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The Great Intimidators
We hear a lot of praise for emotionally intelligent, even humble leaders. But change is scary, and you sometimes need scary leaders to steer you through. Those with bold political intelligence can creatively push followers to overperform.
Roderick M. Kramer
From the Magazine (February 2006)
Since when has being a difficult boss been a disqualifier for a job?" asked Nightline's Ted Koppel after several abrasive, intimidating leaders of major corporations—Disney's Michael Eisner, Miramax's Harvey Weinstein, and Hewlett-Packard's Carly Fiorina—fell from their heights of power. Picking up on what seemed to be a new trend in the workplace, the business media quickly proclaimed that the reign of such leaders was over. From now on, the Wall Street Journal predicted, "tough guys will finish last."
But wait a minute, you might think. If they're just plain bad for their organizations, why have so many of these leaders made it to the top in the first place? Wouldn't the ones who've wreaked nothing but havoc have plateaued or been weeded out long before they could inflict too much damage? Yet many leaders who rule through intimidation have been doing just fine for a very long time. Before we proclaim their extinction, then, it's worth taking a close look at the pros as well as the cons of their tough-minded approach. Doing so might cast light on some subtle dimensions of effective leadership, especially in organizations or industries that were once rigid or unruly, stagnant or drifting—places where it took an abrasive leader to shake things up a little and provide redirection.
Consider Ed Zander, who's been hailed as "Motorola's modernizer." When Zander took over as CEO of Motorola in January 2004, the company was in steep decline. After being in the high-velocity world of Silicon Valley, Zander found himself at the helm of a company that seemed to be running, in his words, "on autopilot." In taking on the challenge of turning Motorola around, Zander described his guiding philosophy as, "Whack yourself before somebody whacks you." He observed, "A lot of companies have clogged arteries." In Motorola's case, Zander found that much of the problem was at the VP level. "I don't know how many dozens of VPs are no longer with us," he reported in one interview. "Some have left on their own accord, some have not." The transformation at Motorola is far from complete, but it is off to a good start. In the third quarter of 2004, the company posted sales of $8.62 billion (a 26% increase from the third quarter of 2003). Moreover, shipments of its handsets were up 15% from the previous year.
A similar story can be told about Harvey Weinstein, also notorious for his abrasiveness. When he entered the Hollywood scene, a handful of major studios dominated the landscape. Independent picture producers limped along on the margins of power and influence. Weinstein almost single-handedly pulled the independent film industry out of the doldrums, in the process making Miramax one of the few widely recognized industry brand names. He didn't make a lot of friends over the years, and people who have worked with him often say that they find him hard to take. At the same time, they know that his high-pressure tactics have pushed them to the apex of their professional talents. One former Miramax executive noted appreciatively, "You learned to anticipate…the direction Harvey was going or wanted to go, because most of the time he was right." And there is no contending with Weinstein's success: more than 240 Academy Award nominations and 60 wins.
Zander and Weinstein are examples of what I call great intimidators. They are not averse to causing a ruckus, nor are they above using a few public whippings and ceremonial hangings to get attention. And they're in good company. A list of great intimidators would read a bit like a business leadership hall of fame: Sandy Weill, Rupert Murdoch, Andy Grove, Carly Fiorina, Larry Ellison, and Steve Jobs would be just a few of the names on it. These leaders seem to relish the chaos they create because, in their minds, it's constructive. Time is short, the stakes are high, and the measures required are draconian.
But make no mistake—the great intimidators are not your typical bullies. If you're just a bully, it's all about humiliating others in an effort to make yourself feel good. Something very different is going on with the great intimidators. To be sure, they aren't above engaging in a little bullying to get their way. With them, however, the motivating factor isn't ego or gratuitous humiliation; it's vision. The great intimidators see a possible path through the thicket, and they're impatient to clear it. They chafe at impediments, even those that are human. They don't suffer from doubt or timidity. They've got a disdain for constraints imposed by others.
The modus operandi of great intimidators runs counter to a lot of our most deeply entrenched preconceptions about what it means to be a good leader these days. We've all read the books and articles describing people who lead quietly and with great empathy and humility. But as you'll see, the leaders I've been studying think and work in an entirely different way: They're rough, loud, and in your face.
Beneath their tough exteriors and sharp edges, however, are some genuine, deep insights into human motivation and organizational behavior. Indeed, these leaders possess what I call political intelligence, a distinctive and powerful form of leader intelligence that's been largely ignored by management theorists and practitioners. In all our recent enchantment with social intelligence and soft power, we've overlooked the kinds of skills leaders need to bring about transformation in cases of tremendous resistance or inertia. It's precisely in such situations, I'd like to propose, that the political intelligence of the intimidating leader is called for.
Political Intelligence at Work
What exactly is so special about political intelligence? And how does it help set the great intimidators apart from other kinds of effective leaders? To answer these questions, we need to start by looking at conventional conceptions of leader intelligence.
Over the past decade, management theorists and practitioners alike have come to appreciate the roles that different forms of human intelligence play in effective leadership. Psychologist Howard Gardner—who first articulated the theory of multiple intelligences—suggested, for example, that social intelligence is what makes some leaders so adept at getting others to follow them and at extracting maximum performance from subordinates. Gardner defined social intelligence in terms of leaders' interpersonal skills, such as empathy and the ability to influence others on the basis of that understanding.
There's no question that it's important for all leaders to have these skills. Indeed, social intelligence is the sort of competency leaders rely on every day to accomplish the routine work of an organization. However, it's not the only kind of intelligence they need. What's more, in some settings (a rigidly hierarchical organization, for example), other forms of intelligence may be more useful. That's when the application of political intelligence, the hallmark of great intimidators, can make the difference between paralysis and successful—if sometimes wrenching—organizational change.
In understanding the distinction between socially intelligent and politically intelligent leaders, it's important to realize that they share certain skills. Both types of leaders are adept at sizing up other people. Both possess keen, discriminating eyes—but they notice different things. For instance, socially intelligent leaders assess people's strengths and figure out how to leverage them, while politically intelligent leaders focus on people's weaknesses and insecurities. Speaking of President Lyndon B. Johnson, one of history's truly great intimidators, former press secretary Bill Moyers noted that he possessed "an animal sense of weakness in other men."As one political scientist elaborated, Johnson "studied, analyzed, catalogued, and remembered the strengths and weaknesses, the likes and dislikes, of fellow politicians as some men do stock prices, batting averages, and musical compositions. He knew who drank Scotch and who bourbon, whose wife was sick…who was in trouble…and who owed him."
Not only do socially intelligent and politically intelligent leaders notice different things; they also act differently on the basis of their divergent perceptions. While leaders with social intelligence use empathy and soft power to build bridges, politically intelligent leaders use intimidation and hard power to exploit the anxieties and vulnerabilities they detect. Both kinds of leaders are good judges of character. But instead of having empathy for others, the politically intelligent leader adopts a dispassionate, clinical, even instrumental view of people as resources for getting things done. This absence of empathy opens up branches of the decision tree, exposing options that other leaders might reject.
While leaders with social intelligence use empathy and soft power to build bridges, politically intelligent leaders use intimidation and hard power to exploit the anxieties and vulnerabilities they detect.
Perhaps the starkest point of contrast between these two kinds of leaders is how willing they are to use hard power. Politically intelligent leaders appreciate the power of fear and its close relation, anxiety. As Harvard University's president, Larry Summers, once observed: "Sometimes fear does the work of reason." He went to Harvard determined to shake up the institution—and whatever else may be said about him, he has succeeded in doing just that. Interviews with faculty, staff, and students at Harvard who've had close encounters with Summers reveal a common pattern in his interactions: initial confrontation, followed by skeptical and hard questioning. "Perhaps we don't really even need a department like this at Harvard," he is said to have told one group of faculty at a "let's get acquainted" session.
Sometimes Fear Works
The findings and observations reported in this article are part of a larger, ongoing research program on what I call the genius-to-folly syndrome. That research focuses on why some leaders wield their power so effectively, while others overplay their hand and lose the game (see Roderick M. Kramer, "The Harder They Fall," HBR October 2003). Initially, I was interested in documenting people's negative experiences working under abusive, demanding leaders. Counter to my preconceptions, however, a fair number of individuals reported having positive relationships with intimidating leaders. In fact, some of these relationships were described as profoundly educational and even transformational. To be sure, the people I interviewed recognized the downsides of working under intimidating leaders—the anxiety, the trepidation. Yet many of them had no regrets and indicated that they would happily do it again.
The more I probed, the clearer it became that these leaders possessed something different from the social and emotional intelligence touted by management theorists. They had political intelligence. They used coercion, but they did so creatively and strategically.
It turned out that many of the truly great intimidators were concentrated in a few domains, including Hollywood, the high-tech world, and Washington, DC. In some ways, that pattern isn't altogether surprising. All of these places are famous for the bad behavior they elicit. Woody Allen once said about Hollywood bullying, "It's dog-eat-dog. No, it's worse than dog-eat-dog. It's dog-doesn't-return-other-dog's-phone-calls." I think we see a lot of such behavior in these select domains because the rewards are potentially huge and the competition for them is intense.
Political intelligence can be just as important as emotional and social intelligence in helping leaders achieve the results they desire, especially in highly competitive, contentious, or political environments. There is a sort of Darwinian logic to the efficacy of intimidation. It can give an edge in situations where any advantage, no matter how small, might make the difference between success and failure.
Such questions may not make a leader popular, but they certainly wake people up. And they sometimes compel people to think more deeply about their purpose in an organization and the value they add to it. In asking them to justify their existence, for instance, Summers has forced professors and administrators at Harvard to become more thoughtful about what they do. So though it can be painful, that exercise in justification leads to greater clarity about purpose and strategy. As Harvard Law School professor Alan Dershowitz bluntly pointed out in a television interview, "Most [university] presidents are too careful, too cautious, too frightened, too worried about tipping the boat, too worried about alienating anybody, too worried about offending anybody." Dershowitz went on to add that Summers" is a provocative president. I think in my 41 years at Harvard I have never seen a more exciting time, more diversity of views…and I think Harvard is a better place for it."
Summers's sentiments regarding the virtues of inculcating a little fear echo one of President Richard Nixon's convictions: "People react to fear, not love—they don't teach that in Sunday school, but it's true." For Nixon, leadership wasn't about inspiring others or being liked; it was about producing tangible results. And although too much fear or anxiety may induce trepidation and paralysis, too little may result in lackluster effort and complacency.
The great intimidators force people to review how strongly they feel about an issue. Are they really willing to go to the mat for it? If so, then they had better have a strong argument. It's then that the debate gets interesting, both for the individuals involved and for the organization. One Microsoft manager told me, "Bill Gates relishes intellectual combat. He hires the best and brightest— and most articulate—individuals because he wants the conversation to be at the highest possible level."
The Intimidator's Tactics
When it comes to understanding how politically intelligent leaders achieve such stunning results, the devil is in the details, and the details are to be found in the effective—but sometimes extreme—tactics these leaders use to coerce their subordinates to overperform.
Get up close and personal.
Many intimidators operate through direct confrontation. At times, they will even invade the personal space of the people they want to control. This mode of intimidation fits our stereotype of the hulking organizational bully.
Universal Pictures chair Stacey Snider found herself on the receiving end of this sort of treatment during an unexpected confrontation with Miramax's Harvey Weinstein at a cocktail party. Weinstein was upset because of rumors circulating throughout Hollywood that he had started a whispering campaign to discredit Universal's film A Beautiful Mind. At a celebratory dinner following the Golden Globes, at which A Beautiful Mind won several awards, including best drama, Weinstein cornered Snider. In a New Yorker article, Ken Auletta described their close encounter this way: "To the petite Snider, [Weinstein] was a fearsome sight—his eyes dark and glowering, his fleshy face unshaved, his belly jutting forward half a foot or so ahead of his body. He jabbed a finger at Snider's face and screamed, 'You're going to go down for this!'" This was the calculated sound and fury of a skillful intimidator. Snider understood that, and she held her ground with Weinstein.
A sure sign of the extent to which truly great intimidators are putting on an act is the fact that many of them work on their tactics when alone. General George Patton used to practice his scowl in front of his mirror. He called it his "general's face," and he wanted it to be as terrifying and menacing a countenance as he could make it. Entrepreneur Reggie Lewis also admitted that he spent time in front of his mirror perfecting what became his trademark frown. He believed that to really excel at hardball, it helped to have a face that fit the part.
In addition to aggressive physical demeanors, intimidators routinely use the weapons of language—taunts and slurs—to provoke their victims. This behavior is designed to throw others off balance. It's hard to think clearly and follow your own game plan when your buttons are being pushed. Clarence Thomas, associate justice of the U.S. Supreme Court, used this tactic to browbeat his Democratic opponents on the Senate judiciary committee during his nomination hearings. When accused by Anita Hill of sexual harassment, he asked the members of the committee how they would like to be so accused. The discomfort of the committee (which included an understandably subdued Ted Kennedy) was palpable. To complete the trick, he threw the race card down on the table, calling the procedure "a high-tech lynching for uppity blacks who in any way deign to think for themselves…[and don't] kowtow to an old order." By putting the committee on the defensive, Thomas pulled the moral high ground right out from under their feet.
Be angry.
Most intimidators use anger and rage to get their way. A calculated "loss of temper" does more than help intimidators prevail in the heat of the moment, though. It also serves as a chilling deterrent for potential challengers. While in some instances they are clearly putting on an act, intimidators aren't always in full control of their emotions when they go off on tirades. But even then a loss of control can be useful. As political pundit Chris Matthews once said, "Don't have a reputation for being a nice guy—that won't do you any good." He cited his experience working with former Maine senator Ed Muskie: "Muskie was the best of them all, the absolute best, because nobody wanted to tangle with the guy. You know, why tangle with the guy? Why ruin your day? A bad temper is a very powerful political tool because most people don't like confrontation." People will think twice before confronting you if you've got a reputation for being willing to scorch a little earth rather than back down.
Managing Great Intimidators
To be on the receiving end of an intimidating leader's unreasonable behavior is never easy. Legend has it that film producer Scott Rudin has gone through more than 250 assistants over the past five years. (Rudin says that he fired only 119, but that doesn't include people who didn't make it past his two-week trial period.) As we've seen, though, the payoff is big for those individuals with staying power. As film producer Craig Perry, Rudin's protégé, has acknowledged, "I attribute an enormous amount of whatever success I've been able to attain directly…[to] how I saw [Rudin] operate."
The trick for reaping those big benefits is to find a way to work effectively with the great intimidators and get them to want to mentor you. Here are a few suggestions that may help:
It pays to check out the great intimidator's past. Find out which people have managed to work effectively with him or her. Learn what worked well for them. For every great intimidator I've studied, there have always been a few individuals who've discovered a way to work successfully with him or her. Before becoming Secretary of State, notes biographer Ann Blackman, Madeleine Albright managed to collaborate with Ed Muskie because "she wasn't cowed by him. She actually liked going into his office, which they called 'The Lion's Den.'" Muskie would rant, and Albright would push back. As a result, he respected her quite a lot. And that became the basis of one of her early and most important mentoring relationships. Muskie also taught her more than a little bit about dealing with intimidators.
