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House committee passes Medicaid bill
A Missouri House committee Wednesday passed legislation designed to serve as an alternative to Medicaid expansion outlined in the federal Affordable Care Act.
HB 700, sponsored by Rep. Jay Barnes (R-Jefferson City) seeks to reform certain parts of the current Medicaid system in Missouri. The reform elements of the bill include a shift to private managed care systems, an added push toward preventive care and financial incentives for recipients to keep their health care costs low.
The bill would cover Missourians who make up to 100 percent of the federal poverty level. The federal government stipulates that state Medicaid programs should cover recipients up to 138 percent of the poverty level. Barnes wants the state to seek a waiver from the federal government. It's Barnes' contention that Missouri cannot afford to ascend to the 138 percent level, and that the government's rule has not been challenged properly.
"I don't think the federal government has been put to the test," Barnes told reporters Wednesday. "I believe there is the legal authority to do this."
Earlier in the day Wednesday, Governor Nixon met with Republican members of the House of Representatives in a rare caucus gathering. Afterwards, Nixon told reporters he is open to Medicaid reform, as long as the final program achieves the 138 percent of poverty threshold.
"How we get to 138 percent can be a little bit of an art, but you've got to get there," said Nixon.
In the wake of the meeting with House members, the governor's office distributed a press statement that outlined Nixon's ideas for reform: financial incentives and penalties to promote personal responsibility and accountability among beneficiaries; safeguards to protect taxpayers, such as sunsets and triggers; using Medicaid funds to purchase private insurance, an option being explored in Arkansas; improving care coordination; and co-pays and cost-sharing arrangements to give Missourians a greater stake in their coverage as they move up the income ladder.
"Medicaid reform the Missouri way will protect taxpayers, reward work, promote personal responsibility and bring the tax dollars Missourians send to Washington back to work here in Missouri," said Nixon.
Associated Industries of Missouri continues to watch the process carefully and offer input. AIM supports any plan that includes transformation for Missouri's current Medicaid system.


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Lindy kan avse:

Lindy hop – en swingdans från New York i USA

Personer
 Lindy (1917–2009), en svensk fotbollsmålvakt, se Torsten Lindberg
 Lindy Larsson (1974–), en svensk skådespelare
 Lindy Boggs (1915–2013), en amerikansk demokratisk politiker och diplomat
 Lindy Lindh (1957–), en svensk författare
 Lindy Ruff (1960–), en kanadensisk ishockeytränare
 Lindy Remigino (1931–2018), en amerikansk friidrottare
 Lucky Lindy (1902–1974), en svenskättad amerikansk flygare och författare, se Charles Lindbergh

redpajama_set_name: RedPajamaWikipedia


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Watch Alia & SRK's interesting encounters in new Dear Zindagi Teaser: Dear Zindagi Take 2: Always Recycle
Home » News » Watch Alia & SRK's interesting encounters in new Dear Zindagi Teaser: Dear Zindagi Take 2: Always Recycle
Alia Bhatt and Shah Rukh Khan are here to entice the audience with Dear Zindagi's second teaser that presents some delightful moments starring these talented actors as they light up the screen with their strong presence and undying charm.
The newly released teaser called #DearZindagiTake2: Always Recycle further introduces Alia and Shah Rukh's characters and gives us a closer glimpse into the equation they share. It shows the inquisitive and fun side of Alia's character starting with one of her first interactions with Jug played by SRK. Red Chillies Entertainment initiated the announcement of the teaser release by cracking a good bad joke – a joke that might sound silly but is still funny, which then led to revealing Alia's fascination for these jokes in the teaser. Short, simple and cheerful; the teaser does take in charge of brightening up your day and leaving you with an instant smile.
Watch the teaser here: https://www.youtube.com/watch?v=EMqP7PFTjHU
Dear Zindagi Take 1 was out last week and has received immense love and appreciation, both by audience and trade alike. The characters played by Alia and SRK seem to have connected well with the audience as well as their unconventional chemistry.
Dear Zindagi is a story of Kaira, a budding cinematographer in search of perfect life. A chance encounter with Jug, an unconventional thinker, helps her gain new perspective about life. She discovers that happiness is all about finding comfort in life's imperfections.
The movie has been helmed by the director of the critically acclaimed English Vinglish, Gauri Shinde and has been jointly produced by Gauri Khan, Karan Johar and Gauri Shinde under the banners of Red Chillies Entertainment, Dharma Productions, and Hope Productions respectively.
Dear Zindagi is slated to hit the cinemas on 25th November, 2016.

redpajama_set_name: RedPajamaCommonCrawl


they produce low environmental emissions and ash content.
specifications in order to last a lifetime.
relay the operating status of your unit to ensure your safety and peace of mind.
you will have the most up-to-date product on the market today!
the owner to manually adjust the fuel feed rate and fan speed to suit individual needs for temperature control.
of different colors and finishes.
Certified for residential and mobile home installations in Canada and the U.S.


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The Eigencast 030: GitHub
By Justin Warren 17 August 2018 5 October 2018 Eigencast, Software
https://media.blubrry.com/eigencast/p/content.blubrry.com/eigencast/ep030_github.mp3
Podcast (eigencast): Play in new window | Download (Duration: 35:37 — 49.0MB)
Justin interviews Paul St John, VP of worldwide sales, and Sam Hunt, Sales Director APAC, from GitHub.
In this wide ranging conversation, we cover the Microsoft acquisition and its likely impact on GitHub, what GitHub is for, and how the world of open source software intersects with the world of commercial software development.
Open source has changed the world, but how do developers of open source software get paid for their efforts? What part, if any, does GitHub have to play? We discuss the way software development inside companies has been changed by open source practices.
We also look at the massive rise of innovation in software around Asia, and how Australia could be well placed to lead this burgeoning boom. It will require a rethink of global software markets, and a change from the default assumption that Silicon Valley is the centre of the tech universe.
It can't happen in isolation, and the systems of management will need to change just as much as the tools of choice for software have changed. This is possibly the greater challenge,
00:00:00.000 Intro
00:00:15.856 Episode Intro
00:03:02.813 Interview
00:08:00.746 Acquisition Angst
00:10:43.493 More Open Means More People
00:11:46.480 Github Flow All The Things
00:13:25.026 Resourcing
00:13:53.600 How do open source developers afford to eat?
00:17:15.200 Foreshadowing
00:18:23.520 Open source ist nicht länger verboten
00:20:55.373 Data will eat software
00:22:51.800 An Innovation Boom
00:25:36.840 Exporting Electrons
00:28:14.080 What's Next?
00:30:32.480 Management Hasn't Caught Up
00:31:55.373 Cultural Change
00:34:57.866 Outtakes
News about Microsoft's intention to acquire GitHub.
Justin's main GitHub page.
The Eigenmagic GitHub organisation, and the twitforget repo for software that deletes your tweets.
GitHub Universe will be held in San Francisco, USA, on 16-17 October 2018.
This episode of The Eigencast was sponsored by PivotNine.
Tagged github.
« TL;JR: Data Sharing and Release Issues
Disclosure: VMworld 2018 »


There are 2 means to do company in moderns. One is by setting up typical traditional office or shop and another one is by selling services and products online. The line in between the two has been blurry and also as a matter of fact the two designs have actually merged in recent years, giving birth to organisations connecting to millions of customers worldwide using Internet while still keeping a physical front for regional customers. Regardless the sector you are in, there are many ways for you to market your organisation to the world by an efficient online marketing project.
Most often compared to not, you will not be a specialist in online marketing. This is when you need to consider to employ an online marketing company which could help your service to establish, carry out and also track advertising projects. In this manner you will certainly have the ability to concentrate only on most essential aspects of your business: offering worth to your customers.
It is critical that the online marketing firm recognizes both typical and also web marketing strategies. Competitive landscapes have changed and also turning markets right into extremely vibrant fronts for services to penetrate utilizing a broad selection of techniques. Best is to use an incorporated campaign integrating both traditional methods such as print advertising and marketing and also regional news release, and also internet marketing methods such as on the internet videos distribution, podcasts, blog sites, social media sites as well as on-line marketing. Not all target market can be gotten to using the very same channels, and different kinds of messages can be distributed by means of various networks. Failing to incorporate various advertising strategies readily available will only shed your advertising spending plan and will not see much desirable returns.
Phil is working on selecting a charity so you can support Online Marketing DIY.


