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Automation and the future of work
The service sector is a large and growing part of our economy. But a lot of service businesses are managed according to old ideas imported from more traditional industries, says Ryan Buell, UPS Foundation Associate Professor of Service Management at Harvard Business School (HBS).
In today's rapidly changing service sector, a new set of frameworks is required to build a robust and competitive service business, says Buell.
"Service jobs have a reputation for not being great jobs—and in many cases, I think it's a well-earned reputation. But it shouldn't be that way," says Buell. "Service is the business of people helping people, and when employees lack the capability, motivation, and license to perform, there's no hope they'll deliver excellent service to customers."Transforming Customer Experiences
Transforming Customer Experiences draws upon the latest research and insights to equip senior managers with a new toolkit for leading and managing a professional services firm or a customer service or sales team. As a participant in this program, you will work alongside some of HBS's most renowned service management thought leaders. You will learn innovative methods for designing exceptional service offerings, creating a distinct and sustainable service model, and effectively managing employees and customers.
Buell is faculty chair of the HBS Executive Education course Transforming Customer Experiences, which explores how service leaders can create distinctive and sustainable service organizations that "turn customers into raving fans and employees into dedicated stewards of the mission."
The program is distinctive in developing a holistic curriculum that speaks to the challenges faced by modern service organizations, Buell says. Participants in the program learn the fundamentals of transforming customer experiences through cases from and interactive lectures by HBS faculty members.
For instance, one case, developed by Buell, focuses on the way IDEO uses human-centered design thinking as a systematic methodology to help create new products and services. The case explores this process through the example of Cineplanet, a leading movie cinema chain in Peru. The company hired IDEO to help them determine how to better align their operating model with the needs of their customers. "This case study may change the way you think about thinking," says Buell.
The HBS program also includes workshops and one-on-one coaching sessions with faculty who are experts in their fields to help participants discover gaps in the design and execution of the service businesses they lead so they leave with road maps for how to transform and revitalize those businesses.
"Our goal each day is for participants to walk away with practical ideas that can be put to work in their own organizations to make an immediate impact on performance—for employees, customers, and owners alike," says Buell.
Peer-to-peer learning is also a key part of the program, which assembles a learning community of exceptional service leaders from all around the world.
"My colleagues and I will certainly bring ideas to the table, but just as importantly, we'll work to set the conditions for participants to leverage and benefit from each other's experiences," says Buell.
"At any given point, there will be someone in the room who has faced a challenge similar to another person's. Getting those people to have a conversation about how they solved the challenge is incredibly valuable, and it doesn't necessarily happen by itself. We're very intentional about fostering those interactions."
The program features workshops on service design and service execution, and those workshops are particularly valuable for companies that send cross-functional teams to the program—that is, when they send multiple people who understand the organization from different angles, says Buell. In this context and setting, teams have an opportunity to deeply understand and diagnose challenges that their organization faces, but they also leverage their cross-functional expertise to identify opportunities to improve their business. Also, having a shared experience allows teams to go back to their organization with a common language and a common set of tools and frameworks for addressing business challenges.
To learn more about Transforming Customer Experiences at Harvard Business School Executive Education, taught by Ryan Buell and other renowned faculty, visit the program website.
The global digital economy crossed an important milestone recently: the number of internet users in two countries — China, with just over 800 million users, and India, with 500 million users – surpassed the aggregate number of internet users across 37 OECD countries combined. In both countries, users spend more time on the internet than the worldwide average of 5.9 hours per day. They also have room to grow; China has just under 60% of its population online, while India, with one of the lowest rates of internet penetration in the world, has under 25% of its population online.
While it's tempting to group China and India together as a block of emerging digital markets, they offer several important distinctions, especially for international entities and countries looking to invest. In our Digital Evolution Index (DEI), we place them in the "digital south" which means the full deployment and adoption of online systems is still in development. Our DEI research classifies both China and India as "Break Out" countries, which means they are experiencing strong digital growth. China has 783 million smartphone users and, as reported by the Cyberspace Administration of China, had 469 million registered on a mobile payment platform in January 2017. It is also the world's largest market for e-commerce. And India is on track to become the youngest country in the world by 2020 and its digital economy is expected to balloon from $413 billion today to $1 trillion dollars by 2025.
Both China and India present barriers to entry for foreign players. The most obvious distinction between the two markets is that China is mostly closed to international players because of state restrictions, while India is, technically, open for business. Top U.S. companies are investing heavily in India — as are Chinese companies, such as Alibaba and Tencent. However, India presents barriers that are less visible. Consider two examples:Languages: Language poses a high barrier to entry or growth for any company. Less than 100 million out of India's 700 million literate population can read or write English. There are 32 different languages with a million-plus speakers each across India, whereas in China, Mandarin is understood by the majority. In India, 90% of the country's registered publications do not have a website because of language barriers and 95% of video consumption is in local languages. It is essential to crack at least five Indian languages to truly break into this market. Protectionist policies: While China's protectionist policies are transparent, India's protectionist agenda is in the form of regulations and red tape. For example, a recently proposed Indian government policy on e-commerce and a similar order from the country's central bank seeks to prohibit data on Indian e-commerce consumers from being stored outside India. Many international players view this as favoring homegrown digital companies and a case of India borrowing from China's playbook, that mandates local storage of Chinese user data considered "sensitive".
The few international players active in China have scaled the entry barriers through adaptive (and sometimes risky, complex, or controversial) strategies, while others that have been blocked – e.g. Google and Facebook – keep experimenting with ways to comply with the state restrictions and invite fresh controversies. In parallel, companies will need to tailor their approaches to fully crack India, but in different ways. Building on our example above, in response to the language barrier, Google has invested in its Translate app and in its AI-enabled multi-local language publishing platform while Amazon plans to launch in multiple local languages in India. Even for these giants, there is a long way to go.
Both China and India have governments deeply engaged in orchestrating the digital economy and in citizens' data. It is well-known that China's government has ambitious objectives for the country's digital future. According to China scholar Adam Segal's analysis, the Chinese President Xi Jinping "aims to build an 'impregnable' cyber-defense system, give itself a greater voice in Internet governance, foster more world-class companies, and lead the globe in advanced technologies." Among its other ambitions, a July 2017 State Council document aims to position China as the world's AI leader by 2025.
In the context of this agenda, the Chinese government is assembling a comprehensive database on its own citizens with help from Chinese technology companies that routinely synchronize with the government. The data will establish a social credit system expected to be both mandatory by 2020. Every Chinese citizen's "social credit score", drawing upon public and private data sources can determine what services – from no-deposit apartment rentals to booking airline tickets to dating to government services — are accessible to the citizen. The private sector, companies such as Alibaba – e.g. Sesame Credit, run by the Ant Financial, an Alibaba affiliate. — and Tencent, through its popular messaging platform, WeChat, have become enormous repositories of user data, with which they can better design and target new services, discern key user attributes, such as credit-worthiness, and train algorithms. They also help the government with necessary data and algorithms. This public-private collaboration not only helps serve the state objectives of citizen surveillance and preserve social order, but also produces user data that improves China's AI capabilities.
Meanwhile, India's government also has ambitious objectives for the country's digital economy. Relative to its Chinese counterparts, India's authorities have been focused on the fundamentals — on low-cost access to digital tools and on creating an open and inter-operable infrastructure. The country has embarked on a broad Digital India initiative that encompasses everything from broadband "highways" to e-governance to digital literacy. There are also plans to establish 100 "smart cities" across India in collaboration with public agencies and private companies.
Like China, India, too, has a citizens' database. The aspirations for such a database were to establish a universally accepted form of identification to promote inclusive access to a variety of services in a country where many are excluded because of a lack of key documentation. As the core visionary behind this initiative, technology pioneer and Infosys co-founder, Nandan Nilekani, writes, the essential idea was to "empower users with the technical and legal tools required to take back control of their data."
Nilekani led the initiative that produced such a system, Aadhaar, which has enrolled 1.2 billion citizens. Aadhaar has become the foundation for an "India stack", the world's largest API that allows any enterprise, private or public, to build services and linking them to each individual's unique identity.
While each country has chosen a different path, both markets are being shaped by governments defining a framework and working with the private sector to populate it. Of course, state-organized citizen databases raise plenty of concerns. China's social credit system raises worries about "Orwellian" mass surveillance. In addition, the growing use of facial recognition technologies across China adds to worries about privacy and government over-reach.
In India, Aadhaar had increasingly become mandatory for privately offered services, such as mobile communications, banking and airline bookings as well as government programs, triggering concerns from consumer privacy and advocacy groups. The Aadhaar database itself has not proven to be secure and there were worries about both commercial abuse of data and government surveillance of citizens. As in China, India has also entertained proposals to add facial recognition to the database. The mandatory aspect of Aadhaar was re-visited after being legally challenged and the country's Supreme Court has ruled that while the ID system is constitutionally valid and is required as proof-of-identity for government programs, it cannot be mandated for private services, making it harder for companies to authenticate their customers.
