2252
Retweet Member
Join Date: Dec 2005
Location: ニュー・オーリンズ、LA
^Look I think it's a down year for the SEC...Probably the worse year for the SEC in atleast a decade, but you're not totally wrong here...I know it's conceded, but I have 2 cousins who play for Alabama and honestly they admitted how the team just couldn't get up for that game against Utah a couple years ago (Saban remedied that this year)...If you're a high profile SEC team sometimes you play flat when you're not in that championship game (Yes that's how arrogant the NFL-lite conference is), but I also believe that Teams that represent the best of each conference annually (whether it be the Nat'l Championship or highest level matchup therein) it's been shown the best of the SEC beats the best of the Big 10...I went to LSU and I know none of the fanbase was energized for that matchup against Penn state last year for what it's worth (Same with Florida the year they lost out on the title game right before they played the Big 10)...
As for the rest, the SEC is a speedier conference I doubt you'd scream the opposite in a room of random hardcore college football fans, but like I said it isn't just speed it's more manipulation based offenses that utilize speed better than most Big 10 teams...I think Rich Rod can do some of that, but he won't get the opportunity to show more of it (Again you're right he probably doesn't deserve it, but I'd hire him in a second for O-coordinator in the SEC)...
Nevertheless against a really bad Florida team you saw how those passing windows closed up quick for the QB you are slaying? In the Big 10 he completes some of those balls, in the SEC the team speed destroys that...Some of those INT's were great Defensive plays especially the one where the guy torqued his body at the last second and snatched it on the 3rd & 1 play...You can call it myths but perception is reality and ALL OVER THE COUNTRY the SEC gets more respect than the BIG 10...You can't deny that...After today's outcomes sheeeeesh, who would?
|2011-01-02, 02:02
|Link #2253
You really must not watch a lot of college football if you think the SEC and the Big 10 are all that different in terms offensive schemes. And "manipulation based offenses" is hilarious, by the way.
It has nothing to do with the fact that we played an SEC team. It has everything to do with the fact that we have a terrible QB who played a team with a great defense. The same thing happened against Ohio State. McGloin just got lucky in the first half of that game. The second half was a disaster of epic proportions. He also lost us that game in large part. Newsflash: great defenses don't exist only in the SEC.
The SEC is usually the best conference, as I said. But you SEC fans are so delusional if you think that you corner the market on good play or that only an SEC team has the attributes/abilities that you just described.
Last edited by JagdPanther; 2011-01-02 at 02:26.
|2011-01-02, 04:14
|Link #2254
Retweet Member
Join Date: Dec 2005
Location: ニュー・オーリンズ、LA
|2011-01-02, 12:24
|Link #2255
I cannot agree with that logic. Football is a game of match-ups. That's why the Transitive Property of Football is bullcrap. You can't say that since X beat Y and Y beat Z that X would beat Z. It doesn't work that way.
If that were the case, then Appalachian State would've been D-IA national champs in 2007.
In talking with some Florida fans, they think that PSU was clearly the better team yesterday. However, because PSU had one player who has no business being on a D-IA team and is an arrogant jerk who thinks he can do no wrong, PSU lost. I normally do not say that "oh, we were the better team, but we threw it away" when PSU loses. I am by many standards a huge pessimist. But in this case, I might be inclined to agree. PSU could move the ball on Florida and could stop Florida's O. But because Matt McGloin SUCKS and Joe Paterno always plays the buddy system and doesn't bench players for whom he has a soft spot, PSU continued to be put in atrocious spots and we lost. If I had been at that game, I would've jumped the railing after McGloin's 2nd or 3rd pick and broken his leg so that he couldn't go back in. McGloin gets pulled, we win. It all comes down to that.
|2011-01-02, 12:54
|Link #2256
Join Date: May 2007
Location: Massachusetts
Age: 29
It sucks how Lloyd (the only Broncos player to make the Pro Bowl) isn't even starting even though he has played statistically better than both Wayne and Johnson.
Lol @ Chris Johnson claiming to break the rushing record and not even making the Pro Bowl.
|2011-01-02, 16:08
|Link #2257
World's Greatest
Join Date: Oct 2007
Location: San Francisco
Age: 30
|2011-01-02, 16:31
|Link #2259
Mama there goes that man!
Join Date: Jun 2010
Location: UK
Ravens win in the ugliest game I've see all year. Looking forward to the KC match-up next week(assuming Indy takes care of business).
|american football, sports
|Thread Tools


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When you're raised by a grandmother whose life ambition is to see that all of her family and friends are fed palate-pleasing traditional dishes, the apple strudel doesn't fall far from the tree. Whenever people came to visit Marla Brooks's grandmother, the first question was always "What can I get you to eat?" soon followed by "Here, have a little bit more." Over time, Ms. Brooks has come to follow in her grandmother's footsteps, and always has something tasty to offer guests. In this time of healthy cooking and healthy eating, crowd-pleasing and satisfying, full-flavor meals are often left behind. This cookbook contains no calorie counts, carbohydrate statistics, or other nutritional guidelines. You don't have to be a Jewish grandmother to cook like one, nor to eat like one. But it's often said that in a Jewish grandmother's way of thinking, love and food are synonymous. If that's the case, this is a book full of love. Wholly dedicated to good old-fashioned taste, these family recipes--many from the author's grandparents' delicatessen--include everything from knishes to blintzes, with some borscht and kugel thrown in. There are also recipes from celebrities such as Richard Simmons and Dr. Ruth Westheimer, and crowd-pleasers like brisket, matzo ball soup, chicken wings, and much more. Whether you are a novice cook or an experienced gourmand, these recipes are easy to prepare and sure to please.
