Last year, 2013, was very exciting for 5 public libraries in Idaho who had the privilege to be included in ICFL's pilot project "Make It". Make It has given our libraries the resources, training and motivation to bring makerspaces, and more importantly the maker culture, into our communities. Now this is not the forum to extoll the awesomeness of the Make It program or to bring to light the coolness of the various projects being worked on, but this is the perfect place to share with everyone some of the experiences we're having with our newest piece of technology. Meet our 3D printer.
3D printing has been around for quite awhile, but has only become mainstream in the last few years. Our printer was made from members of Open Lab Idaho and is an open source RepRap MendelMax. The focus of the Make It project has been on teen and tween programming; however, as we get more accustomed to using the printer we plan making it more open to the public . We are recently ran a contest for 3D design for our library patrons ages 5 and up. The contest was broken into 3 age groups and mimicked a similar program hosted by the Westport Library. We provided prizes for each age group that included printing their designs, library bags, flash drives and $25 gift cards. We set up demonstrations at each of our locations to inspire interest in 3D printing and 3D design which lead to a greater interest in participating in our contest. Our contest had a good number of kid and teen participants but unfortunately no adults participated. We did have 3 entrants in our staff contest that was running concurrently which was a fun way to incorporate staff into Make It.
Our 3D printer creates each print by laying down layers of plastic as configured by the computer to match the 3D design. We have control over a number of settings that will alter how the printer operates and how the print will look when finished. Typically we don't have to change settings between prints but we have the ability to quickly add in support for overhanging prints, change the amount plastic to create the model's infill or to change the print patterns. Using MendelMax we have the ability to adapt, upgrade or modify our printer without having to buy the newest model. One of the changes I've made so far was to simply print a new method of holding the filament spools so that I could quickly change the plastic. The change was pretty simple but it reinforced the idea that our printer can be a dynamic tool easily altered to better fit our needs and our situation. Knowing those changes are only a few mouse clicks and a 30 minute print away has created a great way for us to further "sell" the 3D printer during our public demonstrations.
Our 3D printers use 3mm PLA or ABS plastic. We have only used PLA plastic as it is corn based plastic that is biodegradable. Although the settings can be altered, we typically print the plastic at 185⁰C with the glass platform heated to 60⁰C. Each layer using our default settings will print .25mm layers using a rectilinear pattern for top and bottom layers with a 15% infill using a honeycomb pattern. We use 3 layers for both the top and bottom of each print to help give each print a stronger finish. If you're interested in seeing all of the print settings you can view the screenshots of our default settings in Slic3r here.
So why 3D printers? There are several reasons to have them in libraries, for us it is a natural progression to provide access to new technology. Our 3D printer has become the focal point of our maker programs, something to grab someone's attention long enough to start a discussion about libraries and library programming. We have had a number of people stop by the library for the first time just to see the 3D printer only to find out that our library offers much more than shelves of books. For years libraries have provided public computers for our users to access the internet, type papers and learn computer skills. As new technology evolves faster than most of us can keep up with, it is important for libraries to help provide access to information for our users to succeed in the ever changing technological landscape. Not all libraries will be able to put a 3D printer into their libraries but there are no cost ways to include 3D Design into library programs, entry level options including a 3Doodler, and ways to send your designs off to be printed for a cost. 21st Century skills are elusive and ever changing although we can help make our library users digitally literate by increasing their digital fluency. The best way to do this is to encourage digital education through exploration. As education shifts priority for students to STEM we would like to help further shift that to STEAM.
I love to play with new technology and find ways to include it in what our library offers. As part of the Make It program some of our librarians have created Make It Take It kits that circulate. We received a grant from YALSA/Best Buy to purchase new tech including a Leap Motion Controller (lots of fun!) and MIDI keyboards for music creation. This weekend I'm going to work on creating a 3D scanner using an Xbox Kinect and an Arduino. Our plans can be ambitious and they don't always work out, like our failed prints, we learn from them. Next on our plate is to expand Make It programs to other age groups, including adults. I'm excited about the future of our 3D printer, Make It and the role libraries can play in supporting the changing information needs of our communities.
Nick works at the Meridian Library District as a Digital Librarian. In addition to SPLAT he has participated in the Idaho Make It project to bring makerspaces to public libraries in Idaho. His interests are playing with new consumer technology and sharing that with others. Nick recently worked on opening unBound which is the digital technology library for the Meridian Library District where he gets to share his affinity for technology with people of all ages.
Is Windows 10 right for libraries?


text:
Tagged: Airlift
by Anagh Bhaskar · Published June 2, 2021
Aero India 2021: List of rotary wing aircrafts/helicopters on display
HAL Light Utility Helicopter The single-engine powered helo is a new generation aircraft developed by the Rotary Wing Research and Design Centre (RWR&DC) as a replacement for the aging fleet of the Cheetah and...
Aero India 2021: List of fixed wing aircrafts on display
The Aero India is a spectacle like no other, held in Bengaluru in the State of Karnataka the biennial event is one of the most important Aerospace and Defence exhibitions in the world and...
News / Pictures / Video
by NC · Published May 28, 2021
Airbus reaches 100 deliveries of A400M Atlas aircraft
The milestone aircraft includes all new certified capabilities The global fleet has reached 100,000 flight hours Known as MSN111 this is the tenth A400M for the Spanish Air Force Seville, 25 May...
Indian Ilyushin Il-76 airlifted 3 empty cryogenic containers to Dubai for filling
The heavy lift transport fleet of IAF has been airlifting empty cryogenic oxygen tankers to their filling stations in India since 22 April 2021, so that they may be filled and transported to their...
Aero India 2021: Airbus C295 & Panther will be the top highlight
New Delhi, January 20, 2021: Airbus will showcase a wide selection of its advanced sustainable aerospace technologies and services at the prestigious 'Aero India 2021' exhibition to be held in Bengaluru from February 3 to...
US Navy orders six Sikorsky CH-53K King Stallion helicopters
STRATFORD, Conn., Oct. 28, 2020 — Sikorsky, a Lockheed Martin company (NYSE: LMT) will build six additional production CH-53K King Stallion helicopters under a new contract for the U.S. Navy. The aircraft will further support the U.S. Marine Corps in its...
Luxembourg Armed Forces buys Airbus A400M military transport aircraft
Getafe, 7 October 2020 – The Luxembourg Armed Forces have taken delivery of its Airbus A400M military transport aircraft, which was accepted at the A400M Final Assembly Line in Seville (Spain) and has performed a...

redpajama_set_name: RedPajamaCommonCrawl


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tape( 'main export is a function', function test( t ) {
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redpajama_set_name: RedPajamaGithub


Centerless Grinding Services Schaffner Machine Company SMC: A Full Service Precision Machine Company St. Louis MO.
At Schaffner Machine Company we provide precision grinding solutions. From a simple "clean-up" grind to improve the finish, to holding demanding diameter tolerances, we can meet your centerless grinding specifications at a competitive price.


The hulking action man on his rise to fame.
His acting career was built on a simple white lie. Aged 19, working in his father's surf shop before heading to college in Colorado, Momoa was offered an audition for Baywatch: Hawaii. When he wasn't folding T-shirts, he spent his time standing on the beach, with his shirt off, checking out girls. One day someone asked if he'd like to be an extra on the show – which paid $100 (£79) a day for him to stand on the beach, with his shirt off, checking out girls. He figured since he was doing exactly that and making no money, it was a savvy business move. "It's not as though I took Baywatch to hone my craft," he says, arching an eyebrow.
Momoa then found moderate success in the cult military-sci-fi spin-off Stargate: Atlantis, appearing as a dreadlocked mercenary, but it was Game Of Thrones that made him a global name, after he was cast as Dothraki warlord Khal Drogo, a barbaric warrior who, in the pilot episode, weds Emilia Clarke's exiled teen princess Daenerys Targaryen and rapes her. He featured heavily in the show's first season, before suffering the worst fate of all on Thrones – a mediocre death (he is smothered with a pillow after a witch's 'treatment' for an infected wound leaves him catatonic).
Momoa's infant daughter used to hang out with him on set, and was there during filming for a scene where Drogo kills one of his subjects, an embittered xenophobe called Mago, and rips out his tongue. "I'd come over to her, covered in blood, and be, like, 'Hi baby! Papa's just busy at work.' She'd look at me, holding this prosthetic tongue and say," he puts on a cutesy voice, "'You're so silly, Papa.'" The tongue currently resides in one of his offices.
Thirty years ago someone of Momoa's stature could walk into a casting agent's office and book leading role after leading role. Back then, rugged and outdoorsy was marketable. Broad and beefy was aspirational. Being naturally swole – before 'swole' was even a thing – was as lucrative as it gets. But we stopped requiring our leading men to be larger than life, and now the massive man-units of Hollywood sometimes feel like more of a novelty.
Maybe the problem was expecting something profound in the first place. Later that day, he shares videos on Instagram chugging tankards of Guinness, and as I board my plane home he's driving along a frosty mountain road, sticking his head out the window, gale forces whipping his long locks, grinning like a maniac. This is Jason's world and, honestly, it's never looked more inviting.