Companies looking to enter either of these markets will need to be prepared to navigate a digital landscape being actively shaped by the government. They will also have to contend with some difficult privacy issues; in China the rules of play on these issues are clearer, while in India the rules can change with political turnover, as well as the outcomes of legal challenges and citizen advocacy.
Both China and India are key contributors to the world's growing middle class. Currently, China is ahead on the major economic metrics: to add as much to its GDP as China will in 2018, India would need to grow by 40%. But there are other measures that suggest that India might have a chance to narrow the gap. India's middle class (defined as $11 – $110 a day in 2011 purchasing power parity terms) is expected to exceed that of China's by 2030, according to the OECD and Brookings. Simultaneously, India's high growth rate of 7.7% in the first quarter of 2018, continues to maintain its position as the world's fastest-growing large economy. Some India-enthusiasts argue that its demographic advantage and democratic political system will prove beneficial over the long-term in catching-up with state-controlled China.
China is ranked 36th and India 53rd out of the 60 countries ranked by our DEI. In light of the potential narrowing of the broader economic gaps, it makes sense to ask if the gap between the digital economies of the two countries might narrow. How long will it take for India to get to China's current level of digital evolution? What key drivers might help accelerate the journey? Could India plausibly narrow the gap? These questions are important for companies that would rather pursue opportunities in India, rather than contend with the high barriers in China, but are concerned about how far behind India is relative to China.
Using our DEI model, there are three possible catch-up scenarios:
First, if India were to pick up China's momentum, it would reach China's current level of digital evolution by 2029.
Second, if India could achieve 3% growth annually across several drivers, it could achieve China's current level of digital momentum by 2022; these drivers are: physical infrastructure, government facilitation of the ICT sector, digital access, use of digital money and payments, national investment in R&D, gender digital inclusion, digital footprint of business, mobile internet gap.
Third, if India could accomplish the following combination of growth rates, it could reach China's current state of digital evolution by 2024.18% annual growth in Gender Digital Inclusion 3% annual growth in Physical Infrastructure 3% annual growth in national investment in R&D 1% growth in Digital Access Availability
This analysis suggests that narrowing the digital gap is within India's reach. If international technology players and investors were to consider where they might intervene in India's digital economy and provide leverage to the country's policy objectives, they can participate in India's digital economy while helping it accelerate and narrow the gap with China, a perennial economic rival. If this happens, India's economy could even catch up to China's. It is important for businesses, innovators, and policymakers to be aware of this potential for convergence between the two great powers of the digital south just as much as they see the differences in order to make wise strategic choices for approaching the two most essential digital markets in the world.
Most people at one time or another have struggled to navigate the complexities of the U.S. health care system. Many have received unpleasant surprises, such as a medical bill they expected to be covered by their health insurance or an unexpectedly expensive bill for a simple service. This type of confusion results in a lot of administrative work, including avoidable calls to customer service centers or time spent helping people find lower-cost options for services. It is costing employers and health plans billions of dollars each year.
Recognizing this exorbitant cost, Accenture developed a literacy index to evaluate how well consumers can obtain, understand, and navigate information and services. We used this index to assess how health care literacy affected the performance of nine consumer experience touchpoints. We then calculated the correlating impact to administrative costs. From this, we identified strategies in which health plans could save themselves billions of dollars — by simplifying the "user experience" of a system that was not designed with the preferences of the consumer in mind.
Our analysis found the health care system is so complex that more than half (52%) of consumers are unable to navigate it on their own, triggering avoidable customer service calls and more costly care. Consumers with low health system literacy are three times more likely to contact customer service. Our estimates found health insurers and employers spend $26 more on administration fees for every consumer with low health system literacy. This translates into a total cost of $4.82 billion, which would be even higher if accounting for medical cost.Insight Center
We found that consumers with low literacy struggle to make informed decisions about everything from the health plan types they choose and the premiums they pay to the doctors they see and the procedures they have done. It is worth noting this issue has nothing to do with education level: Roughly half (48%) of low-literacy consumers are college educated and nearly all (97%) have at least a high school diploma.
Difficulty in making informed decisions impacts consumers' ability to get the medical care they need. This is especially detrimental for the one in four (26%) consumers who have both low understanding and the highest need for health care interventions, such as individuals who are facing chronic or serious conditions. While our study assessed the impact of low literacy on administrative expenses, two decades of research has documented the impact of literacy on the overall health economy — some estimate the cost to add up to as much as $238 billion, or 17%, of all U.S. health expenditures.
Education has a role to play in reducing costs for health insurers, but it alone will not eliminate the problem. To ease their cost burden, health plans should instead aim to simplify the user experience. Our research points to a few strategies that health plans can implement a new model of consumer service and engagement. This can be achieved by harnessing digital channels to make the user experience easier, incentivizing progress driven by other stakeholders in the system, and shifting the complexity burden off consumers.
Harness digital channels to improve user experience. While systemic complexity won't be eliminated in the short term, health plans can approach service differently to make navigating the health care system feel simpler and easier. Amazon and other digital retailers have done just that. Consumers can select one-click options to get their delivery within a specific timeframe, but are oblivious to the operational complexity that goes on behind the scenes to make it happen. In today's increasingly technological world, consumers expect this type of simplicity and digital access across all industries that they interact with.
One example of a company in the health industry that is seeking to simplify the process is Oscar Health, a New York City-based insurance company serving six states and 250,000 members. While widely known for using digital, telemedicine, and concierge service to augment care, Oscar Health has also tackled operational complexity across core insurance functions, like claims processing, providing its 240,000 members with cost estimates for select medical services.
Incorporating intelligent technologies such as artificial intelligence to customer service initiatives can also help with delivering easy-to-follow programs and relevant products.
Incentivize progress. Another solution to cut through complexity is incentivizing health providers and consumers to work together in navigating health insurance options.
We know that providers influence where consumers go for health services. A recent NBER study found that, when choosing between low- and high-cost care settings, referring physicians had far more influence over where consumers sought care than cost did. Employer plans — such as those offered by startup Centivo — are bucking this trend by incentivizing physicians and patients to work together to lower the cost of care.
Other programs focus on educating consumers on how to choose affordable care settings on their own. Programs provided by Vitals, for example, offer consumers cash-back rewards when they select a lower-cost service or procedure such as an MRI or mammogram. Incentives such as these are more likely to drive consumers to change their behaviors, and in the process will educate them about how to make better and cost-efficient care choices.
Shift the complexity burden off consumers. Health plans also need to deploy new product concepts that take us closer to the goal of simplification and orchestrate service options to reach low literacy consumers on their terms.
For example, organizations can offer simple, per-visit copayments instead of complex deductible and coinsurance plans. That is what Minneapolis-based startup Bind Benefits is doing by offering employers on-demand plan options with no deductibles. The idea is to offer simple, straightforward pricing rather than complex plan structures so consumers can easily engage and know the price of their services at the time of consumption.
Ultimately, the only way to eliminate systemic complexity in health care is by actually making health care simpler. Rather than forcing consumers to battle the complexities, the health care system must design user experiences to align seamlessly with the needs, behaviors, and preferences of the people it serves.
On his first day as CEO of the Carlsberg Group, a global brewery and beverage company, Cees 't Hart was given a key card by his assistant. The card locked out all the other floors for the elevator so that he could go directly to his corner office on the 20th floor. And with its picture windows, his office offered a stunning view of Copenhagen. These were the perks of his new position, ones that spoke to his power and importance within the company.
Cees spent the next two months acclimating to his new responsibilities. But during those two months, he noticed that he saw very few people throughout the day. Since the elevator didn't stop at other floors and only a select group of executives worked on the 20th floor, he rarely interacted with other Carlsberg employees. Cees decided to switch from his corner office on the 20th floor to an empty desk in an open-floor plan on a lower floor.
When asked about the changes, Cees explained, "If I don't meet people, I won't get to know what they think. And if I don't have a finger on the pulse of the organization, I can't lead effectively."Further Reading
This story is a good example of how one leader actively worked to avoid the risk of insularity that comes with holding senior positions. And this risk is a real problem for senior leaders. In short, the higher leaders rise in the ranks, the more they are at risk of getting an inflated ego. And the bigger their ego grows, the more they are at risk of ending up in an insulated bubble, losing touch with their colleagues, the culture, and ultimately their clients. Let's analyze this dynamic step by step.
As we rise in the ranks, we acquire more power. And with that, people are more likely to want to please us by listening more attentively, agreeing more, and laughing at our jokes. All of these tickle the ego. And when the ego is tickled, it grows. David Owen, the former British Foreign Secretary and a neurologist, and Jonathan Davidson, a professor of psychiatry and behavioral sciences at Duke University, call this the "hubris syndrome," which they define as a "disorder of the possession of power, particularly power which has been associated with overwhelming success, held for a period of years."
