Our ability to find, create, manipulate, and use data has grown hugely every decade for at least half a century. Looking to the future, pronouncements of more exponential growth in the numeric tidal wave are often discussed by business thought leaders with an almost giddy enthusiasm. But today, already some evidence shows that too much reliance on increasingly abundant numbers is driving only incremental growth, not the leaps in strategic creativity and genius that creates markets and keeps organizations in positions of industry leadership. And the fundamental reason data can move from friend to foe is not clearly recognized or capable leaders would have already dealt with the problem.
Question: So what are they missing?
Answer: The impact of human hardwiring.
When humans emerged on this planet many, many millennium ago, they were far from the largest, fastest, or most ferocious creatures around. Yet, despite many predators, ice ages, poisonous plants, famine and more, they managed to survive – in part, say the brain scientists, because they developed a very powerful mechanism that helped them spot threats and act very quickly to eliminate those threats. You might think of this mechanism as a hardwired Survive Channel.
From what I have observed studying people, the Survive Channel includes something like a very powerful radar in our brains that operates whenever we are awake, and quite possibly at a reduced level as we sleep. When the radar picks up something it sees as a threat, much happens very quickly. Chemicals shoot out and increase blood flow to certain parts of our bodies, tighten muscles, and prepare us for "flight or fight". A number of "negative" emotions are triggered instantaneously: fear, anxiety, anger (directed at the source of the threat), perhaps even shame ("how did I get myself into this situation?"). These emotions can act like a dose of freezing water; they certainly get our attention yet without sending us into panic. Our minds quickly focus on the perceived threat. All other thoughts can disappear. Even our perceptual field of vision tends to shrink greatly. And we don't have to tell ourselves to do any of this. It just happens because it's hardwired into our bodies.
When all is working well, our minds go into very rapid problem solving mode. With energy exploding, we then follow through on the action that seems sensible, whether it is to climb a tree impossibly fast to avoid some predator or to work impossibly long days to somehow correct a big quality problem in one of our plants or the service problem with an important customer. We eliminate the threat, the chemicals, muscle tension, emotions, and the like reduce back to normal, and perhaps we sleep most of the weekend.
This appears to be a very powerful system which has evolved over a very long period of time—starting, I am told, well before humans came on the scene. Survive tactics are hardwired at the cellular level, which takes us back a very long time ago. All of this does not always work perfectly. If you cannot find a solution to a threat, fight and flight impulses may cancel each other and you freeze "like a deer in headlights". If your radar has never encountered some threat, you may totally miss it and seem exceptionally complacent – which, as I have written about before, can be common in organizations with some history of success. If the radar picks up too many threats, for too long a period of time, you can become stressed out, or exhausted, or have trouble thinking clearly.
The Survive Channel helps explain, to some degree, why we were not eliminated as so many millions of species have been over the centuries. It does not explain why we have grown so much and, more importantly, invented so much that we have gone on to literally rule the Earth. To understand our rise above all other species, we need to look partially to a second channel. It seems to have evolved much, much more recently than the first, and perhaps because of its more recent development and perhaps because it's not as essential, it's not nearly as powerful as the first. One might call the second mechanism the Thrive Channel.
The Thrive Channel also can be thought of as also having a radar system. But this one looks for opportunities instead of hazards. When it sees what might be an opportunity, it too alerts emotions and sends off chemicals to muscles. In this case, the emotions tend to be what people would generally call "positive" ones: excitement, pride, passion, the joy of winning, the wonderfulness of loving. These are emotions which can "win over our hearts" and lift us off the ground but not, like Survive, as a rocket to the 40th floor. The chemicals send blood to our muscles, but to push energy up instead of producing the spike in activity seen in the Survive Channel. The mind seems to open up more instead of narrowing both because 1) positive emotions do not create the instant and narrow focus that fear does, and 2) because opportunities are so often less clear, forcing you to think and clarify exactly what they are. This cognitive piece of Thrive moves, on average, slower than the thinking part of Survive. It also seems to exhibit curiosity and a capacity to contemplate.
Action flows from this instinct. You try to take initial, or further, steps to capitalize on the opportunity. You do this having increased your pace to a light jog, not a sprint. If progress seems to be made toward the opportunity, positive emotions will remain high. The increased energy level becomes sustainable, which is important because capturing big opportunities may take months or years. Also aiding sustainability is the fact that the body seems to like the hormones that Thrive triggers and, having tasted them, will work to maintain the flow over time.
The two channels are very dynamic in the sense that both can be operating at the same time, or cycling back and forth. They may operate effectively or not effectively. Both might be responding to multiple threats or opportunities. The total activity level can probably go from very light (little anxiety or excitement, few chemicals going out, etc.) to very heavy (a great deal of emotion, a fire hose of chemicals, and so on). And the two channels affect each other, most obviously when a screamingly loud Survive essentially overwhelms any Thrive (much more on that later). Add up all the combinations and permutations and it can appear that we have more than a dozen channels or mechanisms like them driving our behavior. But the beauty of this perspective is that you can trace so much back to just two, which can best be thought of as working together as one system.
Data is essential to running organizations: putting together any rational plan; knowing whether you are operating on-plan or off; keeping things under control; finding and responding to immediate problems. As is often said, "you can't manage what you can't measure". Data has also emerged as a great potential asset in inventing the future – especially going beyond traditional numeric strategy exercises. We are told it can help us speculate intelligently about customer needs in new ways, even inventing entirely new ways of serving those needs. Then it might guide the allocation of resources to create a prospering future. AI and machine learning might give us powers to thrive and dominate that are totally new. Some scenarios sound more like science fiction than others, but overall it definitely can sound exhilarating.
The question is not: is data good or bad? Not enough data can be very bad. We can probably all think of a situation where a mid-level manager is being pressed to make a decision without relevant data and inevitably does not handle the situation well, hurts his or her unit, and may end up mad or demoralized. Conversely, we have all at least heard of examples where data mining has helped firms offer a new and better web product to advertisers, where they can target the right customers in the right way at the right time to greatly increase sales or sales per ad dollars spent. Or where sophisticated AI sitting on big data bases can increase your capacity to forecast, and thus to plan. Or to better segment your customers and thus help use marketing and distributions dollars more effectively. Or perhaps, even reach the science fiction vision of self-driving cars.
The problem with data is that, in general, an increasing volume is often colliding with our hardwired nature to over-activate Survive, crush Thrive, and produce a myriad of problems associated with slow strategic action, a lack of innovation, only incremental improvements in products and services, too little growth – and sometimes an inability even to act efficiently and reliably in the short term. And this includes many instances where data is thought to be used in the service of driving Thrive, but in fact only overheats Survive.
And we are generally oblivious to either the problem, or the cause, or both.
Many, many factors can contribute to an over-heated Survive. Most of these forces are already recognized as a problem, though rarely if ever seen as a problem due to human hardwiring. For example, it is relatively easy to see many situations where a boss activates too much Survive in subordinates. He brings them into a meeting and by design or accident is seen as too threatening in light of the nature of the issues involved. Or he fires a person who is thought of as a good employee, leaving everyone worried that they too are vulnerable. Or he sends his attack-dog assistant to threaten or intimidate others. But we already see this problem, through a slightly different lens, and try to eliminate it. "Not a great manager", we say, "he needs a coach, a lecture, or to be replaced". For the most part, this is not a controversial issue.
The same might be said for bureaucratically choking policies. People don't want to get into trouble (threat!) by violating them, but the policies are sometimes so abundant that they drive people (fear) to be risk averse in the extreme. Extreme risk aversion today slows you down, kills innovation, and is generally a big problem. So bureaucratically choking policies must be dealt with. No controversy there.
Or consider a culture that is too status oriented and overvalues hierarchy. People don't fight it (fear) even though not doing so can hurt performance. But in this case, and almost all others, there are libraries of books recognizing and helping us to work on the culture or boss or bureaucracy problem. But data?
Data is almost always seen as good, essential, and even more promising now with artificial intelligence and big data. Yet virtually all spreadsheets, monthly budget updates, customer satisfaction surveys, employee engagement or morale or attitude surveys, dashboards, project management updates, market research studies, industry statistics, strategic analyses – you name it – bring some news that the brain can view as threatening. Threatening because they reveal we are not entirely on plan, because a number is not as good as in the last report, because something is less than the boss has said he expects, because possible futures for services fall below our hopes, because it is plausible in our projection into the future that things would be less than, off plan, unprofitable, hurting my division or department and on and on. Threatening because these new statistics on how we should radically change how we advertise, or automate the plant, are going to upset many people and silos in our company and produce who knows what potentially difficult problems for us (not the least of which is killing us as the messenger). Threatening to this year's performance evaluation, or bonus, or salary increase, or promotion, or career. The possibilities are endless. Too much threat then overheats Survive, which can make it less effective and can slow down or literally shut down Thrive.
How often does this sort of data driven threat assault managers? Do some simple math. In email attachments, old fashioned paper reports, PowerPoint decks in meetings, in the form of customer surveys, financial updates, project timeline updates, reports from regulatory agencies, sales forecasts created by AI and big data – the list really is endless – a manager could easily be hit with a minimum of three sets of reports per week, all containing a minimum of 200-1000 numbers. At the low end, 200 times 3 times 4 weeks a month equals 2,400 potential pieces of bad news a month. In a good organization 90% of the news is actually good, showing that we are on target today or that we have new opportunities in the future. But the remaining 10% leaves us with 240 threats! And this does not take into account your ability to manipulate reports to look at multiple scenarios. When you consider that, the 240 can triple, or much more. And that could easily be a minimum.
You also find a feedback loop that happens all the time where a threat brought to our attention by data leads people to set new goals, add new measures, and generate new reports to make sure we achieve those goals, thus increasing the number of gaps, problems, and thus new threats that hit us weekly. It easily adds up to a 1,000 threats a month to send us into fight or flight, create anxiety, keep us thinking narrowly here, then over there, then all the way over there. Our inability to focus impairs how we eliminate important short term threats. And all the exhausting focus on the short term threats means human Thrive channels, and by extension organizational Thrive channels, are compromised if not totally crushed.
People will often say that we are rational animals. We have learned the usefulness of data. And since we want to maximize on dimensions of importance, we must have the data and we can handle it sensibly. Look at people in a typical data-rich meeting. They may not be happy with all the news. Yet they need it, know they need it, and they are professionals. But this seemingly reasonable viewpoint does not take into account our actual hardwired nature. We don't see the problem because of how we were raised as children (to keep our emotions under control), because of how we train managers (data is good, emotion in the workplace is usually inappropriate), because of the nature of professional norms (which stress rationality), and other factors – all of which keep our emotional appearances out of sight and under control. But none of that changes how our hardwired channels work.
If these were not enough problems, the recent exponential explosion of data and the increasingly sophisticated analysts who do the grunt work with the data has created a data fluency gap between lower levels and middle and executive ranks in organizations. So managers ask for analyses without understanding the work involved or the limitations of what they are receiving back. The work puts stress on the young analysts, kicking in Survive. The low data fluency means the middle doesn't fully understand the limitations of what they are given, leading to less than ideal decisions. The poor decisions always eventually come back as problems which sets off threat radar and Survive channels among management, which can be translated into threats and pressures put on their people, kicking off more Survive in the organization.
And the fact that virtually no one recognizes data as a problem in all these ways, or talks about this as a serious issue, is the biggest problem of all.
There are thousands of books on data. Any discussion of volume probably talks about how we might benefit from more of it – to keep costs or inventories or projects or whatever on time and budget. Or to harness the great potential of having even more of it as a competitive weapon.
"Look at how Facebook and Google are reinventing advertising," we frequently hear. It would not be possible without a quantity of data that is incomprehensible and without very sophisticated AI that can find patterns in those numbers. Look at what Amazon is doing in shipping alone. Start with data on tens of thousands of products, precise to-the-minute inventory numbers in dozens and dozens of locations, along with multiple transportation possibilities and costs. Work over this in an instant with programs that would make NASA proud. Deal with the dynamics of who knows how many customers asking interrelated questions at the same second. Make calculations and send back answers that are almost always correct about timing, and at costs acceptable to the firm and its customers. This is not good. It's FANTASTIC.
Yes, a few thought leaders have argued that we generate too much data. But the criticism there is almost always about efficiency or cost. We are wasting money gathering and sorting and sending and discussing. Another argument is that we are focusing too much on the wrong data. But there the issue is about causality. I say A leads to B which then goes to C, where C might be profitability. So I say we must obviously be monitoring A and B. You say no, D leads to E leads to C, and measuring A and B can get us into trouble. Both of these points of view – 1) too much data costs us money (or time to discuss it) and 2) wrong data leads to poor decisions – may have some validity, though our most common solution is not very helpful. In the first case, more often than not there is some constituency that benefits from creating the extra data and can make a rational argument as to why it is needed. So we say nothing or back off. In the second case we usually settle arguments about which data is most relevant by including everything anyone wants. The point is that neither of these perspectives – which are occasionally seen as issues – address, much less solve, the massive problem we are suggesting here.