Protect your heart with research proven Aged Garlic Extract™. Since its establishment 50 years ago, the Wakunaga group of companies has been playing a unique role in promoting public health worldwide through the research, development, manufacturing and marketing of high quality medicinal herbs. The corporate philosophy of Wakunaga centers on a commitment to research and a mission to serve public health. This mission is accomplished by providing products of the highest quality, which are supported by truthful science and accompanied by helpful consumer information.
Wakunaga's vision is built on scientific research. Collaborative research on Aged Garlic Extract has been and continues to be developed extensively with universities, hospitals and research institutes. Over 650 peer-reviewed research papers have been published which attest to the health benefits of Aged Garlic Extract™.
In 1990, 1994 and 1998, international symposiums on the health benefits of garlic were held to present the results of the worldwide garlic research. Pharmacological and clinical studies continue at various research institutes around the world, focusing on the cardiovascular system, heart disease, cancer, immune enhancement and other important health concerns of today's society, adding greatly to the body of scientific knowledge on the health benefits of KYOLIC® odourless Aged Garlic Extracttm. The results of these studies are available to the public and may be obtained by calling 800.265.2615. or go to Aged Garlic Extract Research.
Wakunaga of America follows the same high quality standards to manufacture products, which have been established by its parent company throughout 50 years of experience. Quality checks cover every aspect of the manufacturing process -from the organic cultivation of garlic through production, packaging and distribution. Wakunaga products are manufactured according to the guidelines of Good Manufacturing Practices established by the World Health Organization. In addition, Wakunaga has earned the distinctive ISO 9002 certification, recognizing compliance to the international quality standard and demonstrating the company's commitment to total quality assurance.
Wakunaga is continually implementing innovations to its automated manufacturing as well as quality assurance testing. The quality assurance system Wakunaga has in place also applies to environmental protection, as it is one of the company's primary responsibilities to protect the natural environment of the local community. Thus, Wakunaga is always striving for the ultimate target of providing the finest product available on the market to its customers, a product that ensures safety, quality and efficacy.
Each easy-to-swallow caplet of Kyolic® Aged Garlic Extract™ Extra Strength One-A-Day contains 1,000 mg of Aged Garlic Extract™ (Allium Sativum) bulb. This product does not contain any artificial preservatives, colours, or flavours, or wheat, yeast, milk products, sugar, or starch.
Adults take 1 caplet daily with a meal, or as directed by a health care practitioner.


Astrid Meenan, is a rising senior at Virginia Tech. She is on the pre-med track, while majoring in Biochemistry and Biology with a minor in Spanish. In addition to combating and raising more awareness of the health and healthcare disparities present in underrepresented areas today, Astrid also strives to strengthen the foundation of Preventative Healthcare in these areas through education and policy building as well. She bring her novelty and energy to medicine and is working to be an example for underrepresented children who are passionate about pursuing their dreams.
Melanie Vaughn is a rising senior at Sewanee: The University of the South. She is pursuing a bachelor's degree in Biology, and is on the pre-nursing track. Upon graduating from Sewanee, she hopes to attend an entry to masters nursing program. This program will enable Melanie to achieve her ultimate goal of becoming a family practice nurse practitioner. As a family practice nurse practitioner, she hopes to work with members of underserved areas to improve the health of communities. In this field, she will bring her passion for justice and determination for decreasing health disparities. The motto that she tries to live her life by is, "What God has in store for you no man can take". In her free time, Melanie enjoys attending open mic nights, spending time with friends and family, and going to the beach.
AnnaMarie Otor is a rising sophomore at Temple University in Philadelphia, Pennsylvania. She is a pre-med student, majoring in Neuroscience, and hopes to eventually go into orthopedics or epidemiology. She hopes to bring to the healthcare field her passion for health equity and policy, and shape the way that others in the field consider these concepts; being inclusive and cognizant of all types of people is instrumental in moving forward. In her free time, AnnaMarie enjoys playing the piano, violin, viola, flute, ukulele, and guitar while also going to concerts.
Loian Chambers is a rising senior at Xavier University of Louisiana. She is majoring in Biology and double minoring in Chemistry and Spanish while on the pre-med track. Her long term goal is to become an Obstetrician/Gynecologist, and to also mentor teenage girls on sexual health. Aside from her interest in healthcare, Loian is an avid basketball fan who enjoys watching a game any chance she can get. She is also the president of the Caribbean Students Association on her campus, and works continuously to increase awareness and acceptance of various cultures. She is excited to be working in the Office of Diversity and Inclusion and hopes to bring a fresh perspective to all things diversity!
Preeya is a rising junior at the University of Maryland, College Park. She is working towards a degree in Public Health Science, while on the Pre-Medical track. Her ultimate goal is to expand medical camps into rural parts of Nepal to provide women with greater access to reproductive healthcare. She hopes that her passion will one day help normalize women getting the healthcare they need in these areas. She recognizes that cultural competency is a necessity for healthcare professionals looking to provide quality care. Outside of her academic interests, Preeya enjoys dancing and writing poetry. She is a published author of a poetry book titled "The Robotic Motion".


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Branding Boutique
We're late, we're late. For a very important date!
We're late, it's Tuesday....
Please accept our apologies, we had a busy day yesterday and didn't have time to do our usual meet the team (clients come first of course)!
HOWEVER, you're not missing out because today you're meeting our Art Director, Ally (Alastair, Alex call him what you will) Clancy, who has a slight obsession with socks...
Q: Hello Ally, this is a long-awaited interview (so it better be good...), so tell me what does a typical day in the office look like for you?
A: Tea, spot of milk, 37 grains of sugar - get the mix wrong at your peril... Once the caffine has reached the brain I'm off and running. A quick run down of projects to see what's where and who we're talking to today. It's always a mixed bag: new brands; press ads; websites; brochures...
Q: You guys really do have a tea obession don't you! Tell me your favourite thing to do in summer.
A: Apart from a BBQ and a wee cheeky home made IPA in front of the fire pit, free summer time is usually spent chucking myself down mountain slides or forest trails on 2 wheels (and then puffing and panting my way back up them to do it again...).
Q: At least it gives you a good rush of adrenaline to help you get back up the hill! So, if there was a movie made about your life, what genre would it be?
A: It would be a Science Fiction, Fantasy, Thriller, Comedy, Art Movie. It's always hard to figure out what's going on inside the mind of a creative...
Q: Speaking of creative and quirky, tell me do you have any weird quirks?
A: Perfect numbers...fonts need to be perfect numbers. None of your 7.87pt text, needs to be 8 or 7.5. Same with sizing artwork, pictures or basically anything! Just a wee bit pernickety...
Q: Fair enough! Do you have any addicitions?
A: SOCKS
Nothing worse than old socks, cheap socks or just plain, old bland socks. You can never have too many socks. Call me a sock connoisseur - there's a story about that, but you'll need to buy me a beer to get that one!
Q: Each to their own eh! Bucket list - do you have one?
A: I do indeed. I'd love to go and see the Red Bull Rampage (MTB Freeride Competition) in Utah! I'd love to ride it too, but it would kill me and I'd not get to do anything else on my list...
Q: That is very true, sensible man. Tell me, if you were a member of a sitcom family, what one would it be?
A: Not so much a family, but I'd be out with the old boys in the last of the sumer wine. Getting outside and doing something daft in the countryside...right up my street. I'd be the one falling off the back of the wooden horse strapped to the back of the 4x4...
Q: What an image! Let's follow a funny answer with a funny question - if you were a vegetable, what would you be?
A: A potato. I'm pretty versatile.
Plus I've got that Scottish, pale potato complexion...
Q: Never heard someone describe their complexion as that before! Right, Mr Pale Potato, tell me what's your favourite thing about working at BB?
A: No day is ever the same. There is always something new on the go and there's pretty much always a packet of biscuits open!
Q: To round this off then Ally, describe yourself in 3 words please...
A: FRIENDLY, GRUMPY, CREATIVE.
We hope you enjoyed this latest meet the team and again we're sorry it's late...but at least we've brightened up your Tuesday afternoon!
We'll be back next Monday (promise), let's see who you meet then...
Newer PostMONDAY, MONDAY... SO GOOD TO ME...
Older PostNice t(ea) meet you...


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Q: AccessViolationException at no specific code-location while debugging I get an AccessViolationException while debugging an application, but don't get this exception while running this application as release without attached debugger. The application is a very thread-intensive (up to 10000+) network-server (tcp/socket).
The application has run the whole last night compiled as release, without attached debugger and under heavy load. In fact the application didn't ever crash without attached debugger.
When I run the application compiled as Release with attached debugger I get an AccessViolationException-Exception (sometimes). This exception just gets thrown without any hint where this exception occurs. When I press Ok in the appearing exception-box in Visual Studio and then navigate to the thread where the exception occurred. I can't see any code or stacktrace there:

(Thread #186840 has no memory-location.)
This is my (reduced) test-program: example-code. (You should have enough ram and cpu and you should compile it as release. First start the server-application, then generate load with the client-application.)
Now my question(s): How can I debug such errors? Does anyone know about a bug in .NET while debugging such thread-intensive programs?
I'm using Visual Studio 2013 Update 4. The project is a Any Cpu; .NET 4.0 C# project. I have installed all windows update patches and was running this on Windows 8.1. The JIT compiler compiled the code to x64.