An unchecked ego can warp our perspective or twist our values. In the words of Jennifer Woo, CEO and chair of The Lane Crawford Joyce Group, Asia's largest luxury retailer, "Managing our ego's craving for fortune, fame, and influence is the prime responsibility of any leader." When we're caught in the grip of the ego's craving for more power, we lose control. Ego makes us susceptible to manipulation; it narrows our field of vision; and it corrupts our behavior, often causing us to act against our values.
Our ego is like a target we carry with us. And like any target, the bigger it is, the more vulnerable it is to being hit. In this way, an inflated ego makes it easier for others to take advantage of us. Because our ego craves positive attention, it can make us susceptible to manipulation. It makes us predictable. When people know this, they can play to our ego. When we're a victim of our own need to be seen as great, we end up being led into making decisions that may be detrimental to ourselves, our people, and our organization.
An inflated ego also corrupts our behavior. When we believe we're the sole architects of our success, we tend to be ruder, more selfish, and more likely to interrupt others. This is especially true in the face of setbacks and criticism. In this way, an inflated ego prevents us from learning from our mistakes and creates a defensive wall that makes it difficult to appreciate the rich lessons we glean from failure.
Finally, an inflated ego narrows our vision. The ego always looks for information that confirms what it wants to believe. Basically, a big ego makes us have a strong confirmation bias. Because of this, we lose perspective and end up in a leadership bubble where we only see and hear what we want to. As a result, we lose touch with the people we lead, the culture we are a part of, and ultimately our clients and stakeholders.
Breaking free of an overly protective or inflated ego and avoiding the leadership bubble is an important and challenging job. It requires selflessness, reflection, and courage. Here are a few tips that will help you:Consider the perks and privileges you are being offered in your role. Some of them enable you to do your job effectively. That's great. But some of them are simply perks to promote your status and power and ultimately ego. Consider which of your privileges you can let go of. It could be the reserved parking spot or, like in Cees 't Hart's case, a special pass for the elevator. Support, develop, and work with people who won't feed your ego. Hire smart people with the confidence to speak up. Humility and gratitude are cornerstones of selflessness. Make a habit of taking a moment at the end of each day to reflect on all the people that were part of making you successful on that day. This helps you develop a natural sense of humility, by seeing how you are not the only cause of your success. And end the reflection by actively sending a message of gratitude to those people.
The inflated ego that comes with success — the bigger salary, the nicer office, the easy laughs — often makes us feel as if we've found the eternal answer to being a leader. But the reality is, we haven't. Leadership is about people, and people change every day. If we believe we've found the universal key to leading people, we've just lost it. If we let our ego determine what we see, what we hear, and what we believe, we've let our past success damage our future success.
Nick Morgan, a communications expert and speaking coach, says that while email, texting, and Slack might seem like they make communication easier, they actually make things less efficient. When we are bombarded with too many messages a day, he argues, humans are likely to fill in the gaps with negative information or assume the worst about the intent of a coworker's email. He offers up a few tips and tricks for how we can bring the benefits of face-to-face communication back into the digital workplace. Morgan is the author of the book, Can You Hear Me?: How to Connect with People in a Virtual World.
Cold leads, hot leads, warm leads … what do these terms mean? A cold lead is someone you think is a potential buyer, but you don't know them, and they don't know you. A hot lead is someone who is ready to buy and is interested in buying from you. A warm lead is anywhere in between.
Warm leads have, at the very least, raised their hand and expressed interest in your offering. While warm leads vary in degrees of temperature, from lukewarm to borderline hot, they all have two things in common. One, they hold great potential for future sales. Two, they require nurturing and cultivation to keep them from turning cold again. Ideally, those warm leads will one day turn hot, and your company will be front and center when they do.
A helpful way to understand how to best approach warm leads is to compare it to dating, or in more outdated terminology, courting. The same rules apply. When a man, for instance, courts a woman with the intention of marrying her, his behavior will follow some very important guidelines, because he knows he'll lose her otherwise. These guidelines are almost identical to my seven tips for nurturing warm leads.
In a courtship, a man's number one goal will be to further the relationship so that one day she'll say yes to marrying him. All actions will adhere to this overarching goal (Tip No. 1). He will date her and see her as often as possible, toeing the line between being too overbearing or seeming too uninterested (Tip No. 2). He will make her feel special in other ways, such as sending her flowers, writing her love notes and giving her gifts (Tip No. 3). He will listen to her so that she feels heard and valued and so that he understands how best to support her (Tip No. 4). He will always be honest, knowing that if he breaks trust, she will end the relationship (Tip No. 5). He will be patient with her, allowing her to come to him in her own time (Tip No. 6). And, in our present modern age, he will move in with her first before committing to marriage if she so desires (Tip No. 7).
With these dating guidelines in mind, here are my seven tips for nurturing warm leads:
1. Focus on building rapport. The most important aspect of nurturing warm leads is the relationship. In every interaction, the primary goal should be to further cultivate the relationship. This overarching intention needs to inform everything that you do and every decision you make.
2. Regularly follow up. This is the area where it can get tricky. You don't want to be a pest, but you don't want to be forgotten. It's the delicate balance between coming on too strong and being too distant. If you come on too strong, it will scare leads away and make you seem too salesy – the kiss of death in sales. However, if you play it too cool, you will be perceived as not caring about gaining their business – again, the kiss of death in sales. Plus, you'll be easily forgotten. Out of sight, out of mind as they say.
Unfortunately, our instincts can't be totally relied upon when it comes to this area. I advise clients to follow up a little bit more than they might naturally be inclined to because most people err on the being too distant side of the equation. It helps to have a purpose with each follow-up, i.e., news about your company, new offerings or services, updated information, targeted marketing collateral, handwritten notes, white papers, etc. You can also congratulate the prospect on their news, offer up a valuable referral or note a mutual connection. Every once in a blue moon, you can just check-in, but most of the time have a purpose or add value in some way, shape or form.
3. Connect in any way possible. In today's world, businesses can connect with prospects in a number of different ways. Before the advent of computers, we were limited to in-person meetings, the phone and snail mail. Now, there is LinkedIn, Twitter, Facebook, Instagram, YouTube, etc. Make it a habit of following your prospects on all these platforms so you can connect with them and support them in a variety of ways. This will go a long way toward building rapport.
4. Listen more than you talk. The focus should be on them, not you. People like to talk. They want to be heard. They want to know they are important to you and that their concerns are important. Plus, the intel you can learn by simply listening is priceless and can be of enormous help when it comes time to close the sale.
5. Be integrous. As in any relationship, trust is of paramount importance. A stain on integrity is not easily forgotten or forgiven. Maintain integrity throughout all of your interactions, big and small. It all matters.
6. Be patient. The truth is, there is no way of knowing when a warm lead will turn hot. Could take weeks, could take months, could take years. Be patient and just trust the process. No matter how long it takes, you want to be there when they decide they're ready.
7. Let them take you out for a test spin. Every company should have a soft offering – a way to test the product or service. Just like most couples these days will move in together before walking down the aisle, most prospects are going to want to try you out in some capacity before fully committing. If you don't have that option available, you'll likely lose a lot of business to companies that do offer that option.
As a final thought, it helps to remember that, as in dating, there are no guarantees. You could do everything right and a warm lead could still turn cold for reasons that have nothing to do with you. Alternatively, they could turn hot and, at the last minute, decide to go with a competitor. However, if you master the practice of cultivating and nurturing your warm leads, you'll always be in the game. And as long as you're in the game, odds are you'll win sometimes too.
Is there a time on the horizon when humans can turn over their businesses to advanced deep-learning neural networks and relax while artificial intelligence does all the work? The early 2000s saw a boom in machine learning, AI and automation — and despite the advances that have given us chatbots and personalized suggestions for everything from shoes to potential spouses, we humans are still necessary for effective business processes in virtually every type of industry. That's because while artificial intelligence is efficient, it relies on humans to build its intelligence and take on tasks it can't yet handle.
Neural networks have to get the information they use to recognize patterns from humans. We have to decide which data to "feed" the neural networks to train them to handle specific tasks, such as facial recognition or similar products. This is called supervised learning and it's as far as the technology reliably goes for now. Deep-learning technology can do a lot of things it couldn't do a decade ago, according to Roger Parloff at Fortune, but it hasn't evolved enough to let networks sift through raw data on their own to consistently find relevant patterns.
AI is great at using massive amounts of human-selected data, but the knowledge and experience that allow us to select the data is still our domain. And sometimes, our human customers just want to interact with another person. What does this mean for business? For the foreseeable future, machine learning will continue to deliver efficiency that humans can't match, while humans provide the discernment and interpersonal skills that AI cannot. In other words, it's a partnership, not a competition, as demonstrated in a variety of industries.What chatbots can (and can't) do for customer service operations
Like other AI tools, chatbots have to be trained by human interactions, and in most cases training allows chatbots to offer initial responses to basic customer questions. This frees up human customer service representatives to focus on more complicated customer inquiries. However, it's worth noting that customers may not use chatbots the way retailers and B2B merchants expect them to.
Terena Bell at CMS Wire reported that although many merchants train their chatbots to answer questions about products, US-based customers prefer to deal with humans before they make a purchasing decision. They're more likely to use chatbots after they buy to handle shipping inquiries and updates. This means chatbots need human instruction and need to be used to meet human customers' actual preferences.Why content curation still needs the human touch