Meanwhile, the real data issue, which will only grow, is not even discussed, much less solved.
Our predecessors, probably driven by their Survive channels, discovered centuries ago that numbers could help them reduce the threat of organizational calamity. Simple budget variance reports, they found, were enormously useful in helping to eliminate potentially lethal surprises. With the larger and larger organizations created by the second wave of industrialization in the early 20th century, they found (or their Survive channels drove them to find) many more numbers to allow people in senior positions to know what was going on in ten or thirty product lines, not just two, in ten or forty countries, not just four. The numbers available to help began to explode at mid-century as computers could manipulate and analyze figures in ways impractically expensive before. Then came both more powerful and less expensive computers along with software, like VisiCalc and Lotus and Excel, which could produce reports almost impossible to create before. We could suddenly look at not just two or three future scenarios but dozens. Then personal computers empowered not just corporate staff groups but masses to create ever more numerical analyses and reports and projections – resulting in not just more data, but more people seeing the data. And now we have the infinite internet to collect information on your customers and the like along with massive storage devices to give us endless numbers to analyze.
I have seen no informed estimates of the sheer volume of data-assault after WWII versus today. But do some estimates yourself. The increase is staggeringly, almost incomprehensibly large. One recent estimate says we have generated more data in the last three years than had been generated in our entire human history – more in three years than in countless millenniums.
And with a faster-moving world, the number of new projects and initiatives launched by businesses has also exploded, bringing with it more activities to be tracked and managed. Project management organizations are report factories. And there is no reason to believe the world will slow down and this trend will stop, especially since it is being fed by so many forces coming at you from so many directions.
Since the mid-20th century the management consulting industry has also exploded. Consultants are PowerPoint deck factories. In large organizations, it is not unusual for top management to have no clue how many consultants are working on how many problems and shooting how much data at executives, managers, and staff.
And do not forget educational institutions. MBA programs are training more and more people in quantitative methods. Once on the job after graduation, they create more data, seek more data, communicate more data. It is what they have been taught.
With small and inexpensive computers, tablets, and smartphones, not even the factory floor is removed from this data deluge. There are manufacturing plants where workers are being confronted hourly with data that might be good news or bad. If bad, and the problem cannot be quickly and easily fixed, this bounces up to supervisors who are now being hit by threats from above and below.
And on the horizon is the hardware and software generally referred to as big data which could take us to another level – where more people spend more time creating more reports sent to more staff and managers. Yes, one possibility is that AI will combine with big data to sort through the masses of information and just answer key questions for us. It is possible that machine learning will create new products for customers and actually reduce data deluge. We would get less but more powerfully useful information. We all see examples of this constantly if only from limited sources (e.g. Amazon, Uber). Since, we have been taught and re-taught as college economic majors or STEM specialists that data is our friend, is modern, is essential. This upbeat possibility seems logical, possible, actually quite obvious.
But why is it not a more logical possibility that a zillion computers and tablets and smartphones with access to this AI could make matters worse? Why should we not expect an uncountable number of people asking and re-asking the AI to run this scenario and that scenario, to look for this and that problem or opportunity, and to flood us with more reports that highlight opportunities but also terrible threats – where we find a possibility to disrupt our own business, before someone in Silicon Valley does, but those studying the data cannot possibly see how to practically make this happen without huge short term economic losses or vicious internal political battles? If we are suffering now, why would we ever expect that we will not be even more unequipped biologically to handle this bulging tidal wave? Not because we are not smart or quantitative enough, not because technology does not offer us new interesting possibilities, but because we all have brains which, beyond a point, can turn numbers into an overheated Survive channel beast? Why should we expect that with raging Survive we would ever calmly and creatively look for patterns in large data sets – patterns that help us to truly innovate? Why not expect more of a narrow Survive-driven focus to identify and eliminate perceived threats? Wouldn't this, at a point, limit Thrives' capacity to think more broadly, boldly, and strategically?
Ultimately we need to begin a very big and probably controversial discussion that is not happening now.
While we sort this out, we have found that with the simple Survive/Thrive idea, you can use common sense to diagnosis more accurately a wide range of data problems. You can also start developing personal habits and organizational discipline to avoid those problems in the first place.
An example. You are the CEO of $1B business. To help you deal with the data problem you develop some new practices. First, whenever you receive data documents –live in meetings, in paper, in the mail, as email attachments – you pause before you look at them and ask a simple question: why am I receiving this?
There are many possible answers, most of which may lead you to not even look at the document or spreadsheet. A not uncommon answer: because we have done this for years – since before you got into your job – and for reasons that have no rationale today. For example, a computer glitch which was not caught fast enough once cost the firm $50M along with bad publicity. So, new controls were installed including a report which went weekly all the way to top management. But now it is twenty years later, technology has evolved two full generations, so the probability of that type of problem has gone down radically. The cost of such a problem is also much less. But the report lives on. And it goes into such over sufficient detail that all measured indices never give a perfect score (threat!). So why look at it? Why have it?
Another common reason: someone incorrectly assumes that you want the data or need it. Perhaps new regulations are passed and three levels below you the belief is that important new regulations mean new risks and controls, thus new reports that the big boss needs/wants. But, in reality, there is no reason for you to look at the report. That is someone else's job – someone one or two levels below you.
Or: you receive 100 page decks at top management briefings because someone is trying to show off (e.g. consultants, insecure subordinates). Or because someone knows, at some level, that he needs to justify the huge expense in cloud storage, AI, and the staff to deal with all this. Maybe there is data buried in the 100 slides that you need to see. But why are you and your team not going there immediately and scrapping the other 98% of the numbers?
More good questions: if the data should not be going to me, where should it go? Anywhere? If somewhere, should all of it go?
And then there are questions about frequency, which is directly related to volume per period of time. This report that is coming to me or others, and is clearly needed, comes at what frequency? Is that the right frequency? Why do we look at these numbers virtually every time my executive committee meets? Why is it sent out weekly? Do we really need to see it more than quarterly?
These sorts of questions are relevant everywhere, including for dashboards that are tracking Thrive-like strategic initiatives. These dashboards are increasingly common in organizations as the number of important and timely strategic initiatives goes up. But does the dashboard, or much of it, help, or does it actually create Survive actions which start to undermine your business-building strategic activities? Imagine 30 measures and only 5 of which are color-coded red. This could be a very good report. But what if the brain pretty much ignores the 25 yellow and green items and drills into the five red. What then happens to the way we think and feel and act when the red marks are just more drip-drip-drips that over-activate the Survive side? What happens to passionate talk about opportunities? What happens to thinking about what else can be done to move some longer-term strategic initiative along faster, or how to use big data the way that it can ideally be used in some businesses today?
Again, the point here is not that data is inherently harmful to activating Thrive. It can be useful, but not using the habits and conventions found nearly everywhere today.
You can start asking these sorts of questions tomorrow and start having a personal habit developed in a month. Better yet, although it will take longer, is to develop the organizational discipline for everyone to ask these questions. It is hard to imagine what that would do – especially if you did it before your key competitors.
It is possible to use data to help mobilize the Thrive side of our brains. But that is not the way numbers are typically used. People who are passionate about some bold numeric goal for making an organization better, faster, and smarter can monitor progress in a way that keeps energy and excitement up. Suppose, for example, the goal is an unprecedented $20M increase in revenues for 8 straight quarters – nearly doubling the size of the company – by jumping on a new market opportunity faster than the competition. People are passionate about this. Progress could be reported weekly, and to large numbers of people, not just the executive committee. But instead of a complex dashboard, or multiple reports on various aspects of this initiative, what about two numbers: the quarterly goal, and the current status relative to the goal? You also send relevant pictures or stories that give the same information, but more viscerally. Yes, the case where three weeks of zero increases may take people toward Survive, but zero for three is unlikely. And it is probably good if Survive is activated if that unlikely outcome is reality because there could be a very real problem. Once the problem is solved, under those circumstances, the brain will most probably slide back to Thrive, if you help it.
Use your imagination as the world flies by you daily and much more will occur to you: where data can help activate Thrive, and where data will most probably undermine Thrive and just add to an overwrought Survive. Just pay attention and ask logical and straightforward questions.
Such as: what do you do now to try to activate Thrive that is not just a numbers driven strategic analysis? Or a detailed and complex numbers driven "plan"? I have seen discussions of opportunities, serious and often, help. If you could look at the ratio of your talk of opportunities versus data-identified threats, what would that be? In most organizations today the threat/opportunity ratio in conversations could be 20-1, or 50-1. That assertion may be hard to believe, so look at your calendar for the last month. If you attended a meeting about disruptive possibilities in your industry, try to remember the actual discussion. Was it mostly about threats or opportunities? Or opportunities that you simply could not imagine a realistic way to exploit given your business model and current staffing? Was any conversation about innovation possibilities really about threats, threats, threats, and more threats if you don't pursue the opportunities? Was the meeting a thoughtful, yet exciting analysis of the future, or PowerPoint decks with overwhelming data?
Conversations about opportunities and experiences with sincere, positive emotion is what you need to help activate Thrive. How often does that happen? I am not talking about meaningless or manipulative hype, neither of which actually creates the progress toward real opportunities that will sustain Thrive activity.
Think about the most astonishing business start-ups ever. Think of the most astonishing causes or political leaders of our time (i.e. Mandela, or Martin Luther King Jr.). The point is not to measure yourself against once-in-a-lifetime people. But it is worthwhile to ask: what do these people do to activate Thrive so much without it potentially sedating Survive in bursts of passion? How much was Mandela's miracle a data driven exercise?
I could go on. But it is just the same idea applied to nearly anything involving data. Then it is developing some new organizational discipline. At one level this is no different than trying to develop some new "best practices" you are convinced would help you. At another level, it is revolutionary.
Data comes at us all the time for reasons that are flimsy at best. Habit. Because of a problem from a decade or more ago. Because subordinates, peers, or consultants are (unconsciously) showing off or trying to justify their worth. Because it is available, maybe because we pay for it and therefore we should use it.
People have been trained to provide totally comprehensive data. So if they are asked questions, the answers are probably there, somewhere in the presentation. Since the number of questions smart people might ask are often endless, so is the data presentation.
This is a question people do ask. But all the time? And do they occasionally revisit the question as circumstances change?
I have seen more than a few cases where the answer here is that the report should eliminated. The presentation should not take place (nor all the work done to create the presentation). Or, sorting this out is not your job. You pay someone reporting to you to be accountable for that task.
You might be surprised at how you have developed a habit over the years, or more likely have been taught a habit, of automatically expecting and asking for data as you measure the present or look into the future. And habits are habits: we often do not notice or think about them.
Rule of thumb: accept one new data report and get rid of one old. Don't just add to the pile.
Imagine institutionalizing this perspective and discipline throughout your organization. That would require two steps: cleansing the current system out of what are essentially bad data habits and routines. Then, developing a culture which routinely has people raising the sorts of questions I just presented above. If not all, much of the tidal wave of influences that overheat Survive behavior and undercut Thrive behavior could be removed. And the data problem would not continue to grow as it surely will for most of the world, including your competitors. The competitive benefits for you could be incredible.
With this sort of discipline, there is no reason to believe that the true benefits of big data and AI and machine learning will be lost. To the contrary, using these new technological possibilities well will require some complex changes, as does the installation of any sort of new technology. Strategic initiatives that succeed with that sort of change are always driven by high powered Thrive behavior. The sort of discipline I am discussing here makes Thrive behavior more possible.
Yes, you may have to fight your own corporate culture of "That's Not How We Do It Here." But unless you are drowning in cash, you have any number of powerful weapons on your side to create the sense of urgency needed to launch cultural change. You have the always legitimate questions about the unnecessary cost or inefficiency of too much useless data. You have the opportunity argument: do it before the competition and the benefits could be huge.
And you do have power over your own consultants. Retrain them if they understand all this, or get rid of them if they simply contribute to the problem. And your new MBAs are nimble enough to learn to operate in a new way. Or you can hire the ones who are not narrow quants.
And, to repeat again, if all this seems a bit much, keep in mind that your competition is facing the same set of problems. Get out in front of them and you may easily have a whole new advantage. And that advantage will only grow stronger in a faster moving, data-deluged world.


