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The Wedding Present are a British indie rock group based in Leeds, England, formed in 1985 from the ashes of the Lost Pandas. The band's music has evolved from fast-paced indie rock in the vein of their most obvious influences The Fall, Buzzcocks and Gang of Four to more varied forms. Throughout their career, they have been led by vocalist and guit... Continue Bio >>
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This is an excerpt from my new book, Organizational Psychology for Managers.
"Space, the final frontier."
- Captain James T. Kirk
To be fair, Captain Kirk was talking about a different kind of space than what concerns us here. It may seem a little odd that a book on organizational psychology would be concerned with space; fundamentally, however, we are creatures of our environment. We respond to what is around us and how we perceive the space we are in can affect our moods, our creativity, even our perceptions that our team is worth our time. How people feel about the space they are in can influence whether or not they believe a leader is authentic!
Imagine that you are going to rent an office: you approach the building and see peeling paint and dead trees outside. How does that shape your impression of the building? What will your clients think when they see it? What if you were going to visit a doctor whose office was in that building? Perhaps you're already beginning to have doubts. Sure, she has great recommendations, but could someone competent really work out of a building like that? Of course, once you step inside you might find a brightly lit, professional office, but first you have to get that far.
Well known psychologist Martin Seligman once observed that as the chair of the psychology department at the University of Pennsylvania, he interviewed many people who went on to become quite famous in the field of psychology… somewhere else. Why were none of the candidates accepted? Reviewing the applications, he and the rest of the faculty found something wrong with each candidate and consistently felt that their strengths just weren't strong enough. Eventually, Seligman noticed that they were holding all their candidate reviews in a gray, windowless, conference room. When he tried holding the meetings in a brightly lit, colorful space, suddenly the candidates' flaws didn't seem so bad and their strengths were considerably more obvious.
Our moods and our environment feed off one another. It's hard to be discouraged on a bright, summer day, and hard to be excited when it's cold and gray outside. Similarly, when our work environment is gray or boring, we tend to be less trusting, less creative, less open to new ideas, and less cooperative. We spend more of our mental energy just trying to be vaguely cheerful, and less on actually getting the work done. Conversely, when we are in open, brightly lit spaces, we tend to be more willing to trust and cooperate with others, happier, more energetic, more creative, and considerably more open to new ideas and experiences. If successful innovation and brainstorming requires that we suspend disbelief and open ourselves to off-the-wall ideas – and that is exactly what they do require – then we need to construct our environment to encourage that mindset.
"…[Organizational Psychology for Managers] should be required reading in MBA programs, military leadership courses, and needs to be on the bookshelf of every Fortune 1000 VP of Human Resources. Steve Balzac is the 21st century's Tom Peters."
- Stephen R Guendert, PhD, CMG Director of Publications
This is an excerpt from my new book, Organizational Psychology for Managers
As we discussed when we looked at the High Performance Cycle and goal setting, goals have momentum. In a more precise sense, success has momentum. When we are succeeding, we feel better about ourselves, our work, and the organization we are a part of. How we manage time plays a major role in our perceptions of success.
As we saw earlier in this chapter, when we feel rushed, our perceptions narrow. We don't see things that are right in front of us. We will even miss things that matter deeply to us: when they felt rushed, our divinity students speaking on the Good Samaritan completely missed their opportunities to live up to the content of their talks. In business settings, people in a hurry will spend days, weeks, or sometimes months not noticing the solution that is staring them in the face.
Whenever we are running behind our schedules, we end up feeling rushed. Being behind schedule might trigger people to work hard, but they do so at the expense of working smart. When we are behind schedule, every minor problem becomes a major disaster. It's just one more thing that is preventing us from hitting our deadlines and getting the job done! As a result, we tend to respond with quick fixes and overly simple solutions just to get the problem to go away. At one software company, when the product team was clearly not going to make the deadline, the director of engineering grudgingly allowed them another two weeks. They still weren't ready, so he did it again. This proceeded for about three months! Half of each two week chunk was spent undoing the quick fixes they'd implemented in their frantic race to finish during the prior two weeks, and the other half was spent instituting a new set of quick fixes! The constant feeling of pressure meant that no one had time to think or consider any solution that took more than a few days to implement. In three months of being behind schedule, they probably made about one month worth of actual progress! Had they just extended the schedule by six weeks or two months right from the start, they would have finished a lot sooner.
Conversely, when a team is running ahead of schedule, people are much more energized and creative. The feeling that there is time available means that people feel they have more space to consider alternatives and look for lasting solutions to problems. Unexpected problems become challenges rather than disasters. When a team is ahead of schedule and team members work long hours because they are excited, they are choosing to put in that extra time. When the team is behind schedule, team members are often pushed to work long hours to try to catch up. The choice is no longer really theirs.
Fundamentally, being behind schedule means feeling that we don't have control of the situation and our time. Being ahead of schedule means feeling that we do have control of the situation and our time. The more control we think we have, the more motivated and focused we are. Individuals and teams that feel in control work harder and produce higher quality results than those that feel that they don't have control. Thus, a team that is ahead tends to pull further ahead and teams that are behind will often tend to fall further behind until the inevitable triaging of incomplete work allows them to declare themselves done.
Going back to the High Performance Cycle, when we complete goals with a burst of effort and blast across the finish line after being triumphantly ahead of the game, we feel a much greater sense of satisfaction and internal reward. The external rewards also tend to be greater in that situation. When we stagger across the finish line after completing the equivalent of the Bataan Death March, we just feel exhausted and relieved. Internal rewards are lower and satisfaction is lower. It's the first case that really builds high performance.
Build schedules that you can beat with hard work. If you consistently finish with lots of time left, then your goals are not aggressive enough. If you are always falling behind, then you are too aggressive. Pay attention to the feedback that you are getting as you set deadlines and see if you are making them. It takes a certain amount of effort and practice to make your schedules appropriately challenging but not impossible, particularly because we tend to routinely underestimate the difficulty and time requirements of most tasks: just think about Boston's Big Dig or that latest home remodeling task you still haven't finished. Remember that you want to start with easy goals so you can experience early successes and quickly move out ahead of the schedule: that will set the tone for the entire project. Starting with success gets momentum on your side.
This is an excerpt from my new book, Organizational Psychology for Managers
In chapter 9, we talked briefly about the time component of goals. Without a deadline, goals are not seen as particularly important. If we want a sense of urgency around our goals, we need to put a target date on them and we need to have check points along the way to monitor our progress. But if we become overly specific about scheduling every piece of the goal, we find ourselves back in a clock-based schedule, with all the hassle and headaches that entails. One of the problems with a lot of goals is that components are at least somewhat open-ended. It's one thing to go out and run on the track for an hour; a software design project may not be at a logical halting point after an hour, making it extremely hard to stop and move to the next thing. Instead, we need to treat goals as events, and use events to trigger our goals. We do this by using implementation intentions.
Now, having read chapter 9, you might be thinking, "Are you nuts? Didn't you just tell us that intentions are not useful?" Well, it's certainly true that intentions are not goals and should not be confused with goals. However, properly constructed implementation intentions can help us accomplish our goals. Implementation intentions are a way of linking an arbitrary event to a piece of a goal, linking one piece of a goal to another piece, and linking one goal to another. We can even use implementation intentions to link a goal to a break and a particular leisure activity to a goal as a way of making sure that when we stop, we then start up again. One of the biggest advantages of implementation intentions structured into an event-based schedule is that it becomes very easy to develop the habit of executing the steps in order without having to decide what to do next. When we have to think about the next step, that's when we become the most vulnerable to distraction. Implementation intentions become the metaphorical cotton in the ears that protect us from the siren song of Facebook and other common time sinks.
We've already seen how to construct an event-based schedule. To add implementation intentions, or action triggers, we say or note down on paper, "Once I pour my coffe, I will sit down at the computer" and "Once the computer boots up, I will open Chapter 10 and write," and so forth. By making the connections explicit, we make them more powerful. We "know" exactly what to do when the appropriate trigger occurs. Writing out the schedule helps considerably, since it means we don't have to actually remember as many things when we're busy.
Implementation intentions can also be connected to triggers in our environment: "When the coffee cart comes around, I will close the file I'm working on and make the phone call to Bob," or, "On Wednesday night after dinner I will review the design for the new Tate GPS." The more specific the implementation intention, the better. Specific triggers are easier to activate. More general triggers are easier to delay: "After dinner, I will…" is more easily put off from dinner to dinner. Sometimes our implementation intentions are conditional or based on an ongoing experience: "Once I find my way home from wherever this stupid Tate GPS took me, I will fire the person who designed it!" (don't be surprised; he who has a Tate's is lost).
Any external event can trigger an implementation intention. The best events are those that require no effort on our part to notice. Thus, "When I look at my watch and see that the time is…" is not a good trigger. Looking at a watch requires us to make a conscious effort to remember to do that and then think about the time. It's better to trigger off something automatic, like the lights dimming or changing color, the mail being delivered, or that annoying guy who never varies his schedule an iota walking by. Since we so often work in environments with artificial lighting, you do want to be careful about using "it's getting dark outside" as a trigger, unless you can control the lights. Having the lights automatically clicking on is a good trigger, or having software on your computer that changes your screen brightness according to the position of the sun is another. Even reminders on your smartphone can be very effective, although they tend to be more useful when you want to transition activities at a very specific time.
