Let me start off by saying that I received nothing for this post about the movie Unplanned. The disclaimer above is there only as I have affiliate links to resources present in the post. Additionally, this is a no-judgment zone. I recognize that we all have made choices that seemed the best at the time. My Catholic faith teaches me that we can repent and be forgiven.
My family is not big on going to the movie theater. Rather, we tend to see things when they hit Netflix or on DVD. With 4 boys, taking a family of 6 just gets too expensive. So we are selective with what we watch at the theater.
That being said, there are times when we make the decision to spend our money on a movie in the theater. One such time is when Veggie Tales released Jonah in theaters. Supporting a film that fits our beliefs and is the underdog in Hollywood is something we are willing to do.
Unplanned is one such film. My husband and I did go on a discount ticket day, but it was completely out of pocket. Our teens did not want to go, citing that they already know enough about abortion and why we should be choosing life. I'm glad my 9-year-old didn't push to go (more in a moment), although there were families with kids around his age in attendance.
This movie is based on the book of the same title.
As one of the youngest Planned Parenthood clinic directors in the nation, she was involved in upwards of 22,000 abortions and counseled countless women about their reproductive choices. Her passion surrounding a woman's right to choose even led her to become a spokesperson for Planned Parenthood, fighting to enact legislation for the cause she so deeply believed in.
Mainstream media is refusing to accept ads for this film. Here's the released trailer to give you a taste of the movie.
An emotional roller coaster is the best way to describe this film.
If you are expecting the filmmakers to villainize all of the Planned Parenthood workers, you won't get that. Nor will you see them avoid mentioning some of those who go to extremes in the name of the pro-life movement.
Rather, you see a story where a young woman makes decisions she thinks to be the best at the time.
It isn't that she hates children. Instead, she sees it as the only choice to be made as having a child would have been inconvenient. The inconvenience is first because she is young, unwed and in college. The second time it is after divorcing her cheating husband and she can not fathom being forever attached to him through a child.
Abby comes from a family which has been pro-life and rooted in their Christian faith. Yet, she sees Planned Parenthood as a way to help those who are hurting and need a second chance. What really 'hooks' her into the organization is the mission of promoting birth control so that abortions become a rare occurrence.
Something that struck me with this film is how easy it is to be gullible and think you are helping others even though your faith says otherwise. One of the co-workers states "I'm Catholic and believe I am doing God's work here." I cringed. But having talked with professing Catholics that actively practice birth control and believe it to fit with the faith, I can say little surprises me.
We can tell ourselves the lies the world says and believe them.
One scene that brought it home for me is a conversation between Abby and Shawn, the director of 40 Days for Life. She says women's reproductive rights is a big movement just like slavery and the Holocaust. He replies that all of those atrocities share one common factor: dehumanizing some to make the atrocity palatable.
Conversion and redemption are strong themes in this film.
Abby's family (including her husband) did not share Abby's belief in Planned Parenthood's Mission. Yet, they never shunned her for those decisions. Instead, they continually prayed for her conversion.
And it is through the dramatic swing to being an outspoken pro-lifer that helps Abby find a sense of redemption.
In the days after her leaving the clinic, Abby shares with those who had prayed outside the clinic for years that those days saw a serious decrease in women coming through the door. In the film, you see that the pro-lifers are praying over the remains of aborted babies at the same time Abby experiences her moment of conversion.
They even show that when presented with the facts of what happens behind those doors (not the mechanics, but the manipulation) a young girl can change her mind.
When the R rating was issued, I joined others in speculating that it was to keep teens from seeing this film on their own. Conspiracy theory can be attractive. But, having seen this film I can see why they opted to issue the rating.
Do I think someone under the age of 18 can and should see this film?
However, you need to know your child and how they will react. There is no way I'd have my 9-year-old watch this. But, my teens have enough maturity to see it.
My best guess is the opening scene portraying the moments which changed Abby's life forever is what branded the film as R. You join her in the procedure room, something she'd never been asked to do over the course of 8 years.
The abortion shown is a vacuum extraction where the physician uses ultrasound to make sure he gets everything. You see the ultrasound with the baby moving away from. You see snippets of the action on the ultrasound. And you see the medical equipment filling with blood and remains. The final look at the ultrasound shows an empty uterus where the baby was just moments before.
That opening scene had me on the verge of puking in the theater. It hits hard and I pray for the person who can watch it and feel nothing even though it is simulated to show what happens behind those closed doors.
Another scene which could be disturbing to some is when Abby is shown the POC room. This is where all the aborted babies (pieces) are taken to be put together. It is someone's job to reassemble them to ensure nothing was left in the mother. The scene is short, but also evokes an emotional response in me. Having miscarried early in the 2nd trimester, I saw what my own baby looked like at that stage.
As disturbing as it was to watch, I stand by our decision to financially support this film. I suspect there are some who are doing so by purchasing tickets and not showing up to actually watch the film. When we arrived at the theater, almost every seat was sold. And, it was rather packed. But, there were a few empty seats near us that had shown up as booked.
Given the push to allow young girls to seek an abortion without parental consent, I strongly believe EVERY teen or young adult should be exposed to the information packed into this film. Whether it is reading the book, seeing this film, or finding another documentary that seeks to shed light on the abortion industry, everyone should be fully informed.