The saying "Work smarter, not harder" is popular for a reason. There's a lot of wisdom behind the notion that being efficient and clever with one's time and effort is important. But putting in the time may impress great intimidators even more. Matching their energy and drive is one way to get their attention. Back when he was a newcomer to the Creative Artists Agency mail room, Stuart Griffen used this strategy to secure the coveted spot as Michael Ovitz's assistant. "He knew I worked hard. He'd come back to the office at eleven o'clock at night, and I'd still be there. He'd come in on a Sunday, and I'd be there. I was in, both feet, plus 200%. I remember writing a note to myself: 'Get anything, anywhere, anytime.'" It took months of sustained effort, but eventually, Griffen got the job.
Laugh at their antics—and earn their respect.
President Lyndon Johnson was famous for trying to intimidate aides by asking them to meet with him while he was using the toilet. "Come closer! I can't hear you!" he would yell at them while dictating memos and giving orders from the commode. But film industry magnate Jack Valenti, who was Johnson's special assistant back in the day, has noted that Johnson did this primarily to see how much aides would bend to his will. One aide used humor to show that he wasn't easily flustered or dominated. He extracted a laugh from Johnson by calmly responding, "I'd be happy to move closer, Mr. President. But it seems you have the only seat in the room." Proving yourself unflappable is a terrific way to impress a great intimidator.
Call their bluff.
When dealing with great intimidators, it can help to simply call their bluff. This tactic is particularly effective when you're dealing with an informational intimidator, especially when you suspect that he or she is mixing truth and fiction. Just saying, "I don't believe it" will buy you time. This puts the ball right back into the intimidator's court, and it shows that you aren't a pushover. Displaying a toughness under pressure often impresses great intimidators, who are looking for people whose inner steel matches their own.
Keep your perspective.
Don't take things too seriously. David O'Connor, another young and ambitious CAA agent determined to become Ovitz's right-hand man, described what it was like interviewing for the position:
When I walked in, Ovitz was behind his desk, on the phone. He said, "Sit down—over there," pointing to the couch. Ovitz's office got pretty heavy afternoon sun…so I couldn't see his face, only his shadow, which I later learned was intentional. He also kept interrupting our conversation. He'd tap a phone next to him, and moments later [his secretary] would come in. He'd say a few things, then she'd go. Then she'd come back. I later learned he was buzzing her in, for no real good reason other than to shake me up. He wanted to see if I could handle the distractions. He wanted to keep me on edge.
O'Connor did handle the distractions, and he won the job.
Stick around.
Too often, we are tempted to pack our bags and find an easier job. That instinct is understandable—an early exit can look awfully attractive. But remember why you wanted to work for the intimidator in the first place: to learn. If he is just sometimes unreasonable in his demands, take comfort in the fact that in the process of working with him you can sharpen your own negotiation skills. As Columbia Pictures' Dawn Steel, the first woman to run a major movie studio, put it: "Barry Diller taught his protégés to bite, kick, and yell. Now they're running Hollywood." You can go the distance if you can learn how to appreciate genius at work.
This point may seem simple and obvious, but it's worth emphasizing because people often don't fully appreciate how much ground they may yield simply to keep intimidating leaders from getting in their face or ruining their day. Without consciously or completely realizing it, they may even leave the playing field in order to avoid an unpleasant encounter. Or they may hold back in the hope that someone else will stand up to the great intimidator. Either way, intimidators end up getting what they want. Contrived anger of this type is especially prevalent among politicians. Indeed, Pulitzer-winning journalist Hedrick Smith has even given a name to it: porcupine power.
Keep them guessing.
Many leadership books these days tout the importance of transparency. We trust leaders when we feel we know their intentions and motives, a lot of authors say. According to this view, leaders must take great pains to be sure other people understand them and why they are doing what they're doing. Intimidators don't buy into this idea at all. They prefer to remain unfathomable because this keeps subordinates on their toes and makes it easier to change direction without losing credibility. If people don't know where you're coming from or where you're going, it's easier to catch them by surprise.
Some leaders preserve their mystery through deliberate distance; many of the great intimidators I've studied cultivated an aloof demeanor with subordinates. When he was U.S. Secretary of Defense, Robert McNamara was especially famous for his cold and distant style. As journalist and historian David Halberstam noted in The Reckoning, "He shunned small talk. Small talk wasted time and encouraged intimacies. Intimacies were unwanted, at least with employees." McNamara's intimidating demeanor with subordinates and rivals was an act. He had no trouble turning on the charm with those he wanted to please. With presidents Kennedy and Johnson—the men he had chosen to serve—he was uniformly described as warm, witty, and attentive. He was such an interesting and pleasant conversationalist that his presence was enthusiastically sought at Washington cocktail parties. As McNamara's behavior illustrates, great intimidators can also be great ingratiators and seem to be able to change their demeanor in a chameleon-like way to suit their needs.
Silence and sullenness are also powerful tools. "You're not sure why the person is displeased with you, but you sure sense it," one former HP employee told me when describing a meeting she'd had with Carly Fiorina. Subordinates of silent, sullen intimidators end up spending a lot of time huddled around the watercooler trying to figure out whether they're in or out—and then go and sit in their offices and dream up ways of pleasing the boss. The really skillful silent intimidators even make it hard for followers to know for certain that they are even intimidating you. If confronted about their behavior, they are likely to protest innocence, claiming you've got them all wrong: "Who, me? You're just being paranoid!" Many subordinates have accused Disney's Eisner of this kind of behavior.
Know it all.
Mastery of the facts—or at least the appearance of it—can also be hugely intimidating. "Informational intimidators" always have facts and figures at their fingertips, while their opponents are still trying to formulate an argument or retrieve something from memory. British prime minister Margaret Thatcher was legendary for her ability to silence or paralyze her opponents with her superior command of whatever topic was being debated. As one observer noted, Thatcher was a "demon for information, for research, for numbers. She devoured them, [and] she remembered them…No one could out-study or out-prepare her." In one famous confrontation in the House of Commons, Thatcher took on and "battered into submission" the able and respected Richard Crossman. "It was obvious," recalled John Boyd-Carpenter, the cabinet minister in charge at the time. "She had done her homework, and he had not done his."
Often, it doesn't even matter all that much whether the "facts" are right. When it comes to making a good impression or anchoring an argument, the truly great intimidator seizes the advantage. Even the misleading or inaccurate factoid—when uttered with complete confidence and injected into a discussion with perfect timing and precision—can carry the day. In a negotiation or board meeting, less confident individuals are likely to remain silent and avoid challenging someone presenting her case with assurance. It's only later, when there might be time to check out the accuracy of a statement, that people realize they've been hoodwinked. By then, however, it's too late: The moment is gone, and the informational intimidator has walked away with all the marbles. Robert McNamara raised this technique to the level of an art. When he and Lee Iacocca were at Ford, Iacocca once commented to another executive, "That son of a bitch [McNamara] always has an answer, and it always sounds good. But you know," he added, "I checked some of it out after a meeting, and some of it is really bullshit. Stuff he just made up."
The Intimidator's Magnetism
At this point, you might be wondering just what the draw is. Great intimidators trample on people's feelings and set impossible standards. Even when others meet those standards, they're given little if any credit.
But despite all the drawbacks, my research shows, great intimidators are often magnets for the best and brightest. Consider the brilliant Nobelist James Watson, one of the scientists who discovered the helical structure of DNA. Edward O. Wilson, the famous Harvard sociobiologist, recounted what it was like to be a colleague of Watson's: "He arrived with such a conviction that biology must be transformed.…[He felt that] what had gone before was infested by stamp collectors who lacked the wit to transform their subject into a modern science." Wilson continued, "At department meetings Watson radiated contempt in all directions. He shunned ordinary courtesy and polite conversation, evidently in the belief that they would encourage the traditionalists to stay around…[and he spoke] with casual and brutal offhandedness." Not surprisingly, few dared call Watson on the carpet. But Watson's students—many of whom achieved their own eminence—pointed out that he was inspiring as well as demanding. As one put it, Watson "always introduced the right mixture of fear and paranoia so that we worked our asses off."
There are many such stories in business. A former executive of Martha Stewart's told me what it was like to work with Stewart on a project:
She had the most amazingly well-organized and disciplined mind I've ever known. She grasped things instantly, and she had the ability to direct your attention to the single most important thing you should be thinking about or doing at that particular moment. She could be incredibly impatient and brusque if you were slow on the uptake—but if you could keep up with her, and perform to her standard, it was tremendously satisfying.
A former Apple executive who had been involved with the launch of the original Macintosh computer in 1984 had similar things to say about Steve Jobs: "[He] was the most difficult human being I've ever worked for—but he was also the most technologically brilliant. No one knew technology better than he did, and no one had a clearer sense of where it was going."
Intimidators instill fear in their employees, but the really great ones instill something else as well—and that's another way in which they are different from your run-of-the-mill organizational bully. As one former aide of legendary tough guy Admiral Hyman Rickover told me, "Not measuring up in his eyes meant more to me than anything else—even my father's." In a similar vein, a former Pixar employee said of his time working under Steve Jobs, "You just dreaded letting him down. He believed in you so strongly that the thought of disappointing him just killed you."
As these quotes make clear, people like to work for great intimidators because of what can be learned from them and because they inspire great performance. Many of the people I spoke with said they did their best work ever when working for a great intimidator. But the appeal goes beyond that. A lot of people are fascinated by difficult leaders because they want to possess a little "inner intimidator" of their own. During a senior executive education program on power and leadership that I teach every year at Stanford University, I once asked participants to indicate which leadership qualities they felt they most lacked and which ones they wished they possessed more of. I fully expected them to cite the sorts of qualities associated with social and emotional intelligence, celebrated by Daniel Goleman and others. Yet, surprisingly, a large number of these accomplished executives named attributes like toughness and forcefulness. Despite their proven success, these leaders felt they were still too nice and too concerned about what their employees thought of them.
When Are They Too Tough?
Using intimidation to maximum effect hinges, as we've seen, upon the politically intelligent leader's shrewd appraisal and manipulation of others' weaknesses and insecurities. Unfortunately, it's all too easy for great intimidators to cross the line between demanding and abusive. Indeed, many intimidators walk so far past that line that they're heading out the door before they know it, as evidenced by the recent fates of several leaders mentioned in this article.
So what causes great intimidators to drift from creative coercion and effective manipulation into unchecked arrogance and self-destructive folly? There seem to be several factors. First, many intimidators who set themselves up for a fall tend, ironically, to be too good at what they do. Because they are so adept at bending others to their will, they win even the arguments they should lose.
Relatedly, the more effective and successful they become, the more these intimidating leaders risk isolating themselves from critical or dissenting views. Because they tend to push away anyone who disagrees with them, great intimidators often end up surrounded by sycophants who parrot back only what the intimidator wants to hear, singing his every tune. Everyone needs checks and balances to make good decisions. It was after Disney president and COO Frank Wells's tragic death in a helicopter accident that Michael Eisner began to get into trouble.
In some instances, the great intimidator just stops listening. "Often wrong, never in doubt," people often said of Carly Fiorina. Indeed, Fiorina rejected her board's advice that she bring in a COO to help her manage some of the problems HP was having. Although perhaps not the final straw, her refusal to bend helped bring about her forced exit.
Finally, the great intimidators often simply fail to keep track of the number of enemies they are accumulating. They also underestimate the power of those who are starting to line up against them.
Not all of the great intimidators, I should emphasize, follow in the footsteps of Fiorina. Some avoid being ousted by gaining perspective, especially from earlier stumbles. They display a willingness to learn from experience and change their ways even when they are at the top.
One legendary intimidator in particular, Bill Gates, has done a remarkably good job of staying on the right side of the line. Is he just lucky? "The genius of Bill Gates is that he listens," one former Microsoft employee commented to me. And to improve the quality of what he listens to, he surrounds himself with people who are willing to engage in all-out intellectual combat with him. He's also created an advisory system that keeps him in touch.
All the program participants considered themselves strong on people skills—they generally thought they had social intelligence in abundance and knew how to wield soft power to great effect. Yet they felt that their socially intelligent selves sometimes got in the way of their ability to do the dirty work needed to raise their organizations to the next level of performance. Being sufficiently tough, they seemed to sense, required something that didn't come so naturally or easily to them (and perhaps to most of us). One executive, for instance, told me that he yearned to possess more of a command presence when dealing with his board. Another said, "I would love to have Carly [Fiorina]'s ability to stare down her opponents." The participants felt that they had achieved less than they might have, and they attributed the shortfall in performance to their failure to fully and effectively use their positional power. To put it another way, they believed that they could stand to be a little less socially intelligent and a little more politically intelligent.• • •
People may not like intimidators, but they do respect the truly great ones. The political intelligence of the great intimidator may have its downsides, but it can also be used creatively and toward great purpose, just like any other form of influence. One observer of Michael Eisner's recent travails at Disney had this to relate:
What is lost in the stories about Mr. Eisner's arrogance, greed, and insensitivity is the more illuminating tale of how he transformed a faltering animation and amusement park company into one of the world's most successful entertainment companies. When he assumed command in 1984, Disney had a market value of $1.8 billion. Today its market value is $57.1 billion.
So before we throw out all the great intimidators—and turn the organizational helm over to those gentle, humble, self-effacing leaders who've apparently been waiting in the wings—we might stop to consider what we would lose. Great intimidators may create disharmony, but they also can create value.
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Willingness and ability to travel up to 20% of the time, primarily domestically.
Provides technical support of the repair, maintenance, installation and debugging of the software systems and equipment, including PLC, HMI, VFD, & IoT. Embraces the Lean Enterprise strategy and adheres to all safety policies.
Performs or oversees installation of the software systems of the equipment at the customer's site or remotely according to the sales order. Liaisons with the engineering development team as needed. Completes required documentation in an accurate and timely manner.
Troubleshoots and resolves application-related issues/problems in customers' facilities or remotely. Contacts other resources as needed to resolve issue/problem. Works with engineering on any necessary ECR driven by issues identified in the field. Inspects the systems of the equipment installed and generates documentation.
Works closely with automation and control programmers to make changes and updates to equipment software as necessary. Maintains and secures tools, equipment, test devices, mobile devices and assigned service instrumentation.
Trains customers in proper machine systems maintenance and operation of the entire product lines. Creates training aids for customers and fellow employees. Documents findings that improve quality and/or efficiency. Performs factory training classes directly to customers.
Follows-up with customers on all open issues. Communicates opportunities to appropriate Regional Sales Managers. Works on process improvements with engineering dept. Reviews and maintains daily e-mail correspondence including field schedule updates.
Enters daily notes in CRM (Customer Relationship Management) software. Enters time and activities into CRM software.
Fills out bimonthly expense reports and time logs. Arranges travel, accommodations and contacts. Creates documentation as needed to share with fellow employees.
Supports customers, engineering and internal sales staff on issues involving the software of products.
Provides Help Desk Customer Support through documentation and by answering questions on problem solving of issues/problems.
Conducts live equipment demonstrations. Assists at trade shows and demonstrate equipment features and benefits.
Performs other duties as assigned. Takes training courses as required staying current with new technology and OSHA safety standards. Provides information and promotes client products that will benefit customer's operations as needed.


