text:
TRAFFIC ADVISORY: Overnight Closures of Southbound I-880 in Hayward Start Tonight
Full Overnight Closures, Detours March 17 - 21 and March 24 - 27
SAN FRANCISCO, March 17, 2019 /PRNewswire/ -- To accommodate installation of new sign structures for the ongoing 880 Express Lanes project, the Metropolitan Transportation Commission — in partnership with Caltrans and the California Highway Patrol — will conduct full closures of all southbound lanes on Interstate 880 in Hayward (at West A Street, and between Winton Avenue and Highway 92) for several hours beginning tonight, March 17, and early Monday morning, March 18 through Wednesday night/Thursday morning, March 20 and 21; and again from next Sunday night/Monday morning, March 24 and 25 through Tuesday night/Wednesday morning, March 26 and 27.
(PRNewsfoto/Metropolitan Transportation Com)
MTC Logo (PRNewsFoto/MTC)
Detailed maps of the detour routes may be found below.
The two left lanes of northbound Interstate 880 also will be closed these nights from 11:59 p.m. until 5 a.m. The northbound lane closures will extend from just south of the Highway 92 interchange to just north of A Street.
Closure schedule is as follows:
Sunday night, March 17 from 11:59 pm until Monday morning, March 18 at 4 am;
Monday night, March 18 from 11:59 pm until Tuesday morning, March 19 at 4 am;
Tuesday night, March 19 from 11:59 pm until Wednesday morning, March 20 at 4 am;
Wednesday night, March 20 from 11:59 pm until Thursday morning, March 21 at 4 a.m.
Sunday night March 24 from 11:59 pm until Monday morning, March 25 at 4 am;
Monday night March 25 from 11:59 pm until Tuesday morning, March 26 at 4 am; and
Tuesday night March 26 from 11:59 pm until Wednesday morning, March 27 at 4 am.
Advance warning message signs, detour signs and construction crew flaggers will be in place, and the California Highway Patrol will be on site during these freeway closures. This work is weather dependent and may be rescheduled if necessary.
Drivers are advised to expect delays and to allow extra time traveling through the southbound I-880 corridor. Please drive with caution through the construction zone, leave a safe traveling distance between your vehicle and the vehicle ahead, and Slow for the Cone Zone.
SOURCE Metropolitan Transportation Commission
http://www.mtc.ca.gov
MTC Postpones Bay Area Commute Challenge Pilot Program...
MTC Seeks Public Review of Plan Helping People with Limited...


I am so pleased to announce the launch of Timeless Styled Events brand and website design. I'm going to take your behind the scenes of the creative process from start to finish. So you can understand the amount of work and creativity that gets poured into each client and project.
If you listen to my Brand and Plan podcast, then you'll know one of the main differences between a low-end and high-end designer is the strategy. A low-end designer will merely create what you ask. A high-end designer will dig into your core values, business goals, ideal client, your local market and competitors to find a solution for your brand.
For Timeless Styled Events (TSE), we spent time understanding what type of bride they wanted to attract with their new brand and website design. Currently, TSE's brand was too whimsical and dainty. Mary, the owner, felt it wasn't a good representation of her, the team, or their clients.
Something that stood out to me was her use of the word 'barefoot' each time when describing her bride. And the sense of wanderlust in their portfolio of past events. We also used Mary's love of thrifting to influence the brand design as well.
Overall, we wanted to capture a timeless, vintage brand design with a touch of modern flair to appeal to a specific type of bride. A kind of bride who was free-spirited, an adventurer, and has a bohemian style.
For the logo, we wanted to keep it timeless and stay away from anything too modern and in-style. We worked with a few font variations but decided on a decorative serif font that screamed classic yet bold.
We wanted her logo to immediately convey a wedding and event planning company for barefoot and offbeat couples that love vintage and adventure.
The color palette was curated using photos of past events, her Pinterest board and the notion of a warm, welcoming brand. We worked a few different taglines and decided to keep a variation of them for different uses.
One of the (many) perks of working with us is because we have a professional copywriter that curates all of our clients' words for the website and launch strategy.
I always recommend investing in brand photos during your brand and website experience. The images will perfectly match your new brand. We use them on the website, social media and any other collateral we're creating.
All of these elements have been built up to be showcased on the website. One of our clients' most critical marketing pieces.
For Timeless Styled Events website, we really wanted to create an experience as soon as a potential client landed on the site. We wanted the viewer to feel welcomed and get a sense of the overall luxury experience.
Our copywriter takes time to pull out headers, call-to-actions and buttons so then it's our turn to take that word document and turn it into a beautiful, strategic design.
Recently, we introduced launch strategy into the Signature Experience. I was getting feedback that a lot of clients weren't sure how to launch their brand and website into the world and tell their audience.
I took that valuable feedback brainstormed, studied and put together a solution to help my clients make the most out of their Signature Experience.
To kick-off the launch strategy, we get on a strategy call to discuss your goals with the rebrand, your audience and what you want to happen within the first month of your brand and website being launched.
From there we craft a custom launch plan with a step-by-step process laid out. Which includes social media graphics and captions ideas to help create hype and bring your audience into the experience.
Our goal with the launch strategy is to bring your audience into the experience and create hype and excitement around the launch of your brand and website.
As you can tell the Signature Experience is a high touch-point experience that is equal parts design as it is strategy. I'm a firm believer that beauty doesn't sell when it comes to branding. Beauty will get your brand noticed, but it takes strategy and intentional design to turn your audience into paying clients.
The Signature Experience will transform your clientele, your profit and the direction of your business. Book your complimentary discovery call to learn more about how we can help you with your brand and website design.


text:
Home / PC member Maiteeq calls for further measures to address immigration issue
PC member Maiteeq calls for further measures to address immigration issue
Member of the Presidential Council, Ahmad Maiteeq demanded that measures should be developed to address the situation of migrants, following the attack on Tripoli.
In a meeting with the Undersecretary of the Interior Ministry for immigration affairs, Maiteeq called for more coordination within the ministry, in order to find appropriate mechanisms to deal with the humanitarian crisis in general and the situation of migrants in particular.
For his part, the Undersecretary of the Ministry of Interior, Mohammed Al-Shaibani highlighted the situation of the immigrant population as a result of the attack on Tripoli, and efforts to protect them and provide them with their needs.
ahmed Maiteeq
After 6 months of her abduction, Canada and EU countries reiterate demands for release of MP Sergiwa https://t.co/lijv0mVzJP 1 hour 10 min ago
EU says it will press for permanent ceasefire in Berlin conference https://t.co/qH6sNDJY1D 2 hours 10 min ago

redpajama_set_name: RedPajamaCommonCrawl


Expand your burger repertoire with this sophisticated Italian-inspired number. Indulgent and flavorful, our version is made with ground pork and Italian sausage instead of beef and topped with pungent Gorgonzola cheese and grilled peppers and fennel.
Preheat grill to medium-hot. Grill peppers until blackened on all sides, turning occasionally, 10 to 15 minutes. Place peppers in a bowl, cover, and let stand until peppers are cool enough to handle. Remove skin, seeds, and ribs. Cut peppers into strips.
Crumble pork and sausage into a bowl. Toss lightly to combine and shape into 4 (3/4-inch thick) burgers.
Grill fennel slices 2 to 3 minutes per side, or until lightly browned and tender; set aside.
Grill burgers 4 to 5 minutes per side, until browned and cooked through. Place cheese on burgers during the last 1 to 2 minutes of cooking time, with grill covered, to melt cheese. Grill focaccia cut sides down until toasted.
Spread cut sides of focaccia with pesto sauce. Place burgers on bottom halves, and top with sun-dried tomatoes, fennel, and roasted peppers. Replace focaccia tops, pesto side down.


To set in motion her devotion for eternity.
Working alongside Ax at Perso in Poesia, is always an honour and a pleasure. This is our third collaboration and I have to say, each time gets better and better. A true poet; his talent and creative mind continues to astound me. I'm very lucky to work with such a gifted writer. I hope you enjoy reading this, as much as we enjoyed writing it.
Thank you Ax, for inspiring and challenging me!
I call her, Lady Jennifer, aka Superstar Diva, why?
Oh bravo you two! This was gorgeous!
My pleasure Lovely. You two are a perfectly delightful combination. Smiles.
The twist got me, and the words were fluid. Great job you two!


text:
Q: Form not submited on keydown event when event is triggered by 'ESC' key I need to submit form on hitting the 'ESC' key. I have the folowing code to do so:
<form id="testForm" name="testForm" method="post" action=""  >
   <input name="givenAnswer" id="realInput"  value="" type="text" onclick="doSubmit()" autofocus>
</form>

<script>
   document.getElementById('realInput').onkeydown = function(e){
       if(e.keyCode == 27){
           event.preventDefault();
           document.testForm.submit();
        }
   };
</script>

but this does not work correctly (I try it with FF 47.0.1):
if I type a text to input field, and hit ESC key, form is not submited. The form is submited on ESC key only in the case I click the input filed by mouse right before I hit ESC key (and this is valid only if line 'event.preventDefault();' is excluded from the script). But this is not expected behavoir.
The same is with this script:
<script>
    var el = document.getElementById("realInput");
    el.onkeydown = function(event) {
       if (event.keyCode == 27) {
           document.testForm.submit();
       }
    };
</script>

Would anybody know to tell me what is the problem and suggest solution please?
I foud also these links with similar issue, but the solution proposed there didn't work for me:
location.reload doesn't reload the page when I'm using it in keyDown event handler when ESC is pressed. Only in FF
https://bugs.jqueryui.com/ticket/4922
Thanks

A: In your first snippet, Just change event to e in event.preventDefault()

redpajama_set_name: RedPajamaStackExchange


text:
Q: Can AT TIME ZONE return inaccurate results for data before 2004? SQL Server 2016 added the AT TIME ZONE operator. From the documentation:

AT TIME ZONE implementation relies on a Windows mechanism to convert datetime values across time zones.