Rick Lafranchi grew up on the Nicasio Valley ranch his grandfather purchased in 1919. Rick and his five siblings inherited the dairy, and in 2010 they launched Nicasio Valley Cheese Company to showcase the exceptional dairy produced on their land. Nicasio Valley's award-winning cheese varieties range from the fromage blanc–style Foggy Morning to the soft-ripened Loma Alta to the washed-rind Nicasio Square.
The Lafranchi family's pastures are fertilized with recycled manure, and the herd is regularly rotated from pasture to pasture to avoid overgrazing. The Lafranchis are one of a number of farming families that have sold their land development rights to Marin Agricultural Land Trust (MALT), which helps support farming as a way of life in Marin and ensuring that their land remains agricultural. Rick serves as board president on MALT.
The milk for their farmstead cheeses comes exclusively from the 400 Holsteins that graze on the family's 1,150 acres. Nicasio Valley's cheeses are certified organic by California Certified Organic Farmers (CCOF).
Nicasio Valley Cheese Company is California's only organic farmstead cow's milk cheese maker.
On November 7, 2014, CUESA visited Nicasio Valley Cheese Company as part of "The Perfect Pair: Bread and Cheese Tour in Sonoma." Thanks to our volunteer Jenn Heflin and intern Laura Westman for the taking photos and notes in this slideshow.
Nicasio Valley Cheese Company produces organic cow's milk cheeses in Marin County, an area that has a long and rich history of sustainable dairy farming. All the cheese is made with milk from Lafranchi Ranch, about one mile from the creamery.
The ranch and creamery are owned by third-generation farmer Rick Lafranchi and his family. All aspects of the business are handled by the six brothers and sisters, most of whom live on the property.
The Lafranchi family has a long lineage of ranching, starting with Rick's grandfather who emigrated from Italy to Nicasio in 1919 with a dream of dairy farming. Most of the structures on the property were built by Swiss-Italian immigrants and are still in use today.
The Lafranchis' 1,150 acres of farmland are certified organic, as are their cheeses. Rick says that Nicasio Valley Cheese Company is the only organic farmstead cow's milk cheesemaker in California.
The Lafranchis completed their transition to organic in 2006. Not only are they proud of their certification because it is better for the environment, but they say that the demand for organic saved their farm.
The Lafranchis have over 500 cows, all Holstein. The cows spend their entire productive lives on the ranch. The herd is closed, meaning no new animals are introduced, which helps protect the herd from outside diseases. The animals are bred with artificial insemination, changing the bulls every year to mix the blood lines.
The cows are rotationally grazed between 150 and 200 days a year. They move to new pasture once a day, allowing the grass to regenerate.
In addition to grazing on pasture and hay, the cows are fed TMR (total mixed ration), an organic mix of alfalfa, corn, barley, and almond hulls that is blended in a trailer on site.
Each cow is fed 60 to 80 pounds of feed and 30 to 50 gallons of water per day.
The Lafranchis started a large composting operation to recycle the waste from their livestock. The compost, which is applied to the fields, helps retain water and carbon in the soil, protecting the pasture against drought and helping mitigate climate change.
The calves are raised individually for sanitation reasons and to provide individualized care as they are growing.
The cows are milked twice a day, once at 2 am and once at 2 pm. Each cow produces 8 to 9 gallons of milk. The majority of the milk goes to the Petaluma-based company Clover Stornetta, and about 25% goes down the road to the Lafranchis' creamery to be made into their own cheese.
The Lafranchis started making cheese about five years ago, when they wanted to find a value-added use for their milk. The brothers loved the cheese they'd had in Switzerland, so they brought a Swiss mentor named Maurizio Lorenzetti (who lives in the same Swiss village their grandfather emigrated from over 100 years ago) to the creamery to teach them about cheesemaking.
Each day, the creamery uses 450 gallons of milk fresh from the Lafranchis' herds. At 6:30 am the milk is transported from the ranch in a huge vat at 38°F. At the creamery, cheese is made five days a week by just a few workers.
Nicasio Valley currently makes eight different cheeses, but they are experimenting with adding more styles, including mixed goat milk and cow's milk cheeses. Their cheeses have been honored by the Good Food Awards and American Cheese Society.
They make fresh cheeses (Foggy Morning), bloomy rind cheeses (Formagella), natural rind cheeses (Nicasio Reserve), and washed rind cheeses (Nicasio Square). All of their cheeses are pasteurized, except Nicasio Reserve, which is raw.
Concluding our tour, we enjoyed sampling the variety of cheeses at the shop and tasting room at 5300 Nicasio Valley Road. Thank you to the Lafranchis!
Rudy is a fourth-generation farmer.