text:
Determine if there are electric vehicle charging stations in the parking structure of: 5700 Wilshire Blvd, Los Angeles, CA 90036
Delivered August 2, 2019. Contributor: Megan B.
To determine if there are electric vehicle charging stations at 5700 Wilshire Blvd, Los Angeles, CA 90036.
Wonder is a secondary research company that utilizes publicly available information and sources to compose research.
Tishman Speyer owns this building, and the parking is managed by ABM Parking Services.
The LA ABM office can be contacted via the information on their website.
The nearest electric vehicle charging station is at 5750 Wilshire Blvd, but it is only intended for tenants and their employees. The type offered there is Greenlots, and it is free for tenants/employees.
The closest public EV charging station is at 5600 Wilshire Blvd. There are 3 level 2 ChargePoint charging stations (accommodating 2 cars each for a total of 6) inside the parking structure, costing approximate $2 for use.
There are also stations at 5757 Wilshire Blvd. There are 2 level 2 ChargePoint stations there. The approximate cost is $4.40.
Another local EV location is 5900 Wilshire Blvd, also containing 2 level 2 ChargePoint stations. The estimated cost is $4.00.
At 5550 Wilshire Blvd, there is a Blink J-1772 station. The cost is $0.49/kWh for Blink members, $0.59/kWh for guests.
Generally the best way to try to get an EV charging station installed at a public location is to petition the owner. As these can make them money, most should view that as an investment.
ClipperCreek advises that those who install public stations may be eligible for local, state and federal incentives.
While not exactly the same, ChargePoint has a scheme that allows consumers to incentivize their apartment company to install an EV charging station.