AT TIME ZONE calls the mscorlib.ni!TimeZoneInfo.ConvertTime method according to ETW tracing against a simple query. Jonathan Kehayias has a blog post where he pulls all of the time zone rules from the System.TimeZoneInfo class. I can only find rules that take effect on 01/01/2004 or later in the output:

Rob Farley mentions that in a blog post that a time zone rule change in the year 2000 does not appear to be respected by AT TIME ZONE:

It works by using the Windows registry, which has all that information in it, but sadly, it's not perfect when looking back in time. Australia changed the dates in 2008, and the US changed its dates in 2005 – both countries saving daylight for more of the year. AT TIME ZONE understands this. But it doesn't seem to appreciate that in Australia in the year 2000, thanks to the Sydney Olympics, Australia started daylight saving about two months earlier.

I feel that there is a large amount of circumstantial evidence that the AT TIME ZONE operator may return inaccurate results for dates earlier than the year 2004. However, I cannot find any documentation that AT TIME ZONE uses the System.TimeZoneInfo class, that AT TIME ZONE may be inaccurate for older dates, or that the System.TimeZoneInfo class may be inaccurate for older dates.
Is there a SQL Server product limitation that results in AT TIME ZONE returning inaccurate results before the year 2004?

A: I don't know if this is definitive, but I found this Q&A on Stack Overflow that includes an answer from a former Microsoft employee (emphasis mine):
Does .NET have the history of time zone changes?

.NET tracks some history, but it is not always accurate. You've stumbled upon one of the inaccuracies.
.NET imports all of it's time zone information from Windows via the registry, as described here and here. If you look in the registry at HKEY_LOCAL_MACHINE\SOFTWARE\Microsoft\Windows NT\CurrentVersion\Time Zones\Russian Standard Time\Dynamic DST you'll find that it only tracks information from 2010 forward for this time zone. Testing dates in year 2000 is not going to work well, as it will fall back to the earliest rule available (2010).

So basically, SQL Server is calling into .NET, .NET is looking in the Windows registry, and the Windows registry isn't guaranteed to have complete history of time zone changes.  As you've noticed, on modern versions of Windows 10, the oldest adjustment rules I'm seeing are from 2003.
If you need history older than that, you'll have to go outside of SQL Server / the built-in .NET Framework library code.  I've heard good things about NodaTime (which gets its info from the IANA official time zone DB), so you could use this open-source solution that's built on top of some infrastructure from that project:
SQL Server Time Zone Support - GitHub
You could also roll your own solution if you're a bad person and hate open source (or you just want to or whatever).


Keep your cabin paperwork tidy with this A5 display book.
WE PERSONALISE THE INSERT FOR THE FRONT COVER ACCORDING TO YOUR AIRLINE/RANK/AIRCRAFT TYPE.
*If you prefer to have something else as your front cover please upload your image and we will design it for you for a small fee.


A leading FMCG food manufacturer is now seeking a Health, Safety and Environmental Officer for a site in the Shrewsbury area. Reporting to the site HSE Manager, the Health, Safety and Environmental Officer will be responsible for assisting in management of the site Health and Safety and Environmental Management systems. The Health, Safety and Environmental Officer must work proactively with all staff to maintain safe and environmentally sustainable systems across all areas of the site. You will be responsible for ensuring the site is compliant with current legislation, industry standards.
The successful HSE Officer will have a NEBOSH qualification or have experience in Health and Safety matters within a food manufacturing environment. You must also be a strong communicator, be self-motivated and be proficient in using Microsoft Office programs.
• Investigating all accidents/incidents that occur and collate all information.
• Collation of water and energy meters usage, report, trend and review findings.
• Ensure compliance by collecting water samples.
• Report on any near misses and accidents.
• Proactively ensure compliance and promote good practises within health, safety and environmental matters.
• Assist with all audits, internal and external.
• Review all risk assessments to ensure that all areas of the factory have been covered accurately.
• Assist with writing and implementing new processes.
• Assess all new equipment for any potential issues.
• Help and co-ordinate any emergency situations.
• Proactive in on-going carbon reduction and sustainability projects.


Welcome to New Jersey Male Strippers by MaleStrippers.com – your #1 source for the finest in male strippers and exotic dancers! We have over 10 years of experience providing the highest quality entertainment to thousands of parties and events across the country. Our dancers are the hottest, most talented, most reliable and most qualified around – we hire only the best to give YOU the best!
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Not in New Jersey? We'll come to you! With locations across the USA we'll find the right match for your event!


text:
Cunefare, Kenneth A.
Kenneth A. Cunefare Professor Acoustics / Dynamics
Love, Room 113
ken.cunefare@me.gatech.edu
http://www.me.gatech.edu/ken.cunefare
Ph.D., Pennsylvania State University, 1990
M.S., University of Houston, 1988
B.S., University of Illinois at Urbana-Champaign, 1982
Acoustics and Dynamics and Computer-Aided Engineering and Design; Active/passive control, industrial noise control, fluid-structure interaction, optimal acoustic design, fluid-hydraulic noise control, and test methods and instrumentation.
Dr. Cunefare began at Tech in 1990 as an Assistant Professor. Prior he was an F.V. Hunt Postdoctural Fellow at The Technical University of Berlin.
Dr. Cunefare's research is directed toward controlling and tailoring the sound produced by engineered structures and systems, such as from transformers, motors, and in aircraft and automobile interiors. He has investigated the means to better model the acoustic radiation from such structures, and how sound and vibration propagate through these structures. He has developed design optimization methods to permit tailoring of the acoustic characteristics of structures by integrating commercially available modeling codes. This optimization might be used, for example, to design and reduce interior noise levels within aircraft cabins by optimally distributing the mass and stiffness of the material in the fuselage. Dr. Cunefare has also investigated how active control might be used to tailor acoustic responses. In active control, secondary powered actuators are used to suppress or cancel the sound and/or vibration produced by some other source, such as from an engine exhaust. Dr. Cunefare is also exploring the design and application of novel micro-structured materials for the control of noise in fluid hydraulic systems.
Dr. Cunefare is the Professor in Charge of the Integrated Acoustics Laboratory, a state-of-the-art acoustics and vibration research facility funded by the Ford Motor Company, the National Science Foundation, and Georgia Tech. This facility is intended to provide educational and research opportunities that span the theoretical, computational, and experimental range of acoustics and vibrations.
ASME Fellow, 2014
Acoustical Society of America Fellow, 2003
Joseph H. Anderer Faculty Endowed Faculty Fellow in the Woodruff School, 2002-2007
Society of Automotive Engineers
GT Off-Road (Mini-Baja Team) Faculty Advisor, 1997-present
Ralph R. Teetor Educational Award, 1994
gt motorsports Formula Team Faculty Advisor, 1992-present
Sports Car Club of America Carroll Smith Mentor's Cup, 2002
Metro-Atlanta National Engineers Week Engineer of the Year in Education, 1995
American Society of Mechanical Engineers (Region XI) Faculty Advisor Award,1992
F. V. Hunt Postdoctoral Fellow (Technical University of Berlin), 1990
Adaptable Vibration Absorber Employing a Magnetorheological Elastomer with Variable Gap Length and Methods and Systems Therefor, with Anne-Marie Albanese-Lerner, U.S. Patent 7,102,474, September 5, 2006.
Apparatus and Associated Method for Decontaminating Contaminated Matter with Ultrasonic Transient Cavitation, U. S. Patent 6,447,718, with Stephen Carter, September 10, 2002
John P. Arata, Michael J. Leamy, Jerome Meisel, Kenneth Cunefare, David Taylor. 2011. Backward-looking Simulation of the Toyota Prius and General Motors Two-Mode Power-Split HEV Powertrains. SAE World 2011 World Contress and Exhibition, SAE Paper 11 PFL-0790, April 12-14, Detroit, MI.
Filippo Casadei, Lorenzo Dozio, Massimo Ruzzene, and Kenneth A. Cunefare. 2010. Periodic Shunted Arrays for the Control of Noise Radiation in an Enclosure. Journal of Sound and Vibration,329(18), 3632-3646.
Spadoni, M. Ruzzene, and K. A. Cunefare. 2009. Vibration and Wave Propagation Control of Plates with Periodic Arrays of Shunted Piezoelectric Patches. Journal of Intelligent Materials Systems and Structures 20(5), 979-990.
Mark Holdhusen and Kenneth A. Cunefare, 2008. Experimental Vibration Control of a Single-Degree of Freedom System using a State-Switched Absorber. Journal of Intelligent Material Systems and Structures 19(12), 1435-1442.
Francesco Franco, Kenneth A. Cunefare, and Massimo Ruzzene. 2007. Structural Acoustic Optimization of Sandwich Panels.ASME Journal of Vibration and Acoustics 129(3), 330-340.


