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Cadiz Photographs
pom'. posted a photo:
Le Vaeanu en 2006 (1967-2013)
Ex TUHAA PAE 3 (1991-1993),
ex ARANUI (1980-1991),
ex CADIZ (1967-1980)
www.marine-marchande.net/Flotte/U-Z/Vaeanu.htm
Oc�anis� en 2013 - intentionally sunk in 2013
www.radio1.pf/le-vaeanu-tire-sa-reverence/
Nous avons navigu� sur cette "go�lette" comme on dit en Polyn�sie (bateau-cargo, pouvant emporter un nombre r�duit de passagers), de Papeete (Tahiti) � Bora-Bora, avec escale au petit matin � Taha'a.
We sailed on this "go�lette", (schooner) as they say in Polynesia, (cargo boat, which can carry a reduced number of passengers), from Papeete (Tahiti) to Bora-Bora, with stopover in the early morning in Taha'a.
July 2006 - Edited and uploaded 2021/12/20
fundacioncajasol posted a photo:
Jornada de Donaci�n de Sangre en la sede de la Fundaci�n Cajasol en C�diz, Espa�a el 13 de December de 2021. Foto por Miguel G�mez
Villancicos de Onda C�diz en la sede de la Fundaci�n Cajasol en C�diz, Espa�a el 10 de December de 2021. Foto por Miguel G�mez
Pictures provided by Flickr under the creative commons license via RSS flickr.com
Cádiz is a city and port in southwestern Spain. It is the capital of the province of the same name, a province which is one of eight comprising the autonomous community of Andalusia.
Cádiz, the oldest continuously-inhabited city in the Iberian Peninsula and possibly of all south-western Europe, has been a principal home port of the Spanish Navy since the accession of the Spanish Bourbons in the 18th century. It is also the site of the University of Cádiz.
Its peculiar location at the end of a narrow isthmus protruding into the Bay of Cádiz lends added charm to this ancient city. In actuality, Cádiz is on an island which is separated from the mainland by a larger island, the Isla de Léon; thus, to reach the mainland from Cádiz, it is necessary to cross a narrow channel to the low-lying Isla de Léon, before crossing another narrow channel to the mainland. This geographical circumstance has played, time and again, a significant part in the city's history, commerce, and culture. Isolated behind its high thick medieval walls on its improbable site in the middle of the bay, Cádiz, on approach from the sea, presents a dramatic and aesthetically appealing view.
Despite its unique site, Cadiz is, in most respects, a typically Andalusian city with a wealth of attractive vistas and well-preserved historical landmarks. The older part of Cádiz, within the remnants of the city walls, is commonly referred to as the Old City (in Spanish, Casco Antiguo). It is characterized by the antiquity of its various quarters (barrios), among them El Populo, La Viña, and Santa Maria, which present a marked contrast to the newer areas of town. While the Old City's street plan consists largely of narrow winding alleys connecting large plazas, newer areas of Cádiz typically have wide avenues and more modern buildings. In addition, the city is dotted by numerous parks where exotic plants, including giant trees supposedly brought to Spain by Columbus, flourish.
Etymology of the city's name
1813 Map of CádizGadir the original name given to the outpost established here by the Phoenicians, means "wall, compound", or, more generally, "walled stronghold". The Punic dialect lent this word, along with many others, to the Berber languages, where it was nativised as agadir meaning "wall" in Tamazight and "fortified granary" in Tashelhiyt; it appears as a common place name in North Africa.
Later, the city became known by a similar Attic Greek name, Gádeira, t? G?de??a. In Ionic Greek, the name is spelled slightly differently, G?deira G?de??a. This spelling appears in the histories written by Herodotus. Rarely, the name is spelled Gadeíra ? Gade??a, as, for example, in the writings of Erastosthenes (as attested by Stephanus of Byzantium).
In Latin, the city was known as Gades. The Spanish autonym for a resident of Cádiz is gaditano.