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Make more noise, be louder, push harder.
That's the advice from feminist leader Gloria Steinman and civil rights leader John Lewis at this weekend's Teach for America Alumni Summit, which drew 11,000 people.
The results Teach for America, their alumni, the enterprises they have launched, and their friends have accomplished is mind-boggling. Thanks to Teach for America , students who had been ignored are living dreams – completing college and breaking out of poverty. Schools built by alumni are breaking levels of performance that were assumed impossible. For example, Julie Jackson, the principle, at NorthStar Academy in Newark, has taken one of the worst performing schools in the state and is delivering results comparable to the best school in New Jersey.
Communities that had the poorest education standards in the country – New Orleans and Washington DC – are starting to rise from the dust, and even offering some lessons in what can be done right. In Baltimore, a new generation of public officials is emerging – people who have lived in a classroom. Colorado is passing promising legislation focused on teacher excellence after senators are visiting the TFA classrooms.
I would speculate that if we check out Facebook in 2020, TFA alumni will dominate the list of the most admired leaders, just as Peace Corps alumni did 30 years ago.
Across the country, teaching is getting renewed respect. Teaching jobs are now some of the most sought after positions by the best performing college students. TFA is the only institution that can consistently compete against Goldman Sachs and McKinsey for candidates and win. Parents who demand excellence of their sons and daughters are no longer questioning their children's decision to go into teaching. President Obama and Secretary Arne Duncan recognize the new standards of possible. And for me, a business-person, the number and scope of entrepreneurial ventures that have been launched on efforts as diverse as training principals to providing one-on-one mathematical teaching with computers is nothing short of Silicon Valley.
It is the synergy and focus within this group that is making these leaders, leaders extraordinaire. As part of Teach for America, groups in a school meet and collectively learn from each other and mistakes, not unlike the Japanese education system. At this conference, the number of formal and informal meetings trading ideas and helping each other was a community collectively solving problems and creating new possibilities for education in America.
TFA believes that good leadership will lead to good teaching –- if you know how to lead and manage your classroom, it will lead to achievement gains with your students, regardless of their race or socioeconomic status. Effective leadership is creating a culture so that the impossible is possible. That is what this group is doing individually and collectively in and out of the classroom. The optimism, caring, commitment, and energy of the 11,000 people is contagious.
Teach for America's challenge now is to scale fast without losing the focus on putting their core members in the high-need and hard-to-staff places. America's challenge is that we can not afford not to. It is this community of 11,000 that have convinced me we will.
I am returning from three weeks in Chinese cities, with a sense of optimism about this thriving country—strained by its rapid economic growth, urbanization, and environmental challenges. China stands a good chance of creating a vibrant future for itself and contributing to the world.
My family and I were impressed by the kindness of Qingdao, the rage of Nanjing's and Hangzhou's future leaders at its corruption, and the indefatigable commitment we saw in Shanghai to preserve the past while pursuing the unique opportunity China faces today.
Qingdao, a city of eight million, is a village, even though it is the size of New York. Visitors and strangers are welcomed with a warmth reminiscent of America's small towns. So many people took care of us. For example, we had arranged to rent bikes for a week; when we arrived in our hotel lobby to pick up them up, we learned that each bike rental would cost 160 RMB a day, or $24. The bell captain told me that we could buy bikes for $75 each, so we decided to rent for only a day.
The next morning when we came down at 5:45 a.m. to go to our daily Tai Chi class, a bellman raced over to us and said, "I came in early so you could use my bike," as he gave the handlebars to my teenage daughter. He was not angling for a tip; they are prohibited by law. He was taking care of us. He said, "If you want to use it tonight, I will walk home. It is important that you enjoy your visit to Qingdao." That afternoon, we returned the bike to him. The next morning, he was waiting for us again at 5:45.
Another example: I was waiting in a park as my daughter was busy working with the Tai Chi master. An elderly woman was stretching nearby in Music Square, a large paved area on the shore. She saw me watching and came over to invite me to stretch with her. She spoke no English. Over the next few days, I stretched with her every morning. On our last morning, I said goodbye and she said, in English, "Keep stretching—important." She had found someone to teach her that phrase so that she could take care of me.
Yet another example: We were taking Mandarin lessons for a week. I was quoted a price and asked if I would pay in cash. I calculated the amount in RMB and brought it with me the next morning. The third day, our instructor told me that his price had been in RMB, not dollars; I had overpaid by a factor of six. He gave me a cash refund and urged me to put it away. After class, he escorted us to a taxi and paid the driver.
These acts of kindness happened many times every day. The people of this city, act like villagers. It is a beautiful village. The kindness so many people showed toward us, and their comfort and confidence with helping us as Americans made me hopeful that China could one day be our country's partner, rather than our rival.
As we sense from the U.S. media, China is not universally rosy. The rapid change that has so benefited the economy has also put traditional morality to the test, and in some instances it has failed. Corruption is now rampant. In both Nanjing and Hangzhou, I had opportunities to sit down with 24- to 30-year-olds, China's future leaders, and ask about their lives. They were all proud to be Chinese and clearly excited to be part of a growing country. Yet they spoke angrily about corruption and the threat it poses to China's survival. One doctoral student decried the corruption in the academic world, the one place she had hoped would be corruption-fee. She explained that except for professors over age 70, the faculty sold grades: on every exam, in every class. They wanted money.
A computer engineer who worked a second job as an on-line instructor, described with tears in his eyes the day he took his father to the hospital with pneumonia. He said that, had he not brought a wad of cash every day to pay the hospital staff, his father would have died. He described with show the doctors who refused to treat other patients because they did not have that extra cash.
These future leaders expressed the fear that the corruption may encourage young talent to flee. Each one described friends who do not live in China because of the corruption, and will not return. They all said that it is not clear that China can rid itself of corruption in critical sectors such as education and healthcare. I heard that many government employees have sent their children to other countries or obtained for them alternative citizenship, so if corruption destroys China, they will have an escape route.
Despite the dark clouds, China retains a rich heritage and fundamental values that may well carry it through. The message was clear when I visited several companies, then wandered through the Chinese Pavilion at the World Expo. The message: China's past and future are in harmony. Its economic gains since it began opening itself to the world are its greatest pride. The exhibit begins with a short video on the last 30 years—the shifts in living conditions, sizes of homes, and people's optimism about their lives and those of their children. It then moves to a hall of historic art. A wall 100 yards long displays a screen that looks like the Marauder's Map from the Harry Potter films.
It is an image of an ancient scroll displaying village life on the day of the Qingming festival, which honors ancestors; but here, the characters and animals are moving. The images are projected from behind the wall, using state-of-the-art technology. Other exhibits of Chinese treasures, also strove to integrate ancient values with current technology. I continued to "The Land of Hope," which emphasized homes, families, and communities. One film showed an apartment building with a basketball bouncing from home to home. I saw hundreds of children's drawings of their hopes; extensive material on creative education; a dialogue on urban planning—architecture, transportation, landscaping, and more. The last hall displays a vision of China's future. It is loaded with inventions and ideas for a sustainable future: a fully functioning car that runs on photosynthesis; urban plans for streets beneath streets, with no stop lights; sustainable living with plants on the outsides of buildings, geo-thermal heating and cooling, rainwater collection on the roof and so on. At the exit is an artwork that defines "harmony," like a symphony with, many instruments playing a common melody. In harmony – socialism and capitalistic enterprises have resulted in one of the most sustained expansions in history.
One cannot leave China without optimism. It is now the world's second largest economy, having passed Japan while I was blissfully doing Tai Chi in Qingdao. China leads the world in exports, having outstripped Germany this year, and has a military operation that is second to the United States in size. It is easy for Americans to fear China as an up-and-coming competitor. Yet I departed feeling optimistic that China will continue to be a great neighbor and friend, as well as a leading force in creating our common future. The best thing we can do is help the individuals collectively challenge corruption while encouraging China's harmony.
I will begin by saying what everybody would like to ignore or forget but which must nevertheless be stated, namely that our economic engine is absolutely broken. The discussion of how to help our economy is riddled with prescriptions for on undoing "mistakes," freeing up capital for individual small businesses, bailing out troubled homeowners, and re-building infrastructure.
All that is piecemeal. It is wasteful and wrong. We cannot fix a broken economic engine by standing still, going backwards, or incrementalizing ourselves forward. The rest of the world is no longer there.
We need to move boldly to create the future. U.S. preeminence for at least half a century has rested on superior capabilities in computer science. Many of our most profound private sector innovations (such as microwave ovens, optical fiber, and video) were built off-of defense-related research and it is no coincidence that corporate innovators developed commercial applications.
We need to put our energy into identifying the engines of economic growth where we can be global leaders—whether stem cells, nanotechnology, infology, or energy. The American future is not in automotive manufacturing. That is our past. We need to invest in building the capabilities, communities, and connectivity to become preeminent in key disciplines. And we need to do this together – right and left; private and public sector. Without collaboration, we will fail.
Success will happen like it happened in Silicon Valley when the public sector, the academic world, the private sector and the venture capitalist work together on creating a community of capabilities that draws in other capabilities and supports one another. It is more than being an incubator for start-ups — it is creating a community and spirit that work together and grow in capabilities with common underpinnings. The public sector needs to be the standard-bearer and economic encouragement that crosses company bound and academic bounds.
The key issue is not which economic faction gets the tax cuts. The political squabbling does nothing to advance the effort to find the platform from which we can be a leader in the global economy. That's what keeps me up at night. We are asking the wrong questions. Our goal is not to recover but create–not to regain our past strength but to build the strengths we'll need to create the future. Let us begin by defining those.
As 2009 comes to an end, the sentiment that most immediately comes to mind is good riddance to what Time magazine dubbed the "decade from hell." Many Americans are suffering as a result of bad management, fraud and misguided policy – particularly in the financial sector.But let's remember that even painful change is the precursor of opportunity. Rather than wait for a new era, we must take an honest look and find ways to benefit from the incredible opportunities obscured amid the turmoil and wreckage.
Each of us has a rare chance to help define what will be; and the only constraint, beyond our financial situation, is our capacity to imagine. With this perspective, I share my optimism about the year and decade ahead while telling you about an unprecedented project that harnesses the expertise of people like you around the world.
Yes, the world has changed dramatically since 2000. Consider the industries that are now in flux: energy, health care, transportation, technology, and education. Not-for-profits have been decimated, just when the need for social services and support are ramping up. Even individuals with good incomes are less able to give. Throughout all of this, heavily indebted governments are falling behind on critical needs that were already neglected.
Now consider the advantages to the individual. We have unrivaled global access to information, combined with a transparency that never existed before. We have an ability to make intelligent choices as consumers, investors, entrepreneurs, and global citizens that our parents never even dreamed of. Ready or not, we are all now self-managers who can be as entrepreneurial in our outlook as we choose.
Our world is connected in ways never before seen. Even large companies need each other more than ever. AT&T's dependence on Apple's iPhone overshadows its dependency on its own products. The old-line media companies rely on Google for ad revenue. With the technology for borderless commerce, small companies can connect with customers globally without the conventional intermediaries. Governments and regions are reliant on one another for economic stability. We're seeing the positive and negative of the rise of Chimerica – a term coined by Niall Ferguson to denote the United States and China. America buys Chinese products; China lends us back the money. That relationship makes a military war unlikely, but a trade war may have already begun.
Finally, the connections among individuals have changed dramatically as well. As knowledge workers, we are more specialized and thus more reliant on the expertise of others outside our specialty, thus amplifying the need to be part of a whole that is greater than the sum of its parts. At the same time, as information-empowered people and micro-businesses, we are less dependent on conventional "outside" experts and organizations.
The world today is so different from the one at the beginning of the 21st century that sometimes it is dizzying. And certainly we are prompted to re-visit our assumptions: § Is Austria, a country I have always thought of as closed-minded, set to be more innovative than America? They have free day-care for all two-career families.§ Is unemployment really up if I measure it using a global metric? Or should I think of the 16 to 24 year olds in Spain where unemployment for the group nears 43%?§ Will the next generation ever again have the opportunity to earn more than their parents?§ What is too big to fail today? Might it be every SMALL business?