Spotify and other streaming content services generate recommendations for users with their own AI tools, but people want more. Spotify's editors manage several thousand playlists, but even that's not enough. The desire for music recommendations made by humans is so strong that there's now a niche industry of Spotify playlist curators — independent users not paid by the company — who build their followings on other platforms and make money from artists who pay for the possibility of inclusion on their lists. Why would listeners care whether a computer or a person picks their playlists? It's a social phenomenon, motivated by some of the same sense of familiarity, trust, and group belonging that draws social media users to follow influencers.Why fraud prevention needs AI and human analysts
AI has been an asset to the fraud-prevention industry by making it easy to evaluate large amounts of customer and transaction data very quickly to look for possible fraud. However, because human behavior doesn't always conform to fraud-detection patterns, analysts still play a key role in fraud prevention. For example, wealthy shoppers' orders sometimes raise flags for potential fraud because they, like many attempted fraudulent orders, come from far-flung locations, are for expensive items and may include rush shipping. Effectively reaching out to these customers to verify their orders requires skill and finesse in the moment. Analysts must be able to spot fraud and they must treat each customer with courtesy, keeping in mind that well-heeled customers—the ones merchants most want to win and keep—are likely to stop shopping with the store if their order is rejected by mistake or if the call from the analyst feels like an interrogation.
Part of what keeps fraud prevention reliant on humans' expertise and observational powers is that fraudsters' tactics are always evolving to beat whatever new system merchants put in place to stop them, and the behavior of legitimate customers can be highly variable. These behaviors aren't limited to fraud. People adapt their interactions with businesses to meet their own needs, whether that's avoiding retail chatbot help until after a purchase, seeking out music recommendations from people online, or buying jewelry online while traveling from one country to another.
Human behavior means that learning and pattern recognition within a particular business context may be efficient to a point, but never truly finished. Businesses of all kinds, even those with cutting-edge AI and deep learning tools, still need the reasoning and real-time discernment that only humans can offer.
Editor's Note: This is the first post in a new MIT SMR series about communication strategies for digital transformation.
Leaders trying to get their organizations to adopt new technologies or new ways of thinking tend to kick things off with big, inspirational speeches. "When we're finished," they like to say, "we're going to be the Apple of [insert niche industry here]!" This gets everyone fired up about the change.
And then ... silence.
My colleagues and I have seen this happen many times in our consulting work. Communication grinds to a halt until the company's leaders define the next level of detail in the strategy or reach a massive milestone. Meanwhile, employees wait, wonder, and want to know how they can help. The absence of information leads to doubt, cynicism, and anxiety — which quickly become obstacles to change.
What if, rather than going quiet after kickoff, leaders model the behaviors they want to see by using digital tools to deliver a steady stream of messages to their employees and continually gather and respond to their feedback? It sounds quite basic — and really, it is.
If you're planning a digital transformation, try the following techniques to embrace the spirit of change and guide your team through the process.Push Information Out Quickly
A social media company we work with decided to launch a new internal performance-management platform in preparation for a major shift in the business's compensation model. But HR leaders knew adopting the system could be challenging and emotionally fraught for employees. They also knew it wouldn't be ready until close to the date when people would need to start using it.
To reduce resistance, the company's internal communications team crafted a series of emails explaining the new system to everyone: why the organization was switching to it, what skills people would need to learn to use it, and what the change process would be like. The first emails targeted senior managers to prepare them for the rollout and provide guidance on responding to employee questions or concerns that were likely to come up.
The next emails were sent to employees. These messages unpacked the core skills people would need and emphasized how developing those skills (with the organization's support) would benefit employees not just in their current roles but throughout their careers. The series also featured a frank, one-on-one interview between the head of HR and a trusted leader employees looked up to. In the interview, that leader voiced common objections and got HR to answer those concerns head-on.
Information has a way of quieting the nerves. A series of regular messages will keep your people in the loop about the change they're expected to implement. It can also allow for a faster, more efficient adoption process, especially when time is of the essence. Your communication tools don't need to be fancy. Email is about as simple as it gets, and that worked for the social media company. But if the change you're espousing involves using unfamiliar technology, it may make sense to make that the vehicle for your information sharing. That way, people can gradually get comfortable with it, through passive exposure — and the senior team can lead by doing, which builds trust.Incorporate Listening Mechanisms
It's easy to forget that communicating change isn't a one-way street. You may feel pressure to get your new program rolling and broadcast your message, but then fail to check in to see how the information landed. Throughout the transformation process, make sure your team is on board and morale is high by keeping a virtual "open door."
The same social media company that moved to a new performance-management platform also uses a simple, app-based pulse survey to gather "emotional" feedback during periods of organizational change. Employees respond to a few quick questions about how they're feeling about work, and the app collects responses in the aggregate to protect anonymity. This helps uncover potential job satisfaction issues and other obstacles to change. You can ask employees how they feel about your company overall, the job they're doing, and the people they work with. The responses will help you gauge employee sentiment while also giving team members an outlet for expression.
Yet, listening isn't enough; to reassure people that you've actually heard them, you need to respond, both by reporting out and reporting back. Report a summary of the feedback so it's clear that you processed what employees had to say — and then, to show that the feedback made a difference, report back on progress as you implement changes and address issues that matter to them.Provide an Online Learning Space
Change programs tend to focus more on processes than on people, but if you want your organization to meet the challenge of change, your team members need to undergo a personal transformation as well.
You can dampen doubt, combat cynicism, and reinforce commitment to the process by educating people throughout the transformation. Online training, in particular, can equip everyone involved in your process with insights and tools that will help them practice the change.
We once worked with a global industrial company that was attempting to digitize every aspect of its operations across the business. It started by using the lean startup methodology to develop new products but soon sought to transform everyday processes in each business unit. To smooth the bumps during the change, the company created an online training platform filled with resources about the change plans and new behaviors required of each person. All employees could access it, no matter their position, and it included presentations, videos, exercises, and tools that could be downloaded so that people could learn and practice the new systems in their daily work.
Using an online training program to educate people makes sense: If you're going to be adopting new digital techniques, you should offer a digital space for learning them.Help Managers Reinforce Desired Behaviors
Developing new mindsets and behaviors in an organization requires practice, so it's important to provide on-the-job experiences that make the change realistic for everyone. In the midst of a transformation, every interaction has the potential to become a useful teaching moment — especially when you give your managers tools to overcome resistance and reinforce desired behaviors.
For instance, a small flash-storage startup we worked with was preparing for an upcoming initial public offering. The newly appointed CEO believed that everyone in the company needed to adopt a new set of core values to navigate the transition and position the organization for long-term growth. In collaboration with the CEO and the executive team, we crafted new values statements and prepared a campaign to teach employees how to live them. Online training helped people learn the nuts and bolts, but the company's leaders realized the process would be smoother if they incorporated personalized learning opportunities, too. It wouldn't be easy, though, because long-term employees were strongly attached to the old values, while newer employees who had joined through a recent acquisition were championing their original company's ways. Their managers would have to help bridge the divide with individual coaching that considered both perspectives — newbie and old guard alike.
The startup planned one-on-one employee learning sessions and check-ins with managers as part of the change. It created a series of scripts that managers could rely on to coach team members as they used new programs and to help them navigate any difficulties they encountered when adopting new processes. The scripts enabled managers to reinforce learning in the moment, which helped people move past their initial opposition. Because the sessions were conducted one-on-one, they provided a degree of psychological safety and multiple opportunities for frustrated or hesitant employees to feel heard and validated.Use Collaboration Tools to Align Teams
If people stop feeling connected to your mission during your change effort, they're more likely to start resisting. Online collaboration can keep teams aligned while also modeling new ways of working.
We recently worked with an airline that was trying to make a wholesale shift to digital processes across the business. It was a huge endeavor to automate labor-intensive operations and create entirely new kinds of services for customers, including online travel planning, inflight entertainment, and pre- and post-travel experiences. The first obstacle, though, was to begin using technology in the most basic ways internally, like getting knowledge workers to post files online rather than sharing them over email or circulating old-school printouts. To make the transition easier, the company started using Microsoft SharePoint and Microsoft Teams to collaborate on projects in real time. The tools also allowed employees to chat with one another or with an AI assistant who was trained to answer specific kinds of questions.
Using collaboration tools like these to harness peer-to-peer communication allows you to tap into the "hive mind" so that your employees can support one another as they learn and adapt. This can build momentum — perhaps better than any other technique. In a transformation that's focused on technology, leaders must foster connections between humans and their digital tools, of course, but it's equally critical to bring humans closer to the people they work with. That's how change becomes the new normal.


