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GLENN R. MORRISON, JR., LTCOL, USAF
Glenn Morrison, Jr. '59
Date of death: October 26, 1966
GLENN R. MORRISON, JR.
Mason City, Iowa
Twenty-first Company
This husky Iowan was noted for his way with women. Glenn never seemed to have any trouble finding a local belle to drag. The reason, of course, lies in his likable personality, which showed itself in his ability to get along with everyone. During his years at the Academy he was a standout on the company football team and a consistent winner of the shot put event for the battalion track team. We all wish Glenn the best of luck in his aspiration to become a wearer of the coveted Navy wings of gold.
From Find A Grave:
Married to Carolyn. They had 3 daughters, Merrill (Jim), Tracey (Jake), Stephanie. Parents: Father, Glenn Raymond Morrison, Sr., Born Feb. 18, 1909 and Mother, . Had brothers, Robert and Mark E. Morrison, Clinton, Iowa.
Lieutenant Colonel Morrison was a member of the 614th Tactical Fighter Squadron. On October 26, 1966, he was the pilot of a North American Super Sabre Fighter (F-100D) on a mission over South Vietnam, when his aircraft crashed. His remains were not recovered.
Glenn has a marker in his memory at the Naval Academy Cemetery.
Glenn graduated from Annapolis in June of 1959 and was commissioned a 2nd Lt. in the USAF.I was fortunate enough to be able to spend the day before his accident with him. Glenn was missing in action for 13 years when the Government decided to declare him dead. his body was never recovered. Glenn was heavily decorated for his flying abilities. And we his family are very proud of him. Mark Morrison - Brother | Clinton, Iowa 52732 USA
Wife's Obituary
8May12-Carolyn Morrison,70, of Scottsdale, AZ, passed away peacefully on April 28, 2012 after a courageous nine month battle with lung cancer. During her last days she was surrounded by her loving family and friends celebrating her life. Carolyn was born April 24, 1942 in Baltimore, MD to Edward and Lenore Gill. She met her future husband Glenn R. Morrison, Jr., while he was a midshipman at the Naval Academy in Annapolis, MD, and married August 8, 1959. In 1970 Carolyn moved to AZ with her three daughters after her husband Glenn was shot down in Vietnam and listed as MIA. She moved to Hawaii for 12 years where she worked for Hawaiian Host, was President of the Children's Advocacy Center on Maui. She returned to AZ in 1997, where she worked for every Razmataz furniture store in the Valley, making them beautiful with her decorating talents and spirit.
Carolyn is survived by her daughters Merrill (Jim), Tracey (Jake), Stephanie, and five grandchildren: Morgan, Nicholas, Michael, Zachary and Luke. Preceding her in death were her parents and husband.
Glenn is one of 32 members of the Class of 1959 on Virtual Memorial Hall.
← George Varver, Jr. '59
Thomas Ryan '59 →
Retrieved from "http://usnamemorialhall.org/index.php?title=GLENN_R._MORRISON,_JR.,_LTCOL,_USAF&oldid=82565"
614th Tactical Fighter Squadron
This page was last modified at 14:57 on 8 April 2019.


The American Bar Association's healthcare directive, Giving Someone Power of Attorney for Your Health Care: A Guide with an Easy-to-Use, Legal Form for All Adults, combines the legal requirements for most states into a single document that most people throughout the country can use.
Instructions about end-of-life treatment choices are often dated and too vague. To address the issue, ABA staff devised the draft, then we wrote it in plain language and made the design easy to follow.
Our document was clear, inviting, and legally sound.
"Users of the form will notice that the instructions for who can serve as one's health care agent and who must witness the document are fairly detailed and extensive. That is because state law requirements vary considerably, so combining all those requirements into one form results in a longer list of requirements than exist in any one state.
The ClearMark awards honor the best in clear communication and plain language, celebrating documents and websites.
The airy form itself is a relief from the density that afflicts so many forms.
The writing expresses complex considerations without overwhelming. The thinking is tough-minded, but the writing is never intimidating. That's quite a feat.
It has the big three: meaty content; strong, visible organization; and effective wording.
The instructions and form are almost fun to work through.
The layout and wording show great attention to helping users navigate the document and understand the words. For all its details, the document never overwhelms, because it is presented in well-worded, visually attractive units.


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Hill Walks Seven; Cardinals Capitalize
Rich Hill walked a career-high seven batters over four-plus innings and the Cardinals capitalized on the extra baserunners, beating the Dodgers 6-1. Mike Leake pitched eight innings in which he allowed one earned run on four hits without walking a batter and striking out five. The Cardinals took advantage of a fielding error by Cody Bellinger, scoring two runs as a result of the play.
Cardinals 6 8 0
Dodgers 1 4 1
Mike Leake reclaimed the NL ERA title from Clayton Kershaw on Wednesday with his dominant outing. It looked like Leake had all his pitches working for him, as he used breaking balls and fastballs to get outs. The Dodgers were unable to do anything against him until the eighth inning when Cody Bellinger drove in a run with a sacrifice fly.
The Cardinals got to Rich Hill in the second inning after he loaded the bases with walks. Kolten Wong got a fastball over the middle of the plate and lined it into left field for a base hit. Two runs scored on the single and the Cardinals took a 2-0 lead. Hill then walked Leake, the pitcher, and loaded the bases again. He got out of the inning after that, but allowed two runs and walked four batters.
The Cardinals took advantage of another walk and an error in the fifth inning to extend their lead. Hill walked the leadoff man Stephen Piscotty, then Matt Carpenter reached on a bunt single. Jedd Gyorko then hit a fastball on the ground to left field and Cody Bellinger charged it in case the Cardinals sent Piscotty to the plate. St. Louis wisely held Piscotty but the ball rolled right past Bellinger. As Bellinger chased it down, Piscotty and Carpenter scored and Gyorko advanced to third. Gyorko then scored on a sacrifice fly by Yadier Molina. Once the Dodgers were finally out of the inning, the Cardinals had a 5-0 lead.
Sergio Romo entered the game in the seventh in an attempt to keep the Cardinals at bay. After Romo recorded an out, Molina stepped up to the plate. In a 2-1 count, Yasmani Grandal gave Romo a target down and away. Romo threw a slider the went high and away, allowing Molina to get his bat on the ball. The ball traveled over the wall in left field and the Cardinals had a 6-0 lead.
Keys To The Game:
Missing The Zone:
The Dodgers issued a total of nine walks during Wednesday night's game, seven of them issued by Rich Hill. By walking nine Cardinals, the Dodgers allowed each batter to come to the plate an extra time. If a pitcher is going to miss the strike zone that many times, it needs to be with a pitch that a batter swings at and misses. Mike Leake threw balls in the dirt during the game, but they got swings and missed to record strikeouts. Overall, a pitcher, especially a Major League pitcher, should not walk more than three batters in a game.
Big Defense:
The Dodgers made two great defensive plays on Wednesday night, both of them coming in the first two innings. In the first, Chris Taylor robbed Dexter Fowler of extra bases with a leaping catch in center field. In the second inning, the Cardinals had the bases loaded against Rich Hill for the second time when Fowler popped a ball into short right field. Chase Utley chased down the ball and made an over-the-shoulder catch, saving a run. A frustrated Dexter Fowler was now 0-2.
It's a rubber match between the Dodgers and the Cardinals, Michael Wacha will take the mound for the Cardinals and Kenta Maeda will make his return from the DL for the Dodgers. Wacha is 1-2 with a 3.57 ERA in four career starts against the Dodgers. Maeda, who hit the DL with hamstring tightness, will look to pick up where he left off in his last start when he pitched 8.1 innings on May 10 in a 5-2 win over the Pirates.
Cardinals Chase Utley Chris Taylor Cody Bellinger Dodgers Kenta Maeda Rich Hill Sergio Romo Yasmani Grandal
Forsythe Walks-Off After Crazy Pitching Duel
Maeda, Ryu Combine For Series Win

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Tag Archives: man dies
Man dies in fire in Bellwood home
Chicago Tribune: "A 68-year-old man died when fire broke out in his home in Bellwood, authorities said. Otis Green, of the 300 block of 50th Avenue, was pronounced dead after 4 p.m. Monday, according to the Cook County medical examiner's office. He had suffered burns. Andre Harvey, director of public safety in Bellwood, said authorities received the first 911 call ...
Man dies a week after jumping from West Side fire
By Deanese Williams-HarrisTribune reporter10:54 p.m. CST, February 11, 2014 A man who jumped from the fourth floor of a West Side hotel to escape a blaze earlier this month has died from his injuries, said officials. Roy Harmon, 53, of the 1800 block of West Jackson Street, was pronounced dead at 12:35 p.m. Tuesday at Stroger Hospital, according to the ...