Population and demographic trends
According to a 2006 census estimate, the population of the city of Cádiz was 130,561, and that of its metropolitan area was 629,054. Cádiz is the seventeenth-largest Spanish city. In recent years, the city's population has steadily declined; it is the only municipality of the Bay of Cádiz (the comarca composed of Cádiz, Chiclana, El Puerto de Santa María, Puerto Real, and San Fernando), whose population has diminished. Between 1995 and 2006, it lost more than 14,000 residents, a decrease of 9%.
Among the causes of this loss of population is the peculiar geography of Cádiz; the city lies on a narrow spit of land hemmed in by the sea. Consequently, there is a pronounced shortage of buildable land. The city has very little vacant land, and a high proportion of its housing stock is relatively low in density. (That is to say, many buildings are only two or three stories tall, and they are only able to house a relatively small number of people within their "footprint".) The older quarters of Cádiz are full of buildings that, because of their age and historical significance, are not eligible for urban renewal. Replacement of these old buildings with high-density apartment projects would allow Cádiz to sustain a higher population.
Two other physical factors tend to limit the city's population. It is impossible to increase the amount of land available for building by reclaiming land from the sea; a new national law governing coastal development thwarts this possibility. Also, because Cádiz is built on a sandspit, it is a costly proposition to sink foundations deep enough to support the high-rise buildings that would allow for a higher population density. As it stands, the city's skyline is not substantially different than it was in medieval times. A seventeenth-century watchtower, the Tavira Tower, still commands a panoramic view of the city and the bay despite its relatively modest 45-metre height.
Cádiz is the provincial capital with the highest rate of unemployment in Spain. This, too, tends to depress the population level. Young Gaditanos, those between 18 and 30 years of age, have been migrating to other places in Spain (Madrid and Castellón, chiefly), as well as to other places in Europe and the Americas. The population younger than twenty years old is only 20.58% of the total, and the population older than sixty-five is 21.67%, making Cádiz one of the most aged cities in all of Spain.
Despite these trends, some are cheered by the fact that the other towns and cities surrounding the Bay of Cádiz are growing modestly, absorbing some of the population fleeing the capital. Improvements in roads and railways have allowed people to commute to Cádiz for work more easily. Increasingly, outlying communities, like Puerto Real and San Fernando, are providing bedrooms for Cádiz's workforce. In recent years, Cádiz has become more of a place to work than a place to live.
The city was originally founded as Gadir (Phoenician ??? "walled city") by the Phoenicians, who used it in their trade with Tartessos, a city-state believed by archæologists to be somewhere near the mouth of the Guadalquivir River, about thirty kilometres northwest of Cádiz. (Its exact location has never been firmly established.)
Phoenician sarcophagus found in Cadiz, now in the Archaeological Museum of Cádiz. The sarcophagus is thought to have been designed and paid for by a Phoenician merchant and made in GreeceCádiz is the most ancient city still standing in Western Europe. Traditionally, its founding is dated to 1104 BC although no archaeological strata on the site can be dated earlier than the ninth century. One resolution for this discrepancy has been to assume that Gadir was merely a small seasonal trading post in its earliest days.
Later, the Greeks knew the city as Gadira or Gadeira. According to Greek legend, Gadir was founded by Hercules after performing his fabled tenth labor, the slaying of Geryon, a monstrous warrior-titan with three heads and three torsos joined to a single pair of legs. As late as the early third century CE, a tumulus (a large earthen mound) near Cádiz was associated with Geryon's final resting-place.
Votive statues of Melqert-Hercules from the Islote de Sancti PetriOne of the city's notable features during antiquity was the temple dedicated to the Phoenician god Melqart. (Melqart was associated with Hercules by the Greeks.) According to the Life of Apollonius of Tyana, the temple was still standing at the beginning of the third century CE. Some historians, based in part on this source, believe that the columns of this temple were the origin of the myth of the pillars of Hercules.
Around 500 BCE, the city fell under the sway of Carthage. Cádiz became a base of operations for Hannibal's conquest of southern Iberia. However, in 206 BCE, the city fell to Roman forces under Scipio Africanus. The people of Cádiz welcomed the victors. Under the Romans, the city's Greek name was modified to Gades; it flourished as a Roman naval base. By the time of Augustus, Cádiz was home to more than five hundred equites (members of one of the two upper social classes), a concentration of notable citizens rivaled only by Padua and Rome itself. It was the principal city of a Roman colony, Augusta Urbs Julia Gaditana. However, with the decline of the Roman Empire, Gades's commercial importance began to fade.