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Let's Talk About 'Godzilla': Blue Fire, Mothra and Very Creepy Monster Sex
Every week, Mashable presents "Let's Talk About …," a look back at the biggest WTF moment from the weekend's new movies. If you haven't seen the film, be warned: This doesn't just contain spoilers — it's ALL SPOILERS.
This week: Let's talk about Godzilla:
Godzilla is loaded with cheer-worthy moments that shook cinemas across the U.S. all weekend long, but perhaps the loudest roar went up on Sunday morning, when Warner Bros. and Legendary leaked to the press that yes, the King of Monsters would be back for a sequel.
The "news" of Godzilla 2 was made even more obvious by the sight of the 300-foot ancient reptilian alpha predator slinking back into the ocean as the end credits rolled. Yeah, we cheered for that part, too.
SEE ALSO: New Godzilla Dwarfs 60 Years of Monstrous Predecessors
But Hollywood likes to make things "official," so after Godzilla hit $93 million at the domestic box office and marked the biggest international opening weekend of the year with $103 million, executives at the studios told their favorite trade reporters to go ahead and print what everyone knew: the big fella will rise again.
The marketing for Godzilla was great from the beginning — if a bit misleading. What looked like a dread-heavy disaster/horror film turned out to be a bloodless monster romp wrapped in a thin, flaky skin of character drama. The only thing that made little kids uncomfortable was the kissing between Aaron Taylor Johnson and Elizabeth Olsen, and parents weren't too keen on that stuff, either.
But all is forgiven. The rest was sheer fun. Once Godzilla got going, director Gareth Edwards (above) delivered on what we came for: Skyscraper-sized beats to whoop, holler and shake our heads at. Mashable got a visual on the seven biggest OMG moments from Warner Bros.' biggest three-day opening in the month of May:
Those [redacted] opening credits
A cover-up was afoot, right from the get-go: The cover-up of those redacted statements that wrapped around the opening credits, that is. They weren't visible long enough for the human eye, but luckily our friends over at Badassdigest.com know a guy who works at a movie theater who slowed it down and transcribed the whole thing.
They're mostly nonsensical references to things like mentions of dragons in the Bible and other Godzilla-related goodies — more silly fun than illuminating. And probably more than a few inside jokes.
That first roar
A chief complaint about Godzilla is that there's not enough Godzilla in it, and that he shows up late. The latter part is true, but when he does, he inhales deeply, rears back and lets out that trumpeting bellow that's changed little since the first Toho film in 1954 Japan.
It's a great moment, one that inspired a man sitting near the front to cry out "GOJIRA!" at the screening I saw at the Chinese in Hollywood. That sent the crowd into a titter that swelled into a big cheer — and it was instantly one of my favorite moviegoing memories.
Godzilla let out his big blast three or four more times throughout the film, each a little bigger and louder and longer than the last ... and each worth the price of admission.
Mothra alights!
Well, sorta. Did you see the "Mothra" Easter Egg?
While father and son (Bryan Cranston and Aaron Taylor Johnson) are casing their now-overgrown former home in a quarantined zone, the camera sweeps across an old aquarium that appears to have once housed a metamorphosis-in-progress. Looks like little Ford Brody was observing a moth emerge from its chrysalis state, judging by the word "moth" scrawled on a piece of tape … which is covering up another, older label ending in "ra."
The resulting word — Mothra — is a hat-tip to the 1964 Mothra vs. Godzilla, the first appearance of the villainous winged creature that may have inspired the MUTO, or Massive Unidentified Terrestrial Organisms that inhabit the 2014 Godzilla.
MUTO sex is messy and awkward
Speaking of MUTOs, somebody put Barry White on the big loudspeakers because those things plain got it on.
With a male/female mating pair on the rampage, it was only a matter of time before babies came into the picture — we just weren't expected that picture to be a squirming egg-sac hanging from the female's loins. If the glowing bag of offspring weren't too much information already, the male shows up and, after giving his mate a peck on the gooey, fang-encrusted mandible, offers her the gift of a nuclear warhead.
Now that's true love.
Granted, we never actually saw any copulation between MUTOS, but even its implication was enough to get squicked out.
Godzilla is the good guy
By now, we've figured out that Godzilla is just here for the hunt – the MUTOS woke him up and now he's not only in pursuit, he's the humans' best hope against them. But it wasn't always that way: The first Godzilla film in '54 portrayed him only as a rampaging menace; he comes ashore, wreaks havoc and goes back to his watery lair.
Subsequent movies had Godzilla playing the hero, taking out other, more malevolent beasties like Mothra and Rodan, while causing some serious collateral damage along the way. So we reboot the character arc somewhat in the middle; how they'll raise the stakes for our now-hero remains to be seen.
Death by Blue Fire Mouth-to-Mouth
Godzilla purists had to be getting nervous during the first few battle sequences — had they really left out his atomic breath? But then, as the final battle got underway, Godzilla's scales started flashing blue (just like in 1954). He drew a deep breath. He shimmied and reared back … and out came the fire.
The first couple of blasts did little but repel the MUTOs. But when it came time to finish off the big boss, Godzilla had had enough: He pried open its jaws and unleashed a torrent of blue fire into its mouth, a blast so intense that the monster's head came clean off.
The crowd, of course, went wild — for what must've been the 10th time. Put enough fun, cheer-worthy moments into your movie and you, too, can have a crack at making another one just like it.