redpajama_set_name: RedPajamaCommonCrawl


A witness who is expected to give evidence at the inquiry into the convictions of Roseanne Catt heard gunshots outside her house on Saturday morning, a Sydney nun said yesterday.
Sister Claudette Palmer, who is supporting Ms Catt during the inquiry, said she received a phone call from Wingham cattle farmer Patricia Roy on Saturday morning reporting that she had heard shots fired on her property about 2am that morning.
"She is terrified and believes she is going to be killed," Sister Claudette said. The Herald has been unable to contact Ms Roy about the incident.
Ms Catt, pictured, served 10 years of a 12-year sentence for assaulting, stabbing, threatening to kill and attempting to poison her husband. She was released in 2001 after the NSW Attorney-General, Bob Debus, asked the NSW Court of Criminal Appeal to examine fresh evidence.
The inquiry heard evidence last week that Ms Roy had taken out an apprehended violence order against Ms Catt's ex-husband, Barry Catt (pictured) in January, alleging that he had made 80 phone calls to her in three days and had stalked her for two years.
Mr Catt agreed that the court action had been taken but said Ms Roy would regret taking action against him and would lose "credibility" in Taree.
Another defence witness, Graham Fellows, said he had left Taree after receiving verbal threats last week.
Giving evidence last week, Mr Catt denied that he and another man had assaulted Mr Fellows several years ago. Mr Fellows said he was prepared to give evidence at the inquiry but "I have left Taree for my own safety".
Last year, Mr Fellows gave the Herald a bullet he said had been given to him by two men in Taree after he agreed to give evidence in the inquiry.
The Herald gave the bullet to NSW Police, who are investigating his allegations of assaults and threats.
Ms Catt's solicitor, Kevin Rogers, has previously reported threats to witnesses in the case to police.
Her barrister, Andrew Martin, told acting judge Thomas Davidson last week that one of Ms Catt's car tyres had been slashed outside the house where she was staying last week.
Sister Claudette said: "I'm appalled by the lack of protection for witnesses in this case. Surely people should not have to place their lives on the line to see justice done."
The Catt inquiry continues this week.


text:
Q: Symfony2 - Access kernel from a compiler pass Is there a way to access the kernel from inside a compiler pass?  I've tried this:
    ...
    public function process(ContainerBuilder $container)
    {
        $kernel = $container->get('kernel');
    }
    ...

This throws an error.  Is there another way to do it?

A: As far as I can tell, Kernel isn't available anywhere in a CompilerPass, by default.
But you can add it in by doing this:
In your AppKernel, pass $this to the bundle the compiler pass is in.

*

*Add a constructor to your Bundle object, which accepts the Kernel as a parameter and stores it as a property.

*In your Bundle::build() function, pass the Kernel to your CompilerPass instance.

*In your CompilerPass, at a constructor to accept the Kernel as a parameter and store it as a property.

*Then you can use $this->kernel in your compiler pass.

// app/AppKernel.php
new My\Bundle($this);

// My\Bundle\MyBundle.php
use Symfony\Component\HttpKernel\KernelInterface;

class MyBundle extends Bundle {
protected $kernel;

public function __construct(KernelInterface $kernel)
{
  $this->kernel = $kernel;
}

public function build(ContainerBuilder $container)
{
    parent::build($container);
    $container->addCompilerPass(new MyCompilerPass($this->kernel));
}

// My\Bundle\DependencyInjection\MyCompilerPass.php
use Symfony\Component\HttpKernel\KernelInterface;

class MyCompilerPass implements CompilerPassInterface
protected $kernel;

public function __construct(KernelInterface $kernel)
{
   $this->kernel = $kernel;
}

public function process(ContainerBuilder $container)
{
    // Do something with $this->kernel
}

A: What samanime recommends works if you need to whole kernel.
If you are just interested in some values the kernel contains, it might be sufficient to just use the parameters set by symfony.
Here is a list of available ones:
Array
(
    [0] => kernel.root_dir
    [1] => kernel.environment
    [2] => kernel.debug
    [3] => kernel.name
    [4] => kernel.cache_dir
    [5] => kernel.logs_dir
    [6] => kernel.bundles
    [7] => kernel.charset
    [8] => kernel.container_class
    [9] => kernel.secret
    [10] => kernel.http_method_override
    [11] => kernel.trusted_hosts
    [12] => kernel.trusted_proxies
    [13] => kernel.default_locale
)

For instance, the kernel.bundles contains a list of all registered bundles in the format [bundle => class].
PS: I fetched this list using the following compiler pass:
<?php
namespace Acme\InfoBundle\DependencyInjection;

use Symfony\Component\DependencyInjection\Compiler\CompilerPassInterface;
use Symfony\Component\DependencyInjection\ContainerBuilder;

class InfoCompilerPass implements CompilerPassInterface
{
    public function process(ContainerBuilder $container)
    {
        print_r(array_values(array_filter(
            array_keys($container->getParameterBag()->all()),
            function ($e) {
                return strpos($e, 'kernel') === 0;
            }
        )));
        die;
    }
}

redpajama_set_name: RedPajamaStackExchange


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Arabian Power Electronics Company (APEC) is a leading global power electronics manufacturer having worldwide operations and production facility in Saudi Arabia. APEC was established in 2011 as a flagship division of ERAM Group, one of the most diversified business conglomerate in Middle East.
The company has gained wide acceptance for the quality of products and services by serving more than 500 clients in the region and a total installed capacity of over 10 MW of power back -up systems. The company has an operations and maintenance team capable of reaching to the clients across Saudi Arabia, says a spokesman.
Vision 2030 of Saudi Arabia is built around three themes – a vibrant society, a thriving economy and an ambitious nation. The vision of creating a thriving economy calls for unlocking the various promising economic sectors, diversifying them, thereby creating job opportunities, he says. It demands the development of a more stable energy sector with localisation of the technology, and APEC is close to achieving this through the process of transferring power electronics technology to the kingdom, he says.
Power electronics markets are steadily evolving and are continuously diffusing its innovations through the overall semiconductor industry. For example the Insulated-Gate Bipolar Transistor (IGBT) market itself grew 12 per cent from 2017 to 2018 and in 2018, it is expecting spectacular growth, higher than 15 per cent, he says.
The growing sectors include inverters used for solar panels to change DC to AC for household use; frequency convertors to support the radar systems in aeronautical sector, power electronics used in wind turbines to match the variable power produced by the turbine generator to that of the grid, power electronics for electric vehicles to control the electric power from the batteries; and smart grid applications that allow utilities to control power flows.
APEC stands unique with the perfect blend of infrastructure and human resource and a strong background on backup power system technology. It is in perfect sync with the fifth generation UPS and battery chargers. The reliability and durability of any equipment is highly dependent on its heat management, he points out.
The expert technologists in APEC have perfectly designed naturally air cooled rectifiers to sustain complex environmental challenges in the Middle East. APEC's core competence lies in providing operator-friendly, abuse-resistant engineering solutions. The current generation modular outdoor battery charger is equipped to handle abusive environment with NEMA-250-4X degree of protection without any air-conditioning or force cooling system.
APEC's expertise in battery technology is a unique blend between energy storage, power electronics and renewable technology. Any challenge related to battery monitoring and system monitoring can be handled by the expert technologists of APEC, he says.
Throughout the world, owing to high investment costs for expanding public grids to remote areas, it would be uneconomical to connect these areas to the utilities in the medium run. Under these circumstances, stand-alone PV systems present a logical alternative. In addition to manufacturing power electronic equipment associated with the solar power systems such as inverters, charge controllers and MPPT controllers, APEC is also a leading system integrator that can offer a complete ON grid and OFF grid solar power generation solution including engineering, design, assembly, installation, commissioning, operation and maintenance, he explains.
APEC, being the sole local manufacturer in the region of these systems, it can provide strong local technical support, fast delivery of products and spare parts and a comprehensive after sales services. The installation base includes a wide variety of products being exported to 12 countries in four continents. APEC holds an impressive clientele, in and out of the kingdom. Aramco, Saudi Electricity Company(SEC), Sabic, Marafiq, Maaden, Sadara, General Authority of Civil Aviation (GACA), MODA, Jubail Navy, Kaust, University of Dammam, AnB Bank, SABB Bank, DEWA, SEWA, KOC, EWA-Bahrain and Bahrain Airport are a few of them.
Eram Magnaflux Pvt Ltd- is an Indian sister concern of APEC, based in the Industrial City of Pune with a nationwide network. They have in-house facilities for PCB assembly, transformer manufacturing, R&D Departments etc. Some of its clients for specialized projects include the Indian Space Research Organisation (ISRO), L&T, BARC (Mumbai), RRCAT (Indore), VSAC, HAL, Indian Navy, Indian Air force, ISTRAC, Bangladesh Electricity Board and many more.
APEC has a well-established training facility and it conducts seminars and workshops for the young school and university students of the kingdom. Students from different universities are given the opportunity to attend internships and training programmes and thereby enhancing the technical skills of the Saudi youth.
A new facility, which has an overall area of 8000 sq m with a well-equipped production and office facilities, is ready to be in operation by end of this year and this will deliver the most innovative technology, products and services as well as job opportunities to the young Saudi engineers and other job aspirants. The company will be hiring more Saudi female employees into the administration, engineering and production departments.
The facility, located at the 3rd Industrial Area Dammam is completely designed and constructed for the future. Its position and proximity to the upcoming King Salman Energy Park, which is going to be the epicenter of global Industries, will help turn the spotlight on APEC- the indigenous manufacturer.