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text:
Heroes and Villains
Buck Dharma
I was talking to our pal Shane of the Government last night about our shared fondness for the movie Crossroads. No, not the Britney Spears version. This one came out in 1986 and stars Ralph Macchio as a Julliard dropout looking to "learn the blues" from a grizzled old dude who had, many years ago, sold his soul to Satan in exchange for mad harmonica skillz.
In order to win back the blues dude's atman before he goes to the Great Roadhouse in the Sky, Macchio must enter a guitar duel with the Devil's prized "headcutter," played by notorious shredder Steve Vai. How rad is that?
If you haven't seen Crossroads, trust me, it's great hokey fun. And I say that not just because I was a dead-ringer for Macchio when I was his character's age. I especially love the older black African-American gentleman who plays the Devil. In fact, it got me thinking that I need to make a list of the best portrayals of anthropomorphic Evil in cinema. But that's for another post.
One of my favorite scenes in the flick is when the bluesman finally arrives at the dusty crossroads where he originally made his infernal deal. Satan's assistant comes roaring along in a sportscar — a flashy upgrade from the Model-T that he drove in the flashback segments. Blues dude says, "We're here to see Legba." (Papa Legba, if you didn't know, is the official emissary of the Loa in Haitian Vodou.) Satan's henchman replies, "Legba? Where you been at, Slick? He done changed his name to Scratch!"
Here's the axe battle between Macchio and Vai (Macchio's guitar parts were actually played by Ry Cooder):
And here's a "surprise alternate ending" not seen in the original film:
The movie is available to stream instantly on Netflix. I think I know what I'll be doing tonight!


text:
"best care"
About: The Whittington Hospital The Whittington Hospital London N19 5NF
Posted via NHS Choices
I have lived in North London ever sInce i moved to the UK 15 yrs ago so If I ever needed a doctor, WH was my first choice. I am not a frequent hospital user but if I ever needed it I went to whittington and I always got the best help! I had my baby there 6 years ago and I had to use their A&E twice since then and I have to give this hospital best points. Everyone was always really helpful, starting with ambulance team and finishing with nurses and doctors in hospital itself.
Response from The Whittington Hospital nearly 2 years ago
Hi Orroga
Thank you for your lovely feedback, we appreciate you taking the time to write it. We'll pass your message onto the relevant teams.


text:
A United Nations agency says at least 31 people have been killed in attack on a boat carrying Somali migrants off Yemen's Red Sea coast.
The spokesman for the International Organization for Migration (IOM) told a media briefing in Geneva the number of deaths may be more than 31.
The officials said it is not known who launched the projectile and that dozens of those who were hurt have been transferred to the Al Hudaydah port in the Red Sea, Efe news reported.
Coastguard authorities in the Houthi rebel stronghold of Hodeidah said a helicopter gunship attacked the vessel they were travelling on in the Red Sea.
Al-Hassan Ghaleb Mohammed told the Associated Press news agency the refugees were trying to reach Sudan after leaving Ras Arra.
On January 25, the Yemeni forces shot down another Apache helicopter belonging to the so-called Saudi-led coalition in Dhubab neighborhood of Yemen's Ta'izz province.
He said that panic erupted among the refugees when the helicopter opened fire. It did not say who was behind the strike.
He went on to call the attack "totally unacceptable", adding that those responsible should have checked who was aboard the boat "before firing on it." . Hudaydah is controlled by Iran-allied Houthi fighters who in 2014 overran Yemen's capital, Sana'a, and forced the Saudi-backed government of Abd-Rabbu Mansour Hadi to flee into exile. Saudi Arabia, which is leading a coalition in the war in Yemen, has USA -built Apache A-64 Longbow attack helicopters. Seven fishermen were also killed off Hodeida by gunfire from an unidentified source, while a further seven were killed in a vehicle near Mokha, hospital workers said.
Yemen's civil war, which is about to enter its third year of bloodshed, has allowed terrorist groups including Isis and al-Qaeda in the Arabian Peninsula to seize territory and carry out attacks.
"The US should not continue to arm governments that violate worldwide human rights and humanitarian law and simultaneously shut its doors to those fleeing the violence it helps to escalate", Margaret added.
President Trump Agreed To Change Obamacare Repeal Bill To Win Over Conservatives
This is why President Trump had to talk of changes, which may help to sway people back on the side of passing the bill through. Some House leaders said they were "shocked" that so numerous nation's health care associations have come out against the bill.
Chasing Plan for World Hurdle Winner Thistlecrack
However, this is perhaps not the route to go for punters who are again looking to beat the bookmakers, with the Supreme Novices' Hurdle the perfect example.