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The toxic myth of 'culture as shared values'
culture geoff marlow organisation values Feb 22, 2022
Written by Geoff Marlow
The plausible believability of a tenacious falsehood...
"These are my values. And if you don't like them, I have others." – Groucho Marx
A recent Google search for 'culture as shared values' returned these top hits:
"High Performing Teams Start with a Culture of Shared Values"
"Why Employees Need Shared Values to Be Fully Engaged"
"All workplace cultures should have a deeply held set of values that are shared by those working and living in it."
"Shared values are developed by the organization's leadership and then adopted by the other members of the organization".
"Positive Shared Values Equals Positive Culture"
Given the above, you'd think that amongst the dozens of organisations I've had the privilege to poke about in throughout Europe, Asia and the US over the past 35 years, the best performers would be living proof of the power of shared values.
Quite the contrary.
In fact, the organisations that trumpeted their shared values most loudly were the ones whose cultures were most toxic to innovation, agility, and adaptiveness.
This ought to be no surprise, given how many high profile organisations singularly fail to live up to their supposed values.
But the myth of culture as shared values persists.
Enron's shared values
Enron won Fortune's 'America's most innovative company' award for an unprecedented six years (1996–2001) and the 2000 Financial Times 'energy company of the year' gong.
London Business School Professor Gary Hamel was fulsome in his praise for them in his book 'Leading the Revolution' (Harvard Business School Press, 2000).
"Enron hired contract originators who were bold, hungry, and creative. They were assigned a territory and/or a specialty, but their real assignment was simply to find ways to make money".
Unfortunately, they found ways to make money that were illegal, then tried to cover their tracks, despite 'shared values' of Integrity, Respect, Communication and Excellence.
When this finally came out in 2001, Enron collapsed in a $65Bn wipeout - up to then the biggest corporate value destruction in history - due to persistent fraudulent behaviour at the highest management levels. 1
McKinsey's shared values
Top management consulting firm McKinsey, who invented the notion of 'culture as shared values', were themselves fined an eye-watering $573,000,000 for helping "turbocharge" (their word) opioid sales in the US amid a crisis that's contributed to more than 450,000 deaths. 2
This grossly unethical conduct occurred despite McKinsey's 'shared value' of "high ethical standards". 3
Note that McKinsey were retained advisers to Enron CEO Jeffrey Skilling at an annual fee of $10,000,000. Skilling, himself a former McKinsey consultant, was sentenced to 24 years in prison for conspiracy, insider trading, false statements, and securities fraud. 4
If McKinsey, the people who cooked up the 'culture as shared values' approach in the first place, can't make it work - neither for their clients nor themselves - then why does anyone believe it?
But 'culture as shared values' isn't just believed, it's widely accepted as self-evident truth.
Plausible believability
What is it that keeps this almost religious belief in 'culture as shared values' so vibrantly alive and accepted as axiomatic in the ongoing organisational discourse?
The problem is that 'culture as shared values' has such highly tenacious plausible believability - due to two mutually reinforcing psychological dynamics.
The first dynamic operates inside-out, based on projection. We project our experience of the power of our own personal values into the organisational realm in a leap of logic that's deceptively easy to do, and devilishly difficult to avoid.
The second dynamic operates outside-in, based on introjection. We introject the mental model of culture that captured the organisational consciousness 40 years ago when it was first introduced. 5
The inside-out dynamic
The value of shared values just seems so self-evidently true - doesn't it?
The leap from "my personal values are what drive me" to "therefore shared values must be what drives an organisation" is so effortless it's hardly ever questioned.
This projection of the personal onto the organisational is particularly plausible if you've done the inner work to clarify your own personal values and try to apply them conscientiously in your day-to-day actions and interactions. 6
The profound impact of living one's own personal values provides a powerful incentive to leap to the conclusion that the same must apply to organisational values.
And having made this leap, the believability of 'culture as shared values' seems sufficiently self-evident to warrant no further scrutiny.
But here's the problem.
Personal values are exactly that – personal to you as a unique individual. They're not the same as someone else's values.
And the statistical probability of everyone in the same organisation sharing the same values turns out to be vanishingly small…
In 2012 the University of Zurich (UZH) published research identifying nineteen core human values they found consistently represented across cultures. 7
Given that most organisations list around five core values, the probability of two individuals sharing the same five out of nineteen is 1 in 11,628. 8
That's a lot of interviews to find someone with the same shared values…
My colleague Dr Richard Claydon came across a company that offers clients a list of 500 core values to choose from.
As Richard points out: "If it's true that there are 500 core values, you'd have to interview more people than have ever been born in the history of humanity to find somebody who randomly picked the same five shared values…"
I did the maths.
It works out at 1 in 255 billion people. 9
As the above numbers demonstrate, the idea that an organisation could ever be populated by people who all share the same values is patently ridiculous.
Not only that, but an organisation populated by people who shared the same values would be disastrous, as these examples (using the UZH definitions) demonstrate :
For creative work you need people high in 'Self-Direction Thought/Action' - which UZH define as: "Freedom to cultivate one's own ideas and abilities / determine one's own actions". But in the same organisation you also need people high in 'Conformity–Rules' - which UZH define as: "Compliance with rules, laws, and formal obligations". Based on Professor Hamel's analysis above, Enron clearly had too much of the former and not enough of the latter.
Ambitious, growth-focused organisations tend to be driven by people high in what UZH call 'Power-Dominance/Resources' - defined as "Power through exercising control over people / control of material and social resources". But to stay ethical, the organisation also needs people high in 'Universalism-Concern' - defined as "Commitment to equality, justice and protection for all people". Their $573M fine for boosting sales of opioids suggest McKinsey possessed precious little of the latter to offset their renowned abundance of the former.
In a future-fit culture where sense making, decision making & action taking must become ever more tightly coupled, rapidly and repeatedly iterated, deeply embedded and widely distributed throughout the organisation, there's a need for less 'Power-Dominance' - "Power through exercising control over people' and more 'Universalism-Tolerance': - defined as "Acceptance and understanding of those who are different from oneself". If everyone had the same values there'd be none of the diversity essential for innovation, agility, and adaptiveness. 10
But even with all that, the belief that an organisation's culture ought to be its shared values is so psychologically sticky it's still tempting to ignore the facts.
The outside-in dynamic
To understand how McKinsey came up with the 'culture as shared values' myth, we need to go back to how organisational culture became a thing in the first place.
Interest in organisational culture began around 40 years ago in the wake of Japan's resurgence from defeat in WWII to become the world's second largest economy - aka The Japanese Miracle. 11
Corporate America was reeling from this onslaught and had no answers.
Nor did the mainstream consulting firms they'd always relied on.
McKinsey were already on the back foot, having lost their historical dominance of the strategy consulting market to Boston Consulting Group (BCG), to whom clients were defecting because they saw BCG as smarter than McKinsey. 12
McKinsey couldn't let this insult go unchallenged and launched two research projects aimed at recapturing the 'intellectual high ground'. 13
One project sought to challenge BCG's growth-share matrix whose notions of cash cows, stars, dogs, and problem children had done so much to change thinking about strategy and earn BCG their 'smarter than McKinsey' reputation.
The second project, prompted by the recognition of differences between American and Japanese culture, was to see if they could dig up some new ideas from the different cultures of other countries.
So, McKinsey packed off a then unknown Tom Peters on a five-year global study tour.
Peters says McKinsey did this because they were "bedevilled by the frequency with which clever strategies failed to be implemented effectively".
He points out that "McKinsey's arsenal mostly consisted of "strategy" and, secondarily, "structure". All that was not to be cured with a scintillating strategic plan was to be dealt with by re-arranging the boxes on the formal organization chart." 14
He says his boss, Bob Waterman, "wanted our work to be constructed in a way that would help the average McKinsey-ite take a shine to issues of organization effectiveness. (Which was, after all, the point of the exercise.)" 15
McKinsey's '7S' model
Waterman invited Tony Athos, a Harvard Business School professor and Richard Pascale to spend two days with him and Peters in San Fransisco where they cooked up McKinsey's infamous '7S' model.
The '7Ss' included the three 'Hard Ss' of Strategy, Structure, and Systems - McKinsey's traditional bread & butter.