text:
May 06, 2015 News & Opinion » Feature
The High Cost of Driving While Poor
Alameda County traps people in poverty with steep fines for minor traffic infractions — in a cruel system that depends on punishing Black and low-income residents and is plagued by hypocrisy and conflicts of interest.
By Sam Levin @SamTLevin
Illustration by Roxanne Pasibe
That's because the East Bay Community Law Center helped him get his case in front of an Alameda County judge who presides over a program known as the Homeless and Caring Court. That program, which is a partnership between the courts and the nonprofit St. Vincent de Paul of Alameda County, helps homeless people get nonviolent infractions — including traffic tickets — dismissed. If they can prove that they are homeless or at risk of becoming homeless, and if they can show that they are making personal progress in their lives, Judge Gordon Baranco will listen to their story in a formal proceeding and then drop their violations.
"It's already helped me," Smith said after Baranco dismissed his charges in Homeless and Caring Court last month. "I'm just feeling like a normal person again. It just makes me feel like a citizen again, being able to honestly drive." Smith, who got his driver's license reinstated last week, said he feels more motivated then he has in a long time to find employment. "It makes you feel eager and it makes you hungry to search."
It was also the first time that he felt like anyone in the court system actually considered his difficult life circumstances. "They cared enough to real feel your pain ... instead of looking at you as a bill." The tone at Homeless and Caring Court, which takes place at St. Vincent de Paul and the Berkeley Food and Housing Project, is the opposite of Culver's Department 102 at Wiley Manuel. Baranco, who is also Black, praises the defendants for making progress and the crowd applauds at the end of each case.
It's a program that recognizes the hardships facing the most vulnerable people in the East Bay, and one in which officials display the kind of compassion and sympathy that advocates have long wished to see in traffic court. But Homeless and Caring Court happens only once every two months, resolving only a few hundred cases a year — a small fraction of low-income people weighed down by traffic fines. And according to representatives of St. Vincent de Paul, resources are limited and many of the clients they refer to the program have to wait a full year to get a hearing.
During that wait, many of those people fall further into poverty as their debts grow. And they can't legally drive to work.
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Tuesday Must Reads: Court Moni… Oakland Has a Transparency Pro…
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East Bay community land trusts look to post-Covid future
by Janis Hashe
Powering the Polls
Despite the pandemic, East Bay residents stepped up as poll workers and watchers in record numbers
by Darcy Brown-Martin
Trapped Part Two: The Vicious Cycle of Trauma
California prisons fail to help abuse victims and the mentally ill rehabilitate behind bars — and refuse to grant them parole so they can turn their lives around with loved ones on the outside.
by Sam Levin
Trapped Part One: Cruel and Indefinite Punishment
California wastes tens of millions of dollars a year keeping people in prison long after they've been rehabilitated — denying parole for arbitrary reasons and destroying lives in the process.
By Katherine Hamilton, Chuck Lenatti and Chiara Bercu
The events and trends that shaped the Teens.
By Steven Tavares


But you might be wondering: Why do some infographics earn links, shares, and traffic so well? And why do the others get buried?
Today, I'm going to pull back the curtain and decrypt virality and show you the exact elements that cause an infographic to go viral.
If you have the habit of reading online (duh!), then chances are, you've come across a trusty infographic. A trusty infographic is simply one that makes a bold claim and backs that claim using solid data.
This isn't about the data or their viewpoint on Obama's government. (To be frank, I have a neutral stance in this.) They chose an angle, and then they backed that angle with data. In this manner, they conveyed a story.
Note: If you take a close look at the Obama infographic example I mentioned here, you will notice that they've used all three elements of virality in it.
I simply use the search operator site:domain.com "keyword," and I use news websites like Huffington Post, Spin, Vulture, etc., as the domain.
And a warning: this WILL be time-consuming, but I suggest you do this right.
The primary reason why most outreach emails fail to prompt any action is that they ask outright what they want. But, do not ask outright. Focus on building a relationship with the blogger/journalist first.
This is the exact method I use: First, I send a 'feeler' email about some article they wrote, or on something that they tweeted, and I casually mention about the upcoming infographic.
I enjoyed your take on the recent scuffle between so and so singers at so and so awards.
Anyway, I just wanted to reach out and let you know that I loved your piece.
Notice how I casually mention the infographic, and ask nothing in return?
From experience, I can tell you this: When a discussion is raging on the internet, all writers will be on the lookout for related content. When you reach out using this feeler, most prospects will just say a casual thank you and ask you to reach out to them when you're done with the infographic.
I just finished putting the creative piece. It was all in a jiffy, but the data and design are solid.
How easier can it get?
Note: Some of them might not ask you to send them the creative piece. In that case, just ask for permission to send the infographic link in your second email. And always ask for permission. You're respecting their time that way.
Most of them, if they find your infographic interesting (which they will – you've used all the elements, haven't you?) will write about your infographic and link to it.
And this is the process that most content marketers use to build traction to their creative pieces and infographics right after they're published.
This is the final step in making your content epic. There is a disclaimer though: this is more about how you present the information that you already have using a great design.
Look at the second infographic example I showed you. They've done a great job presenting the data in an easy to understand and interactive visual format. When you create such interactive infographics, the content becomes a valuable and timeless resource that will drive consistent traffic to your website for years to come.
Here's another one (I guarantee this will blow your mind) – 100 years of rock, where they've beautifully visualized how rock evolved over the past century and how different genres of music were born from each type.
Another great example of an interactive resource on different ecommerce website designs. They provide the option to filter the resources by traffic, platform and technology used.
That's it from me. Are you ready to use data, conflict, angles, efficient outreach and interactiveness to build traction for your creative pieces? Anything that displays data visually is an infographic. What did you do to make yours stand out?


text:
Q: mysql datetime select problems I've have problem with mysql select range between two dates.
My query looking at
select field_1, date_format(field_date,'%d.%m.%Y') as dt
from mytable
where date_format(field_date,'%d.%m.%Y') between '31.10.2019' and 01.11.2019'

This query return empty answer. Mytable contains records for 31.10.2019 and earlier, but not contains records after 31.10.2019
field_date is a datetime type
problem is only for ranges after 31.10.2019
Why it not return records when range is out?


Worlds most comprehensive collection of woodworking ideas for pro beginner. Select projects offer step by step plans to purchase. This page contains free cutting diagrams for all of the projects listed.
Vanity table plans free. These free coffee table plans will help you build a wonderful centerpiece for your living room that looks great and is very functional. Plans for leukaemia andrew harris woodworki have provided access to some of my plans with full construction details so you can have a go at building them for personal use. This great looking diy vanity is functional and easily conceals all the mess. Free and easy diy plans for how to build a flip top vanity with a hinged top.
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Budapest, Hungary – Will Smith is the latest celebrity to take part in Drake's #InMyFeelings challenge (AKA #DoTheShiggy), and he may have just put everyone else to shame.
While overseas in Budapest, Hungary, Smith took the challenge to brand new heights — literally.
On Thursday (July 12), the Hollywood powerhouse shared a video to his Instagram account showing him climbing to the top of a bridge to bust a move.
In the clip, Smith says, "There is no way this is legal" as he scales the massive structure.
"I woke this morning in my feelings and I was like, 'I gotta let 'em out," he adds.
The Fresh Prince joins Ciara, Odell Beckham Jr., Trippie Redd and others who have all done the shiggy to Drake's "In My Feelings." The track comes from his latest release, Scorpion.


text:
Julia Chaffers
University College London (UCL)
Originally from Wellesley, Massachusetts, Julia Chaffers is a senior at Princeton University, where she studies History and African American Studies. Her research focuses on race and collective historical memory, and her senior thesis explores the history behind Confederate mascots in schools outside the U.S. South. Outside the classroom, Julia served as President of the American Whig-Cliosophic Society and was a Senior Columnist for the Daily Princetonian. She has worked in communications for Princeton's African American Studies department and interned as a summer scholar at the Century Foundation. As a Marshall Scholar, Julia will study U.S. history and politics at University College London and British history with a focus on public history at the University of Manchester.


Abivia's Bad Behaviour plugin implements the Bad Behaviour link spam killer for Joomla. This plugin implements the Honeypot and IP white-list features, but does not yet implement database logging.
To quote the Bad Behaviour site, "Bad Behaviour complements other link spam solutions by acting as a gatekeeper, preventing spammers from ever delivering their junk, and in many cases, from ever reading your site in the first place. This keeps your site�s load down, makes your site logs cleaner, and can help prevent denial of service conditions caused by spammers."
The first three numbers in the version number mirrors the version of Bad Behaviour. The last number is our release number.
Abivia's Bad Behaviour plugin is available for free download.


text:
Ruggero Settimo – włoski polityk, dyplomata, kontradmirał floty sycylijskiej
 Settimo Milanese  – miejscowość i gmina we Włoszech, w regionie Lombardia, w prowincji Mediolan
 Settimo San Pietro – miejscowość i gmina we Włoszech, w regionie Sardynia, w prowincji Cagliari
 Settimo Rottaro – miejscowość i gmina we Włoszech, w regionie Piemont, w prowincji Turyn
 Settimo Torinese – miejscowość i gmina we Włoszech, w regionie Piemont, w prowincji Turyn
 Settimo Vittone – miejscowość i gmina we Włoszech, w regionie Piemont, w prowincji Turyn

redpajama_set_name: RedPajamaWikipedia


text:
Johnnathan Tafra Quitral (born August 8, 1983) is a Chilean sprint canoer who competed in the mid-2000s. He was eliminated in the semifinals of the C-1 1000 m event at the 2004 Summer Olympics in Athens.