If you are interested in joining our team at The Historic Hill House, submit your information below and someone will contact you. You can also email your resume to Employment@HistoricHillHouse.com.
Thank you for inquiring about employment at The Historic Hill House and Farm! Someone from the team will contact you soon.


Paris Marriott Opera Ambassador Hotel is rated 3.9 out of 5 by 487.
Rated 1 out of 5 by BusinessGuest from Not Up to standard 1. Very little selection for breakfast. 2. Unbearable smell of old buildings and mould in the room - could not sleep properly. Woke up in the middle of every night because of that smell. 3. Because of old design of the doors in the room light from the halls and all sounds are getting into the room. 4. Walls in the room require renovations as paint is peeling off. 5. Linens are of grey colour because they are old and was used for many years over and over again.
Rated 5 out of 5 by Tom123 from Bel hôtel parisien Une belle expérience dans cet hôtel parisien traditionnel mais chic.
Rated 5 out of 5 by Adigitalteacher from Great Staff Each staff member was great. We were treated very well from the moment we checked in to our check out. There were protests going on the weekend we there and the conceriege suggested an area that was safe and that we could walk through. The area became one of our favorite adventures as we got away from the regular tourist areas. The location is ideal for seeing Paris. We walked everywhere without using the metro. This hotel is the only one I would stay at because of the location and staff members.
Rated 5 out of 5 by richwilk0009 from Great Hotel I felt this hotel was great. The staff was very friendly and helpful. A gentlemen at the concierge worked with us for over an hour as he had calls to various sightseeing businesses and got my family all squared away. Our room was a bit small and we didn't have a view but we loved the room and the bathroom with the heated towel rack. The morning breakfast was moderate in price and very abundant. The location was fantastic as it was easy to obtain a cab and the hotel is situated between two subway stops. Added to this, there are a bunch of shopping centers and landmarks around the facility to visit.


WE understands your situation. Your home has been damaged by fire or water, and things seem grim. When it comes to your family, no job is too large or too small - and we agree! As your local Cleaning Professional we strive to clean and restore your home and personal property quickly, allowing you to get back to living your life.
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If you have ever suffered a disaster, you know the effects an event of this magnitude can have on not only the structure, but the lives of those involved.
We understand the trauma of disaster and the importance of timely mitigation. Each situation is different; however, the results are the same. Daily business is interrupted, employee downtime, temporary moves, and loss of inventory.
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Whether fire, or water damage, Our Company is prepared for all situations. No job is too large or too small for our team of trained professionals.
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Fire cleanup is specialized cleaning. The presence of fire-related residue and/or smoke odor constitutes a damaged condition. Often, our job is to remedy the damage by removing fire-related soil and eliminating the smoke odor.
The customer often defines the word clean as "looking new." Avoid using the word "clean" when referring to soil removal efforts on painted structural surfaces. When visible soiling remains after cleaning, the customer can argue that the surface isn't clean. Using the terms wash or prepare for paint sidesteps the problem.
Fire damage affects all the surfaces and materials within a building. The technicians doing restorative cleaning must be able to identify and effectively clean a wide variety of surfaces. Fire is non-discriminatory, so anything that can be adversely affected will be adversely affected. Examining the underside of figurines, pottery, service ware, etc., often provides important information as to origin, age, material content, and manufacturer.
Odor removal is the key to client satisfaction. It's common for policyholders to be very concerned about latent smoke odor. We Pay close attention to visual indications of hidden smoke odor sources, such as residue emergence points around light fixtures, moldings, etc., that may indicate the presence of smoke residue in underlying areas.
Employing a multi-step, smoke-odor removal procedure at the outset of the project has proven most effective. Deodorize often by engineering an odor removal component into every cleaning or repair process, but keep in mind that the failure to adequately remove charred materials and fire-related residues may negate your efforts. Smoke residues bleed through paints; leaving smoke residues and char behind commonly results in lingering odor problems.
The quantity of fire-related particles within the affected area might also be reduced through exhaust and ventilation. As the policyholder is entitled to indoor air quality that is equal to or exceeding the air quality before the fire, using air scrubbers equipped with high-efficiency air filters is recommended.


The course bends through three distinct landscapes -dense tropical jungles, mangrove forests, and oceanfront stretches of sand and is bisected by massive limestone canals. Greg Norman has even incorporated a cenote, an ancient underground cavern and river system into the center of the opening fairway.
When the favourite for a tournament starts anywhere between 18-20/1 you know the bookies haven't got a clue who is going to win and that is the case this week. The good news is there are some big odds being offered and with payouts on golf being the Top 5 that is great news for us punters.
I am going to stick with 28/1 – with StanJames – this week and he is on a great run of form, with a win and two other Top 10 finishes from his four starts this year. As I said last week Robert missed thirteen cuts in his first full year on the PGA Tour in 2013, and with no Top 10 finishes. Last season he missed only four cuts and had two Top 10s, one of which was a runners-up finish at the New Orleans Classic. When they say you learn by your mistakes it certainly seems Streb is putting those lessons to good use.
Another player that I will stick with this week is Ben Martin 40/1 – with StanJames – and although Ben slipped out of the Top 20 and down the leaderboard with his final round 73 at last weeks Sanderson Farms Championship, I think he has shown enough this year to stick with him. I think the win at the Shriners Open will help the lad from South Carolina believe he can do well this year, and with the field not being the strongest, I think he will be in the thick of it come Sunday.
One player who seems to enjoy playing at the El Camaleon Golf Club is Chris Stroud 40/1 – with StanJames – who has three Top 5 finishes here in the last three years, and has only shot one round over 70 in twelve rounds of golf here and that was still a one under par 71. Chris hasn't started this season well but I am sure he will be full of confidence this week being back on a track he knows well.
Daniel Summerhays 55/1 – with SportingBet – has gradually improved over the four tournaments he has played in this year, and although he hasn't done anything special he has played some steady golf so far this year. Daniel has never done anything spectacular on the PGA Tour and is someone who may not win a tournament, but each year he has a couple of Top 10 finishes and one of those came here in 2012, all but for a final round of 73, could have really challenged for his first PGA Tour victory. With this weak field and those positive memories I think he could do well here this week.
Mark Wilson 55/1 – with Bet365 – is someone who seems to enjoy the early season events and with two Top 10 finishes in the last two weeks, he comes into this week in confident mood. Mark has five PGA Tour wins to his name so isn't someone who will panic when coming down the stretch, and as I have said before it's not the strongest field and that experience of winning shouldn't be underestimated this week.
Will MacKenzie 66/1 – with Betwin – started this year with a strong runners-up finish at the McGladrey Classic firing two rounds of 65s along the way. Will didn't do that great at the CIMB Classic and his final round 76 saw him slip down the leaderboard. Will had a final round 65 here last year that saw him move up the leaderboard twenty-four places and into the Top 15 and that should give him a positive buzz when he turns up this week.