subset: commoncrawl


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We will find many crazy online gamers in the country and the world. Those who are mournful and passionate are just games. In this world, millions of people make money by playing online games. But an Indian man has also emerged as making money through online games. Sahil Arora is the youngest Hindustani origin who earns millions of money by playing online games. Sahil Arora becomes the most earning man in the online games.
Sahil Arora's name in the world of online gaming is Universe. It's spelling they write UNiVeRsE. He is a member of the team named Evil Genius. And Sahil's age is 27 years. He has already earned Rs. 18 crores. Two years ago, his team won 66 million dollars (42 Crore rupees) in a tournament.
Sahil College in Madison, USA, he is a dropout. He left the studies of the University of Wisconsin and made gaming the full-time passion. According to figures collected by a famous portal Statsista, Sahil has won a total of $ 28.3 million, taking part in 67 gaming tournaments, which is more than Rs 18 crore in Indian currency. He has received an average of 27 lakh rupees per tournament.


text:
Handmade solid concrete and soldered glass table lamp.
Designed in collaboration with WildBird Studio (https://wildbirdstudio.ie/)
Edison bulb is NOT included.
Bulb fitting E27, Max 60W. UK plug type.
Please note:
* all handmade homeware is slightly different, making each one of them truly unique
* concrete can change its texture and colour over time
Decorations are not included.


text:
IBM this month plans to announce software for managing service-oriented architectures, making it the latest in a line of vendors offering tools for automating the process of monitoring SOAs and the applications that run on them.
The software, called IBM Tivoli Composite Application Management (ITCAM) for SOA 6.0, will monitor application performance and give network managers views of application servers and the other SOA infrastructure components, according to documents IBM presented at the Share user group conference in Boston two weeks ago.
SOA management software has been available from start-ups for more than two years, but it's now becoming a priority for large vendors of management tools and application server software. Hewlett-Packard and BEA Systems both announced products in June, and vendors such as BMC Software, Computer Associates International Inc. and Oracle Corp. also compete in the SOA tools market.
Erik Sargent, a Web applications architect at Providence Health System, said he's happy with the Web services management tools from Infravio that he has used for the past three years. The Infravio tools work with components of BMC's Patrol management suite. But Sargent said he still needs more from his management tools.
"I'd ultimately like to see a visualization and management tool for Web services that understands where they are running and how well they are running, and their interactions," he said. "As an application developer, I want to make sure the apps are running and, if not, that the server and network guys can respond."
Shawn Willett, an analyst at Current Analysis, hasn't received a formal briefing from IBM on ITCAM but has reviewed the Share presentation. Willett said IBM appears to be covering its bases so it can compete against its top software rivals for SOA-related business. IBM's offering "looks like it is heavily weighted toward management, monitoring and enforcing of policies rather than setting up any kind of infrastructure for SOAs," he noted.
ITCAM will support SOAs based on IBM's own WebSphere software or BEA's rival WebLogic application server, plus SOAs developed using Microsoft Corp.'s .Net technology, according to IBM. It declined to disclose pricing or a shipment date.


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Fridays from 10pm - Midnight
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I began Deep Blue by mentioning to Joe DiGiorgio that I would be interested in doing a Blues radio show on WQLN. After about two weeks Joe came back to me and said, "well if you want to do that show you can start next week." The news came as a shock as I had never met the people at WQLN before, but based on Joe's good standing and the fact that a time slot had recently opened, I got my "shot at the title."
Deep Blue was formed with the thought that I would play the "deeper" tracks. By this I mean, the tracks that you would not hear in other Blues Radio formats. I try to play the longer cuts of the CD's and albums as these don't get much airtime elsewhere due to time constraints. I usually prefer to play live recordings also, as the heart and soul of the artist really presents itself to the listener during these live performances. Sometimes when I play a live track the feel of the song and the audience background noise can give me goose bumps and that is the real pleasure in music for me.
~Kick back relax and settle in to "Deep Blue"~
8425 Peach Street, Erie, PA 16509


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Eden Chen
"As a Young Scholar, I am incredibly excited to have the opportunity to experience the signature charisma of Lang Lang and his foundation. The enthusiasm and energy they put into bringing music to the world is just inspiring, and I am sure I will learn much from their philosophy of "Playing it Forward." Being a part of the Young Scholars program will present me with a unique opportunity to meet diverse audiences, while receiving first-hand guidance from Lang Lang in what it means to be an artist, and what it takes to build a successful career. I am confident that working with Lang Lang, the Foundation, and my fellow Young Scholars will allow me to further explore the role of the musician and music in our modern society. I look forward to the positive impact we will have on each other!"
Eden Chen, age 16, is a Jack Kent Cooke Young Artist and Scholar. He started studying piano when he was six. Since age seven, Eden has competed and placed in many piano competitions, and has won numerous top prizes including the First Prize in the Southwestern Youth Music Festival Piano Competitions for numerous years. Among them was an orchestral debut performing Mozart's Coronation Concerto, No.26 in D major with the Southwestern Music Festival Orchestra, after he won First Prize in the Young Pianist category when he was eleven.
Eden recently won the First Prize at the AVSOMC Gail Newby Concerto Competition. He was a Gold Medal winner of the 2012 AADGT International Young Musicians competition, a Grand Prize winner of the 2011 AFAF Golden Era of Romantic Music International Competition, where he was also the recipient of the special prize for the Best Performance of a Work by Liszt. He also received Second Prize at the MostArts Festival 2014 Piano Competition and Second Prize at the 13thInternational Russian Music Piano Competition.
Eden was selected to perform on NPR's From the Top radio show in 2013. Besides these awards, Eden has given four performances at Weill Recital Hall at Carnegie Hall in the past few years, and he was also invited to perform a solo concert at the American Jewish University.
Eden is currently studying with Rufus Choi. He has attended the Colburn Academy Piano Festival and the John Perry Academy of Music Summer Festival. He has participated in master classes given by musicians such as Lang Lang, Daniel Pollack, Seymour Bernstein, Hung-Kuan Chen, Jerome Lowenthal, Jean-Yves Thibaudet and John Perry.
Eden is actively thinking about the role and value of music in society and in the individual, and how it serves to connect individuals to their communities. He believes in music as a uniquely human expression of the human condition, and is interested in innovative ways of expressing these universal sentiments. In becoming a Lang Lang Foundation Young Scholar, he hopes to continue to explore new creative possibilities that will impact his audiences.
facebook: https://www.facebook.com/edenchenmusic/timeline


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Whatever your lead to for going to San Francisco, you will locate the suitable hotel for your wants. There are different kinds for travelers like you available, which includes people that satisfy up with your budgetary demands. Deciding upon in actual fact of make any difference of inclination.
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When it arrives to breakfast, the Parisian's like to try to eat on the go. Even though a lot of Paris hotels provide breakfast, begin your working day the Parisian way by grabbing a delectable French pastry from a cafe or bodega. Or if you extravagant a cup of tea, pay a visit to just one of the many Tea Rooms and sip on a cup of chai even though munching on a flaky croissant.
Spain also has some of the world's best beaches. Sure by the Atlantic and the Mediterranean, Spanish shorelines include 1000's of kilometers of territory and are household to some of the most unique resorts. The warm sands of Barcelona, for instance, share the identical waters and climate of Pleasant, France, but at a portion of the expense and not nearly as a lot overcrowding on the shorelines.
The 3rd and the final of the historic resorts of Plattsburgh, New York is Eco-friendly Mountain Inn. This inn has an intriguing heritage, as it has seen many owners. The very first of the owners was Mr. Peter Really like. For some time, the inn was an achievement under his possession: but, because he turned a victim of fiscal woes. He missing it, and it grew to become the assets of Mr. Churchill. Although beneath the ownership of Churchill, some additions were being designed. Then, when he could no lengthier care for the place, it noticed yet another proprietor.