Laughing Buddha has been regarded as an incarnation of Bodhisattva and due to his protruding belly and jolly nature was given the name laughing Buddha. Images of Laughing Buddha can be seen gracing various amulets, temples and restaurants. The benevolent Buddha is also regarded as deity of abundance and contentment.
You can always see him carrying a sac which is always filled with some precious things. He is patron of weak, poor and children's.


Gets a bit warm in warm weather and you can't simply leave the windows open to cool as the biting insects are drawn in by the lights. No wi-fi, which would have been useful, especially as mobiles get no signal - unless you really want to be away from it all! We enjoyed ourselves. There's a Morrisons in Dereham 5 miles away and a very good general store in nearby Swanton Morley, and its well placed for Blickling Hall, Oxburgh Hall, Wells-by-the-sea and Norwich. We'd happily go again.
Our second stay this year at Little Lodge 1 and on both times it has been wondeful to just turn up and find it spotlessly clean, freshly aired and with everything provided for a self catering holiday. The owners are around if you need them for anything but are not intrusive, they just leave you to it. Ideal place.
The welcome pack provided by Jackie and Kevin is excellent and enables you to chill out with a drink and snack before tackling the unloading of your car.The Lodges are quiet and secluded with no passing traffic and the extensive grounds are meticulously maintained by Kevin.No wi-fi and intermittent phone reception may not suit everyone but can help for a truly relaxing 'get away from it all' week in a beautiful part of Norfolk.
Jackie clearly takes pride in keeping the cottages clean, well maintained and having everything in working order and thinking of everything a customer might need for a self catering holiday. It's in a quiet country location just five minutes drive from the town of Dereham.
It's situated down a private road, there is no passing traffic, it is so peacefully quiet. We have booked again already and would certainly have no hesitation in recommending this cottage.
Everything we needed. Helpful owners & plenty of goodies on arrival. Thank you.
my wife and i have stopped in both little lodge 1 and 2 over the last couple of years and both cottages are five star the welcome pack alone is worth five stars and the owners are very pleasant and helpfull i require a electric scooter to get around on and they made sure it was fully charged each and every night ready for the next days touring i would recomend Little Lodge 1 and 2 plenty of elbow room in both and realy clean.
Just stayed here whilst house hunting in Norfolk. Lovely cottage, spotlessly clean and well equipped in a peaceful setting. The owner Jackie was so helpful, offering to print house details off the internet and letting us use her map book. On arrival there was milk teabags and coffee as well as biscuits - most welcome. Would highly recomend these cottages. Centrally placed with good access to A47.
A delightful bungalow in the Norfolk hamlet of Bylaugh set within the owners' grounds located on the edge of the Bylaugh Park Estate.
This spacious Bylaugh cottage offers an open plan living area with well-equipped kitchen with dining table and chairs, leading to a sitting area with French doors.
These doors lead onto a raised patio area with garden furniture where you can sit and relax while watching the local wildlife in the shared garden.
To the front of this Bylaugh cottage there is a private patio area with views across fields and woodland, perfect for reading a book or sipping a morning coffee while planning your day trip.
Within walking distance of this Bylaugh cottage is the River Wensum which is frequented by picnickers and swimmers in the summer months, with free fishing on stretches of the river less than 200 yards from the cottage.
Fishermen and walkers can enjoy beautiful fishing lakes, or you can take a leisurely country walk through Bawdeswell Heath with 37 acres of heathland or the nearby nature reserves of Hoe Rough and Foxley Wood which is an ancient woodland exceptionally rich in flora.
Just 3 miles from this Bylaugh cottage is the popular local market town of Dereham with a good selection of shops, supermarkets and restaurants as well as Tuesday and Friday markets, a sports centre and a cinema.
A lovely Bylaugh cottage that can be enjoyed any time of the year.
Note: This cottage is next to Ref. 3580 and together they accommodate 4 people.
All ground floor. One double bedroom. Shower room with shower, basin and WC. Open plan living area with fitted kitchen, dining area and sitting area. Shared outside utility room.
Bylaugh is a tiny hamlet with a Saxon round towered church, nestling by the River Wensum, located between the villages of Swanton Morley and Bawdeswell.
Both villages, each 1.5 miles away, have village stores and public houses with restaurants.
Swanton Morley also has a butcher's/delicatessen and village bakery.
The large market town of Dereham offers an array of shops and supermarkets, a sports centre, cinema, church, museums, and the Mid Norfolk Heritage Railway.
A traditional weekly market is held on Tuesday and Friday in the market square.
The city of Norwich with its bars, restaurants, cathedral and castle, is 16 miles.
There is plenty of walking, fishing and cycling in the area, which is within reasonable driving distance of Sandringham, the Norfolk Showground, Pensthorpe or even the glorious coastline..