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Britannia Shipyard National Historic Site of Canada
5189 Westwater Drive, Richmond, British Columbia, Canada
Britannia Shipyard Property
Chantier-naval-Britannia
Britannia Heritage Shipyard web site
The Britannia Shipyard Property National Historic Site of Canada is a historic park located along the south arm of the Fraser River in Richmond, British Columbia. The site relates to the area's long involvement with the salmon fishery. Built out over the water, the shipyard is part of Steveston's historic "Cannery Row" extending from Garry Point and the Gulf of Georgia Cannery National Historic Site of Canada on the west end to London Heritage Farm in the east. The designation refers to the 3.3-hectare site located along the Steveston Channel of the Fraser River. The historic park includes several wooden structures used for cannery and boat-building purposes between 1890 and the mid 1950s which are not included in the official recognition.
Britannia Shipyard Property was designated a national historic site in 1991 because its extant boatworks and shipyard are representative of fishing boat construction and repair activities in Canada's Pacific Coast salmon fishery.
Originally, the Britannia Shipyard Property was constructed as a cannery (1890), a function it retained until 1918, after which it was adapted for use as a boat repair yard. This use persisted until 1980, with individual buildings within the complex functioning both as part of the cannery and the boatyard. The yard is representative of the once more numerous workshop complexes involved in the construction and repair of shore-based salmon fishery vessels. The heritage value of the national historic site resides in its historic association with the construction and repair of salmon fishery boats as illustrated by the 3.3-hectare site, its location and spatial relationship to the fisheries-related activities along the Fraser River.
Sources: Historic Sites and Monuments Board of Canada, Minutes, June 1991, July 1995.
- the site's location in the settlement of Steveston and its historic spatial relationship to the fisheries-related activities along the Fraser River;
- the siting of the shipyard, built out over the river on reclaimed land;
- the extensive site accommodating a complex of buildings associated with the production of fishing vessels;
- the typicality of the yard with its informally sited, vernacular buildings.
Developing Economies
Extraction and Production
Fisheries Site
Transport-Water
Harbour Facility
Northern Bank
3811 Moncton Street, Richmond, British Columbia
The Northern Bank is a two storey, pre-fabricated, gable roofed structure situated on the main…
Steveston Courthouse
12011 3rd Avenue, Richmond, British Columbia
The Steveston Courthouse is a modest, one story, rectangular building situated on one of the main…
London Farmhouse
6511 Dyke Road, Richmond, British Columbia
The London Farmhouse is a large, Edwardian Builder style farmhouse situated among the vestiges of a…


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Alex Hughes, an ex-convict, is on a road trip to Winnipeg to see an old friend. Along the way, he meets the annoying, but vivacious, Vivienne Freeman who manages to bum a ride with him. Just as he begins to warm to this eccentric girl, Alex's vehicle is in a serious automobile accident that kills Vivienne. After his meeting with the police, Alex decides to speak with Vivienne's mother. Upon arrival at her home, Alex discovers that the mother, Linda, is a highly functional autistic woman who convinces him to stay long to take out the garbage the day after the funeral he agrees to arrange. In those few days, Alex discovers new friends and learns more about the uniqueness of Linda even as he struggles to come to terms with his own grief.


How to make a Complaint to Lean Cuisine To complain to Lean Cuisine, contact their complaints line on (800) 993-8625. They can also be contacted by mail and online contact form if required. Lean Cuisine also provide details of independent bodies to contact if you are unable to resolve your complaint direct with the company.


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Download Free Assassin's Creed Unity PC Game
A popular action-adventure video game, Assassin's Creed Unity is the eighth major installments in the series of the assassin's creed. Developed by Ubisoft Montreal and marketed by Ubisoft, the game has been released for all major consoles, making it convenient for players to play on most devices of their choice. Assassin's Creed Unity is the succeeding sequel to assassin's creed rogue and is one of the greatest games ever designed. To know more about this action-packed adventure game, continue reading below.
WHAT IS ASSASSIN'S CREED UNITY ABOUT?
The plot of Assassin's Creed Unity continues the age-old battle between the assassins and the templars. The former wants to achieve peace through free will, whereas the latter tries to establish peace by dominance and rule.
The plot of Assassin's Creed Unity is set during the times of the french revolution, capturing the state of Paris in those times. Players who play in the single-player mode take the character of Arno Victor Dorian, who aims to bring out the true powers behind the revolution. The game is set in the third person narrative and introduces new features like the stealth system. The latest sequel also has introduced a cooperative multiplayer mode, allowing up to 4 players to enter the game in narrative-driven missions and wander through the open-world map.
When the game was launched, critics and gamers praised every aspect of the game. The game received huge critical acclamation from every corner of the world. Starting from its visuals, customization options, GamePlay, mission design, characterization to its backdrop, graphics, sound, etc. everything is simply praiseworthy.
As it's already mentioned, the game is an action-adventure-packed stealth video game featuring an open environment. The game features a crowd system where more than 30,000 non-playable characters can be seen on the screen.
Besides introducing weapons from the previous sequels, this latest series has also introduced the phantom blade. With the help of the phantom blade, gamers can shoot a silent projectile at a distance. To make it easier for gamers to scale buildings, the game offers a new free run down and free run-up option. Also, the lead character, Arno Victor can be seen to use new moves and skills throughout the game and has the option to purchase skills from skill trees even. Developers have improved his character greatly.
In the single-player mode, gamers play as Arno Victor, can customize their games and skills, buy new skills and play with other players together in the multiplayer mode. A lot of new missions and activities have been developed to allow players in the cooperative multiplayer mode to enjoy their game.
FEATURES OF ASSASSIN'S CREED UNITY
Assassin's Creed Unity is filled with impossible peaks and meandering Valleys. It features complete customization features, heights of adventure and thrill, and beautifully captures the scenic beauty of the city of Paris. If seen from a purely technical viewpoint, this series is a visual treat to admire and walk through. We have brought to you some of the amazing features of this Amazing series. Let's go through them below.
Intense graphics
Developers of Assassin's Creed Unity have successfully captured the aura of 18th century Paris. It looks stunning in the game. The game is packed with gorgeous, sprawling, sceneries and adventures to participate in. For instance, climbing to the peak of Notre dame, witnessing the length and breadth of your universe fills your heart with thrill and satisfaction.
Customization of weapons
Unlike the previous games in the series, Assassin's Creed Unity allows players to customize their characters entirely. They can adopt any skill tree of their choice. The skill tree enables them to use the rewards or points they have earned through gameplay to enhance their skills in melee, stealth, ranged combat, and health. Players of high levels also get options to customize their accessories, weapons, armor, equipment, and many other things to improve their style of play.
A larger variety of weapons
Compared to the previous sequels, Assassin's Creed Unity offers a large selection of weapons. Different weapons can be unlocked at different levels. The higher quality of weapons and gear, the higher your level is. A wide variety of weapons are available in this game like pistols, rifles, axes, spears, swords, and smoke bombs.
Cooperative multiplayer mode introduced
In this game, players can also enjoy a cooperative multiplayer mode. Players can now meet in taverns. Taverns are inns that serve as a meeting point for players in the game. At taverns, you can check if any of your friends are playing the game at the moment. If they are, you can see their ghost version at the tavern. You can approach them and request to join in their missions. If your friend allows, you both will start together from the nearest checkpoint. Four players can enter a game in this way.
The game would successfully render a great feeling when you drive through the beautiful places of Paris. The game seamlessly allows players to synchronize and complete the game faster. The fights are challenging and players are required to fully equip themselves to win. The game offers a variety of levels and content to play. Assassin's Creed Unity can be considered to be one of the best games ever made.
ASSASSIN'S CREED UNITY PC GAME DOWNLOAD
AnvilNext
Sarah Schachner, Chris Tilton
PlayStation 4, Xbox One, Microsoft Windows
Ubisoft, Ubisoft Montreal, Ubisoft Quebec
PC Games > Action–Adventure
HOW TO DOWNLOAD ASSASSIN'S CREED UNITY PC INSTRUCTIONS
Step 2: Click On Download Assassin's Creed Unity PC Button
Step 6: After Completing The Installation You Can Enjoy Assassin's Creed Unity PC For free
ASSASSIN'S CREED UNITY – MINIMUM SYSTEM REQUIREMENT
CPU: Intel Core i5-2500K @ 3.3 GHz or AMD Phenom II x4 940 @ 3.0 GHz or AMD FX-8350 @ 4.0 GHz
OS: Windows 7 SP1, Windows 8/8.1 (64-bit operating system required)
VIDEO CARD: NVIDIA GeForce GTX 680 or AMD Radeon HD 7970 (2 GB VRAM)
SOUND CARD: Yes
DEDICATED VIDEO RAM: 2 GB
ASSASSIN'S CREED UNITY – RECOMMENDED SYSTEM REQUIREMENT
CPU: Intel Core i7-3770 @ 3.4 GHz or AMD FX-8350 @ 4.0 GHz or better
VIDEO CARD: NVIDIA GeForce GTX 780 or AMD Radeon R9 290X (3 GB VRAM)
ON WHAT PLATFORMS IS THE GAME COMPATIBLE?
The game can be played on various consoles like PlayStation 4, Microsoft Windows, Google stadia, Xbox one, etc.
UNDER WHAT GENRE DOES THE GAME FALL?
Assassin's Creed Unity belongs to the action-adventure genre.
DOES THE GAME OFFER BOTH SINGLE-PLAYER AND MULTIPLAYER MODES?
Yes, players can enjoy the game both as a single-player and in multiplayer mode.
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iExchange is a program offered by Arise Health Plan that allows your clinical staff to submit prior approval requests for inpatient and outpatient services electronically to Arise using the Internet.
By giving contracted Providers access to iExchange web, we hope to improve communication and collaboration with our provider community. Your staff will be able to see the benefits of automating what is now a manual process. We look forward to working with you and your staff.
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Andrew Stantan's John Carter Trailer
From the Pixar creator, Andrew Stanton, that brought you the likes of Finding Nemo and Wall-E we are getting his first live-action film, John Carter. Stanton's not the only one branching out from Pixar recently, his counterpart, Brad Bird is deciding to also branch into the way of live-action. Bird, known for The Incredibles and Ratatouille, will be directing Mission: Impossible – Ghost Protocol later this year.
John Carter was formerly known as a different title for awhile. It was titled John Carter of Mars. This live-action film stars Taylor Kitsch, Lynn Collins, Samantha Morton, Mark Strong, Ciaran Hinds, Dominic West, James Purefoy, Daryl Sabara, Polly Walker, Bryan Cranston, Thomas Hayden Church, and Willem Dafoe.
In all honesty when the trailer first started up and I saw it had a flashback to like a desert and people fighting with swords I thought of Prince of Persia: Sands of Times. When that comes to mind, I automatically think of a pile of shit. I didn't like that movie at all. However later in the trailer you see aliens, so then I didn't know what to think. It seems like the trailer jumps between three different places in time. I was honestly confused after seeing this, I couldn't quite figure out the premise for the movie… It left me wanting more explanation on the premise though.
Check out the first trailer below. It is going to be attached in front of Harry Potter and the Deathly Hallows Part 2.
John Carter hits theaters March 9th, 2012.
From Academy Award(R)-winning filmmaker Andrew Stanton comes "John Carter"–a sweeping action-adventure set on the mysterious and exotic planet of Barsoom (Mars). "John Carter" is based on a classic novel by Edgar Rice Burroughs, whose highly imaginative adventures served as inspiration for many filmmakers, both past and present. The film tells the story of war-weary, former military captain John Carter (Taylor Kitsch), who is inexplicably transported to Mars where he becomes reluctantly embroiled in a conflict of epic proportions amongst the inhabitants of the planet, including Tars Tarkas (Willem Dafoe) and the captivating Princess Dejah Thoris (Lynn Collins). In a world on the brink of collapse, Carter rediscovers his humanity when he realizes that the survival of Barsoom and its people rests in his hands.
Find nemo
Mission Impossible: Ghost Protocol
Prince of Persia: Sands of Times
Thomas Hayden Church
The Midnight Sky Review
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Of the Midwest? Where is Minneapolis?
This knowledge borne of faith, that "the branch will not break," though frail it may be, runs through Wright's later work, which takes the form of prose sketches of his European travels and serves as an apt conclusion to a career of serious contemplation and dazzling achievement. Selected Poems chronicles that career admirably.
Alexander Nazaryan, a writer living in Brooklyn, has recently completed his first novel.