Investors Target Premier League Clubs Due to Rising Profits
A further estimate shows that the operating profits of the clubs could double to reach a cumulative one billion in the end. Dan Jones, the report editor, expressed that Premier League clubs have reached a turning point with such an achievement.


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as Mrs. Monroe
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as Chelsea
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as Nicole Bayklow
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as Cop
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as Transplant Surgeon
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as Patient
as Carson Methodist Doctor
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as Derek's Sister, Nancy
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as Jeremy
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as Police Officer
as Hematologist
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as Minister
as Duncan
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Series Details
|TV Network:
|Premiere Date:
|Mar 27, 2005
|Executive Producers:
|Betsy Beers, Rob Corn, Mark Gordon, Tony Phelan, Joan Rater, Shonda Rhimes, William Harper, Stacy McKee, Debbie Allen, Krista Vernoff, Peter Horton, Jim Parriott, Zoanne Clack, James D. Parriott, Mark Wilding, Allan Heinberg
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Nobody misheard Mayor Mike McGinn's battle cry when he was running for mayor: He would block the deep-bore tunnel under downtown Seattle, a bad transportation plan and a boondoggle. That stance softened in his later campaign days; but even then, McGinn insisted that he would protect Seattle citizens from having to pay for cost overruns, which are nearly inevitable on projects like this.
Now the city (pitching in $930 million) and the county and state (covering the rest of the $4.2 billion tab) are proceeding under an agreement that, as of this moment, still saddles Seattle with any cost overruns (with no way to know how many millions that may be). People can live with the tunnel—McGinn included—provided that Seattle doesn't get stuck with more than its share of the bill. But state lawmakers passed legislation last year that says any costs in excess of the state's obligation "shall be borne by property owners in the Seattle area." Speculation abounds that the provision is unenforceable. But that is speculation. And for now, it is still the law.
"The legislature has made it clear they want the city to pay for cost overruns," McGinn says. He has repeatedly vowed to erase that liability before we pass "the point of no return," the point at which Seattle is committed to the tunnel and the law putting Seattle on the hook for cost overruns remains in place.
But McGinn has a problem. "I don't know exactly where the point of no return is right now," he says. Moreover, McGinn doesn't seem to have a plan to identify this point of no return or pull the emergency brake before we careen past it.
It gets worse. A phalanx of lawmakers in Olympia are already positioning themselves to replace the potentially unenforceable state law—which some say has no legal binding because "property owners in the Seattle area" is too ambiguously defined—with a law that is enforceable. On January 14, state senator Jim Kastama (D-25) introduced a bill clarifying that contracts for the tunnel builders cannot be signed until the City of Seattle provides a funding mechanism to pay for cost overruns. "Otherwise this could come back to affect the rest of Washington state," says Kastama, a member of the Senate Transportation Committee. He notes that Seattle and King County lawmakers were the ones who wanted a deep-bore tunnel (at 54 feet in diameter, the largest one ever proposed) and that a waterfront megaproject incurs the risk of overruns. For example, costs for the Big Dig on the Boston waterfront swelled from a $2.6 billion estimate to the $14.6 billion final tab. And King County's Brightwater sewage-treatment project is over budget and a year behind schedule; the tunnel-boring machines got stuck under Lake Forest Park last August and remain stalled. "If the city wants to proceed with an option that is inherently more risky, then the city should be responsible for those cost overruns," Kastama says. His bill has picked up six cosponsors.
Assuming the $1.96 billion earmarked specifically for the tunnel construction—the riskiest part of the $4.2 billion waterfront rebuild—was not enough and the project ran 50 percent over budget due to unpredicted obstacles, that would equate to a $1 billion bill. Seattle's 600,000 citizens, if they were on the hook, would need to pay $1,667 per person to settle the debt. A family of four would pay over $6,600.
But none of Seattle's legislative delegation has introduced a bill to unhook Seattle from the obligation. And the Seattle City Council, which signed a memorandum last fall agreeing to comply with the state law, isn't doing anything to protect Seattle, either. Does Council President Richard Conlin think we should pay for cost overruns? "No," he says. But is he doing anything to change that part of the agreement? No. He thinks the legislation will "die on its own."
"There is no practical reason to deal with it," Conlin says. "We need to get the project engineered and build it without cost overruns." He says that the point of no return would come when bids and estimates show the tunnel "can't make this budget."
"There is ambiguity," Conlin admits. "My feeling is that this is an ambiguity that we can live with until we have to deal with it."
Conlin may be correct that a court could toss out the provision at the eleventh hour—to the chagrin of the legislature—and pass the expense on to the state. But if he's wrong and Seattle must pay, as McGinn insists could happen, we could find ourselves years into a viaduct replacement project that's veering out of control and costing taxpayers big bucks.
If anyone can bring this issue to a head, it's the mayor who earned Seattle's vote by pledging to settle this dispute.
"He needs to decide how he is going to defend Seattle citizens from the state coming after their wallets," says Cary Moon, director of the People's Waterfront Coalition. "He's the lawyer and the mayor. He needs to figure out how to do this."
So far, McGinn proposes only asking state and city officials where they stand. "You can't solve an issue that people aren't even willing to talk about," he says. "My sense is that we should do something soon. The earlier we have that conversation the better."