text:
The State Committee for Science and Technology (Gosudarstvennyi Komitet po Nauke i Tekhnike—GKNT) was an influential committee established in the Soviet Union in 1965. It took over from the State Committee for the Introduction of New Technologies (Gostekhnika) which had existed since 1948. The organisation was abolished on 1 December, 1991 by the Decree of the State Council of the USSR of November 14, 1991.

Personnel
Vladimir Kirillin was appointed chairman. He retained this position until 1980 when he was replaced by Gury Marchuk. Dzhermen Gvishiani was appointed Deputy Chairman.

References

Organizations based in the Soviet Union

redpajama_set_name: RedPajamaWikipedia


text:
Common Name: lemon balm
Type: Herbaceous perennial
Native Range: Southern Europe
Bloom Time: June to August
Bloom Description: White to pale yellow
Water: Dry to medium
Suggested Use: Ground Cover, Herb, Naturalize
Leaf: Fragrant
Tolerate: Deer
Easily grown in average, dry to medium, well-drained soils in full sun to part shade. Plants like full sun in northern areas but appreciate some part afternoon shade in hot summer climates. Plants adapt to a wide range of soils including poor ones. Avoid wet soils, particularly in winter. Frequent pruning, including removal of spend flower stalks, tends to (1) encourage growth of new leaves which have the best fragrance, (2) minimize self-seeding and (3) form the most ornamentally attractive plants. Unpruned plants may acquire a somewhat weedy appearance.
Melissa officinalis, commonly called lemon balm, is a bushy herbaceous perennial of the mint family that is typically grown in herb gardens and border fronts for its lemon-scented leaves. It is native to southern Europe, but has escaped gardens and naturalized in many parts of the U.S. (Eastern, Midwestern and Pacific Northwest states). Wrinkled, ovate, medium green leaves (to 3" long) appear in pairs on square stems rising to 2' tall. Tiny, two-lipped, white flowers appear in the leaf axils throughout summer. Although the flowers are ornamentally inconspicuous, honey bees love them. Leaves are edible and may be added to salads, soups, sauces or vegetables. Leaves are also used to flavor teas. Dried leaves may be added to sachets and potpourri. Plants also have a history of herbal medicine usage for a variety of purposes including, inter alia, calming nervous disorders, soothing insect bites and treating colds.
Genus name comes from the Greek word melissa meaning a honeybee, also the name of a Cretan princess who first discovered how to obtain honey.
Specific epithet means found in shops. Applied to plants with real or supposed medicinal properties.
No serious insect or disease problems. Powdery mildew, leaf spot, leaf blight and gray mold may occur. Plants will spread by self-seeding, but are generally not considered to be too aggressive.
Herb gardens. Border fronts. Naturalize as a ground cover in informal areas.