Here in America, I think we have a unique challenge relative to a number of other countries that are more accustomed to the dynamics of rapid change and lack a long history of global dominance. Jim Collins tells the story of a Brazilian friend, who grew up with monthly inflation of 30%. Some days it was cheaper to take a taxi than a bus because the bus fare was paid up front. What we construe as today's disruptions and discontinuities, they view as relative stability and opportunity, not chaos. My friends from China have experienced extreme, rapid change for the past 25 years and find relief when visiting what they view as a slow-moving, unchanging New York City. Back at home, their GPS is unreliable because streetscapes are changing so quickly.
Not only are we uncomfortable with this ongoing economic roller coaster, we Americans are challenged by the very real threat to our long-standing position as the biggest, most dominant economy on the planet. Russia's GDP is only 4% of ours, but economists are projecting that China's will pass ours by 2027, and India's will pass us by 2031. This new reality brings into question how we think about democracies. Our democracy gives us freedom of expression and quality of life, but it also lets interest groups delay stem cell research and other innovations for years. Our two-party system has degenerated into partisan agendas that constantly delay vital innovations and entrepreneurial support. Meanwhile, Korea, China, and India are eclipsing us in energy development, scientific research, and industrial policy.
Are we paranoid enough, visionary enough, and courageous enough to reinvent ourselves and our world?
Whether we are self-managing knowledge workers in a large institution, small business owners/entrepreneurs, or CEOs of our own careers, we all have greater freedom thanks to access to information and the reality of borderless commerce. We can do many things without third-parties, and often without leaving the house. This is both reassuring and daunting, liberating and imprisoning. Collaboration is the linchpin of our interconnected Lego world. So, let's stop being spectators to our future and instead create it.
From my long-time consulting and advisory work to management spanning many countries and the public and private sectors and my more recent work with Peter Drucker, I have become convinced that management effectiveness is the key to a proactive, smooth transition to a sustainable future.
To paraphrase one of my favorite Drucker quotes, our responsibility is to balance change and continuity. If we have no change, we risk atrophying in our irrelevancy. If we have too much change, we risk losing ourselves in chaos. The debacle of the last decade was not due to malice. It was due to people enjoying their greater freedom while failing to step up to their responsibilities individually and collectively.
To meet our responsibilities head on, we need to be skilled at management effectiveness, not constrained by our tunnel-vision focus on 'efficiency', or quarterly profits. Management effectiveness means having the perspective and judgment to be more right than wrong, to leverage the power of people and their creativity throughout the repeating cycle of vision, execution, and outcome.Management effectiveness requires synthesizing information from all sources, challenging and enhancing conventional wisdom, learning from mistakes, and balancing multiple, often competing, objectives in a manner that enhances individuals and society.
To paraphrase Spiderman's uncle Ben, with great freedom comes great responsibility.
I'm excited about a project that took up much of my time in 2009. It's a pragmatic tool for helping promote management effectiveness — the Elemental Table of Management. My team will continue to tap many of you for advice. When this project is fully operating, we hope to have positive impact on a hundred million managers in profit and service industries around the world.
We are targeting to have a beta version up by the end of February, and a pilot running by the end of March. We look forward to engaging with you in the testing, refinement, and launching of this effectiveness tool.
As Coleridge wrote, "Wisdom is common sense to an uncommon degree." Cheers to a wiser 2010 for all of us.
I recently returned from the Peter Drucker Global Forum Vienna, Austria, an event held as part of the centennial celebration of Peter Drucker's birth. Having studied and written about Drucker extensively, spent years infusing his thinking into my own management consulting work, and befriended him late in his life, I take three messages from the centennial celebrations.
1. Drucker's work is widely accepted as foundational in creating a theory of management as the foundation of a functioning society, despite not being widely taught in business schools. Leading scholars consistently see him as a source of insight and inspiration, many of whom credit Peter Drucker not only as the creator of the discipline of management but as the basis for their own work. Stephen Covey, author of The 7 Habits of Highly Effective People, said, "I can find everything I've written in Peter's work, 25 years before I thought of it." Professor Hideyuki Inoue of Keio University said, "Everything we know about knowledge worker productivity is built on the foundation Peter Drucker wrote about 50 years ago." Phillip Kotler, Distinguished Professor of International Marketing at the Kellogg School said, "If I am the father of marketing, Peter Drucker is the grandfather." Jim Collins was so bold as to state, "Peter Drucker contributed more to the triumph of freedom and free society over totalitarianism, as anyone in the 20th century, including, perhaps, Winston Churchill." Jim went on to explain that Drucker used his pen to, "rewire the brains of those who wield the swords." In fact, Churchill insisted that all his officers carry Drucker's book, The End of Economic Man, in their backpacks so they could remember why they were fighting the war.
2. Drucker created a new mindset in the practitioners who studied him, not only improving their skills but changing their lives. For example, Timotheus Sattelberger, currently a member of the board of Deutsche Telekom, found himself in a job where his values were at odds with the Chairman's, and he was miserable. After reading Drucker, he went to his boss and said, "This clown is leaving to find another circus. He will not work in this one anymore." Sattelberger continued, "It was the best move of my life. I assumed responsibility for my values." Similarly, Cheol-hui Park, the CEO of Korean startup Park Electronics, talked about how Peter Drucker gave him the courage to move home and create jobs in an emerging company.
Drucker advocated a social compact by focusing on being effective managers. "Management Effectiveness" means having the perspective and judgment to do the right things, about leveraging the power of people and their creativity in doing so throughout the repeating cycle of vision, execution, and outcome. Far from blind execution of orders, effectiveness requires synthesizing information and stepping up to challenge conventional wisdom. Effectiveness is the wholeness of the decisions – it's synthesizing and balancing multiple, often competing, objectives in a manner that enhances individuals and society with no negative impact. Effectiveness also means the ability to make mistakes and learn from them.
That is our challenge as practitioners and as academics. It is a new world.
Elizabeth Haas Edersheim conducts case-study-based research on critical leadership issues — often in collaboration with corporations and speaks frequently at management events.
When the Leader to Leader Institute asked me to blog about my book, The Definitive Drucker, which was published three years ago, I thought, what would Peter Drucker have asked me about what I learned? I realized he'd have asked, what happened that was unexpected? And what did you learn?
The first unexpected result: The nature of the U.S. response to the book. I received numerous e-mails from readers in the United States, saying that the book changed their perspectives and practices. These came from doctors, lawyers, small-business owners, and executives with no business training, who happened to pick-up the book. The gratitude these letters expressed was overwhelming. One business owner wrote, "I run a wedding dress shop and never thought a management book could help me. I started reading it in a bookstore, and couldn't put it down. Your book has changed how I make decisions and serve customers." Many of the notes emphasized the universality of Peter Drucker, asserting that everyone can use his insights and thoughts.
The second unexpected result: I saw for myself that business frameworks, practices, and language are a great equalizer in a world divided into diverse religions, cultures, nations, political views, and peoples—and that Drucker's thinking applies across the globe. The book has been translated into 32 languages and has taken me on an eye-opening global journey. I've visited seven countries in the last 12 months and corresponded with editors and readers in nine others. In Saudi Arabia, where women are forbidden to drive, a female business owner wrote to me with her thoughts on Drucker. In Japan, entrepreneurs are fascinated with Drucker, and a society has formed to study and promote his philosophies and practices. In China, one of the most respected CEOs, Zhang Ruimin, quotes Drucker religiously at Haier's Saturday morning management meetings. The winners of Drucker innovation awards in Korea are global leaders and enduring benchmarks. What's the strong attraction to Drucker in Vietnam, China, Korea, and Japan? Possibly the emphasis on people in Drucker's philosophy, which mirrors the local cultures in some respects.
Medtronic continues to be innovative despite all the healthcare debates and their impact on private companies in that sector.
P&G is the success story of the decade, with Lafley named CEO of the year by Fortune, Forbes, Business Week, and Leader-to-Leader. Of course, P&G has faced day-to-day challenges in the current recession. For example, they had to decided to compete with private label products, introducing Tide Basic without bells and whistles. It is a dangerous strategy but one that might be the right response to the new realities. The recession changed the market, and management listened to their customers. They didn't insist that every Tide customer needed to pay 30 percent more for Tide's high-quality features.
JetBlue, which we highlighted as a star player, hit a bump in the road. Their performance fell off during winter storms. They had grown beyond their system's capabilities. They stepped back and fixed the system, and are doing well again.
Peter Drucker had predicted that GE's Finance group would get in trouble, and said they should sell NBC. He praised Immelt for jumping into green energy before anyone else.
The Myelin Repair Foundation is in the process of commercializing new drugs ahead of schedule and is moving ahead to address new challenges with new collaborations. It continues to be an amazing story.
Looking back and re-reading the book, there are many other companies built on Drucker that can be written about, such as Haier, Yuhan, Kimberly-Clark, Park Electronics, and FirstService.
Knowing Peter Drucker and writing about his ideas changed the way I listen and think. I'm hearing more and asking more, with a new appreciation for helping others think. I am very grateful for the time I have spent with Peter Drucker, his family, and his disciples. It was and continues to be a great opportunity.
Like the U.S., India faces a daunting education challenge—they need to make enormous improvements, immediately, in educating and training a very large and diverse population, with many of its people economically disadvantaged or living at a subsistence level. India has stepped up to the task, setting up a National Skill Council (NSC) to work with the Confederation of Indian Industry. They are rapidly innovating the entire concept of vocational and, in some sense management school, and revamping the country's institutions, curriculum, and faculty.
India's National Skill Council and the Confederation of Indian Industry believe that Polytechs—post-secondary vocational schools—are critical to the country's future. By 2022, the government wants to train 500 million people to master a variety of skill—some entirely new—for the industries of tomorrow. Many of those people have only high school educations today.
They highlighted two primary challenges: (1) revamp a severely outdated curriculum and align it with the needs of industry, and (2) upgrade the faculty, ensuring that they have the knowledge to teach the skills of tomorrow and motivating them to continuously innovate.
Against these challenges, India is putting together two initiatives, both of them examples of the new Public-Private Partnerships.
Partnership 1 – The Indian government is moving the management of Polytechs to the private sector. Its rationale: industry knows exactly what they need, and knows how to manage a large institution. A radical change in governance is necessary to move forward.
This private sector engagement and commitment is expected to fundamentally shift the dynamics of Polytech education to the needs of tomorrow.
Partnership 2 –The government also announced a program for setting up new Polytechs—not in rural areas but in industrial centers. The government will provide land and set up residence halls so students can be brought to the industrial center from the countryside to go to school. Multiple companies located in the area will be engaged in the Polytech—setting the curriculum, training their current and future employees, and building state-of-the-art facilities.
Will these two initiatives meet all the educational needs of every citizen of India? Of course not. But they are bold efforts that will carry substantial educational and economic benefit to many, with the further benefit of fueling India's burgeoning knowledge industries and boosting its international competitiveness. And they are going forward NOW.
We can all take a lesson from India. Washington and our local districts recognize the challenge. But are we just doing more of the same and not stepping back and asking what we need to do for tomorrow? Finding the solutions will require creativity and involvement of more than government. Our challenge—to be focused on what 21st century students and their future employers really need, and more cognizant of every person's need for lifelong learning.
Last week I had the opportunity to participate in the Student Leadership Summit, the inaugural event of the Frances Hesselbein Global Academy for Student Leadership and Civic Engagement, at the University of Pittsburgh.
1. The leaders of tomorrow emphasize collaboration in problem-solving, seeking ways to share what they have and meet the needs of the many rather than commanding scarce resources to benefit the few. The members of the crucible generation, as Warren Bennis calls them, really do have a more collaborative and less competitive orientation then we ever did. The differences came through every day as we watched them work. The most telling moment was the Ugli Orange Exercise: In essence, two competing pharmaceutical companies want the 4,000 Ugli Oranges right now. One company needs them to fight a new and deadly prenatal disease, the other to resolve a deadly gas leak. Participants are divided into teams of four, two representing each company. The speaker who presented this exercise has been using it for 20+ years. For 20 minutes the two companies typically argue over whose needs are more important and arrive at no solution or action plan. At the summit, all 11 teams rapidly discovered that one company needed the juice and the other the rind, and worked out a viable plan for moving forward. Some went so far as to plant the seeds for the next year's crop! This has never happened before. In 1994 no team found a solution. At another group last year, out of 14 teams, 2 found solutions. This year at the summit, every team tried to figure out how everyone could be satisfied rather than how to win a fight. "What part of the orange do you need?" was the first question asked by one of my mentees. The question belies a collaborative mindset that asks different questions and seeks fundamentally different types of answers.