Some people find it helpful to use objects as triggers: "when I see the Perkins file in the morning, I will…" Like having too many goals, too many such triggers will cause confusion rather than triggering the desired behavior. You don't want to trigger five behaviors and then have to choose. You want one thing to trigger and then it triggers the next thing, and so on.
It's worth noting that successful athletes use implementation intentions all the time. When a fencer trains to respond to different attacks by their opponent or a judo player to different throws, what they are doing is setting up a very rapid implementation intention. Teams do it as well, although that does take significant practice since several people's responses must be coordinated. Some athletes will even use implementation intentions to decide ahead of time how they will feel if certain events take place in the competition: "If I find myself down on points, I will be energized, relaxed, and focused," or, "If another runner passes me, I will imagine a rubber band pulling me forward and snapping me past him." As silly as some of these intentions may sound, rehearsing them works. The event triggers the feeling or the action.
This is an excerpt from my new book, Organizational Psychology for Managers
Perhaps the best definition of time is that it is nature's way of keeping everything from happening at once. Unfortunately, that doesn't stop us from trying to do everything at once! Even more unfortunately, this approach triggers that feeling of being rushed and reduces our ability to get things done. It helps, therefore, to view time as a framework within which we organize our tasks and plan out how to accomplish our goals. This means adopting more of an event-based view of time rather than the clock-based (or duration-based) view most of us are accustomed to. In this context, a schedule is a way of organizing and viewing time such that people and resources are in the right places at the right times and flowing from event to event.
What is an event-based view of time?
We are accustomed to scheduling ourselves based on the clock:
7:45 pre-meeting meeting
8:00am Project planning meeting
9:00 am Customer meeting
11:30-12:30 –Lunch
12:30 – 2:00 Work on presentation
2:00 – 4:00 Brainstorming meeting
And so forth through the day and week. We learned this in school and we do it at work. The problem, though, is that a lot of work needs to be done in ways that don't always lend themselves to such precise structures and many activities are not always totally one hundred percent precise in their start and stop times. When you have to coordinate a great many people and resources, you need to have a more precise, structured approach to time: colleges, for example, have to manage student schedules, room utilization, professor availability, etc. But that structure comes with a lot of overhead, and is not always all that useful. While we don't want to completely eliminate structured time, we also don't want to be totally controlled by it.
A recent article in the NY Times discussed joint military training between the United States and Japan. When asked what the most difficult part of the training was, the Japanese commander commented that he was initally put off by the fact that the US Marines did not have a set schedule. Japanese military exercises are conducted with, "the precision of a Tokyo subway." Eventually, the Japanese commander realized that the American troops had learned through real combat experience that things do not always, or often, go according to plan. Flexibility is essential. Rigidity leads to defeat.
This is an excerpt from my new book, Organizational Psychology for Managers
Where oh where has my little week gone, where oh where has it gone?
It's Thursday afternoon and that big project is due at 5pm. There's no way you can finish it in the time you have available. No problem, you can just go to the time bank. All your life, people have been telling you that it's important to save time. Well, just like you've put away money for a rainy day, you've saved quite a lot of time. Now you just need to withdraw some of that time and use it to finish the project.
What do you mean that didn't work? When you save time, shouldn't you be able to withdraw it when you need it? Unfortunately, that trick never works. Even Doctor Who, the main character of the popular British science-fiction series about a wandering Time Lord, can't manage that one. That's the problem with time: no matter how much we save, it's never there when we go to make a withdrawal. We all get sixty seconds to a minute, sixty minutes to the hour, and 24 hours in a day. Time passes whether we use it or abuse it. The only choice we have is how we use the time, not whether we use it.
We have so many gadgets now for measuring time: clocks, watches, iPhones, the list goes on and on. But measuring time is not experiencing time: we have thermometers that tell us what the temperature is, but whether we feel warm or cold can depend on many factors other than just the number on that thermometer. 45 degrees in January can feel downright warm, and 55 in July might seem blessedly cool. Time is similar. Our experience of time passing is very different from what the measurement of time might tell us; this is why productivity and time are not the same! While we might measure time by the ticks of a clock or the dropping of grains of sand through an hourglass, we experience time as a series of events. When we have nothing to occupy our brains, time seems to stretch endlessly, each second ticking by with the excrutiating slowness of an overwritten sentence. Watching paint dry is so painful exactly because nothing much is happening. Conversely, when we are engaged in something that fills our brains, time seems to race by. When we look back, though, on a day filled with activity, it often seems like a very long time must have passed. Two people can experience the passage of time in the same situation very differently. Some athletes will view their opponents as moving very rapidly, while other athletes, who trained to manage their perceptions in ways that change their sense of time, will see their opponents apparently moving in slow motion. The second are far more likely to win.
What it boils down to is that we do not experience time or perceive time by the passage of seconds on our watches. We perceive time through the passage of external events: day and night, the waxing and waning of the moon, the changing of the seasons, and so forth. Those who have spent time in a windowless conference room or office may have noticed that feeling of disorientation that occurs when you step out at the end of the day and realize just how much time has passed: working for IBM in the late 1980s, in the winter months I would often arrive at the office before it was light and leave after dark. Spending the day in a windowless office meant that by the end of the day, I felt extremely confused about what time it actually was. Spending the day in an office dealing with a constant barrage of interrupts produces a similar disorienting effect.
At the same time, as it were, how we feel about time can change our perceptions of the world around us. In one classic experiment, divinity students about to give a talk on the Good Samaritan had their sense of time manipulated: while still in their dorm rooms, some of the students received a phone call stating, "Where are you? You were supposed to be in the chapel five minutes ago!" Other students received a phone call stating, "Although we have plenty of time, we'd like everyone in the chapel a few minutes early."
On the route between the dorm and the chapel was an apparently sick or injured person. Those divinity students who thought they were late went by that person, in many cases without even noticing him lying there. Those who did notice assumed that someone else would take care of it or figured that maybe the person wasn't that sick, or something. Conversely, those divinity students who thought they had plenty of time were far more likely to notice the sick person and take appropriate action. Feeling rushed reduces our ability to see the world.
Just as our perceptions of time influence our behavior and how effectively we work, pursue goals, and interact with others, the physical space we are in matters as well. Space creates associations and triggers for our behavior; the right space can make us feel safe or in danger, critical or creative. The same space at different times can also trigger different reactions. Fundamentally, we humans are creatures of our environment. We can't completely ignore our surroundings when looking at organizational psychology and behavior. Rather, we need to understand how space matters and how our interactions with the space around us can serve to reinforce or undermine our organizational culture, narrative, learning, motivation, perceptions of fairness and justice, and goal setting. Even our perceptions of leadership can be affected by how space and time are handled.
This is an excerpt from my new book, Organizational Psychology for Managers.
I often hear the argument made that the effort involved in effective goal setting is really unnecessary so long as people just "do their best."
The problem with "do your best" is that "your best" is an arbitrary term. There is no real way to measure it or even know when you've arrived. Each person has their own view of what "best" means. Thus, I've often heard managers telling employees, "You call this your best work? This is terrible!" Of course, this "feedback" is of absolutely no value as it fails to provide the person with any information that she can use to change or improve her work. Conversely, I've also seen many an engineer respond to a deadline by saying to their increasingly frustrated managers, "But it's not done yet. It could be better!"
For an organization, "do your best" lacks any coherent focus or vision. It produces muddied priorities instead of a common objective. Common goals help bring teams together and provide a means to adjust course when something doesn't work as expected; "do your best" is more likely to produce argument and blame when the team runs into an unexpected problem. In a "do your best" environment, clearly failure is the result of someone not "doing their best!" Everyone should just "try harder!" This is a sure recipe for overwork, exhaustion, burnout, and low productivity. Of course, since everyone is busy running around in circles frantically trying to "try harder" and "do their best," it looks like a lot is getting done: remember that motion does not equal progress. Accomplishing goals equals progress.
The whole point of goals is that they give us a way to decompose a task into logical pieces, organize those pieces, and attack them in a systematic fashion. Goals provide us feedback so that we know how far we've come, how much is left to do, and when we've arrived at our destination. "Do your best" does none of these things. Overall, people, and businesses, with clear goals out-perform those who are simply attempting to do their best roughly 99.9% of the time. But, since autonomy is an important motivating factor, you should feel free to bet against those odds if you really want to.
This is an excerpt from my new book, Organizational Psychology for Managers.
I have to confess to being very tired of the old aphorism, "If you fail to plan, you are planning to fail." Planning to fail is actually a worthwhile exercise, while failing to plan is simply a good way to waste time and energy without any benefit at the end. Failure is a surprisingly useful tool, at least for those who are not afraid to use it.
Seeing how your plan is failing can give you vital information on how to shift focus, allocate resources, and generally adjust your strategy. On a more subtle level, we won't fully trust a plan that fails to consider failure: we need to have confidence that our plans or our feedback systems will alert us to something going wrong in order for us to believe it when things are going right. I've frequently seen companies abandon working plans simply because they had never determined how they'd know if something was going wrong and therefore concluded that something must be going wrong no matter how much evidence they had that their plans were working!