To include something more humanising they added the 'Soft Ss' of Staff, Skills & Style – all supposedly glued together by the seventh 'S' – shared values ("organizational culture" according to Peters). 16
The seventh S was originally Superordinate Goals, an idea Athos introduced from social psychology - meaning 'worthwhile goals that require two or more social groups to cooperatively achieve'. 17
But Superordinate Goals wasn't catchy enough for "the average McKinsey-ite", so it was changed to shared values – a term plucked out of thin air…
The main problem with this was that whereas superordinate goals requires cooperation across external boundaries, shared values instead focuses within internal boundaries.
As a result, instead of encouraging cooperation and collaboration for co-creating new value across boundaries, this focus on shared values turned 'culture' into a normative behaviour control methodology. 18
Senior executives, aided by McKinsey consultants, could now define a set of shared values to make people in their organisation into compliant drones, in whom specific desired behaviours could be reinforced via extrinsic carrots and sticks.
The Borg had arrived.
They would assimilate everyone's uniqueness.
Resistance was futile. 19
For US business executives fearing the loss of their command & control 'decision rights' to more collectivist 'Japanese style' sense making, decision making & action taking, the normative behaviour control methodology of shared values was a godsend they welcomed with open arms.
McKinsey's 'culture as shared values' approach was kicking a ball into an open goal.
Peters et al published the '7S' model in the June 1980 issue of Business Horizons, the legendary McKinsey marketing machine kicked in, and the myth of 'culture as shared values' was virally infecting organisations everywhere…
Big problems
There were several major problems with this that remain largely ignored.
The first, highlighted by McKinsey's own spectacular $573 million failure to live its "shared values", is that culture - even a culture of compliant drones - isn't actually created in real world organisations by coming up with a list of shared values. 20
The second big problem is that the future-fit cultures of innovation, agility, and adaptiveness needed in our increasingly uncertain and unpredictable world don't need compliant drones but intrinsically motivated individuals living their personal values.
Unfortunately, by the time organisations realised this they'd been drinking the 'culture as shared values' Kool-Aid for almost 30 years and couldn't conceive of an approach to culture change not based on coming up with a (new) set of shared values…
But there's a much more serious systemic problem.
Not only organisations, but the whole mainstream organisational discourse, is so deeply in thrall to the myth of culture as shared values, senior executives believe that if they define and roll out the right set of shared values, they've magically 'fixed the culture'.
So, once the posters with the list of shared values go up on the walls, the illusion that the culture is now on track means there's zero incentive to attend to what's actually required to create a future-fit culture.
Having a list of shared values to point at and say "that's our culture" absolves senior executives from responsibility for changing the mindsets, attitudes and behaviours of the actual key influencers of the culture - some of whom are often, of course, themselves…
When senior executives point at the shared values list and say "that's our culture" it allows key influencers to get away with murder - or, more commonly, accounting fraud, self-enrichment, environmental pollution, societal damage, lying, cheating, bullying, harassment, and the general mistreatment of others. 21
It's therefore hardly surprising that the organisations that trumpet their shared values most loudly tend to be those whose cultures are the most poisonous.
That's why the myth of culture as shared values is so toxic to creating a future-fit culture of innovation, agility, and adaptiveness.
Tom Peters reveals the reality…
There's a final compelling twist to the story.
In his 'Brief History of the 7S Model', Tom Peters says: "My favorite certification of our approach came almost 20 years later from the ultimate "Hard S guy," McKinsey alum Lou Gerstner, in 'Who Says Elephants Can't Dance', summarizing his IBM turnaround effort: "If I could have chosen not to tackle the IBM culture head-on, I probably wouldn't have. My bias coming in was toward strategy, analysis and measurement. In comparison, changing the attitude and behaviors of hundreds of thousands of people is very, very hard. [Yet] I came to see in my time at IBM that culture isn't just one aspect of the game—it is the game."
Peters' comments prompted me to read 'Who Says Elephants Can't Dance', and here's what Gerstner actually wrote that Peters carefully cherry picked above (my emphasis in bold):
"In comparison, changing the attitude and behavior of hundreds of thousands of people is very, very hard to accomplish. Business schools don't teach you how to do it. You can't lead the revolution from the splendid isolation of corporate headquarters. You can't simply give a couple of speeches or write a new credo for the company and declare that the new culture has taken hold. You can't mandate it, can't engineer it."
Peters says this is his "favorite certification of our approach".
But Gerstner didn't use McKinsey's 'culture as shared values' approach.
In fact he explicitly disavows the use of a list of beliefs, values, or principles (a credo).
So, in reality, far from being a certification, Gerstner's successful transformation of IBM is a clear repudiation of McKinsey's 'culture as shared values' approach.
The fact that Gerstner, as a former McKinsey partner, used neither McKinsey's approach nor McKinsey consultants to transform IBM speaks volumes.
Here's what Gerstner says about culture in full - as opposed to Peters' cherry picked edit above:
"I came to see, in my time at IBM, that culture isn't just one aspect of the game—it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value."
In an increasingly uncertain and unpredictable world, the collective capacity of people to create value depends on sense making, decision making & action taking being ever more tightly coupled, rapidly and repeatedly iterated, deeply embedded and widely distributed throughout the organisation.
That requires organisations to create a future-fit culture of innovation, agility, and adaptiveness in which individuals are fully appreciative of the different strengths, perspectives and values each of them can contribute.
You won't create such a culture until you encourage, enable, and empower people to operate from their own innate, intrinsically motivating personal values. 22
So, if you're determined to escape the toxic myth of culture as shared values, what can you do to create a future-fit culture instead?
How does culture work..?
Fortunately, that's the secret everyone already knows…
This 20 minute video gives 'highlights' of the Enron saga.
McKinsey's eye watering $573,000,000 fine
McKinsey's Purpose, Mission and Values
Enron boss sentenced to 24 years.
Self-Determination Theory (SDT) identifies four steps through which extrinsic motivation is progressively absorbed into the human psyche. Step 1 is external regulation: external agents (parents, teachers, bosses, management consultants, etc) use 'carrot and stick' inducements to manipulate behaviour. The extrinsic motivation to comply can become progressively internalised over time via Step 2: introjection, Step 3: identification and Step 4: integration. As extrinsic motivation is internalised, it gets harder for individuals to distinguish this 'programming' from their own intrinsic motivation based on their genuine personal values.
If you've not explored your personal values, here's a highly effective approach I've been using for the past 30 years.
The University of Zurich research paper is available to download here.
The probability of choosing the same 5 from 19 values is 1 in (5/19) x (4/18) x (3/17) x (2/16) x (1/15) = 1 in 11,628
The probability of choosing the same 5 out of 500 values is 1 in (5/500) x (4/499) x (3/498) x (2/497) x (1/496) = 1 in 255 billion, compared to an estimated 100 billion people who've ever lived. The list of 500 values is available from Threads Culture here.
This two minute video outlines the necessity for diversity or perspectives, values and abilities but along with that, the fundamental need to avoid fragmentation.
The Japanese Miracle on Wikipedia.
See Art Kleiner's 1996 book The Age of Heretics p 330
See Tom Peters' 'Brief History of the 7S Model' pdf download here.
Ibid - Peters' 'Brief History of the 7S Model'.
Superordinate Goals on Wikipedia.
This is the original of the notion of "Cultural Fit".
If your not a Star Trek fan, here's Wikipedia on The Borg
How culture is actually created in real world organisations is the secret everyone already knows.
That's how Jimmy Savile got away with sexual abuse at the BBC for so long. Dame Janet Smith's Savile Inquiry cited (and placed in the public domain) the work Dr Peter Scott-Morgan and I did for BBC Directors General Greg Dyke and Mark Thompson on whether the BBC's culture enabled or inhibited their stated values. We concluded that some people, including Savile, were treated as "more valuable than the values" (p179).
As opposed to the introjection of externally mandated and imposed 'shared values'. (Also see footnote above on Self-Determination Theory).
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You may wonder how can Dragon energy exist? Surely Dragons are fictional characters that are make-believe? How much else have you been told to believe that you are finding not to be the truth?
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Wow… rebirth and renewal. Taste the power. I feel the flames of the new energies rising and filling heart and soul. Beautifully revealed message from the Dragon. Thank you!
From my earliest time I have been interested in Dragons. They facinate me and fill me with wonder. I have been drawn to read fantasy and find the ones filled with dragons are the ones I enjoy most. Dragons of wisdom, power and beauty.