text:
ACCEPTED

#### According to
Index Fungorum

#### Published in
Kew Bull. , Addit. Ser. 9: 363 (1983)

#### Original name
Entoloma cyathiforme Dennis

### Remarks
null

redpajama_set_name: RedPajamaGithub


On 14 January 2016, the Indian Directorate General of Anti-dumping & Allied Duties, Ministry of Commerce and Industry, initiated an anti-dumping investigation on imports of styrene butadiene rubber of the 1500 series and 1700 series, originating in or exported from the European Union, the Republic of Korea and Thailand. The products subject to investigation are classified in part under the following HS code subheading: 4002.19. This investigation follows the application lodged by Indian Synthetic Rubber Pvt. Limited and Reliance Industries Limited.


Game Day: Day 6 began 3 years, 7 months ago on Sept. 8, 2015, 9:08 a.m.
3 years, 7 months ago Day 6 has begun!
3 years, 7 months ago Pinterest Mom was executed on day 5!
3 years, 7 months ago A deadline has been set for Monday, September 07 at 11:00 PM EDT.
3 years, 7 months ago TMMadman was executed on day 4!
3 years, 7 months ago EXAKT Science is replaced by CapitalistPig.
3 years, 7 months ago A deadline has been set for Thursday, September 03 at 11:00 PM EDT.
3 years, 7 months ago A deadline has been set for Sunday, August 30 at 11:00 PM EDT.
3 years, 7 months ago merk was executed on day 2!
3 years, 8 months ago Meinberg is replaced by HiipFire.
3 years, 8 months ago A deadline has been set for Tuesday, August 25 at 11:00 PM EDT.
3 years, 8 months ago Gamerofthegame was executed on day 1!
3 years, 8 months ago AnonymousNarcotics is replaced by Mithross.
3 years, 8 months ago A deadline has been set for Friday, August 21 at 11:00 PM EDT.
3 years, 8 months ago A new game was created by EccoRaven!


The invention of the camera phone spawned the concept of the "selfie" and there's no going back!!
Some people are really good at selfies … and many people are NOT. So, if you want to look a little better on camera, here is a video I created with my 5 tips for rocking the selfie.
After you watch this video, I'd love for you to try some of these tips next time you take a selfie. Let me know your feedback.
I want you to always love yourself in photos!!
Hey did you like this tip? If so please sign up for my newsletter, because I have lots more to share!
These are great tips.. THANK YOU. Love the Realness and Humor you add to this!! gonna practice for sure..


Reflector: High purity aluminum, semi-specular finish.
Finish: Matte black, gray anthracite or light gray.
Drivers: HPF electronic driver, 120-277V.
Mechanical: Mounts directly over a standard electrical junction box (by others). Mounting hardware (by others).


The Pyle Mini Blue Series (PCAU48BT) mini stereo power amplifier provides up to 120 watts x 2 at 4 Ohms. Built-in Bluetooth technology allows you to instantly stream wireless audio from your favorite devices -- quickly and easily. This power amplifier also features USB flash and SD memory card readers with digital LCD display. Connect external devices using the RCA (L/R) or AUX (3.5mm) stereo input connector jacks, let the music play. It's compatible with virtually any audio or computerized device (works with iPhones, Androids, Smartphones, iPods, MP3 Players, iPads, Tablets, etc.). Additional features include USB charging port, built-in short circuit and power surge protection, headphone jack, rotary master volume control, push-type speaker terminals and more. Enjoy compact and powerful wireless amplifier music streaming ability with the Pyle Mini Blue Series Bluetooth Amp.


I need to vent a little today. It's a 'debate' that's been going on for a while but recently ignited by Bianca Dye and Ricki-Lee Coulter. This is what I read - you can click here - an article where Bianca Dye was asking Ricki-Lee to reconsider her comments about not wanting children and asking her to freeze her eggs.
What bugs me the most about this 'debate' is the fact that people seem to think the children-choice is a debate. It's a personal choice. That means, it's up to the individual to make a decision - their decision.
It's mostly among women too, which bugs me even more. Men are rarely asked when they're having kids, or if they want kids. Why this discrepancy? Are women only here to provide children? Don't women have another role to play in the world?
I love kids. I think they're the best fun out. I spent years working with kids in my spare time, and enjoyed every minute of it. But it also made me realise kids weren't on my agenda. I love them, but I have never wanted the responsibility of having my own. At eighteen I was quite vocal about this. I have never changed my opinion but I'm no longer vocal! I've had lots of people around me have kids, and I've never got that clucky gene.
I've spent years with people quizzing me about my decision, arguing with me against my decision, and trying to persuade me to change my mind.
I was lucky, when I was growing up I had great aunts who didn't have children. I never saw them as 'lesser' people for that choice/issue. They had amazing lives as their own person and I always valued that. When I was in my 20s, a cousin said that she felt less valued than her siblings because of her child-free state. I'd never felt that in my immediate family and I still don't. But I must have grown up with different people to the norm because even some of my school friends don't have children now.
I'm closer to 50 than 40, and my decision has never bothered me. I don't regret not having kids, in fact, I'm very glad I've been able to do the things I've done and live the life I have.
I don't have a problem with people who do have children. In fact, I like to borrow their kids occasionally for silly movies, fun shows, carnival rides, you know, stuff you really need to do with a kid so people don't look at you strangely!!
I think it's time women stopped discussing other women's choices and let people live their own life!


text:
Cláudio (de) Souza ist der Name folgender Personen:

* Cláudio Garcia de Souza (* 1927), brasilianischer Diplomat
 Cláudio Roberto Souza (* 1973), brasilianischer Sprinter

redpajama_set_name: RedPajamaWikipedia


Buddhist Temples In Thailand Whats In A Wat?
Buddhist temples. As a young boy growing up in rural Missoura, I was more or less expected to attend church every Sunday morning and sometimes even going back for seconds in the evening. And for an extra treat there was the occasional Wednesday get together. Sometimes it was fun and then sometimes it wasn't.
As a paramedic I once treated a nun who had been injured in a car wreck. She wasn't hurt all that bad, but boy did she have a mouth. Nasty!
As a soldier in basic training I had a choice of attending a Sunday morning service. I chose the Jewish morning service. It wasn't from a higher calling. I didn't have to clean the barracks. Did a lot of standing up and sitting down.
As a paratrooper with Uncle Sam, I observed many soldiers who would sometimes talk to the Father. Usually right before a possible mishap was on the horizon. I talked to the Nun. Before, during and after.
As a teacher in Thailand I went on field trips to Buddhist temples and India shrines.
As an old man, I sometimes go to the Wat. So what's a Wat?
Buddhist Temples. Inside a Wat in Chiang Mai, Thailand.
Buddhist Temples. Supposedly, much of this display came from Burma artisans many centuries ago.
Buddhist Temples. It took me awhile, but it does make sense.
People have all different ways of praying.
Always Time for a Buddhist prayer.
This shows men are not that smart. Why? Who is going to clean this area?