More broadly, though, the difficulty is often a misunderstanding of what it means to plan. I've worked for companies that tried to plan projects out 2-3 or more years. While this is possible in a very broad sense, details matter, and you can't plan details that far in advance. Instead, you have to plan the steps in front of you. Part of the plan is to pause periodically and review the plan. What worked? What didn't work? What are the next steps? Developing an effective strategy is not something you do once and then execute blindly; you have to constantly adjust as circumstances change. The beginning chess player tries to play out a sequence of moves and is paralyzed when the opponent doesn't respond as expected; the chess master has a plan and constantly adjusts his strategy in response to his opponent. You need to plan far enough, but not too far: This may sound like it contradicts the concept of reverse goal chaining; not at all. It is simply the case that the more distal steps are going to be vague until you get close enough to see the details. Good strategy requires a certain comfort with ambiguity and the ability to periodically evaluate, adjust, and adapt any plan.
Interestingly enough, the beginning chess player usually can't explain his plan, while the master can. The beginner's plan sounds like, "I have a plan: I'll do this, and this, and this, and that's how I'll win." The chess master, on the other hand, is likely to treat you to a detailed discussion of his thinking processes and chess strategy. The first is easy to say and easy to listen to, but is fundamentally useless. The second is hard to articulate and takes a lot of effort to follow, but actually does have a chance of working. Part of the reason it works is that the chess master has contingencies built into his strategy: he's already considering that his opponent might do something unexpected and is mentally prepared to handle that. The beginner, by assuming that each step simply needs to be executed in the proper sequence, is locking himself into a rigid mindset. Chess strategy or business strategy, the results are same.
Fundamentally, failure is a form of feedback. In fact, this is exactly what you want failure to be: a means of testing out different strategies and figuring out which ones work best. Used this way, failure can be very helpful. Indeed, without such productive failures learning and strategy development is impossible.
However, sometimes the cost of failure can be somewhat higher. If Billy's goal is to cross the street safely 75% of the time, what about the other 25%? Even if we raise the expectation to 99%, that one failure can negate all the successes: getting hit by a car can ruin your whole day.
It's all too easy to confuse the two types of failures and businesses do it all the time. They are afraid to fail when that failure would give them valuable information and they take risks that sound good but where one slip causes you to lose everything.
How do we tell the two types of failure apart?
"Author Stephen Balzac has written a terrific book that gets into the realpolitik of organizational psychology – the underlying patterns of behavior that create the all important company culture. He doesn't stop at the surface level, explaining things we already know like 'culture beats strategy' – he gets into the deeper drivers and ties everything back to specific, actionable stories. I highly recommend this book for anyone who wants to participate in creating and steering company culture."
Sid Probstein
Chief Technology Officer
Attivio – Active Intelligence
Dr. Robert Sternberg, a well-known psychologist and, quite frankly, an absolutely brilliant scientist, just managed to get tangled up in the University of Wyoming's cultural immune response. He's hardly the first person who has been caught up in such a reaction, although his case is certainly dramatic: he ended up resigning after barely four months as the president of the university.
The cultural immune response is a phenomenon I discuss in my books, The 36-Hour Course in Organizational Development and Organizational Psychology for Managers.
At root, it's pretty straight-forward: when the human immune system sees something that doesn't fit, that triggers an immune response and the body attempts to repel the invader. At an organizational level, when someone enters the organization and does not fit with the culture, that person is seen as an invader. The organizational system mobilizes to fight off the invader. If the person entering the organization is a relatively low-level employee, it's no big deal. The person either changes to match the culture, they leave, or they are fired. The overall culture barely, as it were, sneezes.
The situation is considerably more complex when the person triggering the response is the new president of, say, a university. As I wrote in Organizational Development:
Remember that culture is a roadmap of how the world works. The longer that culture has been in place, the more successful the organization has been, and the more people like the way things are working and are happy with the current situation, the stronger the culture will be. The stronger the culture, the more the roadmap is trusted. The more the roadmap is trusted, the harder it is to change.
When a new leader comes in who does not match with the culture, problems will immediately arise. It doesn't matter whether we're talking a group leader or a CEO, although in general the smaller the group, the weaker the culture simply because it is not distributed over as many people. What the new leader is effectively doing is saying, "Everything you know, everything you believe in, is wrong. Trust me. Follow me. I have the truth."
Now, I suspect that many of you reading that last paragraph are rolling your eyes and thinking, "Yeah, right. It can't be that big a deal!"
Let's consider the situation. For the members of the culture, this roadmap, this view of the world, is their common bond. It's the thing that holds the organization together. By providing structure and predictability, culture reduces anxiety and promotes a feeling of security. Remember also that culture quickly becomes largely unconscious. Behaviors are chunked, no longer thought about on a conscious level.
Then someone comes along and says, "No, no, that's all wrong." Imagine being in that position. How would you feel? How did you feel the last time your company announced major changes or restructuring?
In Sternberg's case, it looks like he tried to do too much too fast without taking the time to build relationships and become part of the specific university culture. By way of contrast, when IBM brought in Lou Gerstner in the early 1990s, Gerstner rapidly made himself part of the IBM culture while still standing partially outside it. While part of this may have been luck in that his background was very similar to that of IBM founder Tom Watson, Gerstner's taking the time to build connections and visibly recognize and respect the existing culture before he changed it was also a key factor.
I'm not going to attempt a detailed analysis of Sternberg's actions at the University of Wyoming, particularly since all that I have to go on at this point is the relatively superficial reporting of the events. Organizational change, particularly when it involves a cultural change, is a tricky business; the fact that someone as psychologically savvy as Robert Sternberg got tripped up by it only serves to underscore that point.
Ultimately, change is hard. For the University of Wyoming, having just successfully exiled one leader who attempted to make changes, it just got that much harder. The immune system is now on heightened alert. So, if you're trying to make a major change in your organization, think carefully about how you can avoid triggering that cultural immune response.
My son is eight years old. Like a lot of kids his age, he's into baseball and plays in the kids' Little League every spring. Watching a bunch of little kids playing baseball can be very entertaining. When someone on the other team scores a hit, most of the kids go chasing after the ball. When one of the kids finally catches up to it, they'll usually throw it in the general direction of first base. Unfortunately, this is of limited use since the first baseman is usually part of the crowd that's chasing the ball. That's actually not a problem, however, since the two teams tend to pretty well matched in skills. In other words, having hit the ball, the runner might go the wrong direction, lap another runner, or forget to bear left at the base: he, and it is usually he, just keeps running in a straight line, sometimes into the game taking place on the next field over.
There are lessons to be learned from this. No, it's not that the typical employee acts like an eight year old. Why would you think that?
What we can learn are some important lessons about workplace behavior. What we're seeing with the kids is that they don't really understand how baseball works. Sure, the rules were explained to them. As simple as they may seem to us today, to an eight year old, they are confusing. Perhaps more to the point, without context they are relatively meaningless. What does it mean to "round a base?" How about "steal a base and run home?" In one of my daughter's favorite stories, Amelia Bedelia took that advice extremely literally: she gathered up each base and ran off the field and back home.
So how does this tie in to office behavior?
Structured goal setting is one of the most effective means of creating a productive work force. Despite this fact, it quite frequently fails to work. Goals are set but they are not successfully accomplished. The problem is one of context: just as the rules of baseball don't initially make much sense to eight year olds because they lack sufficient context, so too do goals often lack context for newer employees, or on new projects, or when someone is on a new team, or when the team has a new manager. The more "new" in the mix, the greater the probability that the goals will be confusing. Moreover, most people won't want to admit that they don't really understand their goals. Indeed, the more the organization views asking for help as a sign of weakness, the less likely people will ask questions when their goals don't make sense. Even when the organization doesn't have that little problem, it can still be difficult to get people to ask questions. Therefore, as a manager, you might have to have some questions prepared so that you can prime the metaphorical pump.
Another issue is recognizing something those kids do not: baseball is about playing your position. The second baseman doesn't go running off randomly. He stays at second and waits for the ball to come to him, rather than running after the ball and slamming into the outfielder who is also trying to catch that ball. When that happens, rather than hitting a glove, the ball hits the ground. A big part of what makes a team member dependable is that they are where they should be when they should be there. When they are not, the system breaks down. We examples of that on both sides in the World Series. The Sox won in the end in large part because they were better at being where they were supposed to be when they were supposed to be there.
Similarly, in an office, people need to know what they are supposed to be doing and, to a lesser extent, not doing. For example, in software development, it's not uncommon for a problem in one part of the code to trigger an "all hands on deck" callout. Everyone is expected to help solve the problem, whether they have anything to do with that piece of the code or not. Sure, it can be tempting to call everyone out to solve the problem, but in reality the people who know that part of the system best are the ones you want to have working on it. Adding unnecessary people to the mix only risks a metaphorical collision and a dropped ball.
Unfortunately, if you reward people for chasing the ball instead of playing their position, pretty soon you'll have an entire team that goes chasing after every ball. The net result is that no one will be in the right spot at the right time, and your team will waste a lot of time and energy. It will also generate a lot of headaches. It can be difficult to not respond to every ball that goes by, but sometimes that's what it takes.
In the end, baseball is about learning the context in which the rules and goals make sense and playing your position. The office is really not all that different.