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Prosopogryllacris palauensis is een rechtvleugelig insect uit de familie Gryllacrididae. De wetenschappelijke naam van deze soort is voor het eerst geldig gepubliceerd in 1999 door Vickery & Kevan.

Gryllacrididae

redpajama_set_name: RedPajamaWikipedia


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According to Bersin by Deloitte Research, in 2016, companies experienced a massive 120 percent increase in correlating their people data to business performance. Obviously, merely mining HR data is no longer enough; you have to actually do something with it. Today's organizations have an operational business imperative to extract insights about their workforces that are informed by data.
It's important to your clients that they have the capability to access this employee data to develop a competitive benefits strategy (especially when it comes to voluntary benefits), and help ensure they are best positioned to attract and retain top talent. But, designing highly tailored programs, products, benefits plans, services and rewards takes time and can cost a great deal of money.
Your clients' employees rely on them to deliver a mix of options that satisfies their individual needs. You're charged with helping your clients in determining the best products at the best price. But how can you be sure you've designed the optimal package to meet the unique needs of their workforces, while, at the same time, ensuring they can still financially support the strategic goals of the business? Achieving the precise balance requires that you have the right level of transparency into actionable benefits data.
Trusted advisors help determine which solutions will best complement the core medical plans, but without thorough insight into how these plans are being used, that's going to be nearly impossible to do. Modern data analytics tools can eliminate the guesswork, drilling down into claims data and workforce demographics to help identify gaps in coverage and better understand what their employees value the most. This data enables you to develop a highly specific, comprehensive benefits strategy that addresses the needs of everyone in each organization.
So, What Do Employees Want?
Millennials – Millennials generally are more interested in financial benefits. This group may be more driven than prior generations by their belief that Social Security will either run out or be insubstantial when they retire. Only about one in twenty count on getting the same level of benefits as today's retirees. For plan designers, understanding Millennials' insecurities in this sense might help them to create innovative programs such as retirement planning tools, information, and seminars aimed at workers still in their twenties.
Gen X – According to a MetLife survey, Gen X is raising kids, so they may be responsible for their children's medical expenses as well as their own. Since this group is likely to have children in age groups that are prone to accidents (especially sports and playground injuries), 52% would be very interested in having more health plans to choose from.
Baby Boomers – A growing frequency of chronic conditions makes this generation high consumers of health care. So, much like Gen X, 52% of Boomers would be very interested in having more health plans to choose from, but for very different reasons. They also seek to protect their retirement savings against the risk of unexpected out-of-pocket medical expenses.
Having the ability to dig deep into employee data can make all the difference in customizing these benefits programs for your clients. Paycor's Workforce Insights provides a new way for small to mid-sized businesses to meet this need.
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text:
Education Articles & More
Kids Need More Than Just Brains to Succeed
A conversation with Paul Tough about his new book, Helping Children Succeed: What Works and Why.
By Jill Suttie | July 12, 2016
Science journalist Paul Tough first became fascinated by how kids in poverty overcome hardship when he met Geoffrey Canada, the charismatic founder of the Harlem Children's Zone, which provided comprehensive support for the disadvantaged, low-income kids in central Harlem. HCZ had produced promising results for kids, especially in terms of graduation rates and test scores.
Paul Tough
But after chronicling Canada's work in his book, Whatever it Takes, Tough was left with more questions: What did we actually understand about the lives of kids growing up in poverty? Of all the many obstacles they are facing, which are the ones that are making it most difficult for them to succeed at high levels? And, when kids are succeeding in disadvantaged circumstances, what is it that's different about their lives?
These questions led him to dive further into psychological research, where he discovered that many non-cognitive capacities—things like grit, perseverance, self-regulation, and optimism—were instrumental in helping a child succeed, and that test scores were not that predictive. In his newest book, Helping Children Succeed, Tough makes the argument that these capacities, though important, cannot be taught, but instead can develop when the right environmental supports are available to kids in their families and schools.
Tough's book is a plea to change the way we think of poverty's effects on learning, and to focus on what we can do to support parents and teachers in their quest to help children succeed. I talked with Tough about his new book and its implications.
Jill Suttie: Why are non-cognitive skills difficult to teach?
Paul Tough: First, I think it's that they are not skills; they're more like psychological states or mindsets. One of the things I'm trying to do with Helping Children Succeed is to shift our perception, to shift the frame through which we're seeing these non-cognitive qualities away from one that sees them as academic skills to one that is looking at them as the product of a kid's environment. Then we won't ask, How do we teach them? Or, Why can't we teach them? It will be clear that trying to "teach" kids these capacities is not the best way to help them grow in these dimensions.
JS: What are some of the environmental supports that promote the qualities you're talking about then?
PT: In the book, I wrote about supports in two different realms—one being in the home, in early childhood, and one being in the classroom. The neuroscientific research tells us that when kids are in early environments that are responsive, interactive, and warm and stable, and involve what psychologists sometimes call "serve and return" parenting, which involves face-to-face, back-and-forth interactions between parents and their babies, that creates secure attachment—a real sense of security that kids have with parents or other caregivers. Those are important prerequisites for the development of these non-cognitive capacities. In order for kids to have perseverance and tenacity in school later on, they need to start with self-regulatory abilities—the ability to calm themselves down, to focus on something for long periods of time, executive functions, as researchers sometimes call them. Those are developed in early childhood, and they are very much the product of the environment that parents create.
In K-12 education, teachers, educators, and school leaders can create environments in the classroom that change students' mindsets by implicitly and explicitly giving them messages around belonging and possibility. When kids are given the message that they belong in the academic community, it has a profound effect on their motivation and on their ability to persevere and to stick with projects and problems for long periods of time. And if you're in a school where you're given the message that failure is part of the process of learning and that people change, and that you can improve your abilities, and that challenge is part of that process, those are the kids who are much more motivated to persevere, and work hard, and take on more challenges. Those are the school environments where kids are going to thrive the most.
More for Struggling Students
Find out how teachers can help kids who fail in class to succeed in life.
Learn seven ways to help high schoolers find purpose.
Discover how to help kids overcome failure.
Get tips for helping students develop a sense of hope.
JS: What kinds of innovative programs have you found that are good at encouraging the kinds of environments that kids need to succeed?