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Rob Asghar: The Moderate Muslim Contribution and Solution to Islamophobia in America
Juan Williams has become a victim of the crossfire of a war within Islam, a war among extremists and moderates that is not going well right now for the latter group.
NPR's sudden dismissal of Williams, for his daring to confess to some jitteriness around Muslims who seem foreign, has given Fox News a chance to crow about being the more tolerant media outlet. It's an odd exclamation mark on an extended season of Islamophobia in America.
As an American of Muslim background, I don't feel Williams' candor merited a dismissal, and I don't think NPR helped either its brand or the cause of religious tolerance.
Islamophobia, in one sense, is much like bigotry aimed in the past at Irish and Italians and countless other groups who eventually were integrated nicely into American society, with one key difference: None of those groups had a visible subgroup that claimed to speak for the larger group and which threatened to destroy America and the larger West.
None of those groups had a Faisal Shahzad, threatening to destroy the United States, or a Nidal Malik Hasan, turning on America's own soldiers at Ft. Hood.
In one sense, the closest analogy would be to Japanese-Americans during World War II, who were suspected of loyalty to a motherland that was waging war against the United States. And we knowthe result wasn't pretty.
This adds urgency to the need for progressive Muslim-Americans to push back against extremists. Groups such as CAIR spend a great deal of time claiming that any discrimination against Muslims is unwarranted. But they could spend a little more time discriminating against the fundamentalists who quietly support the murderous nihilism of the violent extremists.
This battle among Muslim progressives and Muslim "fundos," to use the Pakistani term, is a family affair at heart. I've argued to progressive Muslims that the battle needs to be fought withinfamilies, beginning with simple candor on the part of progressives.
Progressives tend to sit quietly at the dinner table when their fundo-fanatic uncle or mother rages about the evils of the West. Then, the progressives may go out to a bar and lead secret lives away from the fundos. The simple truth is that the progressives' self-serving silence has emboldened the fundos to believe that there is a fundo consensus within their own communities, whether they be in Michigan, England or Pakistan — a fundo consensus that blurs the line between sharia and secular democracy, between ordinary political grievances and violent struggle.
If these fundamentalists realized that there is no consensus even within their own families, they would realize how far they are from imposing their will on the rest of humanity.
But progressives and moderates are shy about this. Most fear the drama that can result. And, since many Muslims hail from shame-bound cultures, they feel special guilt about causing family rifts by revealing their secret open-mindedness.
When I gave a talk about this last summer at a largely Pakistani-American gathering in Washington DC, a well-dressed young man rebutted me. "Confronting our family members is easier said than done for most of us. I don't think it's going to happen. The better way to fight extremism is to offer a pluralistic, progressive education to young people in Pakistan."
I responded that we can't always offer a progressive education in Alabama or Texas, given creationist lobbies here. How then can we count on Pakistanis to offer a progressive education in their own land? Besides, the Najibullah Zaziwon't be affected by future educational approaches in that part of the world.
Time may be running out for moderate Muslim-Americans to avoid the sort of fate that befell so many Japanese-Americans during World War II. Another major attack on American soil may spur ordinary Americans (and especially their opportunistic politicians) to act like cornered animals.
For moderate Muslims, their own way of life is threatened by the extremists in their camp. As such, a bolder and more radical centrism is necessary in response. This is not the time to be timid.
Follow Rob Asghar on Twitter: www.twitter.com/rasghar
Original post: The Moderate Muslim Contribution and Solution to Islamophobia in America


text: The lawyers at Duška & Svobodová have considerable expertise and experience in this area including in particular software licenses, implementation and maintenance of software, system integration, outsourcing, e-commerce, electronic signature, domain name protection and personal data protection. We provide legal support to IT providers, suppliers and customers. Our legal services consist particularly in drafting contract documentation including IT sample contracts, participation in meetings, advising during negotiations, analysing various information and communications technology related issues and representing clients in court proceedings and arbitration.


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Falklands conflict units to play role in Thatcher funeral
All three Armed Services are to play a role in Baroness Thatcher's funeral in London next week, with particular reference made to the Falklands conflict.
Servicemen and women from ships, units and stations notable for their service during the 1982 conflict will make up the coffin bearer's party. Among them will be members from:
The Welsh Guards
The Welsh Guards was the regiment that suffered some of the heaviest losses during the conflict. On June 8, 1982, 32 Welsh Guards were among 48 British troops who died when the Sir Galahad was bombed by Argentine jets, and many suffered terrible burns.
The Royal Navy/Royal Marines
The Royal Marines, along with the Parachute Regiment, were seen as the spearhead of the Task Force. After landing at San Carlos Bay, they fought at Mount Kent, Mount Harriet and Two Sisters before 'yomping' into Port Stanley.
The Special Boat Service (SBS) also played a role, successfully attacking an important Argentinean position at Fanning Head that overlooked San Carlos Bay.
The Scots Guards
Scots Guards were involved in one of the Falklands' fiercest battles, to take Mount Tumbledown, when British troops faced Argentine soldiers in a vicious fight using bayonets.
On the night of June 13, Scots Guards advanced up the western side of Mount Tumbledown, and the battle raged on all night, finally resulting in a British victory by 8am.The Scots Guards suffered eight casualties, while one Royal Engineer was also killed, and 43 people wounded.
The Royal Artillery
Part of 3 Commando brigade, which was part of the land forces, 29 Commando Regiment accompanied the Royal Marines, providing artillery support and gunnery observation, including much-needed support with their L118 Light Guns.
Royal Engineers
The Royal Engineers, commonly known as Sappers, provided combat support to troops in the Falklands, from minefield clearing to establishing water points and building bridges.
Sapper Hill, on East Falkland - named after a troop of sappers - was of huge strategic importance during the conflict.
Parachute Regiment
The Parachute Regiment - 3 Para and 2 Para - were integrated into 3 Commando Brigade and joined the Naval Task Force.
The Paras fought some of the key battles of the war including coming ashore at San Carlos, in northwestern East Falklands, on May 21, 1982, securing a British stronghold by occupying the slopes of the Sussex Mountains.In addition, 2 Para attacked the Argentine-held airfield at Goose Green, on East Falkland, on May 27, 1982, in a lengthy battle that ended with Argentinean surrender. Forty-two members of The Parachute Regiment and attached personnel were killed in action.F lost seven aircraft.
Royal Gurkha Rifles
The 1st and 7th Gurkha Rifles (1/7 Gurkha) and the Queen's Gurkha Signals left for the Falkland Islands in March 1982. They were later joined by the Queen's Gurkha Engineers.
The Gurkhas were to provide support for the Scots Guards in a battle during the assault on Tumbledown. But when D Company, 1/7 GR, began their final attack, they found that the Argentinians had all fled.The only Gurkha fatality occurred after the war was over, when Lance-Corporal Budhaparsad Limbu struck an unexploded grenade with his spade.
The Royal Air Force (RAF) operated from Wideawake Airfield, on Ascension Island, but flew into the war zone.
Some 17 squadrons operated during the conflict involving aircraft such as Harriers, Chinooks, Phantoms, Canberras, Vulcans, Hercules, Victors and Sea Kings. The RA