subset: commoncrawl


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RSS feed management service FeedBurner is abolishing charges for two of its premium features, now that it is owned by Google.
TotalStats and MyBrand, which give users extended data and on-site feed URLs, were previously available under FeedBurner's PRO package at a cost of between $3 and $14.
Read more...
by Robert Andrews 04 July 2007 16:39pm 0 comments
Online auction site eBay has launched an online classifieds site in the US, putting it into competition with Craigslist.
Kijiji will be available in 220 cities across the US, providing listings for a range of products and services free of charge.
by Graham Charlton 04 July 2007 13:20pm 0 comments
Global CD sales fell sharply in 2006 and, though downloads of music are on the increase, overall music sales declined.
Figures from the IFBI, the global music industry association show that total music sales fell 5% from $20.7bn (£10.25bn) in 2005 to $19.6bn (£9.73bn) last year.
by Graham Charlton 04 July 2007 13:17pm 0 comments
When implemented properly a paid search campaign can be an effective method of attracting new customers and repeat business, and offers the fastest way of getting to the top of the search rankings.
Companies can derive many benefits from paid search, some more obvious than others. Let's take a look at a few…
by Graham Charlton 04 July 2007 12:43pm 0 comments
Social commerce helps underscore two important centres of gravity that marketing professionals should orbit themselves around.
by Sam Decker 04 July 2007 12:42pm 0 comments
The affiliate marketing industry is showing its teeth, bringing in an estimated £2bn worth of e-commerce sales in 2006.
With an estimated 80% of this coming from only 20% of affiliates, there is a lot of power being held by only a handful of players.
Affiliate marketing is now, more than ever, in need of good communication skills to ensure that clients are getting the cut through needed with 'super affiliates' - the big hitters having a huge impact on your online returns.
by Guest Author 03 July 2007 18:02pm 0 comments
Richard at Read/WriteWeb reckons Digg needs editors, and judging on the quality of some of the submissions we can see that he has a point. But Digg prides itself on being entirely user-generated and automated, so we have a conundrum here.
Should Digg change its business strategy by allowing pesky humans to moderate, tweak and 'improve' submissions by other, less-grammatically sound humans?
Or, should it rely on automation and better functionality to help reduce these issues?
by Chris Lake 03 July 2007 14:38pm 0 comments
Scott Switzer is the co-founder of open source ad serving company OpenAds. Launched several years ago as the tech arm of Unanimis, it has long been billed as a threat to online ad networks by giving publishers more power to pick the ads they display. Twenty five thousand of them are now using the site.
Here, Scott talks about OpenAds' upcoming move into new formats, as well as its recent funding by a group of well-known VCs.
by Richard Maven 03 July 2007 11:32am 1 comment
The forthcoming final Harry Potter book has become Amazon's most ever pre-ordered item - and the pre-ordering isn't finished yet.
Online orders for Harry Potter and the Deathly Hallows passed the previous 1.5m mark set by Harry Potter and the Half-Blood Prince yesterday.
by Robert Andrews 03 July 2007 10:00am 0 comments
A US pay-per-click marketing agency has complained the current rate of the dollar against sterling leaves UK advertisers with an unfair advantage over their American counterparts.
The pound yesterday rose to a new high of $2.0170 - and concern is growing Stateside.
by Robert Andrews 03 July 2007 08:32am 0 comments


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Knives 2014 $23.50!! (in stock now!)
product description
Related Products: Osborne, Warren Blade Shape - Dagger Ground Damascus Engraved Folders - Back Lock Folders - No Pocket Clip Gold Stainless - Damascus Daniel's Picks Staff Picks Mother of Pearl Mother of Pearl, Black Lip
Maker: Warren Osborne (click to see more by this maker) Price: $6,400.00 Saving: $4,100.00 Item num: 87067 *** This is handmade and one-of-a-kind ***Blade length: 2.60 in.Total length: 6.05 in.Blade width: 0.55 in.Blade thickness: 0.06 in.Item weight: 2.00 oz.Blade: Mike Norris raindrop pattern damascus forged from stainless steelsHandle: 416 stainless steel engraved and inlaid with 24kt gold by renowned engraver Sam Alfano Description: This majestic back lock folder was made by Warren Osbourne. This knife is stamped 001 and is the first of only three knives that Warren made with this knife model (Model 26). Warren Osborne starts with deceivingly simple lines and works them to perfection. The dagger ground blade was formed from Mike Norris stainless damascus. The flat grinds nicely show off the damascus' inherent patterns. The handle is formed from 416 stainless steel and was engraved by Sam Alfano. Sam is renowned for his skill in both scroll engraving and figures. Floral scroll engraving interlaces with 24kt gold inlay and surrounds exhibition grade black lip mother of pearl inlays. The 'bolster' region of each scale show a detailed engraved woman. This has been surrounded by a 24kt gold frame. The blade is well centered and has silky smooth action. Exceptional work throughout. Availability: In stock. Usually ships in 1-2 business days


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b/c of the hairstyle maybe these pics are the one he is filming with Lv Yu right?
yeah, i like this pic even though i don't like Jiang that much,hehe
LOL...Photoshop by a fan who misses seeing him in Tangren dramas
Miss the flour wars
Last edited by xiaolong; 07-05-12 at 10:55 AM.
I ship Shi-Harem
dang Photoshop, i couldn't recognize it, shame on me but these pic really made my heart beat for a sec, cause there's a tiny hope in me it's for real *sigh*
i guess i'm in a daydreaming........
i wonder there are so many people who misses him being with his best pals again,,
His parents have the same birthday?
我是个疯子疯子疯子只爱你的疯子 你是个傻子傻子傻子傻的却好懂事
要爱你一辈子 写爱你的故事 在我心里承诺了几千次
His dyed hair looks terrible though. Guess he's still filming his loser nerd character in Love Trouble with Lv Yi, hahaha!
I ship Shi-Harem


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Comments about Five Ten Spire Rock Shoes - 2012 Overstock:
I've used this shoe indoors & out and it's a nice, comfortable shoe. Not aggressive, no curled toes at all, but stable on the rock and comfortable enough to wear for hours. Good fit, though under the arch I feel a little pinch after a while (and running shoe stores have determined I have an "average" arch and normal feet). I like that they're made of leather - they mold to fit my feet over time. And the laces are sticky, so when you tie them tight, they stay snug.
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Required Texts for Beginner Apprentieship:
Making Plant Medicine by Richo Chec
Backyard Medicine: Harvest and Make Your Own Herbal Remedies by Julie Bruton-Seal
Healing Wise (Wise Woman Herbal Series)Susun Weed
Healing with the Herbs of Life- by Lesley Tierra
Required Texts for Second Year Program :
The Earthwise Herbal: A Complete Guide to New World Medicinal Plants by Matthew Wood
The Earthwise Herbal: A Complete Guide to Old World Medicinal Plants by Matthew Wood
Everyone will need a local plant fieldguide. If you do not already have one I recommend this
A Field Guide to Wildflowers : Northeastern and North-Central North America (Peterson Field Guides)
All apprentices must pick 4 of the following books to read and write a book report on.(Guidelines will be given in class)
The Language of Plants- Julia Graves
Plant Spirit Healing: A Guide to Working with Plant Consciousness by Pam Montgomery
Mycelium Running: How Mushrooms Can Help Save the World -Paul Stamets
Medicinal Mushrooms by Christopher Hobbs
Women as Healer by Jeanne Achterberg
Creative Visualization Shakti Gawain
Other supplies required for Apprenticeships:
Garden Supplies:
- EZ digger
- Hori Hori
- Pruner
- Trowl
(If you are not sure what these are you can find them here and at your local garden store)
- Pocket Knife (I love high carbon Opinels)
- Start collecting glass jars with lids all sizes!