PT: One of the ones I'm most excited about is Expeditionary Learning Schools [now known as EL Education]—about 150 schools spread out over the country in both public and charter schools, some with well-off kids, some with kids in poverty. They use two broad sets of techniques that are especially powerful in creating environments in the classroom and in the school that tend to motivate kids to persevere, work harder, and feel connected to their work. One has to do with relationship and connection. Every student is part of a group of students, with a teacher leader, called a "crew." They meet every morning for half an hour, and they stick together for many years. This gives kids a sense of connection, of belonging and relatedness, and all of the psychological research suggests that those are incredibly powerful motivators to persevere at school.
The second technique they use is really challenging academic work—rigorous, long-term projects that students take on, where they can't help but learn in a deeper way. In addition to the academic skills that kids are learning in those deeper learning environments, they're also experiencing a psychological message: I can learn from my mistakes; I can get better at things. I can take on challenges that seem impossible; I can get the right kind of help; and I can solve them. When kids get that message, not only does it make them feel much more a sense of connection, engagement, and excitement in the short term, it also give them a new psychological frame for the future. So a few years down the road when they are in college, suddenly meeting work that is way beyond them, they can call upon that memory of having tried something that felt like an impossible challenge and having overcome it, and it will convince them that they can do it again. It's such a powerful experience for kids, and I think many children don't ever have that experience in school, especially kids growing up in poverty.
JS: In your book, you write about the research of Kirabo Jackson on teacher assessment approaches. Can you explain his findings and their significance?
PT: Kirabo is an economist at Northwestern who set out to investigate the idea of assessing teachers by what economists call "value added"—the value that teachers add to their students. It's very controversial in many states, especially when it's used in high stakes accountability measures. A lot of people feel that test scores alone are not a full measure of what kids are learning or how successful they're going to be. And yet the problem with trying to put numbers on non-cognitive qualities is that we don't have measures for grit or self-control that are as reliable as the standardized tests are for cognitive skills.
So Kirabo created a proxy measure for non-cognitive abilities in students, using just four pieces of information that already existed in a North Carolina database: attendance (whether kids showed up at school); behavior (whether they behaved appropriately); GPA (both in the teacher's class and in the year as a whole); and grade progression (how likely kids were to move on to the next grade).
Kirabo correctly intuited that these were reflections of a certain kind of attitude in students, and that the students who did better in those dimensions would be the ones who were engaged and motivated. And, what he found is that there were certain teachers who were reliably better able than others to improve their student's performance on these proxy measures. If you were a student in one of these teachers' classes, you were more likely to show up every day, more likely to work hard, and less likely to get in trouble. And that's an incredible skill for a teacher to have. Using the tools of economics, he showed that those teachers are having a bigger effect on students' long-term outcomes—including high school graduation, and college matriculation and graduation—than the teachers who were particularly good at raising students' test scores. Before Kirabo, no one thought these teachers were doing anything at all and certainly nothing important.
For me, there are two things to take away from Kirabo's work. One is that we should be thinking about value-added in a different way, and that there's maybe an innovative way to measure more broadly the effectiveness of teachers. But the second thing is to start thinking about what's really going on in those classrooms. There's something about the classroom environment that certain teachers are creating that makes students feel more of a sense of belonging and motivation and the desire to take on challenges. We don't yet understand enough about how teachers create that, but it's incredibly valuable, and we should figure it out and replicate it all over the place.
JS: How do you respond to people who say these kinds of interventions are not enough to combat systemic problems of poverty and that we shouldn't be putting our focus on parents or teachers?
Houghton Mifflin Harcourt, 2016, 119 pages
PT: There are 15 million American children in poverty and about half of those—about seven million—are in what economists call "deep poverty," meaning their families are not only below the poverty line, they make below less than half of the poverty line, which is about $12,000 for a family of four. No one should be growing up in that situation. But we as a nation have not done enough to solve the problems of those kids and their families. What we know is that material deprivation goes hand in hand with all kinds of chaos and instability and stress that have a huge effect on kids' development, including the kinds of skills they need to succeed in school.
So faced with that, are the kinds of interventions I'm talking about enough? No, they are not enough. There is a lot else we should do to try to create a more equal society. But I think that the best lever we have for improving opportunity and decreasing inequality is education, broadly framed—changing the environment kids are living in at home and in school and creating more opportunities for them to succeed. We know we can do a great deal to help a child born into deep poverty if we give them the right kinds of opportunities. So, if we can systematize that for kids, and I think that's a matter of both policy and practice, I think we're going to make huge strides in changing outcomes for those kids. That's where I think we should put our energies.
JS: Why do you think there isn't more of that happening already—is it political will or a lack of understanding?
PT: I think it's a mixture. A lot of this research is pretty new. I was aware of some of the early childhood research when I wrote my last book, How Children Succeed. But a lot of this research is just from the last three years. In the K-12 realm, the idea that teachers can be coached to provide a different kind of environment for students and that those environments make a big difference is not mainstream thinking right now in education. As with anything, when you're trying to change people's fundamental understanding of the work they're doing, it takes time. I'm hoping that my book will be part of the process of spreading these ideas and giving all of us—but especially parents, teachers, and policymakers—a different frame through which to view childhood development.
Get the science of a meaningful education delivered to your inbox.
Jill Suttie
Jill Suttie, Psy.D., is Greater Good's former book review editor and now serves as a staff writer and contributing editor for the magazine. She received her doctorate of psychology from the University of San Francisco in 1998 and was a psychologist in private practice before coming to Greater Good.
The Unexpected Path to Achieving Success By Chade-Meng Tan
School Success Prep: Growth Mindset Praise By Christine Carter and Rona Renner
Parenting for Authentic Success? By Jill Suttie
Is Character the Key to Success? By Vicki Zakrzewski
The Battle Between Success and Compassion By Vicki Zakrzewski
How Attention Helps Us To Succeed By Daniel Goleman
Diverse Films Make More Money at the Box Office
A new report examines the cost of getting diversity wrong in Hollywood.
Six Techniques to Help You Bridge Differences
Improve your understanding and conversations across divides with these videos, produced in partnership with NationSwell.


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The Joe Hirsch Turf Classic Stakes is a Grade I American Weight for Age Thoroughbred horse race for three years old and older over a distance of  miles on the turf track scheduled annually in late September or early October at Belmont Park in Elmont, New York. The event currently offers a purse of $500,000.

History

The inaugural running of the event was on 19 November 1977 as the Aqueduct Turf Classic Stakes and was won by Johnny D., ridden by 17-year-old Steve Cauthen by  lengths in a time of 2:33. The event was scheduled two weeks after the Washington D.C. International, an event that Johnny D. won as well earning him US Champion Male Turf Horse honors for 1977. The following year the event was held at Belmont Park. In 1979 the event was classified Grade I and was returned to Aqueduct and was held there until 1983.