But time is running out. The legislative session ends in March, the last chance to scrub the bad law this year. This fall, the Washington State Department of Transportation will issue a draft statement on the tunnel's environmental impacts; it will serve as a blueprint for proceeding with the project. And by next year, shortly after the final statement is issued, the contracts will be signed to begin digging under downtown.
If McGinn believes his own mantra about protecting Seattle taxpayers, he needs to get on it. Two ways McGinn can bring this issue to a head: (1) Ask for a legal interpretation of the Seattle cost-overrun provision from City Attorney Pete Holmes or state attorney general Rob McKenna. It may start a fire, but, again, it's better to know. (2) Organize Seattle's delegation in the legislature to introduce a bill that removes Seattle's obligation to pay for a state project.
"They should be operating with a clear and common understanding," says Moon. "Blithely believing there will be no cost overruns or that someone else will pick up the tab is not a very responsible or realistic way to make funding decisions."


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Gurukshetram Trailer (2006)
11 August 2006
Kurukshetram (2006) is a Tamil film directed by director Jeyabharathi, starring Sathyaraj, Roja and Rajendra. Bharath (Sathyaraj) and his wife Vaishnavi (Roja) live in Western America with their children Subash and Sindu. Riots break out in the part of America where Bharath and his family live.
Watch the official Gurukshetram 2006 trailer in HD below or find more Gurukshetram videos on Vidimovie.


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Toxic Workplace with Mitch Kusy
Posted by John Livesay in podcast | 0 comments
Episode Summary
Welcome to The Successful Pitch. Today's guest is Mitch Kusy, who's the author of the Toxic Workplace. He said, "Toxic people only thrive in a toxic system." He has a great way of identifying who's toxic. He said they tend to be people who kiss up or kick down and that there's three different ways of being a toxic person without even knowing it.
One is you humiliate or shame somebody. The other is you sabotage them through passive – aggressive behavior. The third way is you just are a mean person, who doesn't seem to care. It's all about, is your intent to prove the person right or is it your intent to get that person to improve? It's really a fascinating look at how important it is as a startup to make sure you don't have a toxic person in your workplace because it spreads, also that you don't take on an investor who is toxic.
Listen To The Episode Here
Toxic Workplace with Mitch Kusy
Hello and welcome to The Successful Pitch. Today's guest is Dr. Mitch Kusy, who is the co-author of a book called Toxic Workplace. I am very excited to have him share his expertise because he's had over 25 years' experience in organization development. He's a 2005 Fulbright scholar in International Organization Development and a registered Organization Development Consultant, a full professor in a PhD program at Antioch. A distinguish visiting professor down in New Zealand. He consults literally around the world. Mitch, welcome to the show.
Thank you so much, John. It's really a pleasure to be here.
I'm thrilled to have you. One of the key things that investors look for when they're deciding which startup they're going to fund is, who's on the team? How well does the team get along? Does the team handle stress well? Who better than you, to talk about the dangers and ways to avoid creating a toxic workplace. That's why I'm so excited to have you here. Before we get into all your years of experience, can you tell me how you got to be an expert in organization development?
Like many people in their career, in a circuitous route, I was a psychotherapist for about eight or nine years doing individual, family and group therapy. As I was doing that, I started discovering I actually liked much more helping organizations and teams figure out problems. Helping them resolve those issues. I started applying the strategies that I've learned in individual and group therapy to organizations. Then, went back to graduate school and got a few more degrees and here I am.
I love it. That really gives you the expertise, doesn't it? Because, sure the dynamics are just bigger in companies, but especially small startups. It's almost like a small family dynamic, where somebody's got the favorite and somebody always has a hot button that gets pushed, I'm imagining.
You're absolutely right, John. Interestingly, it is no different from a small organization to a large organization. In the research study that Dr. Elizabeth Holloway, my co-research and co-author, we found with over 400 participants in our study that 94% of people said they work with a toxic individual.
We defined a toxic person as anyone who demonstrates counter-productive work behavior that influences the individual, the team or the organization. Bottom line here, three categories. People who shame people. The second is people who sabotage the team. Third is passive hostility. Any one, two, or three of those will classify you as a toxic person.
Let's take a deep dive into that. With the shame, that's the same, as you mentioned in the book as humiliating someone, correct?
Yes. Actually, interesting about that, what we've discovered is that shaming or humiliation could be one-on-one. Only one person experiences it with no one witnessing it, to teams or the entire organization. It doesn't matter really what the context is, one-on-one or team shaming, is shaming is humiliation.
Interesting. A lot of people say, "I don't mind if you say something to me or have negative feedback, but don't do it in front of other people." What I hear you saying is you still have to be really careful even if it isn't in front of their peers, to not humiliate somebody. Just say, "Look this was a mistake and it can't happen again without humiliating them." Is that accurate?
That's absolutely true. What's interesting is, shaming is not negative feedback. We all need at times negative constructive feedback. But what I say to people when I'm coaching them is, "What's the intent of your feedback? Is the intent to help them improve or is the intent to prove you are right? If you are proving you are right. There's a high probability you are engaging in shaming behavior."