redpajama_set_name: RedPajamaCommonCrawl


text:
Acumen helps deliver JetBlue's new A321neo
By Jonny Clark / September 29, 2019 / BRANDING, CABIN / Leave a comment
Last week saw JetBlue, alongside its official design partner, Acumen Design Associates, unveil the latest cabin interior design for the airline's new A321neo aircraft.
The aircraft is already servicing the New York JFK to Fort Lauderdale route and will eventually serve two new international routes for JetBlue: New York JFK to Guayaquil, Ecuador, and New York JFK to Georgetown, Guyana.
The stylish new cabin sets the standard for the airlines passenger experience, and matches the brand experience on the ground. The cabin features JetBlue's signature free on-board Wi-Fi; brand new 10-inch IFE screens in every seat back; a welcoming, bold entrance with a privacy partition; and the redesigned self-service snack and drinks station midway through the cabin.
Now renamed 'The Pantry', this on-board self-service space features a more residential design approach, combining the airline's distinctive blue colours with natural wood finishes and soft downlights – creating an engaging space for customers to socialise and refresh with complimentary food and drinks, just like they would at home. Customers are subtly guided to this zone by creative mood lighting, which creates a blue hoop in the middle of the cabin, resonating with the denim-style carpet of the main cabin.
The cabin has also been fitted with the Collins Aerospace Meridian seat, which offers an improved seat width of 18 inches. Both JetBlue's Core and Even More Space seats feature a custom-made, E-leather dress cover designed by Acumen and manufactured by upholstery specialists Sabeti Wain Aerospace.
The Core dress cover has been embellished with the airline's distinctive blue branding, while the Even More Space seats feature a bold orange halo, highlighting the increase in seat pitch (at least 35-inches). The seats also include adjustable padded headrests as standard, ensuring all customers have the required head and neck support to enjoy the in-flight experience.
What is really nifty, is Acumen's new 'backpack' stowage system that has been introduced on every seat back throughout the cabin. Featuring more pockets and a woven elastic grid that can be configured to suit individual needs, the design has improved the functionality of a part of the seat which is often ignored.
Customers are now able to securely store, organise and charge multiple personal items – such as phones, tablets, headphones and passports – and easily access them when needed.
The main entranceway to the aircraft has also been redesigned providing more privacy between galley and cabin. Acumen integrated the bold JetBlue identity into a strong architectural signature at the door, which included a bespoke graphic arc flooring design and customised front row partition.
Alongside its privacy benefits, the partition also offers fold down tables and new stowage options for crew iPads, as well as a subtle window to facilitate a direct view of the cabin for crew seated in the attendant seats.
Daniel Clucas, senior designer at Acumen Design Associates commented: "JetBlue has a long-standing reputation in the aviation industry as an airline that puts the customer at the heart of everything it does. By re-working the LOPA and developing custom stowage options, we were able to give customers more choice in how they use their increased space. We worked JetBlue's brand image into every part of the cabin, and the new design greatly improves the narrow body flying experience, offering JetBlue customers an incredible leap forward, unmatched by its US rivals."
Andrew Litavis, product development manager at JetBlue said: "It is not every day two innovative powerhouses of the industry come together to create something new, but that is exactly what has happened here. Built with our crew members and our customers in mind, the new A321 cabin is unlike any other single-aisle aircraft interior flying today – and will redefine expectations for economy travellers taking to the skies."
Tags: a321, acumen, Cabin, design, galley, interiors, jetblue, low cost, neo, seat, usa


how difficult is a v-belt replacement?
Usually pretty easy with the auto tensioners. I haven't looked at tensioner on GX but on another car a 1/2 socket drive us used to release tension and then I used a L shaped Hex key to hold in place.
Simple things (subjective) become mentally difficult when it MUST be immediately accomplished and supposed simple things can become a hassle.
I would really like to accomplish this on my own just for personal satisfaction.
Last edited by tecman; 01-29-19 at 05:28 PM.
It doesn't appear service guide shows replacement but shows inspection at each service interval.
At 124K miles I prefer to replace it. If this breaks I am screwed.. .While Lexus is reliable, Belts and hoses have a limited life and yes there are factors on the wear. Just want to be proactive here. Probably a 1 time thing for me and piece of mind.
I would replace it too.
At 124k miles, you could also replace the fan pulley bracket too while you're there.
Looks awfully tight in there. I'm due to do mine in 5k when my rig hits 120k... I was eyeballing it awhile back and it seems like it might be a challenge just due to the lack of space.
I can't say I have looked closely at what it would take. I would imagine you want to take lower skid off as well as the top plastics. With tensioner pressure released belt should be fairly loose.
Last edited by Acrad35751; 01-30-19 at 10:22 AM.
If you remove the fan, there's plenty of room. I didn't do the work but gave it to a friend when replacing the waterpump.
I didn't recall it took that long either. The old belt looked really good at 45k miles, no strays or micro cracks. It could be passed as new.
Why are the 2 belt diagrams above different?
The belt fit many vehicles so maybe one the diagram is for a Sequoia or Tundra?
I forgot about the sticker.
Ordering mine to give it a go next week or so. Even though it's tight, it looks doable without too much fuss. Will document it with pictures and tips once it's complete.
My belt looks fine at 117k, no cracks at all, but with all of my documentation, I show no history of it being replaced.
FYI, OEM belt is about $90. Half tempted to run a Conitech or Dayco which is less than $30.


text:
Q: why can't I use ":=" to assign values in this situation? just like this demo:
func main() {
    type test struct {
        string
        int
    }

    t := test{}
    t.string, i := foo() // compile error: ',', ';', <assign op>, new line or '}' expected, got ':='
}

func foo() (string, int) {
    return "", 0
}

it will cause compile error like "',', ';', , new line or '}' expected, got ':='", "Syntax error: unexpected end of statement, expecting := or = or comma"
I need to do like this:
func main() {
    type test struct {
        string
        int
    }

    t := test{}
    var i int
    t.string, i = foo()
}

func foo() (string, int) {
    return "", 0
}

Can someone tell me why?

A: @mkopriva's answer is correct but I think it's worth clarifying this as this confused me as a newbie also.
tl:dr
The language is defined this way.
How is it defined this way?
If you look at the spec

Unlike regular variable declarations, a short variable declaration may
redeclare variables provided they were originally declared earlier in
the same block (or the parameter lists if the block is the function
body) with the same type, and at least one of the non-blank variables
is new.

It would appear your syntax should work.
type test struct {
    string
    int
}

t := test{}
t.string, i := foo()

But the key point is that one is a declaration and assignment, and one is just an assignment.
:= is the short form of declaring a variable and = is the assignment operator. Despite looking deceptively similar, the language spec allows them to do different things.
If you look at the spec for Assignments you can trace the valid syntax to be:
PrimaryExpr =
    Operand |
    Conversion |
    MethodExpr |
    PrimaryExpr Selector |
    PrimaryExpr Index |
    PrimaryExpr Slice |
    PrimaryExpr TypeAssertion |
    PrimaryExpr Arguments .

Operand contains the syntax for an identifier (variable). You can see that both Operand and PrimaryExpr Selector are valid to be assigned to. The syntax t.string is a selector, not an identifier.
Looking at the spec for short declarations and find the list of valid syntax:
ShortVarDecl = IdentifierList ":=" ExpressionList .
/.../
IdentifierList = identifier { "," identifier } .