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Picture This!
"I got Covid and it made me realise that the battle is not just physical, it's mental as well"
Reader shares his experience of getting Covid, says it would have been much tougher if not for the support of family and friends.
Our Reader
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Covid has become part of the new normal. For most of us, aside from shaking our heads at the daily case count and complaining over the latest safe management measures, Covid has become more of a background problem.
I admit that I never really thought much about Covid even while the numbers were increasing. We've all lived with it for so long that for many of us, myself included, we've become a little bo chup about it.
That was until I got it.
Came out of nowhere
Image source: Shutterstock / BaLL LunLa
About three weeks ago, I woke up feeling worse for wear. My body was aching, I was getting bouts of dizziness and my throat was sore. At first, I brushed it off as a bad night's sleep and that the morning grogginess would go away by itself.
But it only got worse. I started wondering if I was coming down with the flu. It didn't even occur to me that it could be Covid until I saw some Antigen Rapid Test (ART) kits on my table.
On a whim, I decided to take a test. At that point, I was still in denial, I just wanted to officially rule out Covid as a cause of my feeling so lousy.
Image source: The Pride
After I did the test, I casually glanced at the results and I was completely blindsided when I saw those fateful two lines.
I became a mess in every sense of the word. Thoughts raced through my head. I had been feeling fine all the way till that morning. I even took an ART earlier that week, which was negative. How did this happen?
Too naive and underprepared
Image source: Shutterstock / Antonio Guillem
In my panic, I did what most of us would do when hit with shocking news: I Googled frantically on what to do.
However, in my state of panic, I was floored by the sheer amount of information about the virus. It was hard finding the next course of action for my circumstances. And I wasn't alone in that panic.
I now know where to go — MOH's Covid website (if you want something a bit more child-friendly, check out "I Can Recover At Home!" a free e-comic for kids by a Singaporean author and illustrator) — but then, I was legit freaked out.
My mind was racing as questions flooded my mind. Where did I get Covid? Who was it from? Will it get worse? How long will this keep affecting me? Where could I have gone to get it? Who could have infected me? Worse, who could I have infected?
It made me anxious because despite my daily efforts at keeping safe, I still got sick.
I only began to calm down after I told my family and friends, who sprang into action. I would have been paralysed by fear if it weren't for them.
Looking at those lines felt so surreal. Image source: Ryan
Following the guide, I first took another ART to confirm the results — which turned out the same result. A friend then told me to use an online tool to locate the nearest Swab And Send Home (SASH) clinic to get a Polymerase Chain Reaction (PCR) test.
A day later, I officially got my Covid diagnosis.
Since I did not have any life-threatening symptoms and had my own room, I was allowed to serve my 10-day quarantine on home notice. By that time, my family and I had already started taking the necessary steps to isolate myself as much as possible.
Image source: Shutterstock / Erica Richardson
As an introvert, isolating myself in my room wasn't that different from a normal day in my life. However, being Covid-positive came with many more precautions I had to take and rules I had to follow.
I had to be very careful of the surfaces that I touched because I carried the virus. Whenever I left my room to go to the bathroom, for example, I had to consciously avoid objects around the house. On top of that, I had to wear a mask whenever I left my room to reduce the chance of transmission. After each time I left my room, my family had to disinfect the bathroom and everything I touched, like light switches.
Even something as mundane as clearing my bin was complicated. I sealed my trash into ziplock bags. As I could not leave my house to go to the rubbish chute, my family members, wearing gloves, would help me dispose of them.
Communication was via text. This was unusual for us because our flat isn't that big. I'm used to stepping out of my room and immediately seeing them face-to-face. During my isolation period, I often found myself subconsciously getting up and going to my door to talk to my family about something, only to remember that I couldn't.
Experiencing Covid firsthand is strange: Towards the third day, I lost my sense of smell. It was an annoying yet fascinating sensation. I also had a runny nose and occasional bouts of dizziness. This was especially hard to handle because constant coughing fits made my sore throat even worse.
The symptoms got progressively worse during the first six days. My sore throat got so bad that it hurt even to breathe out. I couldn't move any part of my body without aching everywhere.
By the sixth day, my body pains and sore throat started to ease up. And towards the end, my dizzy spells disappeared. Yet at the end of the 10-day isolation, I still had a runny nose, sore throat and cough, which kept me on medication.
By the end of my Isolation Order, I was relieved because I could finally stop worrying about infecting my loved ones. When I took the ART again, the second line was extremely faded, which left me confused. When I asked the doctor what that meant, he said that it takes a while for the virus to completely leave my body and reassured me that I wasn't contagious anymore.
Other than having to deal with the physical symptoms, I went through an emotional rollercoaster.
I thought, as an introvert, I would be okay with the isolation, but it quickly got to me.
Each day was tedious and uncertain. It was very stressful at first because I had to quickly break out of my normal habits and adopt a different way of living. What made it more frustrating was that there were many small changes to remember.
With so much time on my hands, self-doubt and self-pity set in. I started thinking to myself: Of all people, why me?
Normally I wouldn't mind staying at home all day (in fact I prefer it). But with all the things that I couldn't do, it was hard for me to remain calm.
Being afraid of infecting my family members, who can't afford to be sick for various reasons, took a toll on me. The silver lining was that they were very understanding and did their best to help me. This made things easier for me on the road to recovery.
Right now, I'm just glad that I'm in a much better physical and mental state.
Scary yet valuable experience
Image source: Shutterstock / SvetaZi
Just because Covid has been with us for almost two years doesn't mean it is any less scary. It still is a highly contagious virus that can turn deadly. I was extremely lucky that my symptoms weren't life-threatening, but that may not be the same for someone else.
I was relieved that my family all tested negative and so did everyone I came into close contact with (that I know of). My symptoms were not too severe as well. I am also grateful I had supportive friends who helped me tremendously from the beginning.
The experience reminded me that Covid takes a toll on mental health just as much as it does on physical health. It also highlighted the importance of a good support system when fighting the virus.
From friends, I received many well wishes and advice about where to get the information I needed and how to manage my mental health.
When my symptoms got worse during the isolation period, my family constantly made sure I was okay. It gave me much needed reassurance and put me in a good mental place to focus on recovery.
A good support system helps
Image source: Shutterstock / Urbanscape
If you have a friend or family member who has Covid, please check in (remotely!) on them and offer them support. Help them find any information they need. Reassure them that getting Covid is nothing to be ashamed of and that they are not alone.
If they are in your household, set up a calm space in the home for them to recover. More than just providing them with living necessities, emotional and mental reassurances works wonders during the recovery process.
Emotional support is especially useful because they are in isolation. Even introverts get lonely too! It would have been much worse for me if my loved ones didn't check up on me. So please do the same for yours.
You are never alone
Image source: Shutterstock / comzeal images
The hard truth is that with an endemic Covid, it is always possible to get the disease.
If you do get Covid, remember that it is not your fault. You've already done the best you can to minimize the risk and that's all that matters.
Also remember that you are not alone in your struggle, even if physically it might feel that way.
Reach out to people you can trust to share how you really feel. Nobody will hold it against you. Keep connected with other people – be it family WhatsApp groups or public Telegram channels!
The battle against Covid is not over. But we can still support each other to fight through this.
I can now say that I'm a Covid survivor. And even though I got through it relatively unscathed, I still wouldn't wish this experience on anyone. Be safe, everyone.
Top Image: Shutterstock / Cryptographer
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As part of our Policy Perspectives Speakers Series, this webinar looked at how three major measures of poverty – the Official Poverty Measure, Supplemental Poverty Measure, and California Poverty Measure – can be used to assess economic well-being in California. Featuring Senior Policy Analysts Alissa Anderson and Sara Kimberlin, this webinar explained how each poverty measure works and provided guidance on when each measure should be utilized. Alissa and Sara also discussed how these three measures can be used to inform policies to reduce poverty in California.
Learn more about our Policy Perspectives Speaker Series.