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You're watching...
Divorcing and underwater: now what?
Real estate advice from Bob Massi
Jan 31, 2013
You're watching...
Real estate advice from Bob Massi
Jan 31, 2013
Also in this playlist...
Auto-advance: ON
Auto-advanceThis transcript is automatically generated
No one coming out I want.
-- my money.
So we paint.
-- may have only been a movie but the -- premise of the war of the roses a divorcing couple battling over their home.
Is -- some measure of truth that the family home is always been a hotly contested issue a divorce proceedings.
But in a struggling housing market where -- estimated seven million homes are under water that's no longer the case so what do you do.
Bob -- -- Fox's legal analysts and real estate expert Bob -- -- delegates before how do you handle it.
Well I've.
He used to be bright and as you said there was equity in homes and that was a bargaining tool for many people in divorce actions but that's changed dramatically.
Because of the fact that the house is under water.
So what do you do you divided -- Well a lot of times what happens is it actually becomes a bargaining tool in this way let's say mom wife and children remain in the home.
And the and they ultimately basically stay there until there's a foreclosure sometimes in the board's actions in talked with Stanley lawyers because there's no payments being made.
But it excuse me during that period of time it's a negotiation pulls it looks stay in there who gets foreclosed on.
You're not paying any -- you know paying a mortgage in this case let's say the man has to -- about give his own apartment his own house.
He's paying so believe it or not even though could be underwater.
It's still negotiate images -- take any money out of it anymore ironically that could be one of the -- get -- -- -- you so worried about your house and financial reasons but let's move launcher another question is what about after -- one of the spouse has filed bankruptcy and includes the underwater house.
You know Brian this is a major problem a lot of people believe that let's let's assume that the husband has -- heeded the house to the wife.
Many times they believe that Wallace's state needed the house are still not responds with a mortgage let's assume one of them file bankruptcy will that debt is gone.
So if there is a foreclosure.
The other person that still remains on that mortgage who didn't file bankruptcy if there is a foreclosure.
Can't infect still be exposed that the lender would pursue it.
It deficiency so that happens quite a bit after divorce actions and our question of mystery what -- the house as a result of the divorce.
Is quit is quick claimed or transferred to the spouse living in the house does that erase the debt.
To the spouse no longer living there you following that -- Yep for sure in other words I give the title to that person -- life like that divorce from.
She now has title.
Obviously not their thinking that life is good no more responsibility.
What's true I had no responsibility -- -- 08 do's and things like that.
That has again -- to that mortgage.
I'm still stop.
If there is a foreclosure.
I'm still responsible I could still be held -- your credit still affected you know I banned from this marriage therapist let's try to work it IE here hey let's talk about just seven -- coming up right yet.
Yet next Thursday LB in Fort Myers, Florida.
I'm going to be going to seminar broadcast live on FOX & Friends.
From 6 AM eastern time to 9 AM it's free at the yacht club in Fort Myers go to the website FOX & Friends dot com.
Registered three look forward to seeing everybody answer a lot of questions and talk about what's going on minerals that market I've -- should be fun thanks so much of -- -- next week about it.
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Few things in life offer more excitement wrapped in fear than hunting for a new house.
Is it location? Is it price? Condition?
Sure you can always rip out the stained fuschia carpet or spend a few weeks scraping "vintage" wallpaper from 1964, but depending on what type of person you are, that can sound exciting, awesomely frugal or just plain awful.
First, of course, you have to actually look.
To help, we'll use this space to bring you the most updated list of open houses nearby.
Happy hunting from your friends at Patch!
Realtors, don't see your listing? Contact Zillow or post your listing as a blog on Patch.


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Browse our job board for access to quality local opportunities. You can also promote your skills to local employers by adding your resume to our Candidate Database. Browse Jobs Submit Resume
We offer a suite of effective, low-cost options to fullfil your recruiting needs. Post A Job View All Employer Services
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There is currently no fee to regular Knighthunter Network clients to utilize this space; however, we reserve the right to limit the number of items and type of content in this area.
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Help us build a local buzz on Facebook, Twitter and LinkedIn!


text:
Help Desk Software
VXB Category: Hybrid ceramic bearings
Manufacturer: VXB Bearings
Brand: VXB
Product Descriptions
In Stock
ABEC-5 Ball Bearings 3x10x4 Stainless Steel With Ceramic Balls Lot of 10 Bearings |
10 bearings Stainless Steel Ball Bearings with Ceramic Balls ABEC-5 quality, this is a popular size that could be used in many fishing reels or any application that uses this size 3mm x 10mm x 4mm. Bearings are made of Stainless Steel, each bearing has 2 metal shields to protect the bearing from dust or any possible contamination, also bearings are pre-lubricated with Oil (not grease), Ceramic Balls are the highest standard of balls that can make your bearings live at least 5 times more than any other bearings.
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VXB Category: Hybrid ceramic bearings
10 Fishing Ceramic Bearing 3x10x4 Shielded Miniature Ball Bearing :: kit661 :: Ceramic Ball Bearings
Brand: VXB


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Eye Care Center donates $1,000
Newton Village marketing director Margie Criswell and life enrichment coordinator Annette West accept a donation of $1,000 from Dr. Chad Klein and the Eye Care Center of Newton last week. The donation will benefit Newton Village's Building for the Future Fund in its fundraising efforts toward building a skilled care campus at the facility. Criswell said they plan to break ground in the spring and hope to have the facility up and running within a year.
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Mark Gerow, director of applications and business processes at Fenwick & West, describes a method for presenting temporal data from disparate sources such as SharePoint, SQL Server, XML, web services, and Excel in Microsoft Outlook calendars.
Font Size:
Connecting SharePoint Task Lists to Outlook Calendars
Law Technology News
January 8, 2013
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text:
Item specifics
- Model Number:
- Fit G450 G450A G450M G455 G550 G555
- Type:
- Fan
- Application:
- Processor
- Item condition:
- New
- Warranty:
- 90 Days
Product Description
OEM New New Laptop CPU Cooling Fan
Comtetable with:
Package Content:
1x CPU Cooling Fan
We can ship to worldwide.
We ship with very reliable courier via air mail from China Post Air Mail or Hong ong Post Air Mail usually;
Shipping via EMS or DHL is available, pls contact us if you want to shipping via EMS or DHL after your bid;
- We will accept returns which were shipped as an incorrect item, or DOA.
- Defective products can be changed during the warranty.
- Defective products must be returned within 30 days from the RMA issuing date, we will change another one for you or refund your money back.
- If you buy the wrong products, plese inform us as soon as possible. But if you order has been sent, then all the costs(including original freight, handling charges and the return freight, etc. ) are for your account.
- If you are satisfied with the product you received, please feel free to leave us positive ( + ) feedback and 5 stars on DSR.
- Contact us if you have a complaint, or plan to leave us a negative or neutral feedback. Please contact us and we will be glad to help solve the problem.
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- Package Weight:
- 0.100kg (0.22lb.)
- Package Size:
- 10cm x 10cm x 10cm (3.94in x 3.94in x 3.94in)
Packaging Details
- Unit Type:
- piece
- Package Weight:
- 0.100kg (0.22lb.)
- Package Size:
- 10cm x 10cm x 10cm (3.94in x 3.94in x 3.94in)
- Bank Transfer
- webmoney