2. Despite perceived progress, the color line, with all its ramifications, is still an active force limiting the participation and potential of millions in our society. In another exercise, everyone in the room answered a survey featuring questions about isolation in everyday situations and scored their answers. One of the questions was "Can I swear, or dress in secondhand clothes, or not answer letters without having people attribute those choices to the bad morals, the poverty, or the illiteracy of my race?" At the end of the exercise, we lined up in order of our scores. The predominance of black faces among those feeling most isolated was shocking. It really brought home to me how far we still have to go toward achieving an inclusive society – even here, among the nation's most engaged, highest-achieving students. The recent arrest of Henry Louis Gates, Jr., in Cambridge has once again brought this concern into the headlines. The presence of the Obamas in the White House – although inspiring and empowering for many – has not even begun to resolve the issue of how we diminish the defining quality of race in American society, how we bring people of color to the table as full participants. One of the leaders of the future spoke about how many people asked her if they could touch or feel her hair. There has been progress, but no magic; much more must be done.
3. The power of a fresh, independent perspective cannot be underestimated. On our third day, each group of four went to a not-for-profit organization in Pittsburgh to help address an issue facing the organization. Their reports back to the group were astounding. My group went to help the Ladies Hospital Aid Society (LHAS) think through how to revitalize their donor base. My team's first question about achieving that goal was, What is the constraint? They felt that one significant constraint might be the name of the organization. This created a lively discussion with the president and two board members. Finally one board member said that when she has to tell people what LHAS stands for, she often bites her tongue. It is not a name she is proud of, but she had assumed that, as the historical identity of the organization, the name could not be changed. A young man on my team was quick to challenge this boundary condition, pointing out that the organization's name had originally been the Hebrew Ladies Hospital Aid Society and could potentially be changed again. I was reminded of why McKinsey hires very smart people with little or no business experience—because their lack of preconceptions enables them to push the envelope and cast a wider net in seeking solutions to problems. My team discussed the need for diversity in the images of the organization and on its website, pushing LHAS to redefine its image to draw in more potential donors. Now the board is engaged in reading the Harvard Business School case about the Girl Scouts. The boldness the students showed in their recommendations was surprising, as was the rare opportunity for senior executives to listen to the leaders of tomorrow and discuss solutions with them.
5. The leaders of tomorrow define success in terms of making a difference by serving others. Our final exercise was for each leader of the future to define a mountain they want to move, the barriers to moving it, and a plan for how they will get started. To a person, their goals are geared to making this a better world (rather than individual enrichment or achievement) and are all about service. For example, Michael, a graduate student in pharmacy, wants everyone to have available comprehensive information about regulated and unregulated drugs and foods that impact their bodies. He doesn't want to be a pharmacist – he wants to help people improve their health. Alyssa, an aspiring orthodontist, wants to serve children who might not otherwise be served and help them feel better about themselves. Celeste, a student of Sport Science, wants to help other people accomplish things they never dreamed they could have. Minh, an aspiring ophthalmologist, wants to break down walls and be available to patients where and how they need their doctors. Although it is possible that this youthful idealism will devolve into relentless self-interest, as happened with so many of the baby boomers, the strong emphasis on practical service to others makes me hopeful.
6. Including and respecting young leaders is an essential step to helping them grow and develop. Including people in the group while acknowledging each one's unique contributions and needs is an enormous part of leadership development—and that is the unique genius of Frances Hesselbein. Frances Hesselbein graciously introduces people to each other so they can make connections, broaden their view of the world, adjust their lens, and grow as leaders. She introduced Tamara Woodbury—a colleague from the Girl Scouts of America whose interest in leadership and organization development was pushing her toward business school—to Peter Drucker, who insisted that business school would be a colossal waste of her time and offered her a different perspective on social enterprises. As a result, Tamara came to change her focus and redirect her impact. As Jim Collins says, "If you are a plant, Frances is the ultimate ultraviolet light—she helps each of us see things differently. For me, the opportunity to talk with military leaders about leadership was a new and eye-opening experience. I learned about President Clinton's courage in inviting and addressing contrary opinions, about the thinking behind his decision to send troops to Bosnia when only 36 percent of Americans approved of it, because it was the morally right thing to do for millions of innocents. And then when General Randy Fulhart offered to give me some feedback on my writing, a wide smile went across my face…that hasn't left.
This summit adjusted all of our lenses. Thank you, Frances.
As described by Charles J. O'Connor III, Retired Air Force Colonel, Senior Vice President, Fidelity Investments.
We constantly assume that the private sector is the engine of innovation. But we need to rethink even that. Many of the requirements of innovation — the patience to wait for results, the willingness to take significant risks — are difficult for companies to meet. Companies systematically under-invest in R&D, especially for exploratory research and technology development. Start-ups systematically focus on very narrow segments.
2008 global productivity growth was the worst it has been for 20 years, and 2009 does not look much better. Despite large investments in innovation during the past decade, this effort has failed to deliver beyond a few high profile internet areas — Google, Facebook. This failure may be contributing to our economic difficulties.
Innovation, as defined by Drucker, is new wealth-producing capacity. With that definition, gene therapy, alternative energy, biotech, micromachines, etc., have not yet delivered.
It is an opportune time for public-private partnerships. They can make a difference in the speed and scale of innovation and the patience of startups.
The public sector — governments and not-for-profits — needs to help support long-term investment by large and small companies alike. Then it needs to accelerate adoption of innovations. When public-private partnerships are disciplined, they can create a new community of businesses and institutions, and foster many wealth-producing innovations.
For purposes of conversation, let's focus on the most productive of government roles in fostering wealth-producing innovations via public-private partnerships.
Role 1: Assumption Busting. The first step in any meaningful innovation is to abandon assumptions. The government's regulatory power enables it to radically alter conventionally held assumptions about the nature of competition in an industry.
Some cite government regulation as the most important factor in America's success in information technology. The trustbusters made AT&T lease its lines to others and eventually broke up the giant. Later they forced IBM to separate its hardware and software businesses. In both industries, these actions challenged assumptions about the level of investment and integration required to compete. It also fostered innovation by replacing stodgy monoliths with smaller, specialized companies that joined forces with other, similar companies with complementary capabilities. The result — tremendous innovation and the emergence of new standards to support the collaborations.
Governments can also protect outdated assumptions, often with disastrous results. As Drucker said, the worst thing a government can do is hinder the movement of capital and people to new products, technological solutions, and modes of competition. A stark example of this is the U.S. government's role in the terminal illness of the U.S. automobile industry with its support of mediocre mileage standards, work-arounds, and low gas prices.
Similarly, in Japan, the government's failure to force new assumptions and passive acceptance of the status quo may have contributed to the country's lost decade.
Role 2: Spotlighting An Opportunity. Governments can greatly increase the likelihood of an innovation's success through strong public policy signals. And they can coax results with money. For example, NASA in the U.S. created decades of innovations, not only through funding but by sustained attention to the aerospace industry and its innovations.
China now is trying to shine a light on the electric car, as the Chinese market gears up. The Economist predicts that, in 40 years, China will have as many cars as the whole world does now. The government's vision is for the Chinese auto market to bypass internal combustion engines for new buyers and go directly to the electric car as soon as possible.
China's Ministry of Industry and Information Technology and the government of Wuhan are working with Nissan in Shanghai on a pilot electric-vehicle program. Nissan is expected to provide free electric vehicles to Wuhan and to help develop a network of vehicle-charging stations. The ministry is also working on new facilities for their electric vehicles, joining forces with Beijing and BYD, the battery company that acquired a car company from the state. Beyond the auto companies, the ministry is working with a myriad other companies including grid intelligence companies, fueling, and network companies.
Role 3: Facilitating the Growth of Cutting-Edge Capabilities To Support Innovations. This role focuses on underlying capabilities needed for innovation vs. directly on the innovation. As an example, let's look at the state of Maine's boat building industry.
In April 2007, a delegation of boat builders from Maine headed to Shanghai for the China International Boat Show, where they were treated by the national government as honored guests. Maine's success in international boat building was made possible largely by public-sector efforts to build the state's competency through a series of deliberate steps. It is an example of how government can fund collaborations across institutions to build competencies not achievable by any one company.
Maine's boat building industry was flat from 1980 to 1994 with the closure of a local naval base and declining productivity threatening to kill it entirely. Recognizing that the future of the state's boatbuilding industry rested on its ability to harness innovation capabilities in composites and nanotechnology to compete globally, several different types of institutions formed an alliance to create an advanced engineered-wood composite center — a university, workforce training centers, private companies, trade associations, economic development agencies, and investment organizations.
Government investments made participation in the center possible for many of these institutions — and paid for the trip to China. As a result of this coalition, Maine's boatbuilding industry has more than doubled in the last 10 years and is at the cutting edge of innovation — taking a 400-year coastal heritage of skilled craftsmanship to a new level.
Role 4: Supporting Entrepreneurs And New Businesses To Build Innovation Communities. Government regulations, tax policy, and economic incentives are all tools that can be employed to help form innovation communities often dominated by the small businesses that create the most jobs and get the most patents per capita.
In my visit to Korea, a newspaper reported that young Koreans do not want to take the risks involved in starting businesses, or even work for small businesses. When I spoke with some entrepeneurs, they indicated that it was virtually impossible to hire talented people unless they were brought from the U.S.. People are afraid of small companies and are used to the security, as well as the health insurance and pension benefits, associated with the larger companies.
Government action can reverse such a trend, helping communities embrace start-ups with bankruptcy laws and small business loans, and creating community awards and recognition for businesses that contribute substantially to innovation communities.
– Making the SBA the strongest possible voice for small business in the U.S.
Certainly other public sector and non-profit entities can also play these four roles very successfully, with similar impact on the speed and scale of innovation. For example,The William J. Clinton Foundation supports a number of public-private partnerships. One worth following is the Clinton Climate Initiative, dedicated to environmental innovation. The Climate Initiative was launched in May 2006, when the former president's advisor, Ira Magaziner, met with Ken Livingstone, then-mayor of London. Ken knew that the Clinton Foundation had joined forces with 60 different African countries to get a low-cost drug for HIV/AIDS brought to market, which none of them could have done independently. Ken suggested that the foundation undertake a similar project with large cities — which are huge contributors to greenhouse gas emissions — to advance some innovative-driven climate initiatives.
One such initiative is Clinton Climate Initiative's C-40 project, which brings 40 cities together creating new economies-of-scale in demand for energy-efficient technologies — from the 367 million people that live in those cities — and linking demand with sources of supply. The C-40 project is a catalyst in accelerating market development for such innovations as clean-technology vehicles, energy-efficient lighting, chillers, solar control window films, and "cool" roofing that will help to lower the costs of building retrofits. These beneficial technologies all face a fundamental barrier to adoption: No customer is big enough to justify investing in cost-efficient scale production, and no company is ready to bet that future demand will approach that scale.
The Climate Initiative works with vendors to determine the volume necessary to fundamentally change their economics, using economic and life-cycle modeling to understand and think creatively about when and how a new technology can become attractive. The foundation then works with the C-40 cities and gains commitments to deliver that volume. They have broken through barriers that only a public-private partnership could. Hybrid buses, which first appeared in a few cities with big public subsidies, have been updated with newer technology and purchased for use in locations that manufacturers would not have approached for years. Already, many cities in India and Brazil are the world's largest users of hybrid buses.
When I asked Magaziner to describe his biggest barrier, he responded that he is pushing everyone's comfort zones. People can't sit around waiting for the usual lag time from the usual circumstances – excessively long government time lines when it comes to ordering equipment from private suppliers, the hesitancy of entrepreneurs to push the envelope farther than they ever have, and so on. He's right. Usual just doesn't cut it under unusual situations like today's productivity performance. Public-private partnerships can be significantly more agile than the usual contracts between state agencies and corporations. They are the right vehicle to speed the delivery and elevate the scale of innovations in the face of our critical needs.