redpajama_set_name: RedPajamaStackExchange


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Why is YouTube so into Vice News?
August 6, 2014 | By Ricardo Bilton
Everyone, it seems, wants a piece of Vice.
The hot media company, focused on being "the Time Warner of the streets," according to its brash CEO, has put many of its chips on Vice News. The news channel, relaunched in December, is all about multiplatform distribution, including a deal with HBO. On the Web, Vice has turned to Google-owned YouTube as the linchpin of its distribution strategy.
That's paid off quite a bit lately in terms of promotion. You've probably seen an ad for Vice News, whether in a New York City taxi or subway, on a bus shelter, during a TV show, or through a pricey homepage placement on The New York Times this month.
While there's no shortage of news channels on YouTube, Vice News stands out as being a rare example of a digitally native news operation that's been successful for YouTube's audience, particularly millennials. The Vice News channel, launched in March, is already the 10th most-popular news channel on YouTube, according to SocialBlade, which tracks YouTube channel statistics, and the 474 most-popular channel overall. This is despite launching less than a year ago.
"Vice News looks and feels and smells very different from traditional news. It's about the experience," said Paul Kontonis, executive director of the Global Online Video Association. "Millennials love opinions and shared experiences, and Vice fits perfectly within that mold," he said.
YouTube's ad campaigns, which have also extended to popular YouTube channels like EpicRapBattles, are as big for YouTube as they are for the channels its pushing. YouTube, which reportedly pulled in $3.5 billion last year, has been eager to shift its image in the eyes of advertisers, who still view it primarily as a home for brand-unsafe user-generated viral videos, not premium creators with large, consistent audiences.
"Vice is a hot property right now, any affiliation to Vice helps other properties associated with it," said Steve Carbone, managing director at MediaCom. "A rising tide raises all boats," he said.
YouTube is also trying to convince advertisers that it can offer a safe environment for their brands. At its Newfronts event in April, it introduced Google Preferred, an advertising program that lets advertisers buy into just the top 5 percent of YouTube channels.
YouTube recent advertising surge is all about spreading the gospel of this premium YouTube-native content more so among ad buyers than the average Web user. "The audiences know them, but the buyers don't," Kontonis said. "Buyers are people too, and they sometimes forget that they're not the target demographic. They put their own prejudices ahead of what is probably the better buy," he said.
Vice's success, however, seems to speak for itself. Its millennial appeal is helping its YouTube presence grow significantly. So far, the channel has over 700,000 followers, nearly double its base in May, Overall viewership has also climbed: In May Vice News got 13 million YouTube views a month; by July, that number climbed to 29 million. YouTube ran its initial Vice News TV ads on June 30th.
But while Vice News brand of sexy news coverage has helped it attract a fair share of attention, it still a dangerous buy for some brands. Vice News content doesn't shy away from controversy, and drug use and dicey language are common features of its output. This makes YouTube's sell a bit harder. Vice News isn't a buy for everyone. "Once you buy into it, it scares a lot of people," Kontonis said. "But that suits Vice just fine."
Ricardo Bilton


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Home: Opinion
Costa Rica: Latin America's climate champion
Costa Rica is a rare country whose efforts have been consistent with the Paris Agreement
3 November 2021, 12.01am
Costa Rica is the first country in the world to have reversed deforestation
Robert Harding / Alamy Stock Photo
Compared with other countries in Latin America, Costa Rica is doing great. Its policies align with what is needed to limit climate warming to 1.5°C, although its carbon reduction targets need some improvement.
Coming into COP26, Costa Rica is in an excellent position. When COP25 finished, the country was one of the 36 that adhered to the San Jose principles, which aim to ensure that "environmental integrity, robust accounting rules, the avoidance of double counting and ambition" determine the regulations around carbon markets.
The country has a National Decarbonisation Plan, which is more ambitious than its Paris Agreement targets for 2030 and 2050; the government presented an updated Nationally Determined Contribution (NDC) to global emissions reductions in December 2020, and has had ambitious climate change goals for the past ten years. If it follows its current NDC pathway, the government will achieve carbon neutrality in 2085. However, if it implemented all the policies mentioned in its National Decarbonisation plan, it could do so by 2050. Which is what the country's government wants to do.
In 2019, the current government presented a ten-step route to create a development model based on CO2 emissions reduction, digitalisation and decentralisation of energy production.
Some of the most impressive of those ten points are sustainable transportation and mobility, energy, sustainable construction and industry, and agriculture and land use.
If we lose the Amazon, our world will lose its future
25 August 2021 | Vanessa Andreotti
Brazil is voting to legalize the destruction of the Amazon forest and the extermination of Indigenous peoples, the forest's last line of defense
It is not the first time Costa Rica has led green change. The central American country, known for not having had an army since 1949, rewrote its constitution in 1994 to include the right of all its citizens to a healthy environment. Also, a quarter of its territory is currently a natural reserve, and it is the only tropical country in the world that has effectively reduced deforestation.
Currently, Costa Rica produces almost all its electricity from renewable sources (80% by hydroelectric power), and every year it establishes a new record in clean energy usage.
The government also has a three-stage policy package, which aims to phase out fossil fuels by 2050.
This package goes hand-in-hand with eight strategies to accelerate change, including digitalisation, the just transition of workers affected by decarbonisation, and strategies for financing that transition.
Almost 22% of Costa Rica's revenue comes from fossil fuel taxes
The major hurdle the country must tackle if it wants to continue its green path is clear: transport.
In 2016, there were more new cars registered than new babies in Costa Rica. More than 60% of Costa Rica's population travels by diesel buses or trains, a high number. The government wants to make a drastic transition towards electric vehicles but this is complicated since almost 22% of its income comes from fossil fuel taxes.
The country has also failed to provide explicit and transparent assumptions on several critical elements of how it will achieve its NDC. It has provided no information on establishing a periodic reviewing cycle of its climate measures and interim targets.
If the country manages to adjust its NDC, with realistic expectations, to its National Decarbonisation plan, it could be the first in Latin America to take significant steps towards net-zero. It is, however, too soon for a victory chant, although it has paved the way for other countries in the region to adjust their commitments and acquire more ambitious ones.
Published in: Beyond Trafficking and Slavery
Anti-strike bill: a step toward forced labour in the UK?
Written by: Aidan McQuade All articles by: Aidan McQuade
I've never been on strike before. Here's why today was different
Written by: Daniel Trilling All articles by: Daniel Trilling
Published in: 50.50
Boycott the National Prayer Breakfast, for the good of all Americans
Written by: Chrissy Stroop All articles by: Chrissy Stroop
Published in: Podcasts
Why so many of the world's students want to go to Chinese universities
Written by: Jasvir Nachatar Singh All articles by: Jasvir Nachatar Singh


Research Interests: Culture and disability. Culturally competent teaching practices. The construction of emotion in classrooms & schools.
Research Interests: Intersection of mathematics education and gifted education. Mathematical problem solving episodes and invests particular attention in student affect (feelings, emotions, and dispositions) and creativity.
Research Interests: Formative Assessment Theory, Qualitative Research, Curriculum Theory.
Research Interests: Science education in formal (e.g. public schools) and non-formal (e.g. National Parks) settings. Understanding and implementation of the Next Generation Science Standards (NGSS) at all levels and ways that the National Park Service can serve as America's Largest Classroom.
Research Interests: Biology Education, Science Education, Place-Based Education, Field Science.
Research Interests: Diversity and equity in mathematics education, school reform at urban schools that serve the poor, professional development of K-12 teachers in mathematics, and formative assessment of English language learners.
Research Interests: Educational policy focused on teacher preparation; funding of educator preparation programs; beginning teachers' perceptions of their teaching experience; coaching apprentice teachers in literacy instruction; literacy leadership in high-need schools; scale development to measure K-5 school principal knowledge and self-efficacy in reading instruction.
Research Interests: How adolescents form conceptions of community and civic identities through experience and in educational contexts such as service-learning, study abroad, participatory action research, and reflective learning.