text:
Skip to main content
Rubella - commonly known as German measles or 3-day measles - is an infection that primarily affects the skin and lymph nodes. It is caused by the rubella virus ( not the same virus that causes measles), which is usually transmitted by droplets from the nose or throat that others breathe in. It can also pass through a pregnant woman's bloodstream to infect her unborn child. As this is a generally mild disease in children, the primary medical danger of rubella is the infection of pregnant women, which may cause congenital rubella syndrome in developing babies.
Before a vaccine against rubella became available in 1969, rubella epidemics occurred every 6 to 9 years. Kids ages 5 to 9 were primarily affected, and many cases of congenital rubella occurred as well. Now, due to immunization of children, there are much fewer cases of rubella and congenital rubella.
Most rubella infections today appear in young, non-immunized adults rather than children. In fact, experts estimate that 10% of young adults are currently susceptible to rubella, which could pose a danger to any children they might have someday.
Rubella infection may begin with 1 or 2 days of mild fever (99-100º Fahrenheit, or 37.2-37.8º Celsius) and swollen, tender lymph nodes, usually in the back of the neck or behind the ears. A rash then appears that begins on the face and spreads downward. As it spreads down the body, it usually clears on the face. This rash is often the first sign of illness that a parent notices.
The rubella rash can look like many other viral rashes. It appears as either pink or light red spots, which may merge to form evenly colored patches. The rash can itch and lasts up to 3 days. As the rash clears, the affected skin occasionally sheds in very fine flakes.
Other symptoms of rubella, which are more common in teens and adults, may include: headache; loss of appetite; mild conjunctivitis (inflammation of the lining of the eyelids and eyeballs); a stuffy or runny nose; swollen lymph nodes in other parts of the body; and pain and swelling in the joints (especially in young women). Many people with rubella have few or no symptoms at all.
When rubella occurs in a pregnant woman, it may cause congenital rubella syndrome, with potentially devastating consequences for the developing fetus. Children who are infected with rubella before birth are at risk for growth retardation; mental retardation; malformations of the heart and eyes; deafness; and liver, spleen, and bone marrow problems.
The rubella virus passes from person to person through tiny drops of fluid from the nose and throat. People who have rubella are most contagious from 1 week before to 1 week after the rash appears. Someone who is infected but has no symptoms can still spread the virus.
Infants who have congenital rubella syndrome can shed the virus in urine and fluid from the nose and throat for a year or more and may pass the virus to people who have not been immunized.
Rubella can be prevented by a rubella vaccine. Widespread immunization against rubella is critical to controlling the spread of the disease, thereby preventing birth defects caused by congenital rubella syndrome.
The vaccine is usually given to children at 12 to 15 months of age as part of the scheduled measles - mumps -rubella (MMR) immunization. A second dose of MMR is generally given at 4 to 6 years of age. As is the case with all immunization schedules, there are important exceptions and special circumstances. Your child's doctor will have the most current information.
The rubella vaccine should not be given to pregnant women or to a woman who may become pregnant within 1 month of receiving the vaccine. If you are thinking about becoming pregnant, make sure that you are immune to rubella through a blood test or proof of immunization. If you're not immune, you should receive the vaccine at least 1 month before you become pregnant.
Pregnant women who are not immune should avoid anyone who has the illness and should be vaccinated after delivery so that they will be immune during any future pregnancies.
The incubation period for rubella is 14-23 days, with an average incubation period of 16-18 days. This means that it can take 2-3 weeks for a child to get rubella after they are exposed to someone with the disease.
The rubella rash typically lasts 3 days. Lymph nodes may remain swollen for a week or more, and joint pain can last for more than 2 weeks. Children who have rubella usually recover within 1 week, but adults may take longer.
Rubella cannot be treated with antibiotics because antibiotics do not work against viral infections. Unless there are complications, rubella will resolve on its own.
Any pregnant woman who has been exposed to rubella should contact her obstetrician immediately.
Rubella is typically a mild illness, especially in kids. Infected children usually can be cared for at home. Monitor your child's temperature, and call the doctor if the fever climbs too high.
To relieve minor discomfort, you can give your child acetaminophen or ibuprofen. Avoid giving aspirin to a child who has a viral illness because its use in such cases has been associated with the development of Reye syndrome , which can lead to liver failure and death.
Call the doctor if your child develops a fever of 102º Fahrenheit (38.9º Celsius) or above (in a child younger than 6 months, call for a fever above 100.4º Fahrenheit, or 38º Celsius), or if your child appears to be getting sicker than the mild course of symptoms described above.
Reviewed by: Larissa Hirsch, MD Date reviewed: July 2006
Note: All information is for educational purposes only. For specific medical advice, diagnoses, and treatment, consult your doctor.
© 1995-2009 The Nemours Foundation/KidsHealth. All rights reserved.
Find out by selecting your child's symptom or health condition in the list below:
Download Fall 2013 (PDF)
In this 30-second video, learn why children should ride in the back seat in a rear-facing car seat until they are age 2, or until they reach the upper weight or height limit for their seat.
En este video de 30 segundos aprenda por qué los niños deben ir en el asiento trasero mirando hacia atrás hasta los 2 años o hasta que lleguen al límite de estatura o de peso para su asiento.
Before she was born, Poppy Dahl was diagnosed with a life-threatening heart defect called hypoplastic left heart syndrome. Follow her story of survival as Poppy, her family and the teams at Seattle Children's Hospital and UW Medicine do all they can to give baby Poppy a fighting chance. The program includes the moment Poppy's parents found out they were pregnant with her, Poppy's birth at University of Washington Medical Center, her stay at Seattle Children's Hospital and how she's doing now.


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I currently own 3 Tanganyika tanks and largest one (2 meters wide, 70 cm deep and 50 cm high) is the one I'd like to ask a question about.
The current inhabits are:
1 solo N. tretocephalus male
1 solo A. calvus black (2 semi-adults will arrive tomorrow so hopefully my male male will start a couple with one of them; the 3rd fish will leave eventually)
9 Xenotilapia spilopterus Kipili
8 Aulonocranus dewindti Burundi
a breeding couple N. helianthus
I have the opportunity of getting 4 X. flavipinnis Ndole (1 couple and 2 louse fish of wich the sex is unknown).
The tank is decorated with several large rocks that are randomly placed to make a large variation in the view of the tank and so the fish can make their terrortries.
My question is, are the flavi's an option for my tank in combination with my spilo's?


text:
I haven't posted in awhile and been picking up most things through water time and trial and error but I got a question on something that continues to plague me and am interested in y'all's opinion.
I have gotten pretty good at not only paddling for waves but also getting in the position to pick the wave off. But I notice, more so when tired, that sometimes when I paddle in and take the extra stroke to get into the wave that I will be rocket launched down the face which makes it difficult to popup and puts me in the flats. To cure this I've stopped my extra paddle depending on the wave shape and pop up and use front foot pressure to drop in. This works to some extent but I notice when watching other surfers that the back of their board seems stuck and glued in the face of the wave is there a trick to this? I think this might be due to fatigue more than anything but still appreciate input.
Just FYI in order to prevent this when I'm tired I just started sitting deep inside and spinning and sinking the tail in order to takeoff. I have had outstanding success with this but in our walled up sections waves it makes it difficult to gather the speed to beat the initial section.


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[Beowulf] Virtualization
Many of your questions may have already been answered in earlier discussions or in the FAQ. The search results page will indicate current discussions as well as past list serves, articles, and papers.
Chris Samuel csamuel at vpac.orgSun Aug 5 18:58:01 PDT 2007
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On Thu, 26 Jul 2007, Julien Leduc wrote: > This last technique ensure reproductible experiments, more performances, > drawbacks are: more work on the middleware that make all that magic come > true. http://workspace.globus.org/vm/index.html The general idea being that you can request the config your program requires and a Xen VM is built for you. The Moab scheduler can also apparentl talk to xCat for on-demand deployment of nodes (real and virtual). http://www.clusterresources.com/products/mwm/docs/casestudies/case25-moabcat.shtml cheers, Chris -- Christopher Samuel - (03) 9925 4751 - Systems Manager The Victorian Partnership for Advanced Computing P.O. Box 201, Carlton South, VIC 3053, Australia VPAC is a not-for-profit Registered Research Agency -------------- next part -------------- A non-text attachment was scrubbed... Name: not available Type: application/pgp-signature Size: 189 bytes Desc: This is a digitally signed message part. Url : http://www.scyld.com/pipermail/beowulf/attachments/20070806/82e14d63/attachment.bin
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text:
I need a new gi. So far I have recked a Takido and a jukido Ryoyo. Could some one please point me in the right direction as to a good heavy weight gi would be?
Please click HERE
for details of our DVDs, books and downloads!
© Iain Abernethy : 2003 - 2013


text:
(AP) Authorities say a man accused in the shaking death of a 10-month-old baby in Laurelville has waived extradition, and will be brought back to the state to face charges.
Wayne Walker was arrested after he stepped off a Greyhound bus in Sacramento, California, on December 2nd. The 44-year-old Walker is charged with causing the death of his girlfriend's infant son in November.
The Logan Daily News reports that the Pickaway County sheriff has 10 days to bring Walker back to Ohio to face the murder charge.
Deputies say the child's 24-year-old mother called 911 to report that her infant son was unresponsive. The child suffered injuries consistent with shaken-baby syndrome, and died later at a Columbus hospital.