text:
<!DOCTYPE html>

    <meta charset="UTF-8">
    <title>Kickoff redux&react</title>


Last week's official launch of What Would You Do? (WWYD) – our innovative new learning and development tool – was a resounding success, with half of the guests instantly arranging company demonstrations or further meetings.
Taking place in London on May 17th, the launch event welcomed around 50 representatives from major organisations in a variety of sectors, including finance, retail, transport, health, food, law, housing, packaging and public services. It was also great to see representatives of multinational companies, as our vision is to roll the game out not just in the UK but also abroad.
The beauty of the launch event – and a big part of the reason for its success – was that WWYD is best appreciated when it's played. It takes the form of a board game where participants aim to move up the board by getting points for correctly choosing the most appropriate answer to a variety of work-based dilemmas.
But, as those at last week's event quickly realised, the game itself is really a subterfuge: it creates a safe environment in which people can reflect on and discuss common issues, sharing experiences and learning from each other, as well as committing to new behaviour. When played between peers, it helps a team to discuss options and best practice, and highlights individuals' gaps in skills and knowledge, or their management potential. When played cross-functionally, it can highlight incongruities or inconsistencies between different departments and managers across a company.
What Would You Do? gives maximum impact for minimum cost. As outcome-focused behavioural change experts, the team at Thinking Focus created WWYD to enable organisations not only to train their managers effectively but also to drive long-term culture change. Psychological concepts are woven into the game and, when played enough, the scenarios, debate and decisions can turn into learned behaviours which are then applied in the workplace.
The game includes 200 cards, each of which pose a different scenario covering one of eight management topics, to give variety, breadth and depth. The scenarios are split into two types: those which are set against the timer and require quick and test emotional decision-making, and those which are open to debate and result in more logical and rational decisions. The questions are designed to be as 'grey' as possible in order to generate the most discussion. Although there are no right or wrong answers, points are awarded for preferred answers.
Teams of up to eight people play the game, overseen by a facilitator. The facilitator role is key to the game, expanding the discussion, offering alternative suggestions, and even pointing out that the best option may not be one of the answers, or it may be a combination of them. Different companies with different cultures will also vary in their choice of the best response. For the launch event, Rob, Rich, Ricky and Graham acted as the facilitators with different teams.
It was fascinating to see how the role and background of each of our launch attendees influenced their answers to the scenarios posed in the WWYD questions. The majority of participants at the launch work in L&D or HR roles, but some are managers within other departments. It led to some interesting and insightful debate – which is exactly one of the main objectives of the game!
It was also great to see people not just talking about what they would do in hypothetical situations, but actually what they have done in similar, real work-based scenarios. There was much nodding of heads and even ironic laughter when some of the dilemmas were read out – showing us that people not only related to the hypothetical situations, but had actually in some cases dealt with something very similar. And, interestingly, some said they would choose one answer, but when the situation arose in real life, they had actually done something different.
The launch also heard from Sonia Belfield, Adient's HR director for Northern Europe. She described how she inspired us to create WWYD and how it has been trialled across her organisation to great success.
The role of the facilitator is critical to the game, enabling rich discussion between the players. In the wrong hands, people could just end up playing the game and not learning from it. That's why we give guidance on selecting the right people in an organisation to act as facilitators, as well as offering facilitator training as part of the WWYD package.
Facilitator training takes approximately five hours, and offers guidance on how to make the most of setting the game up correctly and the dynamics of managing the gameplay in the best way possible.
The game also includes a facilitator's handbook, which includes a debrief of each scenario and offers suggestions for discussion.
Our launch guests had a variety of questions about the thinking behind the game, and its application within the workplace.
But they also asked about various areas of development, some of which we are already working on, and others which gave us new ideas.
How do you keep the game up-to-date and relevant?
All the scenarios we have created are as valid today as they were 10 or 20 years ago, and they will continue to be so for years to come. But we are looking at adding scenarios based on other issues, such as diversity and inclusion.
We're also keen to investigate the development of a digital version of the game and – directly prompted by a question at the launch event – will be looking at training facilitators online.
We also intend to create a facilitator community, where facilitators of WWYD can share experiences, issues and ideas with other facilitators from other organisations.
Does it fit in hand luggage on the plane?
This was quite possibly the most unexpected question of the day – although it's very relevant to organisations with international offices!
The answer is that the fully-boxed version will only fit in the hold – and it's robust enough to do so – but that flexibility over how the game is played means that the key pieces can easily be packed in to hand luggage.
Well, what a great start! We're now busy following up on all those requests for more information and demos, including some from organisations who weren't able to attend the launch but are nonetheless intrigued by the benefits that WWYD could bring.
Why not contact us to see what all the fuss is about? Or read more about WWYD: how the game was created, the thinking behind it, and how it works in practice.
Why do some people find it easier to play the victim card than to get on board with change?
Facing change can lead to some people playing the victim – refusing to engage, pointing out the problems in the plans, and not joining in with the rest of the team.
In our latest podcast, Rob and Paul discuss why change can often bring out victim behaviour – and what managers can do to tackle that response.
Playing the victim is the path of least resistance: you get attention for being the victim without having to do anything, and it doesn't hold the associated risks of failure if you try something new.
Sometimes, victims seek out fellow victims to support their view and reinforce their position. They will collude to come up with reasons why the change is negative or won't work.
In a situation where there are several victims, the group will often begin to dwindle as individuals get on board with change, and those remaining begin to wonder if they are in the wrong. One person is often the most dedicated victim and can be so negative that it puts others off agreeing with them even if they were feeling slightly negative.
Yet many victims don't realise they're doing it until they have done the same thing several times, or perhaps hear it coming from someone else. So often, victim behaviour needs to be challenged by an external factor.
How can you as a manager help these people?
Behaviour and language are key: you help people to understand the consequences of them continuing with their current pattern. Ask them how long they want to continue as they are and what they think is likely to happen as a result. For many people, this is all that's needed for them to realise what they are doing and move on.
Ask questions of the victim to find out if they are deeply held beliefs or they're just releasing frustration. If they fundamentally believe that things won't work out, you have a bigger issue to address.
Tackle this behaviour by being consistent. Offer help to everyone involved in the change so they can move through the stages required as easily as possible. Make it clear that this support is on offer to the victim as well, showing that while they choose not to take part, they are refusing the help that everyone else is receiving.
The victim will either join in when they are ready, or they will eventually decide they are not going to engage at all and will remove themselves from that situation.
Are the best intentions of leaders accidentally stressing out the people they lead?
The ability for anyone to keep going in stressful times – that pool of energy that we have inside us that helps us to cope – has several names.
We might call it grit, resilience or hardiness, and it has been investigated by psychologists looking to understand why some people can cope better than others.
One of the most surprising things is that this capability is not fixed: it is something we learn and can be built up. Think of it like a large tank, like a water cooler or coffee urn. As things happen, we open the tap, and some of our resilience drains away, enabling us to cope with ebbs and flows of life. With practice and experience, we can learn to quickly fill up our tank, and even upgrade the tank size, making ourselves more resilient.
Challenge – that the struggles and pressures allow you to grow. This is as much from the bad things that happen as the good.
This is where I think the problem lies. If you look at how leaders manage through times of change or when the 'chips are down', they become laser-like in their focus on what they want and how they can get it. That is normal. It is actually what negative emotions like fear and worry are designed to do: they reduce attention and focus it on the problem at hand. Really useful when the problem was getting away from something that might eat you!
They focus on the 'what'. What needs to be done, what they want, what they want others to do. This focus on the 'what' drowns out the 'why', removing the connections that help people maintain or rebuild purpose through the difficult times.
They take control. It is just easier for everyone concerned if a small group make all the key decisions; everything will get done faster. This is inevitable and probably the right thing to do for some key decisions, but it is never true for all decisions.
They only focus on the next problem. The conversation goes from one problem to the next, without ever taking stock of what has been done so far. It starts to feel like that whatever is done will not be good enough, no learning, no gratitude.
So, if you want to be a leader that builds resilience and not be a walking cause of stress then think about how you might be able to consistently stimulate the three Cs.
Connecting people to the 'why'. Partly this is about starting every 'what' conversation with reminders of the 'why'. However, to be successful at this you will have to help people make the connections between their role and the higher purpose of the team or organisation. Some people do this naturally for themselves, but you should not leave it to chance.
Create opportunities for people to take back some control. You don't need to make all the decisions, so focus on the ones you need to make and give up the rest. If you need to, create choices for people so that they have a sense that they have a say in how this affects them, even if that means they get there in a less efficient way.
Stop and reflect. Remind the people around you how far you have come so far, and what that says about their skills and abilities. This might be building in time for formalised structured reviews, but it can be as easy as asking a question that creates a moment of reflection. Reminding people to think about their growth and learning will help them to build their resilience.
Just in case you think that the people around you just need to 'man up', then a word of caution. If you allow their resilience to drain away, they will burn out. This means that you need to pick up more of the responsibility, so you may be putting your own wellbeing on the line as well – unless you are lucky enough to have someone helping you recharge.
Is there a topic that leaders and teams just never talk about?
We get asked this all the time. The answer is yes: mental health.
The thing is, mental health is often such a taboo topic that we don't even realise that it is not being discussed, we treat it like it does not exist.
It does exist, and it effects businesses every day in subtle and often hidden ways. Research carried out by Mind (a UK-based mental health charity) identified that 1 in 5 people had called in sick because of stress in the workplace, and over half had resigned or considered resigning because of workplace stress.
If anything else had this impact on the bottom line of a business, there would be a project team and a war room!
So, as Mental Health Awareness Week (14-20 May 2018) is focused on stress this year, I want to talk about talking about it.
Stress, like all mental health issues, is not as easy to identify as physical illness. When someone walks into the office with the flu, that is easy to spot, so you can do something about it. When they walk in feeling so stressed they are not sure if they can get to the end of the day, you may have no idea – the clues can be difficult to spot.
This is one of the main reasons that when it happens to you, very quickly you believe that you are the only one; there must be something wrong with you. You are not – remember the research statistics: 50% of people have thought of quitting because of stress. This is why it is so important to ensure that mental health or stress or wellbeing, or whatever you want to call it, gets discussed. This is the first step to making things better.
I know this from personal experience. I have been part of that 50%, feeling like I was failing, feeling like I had no more to add. I was lucky though, I had managers and colleagues who were prepared to talk and, more importantly, were prepared to listen.
As I think back to those times, I appreciate that these were difficult conversations for them: they were terrified of getting it wrong or making it worse. Even so, they took time out and listened, talked, shared some of their own fears and worries, but mostly they helped me put my worries and fears into perspective and put plans in place to resolve issues, so I could move forward. They told me through their actions that they had my back.
At the heart of it all, they cared. They cared enough to have a conversation that they were not comfortable with. They cared enough to give someone else time when they were busy. They cared enough because they thought that one day they might need someone else to care about them. I am not sure I ever really thanked them enough, so I am left with the only other option, to pay it forward.
So, during this mental health awareness week, just talk about it.
Start the conversation, acknowledge the issue exists. If we can start to talk openly about stress in the workplace, then together we stand a chance of fixing it.
Why do some people take organisational change personally?
Dealing with any kind of change can bring out an emotional response in people – and when we get emotional, things get personal.
In this podcast, Rob and Paul discuss why some people take organisational change personally, and how thinking of 'ice' – Information, Choice and Engagement – will help managers thaw any frosty relationships with their people.
An emotional response to change is natural. It usually starts with shock and uncertainty before moving on to denial and feeling threatened. We only see the bad things and what's being taken away from us.
These feelings can grow into resistance if left unaddressed and if we don't feel that we have a choice in the process of change. If people feel they have no idea what's going on, that uncertainty can very easily turn to an introspective feeling of unfairness, helplessness, despondency and loss of control. This often leads to people being negative, resisting change and sabotaging the process.