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From WikiFur, the furry encyclopedia.
a microfur or a macro fur on a giant sculpture of a dice?[edit]
in my opinion, it would be better if the picture had a bit more of context, just a regularly proportionated fur on a single object and no background isn't completly unambiguous, perhaps the picture could be somthing like a fur typing on a computer keyboard by jumping from key to key, with the proportionally huge desk under it, and perhaps somthing less likely to be made giant, like a glass of water or somthing (i'm not saying I have the skills to create such image, nor that I know where to find one, this is just a suggestion on how I think this article could be improved) --Tigro Spottystripes 02:42, 12 November 2008 (UTC)


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Planning a pool party and want your guests to have a blast? Make sure to include some fun pool party games that will turn your party into a great success.
Whether you live in a warm climate or the summer is finally here, pool party is one event you just can't spend the summer without.
One reason pool parties are so popular is the fact that people are provided with an opportunity to socialize with friends and family while also having a chance to stay cool (literally) on a hot summer day.
Planning a pool party may take some work, but it will all be worth is, because there is nothing like relaxing by the pool with a cold beverage in hand on a hot and lazy summer day.
Once you have let your guests know that you are planning a pool party, you can start planning.
If you are planning on including a barbeque with your pool party, you will need to decide what type of food you would like to serve. Make sure you have a variety of different foods.
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Pool party games and activities are the perfect way of getting friends, families, neighbors and coworkers together, having lots of fun in the sun.
Coming soon ...........
Return to The Top of Pool Party Games
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Crewe would have been out of sight on Saturday if we would have converted our early chances
Steve Davis was disappointed that some missed chances in the opening half an hour on Saturday would later deny his side a share of the points at Notts County. Crewe created the better of the chances in the first half at Meadow Lane and Davis felt that after seeing the club's first defeat in five games, that if we had managed to have conceded one or two goals then we would have gone on to win the game.
Crewe conceded an avoidable penalty on the stroke of half-time, but hit back just two minutes after the restart following a solo run and shot from the impressive Jamie Ness.
In a second half that could have gone either way, it was the home side, who snatched the three points thanks to Billy Daniels' wonderfully controlled volley with four minutes left.
December, the Alex boss was left bemoaning some missed chances. thAfter seeing his Crewe side lose for the first time since 13
Steve told crewealex.net: "We had some really good chances, especially in the first 20 minutes and we could have scored two or three and been out of sight. I think if we had managed to have converted them then we would have gone on to have won the game because of the nervousness of Notts County and their supporters.
"It was a good time to hit them and we were really positive in that first half and should have gone in ahead. Instead we have given away an avoidable penalty because our decision making for those two or three minutes at the end of the half was poor throughout.
"We had controlled much of the half and I didn't think we deserved that but we made a terrific start to the second half and got ourselves level quickly. What was disappointing was that we didn't build on that as much as we should have.
"If we had scored in that early part of the game when we should have then I think we would have won the game."


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Tom Asacker's GuruBBQ is gaining traction. In his latest vlog episode, he makes 7 predictions for 2007. They are:
- A big slowdown in the growth of blogging
- Plaid is the new black
- A new medical conditions known as Wii. D.D. will arise
- TVs, computers, cell phones, cameras, radios, MP3 players, and vibrators will all converge into one must-have high-tech device
- More and more large advertisers will play the bored creative masses for fools, soliciting advertising creative on the cheap in exchange for a few cases of beer and a mention in really tiny letters during the commercial airing
- Staples will incur a massive recall of Easy buttons
- Google will release a new service called Google Everything


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The steel multiplate structure fabricated by Thompson Manufacturing Company supports two barrel arches, each spanning 15 feet. Faced with well crafted stonework, including cut stone voussoirs and keystones, the bridge appears as a true stone arch structure. Constructed in 1936, in conjunction with improvements to the highway in a rural area between Colorado Springs and Cañon City, it continues to function as a good example of a bridge built by the Works Progress Administration during the years of the Great Depression. Listed under Highway Bridges in Colorado Multiple Property Submission. Source From Wikipedia


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It's Celiac Awareness Month!Posted On: May 3, 2016
May is a very special month for those with celiac disease and gluten-intolerance. This is a time for both individuals and organizations to unite in a concentrated effort to spread knowledge and access to educational tools regarding a still misunderstood illness. And you can (actually) help. Why Is Awareness Important? Simply put, awareness is the first step toward building understanding. […]Read More


text: Key Points: 1. Hell's Imagery – What is Hell? 2. Hell's Necessity 3. Hell's Harbinger of Hope Sermon Questions to Stir Discussion: Describe what life would be like without God. (Remember God is truth, life, grace, and everything good) Why do people tend to believe in heaven, but not in hell? Can there be heaven without hell?


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Devout Christian Tony Blair has sensationally admitted that the meek may not inherit the earth after all.
Speaking at a press conference about the 'Tony Blair Faith Foundation' in New York the ex Prime Minister said:
"I'm afraid to say that it is very unlikely that the meek shall inherit the earth. It is a fine idea in principle but it must be said that most of the powerful elite on earth today are not gentle folk who display patience and humility. Conversely I would argue that it is the assertive and bold who are more likely to inherit the earth's riches. What I think Jesus was trying to say was that the Meek might inherit the earth unless another group came along who wanted it more"
In a statement released yesterday Tony Blair has been supported by his friend and ally former President of the United States George Bush.
"Mr Bush would like it to be known that he fully supports Mr Blair's brave statement on the meek. If it were left to the timid and compliant America would probably be an Islamic state by now. God save us from the patient and long suffering and God Bless America"
However Blair's comments have caused outrage within the Christian community.
Talking to our Home Affairs correspondent Rev Nick Lang Vicar of St John's Church in Beckenham, Kent claimed that Mr Blair was guilty of Blasphemy and that he should retract his statement immediately.
"It clearly states in Matthew 5.5 'Blessed are the meek: for they shall inherit the earth'. I have no reason to believe that anything has changed. As far as I am concerned we should still eat fish on Friday and the meek can carry on showing patience and humility. Their day will come, I am sure of it"
Jonathan Hall, President of the UKSM (United Kingdom Society of the Meek) was less convinced.
"I can't believe this. I have spent my life practicing the virtues of meekness in the hope that one day I shall inherit the earth. Now all of a sudden they change the goalposts. Do you know how difficult it is being humble in spirit as well as manner? My mildness and submissiveness are legendary in the South East of England and to be honest I haven't found it easy. Only the other week I had to turn the other cheek when I found my wife in bed with a Housing Officer (*). Do you know how difficult it is to be 'gentle and self effacing' when mindless yobs are throwing eggs at your car. I'm off to buy a fucking gun."
(*) A recent survey showed that 70% of local government Housing Officers are unfaithful to their partners at least once a year.


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Technology should make our lives easier. Let us help that happen for you.


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Free Rod Loan Program
Don't have fishing gear? No problem, borrow a rod and tackle from one of thes
← Back More from Freshwater Fisheries Society of BC →
On April 16 and April 21, for the first time in over 20 years, hatchery kokanee were released back into Penticton Creek.
Volunteers from the Penticton Flyfishers Club released just over 45,000 kokanee fry reared in the club's small hatchery trailer. This represents the culmination of seven months of work by their dedicated volunteers, as well as technical support from the Freshwater Fisheries Society of BC. Everyone involved hopes that, ultimately, the creek will once again support significant and self-sustaining populations of rainbow trout as well as kokanee.
Land-use practices associated with agriculture, urbanization, and flood control works have severely degraded many tributaries of Okanagan Lake that once supported spawning rainbow trout and kokanee. At one time, Penticton Creek was a very important spawning tributary, but currently provides little known fish habitat because much of its length is lined with concrete – and impassable to fish.
The Penticton Creek Restoration Committee is working to bring back some of the stream's lost habitat. Re-starting the Penticton Flyfishers' hatchery will play a key role as part of this larger restoration initiative by rearing juvenile fish that can return to spawn in the reclaimed habitat beginning in the fall of 2018.