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Higgenbotham wrote:My plan is to wire out of my account if the markets exhibit a steep fall from right here.
The S&P has been stable for the past 10 hours so I will keep the money in my account and continue to play for a move higher toward October 5 (October 5 or thereabouts being the preferred time frame to put on a trade). The market is also now showing indications that a rally could extend into the early to mid October time frame, with October 11-13 being the probable time frame. If the market doesn't rally into those time frames, I will probably do nothing.


text:
Brendan Mart Small Business
Digital Team at The Woodland Trust
20 June 2008 08:21am
Hi there - we are a UK based conservation charity planning our first major PPC campaign for online membership recruitment.
Looking at the Google results for our proposed keywords we can see that many do not have enough usage data to give us comprehensive bid statistics, but for the words we can get data for, the average seems to be around £0.30 to £0.50 cpc and still a very broad estimate.
The other variable factor in calculating our overall potential ROI, is the conversion rate of the online shop. Having never run this type of campaign for membership before, we can again only estimate based on current conversion figures.
Our shop activities have 3 distinct product areas with conversion rates ranging from 0.7% to 2.9% to 4.9% - the higher figure reflecting the high use of the shop for fulfillment from offline marketing and customers entering the shop having already made the commitment to purchase.
So I was wondering if any one with membership organisation experience would like to share PPC costs and conversion rates to help us gain a better idea of what to expect.
Many thanks
The google keywords tool is not 100% accurate. Don't get me wrong it is a great tool and extremely useful but the results are not to the penny.
For example for the key phrase "market research reports" the keyword tool tells me that for positions 1-3 the estimated CPC is £0.58 I am actually bidding £0.80 and paying £0.70 and achieving average position 2.3.
My best suggestion is to use the keyword tool to select keywords and then start with low bids and slowly ramp them up checking the position daily until you have go to the position / cost / conversion that you want.
There are people around who will aautomate this process for you and no doubt they will be responding to your post, but for a modest campaign you can probably manage it manually.
PS in composing the ad check out 'keyword insertion'. Very useful and seemingly under-used. Could give you an edge.


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Everyone has a dream job — with this job, they wouldn't mind going to work and almost wouldn't mind not getting paid (though, of course, we all need to get paid in order to live). Here are some tips for landing your dream job.
Establish a Foundation
No one can just get a dream job. You must first gain the experience and education that is necessary to do that job effectively. This often means getting an education. For those who aren't able to attend a traditional college, another possibility is to get a bachelor degree at EarnMyDegree.com. While in college, be sure to take advantage of networking opportunities and internships. These will help you make contacts you'll need when trying to land your dream job.
Keep Focused on Your Career
Once you've graduated with the education needed to do your dream job, the next step is to work your way toward that goal. Typically, in order to get the job of your dreams, you'll need a lot of experience. It can't just be any sort of experience, however; you'll need the right type of experience with the right companies. Be sure to stay focused and continually look for opportunities for advancement or jobs at other companies that will give you the right kind of experience.
Once you've gotten the experience needed, be sure to keep your eyes open for your dream job. This may require networking since these jobs are usually not advertised.


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Address: | 95 Storrs Road, Mansfield Center, CT 06250 | See on a Map |
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The Hunger Games: Catching Fire (2013)
After their unprecedented victory in the 74th Hunger Games, Katniss Everdeen and Peeta Mellark embark on a Victors Tour. Katniss senses rebellion is stirring, but a cruel change in the upcoming 75th Hunger Games may change Panem forever.
4:50 | 6:30 | 8:00
Thor: The Dark World (2013)
Thor (Chris Hemsworth) forms an alliance with treacherous Loki (Tom Hiddleston) to save Earth and the Nine Realms from an ancient enemy that predates the universe itself.
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Out of the Furnace (2013)
A steelworker (Christian Bale) takes matters into his own hands when his brother (Casey Affleck) joins one of the Northeast's most-ruthless crime syndicates, then disappears.
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An amiable slacker (Vince Vaughn) discovers that the anonymous sperm donations he made to a fertility clinic 20 years ago resulted in 533 offspring and that 142 of them have now filed a lawsuit to learn his identity.
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Frozen (2013)
A fearless young woman (Kristen Bell) sets out with a mountaineer (Jonathan Groff) to find her sister (Idina Menzel), whose icy powers have trapped their kingdom in eternal winter.
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12 Years a Slave (2013)
In the pre-Civil War United States, Solomon Northup (Chiwetel Ejiofor), a free black man of Saratoga Springs, N.Y., is kidnapped and sold into slavery to a malevolent owner (Michael Fassbender) in the South.
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Homefront (2013)
A former DEA agent (Jason Statham) returns to action to save his daughter and his new town from a drug-dealing sociopath (James Franco) .
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In an accident, unrestrained dogs/puppies are vulnerable. Secure them in a dog harness (that works like a seatbelt) or carrier. Dogs should never stick their heads out of the window of a moving car. Flying debris can hurt their eyes. Instead crack a window, allowing them to stick out their nose. Never let your dog/puppy sit in front of an activated airbag in the passenger seat.
A hard plastic carrier, lined with a favorite blanket works best. The carrier should be large enough so your pet can sit, stand, lie down and turn around. It must be well ventilated with no protrusions inside.
Dogs/puppies don't sweat like humans and can't efficiently cool themselves. Always provide water and keep an eye on your pet. Never leave a dog in the car alone. Puppies can't regulate their own temperature well until they are 8-10 weeks of age, so they shouldn't travel unattended before then.
Bring a few gallons of the water your dog is used to drinking. New sources of water can upset dogs' stomachs. To prevent car sickness, don't feed your dog/puppy a large meal just before leaving. During the trip, follow their regular feeding schedule.
Walk your dog/puppy for 10 to 15 minutes, every two or three hours during the trip. To prevent escape always restrain them on a leash.
Have your dog/puppy implanted with a microchip AND wear a collar with your name address and phone number. Bring a picture of your pet to identify him/her in case he/she gets lost.
Have your pet checked and vaccinated before a long trip. Make sure your pet's vaccine record is easily accessible.
Always call your airlines first. Airlines usually require a health certificate issued within 10 days of travel, as well as a current vaccination certificate. Other restrictions may apply. Small pets should travel with you in the passenger cabin. But if your pet is too large, be assured that baggage areas are federally regulated, requiring a stable, safe temperature for pets.
If your move involves crossing state lines, your pet must have a health certificate issued within 10 days of your trip. Authorities could ask to see the certificate if you're stopped.
Greyhound Bus and Amtrak only allow service animals. Call individual boating lines to find out their requirements.
Dogs should only be sedated if they become so upset during travel that they are in danger of hurting themselves. Sedation can cause pets to lose their sense of balance, leading to injury and even death from falls. They also can have trouble breathing, especially those breeds with short noses. If you have to sedate your dog, get advice – and the sedative – from your veterinarian. Never sedate a pet that you can't watch. Test the sedative long before travel to make sure he/she doesn't have a negative reaction. Never sedate a puppy.
If you are moving multiple pets, always place them in separate carriers to avoid stress.
Before you begin your trip, you should always identify animal hospitals and 24 hour emergency clinics on your route in case of an emergency. Use the AAHA Trip Planner to find AAHA-accredited veterinarians along your route. Check the availability of your veterinarian for consultation. Bring a copy of your pet's medical records or find out if you can access online records.
To help your dog/puppy adjust to a new home, bring his/her familiar toys, blankets and even pet bowls. Allow him/her to explore his new home freely.
Ask your current veterinarian to recommend an AAHA-certified veterinarian in your new area. Or you may use the AAHA veterinarian locator. Do this as soon as you can to get advice on how to protect your dog/puppy from the diseases and parasites in your new location.
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In addition to the FM2A85X-ITX, ASRock expanded its socket FM2 motherboard lineup with the FM2A85X Pro. This slim ATX form-factor motherboard, as the name suggests, is based on AMD A85X chipset, supporting socket FM2 APUs. By ATX standards, the board has a very slim feature-set, which should keep its price considerably low. To begin with, the FM2 socket is powered by a cost-effective 5-phase VRM, which draws power from an 8-pin EPS connector. It is wired to just two DDR3 DIMM slots (32 GB max., dual-channel DDR3-1866); and a PCI-Express 2.0 x16 connector. In addition to a PCI-Express 2.0 x16 that's wired to the APU, the FM2A85X-ITX features another long slot, only this one is electrical 2.0 x4, and wired to the A85X FCH. Three PCI-Express 2.0 x1, and two legacy PCI make for the rest of the expansion slot area. The board features a total of eight SATA 6 Gb/s ports, but are spread apart in two clumps of four ports each. Connectivity is pretty basic: dual-link DVI, D-Sub, four USB 3.0 ports (two rear, two by header), 6-channel HD audio, gigabit Ethernet, PS/2 mouse and keyboard; and a number of USB 2.0/1.1 ports. We expect this one to go for around $80, if not less.
I just don't get ATX size board for APU's? Does the person looking to save electricity while still decent graphics, really the same person needing all those expansion slots. IDK I suppose if it's a cheap enough mobo and you'd rather your APU build in a ATX tower what the heck, but is there any huge market for that? Some please what type build do these make good sense for?
Server builds. MicroATX cases don't work well for servers. Heck, I'd never even build a desktop in a MicroATX case, they are just too cramped, cable management becomes a pain, and cooling usually sucks.
Agreed. I have purchased a few micro atx boards in my day but have always put them in a mid tower case.
Yeah, I was going to ask the same thing. it is like 4 ports are where they would be on a MicroATX board and 4 ports are where they'd be on an ATX board. Kind of odd placement.
I didn't utter that one should use a Micro-ATX case for any server, but you can mount an M-ATX in mid towers? While is a Trinity APU a smarter chip for a servers, than say an i3-3220 Ivy Bridge? Sure a A4-5300 3.4GHz (3.6GHz Turbo) might cost less, but do I favor graphics more than shear CPU throughput? Not to mention efficiency which is big point for a server? While again what add-in cards would you need for all those expansion slots for such a server? I'm not opposed, nor challenged building in a M-ATX tower like the Rosewill FBM-01. I did a Llano/FM1 a year ago for a family friend that wanted a home-use that was small for particular spot. While yes cables can be a bear, I went with a OCZ ModXStream 500W to keep down the spaghetti. More than it need, but it had a great after rebate price. I used the Zalman CNPS5X Performa 92mm, and two of the Rosewill RFX-120 dual bearing fans. Using the PCI speed controllers that are included to manage the whole box to an almost absolute hush. Now, I did cut both stamped grills out and went with the old school wire grills that also come with those fans. I love those fans... Egg has them for $5 w/FS, check them out!
Sure you can put an mATX board in an ATX case, but why would you? You might not need the extra slots right away, but why even leave the possibility of limiting yourself? And yes, the primary reason to go with AMD would be cost. This board will likely go for $80 or less, look at what you get on the Intel side board wise for $80. The Intel mATX boards in that range are total shit. You aren't going to find one with 8 SATA 6Gb/s ports, you'll be lucky to get 2. And at that price range, RAID support on the Intel side gets iffy too, some boards support it some don't. Even some board that have a chipset that support RAID don't actually support it because they cheaped out on implementing it. And the i3-3220 isn't just more expensive, it is close to 3 times as much as the A4-5300. For the price of the i3 I could go with an A10-5700, get a true quad-core that would pretty happily outperform the i3 in most high load server tasks.
Mobo makers tend to offer what they believe is the most widely desired products as volume is where the money is at in consumer goods unless you have something very unique that other's can't provide. It's funny to see how some folks get really anal about what a mobo has or doesn't have, where things are placed etc. Either a mobo has what you need or it doesn't. There is no configuration that makes all consumers happy. Asus like many mobo makers is offering way too many differnt mobo models in an effort to acquire every possible sale. Unfortunately every new mobo iteration has design, production and stocking costs for the mfg. In addition distributors and retailers have a difficult time stocking so many different model mobos as not all models are high volume sellers yet the distributors and e-tailers/retailers need to purchase them in large quantities to get a competitive price. These two Asus mobos are a perfect example of what could all be included in one mobo and actually keep costs and retail price down and make life easier for all involved. The many iterations to acquire as many sales as possible is a deperation act in a bad world wide economy.
I think apus are great and this motherboard offers alot in comparison to asus and gigabyte. It would be a good starting pc if you want a lot of expansion and can't afford it at the time. Like support for 64GB of ram 8 sata3 connectors and dual graphics support. Personally i run the ASROCK A75m pro motherboard with a 7850 2gb and i can still play dishonoured @ 4800 by 900 and still achieve 40+ frames
placement of those upper SATA ports is dumb as hell, either they should of put them on the edge of the board or left them off, Also 64GB of ram is alot by todays standards but honestly it be nice to see a consumer Level AMD unit that supports 128GB at 2.133GHz on the Memory Controller and is overclockable to 2.666/3.333 GHz.
I agree with you that the low-end Intel boards are shite value for money. No RAID-5 unless you buy H77, which is like the cost of an AMD board + CPU together. And you only get 2 SATA 6Gbps ports (in all fairness though, hard drives can't saturate SATA3, so it's not much of a problem). The problem with the AMD boards (or at least the CPUs) is the power consumption, which is why I prefer to get the best of both worlds: buy the cheapest Intel CPU + board with a PCIe x16 slot, then drop in an 8-port RAID card.
iv'e seen this board have virtu mvp....,how does it work on amd procesor(igpu)...and how does it performe?? i know it use igpu and dedicated gpu and improve gaming performance on intel cpu.. but its first time i saw this on amd platform...would be cool if u can pair igpu with beter dedicated card not just low end...
Yeah, you can get marginally better power consumption out of an Intel system, but with the A10 system I have right now idling at under 50w for the entire system, and never really breaking 100w under load, the AMD system isn't exactly breaking the bank with power consumption.
That's more my thinking I just don't have as much faith on onboard raid and I'd rather do with an add in card. I guess I'm old school when it come to data protection. Now I'll say nicer Raid cards seems harder to find and a something like a 5 port a SYBA SY-PCI40037 is pricy, yes so going with FM2 can be cost effective. While yes you can go A10-5700 for a the price of an i3-3220 Ivy Bridge with it Hyper-Threading I'd want to believe it wins in read/write and memory tests, but heck if I find tests that show anything like that. http://www.anandtech.com/bench/Product/675?vs=677 So it might well be a good idea for a server mobo and stay in a budget.
Interesting design/concept, at least they are trying new things If this doesn't fit your criteria move on to something else
say the raid controller onboard fails. there's no means of getting a raid card to get it back running thus gotta replace mobo with same model. incompatibilities between Raid controllers is the effin device drivers and how the controller configures the array