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Can experiential marketing save the high street?
Sense London Account Director, Beth Nicholas takes a look at how retailers are using experiential marketing to fight back and lure footfall into their stores.
This article was first featured in Campaign Magazine.
Another Christmas approaches with the seemingly inevitable high-street apocalypse still firmly on the radar, fuelled again recently by figures showing that 1,234 stores closed on Britain's top 500 high streets in the first half of this year, according to research by PwC and LDC.
And with Debenhams and Karen Millen among the latest to struggle, it's no fake news. You only have to take a short stroll through any small town before the number of boarded shop fronts surpasses the number of lit windows. The sad end to a sorry tale of rising rents, insurmountable mouse-clicks and outdated brand propositions.
Along the same streets, there's a wisp of something new in the air; an unexpected plot twist that's somewhat of a retail awakening and, with it, a fresh and much-needed sense of hope. Not all our brick-and-mortar friends are on the way out. An impressive number of established retailers are demonstrating daring and innovative thinking in the face of adversity, turning to experiential marketing to keep customers coming back and ensuring the high street remains very much open for business beyond seasonal peak times such as Christmas. Online retailers, too, are getting in on the act.
Here's how retailers are using experiential marketing principles to fight back.
1 Making every visit an experience to keep customers returning
A seasonal window display will catch the eye of a passer-by in need of a coat on a cold day, but what about the rest of your audience not passing by? How do you keep them interested and keep you front of mind? It's not rocket science; you just need an offering not available or achievable online – an experience, an exclusive, a reason to visit in person. Ensure it's of value and relevant to your customers and you're on to a winner.
In September, Topshop launched its immersive sensory experience, a kind of "car wash" concept involving the shop window that encouraged customers to "snap, share and play". Social currency is adequate ammunition for Topshop's youth following to show up in person and subsequently the store generated a 14% rise in weekly sales. Both Flannels and Bloomingdale's have also recently taken to dedicating precious floor space to ever-changing "conceptual pop-ins", showcasing brands in a fun, themed and unexpected way to give shoppers a reason to come in regularly to discover new designers and products.
2 Popping up in a way people aren't expecting to attract new audiences
Many of our favourite stores have been around for a long time; they've earned their place on the high street and customers have developed an affinity to their locations, familiarity and reliability. For some shops, this works in their favour – John Lewis, for example, is a trusted and fail-safe destination to tick off your Christmas shopping list. For others, a long-standing, outdated or inaccurate perception can make the difference between survival or extinction.
The Body Shop has recently held its "Dream big" beauty experience in Shoreditch, aiming to reboot its reputation among a younger audience. Aligned with its Christmas charity campaign supporting Plan International, the event brought the brand to a younger, eco-focused audience in an environment that promised to "pamper, inspire and inform", elevating The Body Shop from gifts-for-teachers territory to forward-thinking ethical beauty brand.
3 Using physical space innovatively to add value for customers
High-street store space comes at a premium and should be used as a competitive advantage against their online retail rivals. Many digital start-ups and growing direct-to-consumer businesses are turning to experiential in order to give consumers a tangible touchpoint with their brand that can't be achieved online. By its very nature, the high street is ahead here and should be exploiting this benefit with more than just short-term sales in mind.
Original global online marketplace eBay is using the high street to add value to the local retailer communities that are key to its success. Its Retail Revival initiative sees the company partner cities and communities to support local enterprises and give them access to a global marketplace.
The latest city to benefit in the UK was Wolverhampton, where eBay recently launched a city centre "Home grown" pop-up store where 36 retailers who would not normally get space on the high street showcased their products, attracting more than 1,300 shoppers (pictured, above). Taking inspiration from classic greenhouse cues to represent growth, the venue was dressed with glazed panels, pots and plants, using stylised pallets, crates and wooden stands for versatile product displays. Each retailer was pre-promoted in the area with eBay "seed packets", a dedicated plaque within the venue itself and a scanable QR code that took shoppers through to the eBay product page. Sense delivered the activation.
4 'Eventifying' your products to build your brand personality
Essentially, saving the high street means keeping things fresh, interactive and useful for consumers. But this can be tricky and expensive in a static space dedicated and designed to reflect a particular brand. But what if we turn to the element of retail that doesn't stay still, year to year, season to season – the products on shelf? Take beauty brand Benefit, for example. It knows shelf presence alone no longer cuts it and works endlessly to create unique experiences that only it can own, bringing to life elements of its brand personality through the products it sells.
Already this year, Benefit has opened the "Just wing it chicken shop", inviting customers to munch on tasty wings while mastering the knack of "winging out your liner" to promote its new Roller Liner. The brand also welcomed the return of the "Hello happy house", designed to "bring to life all the amazing qualities of our new foundation in a fun and immersive way". Synonymous with vlogging and Insta-trending, the Benefit pop-up has long played a pivotal role in its marketing strategy – supporting its shops with experiences built around new product launches that encapsulate the playful personality of the brand and delight and breed happy fans, or "Benebabes".
This isn't about the "retailtainment" trend of yesteryear – in-store hosts, demos, personal-shopping services and discount events are now the base-level standard. To truly keep the high street alive and kicking, retailers need to offer customers something valuable and relevant that isn't available online, keep things fresh and maximise opportunities for real-world interaction.
There's something wonderfully nostalgic about the high street that no-one wants to see disappear. If retailers view their physical spaces as more than just a place for sales transactions and consider strategies that are likely to harness longer-term sales driving, then the high street could not only survive, but also become more exciting than we've ever known it.
Beth Nicholas, Account Director at Sense London.
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The best algorithm for prioritizing work is value/cost. Long term I want to help your organization make clear and trustworthy estimates of both value and cost. We're going to start with cost, because that's the easy win.
I'll show that deliberate practice with probabilities is an easy step towards making better bets across the board.
I'll explain why using probabilities can quickly make your engineering estimates dramatically clearer.
I'll show why every engineer is incentivized to work on making their estimates clear and reliable.
I'll show that a 20% improvement in identifying upfront which projects are destined to be failures based on cost is tractable (they were going to take so long that the organization would regret starting them if it'd known the true cost).
I'll provide a blueprint for delivering on time across your whole organization that any engineer can deploy.
My favorite example of a good bet is when Jeff Bezos started Amazon even though he told his parents the company had a 70% chance of completely failing. He still thought the potentially massive upside made it a good investment, and he was confident in his abilities. He expected the average internet startup had a 90% chance of total failure.
Bezo's has framed the problem in the right way, but there's a big if. Can we trust his numbers? Amazon was a good investment if and only if the probability of massive success meant it actually had the high expected value he claimed. What would it take for us to trust Bezos, our fearless leaders, and ourselves when we made such bets? Some skepticism here is totally reasonable, because when the average person Douglas Hubbard tested was 90% sure of something it only corresponded to 55% in reality (author of How to Measure Anything).
Well, the good news is that in about 3 hours of training Hubbard found he could "calibrate" the vast majority of people. Calibrated people have the "correct amount of confidence," things they say have a 90% chance happen approximately 9 times out of 10. Calibration training consists of trying to rapidly predict past outcomes with feedback. It is the deliberate practice for judgment based predictions. Poker players, weathermen, and other people who regularly get feedback on their predictions are mostly calibrated.
Neglecting probability or scope entirely is an even larger impediment to making good bets than being overconfident. People are often indifferent to a 70x or larger difference in expected value when making decisions in a variety of domains including avoiding electric shocks and saving birds from drowning in oil. Clearly a 99% chance of a painful shock is much much worse than a 1% chance of the shock, but subjects were only willing to pay 1.2x more to avoid the 99% electric shock than the 1% check (Not 99x more as you'd expect). Biases of this magnitude are problematic if you want successfully make big bets like Bezos.
Luckily, Hubbard found that once people were calibrated their hesitations for using probabilities in decision making vanished. The training makes probabilities something tangible, something real, something people can rely on. So calibration training makes it harder to ignore probabilities, which in turn makes it harder to ignore scope.
And I've made the UX good. At Twitch I made calibration training 97% of staff would recommend to a colleague. Ok, so given people like the training that much, getting everyone in your org calibrated should be pretty tractable. Once your colleagues are proficient in using probabilities to communicate their expectations. Where should they start making predictions in practice?