That's fantastic. We're going to tweet that out, "Is your intent to prove you're right or is your intent to prove that you want this person to improve?" For example, I could see somebody totally losing it on a small thing. A big no-no, obviously, is when you have a pitch deck that has a typo in it. I'm imagining a scenario where somebody gets up in front of an investor, pitches and the investor says, "Hey, you have a good idea, but we're really sticklers for details. If you can't get your pitch deck accurate, we're not going to fund you." That founder is humiliated by the investor. Then, they take it out on the person who created the deck, even though they were supposed to proof it themselves.
Interesting about that scenario. If I were an investor and an individual made a mistake like that and that person said, "I take total responsibility for that." In our book, we talked about The Four Step Apology. Framing your mistake in the past, "Yes, I made that mistake." Two, how it impacted the other individual, saying, "You might have less trust in me as your consultant in this situation." Third, to apologize. "I apologize." Fourth, "In the future I'm going to do a better job of proofing this before giving it to you." People are very forgiving with that four-step apology.
The first thing is the apology. Second is, to be toxic, it needs to be a pattern of these behaviors. John, we're all a little uncivil at times. I might get rattled. I'm also a professor and I'm working with a doctoral student. I might treat him or her at times, maybe be a little short because I am rushed. If you acknowledge that, you know how to apologize appropriately for that. Third, if it's not a pattern.
One of the key things to look for is if it becomes a pattern. If you're working with an investor and you have a pattern of not being prepared like that then your investor is probably asking very good questions and will probably leave. If it's not a pattern and you do something like that then an effective apology, there's a high probability you're going to rectify the situation.
Let's just go over that because it's really gold here, everybody. The Four Step Apology. The first step is the past?
First of all, frame it in the past. I've been running late for meetings. I've been running late for meetings for the past two months. Second, how that behavior affected the other individual?
Impact. I love what you said there Mitch, that it could impact that you're going to trust me less. That's really so important because when I coach people on what's important to an investor is their credibility. The minute they don't trust you, the minute they catch you in a lie about something in due diligence, the deal is off. I would love to have you give your insights on how can people improve their trust factor with people they're just meeting? Any ideas on that?
First of all, the way you improve your trust factor is to empathize with the situation that they're in. The best way to empathize is to talk about how you might have a similar experience. "The last time, when I was in your shoes, this is the way I felt." A sense of empathy is extremely powerful.
What's also interesting about trust, I did a research study with another colleague, Dr. Louellen Essex, some time ago that lead to our book, Breaking the Code of Silence. The subtitle is Prominent Leaders Reveal How They Rebounded from Seven Critical Mistakes. I'm not going to go over the seven mistakes here that are recoverable, but we found two mistakes that are likely not to be recovered. One is, a corroboration of trust. If people no longer have trust in you, there's a high probability you are not going to recover that.
Now, if you make a mistake like the one that you were saying, something was wrong with one part of the document, I don't really know if that's trust. People might be saying, "I don't know. Would he or she handle my portfolio properly?" If there's a continuation of those errors, then there's a high probability that trust is going to be an issue. The second thing we discovered is once someone doesn't trust you, it is very difficult to regain that trust.
Absolutely. This is something that's happened in the past. There's an impact. You apologized. Then in the future, you're going to make sure it doesn't happen again. Let's do a deep dive here, if we can, on how do you determine, because a founder creates a culture for his or her startup. They decide what kind of people they want to have working for them. They have an offer, or two if they're fortunate and strategic, to get two different investors who want to give them the same amount of money. Everything else seems equal. Then they have to decide, who's going to fit in to our culture better? Maybe they've talked to other people that that particular investor has given money too. What are the warning signs that they should be looking for or asking to see if that investor is suddenly going to turn toxic on them, maybe a year into the relationship or the first sign of a problem?
One of the ways to do this is to, first of all understand the four aspects of a culture since that's what we're talking about here. There are four basic aspects. One is the values, in terms of what I regard as important. With that, one of the first thing the individual is looking for, "Does this person value the same kinds of things that I do?"
First is values. Second, beliefs. Why are these values important? Third, norms. What are the unwritten rules the way we do things around here? Maybe one of the unwritten rules is, "In order to get what I want, I'm going to kick the table leg and I'm going to run people ragged." With those norms, you have to decide, "Do I want to do business with the person like that?" Norms is the third. The fourth is underlying assumptions. What are the assumptions that people operate? I operate by treating people with respect. I operate when I make a mistake. I own it and share that with others. Subsequently, in terms of the culture, since that's what you brought up John, those are the first pieces.
That's great. Let's just recap that really quick. Your value, your beliefs, your unwritten rules and your underlying assumptions. All of those four things, as someone who's starting a company, you should think about because it's so important to define the culture. It doesn't just haphazardly happen and you can create a team to fit that culture you want. I love that.
This whole concept of unwritten rules. I remember working with a startup. Their unwritten rule was nobody picks up the phone. Everyone sends each other messages via Skype not text, not a phone call. That's how they all communicated. Until you figured that out you're like, "What's going on? Why is nobody talking to each other? Why is nobody is answering my emails?" It's like, "We don't communicate that way." "What a weird culture but okay. How is someone supposed to figure that out?" "They just do." I'm like, "Jeez."