In 1983 the name of the event was shortened to being called just the Turf Classic. The event drew the top Thoroughbreds from the U.S. and Europe when it was part of a million dollar bonus for any horse who won it plus the Canadian International Stakes at Woodbine Racetrack in Toronto and the Washington D.C. International at Laurel Park Racecourse in Laurel, Maryland. That year the champion French bred filly All Along was able to win the treble, winning the million dollar bonus and being crowned US Champion Female Turf Horse and US Horse of the Year.

Other notable champions to win the event in the pre-Breeders' Cup era include the French bred mare, winner in 1978, Waya, who was crowned the US Champion Older Female Horse the following year. The Irish bred filly April Run won the event twice in 1981 and 1982. In 1982 she also won the Washington D.C. International and was voted as US Champion Female Turf Horse. John Henry remarkably won this event in 1984 as a nine year old and what would be his second last start. He was crowned the US Horse of the Year that year.

Early in the Breeders' Cup era the event immediately become one of the major preparatory races for the Breeders' Cup Turf. The 1986 winner the three-year-old Manila and 1987 winner the Irish bred Theatrical, both won the Breeders' Cup Turf and were voted US Champion Male Turf Horse. In 1994 Tikkanen also won the Turf Classic-Breeders' Cup Turf double enroute to US Champion Male Turf Horse.

In 2004 the event was renamed is named in honor of Joe Hirsch, the award-winning racing columnist and founding president of the National Turf Writers Association.  Joe Hirsch, aged 80, died on January 9, 2009.

Dual winner English Channel was a Breeders' Cup Turf winner in 2007 and also the sire of Channel Maker, a dual winner (2018, 2020) and second placed finisher in 2019 of this event.

In 2022 the event was moved to Aqueduct Racetrack due to infield tunnel and redevelopment work at Belmont Park. The 2022 winner was English Channel's daughter War Like Goddess, with his offspring successful in the event for the third time.

Records
Time record:
 2:23.39 – Big Blue Kitten (2015)

Margins:
 lengths – Grand Couturier (GB) (2008)

Most wins:
 2 – April Run (IRE) (1981, 1982)
 2 –  Val's Prince  (1997, 1999)
 2 – English Channel (2006, 2007)
 2 – Channel Maker (2018, 2020)

Most wins by an owner:
 4 – Bertram & Diana M. Firestone (1981, 1982, 1987, 2010)

Most wins by a jockey:
 5 – John R. Velazquez (1995, 2004, 2006, 2007, 2012)

Most wins by a trainer:
 5 – William I. Mott (1987, 2005, 2018, 2020, 2022)

Winners

Legend:

Notes:

§ Ran as an entry

ƒ Filly or Mare

See also
 List of American and Canadian Graded races
 Joe Hirsch Turf Classic Invitational Handicap top three finishers and starters

References

Open middle distance horse races
Grade 1 turf stakes races in the United States
Grade 1 stakes races in the United States
Horse races in New York (state)
Graded stakes races in the United States
Belmont Park
Recurring sporting events established in 1977
1977 establishments in New York (state)


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Popular Tours in Hudson Valley
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Travelers get a taste of the legendary New England fall aboard this private helicopter tour over the Hudson Valley. Marvel at the cascade of blazing reds, yellows, and oranges like a bird from the comfort of your own helicopter. Tours depart and arrive at Westchester County Airport, just outside New York City, and fly over historic landmarks all dressed in stunning colors. These include White Plains, Castle-on-Hudson, Kykuit (Rockefeller Mansion), Lyndhurst Mansion, Sleepy Hollow, Tarrytown Lighthouse, Tappan Zee Bridge, the Hudson River, Sing Sing Prison, Bear Mountain and Bear Mountain Bridge, Harriman State Park, and West Point Academy. Live tour narration by friendly and experienced pilots will make you feel comfortable and safe.
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Enjoy stunning aerial views of the picturesque Hudson Valley covered in autumn colors from the comfort of a helicopter. A unique seasonal experience off the beaten path for those looking to discover new places and perspectives. All tours are personally narrated by friendly and experienced pilots. Tours depart and arrive at Westchester County Airport and fly above historic landmarks dressed in the blazing reds, yellows, and oranges of fall. Sights included in the tour: White Plains, Castle-on-Hudson, Kykuit (Rockefeller Mansion), Lyndhurst Mansion, Sleepy Hollow, Tarrytown Lighthouse, Tappan Zee Bridge, Hudson River, Sing Sing Prison, Bear Mountain and Bear Mountain Bridge, Harriman State Park, West Point Academy (subject to temporary airspace restrictions), Bannerman Castle (on the 45-minute tour only), and Dick's Castle (on the 45-minute tour only).


A young boy swings on his house door as friends play football after school in a small alley on Hoang Hoa Tham Street in Hanoi. Photo taken by Instagram account pwin_pt.
People take pictures of a beach on Phu Quoc Island in the Mekong Delta province of Kien Giang. Photo taken by kmonnguyen on Instagram.
Instagram account maladroite_ captures children learning martial arts in Hanoi.
A man checks fishing nets on a lake in the Central Highlands town of Bao Loc on an early misty morning. Photo taken by Instagram account andycby777.
Two women burn incense and pray early in the morning at a pagoda in Saigon's District 3. Photo taken by eestarnes on Instagram.
Hanoi's iconic Hoan Kiem (Sword) Lake shrouded in mist. Photo taken by Instagram user analogue_spirit.
A cyclo carries at least 20 large fabric rolls on a Saigon street. The highly handy cyclo, once ubiquitous all over Vietnam, has been banned from most streets in all major cities for years. Photo taken by account jethuynh on Instagram.
A street vendor prepares to sell fresh and deep-fried rolls and bun thit nuong cha gio, a mixture of rice noodles, lean grilled pork, fried spring rolls and fresh vegetables, at a street corner in Saigon. Photo taken by bummel.durch.die.welt on Instagram.
Workers pick tea leaves at an estate in Moc Chau District of the northern mountainous province of Son La. Photo by Instagram account duc_rong.