As a manager, it's vital to lead your people successfully through change. Thinking of 'ICE' could help: Information, Choice and Engagement. Giving people information in answer to their questions about change will help to ease their uncertainty. But, because people who are feeling emotional won't immediately process the information they're given, it needs to be provided consistently and repetitively. Also think about who provides the information, whether that's you as a manager or someone else.
Move as much choice back to your people, to give them control over details that affect them. For a start, give them a choice about whether they even want to be involved and, if so, to what degree.
Engage people as they go on the journey of change. There are thousands of things, from small details to larger activities, that need to happen for organisational change to take place, so engage people in what's relevant and meaningful to them.
Why do some people think that managers are keeping secrets?
When senior managers drive change, they can get stuck between a rock and a hard place. On the one hand, they may not be able to share certain, sensitive information. But if they don't give their workforce enough details about what's happening, people will become dissatisfied, suspicious and unproductive.
In this podcast, Rob and Ricky discuss how and why this happens, and the impact that a growing perception that senior managers are keeping secrets can have on an organisation.
In the absence of any clarity or information about change in the workplace, people start to fill in the blanks. Sometimes, it's with information that may be true – but more often than not, it's massively assumptive and untrue.
There are many reasons why senior managers do not share information with their people. Some information is confidential or sensitive, or may be withheld because of the perceived reaction it would cause. Sometimes, managers are trying to protect their people.
During times of change, there will be people who embrace it and are proactive about asking questions. They're a breeze to manage. But there will be others who start to fill in the blanks and – worse still – go recruiting others who are easily influenced by their opinions. Why do they do it? Because they are looking for meaning and certainty when they have a lack of information. They want that classic 'comfort blanket'. This links to our previous podcast about why people look for evidence that supports their point of view.
Everyone is making assumptions: Employees are filling in gaps with information they don't know to be true, and managers are deciding what information they think is relevant to their people.
So how does this impact the workforce? Effects can range from falling engagement levels and rising dissatisfaction to people asking difficult questions and spreading false information. Some employees will cause a fuss while others may withdraw into themselves. All of this can lead to a drop in productivity and efficiency.
What can senior managers do about it? It's crucial to keep people informed and engaged, to tell them what's going on and why. And involve people in the journey, especially the most cynical or critical ones!
We're delighted to welcome Graham Field to our team following recent strong growth at Thinking Focus.
Graham is an experienced consultant, facilitator and coach with more than 20 years' experience in delivering a range of development and change programmes for organisations across the UK.
An advocate of encouraging people to develop simple, effective action plans, Graham turns learning into results, and will be a great asset to us as we continue our work with clients. He'll also support the roll-out of our new gamified learning tool for management development, What Would You Do?
Graham's career in the industry began in a retail bank, before working with organisations in a variety of sectors, including contact centres, the NHS and local government, manufacturing, FMCG, retail, health and leisure, hospitality, property services and charities. He has supported and developed all levels of staff, from front line, through team leaders, managers and project managers, to senior leaders and board members.
Highly skilled in one-to-one coaching, structured development programmes and team facilitation, Graham has developed programmes world-wide and is passionate about achieving measurable outcomes. He's an expert in removing self-imposed limitations and organisational interference to unlock individual and organisational potential.
So Starbucks in America is closing all its stores for the day to undertake training on unconscious bias, following on from an incident in one of its stores.
Now, I am not going to comment or go into the incident itself – there are plenty of others doing that just fine. I am more interested in the role of unconscious bias in all this.
Unconscious bias refers to a bias in our decision making that is happening outside of our awareness. These biases are mostly helpful, but they can backfire on us, causing us to make inappropriate or just bad choices – such as the one that leads to Starbucks closing 8000 stores!
When people talk about unconscious bias they are actually talking about a whole range of different cognitive biases (and there are a lot), and specifically about the ones that lead to poor decisions. These could be biases we have around issues such as age, race, gender, sexuality or disability, but they can also just as easily be biases in the workplace around seniority, education or even the roles that we do.
These biases have been learned by each of us over time, based on our experiences and environments, and act as cognitive shortcuts, helping us to make decisions. They are formed in our heads as part of the process of us working out who we are.
We create our own identity by becoming part of a groups. I am not talking about joining the local whatever club, but rather the way we identify ourselves as being like other people in an informal grouping. To define the group, some people need to be in it (in-group) and so some people need to be outside it (out-group).
We slowly learn to appreciate all the good things that being in the group offers, while at the same time noticing all the reasons why we would not want to be in the out-group, ensuring that we have made the right choice. Each and every one of us is in lots of groups, and it is the mix of the groups that goes to the core of who we are. This all happens outside of conscious awareness, so when this small and subtle biases kick in, generally we have absolutely no idea.
The psychologist Jonathon Haidt uses the wonderful metaphor for the mind of an 'unconscious' elephant with a 'conscious' rider. The rider is trying its best to influence and nudge the elephant into doing the right thing, but really the elephant is in control, making decisions that the rider then needs to explain away. Because these decisions happen outside of awareness, often the rider does not even know they have happened, so will act as if this a rational, thought-through decision, when it may not be.
By now, you are probably thinking, "So what? This does not affect me," – but the thing is, it affects all of us, all the time.
Let me give you an example: if you are recruiting, unconscious biases will play out in who you pick. Clearly, if one person can do the job and the other does not have the skills, you will make a rational choice, but when all other things are equal, then the decision is made by the 'elephant'.
Over time these biases mean that we end up making the same decisions over and over again. This is one of the main reasons why many organisations struggle with diversity in their senior ranks.
The best teams and organisations require diverse thinking and decision making. We need leaders and managers who are making decisions not biased by their past, but made rationally about the organisation's future. This is only possible when we acknowledge that everyone has unconscious bias, and without being aware of it, we can all make decisions that might not be in our, or our organisation's, best interest.
Understanding the effects of unconscious bias does not stop it, but allows us to check our decisions, make allowances for the biases that we all have, and make better decisions. Starbucks thinks this is worth taking a day… Do you?
By the way, if you want to find out more about the unconscious biases you may hold, psychologist have developed a test. It is called an implicit association test, and it mixes up our views on different areas of bias, with language associated with good and bad.
By mixing up these different categories and then measuring the difference in how quickly we can respond these tests identify areas of automatic associations between mental representations. Or put it more simply, the test pokes below the conscious layer and gives us a glimpse of what we really think.
You can find these tests online, such as the set produced by the team at Project Implicit.
Imagine setting off on a journey.
You leave your home and you know you want to get to a city further away – but you haven't decided why you want to go or what you'll do when you get there.
Along the way, you stop off at another town. You look around and find somewhere to eat, then you start exploring the landmarks, enjoying the views and finding some hidden gems. Before you know it, you've forgotten all about going to the city and you're staying in the town – or heading back home.
By contrast, if you set off with a purpose in mind, you are far more likely to stick to your journey and to reach your destination without being distracted by something else before you arrive.
How does this apply in business?
"Why?" is always the starting point for successful change. Without knowing your Why, you can't hope to get the How, When, Who of Where right.
Having purpose behind change is absolutely fundamental to success. Understanding why change is needed gives you the best possible chance of staying on course to achieve your aims.
Think about it: if you don't know why you need to make change, it affects everything else in the process.
You will struggle to set the most appropriate end goal if you can't articulate the reasons for setting it in the first place.
Your method of achieving your goal may be flawed if you don't fully understand why the change is needed.
You can't possibly convince your team of the merits of what's ahead if you're unsure of them yourself..
How do you establish the purpose of change?
Recognising that change is needed is only the first part of the story. It's surprising how many people fail to look at the bigger picture at this early stage, ploughing on with the change regardless and soon losing sight of what they wanted to achieve in the first place.
What aspect of your business needs to change?
What is it that's not working at present?
What does future success look like?
In combination, the answers to these questions will give you your purpose of change.
Once you've established your purpose, getting your team to buy in to change is vital – and helping them to understand the purpose of change will be the most important factor in your success.
We frequently come across managers who think that, by simply telling their team what is going to happen, they are saving them from the extra burden of needing to understand why. Their intentions are good, but all that happens is that team members feel dictated to, rather than buying into what lies ahead. The change process is inevitably less successful.
People change faster when they have purpose. Explaining why your organisation needs to change will engage people more quickly with the new ways of working. If we believe in the why, we can accept the smaller process changes as being justified.
Share the purpose of change with your team and you might be surprised by their enthusiasm. If they can see the end goal, as well as what future success will mean to them, they are far more likely to play an active role in achieving it. Not only will they be more willing to follow instructions, but they may also chime in with their own contributions and help to add a new dimension to the project.
Once you have established your purpose and got your team to buy in, turn your thoughts to the routes to success. In most cases, there will be several ways in which you could implement change, with variation in cost, timescale, effort and so on. As above, your team may also bring forward new suggestions you hadn't even considered.
Analyse them all in relation to the success you need to achieve before choosing the way forward.
By establishing the purpose of change, you can transform the entire project and hugely escalate your chances of success.
Planning workplace change and want to ensure you have the best possible chance of success? Contact us to find out how we can help.
How can you calculate the cost of change?
One of the most challenging things about change for any organisation is facing the unknown.
You may know what needs to change, or why you want to change, but can you ever really be sure how the process will go – and, more importantly, what it will cost?
This uncertainty is never more acute than when you look at the human factors which can influence the way change is implemented. Some people are simply more adaptable to change than others – and some have a stronger attachment to their current ways and bad habits.
Whenever any change is implemented, the workplace itself goes through a transition process which may take longer than the change itself. For example, if a workplace were introducing a change in working hours or shift patterns, that might happen overnight. The transition for the team, however, will take much longer, as they accept the change and adapt to it.
Any manager considering change needs to weight up the potential costs of change against the costs of not implementing that change. While it can seem easier to maintain the status quo rather than causing upheaval, the reality is that doing nothing could be costing you money.
Looking at the costs of change can feel daunting, so we've created a simple formula to help you make sure the numbers stack up and give you the confidence to implement change as effectively as possible.
How many employees are likely to be affected by the changes in your organisation?
On average, how much non-productive time is spent per week by each employee reacting against the changes – or on worrying, gossiping, speculating and rumour-mongering activities?
How many weeks has this been going on for?
How many weeks will it continue for if you do nothing?
Of course, this doesn't take into account any additional potential revenue which you may have missed, such as if your sales team has failed to focus on the needs of your customers in the way that would have generated more profit for you. In reality, the cost is probably even higher than these calculations suggest.
In considering change, no doubt you've done some calculations of your own, looking at how your new system, set-up or project could make the business more successful. Compare those figures with the amount you're currently losing and suddenly, the need to manage change effectively becomes even more urgent. Resistance from employees not only costs you money now, but also delays the benefits you should be getting from your plans.
If you're preparing for change, our advice would be to consider all the costs first. Weigh up the cost of staying as you are against the cost of change, then analyse how much higher the cost of that change will be if you don't implement it effectively.
Rather than waste money down the line as your employees struggle to get to grips with transition and resist a change they have never fully embraced, invest from the outset in getting everyone on board. It will reward you with significant savings in the long run and enable you to reap the benefits of change much sooner.
Don't worry if you looked at this and thought, Oh no, maths! We have created a worksheet that will help you with the calculation. This is a great exercise to complete with your colleagues, as it builds the momentum to take control of the change and do something different. So, once you have downloaded it, print out a few copies.