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Brian Patrick Eha
Brian Patrick Eha is an assistant editor at Entrepreneur.com and a trustee of the New York City chapter of the Awesome Foundation. He has written for The New Yorker, The Atlantic, CNNMoney, Outside, the Los Angeles Review of Books and other publications. He holds a master's degree in journalism from Columbia University.
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Linux Foundation Supports Japan with Open Source Development
The Linux Foundation has concluded an agreement to support Japanese developers with Linux and Open Source in future.
The new partnership between the Linux Foundation (LF) and the Information-Technology Promotion Agency (IPA) project backed by the Japanese government will officially kick off October 30. Partners will be revealing tangible collaboration plans at the IPA Forum in Meiji Kinen-kan in Tokyo, Japan.
The Linux Foundation states that it will be looking to increase the number of Japanese programmers working on Linux and Open Source development through the project. Cooperation will focus on technological development, standardization and legal issues
The announcement comes at a time where the interest in Free and Open Source Software in Japan is bigger than ever. Several examples clearly demonstrate that more and more electronics manufacturers are starting to use Linux for their devices, says the LF in its announcement. Just recently, the Tokyo stock exchange decided to introduce a Linux-based system as its next generation enterprise application. In July of this year, the Japanese government announced that it will be looking to adopt open standards in all fields. The government has dedicated a budget of 1.5 trillion yens (about US$ 10.4 billion) for this purpose. And there are plans to develop a Linux-based administrative system.
"Japanese companies and developers have been strong supporters of the LF since Day One. We're determined to do more to support Linux and open source developers in Japan." says Linux Foundation Director Jim Zemlin. "This agreement is part of the LF's aggressive regional promotion activities and an important way for the open source community to continue to expand."
Just recently market researchers Gartner predicted that Open Source software would account for 60 percent of core applications in business and government in the Asian-Pacific region by 2010, compared to less than 15 percent in 2004.
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A Qualification Exam For Senators and Representatives Seeking Re-Election (Humor)
NOTE: The Humor-Impaired Need Not Read Any Further Let's face it – America needs term limits for Senators and Representatives as much as it does the President. Why term limits for these rascals were not included in the Constitution is a mystery to me. But given that periodic elections ARE in the Constitution, here is my short Incumbent Qualification Exam for those elected guys and gals | Read More »


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I think the people who used to live there had quite a lot of jam sessions etc so this may be a left over from that time.. Hope this helps
Maybe someone made a bet that they could nail a guitar to the wall.
dick deserve to be eaten it has to be said.
Maybe someone just simply nailed a fucking guitar to a wall and thats all there is to it
If you're lying, I'll chop your head off.
do you have to live quite so relentlessly in the real world?
Belgian John lives there. Guitar man to everyone....fashions his own guitars and repairs all others. Has the shop on the end (simply called 'Guitar').
The fact that its opposite Lark Lane may have had some significance, but you may actually be right and you've deduced something correctly for the first time ever ya loone.
Erm, I answered this a few posts ago?
Just went past there and the flat above the guitar doesn't look good at all - all windows blocked from the inside, some broken and one with a piece of wood across it... you sure he (or anybody) lives there?