One of the things, when I'm working with a client first time around and they're looking at, "How do I introduce people to the organization," I asked individuals, "What are the norms?" They fend for themselves. I'll take two hours with them or I'll put them through a one day program, at the end of that day, they still don't know where they hang their hats at the end of the day. They've been riddled with one human resource form after another. I say, "Be sensitive. Help people become adjusted to the norms in your organization." You can change norms. That's the good news. If you have some norms that are not particularly welcoming those are easy to change.
One of my favorite quotes from your book, Toxic Workplace is that, "Toxic people only thrive in a toxic system." We're going to tweet that out, as well, which I think really goes to what we're just talking about. It's the culture.
Absolutely. It's the culture. Interesting, when we are working with organizations to help them change their culture to be a culture of everyday civility. What we help them understand is it is, first of all, very difficult without a systems approach to give feedback to a toxic individual.
Let me give you classic example. You're trying to give feedback to an individual who's shaming other people in public. You give them this feedback. The first thing that we discovered is most toxic people are clueless about the impact of their behavior on others.
Subsequently, if they're clueless, they're not going to accept your feedback very well. You try giving feedback in the most respectful way and they come back with, "I'm the only individual who has the guts to say something. All the rest of you individuals, you're just sitting there doing nothing. I'm the one who's carrying this team." Highly narcissistic behavior, by the way.
Here's where the system comes into place. You give this person the same feedback and now you say, "I understand you don't agree with this feedback. However, I'm not asking you to agree with it. If you don't agree with it and if you're behavior doesn't change, here's the first thing that's going to happen. Here's the second. Ultimately, you could be fired." Now, without a systems approach for this and without the organization sanctioning that you, as a leader, can do this, you're going to be talking to the wind because he or she knows you're going to do nothing.
Subsequently, we say to individuals, you really have to have systems in place. Let me give you an example from health care. Health care is the one industry John, that has done more than any other industry in changing the face of respectful engagement. Here's some statistics that are going to astound you and astound your listeners. This is one study after another. Essentially, 60 to 80% of the medical errors are due to disruptive individuals. People not communicating with each other. 60% to 80%.
I was doing a keynote address one time to a large non-health care group. I reported this, 500 people in the room. A gentleman raised his hand and says, "Mitch, this is unbelievable. Just last night, my wife, who is a nurse, reported that she could not read the medication order. Rather than go to a physician who she knew was going to shame her, she went to four to five other individuals to interpret that order."
What a waste of time? Someone's waiting for the medicine. It's just shocking, isn't it?
Absolutely. Here's a follow-up. I related the story to a group of health care leaders. There was a surgeon in the room. The surgeon said, "Mitch, I don't agree with you. I need to do this because I need to have perfection." The surgeon, she said to me that, "Mitch, do you want to go to a non-perfect surgeon?" I said, "Doctor, I want to go to a surgeon. When he or she is about to make a mistake, someone is calling them on that."
Because it's safe enough to raise their hand without getting their head chopped off.
Exactly. You've got it.
You talked about in your book, this toxic workplace typically, just the tip of the iceberg. What's below the ice? What's below the surface usually?
What's below the surface are number of things. One that's below the surface is the impact this has on others. Health care gave you an example. Another impact, we found that 51% of people who are targets of instability, reported that they are likely to quit the organization. Turnover is something you typically don't see. Secondly, the reason we don't see it, is many toxic individuals are chameleons. They're very capable of kissing up to their boss and kicking down to people below them.
What happens is, the boss says, "I know she's a little bit hard on individuals as the leader of her team, but man, is she bringing the money into the organization. She's highly productive." Underneath the iceberg, that leader, the boss, is not aware of the individuals who are leaving, the individuals who are not doing as effective job as they could because they're not committed to the organization and to that team.
You just mentioned something really key there, which is the cost of turnover, especially in a startup with someone who has so much valuable experience and intellectual property in their head. They will go someplace else that's not so toxic. To start all over again and have to find somebody who is expensive and a waste of productivity, over and above whether it's a small or big company. I think that's something that people really don't typically measure as the cause of having a toxic workplace.
They typically don't, a few studies have. First, of all we've measured this and we found that 51% reported to us are likely to leave. Other human resource metrics have found that the cost of replacing an individual depending upon their level in the organization and their level of expertise is anywhere from 150% to 400% times their salary. You have some highly sophisticated, wise individuals in that organization, and they leave because of this. They may not tell you why they're leaving. The cost of replacing them, retraining them, the cost of recruiting 150% to 400% of their salary.
Now, you also talked about in your book, Toxic Workplace, that if you let this go, it literally spreads like that whole analogy of one bad apple. Can you talk a little about warning signs that it's spreading?
First of all, the warning signs it's spreading is look at turnover on your team. That's one of the high pieces. Secondly, if people won't tell you what's going on in the organization, you can't get to the bottom of it. Those are two critical dimensions to figure out what's going on. The other strategy that we talked about in our book is called the Skip Level Discussion. If most of your listeners are familiar with 360 degree feedback, where you get anonymous feedback from everybody around you, that's in some kind of a survey. What we're talking about with the Skip Level Discussion is a way to keep your ear to the ground as the leader.