Name A Place People Might Go For Peace And Quiet.
Name Something Specific A Man Often Compliments A Woman On When Trying To Pick Her Up.
What Would Compel A Consumer Of A Food Product To Call Costumer Service?


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The Comancheros
Posted 27. January 2019 by HFB in Action, Adventure, Review, Sunday Classic, Western 417
movies criteria 8
Release Year: 1961 Directors: Michael Curtiz, John Wayne (uncredited) Writers: James Edward Grant (screenplay), Clair Huffaker (screenplay), Paul I. Wellman (based on his 1952 novel The Comancheros) Starring: John Wayne, Stuart Whitman, Ina Balin, Nehemiah Persoff, Lee Marvin, Michael Ansara, Patrick Wayne, Bruce Cabot, Joan O'Brien, Jack Elam, Edgar Buchanan Moviegeek Sunday Classic #240, week ..
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Directors: Michael Curtiz, John Wayne (uncredited)
Writers: James Edward Grant (screenplay), Clair Huffaker (screenplay), Paul I. Wellman (based on his 1952 novel The Comancheros)
Starring: John Wayne, Stuart Whitman, Ina Balin, Nehemiah Persoff, Lee Marvin, Michael Ansara, Patrick Wayne, Bruce Cabot, Joan O'Brien, Jack Elam, Edgar Buchanan
Moviegeek Sunday Classic #240, week 4 2019
Texas Ranger Jake Cutter (John Wayne) arrests gambler Paul Regret (Stuart Whitman), but soon finds himself teamed with his prisoner in an undercover effort to defeat a band of renegade arms merchants and thieves known as Comancheros.
This Western set in 1843 Texas might not be among John Wayne's greatest films but it is certainly one of his most entertaining and fun ones. The Duke is at his good-hearted best; as usual playing a decent and competent character, always quick to a grin and with a spark in his eye. Here he plays the Texas ranger Jake Cutter who comes across the wanted Louisiana city boy Paul Regret and has to bring him to on a five day hike to hand him over to the proper authorities for hanging. Naturally, things get in their ways, namely Indians and a weapons dealer who can lead them to the secret hideout of the eponymous Comancheros gang. The ranger and his prisoner spends a large part of the film together and so their chemistry sets the tone for the film and the two could hardly be a better match. This final film of Michael Curtiz (Casablanca, 1942) is a humdinger of a Western, complete with Indians (either stereotypically savage or stereotypically drunken), lots of Texas rangers, settlers, and big open spaces. The film is a deluxe technicolor picture and practically every scene is absolutely gorgeous, and packed with breathtaking scenery. Apart from Wayne, who as always casts a great big shadow, though unintentional, the film boasts a great cast, from the young and charming Whitman (Those Magnificent Man in their Flying Machines, 1965) to a number of Western veterans such as Bob Steele (The Big Sleep, 1946 and Guinn 'Big Boy' Williams (The Alamo, 1960) in his last film. When reflecting on the filmcrack in the veneer appear; the plot is a big messy, really consisting of three different narratives that do not exactly blend nicely together. One of these involve a highly memorable Lee Marvin (Cat Ballou, 1865) pre-household name fame, but The Comancheros's biggest asset is its high entertainment value and Wayne at the top of his game having fun. Highly recommended to Western fans and a must-see for fans of the Duke.
Moviegeek Info:
Director Michael Curtiz was terminally ill with cancer during the filming of the film and died shortly after filming was completed. On days when Curtiz became too ill to work Wayne took over the direction, but he refused a credit as co-director and insisted that Michael Curtiz alone be credited.
Author Paul Wellman wrote the character of Paul Regret with Cary Grant in mind. However, when the film was made in 1961, Grant was too old for the part and he would never have accepted second billing to John Wayne anyway.
This was the first time John Wayne and Lee Marvin worked together and Marvin's performance as Tully Cow made Wayne recommend him to John Ford the role of the eponymous villain in The Man Who Shot Liberty Valance (1962).
Picture Copyright: 20th Century Fox
Tags: action, Adventure, Review, Sunday Classic, Western


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Q: Calculating next cluster in FAT12 This is code from: BrokenThorn
; compute next cluster

          mov     ax, WORD [cluster]  ; identify current cluster from FAT

     ; is the cluster odd or even? Just divide it by 2 and test!

          mov     cx, ax              ; copy current cluster
          mov     dx, ax              ; copy current cluster
          shr     dx, 0x0001          ; divide by two
          add     cx, dx              ; sum for (3/2)

          mov     bx, 0x0200          ; location of FAT in memory
          add     bx, cx              ; index into FAT
          mov     dx, WORD [bx]       ; read two bytes from FAT

I don't understand the logic for add cx, dx
 What is the purpose of adding CX and DX?
Is there a diagram where I can visualize this?