You can see the only thing that is allowed on the LHS is an identifier.

redpajama_set_name: RedPajamaStackExchange


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Advantage Credit Union, Inc. offers a VISA Platinum Card with a competitive rate and no annual fee.
If you want to wire money or have money wired into your account, we offer this service for a fee of $20 dollars incoming or outgoing.


text:
Home Teams Arsenal Arsenal star calls time on international career
Arsenal star calls time on international career
Saikat
Arsenal defender Per Mertesacker has announced his retirement from international football. The Germany defender, who will be 30, this September, played 104 times for his country and finished his international career on a high by winning the World Cup in Brazil.
"Winning the World Cup was the best possible end to 10 years in the national team," said Mertesacker. "I've moved aside to let younger players take over.
"We don't have to fret about the future, we are better equipped than ever before. I'm happy that I've been able to play for so long, happy that people have trusted in me."
The German defender however insists that he feels more motivated to win silverwares with Arsenal.
"I'm still hungry for more titles, but I want to win them with Arsenal – to win the league, perhaps have a go at the Champions League. We've got a taste for silverware now, after winning the FA Cup.
"I'm a world champion but you can't let yourself go because of that," added Mertesacker. "There are new challenges. I'm vice-captain at Arsenal and I know that I have more responsibilities now. I want to achieve big things with the club.
"Having more time off for your legs and your head is not a bad thing in that respect – especially at my old age."
German superstars Miroslav Klose and Philipp Lahm have also announced their retirements early this summer. Mertesacker believed it's time for new generation of players to take Germany forward.


text:
Doc Frank
A cheerful heart is good medicine
Kinder is Gooder
"Neither genius, fame, nor love show the greatness of the soul. Only kindness can do that."
-Jean Baptiste Henri Lacordaire, preacher, journalist and activist (1802-1861)
I was trained to be a competent doctor. By the time we left medical school (26 years ago…), we could save lives, diagnose most diseases, prescribe for the most common of these, and complete basic surgery. A year of internship later (working an average of 100 hours a week), we could do still more.
When looking for a doctor, most of us patients focus on credentials. You look at the doctor's "power wall" to see how many certificates are hanging there. You ask friends for recommendations. You want the best.
But a pleasant bedside manner? That's well and good for the elderly, but how does it help ME to get better?
Most of us would rather have a clever doctor. We want competence first and foremost.
Researchers at Stanford University show that this view is wrong.
The goal of entering the healthcare system is to get healthy, right?
It turns out that kind doctors are better at reaching this goal.
Social psychologists Lauren Howe and Kari Leibowitz studied the effects of doctors' bedside manner on patients. The studies were small in sample size, but the results are surprising nonetheless.
76 subjects took part in an allergy study. A doctor administered skin-prick allergy tests to these subjects, using histamine (a substance that causes allergic reactions in all people).
After this, the doctor examined the subjects' arms. With some, he didn't say much. With others, he said, "From this point forward, your allergic reaction will start to diminish. Your rash and irritation will go away."
Nobody was given any medicine to relieve itchiness or irritation. But the ones who got the reassuring words reported less itchiness than the ones who hadn't.
For the next study, the psychologists wanted to see if a doctor's personal warmth made a difference.
Again, subjects were given a histamine skin prick. But this time they were split into three groups that saw three different doctors.
One doctor was kind and friendly. She smiled and addressed patients by name. She chatted with them and made eye contact.
The second doctor was cold. She stared at her computer screen. She didn't introduce herself. She spoke to the subjects only to ask them for practical information.
A third doctor acted competent but was not warm.
All three doctors gave patients a cream saying it would help with the allergic reaction, the irritation, and itching. The cream was actually a placebo (unscented hand lotion). There was nothing active in it.
It turns out ONLY the group with the friendly and professional doctor had reduced allergy symptoms.
"Doctors who are warmer and more competent are able to set more powerful expectations about medical treatments," said the research team. "Those positive expectations, in turn, have a measurable impact on health."
Good medical care requires more than just cold, hard facts. It requires caring. This is probably what Hippocrates called "the art of healing". Science alone is not enough.
Find a doctor who treats you like a human being, not just a problem to be solved. You will get better faster.
As the Stanford researchers noted, doctor-patient rapport isn't just a "feel-good bonus that boosts Yelp reviews." It's "a component of medical care that has important effects on a patient's physical health."
Note: This is not hocus-pocus stuff. The medical environment is a stressful one for patients, even at the best of times (and there aren't many good times in a hospital). Stress leads to higher cortisol levels. Cortisol is the master brain behind everything that goes wrong in your body. It weakens the immune response, shuts down parts of the brain and pushes up blood glucose. All useful if you are running from a lion, but not good in the day-to-day setting. Reassurance and encouragement lower stress, thus lowering cortisol and increasing the rate at which the body heals itself.
Everyone Keep Calm And…
Vitamins: Heroes or Villains?
Ash Monday
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UK gas production virtually halved between 2000 and 2010, and imports have risen significantly, so that the UK is now a net importer of gas. More than half of the gas imported comes via a pipeline from Norway, but a growing share – over a third of imports in 2010 – is in the form of LNG imported by tankers, mainly from Qatar.
The use of natural gas is a very significant contributor to UK carbon dioxide emissions, accounting for just over 45% of total emissions in 2010.
Fracking is a way of extracting gas from shale rock formations, usually located at depths of 1000 – 4000 metres, this gas is know as 'shale gas'.
Shale gas is chemically the same as natural gas, being mainly methane. However fracking releases additional emissions that are due to how the gas is extracted. The main sources of additional emissions are how much gas is vented (released to the atmosphere in controlled manner) or flared (burnt off at the site) and how much escapes unintentionally (known as 'fugitive emissions'). Fracking will, therefore, put the UK's emissions targets at risk, as methane contributes to climate change at a level that is 25 times greater than CO2.
The US company, Cuadrilla has just been given planning permission to drill in the Blackpool area and has said it could drill over 800 wells in the UK by 2028.


Yes, the scale does not address release levels. It actually seems fairly vague in intent when you read it.
For example, nobody poured water over the slagged core in the Rx vessel at TMI-2 and then overflowed it via the containment into the surrounding environment. If that were the case, then I am sure the numerous times I drove by the site while visiting family in Hersey and Harrisburg would not have been possible.
"The TMI-2 Memorial Picnic Area".
Skipjack wrote: They still have not sent in any darn robots yet?
In Japan's nuclear cleanup, is human life cheaper than machines?
Relevant quote: "A month into Japan's nuclear crisis, no robots have been put to work at the Fukushima Daiichi power plant. Instead, the plant's operator is relying on a cheaper, expendable resource: humans."
It's not really relevant to the Japanese situation, but read down to the bottom of the linked page to find what some people called humans during the Chernobyl clean-up.
No robot has yet the flexibility nor the ability to simultaneously handle all the different type of tasks that are required in such a clean up work.
Unfortunately when the situation is not linear Humans are still the best solution we have for now.
I am enjoying the intersection of this thread with "Rise of the Machines".
They are using "robots" in the sense of remotely operated equipment.
Yes, I am referring to those too.
Perhaps when you write "robot" you mean "remotely operated equipment." Doesn't matter really. The point is money.
The U.S. military funds experiments into "real" robotics challenges for autonomous land navigation, cooperative warfare, etc.
Have there been any equivalent challenges for reactor clean-up?
Dude with a sponge seems to work well. For a cooperative mode, you have dudes with sponges.
rjaypeters wrote: Have there been any equivalent challenges for reactor clean-up?
I have a better article on biorobots.
Also I have seen reports that Japan is having difficulty getting jumpers. The jumpers are willing to take 10 REM (double US allowance) but they need jumpers willing to take 25 REM to get significant work done.
The SL-1 cleanup in Idaho had one visit stay times of seconds for some tasks.
Like, run in set the sponge and bucket on the table, run out. You are done, go home.
Maybe they should be asking death row inmates to work on the cleanup in return for a pardon.
Yeah, but what a crappy way to check out. I don't think they would buy it. Interesting thought though, provokes many civil liberties type arguments in my head.
Terminal Prisoners for Terminal Work. Hmmm.
One that comes to my mind is if the relatives of the victims should be involved in the prisoners decision.
That is a hard one my friend. I guess as much as I would like to fall on the victims choose the punishment side of the argument, my civilized sense says that takes the blind out of justice.


The Borough Office/Tax Office and Streets & Sanitation Department will be closed for Veterans Day on Friday, November 10th. The Borough Office/Tax Office will also be closed on Saturday, November 11th. We are thankful for all of the freedoms we enjoy due to the brave men and women that have served our country.


Brandon being snowed in didn't just throw his post off track; it will also delay our review of the Guardian Project characters. These reviews should happen once a week and will be jointly written by the two of us. I'll still color code the back and forth so you know who is who. It's the first jointly written stuff we've done, so it should be fun.
I thought All-Star weekend was fantastic. In the skills competition we saw the big man Zdeno Chara break his own record with a 105.9 mph slap shot. In the actual All-Star game there was the first ever penalty shot after Ovechkin threw his stick across the ice to block a shot. Cam Ward spent the first period in net and as an on ice commentator. When the action was at the other end of the ice he was chatting it up with the other broadcasters. From the smiles on everyone's faces you could tell they were having a good time, which in turn made it fun to watch. Best All-Star game I can remember.
I mentioned a second Mass Effect 2 appearance pack; well a foreign Xbox page had a picture! It isn't full body, or even that detailed, but you get the idea. They have the pack set to release on 2011/01/28, I believe the US release is late February. Edit: BioWare says February 8th is the release date. Miranda finally gets some armor. I still wish there was a way to remove the Cerberus symbols from my ships and my teammates.
Saturday when I was stuck at work; my wife hit a local comic shop's moving sale. Everything was marked down super low and she cleaned up. 5 Spirit Archives for like 5 dollars a piece. On top of that she picked out two Flash variant covers, without knowing what they really were. Pretty awesome stuff on the cheap. My house is often like an episode of I Love Lucy, with my wife complaining that she never gets to be in the show. So this is my thank you to her.
Epic Meal Time shirts are coming soon. Get your wallets ready for a next level clothing maneuver. I can't wait.
EpicMealTime @manveerheir selling Elcor ribs in the Citadel obviously! Just give me some dialogue wheel responses!
Finally, That F'ing Monkey has hit a wall. Readership has leveled off and I'm not sure how to improve it. At this point I'll be at Megacon doing some interviews. And both Brandon and I will be at Heroes. I think those interviews will be unlike anything you've seen on other comic sites. But other then that, I'm going to ask for your help. If you know someone who likes Comics, Games, Booze please share the site or the Facebook page. The more readers the better. Now that I've finished the shameless pleading, I can say that I should have T-Shirt news sometime next month.