text:
Nevil Greenz
Nevil Greenz's real name is Florian Welsch, Born in France. Nevil Greenz presents Hard Is Your Fucking Style. [qt-button text="Nevil Greenz tracklists" link="https://realhardstyle.nl/category/Nevil Greenz/" size="qt-btn-m" style="qt-btn-primary" alignment="aligncenter"]
Cold Attack
Kevin Wijnbergen aka Aftermath was born on the 19th of February 1993. In his younger days, Kevin used to listen to Trance, Techno, Dance and Jumpstyle. But after a few years, he listened for the first time a few songs from the legend Headhunterz. He was directly sold and began to listen to other legends as Wildstylez, Noisecontrollers and Project One. Later on, he started to listen to the early Raw Hardstyle tracks by Ran-D. This heavy, raw noise is what he likes the most of all genres! From this moment, the only thing he listened to was hardstyle music! Started by viewing video's on YouTube from hardstyle festivals, he visited his first festival in the year 2012: Ground Zero Festival. From that moment on, he knew that this music is not just music, it's a lifestyle, a dedication! His mixes will contain the hardest, rawest and loudest Raw Hardstyle of the moment!
'A true mastermind and specialist in Hardstyle classics' Charon is a very talented DJ, with over 10 years of experience in the harder styles of electronic dance music. As a resident DJ for the harder styles at Club Rodenburg he gained a lot of experience under the name Ruff J. His main ingredients used to be Hardstyle and Hardcore, but after the big changes in the hardstyle genre he is focusing fully focusing on Hardstyle classics, especially the 'less familiar' classics, b-sides and early Hardstyle. He played at events like Dominator, Fatality Festival, Fusion Of Dance Festival, several sold out hardstyle events at Club Rodenburg, 'Re:Set' at North Sea Venue, Hard Nature and in England at Pleasuredome and GI:S 6 ... and there is more to come. With Charon you will be navigated through memorylane and re-live history once again! 'Mr. Hardstyle Wikipedia'
The Dutch Hardstyle act Lyrical heard his first Hardstyle song in 2006. From that moment his love for this music grew. He went to many festivals and parties and continued to listen to this great music. As a dj in his bedroom he learned to mix music. Starting from a local residency in his hometown to playing in other countries and at bigger parties and hardstyle festivals. Recently he released his first solo track: Beautiful. He isn't standing still with more hardstyle mixtapes and upcoming tracks in the future!
Angelo / A-Style started djing in 2006 using vinyl. After a lot of practicing he got his first gig in 2007.
Craig / The Awful Din started listening to dance music in 1993, originally listening to 90's hardcore he moved onto to Hard House and Trance and in 2000 he bought a set of 1210's and started to DJ. A few years later he started to dabble in production and produced under the alias E:Drive. He started 2 digital record labels Warp Drive Digital & Dissonance Recordings. In 2006 career commitments meant he had to quit DJing and production, although he still followed the dance music scene. In 2012 he fell in love with the Hardstyle scene and decided to start DJing again. He started the "Just Noise" show in 2013 and it played on various online radio stations before joining Real Hardstyle. [qt-button text="The Awful Din tracklists" link="https://realhardstyle.nl/category/The-Awful-Din/" size="qt-btn-m" style="qt-btn-primary" alignment="aligncenter"]
Barty Fire
Barty Fire was born in Szczecin, Poland in 1991. This is a man which from an early age he was inspired by the music. He was only 7 years old when already infected up with the brother Rave and Hardcore music. In 2000 he had his first contact with the Hardstyle that's the music really inspired. From an early age he felt that must listen to this music. Since 2004 he began collecting mass Qlimax DVD's and other videos from Q-Dance events. Since 2008 he began to train his skills as a DJ. In 2011, bought his DJ equipment and today composes his sets. Recently, he attempts to force as producer, released a few mash ups for Noisecontrollers and Brennan Heart. You can hear Barty Fire at Real Hardstyle Radio every Tuesday from 20:00 till 21:00. (GMT +1) Dj Equipment: - 2x Pioneer CDJ 350, - 1x Pioneer DJM 350, - Denon HP-1000 (Headphones) - Philips SBC MD110 (MIC)
Niels Kardol, born in Maasland the 28 of december. His passion and love for the harder styles started in 2008 after bringing a visit to the holy grounds of DEFQON.1 (Beach of Almere) He started spinning the decks in 2014. His first appearance as Nowness was in the small town named Brielle in Club The Mix. For more than 2,5 years he was resident DJ for this night club. A lot pioneers of the scene; names like Bass Chaserz, Deetox, Delete, E-Force, Ruthless Rebelion and Warface were listed on the same flyer as Nowness. The biggest event for Nowness was Heaven Outdoor Festival in 2018. At this very moment he is a true member of the Real Hardstyle Radio team. Supporting the music that comes from within.
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3rd Runway at Heathrow
(70 Posts)
Add comment | Report
suzied Tue 25-Oct-16 18:34:35
I know this has been mentioned on another thread but I wondered what people here thought about this issue - it's not just about the implications for London there are lots of issues here.
Do we need a bigger airport - with Brexit maybe fewer people will be coming here ( or leaving - too expensive) Heathrow is owned by the Spanish - presumably they'll be increasing their fees and it will all be more expensive. With expansion of global trade - closing down of European markets make airfreight more important. What about the environment ? Air quality? What about the congestion etc already around Heathrow? Will it ever be built? What's the betting? Personally, I'm against it for numerous reasons. Though if Boris gets mown by the diggers I may be in favour.
tanith Tue 25-Oct-16 18:53:31
I think its going to be at least 2/3 yrs before a final final decision is made and at least another 10yrs for planning and building so plenty of time for a change of government and another change of mind as has happened numerous times before.
I see Zac Goldsmith has stuck by his pledge to resign and stand as an independent makes a change for a politician to do what he says.
I live close to Heathrow although not under the flight path so will be impacted by many of the problems you mention. In all honestly I don't think it will happen in my lifetime. I feel sorry for those affected more than I.
SueDonim Tue 25-Oct-16 19:00:52
Both Heathrow & Gatwick are at 98% capacity so I guess something has to be done unless the UK turns away business. Custom is forecast to be expanding in the Far East/Indian subcontinent and those people will only want to go to London.
My son lives under a Heathrow flight path now but he isn't bothered one way or the other.
Ana Tue 25-Oct-16 19:04:45
How refreshing to hear about someone directly affected who isn't complaining - good for you, SueDonim's son!
Jalima Tue 25-Oct-16 19:28:00
We used to live under the flight path and you tend to tune it out (apart from Concorde which was always noisy).
However, I did worry about the DC and the pollution.
I feel very sorry for people who will lose their homes, but the same will happen if HS2 goes ahead.
Is there much fuss/demonstrations etc in other countries when these proposals are put forward?
Ana he says it's the price you pay for living close to all the benefits of London. It means we have easy (if not cheap) access to visit because we live in Scotland and sometimes fly down to see him and his family. It's a cheap taxi ride away.
rosesarered Tue 25-Oct-16 20:59:17
The people who will lose their homes will be paid 25% over and above the price of their houses, so at least, although a shame that they will have to move, at least they will be well recompensed. Anyone buying a house under the flightpath of Heathrow knows what it will be like.We have to have either a new runway at Heathrow or Gatwick , people need to travel here and also from here. Since it's London that most business people want to come to....something has to give.
Charleygirl Tue 25-Oct-16 21:16:54
My situation is similar to tanith's- I do not live under the flight path and I will be amazed if it is finished in my lifetime. Something had to be done, it is a pity that the wheels cannot move faster.
Lillie Tue 25-Oct-16 21:53:38
SueD is right, if you live in London there's a price to be paid for having all the benefits. We now have night tubes rattling past at the weekend and yes, at first we were kept awake, but you get used to anything. Same for the airport.
NfkDumpling Tue 25-Oct-16 21:57:58