A: FAT element is 12 bits long, so you must multiply element index by 1.5 to get byte offset


Syfy is developing a TV series based on George R. R. Martin's 1980 novella, Nightflyers. The network has ordered ten episodes of the series, which may air as early as next summer.
Elena Ferrante's publishers say that the reclusive novelist has not given up on writing books.


The classic terrain of the South Hams has led to some immense battles in the past with previous winners including; Darrel Webster, Mark Bell, Peter Longbottom, Jon Locke and our own Mike Parker.
On the 6th and 7th April 2019, the Mid Devon CC organised the 46th edition of the Totnes Vire.
Plans are already afoot for the 2020 edition.
Stage one sees riders tackle the iconic climb of Haytor. Expect some big time gaps to appear on General Classification. The course follow the same route as the traditional Hill Climb and will this year be the course for the National Hill Climb Event.
Sat 6th April Stage 2 Criterium Paignton at the Torbay Velopark closed circuit facility . Over 1 hour plus 3 laps. Time for teams to work together to protect their sprinters and GC riders.
Sun 7th April Stage 3 Road Race South Brent. The final stage is a testing course over rolling roads. The 10 mile circuit heads out of South Brent towards a punchy two tier short climb on the road out of Avonwick, followed by a fast section downhill towards Totnes. The left turn takes you onto the single track road across to the A385 which the riders will turn left onto and head up the drag towards Marley Head. Crossing the A38 the race heads down the B3372 to the finish. The race will do 7 laps.


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Kalitta Boeing 747 Engine Shut Down Over The Atlantic
A Kalitta Air Boeing 747-400 made an emergency landing at East Midlands Airport in the United Kingdom earlier this month after pilots shut down one of the plane's four engines midway over the Atlantic. The jumbo jet was around 630 miles (1019 kilometers) southwest of Iceland when the incident occurred.
Kalitta's Boeing 747-400 N401KZ experienced engine problems over the Atlantic earlier this month. Photo: Vincenzo Pace/Simple Flying
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Mid Atlantic 747-400 engine shutdown and diversion
A report by Simon Hradecky in The Aviation Herald details the June 11 incident. According to the report, one of Kalitta's Boeing 747-400 was flying between Los Angeles (LAX) to Brussels (BRU) that day. The aircraft operating the service was N401KZ and the flight number was K4335.
The flight left Los Angeles at 17:20 local time on Thursday, June 10. After flying a conventional flight path over continental North America, the Boeing 747-400 was over the North Atlantic when the crew received EICAS messages "ENG OIL FILT 2" and "ENG OIL TEMP" messages for engine number two.
N401KZ was almost six hours into the flight and off the southern tip of Greenland when flight-tracking sites show a concurrent gradual drop in altitude from 37,000 feet to 33,000 feet and a pickup in flying speed from 500 knots to 550 knots.
According to The Aviation Herald, having received the EICAS messages, the pilots worked through the related checklists, elected to shut down engine number two, declare an emergency and divert to East Midlands Airport (EMA).
Source: RadarBox.com
The second recorded incident for Kalitta's N401KZ
EMA was still two and a half hours flying time away. The Boeing 747 landed safely at 10:48 local time on Friday, June 11. The choice of East Midlands Airport is an interesting one, given there were closer airports capable of handling a 747-400 when the decision to divert was made. However, the airport in northwestern Leicestershire is regularly served by Kalitta's flights and the decision may have been based on the ready availability of maintenance services.
Ypsilanti-based Kalitta Air operates a fleet of 40 cargo aircraft, including 24 Boeing 747-400s. The airline says its fleet can fly virtually any type of freight. Kalitta Air operates scheduled or on-demand charter services for customers in the United States and around the world.
N401KZ is 16 years old, having arrived at Kalitta in 2016 after flying for Nippon Cargo Airlines. The engine shut down incident earlier this month is the plane's second recorded incident. In October 2019, N401KZ experienced a gear problem on departure from Cincinnati (CVG), requiring the jumbo jet to return to the airport.
A Kalitta Air Boeing 747-400 powering out of New York's JFK Airport. Photo: Vincenzo Pace/Simple Flying
A post-flight inspection of the shutdown engine revealed undisclosed internal damage. The Boeing 747-400 spent over a day on the ground at EMA. The plane then flew back to Kalitta's key maintenance base in Oscoda, Michigan. That flight departed June 12 and operated via Columbus, Ohio (LCK) before arriving at Oscoda (OSC) later on the same day.
After the engine was replaced in Oscoda, N401KZ resumed flying on June 20. The jumbo headed across to Ramstein (RMS) earlier this week but is now back at New York's JFK Airport, having touched mid-evening on Tuesday.
Andrew Curran
Lead Journalist - Australasia - A Masters level education and appetite for travel combines to make Andrew an incredible aviation brain with decades of insight behind him. Working closely with airlines including Qantas and Virgin Australia, Andrew's first-hand knowledge of the challenges and opportunities facing Australian airlines adds exciting depth and color to his work and sees him providing commentary to ABC News and more. Based in Melbourne, Australia.
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Chili, as we know it, likely originated in San Antonio, Texas. Natives of the Canary Islands emigrated to San Antonio in the 1700s and brought with them a saucy, spicy meat dish. Over centuries, chili has morphed into a dish that elicits regional variations and personal customizations.
Texas chile is the most classic iteration of the dish and is very simply meat and chiles. In the late 1800s, women affectionately known as "Chili Queens" sold their stews from their stalls in the open air market of San Antonio. The "Chili Queens" prevailed throughout the first half of the twentieth century but were eventually shut down over health code concerns. President Johnson was such a big proponent of his home state's chili that Lady Bird Johnson had the recipe for their version, Pedernales River Chili, printed up for distribution to everyone who was writing the White House to request the recipe. The Johnsons' chili is a point of pride for Texans, so much that it was officially declared the state food in the 1970s. For a taste of Texas-inspired chili, a simple and hearty dish of meat and spiced sauce, try our recipe for Norm's Black Hills Barbacoa or braise your choice of meat in our Lodo Red Adobo Sauce.
Cincinnati chili is almost unrecognizable when compared to Texas style chili. This renowned concoction was also a product of immigrants. Brothers who had immigrated from Macedonia were struggling to sell American palates on their native foods. So, like any good businessmen, they adapted. They modified a version of stew to be used as a topping and started serving it on spaghetti and hot dogs. This chili is known for the aromatic spices from which it draws its unique flavor; cinnamon, cloves, allspice, and cocoa are common ingredients. Famously, there are a number of "ways" to serve Cincinnati chili. "Two way" refers to spaghetti topped with Cincinnati chili. Add shredded cheddar cheese and you have "three way." "Four way" means you want onions added on top of the chili but below the cheese. The piece de resistance is a layered masterpiece called "five way": spaghetti, topped with chili, then a divided layer of pinto beans on half and onions on the other half, and the whole thing topped with cheese. For a chili that has the onions and beans already thrown in, as well as those rich and aromatic flavors of chili, chocolate, and spices, try our Black Canyon Beef and Sausage Chili.
White chili generally refers to the type of meat used in the dish. While beef is the most common, in recent years turkey and chicken have become more diet friendly proteins. Often, green chiles instead of red, white beans instead of pinto, and a healthy dose of garlic and onion keep a white chili a creamy color. For a departure from the common beef chili, try our recipes for Old Market Turkey Chili or Savory Serrano Chicken Chili. Green chile is a southwestern creation. Perhaps the most famous chiles are from Hatch, New Mexico. Similar to Texas red, New Mexican green is traditionally very simple. Pork, green chiles, onion, garlic, salt, and sometimes cumin are the ingredients for Chili Verde. For a quicker version, use our recipe for Green Chile Sauce to top pork chops.
Good chili is, in many ways, like good barbeque. There are some broad categories that you can use to classify the type of chili, but the end result is open to innovation and adaptation. Add extra vegetables, spices, beans, or don't. Either way, there are few dishes that satisfy the way a hot bowl of chili does.