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Nelson Piquet | Benetton-Ford | French Grand Prix | 1990 | Art Print
Birkin at Brooklands | Blower Bentley | Brooklands | Painting
Home Artists John KETCHELL
John KETCHELL - CAR ART
John Ketchell is internationally renowned as a motorsport artist. Ketchell has been commissioned to produce work by many leading companies and private individuals. His Impressionist style allows him to really portray the feeling of speed and movement in his spectacular paintings. "I'll paint anything that moves" he explains "I've done speedboats, aircraft and horses in a polo-themed series, but cars are my first love."
Whilst at art school in Preston studying graphics he'd regularly take inspiration from the car park outside. As an ad agency illustrator and later a stop-frame animator Ketchell became discouraged when the development of computers started to take over the industry and started to paint full time.
Having begun with photo-realism which Ketchell quickly found frustrating he moved towards his now recognisable impressionistic, semi-abstract style. "I was a fan of the French Impressionists, and thought it would be a good direction to capture speed." Acrylics suited his new style and his bold captivating paintings were soon in demand: "Jim Clark was my hero and the 1960's and 30's are my favourite periods. The shape of the subjects is a key factor and the big sports-prototypes such as the 917, T70 and GT40 have always excited me. The balance of danger against speed of the silver arrows – particularly the Auto Unions – is also part of the appeal."
Depicting a wet or night time race is a favourite of Ketchell's: "There's something about racing in the rain or at night, or both together. I love the atmosphere with the spray and the reflections from the lights."
Historic Car Art regularly exhibits original paintings and prints by John Ketchell at major events throughout the year.
Category ORIGINAL ART (1)
Race Monaco Grand Prix (1) Manufacturers Era Pre-war (1900-1939) (1) Driver Rene Dreyfus (1) Country Medium Original Art - Acrylics (1) Frame Size Frame Colour
Monaco Grand Prix (1)
Pre-war (1900-1939) (1)
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Original Art - Acrylics (1)
Looking into it | Dreyfus | Maserati | Monaco | Painting


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Q: Asp.Net Core 2 issue with ViewComponent and Redis I am playing with basic app, and I encounter an issue with Core 2.0 which I did not have in 1.1.
The site has a front-end and back-end api both on Core 2.0. The Layout of the front-end check if an entry exist on Redis (local install on Windows) to use to populate a navigation bar, if not it call the api, the api get the data, create the entry on redis with the data, and return the data to the front-end.
Everything works fine when accessing the view directly, but if one of the view use for example
return RedirectToAction("Blah2");

the redirect works fine however the server hangs when the viewcomponent is checking if the entry for the navigation bar exist in Redis. The views are :
[HttpGet]
public IActionResult Blah1()
{
    return RedirectToAction("Blah2");
}

[HttpGet]
public IActionResult Blah2()
{
    return View();
}

The check on Redis in the view component is
var value = await _redisCache.GetAsync(userid + "-NavBar");

if (value != null)
{
    List<VMNavBar> mynavs = JsonConvert.DeserializeObject<List<VMNavBar>>(Encoding.UTF8.GetString(value));
    return View("Default", mynavs);
}
else
{
    ...
}

if I access the view "Blah2" directly it works, but if I access "Blah1", it blocks on var value = await _redisCache.GetAsync(userid + "-NavBar"); and except stopping and restarting the front-end app, nothing works.
Any idea on why it blocks only if redirected, or how I can find why it blocks, I do not get any errors, the console does not give me anything
Microsoft.AspNetCore.Hosting.Internal.WebHost:Information: Request starting HTTP/1.1 GET http://localhost:55554/Dashboard/User/blah1
Microsoft.AspNetCore.Hosting.Internal.WebHost:Information: Request starting HTTP/1.1 GET http://localhost:55554/Dashboard/User/blah1
Microsoft.AspNetCore.Authentication.Cookies.CookieAuthenticationHandler:Information: AuthenticationScheme: Cookies was successfully authenticated.
Microsoft.AspNetCore.Authentication.Cookies.CookieAuthenticationHandler:Information: AuthenticationScheme: Cookies was successfully authenticated.
Microsoft.AspNetCore.Mvc.Internal.ControllerActionInvoker:Information: Executing action method IRDevDashboardCore22.Areas.Dashboard.Controllers.UserController.Blah1 (IRDevDashboardCore22) with arguments ((null)) - ModelState is Valid
Microsoft.AspNetCore.Mvc.Internal.ControllerActionInvoker:Information: Executing action method IRDevDashboardCore22.Areas.Dashboard.Controllers.UserController.Blah1 (IRDevDashboardCore22) with arguments ((null)) - ModelState is Valid
Microsoft.AspNetCore.Mvc.RedirectToActionResult:Information: Executing RedirectResult, redirecting to /Dashboard/User/Blah2.
Microsoft.AspNetCore.Mvc.RedirectToActionResult:Information: Executing RedirectResult, redirecting to /Dashboard/User/Blah2.
Microsoft.AspNetCore.Mvc.Internal.ControllerActionInvoker:Information: Executed action IRDevDashboardCore22.Areas.Dashboard.Controllers.UserController.Blah1 (IRDevDashboardCore22) in 26.7977ms
Microsoft.AspNetCore.Mvc.Internal.ControllerActionInvoker:Information: Executed action IRDevDashboardCore22.Areas.Dashboard.Controllers.UserController.Blah1 (IRDevDashboardCore22) in 26.7977ms
Microsoft.AspNetCore.Hosting.Internal.WebHost:Information: Request finished in 80.8103ms 302
Microsoft.AspNetCore.Hosting.Internal.WebHost:Information: Request finished in 80.8103ms 302
Microsoft.AspNetCore.Hosting.Internal.WebHost:Information: Request starting HTTP/1.1 GET http://localhost:55554/Dashboard/User/Blah2
Microsoft.AspNetCore.Hosting.Internal.WebHost:Information: Request starting HTTP/1.1 GET http://localhost:55554/Dashboard/User/Blah2
Microsoft.AspNetCore.Authentication.Cookies.CookieAuthenticationHandler:Information: AuthenticationScheme: Cookies was successfully authenticated.
Microsoft.AspNetCore.Authentication.Cookies.CookieAuthenticationHandler:Information: AuthenticationScheme: Cookies was successfully authenticated.
Microsoft.AspNetCore.Mvc.Internal.ControllerActionInvoker:Information: Executing action method IRDevDashboardCore22.Areas.Dashboard.Controllers.UserController.Blah2 (IRDevDashboardCore22) with arguments ((null)) - ModelState is Valid
Microsoft.AspNetCore.Mvc.Internal.ControllerActionInvoker:Information: Executing action method IRDevDashboardCore22.Areas.Dashboard.Controllers.UserController.Blah2 (IRDevDashboardCore22) with arguments ((null)) - ModelState is Valid
Microsoft.AspNetCore.Mvc.ViewFeatures.Internal.ViewResultExecutor:Information: Executing ViewResult, running view at path /Areas/Dashboard/Views/User/Blah2.cshtml.
Microsoft.AspNetCore.Mvc.ViewFeatures.Internal.ViewResultExecutor:Information: Executing ViewResult, running view at path /Areas/Dashboard/Views/User/Blah2.cshtml.

A: I found it and I do not understand why it is the issue, if I go directly to the page it works but not if I am redirected to the page from another.
I had to change
var value = await _redisCache.GetAsync(userid + "-NavBar");

to
var value = await _redisCache.Get(userid + "-NavBar");

in the view component, kind of stupid to block on this.