Create a cast of characters as unique as you are! Explore various textures, sizes, and shapes and discover fun ways to sew them together. Choose your favorite friends from our plushie wall and customize the pattern and fabrics to make them yours!
Design your own games using fabric! Practice hand and machine sewing while we make fun travel games, beach blanket games, and lawn games. You'll be the life of the party all summer long! Students are introduced to various textiles and methods of putting them together. Projects may include: Travel board game such as tic-tac-toe, checkers, mancala, chess. Bean bag toss, picnic blanket Twister, and more.
Welcome to the world of soft toy design! These adorable 3-dimensional plush characters are fun to make at any age and more challenging than they look. Campers will learn the ins and outs of making loveable and sturdy soft toys using professional techniques to make limbs, sew eyes, choose stuffing, size up or down a pattern, and sew with various fabrics. Choose your favorite friends from our plushie wall and customize the pattern and fabrics to make them yours!


Whenever I can I go to Brighton – its a friendly place of diversity, energy and most importantly to me – it has a beach. Recently it was -1 degree, bitterly cold with snow on the beach. Even so wrapped and toasty I sat on a stone wall and marveled at the sky, sea, crows, seagulls, waves, and was particularly struck by the endless images suggested by the pebbles.


text:
Not Available For Download
Gathering Data for Archival, Field, Survey, and Experimental Accounting Research
Journal of Accounting Research, Vol. 54, No. 2, 2016
Posted: 15 Jul 2016
See all articles by Robert J. Bloomfield
Robert J. Bloomfield
Cornell University - Samuel Curtis Johnson Graduate School of Management
Mark W. Nelson
Eugene F. Soltes
Harvard University - Business School (HBS)
Gathering Data for Archival, Field, Survey and Experimental Accounting Research
Number of pages: 73 Posted: 30 Aug 2015 Last Revised: 19 Dec 2015
Date Written: May 1, 2016
In the published proceedings of the first Journal of Accounting Research Conference, Vatter [1966] lamented that "Gathering direct and original facts is a tedious and difficult task, and it is not surprising that such work is avoided." For the fiftieth JAR Conference, we introduce a framework to help researchers understand the complementary value of seven empirical methods that gather data in different ways: prestructured archives, unstructured ("hand-collected") archives, field studies, field experiments, surveys, laboratory studies, and laboratory experiments. The framework spells out five goals of an empirical literature and defines the seven methods according to researchers' choices with respect to five data gathering tasks. We use the framework and examples of successful research studies in the financial reporting literature to clarify how data gathering choices affect a study's ability to achieve its goals, and conclude by showing how the complementary nature of different methods allows researchers to build a literature more effectively than they could with less diverse approaches to gathering data.
Keywords: archival, data, experiment, empirical methods, field study, survey, financial reporting
JEL Classification: M40, M41, B40, C81, C90, C91, C92, C93, C99
Bloomfield, Robert J. and Nelson, Mark W. and Soltes, Eugene F., Gathering Data for Archival, Field, Survey, and Experimental Accounting Research (May 1, 2016). Journal of Accounting Research, Vol. 54, No. 2, 2016, Available at SSRN: https://ssrn.com/abstract=2809325
Cornell University - Samuel Curtis Johnson Graduate School of Management ( email )
450 Sage Hall
Mark W. Nelson (Contact Author)
Harvard University - Business School (HBS) ( email )
Soldiers Field Road
Morgan 270C


SCPH Fairway Center is Summit County Public Health's primary location. WIC, Clinical Services, Dental Services, Environmental Health Services and Birth & Death Records are all available at this location.
SCPH is open 8 am - 4 pm Monday through Friday.
SCPH Graham Road is our secondary location. WIC and Immunization Services are available at this location.
The WIC program offers services at locations throughout Summit County. Visit the WIC page to see available locations.