External links

1983 births
Canoeists at the 2004 Summer Olympics
Canoeists at the 2011 Pan American Games
Chilean male canoeists
Chilean people of Croatian descent
Living people
Olympic canoeists of Chile
Pan American Games silver medalists for Chile
Pan American Games bronze medalists for Chile
Pan American Games medalists in canoeing
Canoeists at the 2015 Pan American Games
Medalists at the 2011 Pan American Games


The more information you can give us, the quicker we can solve the issue. If you're in immediate danger, contact the police on 999.
Add dates and times if you can.
Where did it happen to you?
Please add names and addresses if you know them, or a description of the person.
We solve most disputes without going to court, but if we do, we'll need to show an incident diary.
An incident diary is your personal record of what you see or hear. You can't write down what someone else has witnessed, even if they live with you. They need to keep their own diary.
How should you fill it in?
You need to write it in a set way to be used in court.
You must fill in the diary as soon as possible while the incident is still fresh in your mind. Do it on the same day if you can. If you leave it longer a court might not accept it.
Fill in one form for each separate incident. If something else happens on the same day or night, you should use a new form. Sign and date at the bottom of every form.
Write down everything you see and hear in as much detail as possible. A general summary isn't taken as seriously as word-for-word evidence. Try and remember everything that was said, including any swear words.
It's really important to complete the section on how it's affected you. It'll help to show how you're feeling and make sure we're giving you enough support. If a case goes to court this section can be useful evidence for a judge and help them make a decision.
If your ASB is going to court you need to keep a diary. It is your personal record of what you see or hear.


When you first enter NHL 16 you can choose between three different types of control settings. To change your control settings at any time go into the NHL 16 main menu and select CUSTOMIZE > SETTINGS > CONTROLLER SETTINGS.
The NHL 94 Control scheme is the easiest to use and is best for players who want a more casual experience. Use buttons to shoot, pass and hit.
The Hybrid Control scheme gives players more options on the offensive and defensive side of the puck. Buttons are still used to shoot, pass and hit; however you now can control the type of shot you take (wrist shot/slap shot) and whether you want to hit your opponent or poke the puck on defense.
This Skill Stick setting gives you complete control from any position. The Skill Stick allows for complete fluidity, allowing you to shoot and deke using just the right analog stick. For tips on how to deke in NHL 16 using the skill stick, check out our How To: Deke in NHL 16 Tutorial Video.
This all-new training tool will help sharpen your offensive and defensive skills no matter your talent level. Visual aids project shooting targets, passing lanes, open teammates, and more. To change the On-Ice Trainer settings go to CUSTOMIZE > SETTINGS > ON-ICE TRAINER in the NHL 16 main menu.
Context Control prompt appears above your player, so you know which behaviors can be done, and how to execute them. Beginner entry control settings will only display the prompt. Intermediate settings will introduce new control prompt you learn, and experts can only tell you control, you do not use.
When you jump into your first game in the visual ice trainer will ask you to do basic commands, such as taking a slap shot, make a pass or win a showdown. Once you have completed these tasks trainer will ask you to try more advanced control, such as one-touch pass dekes or UFO. Visual ice training concerning the best thing is that it is adapted to how you play - because of your skills improve, you will see less ice during the game's visual prompt trainer. You can also jump into the practice mode to test the free skate, team business or practice goalie coach.
There are more than 16 non-Hodgkin's lymphoma just play. Whether you take your favorite team is a generic control over live out your fantasies NHL career, or build their own ultimate dream team NHL 16 may be provided for each type of single and multiple modes of hockey fans.
I think you have what it takes to manage your favorite NHL team and lead them to the Promised Land? Prove it to me! Trade players, sign free agents and manage the player's personality and the new player morale system.
Create your own custom characters, and through a complete NHL career play. Attribute your actions directly it affects access to the ice, make sure that your professional skills, show your play. Shape your heritage, see if you can lead your favorite team Stanley Cup.
Only in HUT you can build and with all your favorite players to create amazing moment, the rest of the team is unlikely to play a team. New players can single-person seasonal seasons from around the world HUT online AI to play against other teams and more experienced players might face closure.


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Frameless Shower Doors Local Experts focuses on customer care making sure that you'll be very happy with our services. We recognize your objectives and job requirements, and we'll work hard to ensure you are pleased with our services. When you have concerns and questions, we've got information. Our company is ready to assist you. We predict all your questions and concerns, and we'll address them once you contact us. You need to put together the right decisions for your own job, and we know how to help you do just that.
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text:
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redpajama_set_name: RedPajamaGithub


At first I didn't take offense. A day or two later, I started to resent the comment. A day after that, I let it go, chalking it up to common ignorance. But, it ignited in me a sort of awareness of this prejudice I'd never really noticed before — the odd notion one can be too educated for something. The more attention I paid, the more aware I became of the alarming frequency this subject comes up among writers; one genre views itself superior to another, the highbrow views the 'dregs' with disdain… I just don't get it. Even as I sat watching Lost last night, this issue arose. One of the Others was having a book group and her friends were giving her a hard time for picking a Stephen King novel. One said something about not even deigning to read it in the bathroom, as if Mr. King's words were somehow beneath him.
It all seems vain and trifling. Like writers don't have enough obstacles in their paths, new ones need to be invented; clubs have to be formed and the mean little kids manning their plywood forts have to wing stone missiles at the approach of any of the uninitiated and unwelcome.
I have no use for any of that. I'm a storyteller out to do just what the title implies. And if I can help just one person let go of whatever is troubling him for a little while, I'll be more than satisfied with my life's work, regardless of the opinions of others.
Maybe I am uneducated. Maybe I'll never be part of the intelligentsia. But, I know who I am, and where I'm going. And I believe in myself enough to let those who have "too much education" slide by me without affecting my outlook on life. I've got too many better things to do than worry about other people's hang-ups.
This entry was posted on Thursday, October 5th, 2006 at 6:44 pm	and posted in Uncategorized.	You can follow any responses to this entry through the RSS 2.0 feed.
Thank you both. All I'm out to do is give "a good read." So, it's by that alone I'll judge myself.
Thank you storyteller. I'll take Stephen King over the Encylopedia anyday. A good read is just that…a good read. Some days it's a spooky story, other's pure fantasy, some nights it's falling in love… But when the author, the artist, grabs you by the hand and yanks you through the pages…. it's a good read. And you don't have to be educated to enjoy that!
Awww….well, some folks are too educated to think on their own then! They need primary resources to back their thoughts up.Makes me wonder how they could possibly deal with…emotions!You just keep on truckin'!


Our storage lockers are great for any room of the house but we think they look very neat as a retro side table in the living room.
With a lockable catch, they're made from high quality powder coated steel just like the real thing.
Available in four bright colours our new lockers are guaranteed to brighten-up any living room and provide a bit extra storage for magazines and newspapers, kids toys or even act as a mini-bar!
Quick and easy to assemble in roughly 5 minutes, best of all there's tools required. If Simon our MD can build one, they must be easy!


It's not often I can start a review with the same words used by the performer I've just seen but WOW!!!!!!!!!!!!!!!! (yep, that's 16 exclamation marks). I think that pretty much sums up my view of Elio Pace and his band who last night kicked off their 2015 tour of "The Billy Joel Songbook" at the Leicester Square Theatre.
This is two that successfully combines two massive elements. The first is Mr Billy Joel, one of the most prolific and successful singer/songwriter's ever seen. This guy is, not to point too fine a point on it, pretty damned impressive. When you look back at Billy's career from his first album 'Cold Spring Harbor' released in 1971 to the present, there is not a single genre of commercial music where he has failed to shine. Ballads, pop, rock, acapella, solo, big band – you name it and Billy has produced a mega-successful single or album covering it. If that's not enough, he also released a superb classical music album, 'Fantasies and Delusions' – which we got to hear a snippet of last night – in 2001. Prolific and never complacent in what he produces, Billy Joel proves that commercial success and quality can go hand in hand to produce record-breaking tracks that really stand the test of time.
The second element to the show is Mr Elio Pace himself. A consummate performer who charmed and connected with his audience from the moment he stepped onto the stage to the strains of 'Angry Young Man' Elio is a constant pleasure to watch and hear. Together with his mega-talented band, Elio brings his love of Billy Joel's work to every second of the show. There's no flashy costumes, or dancing boys/girls – Elio was in a simple black suit, white shirt and black tie with the rest of the band suitably relaxed in their attire – because flashiness wasn't necessary to convey the magic of the music and Billy's story which Elio, who has obviously really researched his subject, gave us snippets of between some of the songs. I loved this providing, as it did, a wonderful glimpse into the life and mind of Billy – for example, he never wanted to release 'Just the way you are' which then went on to win two Grammy's and spent 27 weeks in the US top 10.
Whether you are currently a fan or not, "The Billy Joel Songbook" is a wonderful show. From the first moment, there were members of the audience bobbing their heads and singing along to the many familiar songs – got to say I surprised myself with how many lyrics I remembered and really wanted to join the boys on stage for 'The longest Time'. After a first act with some fantastic songs including personal highlights such as 'This Night' and one I'd never heard before 'Root Beer Rag' – a test of piano playing that Elio passed with flying colours – I, like the rest of the audience, was calling for more. The Second act started with 'Captain Jack' and then had a superb segment dedicated to some of the most beautiful of Billy's love songs – including 'She Got Away', 'You're My Home' and the haunting 'Lullaby (Goodnight, My Angel)'. Of course it was impossible to finish off with 'soppy love songs' so the final 20 minutes was a smorgasbord of awesome tracks guaranteed to get the entire audience on their feet and singing/dancing along – to be honest some of them had obviously wanted to do this right from the start. I, along with my companions, was up there doing the 'Billy Joel Dance' (step, back-cross, step, kick) during 'Uptown Girl' and completely messing up the order of the words in 'We Didn't Start the Fire' as I sang and danced with everyone else. When the show finally finished – can't think why they did, as Elio said there were still around 102 songs in the songbook to go – the roof of the theatre was seen to shake at the massive roar of appreciation from an audience that had been well and truly entertained.
Elio Pace is taking "The Billy Joel Songbook" on a 50 show tour round the UK between now and November. My advice? Young or old, unless you are dead, get yourself along to one of the dates and lose yourself in a magical performance of totally awesome music, written by a genus and delivered by a truly amazing and talented band headed up by a fantastic singer. So, to end, and at the risk of repeating myself – WOW!!!!!!!!!!!!!!!!
Returning by popular demand for a second year and following on from his highly-praised concerts in the USA starring with Billy Joel's original 1971-72 touring band, Elio Pace delivers this sensational tour celebrating the phenomenal music of the 150 million record selling, multiple award winning, Billy Joel.
Elio's outstanding talent, energy and pure infectious passion for this ingenious songbook will have you enthralled from the moment his fingers strike the piano for the show's opener, 'Prelude/Angry Young Man'.
As well as being interspersed with insightful and fascinating anecdotes, the show features over THIRTY of Billy Joel's incredible songs including the massive hits, 'Uptown Girl', 'Just The Way You Are' and 'My Life' as well as fan favourites such as 'Scenes From An Italian Restaurant', 'Goodnight Saigon' and 'Piano Man'.