2020 Honda CRV Redesign, Price & Release Date – The Honda CRV is another SUV from the Japanese car manufacturer, produced in the past 1995 with the production of sedan types on the Honda Civic. The CR-V is Honda's central collection electric car, looking for its position between the smaller HR-V and the larger Aviator. The new 2020 Honda CRV type is located on the new logo platform that supports the only Honda Civic recently; this shows design and style. Mechanical machines and alternative elements even though there are some that will especially be converted into CRV .
The new Honda CR-V 2020 emblem has little change compared to the current unit, but this will not cause a complete loss of layout when using accessories that might be connected with an optional three-row seat to support space links somewhere between the symbols. Sometime during the new year, the Honda company plans to find a more modern 2020 Honda CRV SUV. Compared to products on the market, the Honda company is almost confident that there will be no significant modifications in this period. Being a case of reality, it might be a legacy, so apart from the coloring of newer walls and more technical features, Honda doesn't expect any changes at this time.
The 2017 CR-V 5th creation establishes the format for the style of the next variety of Honda vehicles, and the automaker will persist until the complete redesign of the upcoming and possible crossover for 2022 seasons. Any improvements for 2020 will probably supply the nose area, and more careful decorative mirror tails related to the 2019 HR-V brand and Pilot crossover. The number of lights and grille to be revised, the newer tire styles, and the rear lights that appear slightly. The interior hasn't changed much.
The 2020 reshuffle introduces the latest CR-V cabin with today's tool boards in addition to the new infotainment method with Apple CarPlay, Yahoo and Google's Android operating system, Automotive, and when Honda found their fault. Strategy, the volume level button replaces the slider touch screen display. Type LX will probably come back which has a 5-inch touch screen display, although Honda will do well to present a conventional 7-inch sharper product from the 2020 Honda CR-V EX.
A real change allows the CR-V consumers to enter to take full advantage of the Apple operating system and CarPlay Android mobile companies. Anticipate sports activities to use a larger infotainment screen. One thing would be very nice if the automaker put further USB power points into LX. 2017-2020 has one for all cars when EX and higher than some experienced, such as a set for people who have a back seat. For real-time GPS device services without cellphone signs, entrust the embedded navigation system to become an option for EX-L – published as EX-L with Navi type – and conventional for Visits.
Fun people have to continue and set the speed of the car in the segment. Seating will remain much more comfortable with the counter behind one of the few during the class to perfectly support about three men and women. With the small changes expected in the back cover structure, the cargo potential will not change significantly from your spectacular height of 39.2 cubic feet of 2017-19-1919 on the back of the rear seat and 75.8 on average. People embarrass some of the larger intermediate crossovers.
The 2020 Honda CRV features an incredibly lovely inside. It combines deluxe and capacity from the cabin. The SUV has 4-spoke control. With its upper spokes are control buttons that this vehicle driver can use to control the car's numerous techniques. Behind the wheel is a Guided monitor. It provides incredibly sensible dials for that odometer, miles gauge and transmitting rank.
With the sculpted heart, the bunch is undoubtedly an 8-in. Monitor. Positioned correctly below a pair of AC vents, it gives the occupants on the automobile with info such as the navigation, air conditioning adjustments, connection, and infotainment possibilities. Underneath it is ergonomic dials. They give you more power over the vehicle's several inner solutions.
On a raised program towards the bottom of the center stack, the crossover SUV comes with a products lever. It is sandwiched by some more management keys. Real wood veneer decorations are exposed during the entire cabin. They add a bit of high-class on the car's indoor. The seating is upholstered in leather material, and you could have them in various shades like navy, bright white, dark-colored, beige and dark brown. This new SUV is capable of holding as much as eight passengers on three rows of car seats.
The 2020 Honda CRV has an athletic physical appearance. Its entry fascia is angled ahead bringing about a competitive posture. The leading fender is situated high on this SUV. It can also be lined using a brushed aluminum strip that offers overall appeal and also guides air within the inner engine compartment for air conditioning objectives.
Its entry fascia also offers some air vents on both stops throughout which you will find stainless-framed fog signals. The grille is pentagonal fit. It is lined with stainless boasting black colored gills. The Honda custom logo is situated in the center as well as being dealt with in chrome at the same time. The grille portion reaches the SUV's Encouraged front lights. The truck's hood provides a clamshell structure. It skis slopes forward and complements the flared fenders. Your vehicle even offers angled part wall mirrors. These are generally black color in color and have Encouraged indicators on his or her corners.
A strip of stainless is seen underneath the toned entrance doors of your crossover. It increases the overall functionality look in the SUV. It is roofing is sleek and contains no rack. It can be constructed in a way that owners may add their particular aftermarket carrier build, however. Individuals will get this motor vehicle having the use of a window sunroof.
The car's tire wells are lined with good-energy black plastic. They give you best compartments to its substantial, alloy tires. In the rear, this new crossover SUV has a couple LED taillights positioned perfectly underneath its back end window. They stretch downwards for both aspects of the license-dish owner. Its rear bumper is very sculpted at the same time. It also characteristics two reflectors ideal across the tailpipe cutlets. The SUV is supplied in colorations including Molten Lava Pearl, Obsidian, Radiant Violet Pearl and Lunar Metallic.
The brand new CR-V is going to be a compact crossover. It keeps this position from the time it's very first greater than twenty years previously. Nevertheless, during that phase, the CR-V maintained its unique specifications, that has a small improvement for that fifth generation. In 2017, the automobile emerged two ins more than well before. More space helped designers to develop a far better internal layout and offer more space.
A CR-V LX will be an admission-degree arrangement of your new crossover. Appropriately, the organization keeps your entire selection, with EX and EX-L taking a mid-variety to provide and components. Additional functions for Honda Sensing protection collection will there be, and upper reduce from all of these two is accessible with leather chairs. Android operating system Apple Inc and Automobile CarPlay now are there for your necessary LX amount.
The 2020 Honda CRV Visiting is a large-conclusion product. Satellite navigation and nine-lecturer superior audio system are distinctive upgrades reviewing for some other variations. Exterior, there are exclusive coatings and specifics around the crossover. Automatic rainwater-sensitive wipers and automatic on/off LED front lights will improve security to new concentrations. A CVT transmission is becoming a Sports method. This element enables the engine to remain in more significant or reduced products for a more extended period to raise functionality.
The 2020 Honda CRV possesses a 2.4 liter, inline 4-tube engine. This powerplant gives 184 hp (hp). Drivers seeking an even more power productive edition can select the 1.5-liter turbocharged motor. This powerplant provides 190 HP. Both equally engines are mated to the Frequently Varied Automatic Transmitting (CVT). The more massive generator possesses miles of 25 miles per gallon (miles per gallon) within the capital.
Conversely, the smaller generator provides miles of 28 mpg in the location and 34 mpg on the highway. It could sprint from to 60 mph in 7.5 just a few seconds and get a top-notch velocity of 112mph. That is rather instant for the crossover SUV. The mix of human body components, transmission, and generator lead to this outstanding effectiveness.
The 2020 Honda CRV may use a 2.4-l and 1.5-l turbo engines. A current offer you contains an inline-four drivetrain with all the power to develop 184 hp and 180 lb-feet of torque. A CVT transmission is conventional, and Honda will probably enhance Activity mode for a more effective solution. The same capabilities are available for another alternative – a 1.5-liter turbo-four petroleum engine.
This powertrain will add six HP but creates much less torque (179 lb-feet total). Whenever we evaluate the gasoline consumption, the turbocharged product is returning 2 miles per gallon greater than the obviously-aspirated engine. The latest 2020 CR-V may offer 30 miles per gallon blended for FWD, and turbo pops up with 31 mpg put together in an any-tire push.
CR-V's function set will in all probability hold through into 2020 from 2019. The LX would come with niceties like computerized weather command, warmed back home window wiper de-icer, in addition to a capless petrol filler. The Game could include anything the LX has, particular outer walls reduce, and even a sports revocation, tweaked the engine, and more great infotainment computer screen with Google Android and CarPlay Automobile.
If Honda Sensing and much larger infotainment display screen will not be added over the LX or Sport, they will be a portion of the EX in addition to heated entrance car seats, potential driver's seat, ability sunroof, distant generator commence, along with a back cargo take care.
EX-L levels would include leather material upholstery, strength front-person seat and rear liftgate, and person-seat recollection. You could add an embedded navigation program to this particular level, which Honda is selling prices being an individual clip point. Touring would get Directed lighting effects, arms-no cost electrical power liftgate, rainfall-sensing windshield wipers, menu, together with a modified audio system.
CR-V will not be one of the best-streamlined crossovers by accident. Apart from, described rewards, there are many aces in Honda's sleeve just for this unit. Such as, the crossover has safety features designed to stun you. For purchasers seeking the best cars on this market, the 2020 Honda CRV would be the perfect option. All main organizations for security give this product highest levels. We can not think lots of changes are required for Honda CRV 2020 to continue the convention. Driver aid options and few optionally available equipment becoming regular are likely to renew the protection.
For gasoline-only types with the leading-tire commute, assume the LX to start close to $25,500, the game all over $26,500, the EX about $28,000, the EX-L all over $30,500, and also the Touring around $34,000. AWD would cost you one more $2,000 or possibly even longer. The embedded menu would include about $one thousand for the EX-L. Hybrids would possess a top quality of around $2,000-$2,500 through very similar AWD propane styles. At what can probably be about $38,000, a Hybrid Touring could well be one of many costliest stream-lined crossovers.