I learned these years and years ago in an organization that I was head of leadership development. It goes something like this. The leader says, "I really want to hear what's going on positively and negatively in my group." Let's just say you're a vice-president. I'm going to go two levels down, to people who are reporting to the person reporting to me or the people reporting to me. Twice a year, I'm going to spend 15 to 30 minutes asking you, "What's going right? What's going wrong? Are you getting the kind of leadership you need?"
Now, the first response when I teach this to organizations, "People aren't going to tell the truth." However, if people are really dissatisfied, they may. The other thing that I say to individuals is the leaders saying this to the organization, "I want you to come and tell me what's going on. If you feel threatened, feel free to come with two or three individuals together." A leader is not going to fire three people for having problems with his or her boss. That's another strategy that we talk about in our book, the Skip Level Discussion.
Fascinating. I'm also interested to see, with your experience, do you get feedback from someone saying, "I don't know if they're humiliating me or shaming me, but they're always condescending." Is that part of being in a toxic environment?
The condescending comes under the second and passive hostility. You get your anger out in crooked ways. It comes out in a condescending way. If that's how an individual is giving feedback, there's a high probability that individual is toxic. I bet they've heard this before, too. They may be clueless about the impact of that behavior on others. What we're saying about cluelessness is they may understand, "Yes, I'm rough and at times I'm really hard on people." But they may not truly understand the amount of sleepless nights that individual is having as a target of that. They may not understand how much that individual has reduced their work effort. They may not understand how hard that individual is trying to find another job. They may not understand the sick leave that that individual is taking.
If it's not turnover, then a lot of people will call in sick because you made them so sick with stress or just the dread of having to interact with you. We've talked about shaming and humiliating, being the difference in the intent. We just talked now about this passive feedback through condescension. Let's talk about that second part you talked about of the types of toxic behavior, which is all about sabotage. What does that look like in the story?
Here's a scenario that happened recently. This one individual who was highly toxic ended up, because he was not getting the kind of kudos that he wanted on the team and from the team, decided to sabotage some of their efforts. Actually, changed some protocols etc. to steer the team the wrong way.
Another interesting thing about what happens with teams is, it's a process that Elizabeth Holloway and I, Elizabeth, again is my co-author, we call it secondary gain. If you will, imagine you're on a team and you're not the toxic individual and the team is constantly looking at the antics of this toxic individual. They start talking about, "Can you believe the way she just talked to the CEO of this company? Can you believe the way he talked to this potential investor?" What happens is this gossiping turns into secondary gain. They get a lot of gain out of talking about, "Ain't it awful?" Then an interesting dynamic occurs. If for some reason that toxic individual is fired or he or she leaves the organization, they often don't know how to relate positively to each other because what was the cohesive glue was talking about the toxic person.
One of the things that we do when we're doing team development with a team that has engaged in that, now that toxic individual is gone, we allow them a certain period of time to talk about how 'ain't it awful' and 'can you believe what he or she did.' Then they cannot talk about it anymore. They now have to move on because that person is no longer part of the team.
Really, really great. Is there any final bit of advice you have for us Mitch, On what we can do to try and prevent getting in bed, so to speak, hiring, taking money from investor that might be toxic? Besides just doing your due diligence, is there other signs that we could really avoid?
Here's one, and we call it the Recruiting Cue Sheet. Let me start by first telling you a story that an individual was being hired in an organization. The hiring manager could not be there immediately at the airport. The administrative assistant went to the airport to greet this candidate. The administrative assistant was trying to be cordial, engaging. The person who is coming in for the interview was just answering questions in a monosyllabic way. The administrative assistant said, "She's probably nervous. It's a high level position." Until the hiring manager showed up. Then, this individual was absolutely brilliant, exuberant, asking one great question after another. The administrative assistant was looking to himself saying, "What did I do?" He didn't do anything.
Remember when I talked about earlier John, that many of these individuals are chameleons. They're very capable of kissing up and kicking down. I would not hire that individual because there's a high probability that this person coming in is going to kiss up and kick down. What do you do about it? We have a process that we call the Recruiting Cue Sheet.
I understand that we should have some team interviews and one-on-one and bringing the team together, as well. There are number of individuals, like the administrative assistant, that this investor is going to interact with even for a minute or two. Here's the strategy, you as the individual thinking about this investor, whether or not you want to work with him or her, you go around to the individuals who are likely to interact with that individual. Maybe it's the administrative assistant. Maybe it's the cafeteria people. It could be maintenance people.
You go up to them and say, "You may or may not have an opportunity to interact with this individual, but if you do, I'd like you to answer these three questions on this form." I'll make that up off the top of my head now. One question is, "Did the person give you eye contact?" Second, "Did the person engage you in conversation?" Third, "Does this person look like the kind of person that we want to work with?" Ask those individuals. If you get a different story from what you have perceived, just have your red flag go up and say, "This may be the individual that we don't want to work with.
Nice, fantastic. Mitch, this has been great. How can people follow you on social media?
One is, first of all, my website www.MitchellKusy.com is one arena. I guess that would be the primary one because that's how I use that as my primary vehicle for people to get in touch with me. They could read some of the latest work that I've done in the area. That would be a great resource for them.