I' m glad it's not Gatwick which is completely the wrong side of London for most of the country. I had hoped it wouldn't go ahead and there'd be some money to develop Stansted. There was a phone in on You and Yours today and the only people who seemed to be in favour were those in the industry. Everyone else was appealing for more development of regional airports. As has been said it's not likely to happen in our lifetime but I do feel it's too London-centric. I don't understand why the big airlines refuse to use other airports such as Doncaster and try to develop the north.
GrandmaMoira Tue 25-Oct-16 22:01:51
There hasn't been a new runway at Heathrow for many years and the world was very different and not globalised as it is now. I think there is a need for expansion at either Heathrow or Gatwick. I appreciate people living near Heathrow are upset but they knew they were buying a house near an airport and most people knew noise was a risk. It's also noisy living near a main road or a train line.
If we want to keep London as a global city, whether within the EU or out, surely we need airport expansion. I don't think this will make much difference to pollution, which is already bad in London.
What a sensible post, GrandmaMoira, I agree with you.
NfkDumpling Whats the point of big airlines using other airports when the capacity is needed for people wanting to come to London. We don't like it anymore than you do but its a fact and I agree with others who've said its a price we pay to live here.
Luckygirl Tue 25-Oct-16 22:40:53
I am getting ready to duck beneath the parapet now.
I do not think we should expand air transport anywhere anytime. It is killing our planet and draining resources and the time has come to stand back and think about how we use this luxury. Many journeys are totally unnecessary: modern media means that most business transactions and negotiations can take place by various electronic means. The use of air transport for holidays has got totally out of hand - we have to change our perspective and cease to expect to be able to travel where we want when we want. Freight is I think a different matter - more use of air transport for freight makes sense.
Try this link: www.theguardian.com/world/ng-interactive/2014/aviation-100-years
Take a look at the mass coverage of the globe by air traffic at every instant and stop and think about the aviation fuel that is being used. It is truly horrifying.
Just building a brick wall for me to hide behind!
durhamjen Wed 26-Oct-16 00:29:15
I heard that most of the expansion at Heathrow is to cope with increased traffic internally.
Improving the railways would be cheaper and quicker.
I agree with you, Lucky. If enough join us, we won't need that wall.
That link looks a bit worrying. There's no room for more planes in Europe.
suzied Wed 26-Oct-16 06:56:23
I'm against it on many levels. The mayor of London and most London MPs are against it. If they want to open up the north etc why not go to Birmingham or Manchester? And encourage less air travel? ii have a feeling it won't happen in a hurry.
thatbags Wed 26-Oct-16 07:43:43
This is what is going to happen:
Yabber, yabber, yabber, yabber, yabber, yabber, yabber, yabber, yabber....
Then, half a generation or so further down the line, one of three things will happen:
1 It'll be built because it really is needed for the good of the country's economy,
2. it won't be built because it isn't needed,
3. there'll be another decade of yabber, yabber.
Welshwife Wed 26-Oct-16 08:03:26
I was born just down the road from Sipson/Harmondsworth the area which will be affected by this. When I was three my parents moved to the South West side of the airport. At that time the airfield was only used by the RAF and the whole area had many anti-aircraft lights mounted there. I watched the growth of the airport from a few Nissan huts (serving as the arrivals and departure lounges) along the Bath Road side (A4) to what it is today. Neither of my parents work had anything to do with the airport.
Watching the airport grow was exciting - we initially could walk from Hatton Cross to Harlington Corner along a track - which had been the old road. I used to hope an aircraft would come into land - it always felt that you could reach up and touch it. The infrastructure around the airport took years to have in place and it is now well served. As has been said a majority of the people travelling to the airport want to go there or they are changing planes there - unfortunately they do not wish to go to the east and Gatwick and even less northwards to Stansted. As big as it is I think there are many even larger airports about in Europe.
If this Brexit goes ahead then the UK will need as much trade - whether in people travelling or goods - as it can get and that all needs to be served. It used to annoy us intensely when people who had moved to the area after the airport was built and indeed worked there or in a connected industry started complaining about noise/pollution etc. When I was a child the airport had planes landing and leaving all night long - that is no longer the case and neither do the maintenance people test the jet engines all night long - that is far worse than the normal in and out flights. As to Concorde - it was noisy but it was so quick that by the time you registered the noise it was far away - looking truly beautiful as it went on its way.
As has been said if you want to be near the hub of things etc there is a price to pay - just as there is by living deep in the country where there are few amenities.
LullyDully Wed 26-Oct-16 08:17:15
My parents used to love watching Concorde ,it flew.across.their. kitchen window view every day. You do get used to the planes in West London. I once went to a party in the 60s in a house by the airport. I remember the ungodly screech and the sight of the passengers going past the upstairs widows.
It is wonderful to be able to fly anywhere in the world, but at what cost?
Luckygirl Wed 26-Oct-16 08:21:43
At what cost indeed.
I suppose the same was said about busses and trains in the beginning too.
Buses, trains and cars are of course also polluters, but planes are in a different league.
"........ the problem is not just that planes burn a lot of fuel and therefore kick out plenty of CO2 per passenger. Just as important are a host of other high-altitude impacts, including vapour trails and ozone production, that are usually estimated to cause as much warming as the CO2 itself.
.......although air travel accounts for only a small fraction of global emissions (relatively few people can afford to fly), one transatlantic flight can add as much to your carbon footprint as a typical year's worth of driving."
It is also about depleting the world's resources of oil.
Many business trips amount to a bit of a jolly and the same result could have been achieved electronically.
One of the big problems of transport planning is that you do not really know what is around the corner. I am sure that when we started to criss-cross the planet with roads it was done in response to the invention of the car; if we were to look back on it and realise what trouble we were brewing in terms of pollution and environmental destruction, maybe we would have developed different ideas, or have developed rail networks more. But once the road network is there, then car production increases and so on......
M0nica Wed 26-Oct-16 09:54:59
Sorry, Luckygirl many, if not most, business trips do not involve a bit of a jolly, nor can the meetings be undertaken online.
DH is an engineer in the energy industry, first hydrocarbons, now wind farms. He has to be on site to check that work is done properly and safely. You cannot engineer from a distance. He has flown all over the world, including to countries liked the Congo, Angola, Sudan and I can assure you that 99.999% of his journeys and those of the many, many working engineers, technical experts, overseas sales staff and negotiators, who make the majority of business travelers are certainly not jollies.
Unless you are a board member of one of the top 100 companies in the world you travel economy, stay in international hotel chains with whom your employer has struck a deal, providing its employers occupy the back rooms overlooking the dustbins. He has twice been in real fear of his life, twice been taken to hospital on business trips, fortunately in countries with high medical standards, but it is no fun knowing your DH is in a hospital in a country 8,000 miles away where neither he nor you speak the language and few of its nationals speak English.
His business trips have occasionally involved jollies, a few more might have helped coped with the long uncertain absences and concern about unpleasant countries and, sometimes, dangerous work.
I was amazed last night when watching the One Show to see how a surgeon could use a smart phone on a selfie stick to tell other surgeons how to save a man's life in Syria.
It would be interesting to know how many business trips are necessary. I am sure much the flying that Theresa May has done since Brexit could have been done away with by having meetings electronically, as Luckygirl said.
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