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Limited Edition Release 'Hope Live'
Posted on 10 May 2020 15 June 2020 by dhope
A Perilous Thing
Live at the Gruningen Sessions
Ahh the live album – a perilous thing! I loved them as a child growing up, beginning to find my taste in music. Simon & Garfunkel's 'Live in Central Park', Thin Lizzy's 'Live and Dangerous', Rory Gallagher's 'Irish Tour '74' or 'Pulse' by Pink Floyd are genuinely some of my favourite albums / collections. That said however, what you hear isn't always as it seems. With talk of studio overdubs and thousands, maybe millions, spent in both pre and post production – are they truly my live? Well, who am I to judge? All I can say is that I learned that the recording of a live show was a daunting prospect and a hard night's work!
Back in the summer of 2013, a plan was hatched. In between the release of my third studio album, 'Scarecrow' and while gathering the songs and funds to record my fourth studio album, 'Tough Love', we put plans in place to record a live show in Switzerland in December 2013. The final part of the plan was to release the recording as a "Live" CD which went on to become 'Hope Live', as it exists today.
I had been invited back to play at one of my favourite festivals: Songbird Festival Davos; high up in the Swiss Alps in Davos. Along with this show, I was performing a few more shows in Switzerland, including my second visit to play the Grüningen Sessions, just outside of Zurich. In fact, I had been the first ever act to play these sessions, which was started by the Yorkshire- turned-Swiss legend, Caroline Edwards. I'm delighted to say they're still going strong and have had a host of great acts come to play in a stunning Swiss hamlet!
We decided upon the Wy Galerie Wine Bar & Shop as the venue for the show and recording. Wy Galerie is a beautiful little wine shop located in the 'Keller' (cellar) of a 15th century traditional Swiss town house, owned and run by my good friends Susan and Thomas.
Tobi, my Swiss agent at TOURBOmusic and great friend, was instrumental in the organising the recording element of the show. Tobi approached his friend, top musician and engineer, Martin Hofstetter, to be the man at the helm to capture the night. That was all great however, it was up to me to put on a show worthy of all the effort!
I was lucky enough to be able to convince my good friend of many years, Eoin Jordan, a renowned musician from Cork, to travel to Switzerland and join me for a few shows and in particular, for this live recording. Eoin has always been a musician I've had great respect for – he has a great ear being a traditional musician but also a deep love for American roots music too. Since we first met, I always wanted play music with him. I knew he was the perfect man for the job as I have found that his bazouki and guitar playing always really elevated my songs!
Things however got off to a rocky start. I had flown out a few days earlier for a couple of smaller shows and Eoin was to join me on the Saturday morning for the Songbird Festival show. So my nerves weren't in great shape when I received a message from Eoin saying that due to fog the plane had been grounded. Eoin was due to land in Memmingen Airport in southern Germany at around 11am but didn't end up arriving till nearly 4pm! This meant thatToby had to drop me to the train station in St. Gallen to get the train to Davos to ensure I'd make the show, while he carried on to collect Eoin in Germany. Somehow, they made it in time to have a 15 minute sound check, half a hang sandwich and we were on!
It was Eoin's first time playing in Switzerland and he turned to me after a few songs and whispered "Is it going ok?" I replied: "Yeah, great! Why?" I wondered as we'd been getting great rounds of applause thus far. "There's no noise" said Eoin in a mouse's whisper. "The Swiss are a quiet audience" I whispered back and laughed. With a half panicked face turning into a smile, "You're telling me!" he replied. How and ever, what I didn't tell Eoin before the show was that our gig was also being broadcast live on Swiss radio! I got a good dig in the arm after the show when I told him this after the fact, but we had a good laugh about it in the end.
So after a great show high up in the Swiss alps, we set our sights and descended on the beautiful village of Gruningen for the recording of 'Hope Live.'
We spent a good deal of time in the setting up and checking to ensure we could capture the essence of a live show, with Martin putting us through our paces.
Setting up for Hope Live
Both myself and Eoin are not the type who often get nervous before a gig but there was plenty of pacing and cigarettes smoked as we waited for the doors to open this night. Not only by just me and Eoin – all involved were another level up on the stress-o-meter! Thankfully the show was sold out and the Swiss being the Swiss, they were all there in plenty of time which helped alot with the tension. It is also worth pointing out that the Swiss being the Swiss was such a great thing for such a recording project. As before we started, we obviously explained about the recording and that there could perhaps be call to retake a song and the whole audience were SO good to go along with what we were trying to achieve. Pin drop silence during songs is an understatement.
Often live shows are a compilation of several nights of shows or a tour that has all been recorded, with the best from each night edited together seamlessly into 'one night.' However what we undertook had no such safety net, which makes what we achieved all the more satisfying.
Thankfully the whole show flowed fairly well from start to finish. If my memory serves me, we didn't have to retake any songs, but that may be a haze of time clouding my memory.
I have to say while it was a stressful thing, it was a great feeling when myself and Martin got into his mixing studio to have a listen back. We could hear and feel the night that had happened, not just some songs randomly recorded and put together.
Lastly but certainly not least, there is a further interesting point of note regarding creation of the album artwork. I commissioned the album artwork from a my very talented friend, Markus Stadelmann. Markus is well known as a top Radio DJ in Switzerland, but he is also musician who has won the Swiss equivalent of a Grammy with his band. However he is most fondly known, to me at least, as 'sexy deep voice announcer man'. Markus is the go-to-guy for concert advertising radio ads – believe me when I say that hearing him say "Rammstein" or "Shakira" is a treat to behold! Anyway, I digress. Markus very kindly undertook the project for me. It was his first time doing working on such a project and I'm sure you'll agree he did a fine job.
Hope Live Album artwork created by Markus Stadelmann
I had kept 'Hope Live' for sale offline and at live shows only but during this lockdown, we decided to make it available for the first time for sale online.
So I hope you liked the tale of it's making and hopefully you'll enjoy the album!
The album is available through my online shop: Hope Live (Limited Release CD) on this site or through Bandcamp.
Posted in New Music, News


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Transitions back into society from serving time in the military is said to be very difficult. That transition can be much smoother if there is company waiting to help transition veteran's homecoming into entrepreneurial success. Steve sat down with Bunker Labs CEO, Tod Connor to talk about how the non-for-profit is leading the way for those having continued success after serving time in the military. Steve then checked in on the updating of Chicago's skyline with AJ LaTrace (Editor at Curbed Chicago) discussing the new Vista Tower, West Loop and other construction plans.


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SliderSuccess Stories - Pipeline Media Group
Pipeline Co-Produces Award-Winning Short "Biophilia"
By Film Pipeline March 26, 2019 April 15th, 2019 No Comments
Biophilia, co-produced by Pipeline Media Group (Script Pipeline), won the Best Screenplay award at the 2018 Brooklyn Film Festival.
Written and directed by Marina Michelson, the short is "inspired by the effects of the 2008 recession" and serves as a commentary, in part, on self-reliance and our intimate connections to nature.
The story: "Rachel, a former Brooklynite, has persuaded her boyfriend to take a stab at farming on his family's abandoned sheep ranch. But the dream of self-reliance reveals itself to be a harsher reality and strains their relationship. When a sheep dies under their watch, Rachel becomes determined to deal with the remains and in doing so, prove her worth."
Biophilia was also accepted to three other festivals in North America.
View the trailer.
Read Marina's interview with Film Pipeline.
Follow: Facebook | Instagram
Author Film Pipeline
More posts by Film Pipeline


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Category: Application (E-mail Server) > Cyrus IMAP Server Vendors: Carnegie Mellon University
Cyrus IMAP Server NNTP Service Lets Remote Users Bypass Authentication
Updated: Dec 1 2011
Original Entry Date: Oct 5 2011
Impact: User access via network
Version(s): prior to 2.4.12
Description: A vulnerability was reported in Cyrus IMAP Server. A remote user can bypass authentication.
A remote user can send an 'AUTHINFO USER' command without a subsequent 'AUTHINFO PASS' command to bypass authentication and access the NNTP server.
Stefan Cornelius of Secunia Research reported this vulnerability.
Impact: A remote user can bypass authentication.
Solution: The vendor has issued a fix (2.4.12).
Vendor URL: www.cyrusimap.org/ (Links to External Site)
Cause: Access control error
Underlying OS: Linux (Any), UNIX (Any)
Dec 1 2011 (Red Hat Issues Fix) Cyrus IMAP Server NNTP Service Lets Remote Users Bypass Authentication
Red Hat has issued a fix for Red Hat Enterprise Linux 4, 5, and 6.
Subject: Secunia Research: Cyrus IMAPd NTTP Authentication Bypass Vulnerability
Secunia Research 05/10/2011
- Cyrus IMAPd NTTP Authentication Bypass Vulnerability -
Affected Software....................................................1
Severity.............................................................2
Vendor's Description of Software.....................................3
Description of Vulnerability.........................................4
Solution.............................................................5
Time Table...........................................................6
Credits..............................................................7
References...........................................................8
About Secunia........................................................9
Verification........................................................10
1) Affected Software
* Cyrus IMAPd 2.4.10 and 2.4.11
NOTE: Prior versions may also be affected.
2) Severity
Rating: Moderately critical
Impact: Security bypass
Where:  From remote
3) Vendor's Description of Software
"Cyrus is a highly scalable enterprise mail system designed for use
in enterprise environments of various sizes using standards based
technologies. Cyrus technologies scale from independent use in email
departments to a system centrally managed in a large enterprise.".
Product Link:
http://www.cyrusimap.org/
4) Description of Vulnerability
Secunia Research has discovered a vulnerability in Cyrus IMAPd, which
can be exploited by malicious people to bypass certain security
The vulnerability is caused by an error in the authentication
mechanism of the NNTP server. This can be exploited to bypass the
authentication process and execute commands intended for
authenticated users only by sending an "AUTHINFO USER" command
without a following "AUTHINFO PASS" command.
5) Solution
Update to version 2.4.12.
6) Time Table
19/09/2011 - Vendor notified.
20/09/2011 - Vendor response.
05/10/2011 - Public disclosure.
7) Credits
Discovered by Stefan Cornelius, Secunia Research.
8) References
The Common Vulnerabilities and Exposures (CVE) project has not yet
assigned a CVE identifier for the vulnerability.
9) About Secunia
Secunia offers vulnerability management solutions to corporate
customers with verified and reliable vulnerability intelligence
relevant to their specific system configuration:
http://secunia.com/advisories/business_solutions/
Secunia also provides a publicly accessible and comprehensive advisory
database as a service to the security community and private
individuals, who are interested in or concerned about IT-security.
http://secunia.com/advisories/
Secunia believes that it is important to support the community and to
do active vulnerability research in order to aid improving the
security and reliability of software in general:
http://secunia.com/secunia_research/
Secunia regularly hires new skilled team members. Check the URL below
to see currently vacant positions:
http://secunia.com/corporate/jobs/
Secunia offers a FREE mailing list called Secunia Security Advisories:
http://secunia.com/advisories/mailing_lists/
10) Verification
Please verify this advisory by visiting the Secunia website:
http://secunia.com/secunia_research/2011-68/
Complete list of vulnerability reports published by Secunia Research:


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CMMC Compliance
The Defense Federal Acquisition Regulation Supplement (DFARS) 252.204.7012 established the National Institute of Standards and Technology's Special Publication 800-171 Rev.2 (NIST 800-171) as the principle security standards for protecting both Controlled Unclassified Information (CUI) and Covered Defense Information (CDI) associated with Department of Defense (DoD) related contracts.
The Cybersecurity Maturity Model Certification (CMMC) builds upon the existing DFARS 252.204-7012 regulation. CMMC adds a verification component. The goal is for CMMC to be cost-effective and affordable for small businesses to implement at the lower CMMC levels. Site2 helps make that a reality.
Site2 has CMMC Registered Practitioners to guide you through the implementation process.
Gap Analysis & Basic Self-Assessments
Plan of Actions and Milestones (POAM)
System Security Plan (SSP)
Cyberconverged Storage — meets 19 of the 110 NIST 800-171 controls
Unstructured files are x% of all data in a company
Schedule a call with our experts.
Clarks Summit Office
200 Abington Executive Park
Oct 1, 2020 | News
CLARKS SUMMIT, PA, October 1, 2020 – Site2 today announced it has acquired the cloud services business from RackTop Systems, Inc. a data security company. The acquisition expands Site2's private cloud services and will provide the foundation for a new, cybersecurity...
Sep 30, 2020 | News
Join NEPIRC and Site2 on Manufacturing Day, for a well-rounded series of no-cost presentations geared toward the manufacturing industry! In recognition of the Department of Homeland Security's (DHS) Cybersecurity Awareness Month campaign, #BECYBERSMART, Marc Gonzalez...
Mar 17, 2020 | News
Site2 is currently fully operational. Our offices in Pennsylvania and Virginia, and our data-centers in New York and Virginia are unaffected and fully functional. We have imposed a work-from-home policy to limit the potential spread of infection. As we implement...


text:
As the Diesel Emits: Audi's Head of R&D To Be Suspended
When it rain, it pours. Audi's R&D head will be suspended.
In the neverending saga that is the Volkswagen diesel emission scandal, Audi's head of R&D will be suspended this week due to knowing about the cheat used in the 3.0L TDI V6.
German newspaper Bild am Sonntag (via Reuters) learned from sources that Stefan Knirsch knew about the software and lied under oath about it during an internal investigation. Bild says Knirsch has been asked to clear his desk. Not surprisingly, Volkswagen, Audi and Audi's works council declined to comment.
Source: Bild am Sonntag via Reuters
r&d head
diesel emission scandal
A Horse With No Name 3,444
Sad, I would say that there is about a thirty percent chance that VW will eventually take the Volkswagen brand out of the US market and either only sell Audi and Porsche or brink in Skoda or seat to replace VW. We are not anywhere near the end of this.
...and as much as I love my TDI, will be very glad when they keys are back in Volkswagen's hands.
FAPTurbo 1,315
R&D: Rooking & Deception.
And so the plot thickens. Oh man, the suspense, it's building.
I wonder if Hollywood will make another film adaptation of gross negligence such as this to follow in the foot steps of their BP oil spill movie.....HMMMMMM
The SPECULATION MACHINE - PAYDAY!
December 2019: Audi of America
Audi News: Audi Sport's Electrification Plans Coming into Focus
Like every other automaker out there, Audi is looking to electrify their lineup, that includes models from the Audi Sport division that produces the S and RS models for Audi.
At the 2018 LA Auto Show, Audi introduced the E-tron GT Concept, based on the same platform as the Porsche Taycan. The concept featured a dual-motor all-wheel drive setup producing 582 horsepower and about 600 lb.-ft of torque. Powering that was a 96 kWh battery that Audi claimed would give a range of 250 miles and a 0-62 mph of 3.5 seconds. The production version will debut at the 2020 LA Auto Show, but we don't know yet if it will sport the same three tiers that the Porsche Taycan has with similar specs. It is expected that the base E-tron GT will have a lower output and lower price than the Taycan. The base model and S variant should be available at launch while the RS will follow along later.
In addition to the Audi E-tron GT, Audi Sport is busy working on electrified version of their RS models. These will be plug-in hybrids, the first of which is expected to be the RS4 around the 2022 model year and then proceed up the line. Since SUVs are all the rage, Audi is also working on an RS version of their E-tron Sportback SUV to compete head to head with the Tesla Model Y Performance. The current E-tron Sportback makes a maximum of 402 horsepower in boost mode with its dual motors. Audi has hinted that a third motor could be introduced for even more performance.
Audi will also take a second stab at an R8 E-tron. The first one appeared in 2015 as a second generation R8, but was only in production for 16 months due to low demand, largely blamed on its $1.1 million price tag. Only 100 copies of the original R8 E-Tron were built. It used a dual motor setup pushing 456 hp and 679 lb.-ft of torque to the wheels with a promised range of up to 280 miles. The next version of the R8 E-tron will likely see a power boost, but Audi is also working on bringing the price down to a more reasonable (for a supercar) price. Even with a substantial reduction in price, the R8 E-tron will likely only be a limited production model.
Audi Sport's Electrification Plans Coming into Focus
VW News: Volkswagen to Intro 34 new Models in 2020
The Volkswagen brand is on track to introduce 34 models globally in 2020. While some, like the ID.3, will be new to the portfolio, others are variants of familiar faces with many of those being electrified. Much stricter emissions rules come into effect in Europe starting January 1st and will force every company that sells on the continent to rethink their lineups.
For Volkswagen, that means that most of their internal combustion powered vehicles will gain an available hybrid powertrain. Volkswagen says they will be introducing hybrid versions from the Golf to the Tiguan, to the Touareg. There will also be a number of cars coming that aren't hybrids or EVs. The next generation Golf is coming to Europe in 2020 with GTI, GTD, R, and Wagon variants to follow, though not all will make it to the U.S.. The Atlas will receive a refresh and the Atlas Cross Sport goes into production soon. Over in Europe, VW will be launching the T-Roc Cabriolet, the Arteon Shooting Brake, and Tiguan R. Plus there will be other announcements coming for the brand. With that in mind, these 34 vehicles are just for the VW brand and don't count what Audi, SEAT, Skoda, are up to. So there is likely to be even more in the pipeline.
This whole push is to help get the Volkswagen brand to a 4 percent to 5 percent operating profit for 2020.


With so many things to do in Baselga di Pinè, it's important to choose a good Hotel.
Apartment Ioriatti is a self-catering accommodation located in Baselga di Pinè. FreeWiFi access is available. Accommodation will provide you with a TV, a seating area and a DVD player. There is a full kitchen with a dishwasher and a microwave.


Your usual date night's a movie? Try a trapeze class.
Home Health Fitness Your usual date night's a movie? Try a trapeze class.
The circus arts are fabulous exercise, and they're fun.
If you're trying to ride a unicycle, you can celebrate every minute you're upright.
In circus classes (which begin January 29 and run through May, open to beginners from age 3 to 100), "all the moves work on your core plus some other muscle group," Hentoff says. "And they're fun." When learning's fun, it's more likely to stick—and you're more likely to stick with it.
Plus you leave with new skills—and in better shape. Sure, core strength helps you do tricks, but its best trick is easing lower back problems, slimming you, and getting your zippers to glide up without having to navigate bulges and billows.
The first bit of fun is choosing your class.
Acro-yoga, when it's done with correct form and technique, is really just circus-partner acrobatics.
There's also a basic strength and fitness class, because as we grow creaky or sore, we stop moving, and that just lets our body continue to fall apart.
Tough to choose? Juggle a few. Or just take juggling. Or unicycle riding. Or contortion.
"This is circus as movement, and joy, and accomplishing the seemingly impossible," Hentoff says. "Most people go into it saying, 'I'm too fat. I'm out of shape'—it's all negative—instead of 'I'm going to be able to ride a unicycle across the room,' or 'do a bird's nest on the trapeze.'" In circus classes, she adds, "you see incremental progress, and people need that.
A not-for-profit, Circus Harmony—located on the third floor of City Museum—spends part of the proceeds from its classes using circus arts to motivate social change.