When you say you'll "probably" ship something this quarter, it's like saying there's a 20-90% chance you'll ship it this quarter.
Literally, the person you're talking to will take your words to mean any point on the spectrum of wildly optimistic (20%) to promise (90%). It sounds totally ridiculous when you put it like that, but that's the range people give when asked what "probably" means in terms of a probability.
It doesn't take long to get a much clearer understanding of whether someone actually is on schedule. This is what a typical conversation looks like when I help an engineer make their first 70% estimate.
Engineer: I just started on the new login flow and I'm supposed to ship within a month.
Me: How surprised would you be if it wasn't done in a month?
Engineer: Actually not that surprised. Some bugs came up on a past project, and similar projects have taken 4-6 weeks in the past.
Me: Sounds like there is like a 30% chance you finish it this month.
Me: When are you 70% confident it'll be done by?
Engineer: I feel 70% confident I can deliver it within two months.
Me: That sounds right. You should update the team.
The right solution here is to get comfortable with numbers. Set the convention that all engineering imply a 70% chance of being completed before the specified date unless stated otherwise, you can get a quick and dramatic improvement in your communication. I recommend setting the same convention for cost estimates (how many weeks of work would this be for me type estimates). If the organization keeps track of these predictions it provides a strong incentive over time to be accurate rather than optimistic. Calibration training unlocks this much clearer, saner world.
Once you are calibrated, a 70% estimate is just the clearest fasted way to communicate. Before you are calibrated, 70% estimates are very misleading in an extremely precise way. If you've ever tried to change an organization or listened to any economists you know that an elegant solution is not enough. What incentive is there for individual engineers to improve the norms here?
Joel Spolsky (founder of StackOverflow and Trello) goes so far as to say "any system where management writes a schedule and hands it off to programmers is doomed to fail." That's because the engineers implementing the work have the best information on cost, which is critical to prioritization. Here's how I convinced hundreds of engineers at Twitch to care about making good estimates.
It's on the path to promotion. Ok to be clear I'm way more about empowerment and creating value than "career development." But I want to shake engineers into paying attention here. Whether or not you care about your level of seniority within your org, promotion is a critical motivating factor across the board, engineers included. A lot of seniority is about soft skills not technical wizardry. And setting expectations well is key to taking on more responsibility and advancing. That's true for both the engineering management and the technical leadership path. Engineering leaders will be surprised and delighted if you tell them, you really want to level up here. And it's the kind of thing you can observably do in a quarter.
Get a seat at the table. Value divided by cost is the robust way to prioritize work. Engineers own the cost term at the roadmap conversation. So keep asking questions until the work is well defined enough for you to make a 70% estimate for the go no go decision. That's your chance to drop "expensive" unimportant stuff and suggest better solutions. If the project gets approved with your 15% or 30% estimate, there is a huge risk the project will take twice as long and everyone will regret prioritizing it. If more influence on the roadmap sounds appealing, take some of the estimation work off your manager's plate.
Be a better architect. Cost estimation is core to architecting the right system. How long will it take you to ship with this language, framework, etc? How quickly will we be able to build future features on top of this work? Engineering estimation is engineering, and it merits deliberate practice. Engineering estimates is one of the two ways main ways senior engineers will interact with management (the other way is delivering on their estimate).
Fewer fires, dead projects, and gutted specs. When schedules run late 37% of late projects are scrapped, so better estimates should save you a lot of time and frustration. A month into a six month engineering driven re-write of the web client at Twitch, there was quite a bit of disagreement as to just how big of a re-write to do (a hundred engineers eventually contributed to this rewrite). Emmett, our CEO, had been burned by massively delayed re-writes in the past and was skeptical the team would be able to execute on the proposed schedule. So we did something that felt totally obvious, but that I'd never seen before. We compared their estimates to actuals for each line item for the last month, and saw strong agreement. They had the track record they needed to make a case that the line items in their detailed schedule were reasonable, and they got their green light. In the end they delivered a massive project basically on time.
Better overall company strategy. "Good strategy works by focusing energy and resources on one, or a very few, pivotal objectives whose accomplishment will lead to a cascade of favorable outcomes" —Good Strategy Bad Strategy. Engineers at Twitch basically all agreed we were doing too much, but they didn't realize how much power they had to solve the problem. If it's clear that everything will actually take 2-3x long that will make it much easier for your leadership to avoid committing to do too much, and focus on what matters.
Informally, 20% improved accuracy in this context can be thought of as being 20% better at identifying which projects you would regret embarking on for being dramatically over budget and killing them right them.
Phillip Tetlock has run forecasting tournaments where over a thousand people would weigh in on predictions like "will there be a war in the Congo in 9 months." Even give such difficult questions, an hour's worth of training is enough to make 14% more accurate predictions.
And trained teams were 22% better than individuals without training.
Also, if the first hours goes well you can put in a couple more, so a big increase here is totally tractable. Here are two key teachings Tetlock got that improvement with.
Outside View. How long have comparable projects taken? This question is critical for overcoming the optimism people have for how quickly a project will go, and pushing back against the pressure for unrealistic turnarounds. When teams using Agile assign points, they are using the outside view. Agile leverages this viewpoint to enable teams to have predictable output for short time horizons. The same perspective is critical for achieving medium and long term goals.
Break things down into parts. Joel Spolsky, recommends breaking everything down into tasks less than 16 hours. I don't go quite as far as Joel (especially for longer term planning). But you should keep in mind that it feels worth improving a cost estimate, breaking it down more is one of the best ways to do it.
If you see the potential for massive upside then we're on the same page. I see 70% estimates as the first step towards a 10x better organization. An org with a lot more autonomy and a lot less politics enabled by measuring and incentivizing good judgement. More on that in my next post, back to 70% estimates. Any engineer can start this deploy. Cultural heroes will be minted. If you are down, here are the next steps.
This training module, is dope, and only 10 minutes long. Few would dare to call a corporate training dope. I dare. You'll test your knowledge on facts I believe every engineer (and engineering adjacent folks) should know, for example: What percent of data breaches involved phishing? So do it right now, before you forget.
Find an ally. A teammate or leader, that you think would be down to start trying 70% estimates out. Share this post with them and get them to take the training.
Email the relevant group. It's probably myteam@, engineering@, product@. Get a broader feel for interest and make 70% estimates a discussion point at your next team meeting.
Find the internal champion. Who will eventually own pushing 70% estimates forward at the organizational level? Ideally this is you, but if it's not bring them in early. They should at least be bought in on your path forward for trialing 70% estimates.
If an internal champion that wants help: Bring me in. It generally takes face to to convince leaders to make meaningful change, and I'm a literal pro at batch convincing people this is the one true path. For more info on this service see my page on consulting. Either way, you should definitely do step 1, take and the short, engineering focused prediction, training I made.
Thanks to Devon Zuegel, Darragh Buckley, Alex Matzner, Ryan Matzner, Tom Brown, Hector Postigo, Josh Tabak, Michael Ossareh, and Ian David Moss for reading drafts of this.
70% is the explicit convention for goals at Amazon and Pinterest. And 70% is the implicit convention for goals at Google, Airbnb, Lyft, and everywhere that uses OKRs. OKRs use a grading system, where you are scored on 0-10 scale against all your objectives. The expectation is that you'll average a score of 7/10. To see that that a 70% goal expectation consider binary outcomes (10 if you hit your binary objective and a 0 if you missed it). If you track true and hit 70% of your binary goals you'll average a 7/10. Lists of companies using OKRs: a, b, c.
That's because projects that are late are often late by a multiple of 2-4x, so they have a large effect on the average completion time. If you tried to add a bunch of 30% estimates for sub projects into an overall estimate, you'll hit that overall estimate much less than 30% of the time. The best case scenario gets more and more unlikely as the project increases in size. Say you made a bunch of 30% estimates for a project with 10 components, and then added them together as the overall estimate. You are expected to be late on 7 of components, and 3-4 of those you'll probably get 2-4x delays so you probably have something more like a 5-10% chance of shipping on time without big cuts of your spec.
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Q: Clojure : Integer cannot cast to IFn Im getting the dreaded * cannot be cast to IFn error with a simple mathematical function here:
(defn calc [sc1 m1 alpha beta gamma ta1 tb1 min_m1 min_tca tca_ratio x32]
        (*
           (max(0,
                (+
                 (* alpha log(sc1))
                 (* beta log(m1))
                 (* gamma (/ ta1 tb1))
                 (- log(ta1) log(tb1)))))