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How-to Drug Testing Kits Facts and Procedures
Home / Help and Advice, with Solutions for drug testing / How-to Drug Testing Kits Facts and Procedures
Facts about urine drug test kits.
What is a urine drug test, and why are they necessary? Most rapid drug tests produce a result in just a few minutes. Manufacturers describe them as a 'competitive immunoassay' in which various drugs of abuse compete for antibody binding sites with the conjugate on the analysis strips.
Urine drug test kits use a technique that is considered "Dry chemistry." The chemicals necessary to detect drugs' presence are dried into the antibody pads on the analysis strips. See the images below.
Figure 1. is an analysis strip taken from inside of a urine test kit. Notice the letters 'THC'?; It indicates the analysis strip detects Marijuana.
How to interpret a POSITIVE result.
When the drug concentration is at or above the cut-off screen level, a drug is present. (figure 2.); This means the target drug present takes the antibody binding sites in the urine specimen. As a result, no antibodies are left to bond with the conjugate drug protein on the analysis strip so that no line will form for that drug.
How to interpret a NEGATIVE result.
When the concentration of a drug is below the cut-off level, no drug is present. (figure 3.) The unbound antibodies (bound to colloidal gold dye) will attach to the conjugate drug-protein on the analysis strip in a colorimetric reaction creating a visible line called the TEST LINE. The presence of any colored line, no matter how faint, indicates a negative result for that drug.
What are the principles of a urine drug testing kits?
Urine drug test devices are based on the principle of competitive reaction between a drug or drug metabolites, which may be present in a donor's sample. The sample during the test migrates upward through capillary action and hydrates the analysis strip. When a drug is absent in the urine sample, the colored antibody will bind specifically to form a visible line in the test region.
When a drug is present in a person's urine sample, the urine and any drug metabolites migrate along the analysis strip. The metabolites will react and produce a chemical reaction; the result is no line on the test region, showing a positive result.
When a sufficient concentration of the drug is present in the sample, it will fill the limited antibody binding sites and prevent the colored antibody's attachment to the drug-protein on the test region: This makes the apparent colored line appear or disappear on the testing device. Therefore, the line's presence on the test region (T) indicates a negative result for that drug, and the absence of the test line on the test region indicates a positive outcome.
A visible line is also generated by a different antigen or antibody reaction in the control region (C) of the analysis strip. This line should always appear, regardless of the presence of drugs or metabolites in the urine sample.
A negative urine sample will produce both the test line (T) and the control line (C). A positive urine sample will generate only a control line (C); the (C) line demonstrates that the test was successful.
What are the limitations of a urine drug testing kits?
The drug test assay is designed for use with human urine only.
A positive result with any test only indicates a drug/metabolite's presence and does not indicate or measure intoxication.
There is always a possibility that a procedural error or adulteration may interfere with the test and cause false results.
If adulteration is suspected, the test should be repeated with a new sample.
What precautions should I be aware of when using urine drug testing kits?
Urine specimens may be potentially infectious; before testing, establish proper handling of urine and disposal. Wear protective gloves and use a clean, fresh container to avoid cross-contamination of urine samples.
The urine analysis assay provides only a preliminary result.
Allow the urine specimen and drug test kit to reach room temperature before testing.
Do not remove the device seal until you are ready to perform the analysis.
Do not use the test device if it is past its expiration date.
A positive result does not always mean the donor has abused drugs as a doctor may have prescribed it.
Do not store and or expose test kits to temperatures greater than 30°C.
Do not freeze the testing device.
How do I interpret a urine drug analysis?
The drug test is used to obtain a visual, qualitative result and is intended for screening only. Clinical consideration and professional judgment must be applied to any drug test result, particularly in evaluating a presumptive positive result (non-negative).
Colored lines appear in both Control Region (C) and Test Region (T). The control region line is called the control line, which indicates the test was successful. The line in the test region is the drug result line. The test line may have varying intensity, either weaker or stronger in color than that of the control line: This is not an indication of drugs being present. A negative result for a drug indicates that the concentration of that drug in urine is below the cut-off level.
Presumed positive urine samples should be sent for further analysis to a laboratory to obtain a confirmed result or confirmation. Gas Chromatography/Mass Spectroscopy (GC/MS) is the preferred confirmation method.
Here are three possible result scenarios:
How do I know I tested successfully?
Manufactures include a built-in procedural control line for each test device. This line will form in the Control band region regardless of the presence or absence of drugs or metabolites.
The presence of the line in the Control region (C) indicates that the proper sample volume was collected and that the reagents migrated adequately.
If the Control region (C) line does not form, the test is considered invalid.
It is essential to ensure that the control values are within established limits; i.e., control lines are present; otherwise, the test results are invalid.
Send suspect samples to a SAMHSA approved laboratory for confirmation.
What if I am not able to test a urine sample immediately?
A specimen may be refrigerated at 2-8°C for up to 2 days or frozen at -20°C for a longer period of time.
Allow the urine specimen to reach room temperature before testing.
Allow the urine specimen previously frozen to reach room temperature before testing.
Handling of urine specimens and all materials should be disposed of as if capable of transmitting infection.
Gloves should be worn to avoid contact with skin.
What is adulteration?
Adulteration is the tampering of a urine sample to alter the drug test result. Adulteration can cause false negatives by destroying the drug present in the urine. Dilution of urine is probably the most common adulteration method. One of the best ways to check for these is to use a Specimen or Adulterant test.
Bleach, vinegar, Visine, sodium bicarbonate, sodium nitrite, Drano, soft drinks, and hydrogen peroxide are examples used to cause adulteration. It is vital to ensure that integrity is intact before completing a drug test.
What is a Specimen Validity or Adulterant Check?
Manufacturers base their tests on the color response of chemical indicators that highlight possible adulterants. An administrator would check a urine sample to determine its integrity before testing.
OX – Oxidant tests for Hydrogen Peroxide and Bleach's presence are oxidizing agents not found in urine.
SG – Specific gravity below 1.003 or above 1.030 is considered abnormal, which may indicate contamination.
pH- The standard urine pH ranges from 4 to 9. Urine pH below four or above 9 indicates contamination of the specimen with acids or alkalines.
GLU – Glutaraldehyde tests for the presence of aldehyde found in products purchased on the internet. Examples are 'UrinAde', 'Your-In-Luck', and 'Clear Choice'. Glutaraldehyde is not found in urine.
NIT – Nitrites react to form a pink-red color complex. Urine samples containing nitrate at levels higher than 0.02 mg/dL are considered contaminated.
CRE – Creatinine reacts with a creatinine indicator to form a purplish-brown color complex. The color intensity is directly proportional to creatinine concentration, a waste by-product produced by the body. Urine samples with creatinine concentrations of less than 20 mg/mL are diluted, indicating contamination.
Adulterated samples will produce abnormal colors, and unadulterated urine will produce standard colors.
Additional Documents for testing.
Product information on Drug Adulteration Check Strips.
You may find it useful to read our instructions on how to use a urine drug test kit.


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Research Article: High-throughput analysis of insecticides on malaria vectors using liquid chromatography tandem mass spectrometry
Date Published: February 7, 2019
Author(s): Astrid Spielmeyer, Marc F. Schetelig, Josiane Etang, Pedro L. Oliveira.
Different setups and protocols have been developed for investigating insecticide effects on Anopheles (An.) mosquitoes, vectors of malaria. However, chemical uptake resulting from their tarsal contact with insecticide-treated material has seldom been investigated. To address the challenges encountered in the interpretation of bioassay data, a high throughput method for chemical analysis on malaria vectors was developed and validated for five selected insecticides including alpha-cypermethrin (aCYP), deltamethrin (DM), etofenprox (EPX), permethrin (PM), pirimiphos-methyl (PPM).
The method includes a single chemical extraction step via an ultrasound probe on mosquito samples and analysis via liquid chromatography coupled to high-resolution tandem mass spectrometry (UHPLC-MS/MS). The protocol was established for two malaria vector species, Anopheles gambiae senso stricto (s.s.) and An. stephensi, both males and females. Recovery rates ranged from 70 to 100% without any influence of sex or species. The method was efficiently applied to female An. gambiae s.s. of the KISUMU1 reference strain, after susceptibility tests using the World Health Organization's standard protocol.
Susceptibility tests revealed 13.4–18.4 minutes knockdown times for 50% mosquitoes during exposure to EPX and pyrethroids. The mortality rates 24 hours post-exposure to insecticides were mostly 99–100%, except in two PM and three PPM assays suggesting possible or confirmed resistance to these insecticides. The mean insecticide uptake in dead mosquitoes ranged from 23 pg (aCYP) to 1812 pg (EPX) per specimen. However, the mean uptake in survivors to PM and PPM was reduced by at least 25%, suggesting that acute doses were not achieved in these specimens during bioassays.
The developed and validated UHPLC-MS/MS method could be used to address some limitations of bioassays or to assess the penetration of insecticides in mosquito matrix with reference to cuticle thickness and other insecticide resistance mechanisms.
Malaria remains one of the most deadly diseases in the world. In 2016, an estimated 216 million cases were recorded, leading to 445.000 deaths, mainly in children aged less than five years in Africa (92%) [1]. Since 2000, 663 million clinical cases have been averted by Insecticide Treated Nets (ITNs) and Indoor Residual Spraying (IRS) (jointly 78%) as well as Artemisinin Combination Therapies (ACTs) (22%) [2]. In few specific settings and circumstances, ITNs and IRS are supplemented by larval source management including larviciding, environmental measures or improvement of the housing to reduce the suitability of the environment as mosquito habitat or to restrict the human biting rates [3, 4]. This emphasizes the need for continued investments in malaria vector control, aiming at shortening the lifespan of mosquitoes near their human targets [5, 6]. Attempts to develop specific assays and new technologies that would sustain interventions against malaria or prompt the identification of public health insecticides with novel modes of action are therefore of high interest.
In the framework of malaria prevention, chemical analysis of insecticide-treated materials used for mosquito control interventions and insecticide resistance testing (e.g., mosquito nets, filter papers) is strongly recommended for quality control [34]. In parallel, data on chemical uptake by mosquitoes through tarsal contact with insecticide-treated material may improve the monitoring of insecticide effects on mosquito populations. To ensure its functionality, the UHPLC-MS/MS method described here has been developed and validated using a reference laboratory colony of malaria vector species (KISUM1 An. gambiae s.s.), five well known insecticides used in malaria vector control (DM, PM, EPX, PPM and aCYP) and the WHO's standard protocol for susceptibility test on adult mosquitoes [29].
The UHPLC-MS/MS method described here has revealed the minimum uptake of each selected insecticide required to killed individual mosquitoes after tarsal contact with treated materials. Therefore, the standard bioassay protocols, while useful to monitor insecticide resistance or bio efficacy of treated material in field and laboratory studies, may not provide enough evidence for the failure in insecticide delivery from treated material to target mosquito populations. Further studies are needed to investigate the influence of mosquito sex, cuticle thickness and other insecticide resistance on the rate of insecticide uptake.