text:
Statement on behalf of the Group of Friends of R2P at 37th Session of the Human Rights Council
The following document contains the official statement delivered on behalf of the 50 members of the Group of Friends of R2P at the UN Human Rights Council Interactive dialogue on the joint study of the Special Rapporteur on the promotion of truth, justice, reparation and guarantees of non-recurrence and the Special Adviser of the Secretary-General on the Prevention of Genocide on the contribution of transitional justice to the prevention of gross violations and abuses of human rights and serious violations of international humanitarian law, including genocide, war crimes, ethnic cleansing and crimes against humanity, and their recurrence on 2 March 2018.
UN Group of Friends of the Responsibility to Protect
Statement delivered on behalf of the Group of Friends of R2P at the ECOSOC event, "Social and economic measures to prevent genocide, war crimes, ethnic cleansing and crimes against humanity"
Statement delivered on behalf of the Group of Friends of R2P at the UN Security Council Open Debate on Women, Peace and Security, 2022
Statement delivered by the Group of Friends of R2P during the UNGA general discussion under the Third Committee's Agenda Item 68 (a-d): promotion and protection of human rights


Learn about contact center management, from skills, queues, wrap-up codes, routing, and canned responses.
PureCloud uses ACD skills to help match customers with the most suitable agents based on a customer's needs. Add skills and then assign them to help customers find the agent who can help them the most.
Create, edit, and delete queues, designate members, associate wrap-up codes, and enter the number of seconds that alert timeouts display for interaction channels for the entire organization.
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text:
Mikołaj Skaszewski herbu Grabie (zm. przed 11 marca 1681 roku) – chorąży bielski od 1643 roku.

Poseł sejmiku brańskiego na sejm 1649/1650 roku, sejm 1658 roku, sejm 1662 roku, sejm 1664/1665 roku, sejm 1665 roku, pierwszy sejm 1666 roku, poseł sejmiku włodzimierskiego województwa kijowskiego na sejm 1650 roku, poseł na drugi sejm 1666 roku, sejm 1667 roku, sejm nadzwyczajny (abdykacyjny) 1668 roku.

W 1648 roku był elektorem Jana II Kazimierza Wazy z województwa podlaskiego. Podpisał pacta conventa Michała Korybuta Wiśniowieckiego w 1669 roku. Poseł na sejm nadzwyczajny 1670 roku z ziemi bielskiej. Był członkiem konfederacji generalnej zawiązanej 15 stycznia 1674 roku na sejmie konwokacyjnym. W 1674 roku był elektorem Jana III Sobieskiego i posełem na sejm elekcyjny z województwa podlaskiego.

Przypisy

Bibliografia

 Suffragia Woiewodztw, y Ziem Koronnych, y Wielkiego Xięstwá Litewskiego, zgodnie na Naiaśnieyszego Jana Trzeciego Obránego Krola Polskiego, Wielkiego Xiążęćiá Litewskiego, Ruskiego, Pruskiego, Mázowieckiego, Zmudzkiego, Inflantskiego, Smolenskiego, Kijowskiego, Wołhynskiego, Podolskiego, Podláskiego, y Czerniechowskiego Dáne między Wárszawą á Wolą / Dnia Dwudziestego pierwszego Máiá / Roku 1674, [b.n.s.]
 Urzędnicy podlascy XIV-XVIII wieku. Spisy". Oprac. Ewa Dubas-Urwanowicz, Włodzimierz Jarmolik, Michał Kulecki, Jerzy Urwanowicz. Kórnik 1994, s. 191.

Chorążowie bielscy (I Rzeczpospolita)
Członkowie konfederacji generalnej 1674
Członkowie stanu rycerskiego I Rzeczypospolitej
Elektorzy Jana II Kazimierza Wazy
Elektorzy Jana III Sobieskiego
Elektorzy władców Polski (województwo podlaskie)
Elektorzy władców Polski (ziemia bielska)
Posłowie na sejm zwyczajny 1649/1650
Posłowie na sejm zwyczajny 1650
Posłowie na sejm nadzwyczajny 1658
Posłowie na sejm nadzwyczajny 1662
Posłowie na sejm zwyczajny 1664/1665
Posłowie na sejm nadzwyczajny 1665
Posłowie na sejm zwyczajny 1666 (I)
Posłowie na sejm zwyczajny 1666 (II)
Posłowie na sejm zwyczajny abdykacyjny 1668
Posłowie na sejm nadzwyczajny 1670
Posłowie na sejm elekcyjny 1674
Posłowie na Sejm I Rzeczypospolitej (województwo kijowskie)
Posłowie na Sejm I Rzeczypospolitej (województwo podlaskie)
Posłowie na Sejm I Rzeczypospolitej (ziemia bielska)
Mikołaj Skaszewski
Sygnatariusze paktów konwentów Michała Korybuta Wiśniowieckiego
Urzędnicy ziemscy I Rzeczypospolitej


text:
Jonathan Edwards, original blogger
by Jordan J. Ballor • January 5, 2007
It has been said that when Jonathan Edwards would roam about the countryside on his horse, he would record his observations and thoughts on little scraps of paper and pin them to his coat. When he returned home, his wife would help him unpin the notes and he would arrange them on his desk and use them as a basis for recording his thoughts in more permanent form.
This story has been viewed by some scholars as apocryphal, although Paul Elmer More repeats the image:
It must have been one of the memorable sights of the world to have seen him returning on horseback from a solitary ride into the forest, while there fluttered about him, pinned to his coat, the strips of paper on which he had scribbled the results of his meditations.
But whatever the source of his recorded observations, it can't be doubted that his meditations found their way into his Miscellanies, a set of writings on various topics worked on throughout his lifetime.
In the writing of these Miscellanies, we can view Edwards as a proto-blogger of sorts, and if we can stretch the image a bit more, we can see the Miscellanies as an early form of hypertext. At least, the topical and occasional nature of the Miscellanies render them well-suited for the tools of a digital age, where tags and hyperlinks can quickly and easily connect writings previously separated by time and page.
The hypertextualization of Edwards' Miscellanies is, in fact, what The Jonathan Edwards Center at Yale University has accomplished. As part of the project to digitize Edwards' entire corpus, the beta phase of the first installment of texts has been made public and is free to access during a trial period.
All 1373 Miscellanies are now text searchable and linked by topic. Now, for instance, you can scan through all eight of the Miscellanies (and another sermon), written over the course of a decade, that treat of the subject of "self love" with a few clicks of a mouse button.
And so, with the work of the Jonathan Edwards Center, we now have access to the works of Jonathan Edwards, the O.B. (Original Blogger). Hey, if Jonathan Edwards can be my "homeboy," then we can certainly indulge one or two other anachronisms.
Jordan J. Ballor
Jordan J. Ballor (Dr. theol., University of Zurich; Ph.D., Calvin Theological Seminary) is director of research at the Center for Religion, Culture & Democracy, an initiative of the First Liberty Institute. He has previously held research positions at the Acton Institute and Vrije Universiteit Amsterdam, and has authored multiple books, including a forthcoming introduction to the public theology of Abraham Kuyper. Working with Lexham Press, he served as a general editor for the 12 volume Abraham Kuyper Collected Works in Public Theology series, and his research can be found in publications including Journal of Markets & Morality, Journal of Religion, Scottish Journal of Theology, Reformation & Renaissance Review, Journal of the History of Economic Thought, Faith & Economics, and Calvin Theological Journal. He is also associate director of the Junius Institute for Digital Reformation Research at Calvin Theological Seminary and the Henry Institute for the Study of Christianity & Politics at Calvin University.
Posted in Bible and TheologyTagged blogging, hyptertext, jonathan edwards
What Jonathan Edwards can teach American Christians about economic justice
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AU08 blogger wrap-up
Anthony Bradley vs. John Edwards' Poverty Tour


What Happens to Animals During Natural Disasters?
At some point, pet owners will likely find their dog scratching, itching, and gnawing at their coat as if their life depended on it.
Although a small, pretty looking dog, the Yorkshire Terrier has many qualities that are unknown to those who have not researched the breed.
Keeping your dog out of pain, even if he has developed osteoarthritis or other joint and muscle issues, will help him stay mobile and active.