           (max(x32,(/ m1 min_m1)))

           (max(x32,(/ tca_ratio min_tca)))))

;;;;;;;;;;;;
The args are simply a bunch of numbers :
(calc 1 2 3 4 5 1 2 3 4 5 1)

My thoughts / My Question
Usually, when I get this error, I find it is due to
1) An extra parenthesis (i.e. when I've accidentally put an extra closure in my code) OR
2) Arguments that are misordered (obviously - a cast exception) .
My question is simply... how to fix this snippet, and optionally -- how can I defeat this common exception once and for all ?  It seems that it occurs quite often in my Clojure coding expeditions, and I'm thinking maybe I still haven't got the right development style yet.
-------------------------------------------------------
UPDATE :
I've riddled my code with unregular syntax.  The errors were in the internal functions, which
used an java/c style function calls : for example max / log ...

A: It looks to me like you have a problem with the log(sc1), etc. calls.
Ought to look (assuming log is defined somewhere) something like:
(defn calc [sc1 m1 alpha beta gamma ta1 tb1 min_m1 min_tca tca_ratio x32]
    (*
     (max 0
          (+
           (* alpha (log sc1))
           (* beta (log m1))
           (* gamma (/ ta1 tb1))
           (- (log ta1) (log tb1))))

     (max x32 (/ m1 min_m1))
     (max x32 (/ tca_ratio min_tca))))

If you just want to use the Java log, replace log with Math/log which calls the static log function in java.lang.Math

A: Looks to me like the offending expressions are (x32,(/ m1 min_m1)) and (x32,(/ tca_ratio min_tca)) and also the log(..) ones.
Clojure follows the standard lisp convention of having the first element of an unquoted list be a function to call. In other words, you want to have (log ...) instead of log(...) and (max ...) instead of (max (...))
Catching these errors is pretty easy in your particular style: everything that matches "XXX(" where XXX is any number of non-space, non-parenthesis characters is an error.

A: Debugging this kind of thing benefits from using clojure.stacktrace or similar (there may be better/improved options in Clojure 1.3 that I haven't researched), see Obtain a callstack in Clojure and http://tech.puredanger.com/2010/02/17/clojure-stack-trace-repl/.
Note that *e is bound to the most recent exception at the repl.
For example:
user=> (defn broken [x]
         (let [internal (fn [y] (y))]
           (internal x)))
user=> (broken 1)
java.lang.ClassCastException: java.lang.Integer cannot be cast to
 clojure.lang.IFn (NO_SOURCE_FILE:0)
user=> (use 'clojure.stacktrace)
user=> (print-stack-trace (root-cause *e) 2)
java.lang.ClassCastException: java.lang.Integer cannot be cast to
 clojure.lang.IFn
 at user$broken$internal__1206.invoke (NO_SOURCE_FILE:2)
    user$broken.invoke (NO_SOURCE_FILE:3)

A: how can I defeat this common exception once and for all

With time and practice you will get better with dynamic typing.