text:
Siemens Gamesa Renewable Energy (Sede)
BoxId: 1001813 – Siemens Gamesa employees lead company's global response to Coronavirus
Press release BoxID: 1001813 (Siemens Gamesa Renewable Energy (Sede))
Parque Tecnológico de Bizkaia, edificio 222
48170 Zamudio, Vizcaya, es
http://www.siemensgamesa.com
Nigel Davies
+34 (634) 270-592
Siemens Gamesa employees lead company's global response to Coronavirus
(PresseBox) ( Zamudio, Vizcaya, 20-04-16 )
Initiatives include staff donation campaign to the International Federation of Red Cross, with total amount to be matched by the Company
Siemens Gamesa will lead initiative to acquire, source and distribute vital medical equipment to hospitals in locations affected by the crisis where it operates
The company's SGRE impact social responsibility program will be refocused on projects to combat the consequences of coronavirus. Educational 'STEM' initiative also to be implemented
The impact of the crisis caused by the coronavirus has been felt across the world and is likely to continue for some time. In response, Siemens Gamesa has launched a social campaign to allow its teams to help in the global fightback against the pandemic
At the heart of the program will be an employee donation campaign to the 'COVID 19 Emergency Appeal' by the International Federation of Red Cross (IFRC), which is leading a wide-ranging program to help combat the spread of coronavirus around the world. Siemens Gamesa will invite its employees to donate to the Appeal and has committed to matching staff donations.
In addition, Siemens Gamesa has pledged to fund the acquisition of €1 million worth of vital supplies to healthcare providers. This will include personal protection equipment such as masks and gloves that have been requested by several hospitals. These will be sourced using the company's own procurement and distribution networks. The donations will be targeted to hospitals in communities in which the company operates and that have been particularly badly hit by the crisis. In the first instance these donations will principally made in Spain (Madrid and Bilbao), France (Le Havre), the UK (Hull) and the U.S. (Florida, Iowa and Kansas). A significant reserve will be retained for deployment in other countries as and when there is demand as the crisis continues.
Impact and educational focus
Given the likely lasting impact of the crisis, Siemens Gamesa will also refocus its existing corporate social responsibility plan, 'SGRE impact', to support Covid-19 recovery efforts. The Impact program allows the nominations of project from employees, who have now been invited to propose solidarity projects that fight the current crisis.
Finally, the company has also launched an educational program called 'Teaching the Future', whereby employees can record motivational videos on Science, Technology, Engineering and Mathematics (STEM) subjects, as well as digitalization or renewable energies. These videos aim to help students of all ages who are confined at home during the pandemic and give them a spark of motivation. The videos will be shared on the company's website and social media networks.
"The coronavirus is both huge in its global reach but also very personal in its impact, touching us all. I am proud that our staff are taking the initiative to lead our global response to this crisis and pleased that we will be able to play a role in the communities in which we have close links. As a company we will play our part to help combat the crisis and put us back on the path to creating a sustainable future," said CEO Markus Tacke.
Siemens Gamesa is a global leader in the wind power industry, with a strong presence in all facets of the business: offshore, onshore and services. The company's advanced digital capabilities enable it to offer one of the broadest product portfolios in the sector as well as industry-leading service solutions, helping to make clean energy more affordable and reliable. With more than 100 GW installed worldwide, Siemens Gamesa manufactures, installs and maintains wind turbines, both onshore and offshore. The company's orders backlog stands at €28 billion. The company is headquartered in Spain and listed on the Spanish stock exchange (trading on the Ibex-35 index).
Weiterhin gute Geschäfte auch am Zuckerhut
LEONHARD WEISS stellt die Weichen für eine geregelte Nachfolge
Verstärkung im Vorstand der ConVista Consulting AG: Neue Impulse für Wachstumsfelder Gesundheitswesen und Versicherungskernsysteme
Weiterer Geschäftsführer beim Kabelkonfektionär CiS electronic GmbH
Louise Gaudern kehrt als Business Director zu C3 zurück
Parque Tecnológico de Bizkaia, edificio 222 48170 Zamudio, Vizcaya, es
Recommend Siemens Gamesa employees lead company's global response to Coronavirus press release


text:
Home Tourism & Life Style Haryana Celebrations Real Estate Education Entertainment Archive Contact us
• *Sam Productions titling SR winning the hearts of her Young Generation while she performs on Ramp and finally enthroning "YouTube" Channel due her performances • जहां समर्पण, वहीं सफलताः शालू जिन्दल -कमलेश भारतीय • A RECIPE OF "Instant Bread Pasta Pizza"PRESENTED BY MADHULIKA VATSAL VERY RENOWNED FOOD PREPRATION EXPERT FROM MUMBAI • पंचायती राज चुनावों के दृष्टिगत बड़ा भंगाल का लिया जायजा • NEWS FROM DISTRICT H.QS HIMACHAL PRADESH ( SOLAN & BILASPUR) • जिला स्तरीय कोविड-19 टीकाकरण अभियान • CHANDIGARH POLICE BRIEF DATED 18.01.2021 • यातायात नियमों को अपने जीवन का अहम हिस्सा बनाएं वाहन चालक: एडीसी • जागरूकता साइकिल रेस के साथ सड़क सुरक्षा माह का शुभारंभ • उपमंडल झंडुत्ता में फार्मासिस्ट शक्ति पाल को लगा कोरोना वैक्सिन का पहला टीका
TAT temporarily redesigns logos to promote social distancing to combat COVID-19
Bangkok, 24 March, 2020 – The Tourism Authority of Thailand (TAT) has temporarily redesigned the two main logos for international and domestic tourism, encouraging foreign and Thai tourists to maintain social distancing, as part of the nationwide effort to combat the Coronavirus disease 2019 (COVID-19).
TAT understands that maintaining social distancing can be inconvenient, but it is for the greater good. As a state-run enterprise, TAT is doing our utmost to strictly implement preventive measures and heighten awareness for all tourists in Thailand to protect them from being exposed to the virus.
TAT has also taken a step further in line with the Thai government's social distancing guidance by allowing our staff at the TAT Head Office and TAT Bangkok Office to work from home from today, 23 March until 5 April, 2020. Operations at the two offices in Bangkok are expected to resume from 7 April, 2020, onwards.
Official advice on social distancing
The Department of Disease Control, Ministry of Public Health, Thailand has advised the public to refrain from attending social activities and keep a distance of at least one metre from other people. The public should also refrain from unnecessary trips to crowded places and if possible, work from home. If people strictly implement self-protection, it can reduce the disease transmission.
According to the World Health Organisation's (WHO) basic protective measures against the new coronavirus, maintaining social distancing is to maintain at least one metre distance between yourself and anyone who is coughing or sneezing. The WHO explained that when someone coughs or sneezes, they spray small liquid droplets from their nose or mouth which may contain the virus. If you are too close, you can breathe in the droplets, including the COVID-19 virus if the person coughing has the disease.
TAT is constantly providing updates on the tourism-related COVID-19 situation in Thailand at the TAT Newsroom (https://www.tatnews.org/).
For additional information and assistance relating to Thailand's tourism, contact the TAT Contact Centre 1672 or Tourist Police 1155.
For constant updates of Thailand's COVID-19 control measures for travellers, please visit https://ddc.moph.go.th/viralpneumonia/eng/index.php.
This press release is published on 23 March, 2020, at 09.00 Hrs. All information is accurate at the current time but can be changed depending on the situation. The TAT Newsroom will not be updating this press release but will issue new updates as soon as further information becomes available.
Tourist facilities in Philippines prepped for safe opening Monaco Tourist and Convention Authority sets the tone for hope with its "WISH YOU" Campaign Jamaica lands Coveted Prizes at 27th Annual World Travel Awards Clown Stamps for the International Festival of Circus of Monte-Carlo Alluring Retreats Await You in JAMAICA Get ready for Wellness Adventures in Jamaica Exclusivity is the New Luxury in Monaco HISTORIC VIRTUAL JAPEX LIVE 2020 A SUCCESS MAURITIUS WINS FOUR AWARDS AT THE 2020 EDITION OF THE WORLD TRAVEL AWARDS Impressionnant Monaco Scenery
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Smoked paprika, tomatoes, sherry and red bell peppers make a Spanish-style sauce for oven-roasted red potatoes.
Scrub the potatoes, cut into bite-sized chunks and place in a large bowl. Drizzle 2 tablespoons of the olive oil over them and season with 1 teaspoon of the smoked paprika, salt and a few grinds of black pepper. Toss to coat well and arrange the potatoes in a single layer on a baking sheet.
Roast for 25 to 30 minutes, or until lightly browned and tender when pierced with a knife.
While the potatoes roast, heat the remaining 2 tablespoons of olive oil in a large pan over medium heat. Add the bell pepper and cook until slightly softened, 2 minutes. Add the onion and garlic and continue cooking until soft and golden, 4 to 5 minutes longer.
Add the sherry and tomatoes and simmer gently until thick, 10 minutes, stirring occasionally. Season to taste with salt and pepper. Add the cooked potatoes and combine well.


The Hillary is a sophisticated reimagining of the classic full zip hooded design. As with the Carson Hoodie, the Hillary can be worn for weeks on end through outdoor expeditions and your daily commute. Featuring a tailored athletic cut, the Global Merino wool fabric with added Core Nylon provides incredible temperature regulation. It is also naturally anti-microbial, manages moisture and is incredibly soft to the touch. Made in the U.S.A with a lifetime warranty.