text:
Aaron says: 'Misunderstanding innovation, we create systems that inhibit randomness and the beauty of serendipity'
The Sixth Floor: A Conversation with Aaron Dignan, founder of The Ready
'I don't think we can solve the macro problems on the level of the political system, the environment or inequality without going in the direction of more participation and more autonomy,' Aaron Dignan says. 'In the near future, the world of work might be dominated by automated, extractive global organizations that look like Amazon, but create almost no vibrancy in the ecosystem. Or we might return to our roots in terms of cooperatives and employee-owned organizations, moving back to an environment where we try to create sustainable, local success. To me, that is the battle of our time. What I would like to see is more autonomy, more transparency, more participation.'
In this episode of 'The Sixth Floor', CFO Services Jean-Marie Bequevort and Dirk van Bastelaere have a conversation with Aaron Dignan, founder of The Ready, a New York based consulting company specialized in organizational design that helps institutions like Johnson & Johnson, Microsoft, Citibank, Airbnb and the Smithsonian Design Museum. Aaron is also a cofounder of responsive.org, an angel investor in purpose-driven startups.
With The Ready, Aaron Dignan helps organizations become more adaptive, reinventing their operating system. A necessary thing. 'Almost every legacy organization, government, and municipality in the world has the same problem,' Aaron said in an earlier interview. 'Their operating model -- the way they make decisions, hire and fire, structure, build and test products -- is built like the bureaucratic administrative complex of yesteryear. It's based on command and control, on authority, rigidity, scale and stability.'
Aaron Dignan is the author of two books: Game Frame: Using Games as a Strategy for Success (2014) and Brave New Work, a complexity-conscious, people-positive book that explains how organizations can move away from command-and-control bureaucracy towards diversity, autonomy and empowerment. It will be out in February 2019. Aaron Dignan will be on tour in Europe, presenting the book during workshops in London, Paris and Amsterdam.
In this talk, Aaron addresses issues like adaptivity at scale, participatory change, reinventing the operating system, risk management, bureaucracy and organizational debt.
Interview by Jean-Marie Bequevort and Dirk van Bastelaere
Forests, anti-fragility, neurons and adaptivity at scale
Jean-Marie Bequevort: Aaron, can you shed some light on your background and what led to you founding The Ready?
Aaron Dignan: 'I found my way to this work circuitously. When I came out of school, I was mainly thinking about psychology of brands and psychology of cults. I was fascinated about why people feel irrationally connected to different communities, memberships and brands that basically build their identity.
'So, I worked on brand strategy and brand experience for several years. I started to notice that brands that were shaping culture most readily were digital brands like Google, Apple and Facebook. I became curious about this. With some friends I started a company called Undercurrent, focused on digital disruption. We set up this company because we wanted to consult important institutions about the ways exponential and disruptive technologies might change their business landscape. Look at how 3D printing now affects the supply chain in GE aviation. Also, we looked at what we can do for the industry with added manufacturing, combined with crowdsourcing or remote workforces.
'We did a lot of business in digital strategy, going from artificial intelligence to robotics, social media and big data. We advised a lot of big companies like GE and The Bill and Melinda Gates Foundation. Talking to executive leaders, we found everybody agreed on what was disrupting, they only could not do anything about it.
'As an example, you could have a project with 25 000% ROI in 3D manufacturing and the next quarter do zero projects like that. The incentives, the quarterly targets, the structures and silos were getting in the way, making it impossible for organizations to adapt and take advantage of market forces.
'I became curious about adaptivity at scale: what does it look like to have scale systems that can learn. Is it possible, where is that happening and what can be taken away from this? Once again, I took the leap and followed my curiosity into this space of self-organization. I looked at biomimicry and anti-fragility. Also, I looked at companies on the edge of culture that were doing things differently, looked at complex adaptive systems, like neurons and immune systems, forests, birds. You name it! (laughter).
'The conclusion I drew was that adaptivity and the agility at scale is possible. It is happening in companies around the world, but it requires a very different mindset and a very different set of practices and principles than we are used to. You could see hints of that in words like agile and lean, and in new ways of working. However, there was not really a movement yet to bring it all together and I saw this as the next frontier. So, I started up The Ready.'
Jean-Marie Bequevort: With your work on digital you were confronted with resistance to change and adaption in big organizations. What exactly do you do at the Ready to help companies adjust, or at least increase their fitness for change?
Aaron Dignan (chuckles): 'What we have learned is that, when you have these huge, complex human systems, the wrong way to do change is to mandate it from the top-down. It's not that you never need decisiveness or clarity about where you are going. The behaviors we are looking for really require participation.
'So, we bring about change "by invitation". We go in, we expose people to the time and space to think about their work. It is important to ask them: "What is stopping you from doing the best work of your life?" Whatever the answer to that question is, is where you should start. Causes can vary: "The budgeting process is taking 9 months of the year!", "My manager does not trust me!". This allows us to define the issue: a trust issue, resource allocation issues or communication issues. We follow the curiosity and we follow the tension into change. When we invite people to work on the things that hold them back, it is amazing how excited they are to engage and start moving.'
Defining the playground
Jean-Marie Bequevort: What exactly is your approach then? Do get better results by working at the individual level or do you work at the level of the leadership trying to stimulate change that would trickle down the organization?
Aaron Dignan: 'We don't spend a lot of time one-on-one. We are often invited by a leader or by someone who is frustrated and has power. They might be frustrated with the bureaucracy or the slowness of it all. We will say: "Where can we play?". We actually define a playground. Within that team of teams, within this function or location, we have free range to reinvent the operating system with the team and for the team. Then, we work both with the leadership group of that sphere as well as everyone inside. It is about choosing the field of play. We always work with teams. This allows us to let the teams work better because the team is the unit of performance at the end of the day.'
Jean-Marie Bequevort: So, you introduce the change by showing people they are participants in the change trajectory?
Aaron Dignan: 'Absolutely. People can opt out. We make sure people get the time to think about the idea. We might bring 6000 people through an experience where they get a chance to stop and think about the way they work. It is important to let them reflect on how their job is serving or not serving them. At the end we ask who wants to 'play'? People raising their hand can immediately start playing. If not, they don't have to play. Often, they might come around later when they realize that what we try to do is not impose but rather make space for them to upgrade the way they are working. The Ready just starts with the invitation once everyone has had the time to stop and think.'
The edge is where emergent progress can occur
Dirk van Bastelaere: I can very well imagine that you have certain people in certain divisions wanting to embark on a change trajectory when you guys enter the scene. But where do you hit the limits of what is possible? Looming beyond the project, there most certainly is this huge Leviathan of an organization that often cannot deal with change the way you have introduced it in the division or smaller unit.
Aaron Dignan (amused): 'That happens all the time, and I actually think it can be a feature or a bug. It depends on the culture. The feature part is that everybody can smell it or feel it when we get something going in a function or a division. They sense the difference, the speed, the engagement. While we get stress and friction in the early days when we engage with other groups, in the later days we get a lot more curiosity. Right now, we are doing a project with a global organization. We started the project in global marketing. A year later, people from finance and operations are wondering if they should step in too.
'The edge is where emergent progress can occur. We think hard about that phenomenon. We try to invite people in early and often, just to explain what we are doing and why we are doing it. When it's going well, it's creating natural spread and when its going poorly it's usually because we are not doing well enough inside the group. When you have something magical going on, the natural momentum creates curiosity and spread, even if it is a little disruptive. But I have seen it both ways and I have been frustrated many times by reactions of other functions.'
Continuous participatory change
Dirk van Bastelaere: Can corporations eventually deal with the heterogeneity that you are creating? You introduce change in one part of the organization, but other parts probably keep functioning in a more traditional way. Isn't that meant to happen when you guys come in?
Aaron Dignan: 'Some things need to be system-wide for the system to be healthy and successful. You don't want to have five hundred different data strategies. But there are a lot of things that we can allow more divergence on and more local relevance. Organizations generally have this untested belief that monoculture and singular approaches is how we get scale and efficiency. People all have to do it one way, because that is the way it is done. That gives us efficiency. Effectiveness, however, can come from different approaches. As does learning.
A company like Handelsbanken in Sweden has hundreds of branches, but they have some standard spaces that they govern collectively around data, privacy, communication and measuring and rewarding success. The local branches on the other hand have a ton of autonomy. What is cool about that, if a branch starts to blow the numbers out of the water, the other branches will start to analyze what the successful branch is doing differently. They will learn from each other, because they are incentivized for collective success.
'It is always a balancing act, but that kind of divergence you are talking about is just temporally. It will either end in the groups that have not changed the way they work, changing the way they work over time or it will end in the company going out of business. The only thing we ask, by the way, is that an organization introduces continuous participatory change. We won't ask anybody to go 100 percent transparent or 100 percent employee-owned.
'If that is true, then you are done. As from now, you live in a state of continuous consideration, asking: "What is the biggest tension now?" "What is holding us back now?"
The beauty of serendipity
Dirk van Bastelaere: Great example of how decentralization has a positive effect on innovation. Because hierarchy has proven to be rather bad for innovation.
Aaron Dignan: 'Totally. There is a fundamental misunderstanding about innovation and evolution. Some people think innovation will happen because the leader has a big idea. That is not how it happens. So much of the modern world is the result of accidents. The microwave exists because someone had a candy bar in their pocket that melted when they were working with that technology. Play Doh was supposed to be a wallpaper cleaner and now it is a popular child's toy. Airbnb was just three guys that said, we have an extra room and no rent this month. We put an air mattress in the living room and make rent. It was not a 33-billion-dollar idea. It was guys trying to make rent. When we misunderstand that, we create systems that really inhibit that randomness and the beauty of serendipity.
The lighted intersection vs. the roundabout
Jean-Marie Bequevort: What to you are the major flaws of today's corporate structure or corporate operating systems? What is wrong with the way organizations are working today?
Aaron Dignan (laughs): 'It is a long list! There are 78 tensions we write about in the book. At the pinnacle of it all, is the general sense that people cannot be trusted to do good work or make good decisions. So, we must protect people from themselves and protect the organization from its people through compliance, regulation and hierarchy.
'I use the metaphor of the lighted intersection versus the roundabout. The lighted intersection assumes that no one can be trusted and uses the authority of the traffic light to tell you when to go and when to stay. Everybody is compliant. The roundabout assumes trust and responsibility, using only 2 simple rules: "Go into the direction of traffic" and "Give right of way to people in the circle".'On almost every measure like throughput, safety, fatalities, collisions, cost to build and maintain, … the roundabout is superior. But if you ask every person in the world on what is safer and what they prefer, they prefer the controlled environment of the lighted intersection.
'I think that is a metaphor for everything that is happening at work and every practice from the way we budget and structure to the way we write policies, develop people, review people, we have a lot of lighted intersections at work, instead of roundabouts. As a result, we have accountability rather than responsibility, compliance rather than creativity. This does not mean that every intersection in the world should be a roundabout. If you did that in downtown Manhattan, it would be a disaster, there would be no room for the buildings.'
Risk management and the need for divergence
Jean-Marie Bequevort: If you would be an internal auditor, how would you balance risk versus the way people work?
Aaron Dignan: 'It all starts with principles: what do we believe to be true about what will make us most competitive? Imagine we are an organization where people believe that transparency, information symmetry, and the fact that everybody has access to the information that matters for good decisions are important. We are then going to make choices about how we share information and where we can get information as employees that creates risk. Cases might arise where bad actors take information and put it where it doesn't belong or just do things with it they are not supposed to do. The question to ask is: "Is the fact that one percent of the people does something wrong with the information sufficient risk to outweigh the risk of not being a company that has transparency and makes decisions effectively and where everyone has the information they need to be intelligent?
'I always look at the risk of acting versus the risk of not acting. I want to balance the equation more than the typical kind of risk management theory might suggest. Following those theories, you would look at what can go wrong and how you can stop it. If that is your view on the elimination of risk, the best way to avoid it is to close your doors and shut the business down. Companies with that kind of low-risk mentality, however, will be outmoded by a new competitor who is willing to take risks in order do find solutions.'
'There are plenty of precedents for this in biology, were we just look in ratios of risk to reward and random behavior. There always has to be divergence. There always has to be randomness, variation, mutation in order for a system to evolve.
The dangerous 5 percent
'I think you are always just weighing things as a risk manager, asking: "What is the risk of not acting?"; "What is the risk of not sharing versus the risk of sharing?" or "How do we create punitive measures that are very targeting." At Google, if someone spills the beans from their TGIF (Thank God it's Friday) meeting on Friday, were they share really important strategic things, that person is fired. Immediately, and publicly. But they do not shut down the meeting. They do not stop telling everybody what is going on.