redpajama_set_name: RedPajamaStackExchange


text:
Obama's pledge that 'no one will take away' your health plan
October 30, 2013 — In Case You Missed It...
"That means that no matter how we reform health care, we will keep this promise to the American people: If you like your doctor, you will be able to keep your doctor, period. If you like your health care plan, you'll be able to keep your health care plan, period. No one will take it away, no matter what."
– President Obama, speech to the American Medical Association, June 15, 2009 (as the health care law was being written.)
"And if you like your insurance plan, you will keep it. No one will be able to take that away from you. It hasn't happened yet. It won't happen in the future."
– Obama, remarks in Portland, April 1, 2010, after the health care law was signed into law.
"FACT: Nothing in #Obamacare forces people out of their health plans. No change is required unless insurance companies change existing plans."
– tweet by Obama aide Valerie Jarrett, Oct. 28, 2013, after NBC News airs a report that the Obama administration knew "millions" could not keep their health insurance.
Many readers have asked us to step back into time and review these statements by the president now that it appears that as many as 2 million people may need to get a new insurance plan as the Affordable Care Act, a.k.a. Obamacare, goes into effect in 2014. As we were considering those requests, one of the president's most senior advisers then tweeted a statement on the same issue that cried out for fact checking.
The president's pledge that "if you like your insurance, you will keep it" is one of the most memorable of his presidency. It was also an extraordinarily bold — and possibly foolish — pledge, unless he thought he simply could dictate exactly how the insurance industry must work.
At the time, some observers noted the problems with Obama's promise.
After Obama made his speech before the AMA, the Associated Press ran a smart analysis — "Promises, Promises: Obama's Health Plan Guarantee" — that demonstrated how it would be all but impossible for the president to keep that pledge. The article noted that the Congressional Budget Office assumed that 10 million Americans would need to seek new insurance under the Senate version of the bill.
Meanwhile, in the Republican weekly address on Aug. 24, 2009, Rep. Tom Price (R-Ga.), a doctor, made this point: "On the stump, the President regularly tells Americans that 'if you like your plan, you can keep your plan.' But if you read the bill, that just isn't so. For starters, within five years, every health care plan will have to meet a new federal definition for coverage — one that your current plan might not match, even if you like it."
One might excuse the president for making an aspirational pledge as the health-care bill was being drafted, but it turns out he kept saying it after the bill was signed into law. By that point, there should have been no question about the potential impact of the law on insurance plans, especially in the individual market.
As we have noted, a key part of the law is forcing insurers to offer an "essential health benefits" package, providing coverage in 10 categories. The list includes: ambulatory patient services; emergency services; hospitalization; maternity and newborn care; mental health and substance use disorder services, including behavioral health treatment; prescription drugs; rehabilitative and habilitative services and devices; laboratory services; preventive and wellness services and chronic disease management; and pediatric services, including oral and vision care.
For some plans, this would be a big change. In 2011, the Department of Health and Human Services noted: "62 percent of enrollees do not have coverage for maternity services; 34 percent of enrollees do not have coverage for substance abuse services; 18 percent of enrollees do not have coverage for mental health services; 9 percent of enrollees do not have coverage for prescription drugs."
The law did allow "grandfathered" plans — for people who had obtained their insurance before the law was signed on March 23, 2010 — to escape this requirement and some other aspects of the law. But the regulations written by HHS while implementing the law set some tough guidelines, so that if an insurance company makes changes to a plan's benefits or how much members pay through premiums, copays or deductibles, then a person's plan likely loses that status.
If you dig into the regulations (go to page 34560), you will see that HHS wrote them extremely tight. One provision says that if copayment increases by more than $5, plus medical cost of inflation, then the plan can no longer be grandfathered. (With last year's inflation rate of 4 percent, that means the copay could not increase by more than $5.20.) Another provision says the coinsurance rate could not be increased at all above the level it was on March 23, 2010.
While one might applaud an effort to rid the country of inadequate insurance, the net effect is that over time, the plans would no longer meet the many tests for staying grandfathered. Already, the percentage of people who get coverage from their job via a grandfathered plan has dropped from 56 percent in 2011 to 36 percent in 2013.
In the individual insurance market, few plans were expected to meet the "grandfathered" requirements, which is why many people are now receiving notices that their old plan is terminated and they need to sign up for different coverage. Again, this should be no surprise. As HHS noted in a footnote of a report earlier this year: "We note that, as the Affordable Care Act is implemented, we expect grandfathered coverage to diminish, particularly in the individual market."
Indeed, at least six states — Virginia, Idaho, Kentucky, Louisiana, Wyoming and Kansas — require insurance companies to cancel existing policies, rather than amend them, if the grandfathered coverage lapses.
Now, it's important to note that many people — perhaps a large majority — are receiving notices that they have lost their insurance plan because they were never grandfathered in the first place. In other words, they got a plan after the bill was signed into law back in 2010. If that's the case, they have no option but to accept the more fulsome insurance mandated by the law.
Still, it's worth remembering that insurance companies pressed throughout the health care debate to allow people to keep the policy they had effective at the end of 2013. The consequences of the unusual March 23, 2010, cut-off date are now being felt. HHS, when it drafted the interim rules, estimated that between 40 and 67 percent of policies in the individual market are in effect for less than one year. "These estimates assume that the policies that terminate are replaced by new individual policies, and that these new policies are not, by definition, grandfathered," the rules noted. (See page 34553.)
Moreover, it's certainly incorrect to claim, as some Republicans have, that people are losing insurance coverage. Instead, in virtually all cases, it's being replaced with probably better (and possibly more expensive) insurance.
In recent days, administration officials have argued that the plans that are going away are "substandard" and lacked essential protections — and that many people may qualify for tax credits to mitigate the higher premiums that may result from the new requirements.
"Now folks are transitioning to the new standards of the Affordable Care Act which guarantee you can't be denied, you won't be kicked off of a policy because you developed a problem, you may be eligible for tax credits, depending on your income," said Marilyn Tavenner, the administrator of the Centers for Medicare and Medicaid Services. "So these are important protections that are now available through the Affordable Care Act."
Or, as White House spokesman Jay Carney put it: "It's correct that substandard plans that don't provide minimum services that have a lot of fine print that leaves consumers in the lurch, often because of annual caps or lifetime caps or carve-outs for some preexisting conditions, those are no longer allowed — because the Affordable Care Act is built on the premise that health care is not a privilege, it's a right, and there should be minimum standards for the plans available to Americans across the country."
But such assertions do not really explain the president's promise — or Jarrett's tweet. There may be a certain percentage of people who were happy with their "substandard" plan, presumably because it cost relatively little. And while Jarrett claimed that "nothing" in the law is forcing people out of their plans "unless insurance companies change plans," she is describing rules written by the president's aides that were designed to make it difficult for plans to remain grandfathered for very long.
As the HHS footnote mentioned above stated: "We note that, as the Affordable Care Act is implemented, we expect grandfathered coverage to diminish, particularly in the individual market."
The Pinocchio Test
The administration is defending this pledge with a rather slim reed — that there is nothing in the law that makes insurance companies force people out of plans they were enrolled in before the law passed. That explanation conveniently ignores the regulations written by the administration to implement the law. Moreover, it also ignores the fact that the purpose of the law was to bolster coverage and mandate a robust set of benefits, whether someone wanted to pay for it or not.
The president's statements were sweeping and unequivocal — and made both before and after the bill became law. The White House now cites technicalities to avoid admitting that he went too far in his repeated pledge, which, after all, is one of the most famous statements of his presidency.
The president's promise apparently came with a very large caveat: "If you like your health care plan, you'll be able to keep your health care plan — if we deem it to be adequate."
Four Pinocchios
SUBCOMMITTEE: Health SUBCOMMITTEE: Full Committee


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Donnie and Sam, Novel, Writing
So, I'm writing this novel, or supposed to be writing this novel — the line gets blurred at times so it's hard to tell if I am writing a novel or merely making myself feel guilty about not spending enough time with it. A few weeks ago I hit a wall.
Names of characters. Some of you have read the flash fiction which has generated this novel, which I tend to think of as the "Donnie and Sam" stories. There were a few instances of people hating the name Donnie. Why Donnie? they'd say, It sounds so unintelligent. I think those people just have bad connotations with the name, Donnie, and as a result can't get past it. To them, I say deal with it. This is where my problem started. I toyed with changing the names, because let's face it, Donnie is a goofy name. So I wrote a section with the names changed to Ethan and Lilly, but it was like everything was different. Who are Ethan and Lilly? Those names seem much more mature than Donnie and Sam, (Sam is short for Samantha). It was like starting over again, and I didn't feel the same sense of energy that caused the prolific writing of the Donnie and Sam stories.
This week, I sat down to write some more. I didn't look at the Ethan and Lilly section, but just started a new section with the old names. Everything returned. I knew these characters.
It may be sacrilege to some of you for me to say this, but I think Shakespeare is wrong. There is much to a name (just look at all the Google Scholar hits on, brand name). Again, I'm sure some people are saying that doesn't relate! Shakespeare and brand names, how dare you. A rose may smell as sweet by any other name, but would you rather smell a flower called a rose, or one called a stank blossom?
All of this is to say that names matter. A name brings with it certain ideas and concepts. It's hard to imagine a character named Bubba being an intelligent investment banker brought up in private schools. Don't get hung up on what to name a character, when the right one comes along, you should know, but also don't take it lightly — you may find yourself stuck unable to write with too much time to pause and smell the stank blossoms.
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