Magnificent 7 Bedroom, 5500 sq feet, 2 story private Beachfront House. 5 Bedrms Main House (ensuite baths) plus 2 Bedrms in Guest Cottage. Directly on ocean, heated pool, Media Rm w/ HDTV, (WIFI Internet/Printer/Copier/US & Local Phone). Spacious Outdoor Area - kayak & paddle board. BBQ on outdoor patio.. Awesome setting for group of friends or families.
Located 15 minutes from Airport. Walk to Baha Mar Resort & Casino, fine restaurants. Short cab ride to Atlantis, attractions, duty-free shopping and downtown straw market. Grocery store 10 mins from house. Ideal climate for recreation, leisure, or a corporate retreat. Shangri La (meaning heaven on earth) features: year round sunshine, white sandy beaches, and calm, crystalline water.
Housekeeper provided a few hours midpoint with a weeks stay. Gardener and pool maintenance onsite a few days a week.
We update the availability calendar regularly, so feel free to check dates you wish to travel against dates already booked. Special rates will apply for holidays.
Property Features: Property also has a separate Guest Cottage with 2 bedrooms, bath, kitchen, living room. The outdoor area is spacious with private pool, comfortable terrace furniture including 2 seating areas with large tables, couches, chaise lounge chairs, and outdoor speakers. Ideal for the corporate executive - all the bells and whistles - hi speed Internet connection, phone (local & US Vonage line), copier, printer. Great for entertaining - Media Room with 6 reclining theater chairs, huge big screen TV with surround sound system, cable.
Local Attractions: Queen's Staircase, Forts Fincastle & Charlotte, Ardastra Gardens & Zoo, Graycliff Cigar Factory, downtown straw market, Atlantis Casino & waterpark, Marina Village, Junkanoo Festival. Swim with dolphins and explore beautiful coral reefs. Island excursions & helicopter tours available. Half day or full day Out Island trips recommended to Exuma and Harbor Island. 15 min walk down beach to Baha Mar Resort.
Perfect Environment: Enjoy Breathtaking Ocean Views, Bahama breezes, and the welcoming nature of the Bahamians. See for yourself -- have fun in Paradise -- take in a piece of heaven on earth at Shangri La.
Intricate tiling and high end faucets add to the beauty. Bathroom 6 is in guest cottage.
BTC wireless- wifi with booster through out inside and out.
Large comfortable living room looking over the pool, patio and luscious waters.
Sonos system with speakers adjustable on patio, kitchen, dining room etc.
Spacious patio with large eating area. Multiple other seating areas around pool and overlooking the beautiful blue water.
Local property manager, housekeeper provided a few hours midpoint during a weeks stay and gardener/pool service onsite a few days a week. Special services such as babysitting, in home massage, personal chef, and catered meals can be arranged for a small commission. If available, economy car or 7 person passenger van can be rented from our local property manager for reasonable rate.
The perfection on paradise. Shangri La has it all.
What a great trip. We went diving each day and there was nothing like returning to a beautiful spacious home right on the water to relax and recover from the days adventures. From the house keepers to the hosts it was all first class. Ty again for the hospitality. We will absolutely book again!!
I went to Shangri-La for a bachelorette weekend. The property managers could not have been more helpful answering questions, giving us advice for activities, and recommending restaurants. As the Maid of Honor, they took all the stress out of planning! In addition to the incredible management, words simply do not do this place justice. We enjoyed incredible sunsets, beautiful days on the beach and poolside with snorkeling, kayaking, and other rec toys toys included at the house. We can't say enough good things about the property, we'll definitely be back!!
Can't get a better location, we've rented lots of houses, this was by far our favorite.
Lots to do, nice comfortable beds, unbeatable location, we'll be back.
We were an extended family of 13 that included my mother, her 4 daughters and spouses and 5 grandchildren in their 20's. The house was perfect for our group. . . plenty of space especially with the guest house included.
From the moment we reached out to book this house last September to the day we finished our vacation, all those connected to the house were superb to work with. A special shout out to the property manager who made booking this trip stress free. She was responsive, informative and so easy to work with. After answering a multitude of questions from me she was always happy to answer my "one more". All those involved with the house in the Bahamas were equally friendly and easy to work with. They obviously have put together a great team who serve those who rent this house.
The house was clean and ready for us when we arrived. Outdoor space was so fun. . . so inviting and we spent most of our time there hanging out and lounging around. Ample space for either sun or shade and so many things to do. . .swimming pool, hammock, paddle boarding, kayaking, ping pong table, lounge chairs. Walking the beach was part of our daily routine.
Many in our group have been to Nassau before and understood how expensive food is. Therefore, we packed an entire suitcase + with food and brought two coolers with frozen meat.
Throughout the week we used Cheryl's taxi service.
We arranged for a ½ day snorkeling trip from Captain Sam at West Bay Adventures. He and Captain Tyler picked us up right in front of the house. This was the highlight of the week for many in our group.
Some in our group went to Atlantis Water park for the day. A group took the 1/2 day culinary academy at the Graycliff Hotel. This is a beautiful hotel with a 5 star restaurant.
Don't delay if you're thinking of renting this house . . . You will not regret your decision . . . you will take tons of pictures, create amazing memories and have a trip of a lifetime!!! I hope we are able to go back someday!!
I recently visited for a guys trip with friends and the property management made this stay exceedingly easy, allowing us to dedicate most of the time to relaxing. The facilities were amazing and everything was in top shape. The pool was set up for us and stayed warm and comfortable even in January. While I accidentally left a couple of valuable items in the house, the staff has helped us by promptly locating them and offering a safe return to us via fedex. We could not have chosen a better spot to stay. Thanks, Shangri La!
The house was absolutely amazing, the views were breathtaking and such a relaxing treat to wake up to every early morning with the kids! I cannot say enough about the staff that we were able to meet and get to know a bit throughout our stay: Dee was absolutely FABULOUS -- she was incredibly helpful, super responsive and professional and you could tell she really cares about the property. Alesandro was also incredibly sweet and professional when he came by to take care of the pool. Charmaine was also very accommodating on our last day as we were trying to stay out of her way while also help make things as easy as possible for her.
We chose not to rent a car during our stay, but needed to get out a few times to pick up groceries. Dee recommended a driver for us that we used (Gregory) who was the best. He took us to multiple grocery stores so we could find exactly what we needed for Thanksgiving. He waited while we shopped and helped us with our groceries too. He was extremely cost effective compared to calling a taxi and then calling another taxi after shopping.
Sue was also so incredibly helpful and informative leading up to the trip -- the whole week from check-in to check-out could not have gone more seamlessly. It was also very helpful to have a crib, pack n' play, and highchair at our disposal since we had 3 small children traveling with us. A few other amazing details about the house: filtered water, an awesome TV room, more towels than you will ever need, close to multiple grocery stores and nextdoor to the new Baha Mar resort, paddle boards and a kayak at your disposal, an outdoor ping pong table, tons of pool floats for the kids, SONOS surround sound inside and outside (which made lounging by the pool even more fun), and direct access to the beautiful beach! Shangri La is an absolutely stunning property and we hope to return in the future!
Excellent location - Cable Beach - Goodman Bay -West Bay Street - 15 minutes from airport - away from all the congestion of downtown Nassau. Baha Mar resort and 15 minutes from Atlantis..
...The house is in a quiet, calm bay - right on the beach.
...Catch a jitney bus for $1.25 right outside the property that takes you into downtown Nassau.
...Smaller straw market, Casino, restaurants - 5 min ride away.
...Short walk down beach where you can rent jet skis or catch the Booze Cruise Boat that takes you on a half day adventure including a snorkeling stop.
Golf: Jack Nicklaus course Baha Mar Resort - Cable Beach and Ocean Club - Paradise Island.
Rates include all taxes. Until confirmed, rates are subject to change without notice. Check, bank to bank wire transfers, credit cards accepted. A 3-4% fee will apply when charging by credit card. Special rates apply for T-giving and Xmas holidays. See owner rental agreement for cancellation policy. DEPOSIT 50% of the gross rental fee required to hold reservation. Full and final payment (including a $500 refundable damage deposit) is due 60 days prior to guest's estimated time of arrival.