'Organizations tend to develop scar tissue around every error. I think we need to design for the 95 percent of scenarios that develop and not for the dangerous 5 percent, unless those 5 percent scenarios are the ones that can literally kill your organization.
'Companies often use a "safe-to-try" approach to evaluate things, asking if certain decisions or situations will be reversible or irreversible. Jeff Bezos talks about that at Amazon a lot. There it's called "Type 1 and Type 2 decisions". If this goes wrong, can we turn back or not. Some things are irreversible, but the vast majority of things in business are totally reversible. Especially, when you are big. If you are a billion-dollar company, you can blow a million bucks and it is okay. That is just my general thesis.'
Jean-Marie Bequevort: What we see at some of our customers is that, when there is a lack of clarity on the impact of a decision, policies are applied that frame the conversation.
Aaron Dignan: 'Absolutely. It becomes dangerous when people that are functionally obligated to eliminate risk and who are not beholden to a broader, creative, generative mission, will say "No" to daring initiatives, because I am always going to say "No" if that is my job. This is where functions become dangerous.'
Chesterton's fence
Jean-Marie Bequevort: Recently, we have been exploring the field of complexity in organizations. We found out that more people from the public sector were unsatisfied with the complexity and efficiency of their organization than employees in the private sector. Sounds kind of trite, but do you have a particular perspective on the difference between government institutions and private companies?
Aaron Dignan: 'Absolutely. One of the things that is very true about all organisms, from organizations to bacteria, is that the environment in which they exist creates conditions that shape them. If you look at public-sector work and public-sector organizations, they are generally immune to environmental change. They are not affected as severely, as quickly, as meaningfully as a private sector organization is. If the world turns, you are not going to get rid of the postal service just because email came out. It is a long slow death. The result is that bureaucracy creeps in and there is no real motivation, no urgency to address it or refactor it. So, you get that additive organizational layer upon layer upon layer. There's also this issue in the public sector of rotational, election-based, cycle-based membership. You have people cycling in and out of roles, who don't necessarily have the information of the people before them.
'The impact of that knowledge gap can be explained by the Chesterson's fence parable, where people come upon a fence in the middle of nowhere and see the fence is not holding anything. They look at it, wondering: "What is that fence for?" They weren't there when the fence was built. They don't know to what reason it was built, but there definitely was an intent, because no crazy person makes a fence for no reason.
'So, there is this gap of knowledge about the reasons why certain policies exist in organizations. In most bureaucracies, we trust that we should have all these policies. If I inherit a bunch of policies of my predecessors, I tend to keep it, adding my own policies to it to simply move on. That's bureaucracy: it keeps compounding.
'In the private sector, you have founders and long-term tenure players who know where the bodies are buried. They see legacy build up. They see the market forces and hold the ripcord more often. They also tend to force change a little more often. Not as often as I would like, but more often than in public organizations.'
Why monetary incentives fail
Jean-Marie Bequevort: You refer to biology when you talk about organizations. We now see a resurgence of people with an education in the humanities, like ethnologists or anthropologists, taking the stage in organizational development. What is your view on that?
Aaron Dignan: 'It is certainly true that anthropology and understanding human beings is critically important in business. If you don't know the latest thinking about how we work, what motivates and drives us, how we communicate and convene as community, you will have a very different approach to policy. Any first-year doctoral student in behavioral economics can tell you that we are super-irrational, and that motivation is very complex. If you put bonuses and monetary incentives into a system, you screw it up. Peoples' wiring goes bad! They lose their intrinsic motivation. That is not a good idea. Yet, 99 percent of all public businesses have massive bonusses and incentive structures. That just tells you there is very little human science in leadership and the systems.
'From the relational side, a huge amount of work needs to be done to understand what makes us feel whole, loyal, psychologically safe and part of a system that creates trust. There is a lot of softer science that matters more than ever. Especially in a world where we more often work remotely and do not have the benefit of body language as much and we do not have the benefit of lasting relationships. I would love to have a lot more diversity of thoughts and diversity of backgrounds in organizations. Diversity is one of those things that in complexity drives positive outcomes. Almost inherently.'
The battle of our time
Jean-Marie Bequevort: You are about to release a new book called Brave New Work. If you fast-forward fifteen years into the future, what will be the characteristics of work? What will be the impact of automation and robotics?
Aaron Dignan: 'Honestly? I think that is a huge question mark. Our generation of leaders is going to determine that in the next five to seven years. It could go a few different ways. It could go the way of late stage/advanced/crony capitalism combined with automation/robotics and IA, where we have a massive amount of innovative quality. Where we have very automated, extractive global organizations that look like Amazon, but almost no vibrancy in the ecosystem. We would then follow the trend of creating maximally competitive global platform businesses that imply fewer people and make more money for a certain few. That is a possible future.
'The other way is that we really return to our roots in terms of cooperatives and connections and employee-owned organizations, moving back to an environment where we try to create sustainable, local success. That does not mean we don't have big platforms, but it means that the big platforms are built differently and are owned differently.
'What I would like to see is more autonomy, more transparency, more participation. By participation, I mean both in the day-to-day decision making and governance of business and more participation in the economic outcomes of the business than we see today. There are signs that it is happening. In the US, you have public benefit corporations, B Corporations. You got what Eric Ries is doing with the long-term stock exchange where people that hold shares for longer have more votes, to eliminate all the short-term piracy that is going on.
'To me that is the battle of our time. I don't think we can solve the macro problems on the level of the political system, the environment, inequality without going in the direction of more participation and more autonomy. If we go the other route, those problems will only be solved for a few people and not for the rest of us. I think it is a coin task.'
You are not just a thoracic surgeon
Jean-Marie Bequevort: In our company we have a very large population of young people and starters. If you would just start working, what would you do to shift the balance into the right direction?
Aaron Dignan (laughs): 'The first thing you can do as a young person is decide what your values and principles are. Newer generations would love their work to be more meaningful work and make more impact but is very easy to be seduced by traditional institutions. The places that hire you right out of school or MBA are the places that are going to continue the status quo. If there is a recruiter at you event: that is not the play. One choice you have to make is the tough choice of life. Go find an employer who is more of a network model, more egalitarian, more disruptive, who is more focused on autonomy and community success. Do the extra work to find that opportunity and maybe take the pay cut that that requires.
'The second thing is more about protecting ourselves from what is coming. I talk about the difference between complicated and complex. Basically, "complicated systems" are things like watches and engines that can it can be predicted and fixed by an expert. "Complex systems" are things like weather and traffic, that are surprising and emergent.
'The tasks that we do at work fit in one of three categories usually. Simple, complicated or complex. I advise young people to pay strict attention to their mix of tasks. The accountabilities they hold. How many of the accountabilities they hold are complicated and could be automated by robots or an algorithm? If you can write the instructions down for how to do it right every time: "Stop doing that thing!" Find a role that does not involve that or modify your role and move in the direction of the complex work. Because the complex, problem-solving, judgement-oriented creative work is the only work that is going to be left. For a young person, it is really important to keep an eye on that all the time. If you talk to your bosses about what assignments you want next, move into the direction of complex assignments.'
Jean-Marie Bequevort: Obviously, the network-based organizations seems to be the model of the future.
Aaron Dignan: 'For a lot of reasons it is. Most importantly, because we capture our full potential as a system when we use all of our skills in more modular ways. If I say you can only hold one job at the time and that job has a fixed job description, then I am eliminating all the parts of you that make you "you". That make you wonderful. You are not just a thoracic surgeon. You are not just an auditor. You have other skills. So, better to think about work as a set of project and role mixes. As a market place where people can constantly add roles, take away roles, take on projects, lose projects. Doing that, you create a marketplace inside the organization, just like it's a marketplace outside the organization. It is a super-efficient way to get all of everybody's gifts on the table.'
Organizational debt
Dirk van Bastelaere: Aaron, you have written an article on how organizations can eliminate their organizational debt. Can you explain the concept first of all, and tell us how to remedy?
Aaron Dignan: 'Organizational debt is any policy or practice that no longer serves us. There are two major sources of organizational debt in the world. One is the knee-jerk reaction to something that went wrong or right. With people reacting like: "Oh that worked," or "That didn't work". Let's now quickly bind the system with a policy or process that will make the thing that we want to happen again, happen again. Or that will make the thing that we don't want to happen again, not happen again.
'The other source is totally sufficient robust policy that gets out of date and is never reconsidered. Which is much more common in fact. What I like about the model of technical debt in software development is that they matured that thinking around that a lot. Technical debt was boiled down to saying that decisions equal debt. Making decisions when you are developing software you are setting in motion patterns and structures that you later on will be frustrated about. You will be mad that you chose a certain platform. You will be mad you wrote that API, because you will have to go back and redo it.
'So, it's important to never make a decision until the last possible moment. Never bind a system unless you have the maximum amount of data that you can afford. Always try to balance between "Do I have enough data to make policy?" and "Would waiting a little bit more be safer?" That's why I often talk about as it as a "Minimum Viable Policy", just like an MVP in product. What is the leanest amount of policy that we can hold that will keep us safe, but not inhibit us from innovating.'
Dirk van Bastelaere: How does organizational debt relate to path dependence? Organizations grow, build, invest, make choices but twenty years later, they suddenly realize the choices that were made have caused a reduction of managerial scope, making the the firm completely dependent on the path they chose to get where they are.
Aaron Dignan: 'It is a potential expression of debt if the path dependence you created is not working for you. If it is serving you, then that is positional power. You have captured the high ground and you are holding it. When it stops to serve you - if you are Nokia after the iPhone came out – then the fitness landscape (the relationship between the context and all the potential competitors) has changed and you find yourself sitting on a mountain of debt.
'That's is one of the reasons why continued divergence is so important, because you are always launching new ships and most of them will fail, but you create the potential platforms that may capture other ground in the fitness landscape. I totally agree. It's probably is one of the biggest issues in corporate strategy. It's the sunk cost fallacy, right? Since we've spent this much on the status quo, I guess we better keep going.
Jean-Marie Bequevort: I think we got some great insights here. Thank you for the conversation
Aaron Dignan's book Brave New Work will be out in February 2019. You can pre order it on the Brave New Work website.
Jean-Marie Bequevort Expert Practice Leader - CFO Services
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About Hazzan (Cantor) Howard Glantz
With well over 25 years of service as a certified Moyel (medically trained practitioner of ritual circumcision for infant boys), Hazzan Glantz is frequently referred to new parents by obstetricians, pediatricians, rabbis, midwives and birthing centers to conduct bris ceremonies.
From educating parents on preparations for the ceremony to the infant's post-circumcision care, Hazzan Glantz is dedicated to ensuring parents a minimum of stress and a maximum of simcha (joy) from the whole experience. Regarding his reasons for becoming a moyel Hazzan Glantz said, "My goal has always been to serve my community in as broad a way as possible. Following my cantorial education, I decided to train as a moyel in the hope that I can pass the inheritance of Jewish tradition and ritual from one generation to the next."
See pics from the early years
Having matriculated as a Conservative Hazzan, Hazzan Glantz enrolled and received certification in 1990 as a moyel through the Brit Kodesh program at the Jewish Theological Seminary of America in New York.
He received extensive training at the Jacobi Medical Center/Albert Einstein College of Medicine. He was fortunate to study under primary instructor, Dr. Jacob Shragowitz, a highly respected physician and Moyel in his own right, whose family lineage has included a number of rabbis and moyels.
Hazzan Glantz is in regular contact with several physicians. This keeps him up to date on the latest products and information regarding pain management, procedural equipment, wound care and penile conditions.
"Through the care and attention I offer, it's my hope that families will explore or re-examine the role that Jewish ritual and practice can play in their everyday lives. I hope that I can tip the scales, if you will, so that new growing families might wish to find more meaning in Judaism. This can range from affixing a mezuzah to their doorpost to attending synagogue services more regularly and introducing their children to some type of religious education," said Hazzan Glantz.
In over twenty-five years serving in the holy capacity of moyel, Hazzan Glantz has made it a point of personal pride to be as flexible and accessible as possible in order to accommodate the needs of the families he serves. He has traveled to ceremonies on foot or by car, taxi, bus, train and even airplane in order to participate in the ancient ritual of the bris, which is a cornerstone of Jewish life for a male child.
Hazzan Glantz and his wife Dayna reside in Montgomery County, Pa, with their daughters, Rose and Rory. Their sons, Rafi and Remy Glantz, both made aliyah to Israel.
Rafi completed his service as a medic in the IDF (Israel Defense Forces) and lives in Tel Aviv. He is engaged to be married in the Fall.
Remy is currently in commanders course with the Shiryon Brigade (Armored Corp - Tank Division) and lives on Kibbutz Ashdot Yaakov) in Northeast Israel.