The College has separate admission committees for administering admissions to students opting for different academic programmes offered by the College. Students are admitted to these programmes strictly as per the rules and regulations laid down by the Government of Maharashtra/University of Mumbai applicable to minority Colleges.
b) Handicapped children including Dyslexia, Dyscalculia, Dysgraphia and Spastics etc.
All the above quotas are subject to change as per guidelines issued by authorities. All admissions are provisional until confirmed by the appropriate authorities.
All the eligible in-house S.Y.J.C. students will be admitted to the F.Y.B.Com Degree College.
Subject to availability of seats after meeting the in-house requirements, the following quotas will apply for F.Y.B.Com applicants.
The following quotas are also applicable for F.Y.B.M.S./B.B.I./B.A.F./B.F.M./B.Sc I.T.
All the above quotas are subject to change as per guidelines issued by authorities.
All admissions are provisional until confirmed by the appropriate authorities.


text:
#include <aws/batch/model/RetryStrategy.h>
#include <aws/core/utils/json/JsonSerializer.h>

#include <utility>

using namespace Aws::Utils::Json;
using namespace Aws::Utils;

namespace Aws
{
namespace Batch
{
namespace Model
{

RetryStrategy::RetryStrategy() :
    m_attempts(0),
    m_attemptsHasBeenSet(false),
    m_evaluateOnExitHasBeenSet(false)
{
}

RetryStrategy::RetryStrategy(JsonView jsonValue) :
    m_attempts(0),
    m_attemptsHasBeenSet(false),
    m_evaluateOnExitHasBeenSet(false)
{
  *this = jsonValue;
}

RetryStrategy& RetryStrategy::operator =(JsonView jsonValue)
{
  if(jsonValue.ValueExists("attempts"))
  {
    m_attempts = jsonValue.GetInteger("attempts");

    m_attemptsHasBeenSet = true;
  }

  if(jsonValue.ValueExists("evaluateOnExit"))
  {
    Array<JsonView> evaluateOnExitJsonList = jsonValue.GetArray("evaluateOnExit");
    for(unsigned evaluateOnExitIndex = 0; evaluateOnExitIndex < evaluateOnExitJsonList.GetLength(); ++evaluateOnExitIndex)
    {
      m_evaluateOnExit.push_back(evaluateOnExitJsonList[evaluateOnExitIndex].AsObject());
    }
    m_evaluateOnExitHasBeenSet = true;
  }

  return *this;
}

JsonValue RetryStrategy::Jsonize() const
{
  JsonValue payload;

  if(m_attemptsHasBeenSet)
  {
   payload.WithInteger("attempts", m_attempts);

  }

  if(m_evaluateOnExitHasBeenSet)
  {
   Array<JsonValue> evaluateOnExitJsonList(m_evaluateOnExit.size());
   for(unsigned evaluateOnExitIndex = 0; evaluateOnExitIndex < evaluateOnExitJsonList.GetLength(); ++evaluateOnExitIndex)
   {
     evaluateOnExitJsonList[evaluateOnExitIndex].AsObject(m_evaluateOnExit[evaluateOnExitIndex].Jsonize());
   }
   payload.WithArray("evaluateOnExit", std::move(evaluateOnExitJsonList));

  }

  return payload;
}

} // namespace Model
} // namespace Batch
} // namespace Aws


text:
Al-Qaeda affiliate threatens to kill American hostage
An al-Qaeda affiliate has threatened to kill an American hostage in three days if the U.S. government does not respond to the group's demands.
Al-Qaeda affiliate threatens to kill American hostage An al-Qaeda affiliate has threatened to kill an American hostage in three days if the U.S. government does not respond to the group's demands. Check out this story on USATODAY.com: http://usat.ly/1zTiJ0h
Jessica Estepa, USA TODAY Published 1:19 a.m. ET Dec. 4, 2014 | Updated 7:26 a.m. ET Dec. 5, 2014
The family of Luke Somers, an American photojournalist taken hostage by al-Qaida in Yemen, posted a YouTube video pleading for his captors to spare him. VPC
A video released by al-Malahem Media on Thursday purportedly shows U.S. hostage Luke Somers, 33, kidnapped more than a year ago in the Yemeni capital Sanaa, calling for help and saying that his life is in danger.(Photo: AFP/Getty Images)
An al-Qaeda affiliate has threatened to kill an American hostage in three days if the U.S. government does not respond to the group's demands, according to terrorist monitoring group Site Intelligence Group.
Luke Somers, a 33-year-old photojournalist, was abducted in 2013 in Sanaa, the capital of Yemen, according to media reports. In a YouTube video published Wednesday, he says he is certain his "life is in danger."
The video features an al-Qaeda official and a brief message from Somers – dressed in a purple shirt and with a shaved head – at the end. He notes that he was born in England but has American citizenship and lived in America for most of his life.
The al-Qaeda operative who speaks throughout much of the video and threatens that Somers will meet his "inevitable fate" if the group's demands are not met is Nasser bin Ali al-Ansi of the Arabian Peninsula affiliate, Site Intelligence Group said. The video does not list what those demands are, but al-Ansi says Washington is "aware" of them.
"It's now been well over a year since I've been kidnapped in Sanaa," Somers said in the footage. "Basically, I'm looking for any help that can get me out of this situation. I'm certain that my life is in danger. So as I sit here now, I ask, if anything can be done, please let it be done. Thank you very much."
Somers was kidnapped in September 2013 from a street in Sanaa, where he had worked as a photojournalist for the Yemen Times, the Associated Press said.
U.S. journalist was sought in Yemen hostage raid, report says
Since his capture, Yemeni journalists have been holding sit-ins in Sanaa to press the government to seek his release.
U.S. Special Operations forces and Yemeni troops attempted to rescue Somers last week, but he had been moved to another location, the Washington Post reported. Eight hostages were freed in a remote corner of Yemen's Hadramawt province in the operation.
At the time, a Yemeni official said the mission failed to free five others, including an American journalist who was not identified by name and a Briton, who were moved elsewhere by their captors days before the raid.
In the video, al-Ansi criticizes U.S.-led airstrikes against the Islamic State group and President Obama for his "latest foolish action," referring to the "failed operation" in Hadramawt. He says an "elite group of mujahedeen," or holy warriors, were killed in the raid.
He also warned the U.S. against more "stupidities," referring to future attempts to rescue hostages.
The hostage rescue operation was carried out at the request of Yemen's President Abdu Rabbu Mansour Hadi, and was "at least partly an attempt to bolster the stature of Mr. Hadi, a committed but wobbling United States ally whose authority was badly undermined when a rebel group suddenly seized control of Yemen's capital in September," the New York Times reported.
Contributing: Associated Press
Read or Share this story: http://usat.ly/1zTiJ0h


text:
Nation Jan 18
Thousands gather for Women's March rallies across the US
By Lynn Berry, Associated Press
Can the Women's March sustain momentum and overcome internal tension?
Three years in, the Women's March is facing criticism as it strives to sustain political momentum. While the first march is believed to be the largest single-day protest in American history, organizers have since come under fire from groups claiming…
Episode Jan 19
Watch 25:00
January 19, 2019 – PBS NewsHour Weekend full episode
On this edition for Saturday, Jan. 19, President Trump offers a deal on temporary protection for people brought to the U.S. illegally as the partial government shutdown enters its fifth week, and the third annual Women's March takes place across…
By PBS NewsHour
Third Women's March returns to D.C. amid anti-Semitism controversy
Thousands gathered in Washington D.C. for the third annual Women's March on Saturday, following controversy over alleged anti-Semitism against the organizers. With issues surrounding climate change and the government shutdown on the agenda, around 300 marches also took place in…
By Megan Thompson, Mori Rothman
Women's March returns to DC amid shutdown and controversy
The third annual Women's March is returning to Washington this week amid inclement weather, ideological schisms and the longest government shutdown in American history.
By Ashraf Khalil, Associated Press
Schools brace for massive student walkouts over gun violence
By Denise Lavoie, Associated Press
Some schools have taken a hard line, promising to suspend students who walk out, while others are using a more supportive approach.
Feminist poetry is having a renaissance. Here are 3 poets to watch
By Jennifer Hijazi
Feminist poetry is flourishing -- particularly for women of color.
PBS NewsHour Weekend full episode January 21, 2018
On this edition for Sunday Jan. 21, Republicans and Democrats remain far apart on an agreement to reopen the government. And, during a weekend of demonstrations one year into President Trump's term, women launch voter registration drives in swing states.
Women's March focuses on voter registration at Las Vegas event
As cities across the U.S. held Women's Marches to mark the anniversary of President Trump's inauguration, thousands attended the "Power to the Polls" rally in Las Vegas on Sunday. Led by 2017 Women's March organizers, the rally kicks off a…
Women of color at the forefront as Women's March rally encourages voter registration
By Rebecca Oh
Thousands attended the Women's March "Power to the Polls" event in Las Vegas, which kicked off a nationwide voter registration campaign.
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