Fantastic. Thanks again for sharing all the secrets on how to avoid creating or staying in a toxic workplace.
Thank you, John. I enjoyed it.
Me too.
Links Mentioned
- J Robinett Enterprises
- John Livesay Funding Strategist
- Mitch Kusy
- Toxic Workplace – book
- Dr. Elizabeth Holloway
- Dr. Louellen Essex
- Breaking the Code of Silence – book
- www.MitchellKusy.com
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Trump Again Slams 'Ungrateful Fool' Lavar Ball: 'Poor Man's Version of Don King'
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Romy has a secret.
Demi has a secret.
Can you keep them?
- demi
- lovato
sabsmysavior Feb 21, 2016
Ugh I have to blink like evey five seconds just to stop myself from crying
sabsmysavior Feb 21, 2016
Yes good idea insulting always helps sort the problem out dads are the best! *note the sarcasm*👍👍👍
underseapeanut Oct 25, 2016
Let's do it again but someone get a timer. Demi's gonna set a record
MidnightRaven321 Jan 12, 2016
omg im crying... i hate all tht crap with those stupid mean girls sorry guys its just idk... wht evr can u guys plx check out my story I Wanna Tell You, it would mean the world to me since i LOVE writing which some people think is stupid but wht ers Cheers Stay Strong Romy Love Ya
tylerh0eseph Nov 19, 2015
every school has abully ignore them unless it's physical don't fall for the "At least im not a tattle tail.." Its only tattleing if it's like "Jeremy sat in the wrong seat!" Or something like that but tomenting telling on that is not being a tattle tail
seekerravenclaw Sep 23, 2015
Damn insulting your even younger daughter that has the same if not worse problems as your Other daughter and your youngest has probably had them for longer


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Discussion in 'Mens Basketball' started by Clones21, Oct 3, 2013.
Thank goodness.
Picked last in the big 12 this out to be good
Never underestimate Hoiberg!
Magic eight ball says ISU to be screwed somehow in basketball too. Bet on it.
If it's going to be the same refs from the Kansas, Ohio State, or football game tonight, we will finish last in the Big 12. What a hose job.
Thank God basketball starts soon. The football season ended tonight. No way we make it to 6 wins now. And if you can't make a bowl game nowadays with something like 500 bowl games, then who cares.
Woo hoo, our chances to get screwed over by a whole new set of ref's in another sport, then football season will be right around the corner again!
fun thread.
By re+ard$.
Can't believe this site doesn't let you say retards.
It did there for some reason.
How long is it now — 22 days?
I support this clones21 post. First ever.
Bball season can't start soon enough...
Time to work on tournament bracket projections.
Are the basketball posters out yet? I haven't seen anything on them and it seems like they're usually out by this time of the year..


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Paris Saint-Germain's David Luiz has returned to Chelsea in a deal believed to be worth around the £30million mark.
Luiz left the Blues back in 2014 for PSG, ending a three-year stint at Stamford Bridge, after the English club accepted a massive £50m offer from the French champions.
The Brazil international has enjoyed an impressive two seasons in Ligue 1, picking up nine pieces of silverware, but the opportunity to return back to Chelsea was too hard to refuse.
Reports claim that when the defender heard about potential interest from his former employers he made it clear to his representatives that a move back to the former Premier League champions was wanted.
Luiz has put pen-to-paper on a three-year contract and is looking forward to playing for the club once again.
He said: "I always had a wonderful relationship with the fans and I am looking forward to wearing the blue shirt at Stamford Bridge once again."
The 29-year-old becomes the second defensive addition of the summer window, following the arrival of Marcos Alonso from Fiorentina earlier on deadline day.


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Rome, Mar 15: AC Milan English player, David Beckham is likely to miss out playing in the World Cup as he suffered a ruptured Achilles tendon injury on Sunday, Mar 14.
Beckham twisted his ankle during the final minutes of AC Milan's match against Chievo in Serie A.
The injury of the former England captain overshadowed AC Milan 1-0 win against Chievo as the injury implies that Beckham would remain out of action for 5 to 6 months.
"David's injury is bad for us," said Milan coach Leonardo, who refused to officially confirm the nature of the problem although Sky Sports Italia claimed it was a season-ending Achilles rupture.
"This was an important victory tonight, but this injury prevents us from really enjoying it. It's an important injury and we need to be able to judge how serious it is."
"This injury has been a heavy blow for him and for us. Unfortunately the party is ruined."
"David realised straightaway what had happened. He understood that it was a serious problem and he said so immediately. It's such a great shame," Leonard said.
Beckham, who limped off the field was stretched away in pain and in tears.
OneIndia News


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Replacement Balancer for an Alcan window
A handy person from Orlando, FL says:
May 21, 2012
Alcan window installed 1991. Window goes up BUT doesn't stay up. Pics enclosed. Original balancer 18" long.
1/2" wide.
1/2" wide.
Paul from SWISCO responded:
May 22, 2012
Thanks for posting! Based on your images, it looks like you may have something similar to our S380-18. Do you think that would work for you? If you'd like us to help you identify what option you need, as well, please let me know what the stamp printed on your channel reads.