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Faulty Door Dooms Plane
A DC-10 jet crashes into a forest outside of Paris, France, killing all 346 people on board, on this day in 1974. The poor design of the plane, as well as negligent maintenance, contributed to the disaster.
Nearly two years earlier, on June 6, 1972, an American Airlines DC-10 was flying over Ontario, Canada, when its rear-hatch door blew off and tore a hole in the fuselage. The plane's cabin lost pressure and the cabin floor collapsed. Clouds of dust and bits of metal filled the plane's interior and some key cables were severed. Still, the pilot was able to get the jet under control and managed to safely land the plane in Detroit. Later, it was determined that the latching mechanism on the door was designed poorly, leading to the catastrophe.
Modifications to the mechanism were recommended, but no systematic recall system was undertaken to implement the modifications. In fact, new DC-10s came off the assembly line with the old latching mechanism. One of these planes was sold to Turkish Airlines, which put the plane into service immediately.
On March 3, 1974, British European Airways was unable to make its scheduled flights due to a strike by its workers. When Turkish Airlines Flight 981 arrived in Paris from Istanbul, many passengers scheduled to fly on British European Airways transferred to 981 for its final leg to London. Many potential passengers were turned away from the full flight, including the Bury St. Edmunds rugby team from England. Meanwhile, maintenance on the DC-10 was suffering a fatal breakdown. The station mechanic was supposed to do a visual inspection of the rear hatch door. However, the station mechanic was on vacation on this day and the flight engineer apparently forgot to assume this duty.
When the plane took off with the faulty hatch door improperly locked, the flight was doomed. At 12:30 p.m., as the plane reached an altitude of 11,000 feet just after takeoff, the rear hatch door blew off over Coulommiers, France. As with the previous flight over Canada, a rapid decompression followed. The last two rows of seats on the DC-10 were sucked right out of a hole in the fuselage. The six passengers in those seats were killed immediately when they fell into a turnip field in St. Pathus.
The other 340 people on board had to endure 90 more seconds in the air. The pilots were unable to control the plane because all the critical hydraulic cables had been severed. The plane slammed into the ground at 500 miles per hour, killing everyone on board. The impact was so severe that only 40 bodies were found intact.
In the aftermath, McDonnell Douglas, the plane's manufacturer, sought to blame a baggage handler for failing to properly secure the hatch. This prompted the baggage handlers' union to boycott all DC-10s until a company emissary finally apologized. Following this disaster, all DC-10s were recalled to modify the rear-hatch latching mechanism.
Posted in Disaster.
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