The fifth century overthrow of Roman power in Hispaniia Baetica by the Visigoths saw the destruction of the original city, of which there remain few remnants today. Under Moorish rule between 711 and 1262, the city was called Qadis, from which the modern Spanish name, Cádiz, was derived. The Moors were finally ousted by Alphonso X of Castile in 1262.
Defense of Cádiz against the English, by Francisco de Zurbarán, 1634 (Prado Museum, Madrid)During the Age of Exploration, the city experienced a renaissance. Christopher Columbus sailed from Cádiz on his second and fourth voyages, (see Voyages of Christopher Columbus) and the city later became the home port of the Spanish treasure fleet. Consequently, the city became a major target of Spain's enemies. The sixteenth century also saw a series of failed raids by Barbary corsairs. The greater part of the old town was consumed in the conflagration of 1569. In April 1587 a raid by the Englishman Sir Francis Drake occupied the harbour for three days, capturing six ships and destroying 31 others as well as a large quantity of stores. The attack delayed the sailing of the Spanish Armada by a year.Archive copy at the Internet Archive The city suffered another raid in 1596 by the Earl of Essex and Lord Charles Howard, who sacked part of the town but were unable to hold the city and port. In the Anglo-Spanish War Admiral Robert Blake blockaded Cádiz from 1655 to 1657. In the Battle of Cádiz (1702), the British attacked again under Sir George Rooke and James, Duke of Ormonde, but they were repelled after a costly siege.
In the eighteenth century, the sand bars of the river Guadalquivir forced the Spanish government to transfer the port monopolizing trade with Spanish America from upriver Seville to Cádiz with better access to the Atlantic. During this time, the city experienced a golden age during which three-quarters of all Spanish trade was with the Americas. It became one of Spain's greatest and most cosmopolitan cities and home to trading communities from many countries, among whom the richest was the Irish community. Many of today's historic buildings in the Old City date from this era.
By the end of the century, however, the city suffered another series of attacks. The British blockade and siege of Cádiz between February 1797 and April 1798 was, by most standards, a costly failure. Nelson, returning from his defeat at Santa Cruz, bombarded the city in 1800. During Napoleon's conquest of Europe, Cádiz was one of the few cities in Spain that was able to resist the French invasion.
The success of the Irish merchant community in late eighteenth-century Cádiz was due mainly to their engagement in the colonial trade. Small in number compared to other immigrant groups, they played a disproportionately prominent role in civic and ecclesiastical life, and as patrons of the arts in their adopted city. Their success stories in Cádiz contrast starkly with the lack of opportunity available to them in Ireland. Nevertheless, they did maintain vigorous mercantile and dynastic connections with their homeland. Their accomplishments were all the more remarkable in that they were achieved against a background of fierce competition in Europe's most dynamic entrepôt of the day. It is a connection that continutes to this day.
Cádiz was also the seat of the liberal Cortes (parliament) that fought against Joseph Bonaparte (who reigned as Joseph I) in the Peninsular War; at Cadiz the liberal Spanish Constitution of 1812 was proclaimed. The citizens revolted in 1820 to secure a renewal of this constitution; the revolution spread across Spain, leading to the imprisonment of King Ferdinand VII in the city of Cádiz. French forces secured the release of Ferdinand in the Battle of Trocadero (1823) and suppressed liberalism. In 1868, Cádiz was once again the seat of a revolution, resulting in the eventual abdication and exile of Queen Isabella II. The same Cádiz Cortes decided to reinstate the monarchy under King Amadeo I just two years later.
The diocese of Cadiz y Ceuta is a suffragan of the Roman Catholic Archdiocese of Seville; that is, it is a diocese within the metropolitan see of Seville. It became a diocese in 1263 after its Reconquista (reconquest) from the Moors. By the Concordat of 1753, in which the Spanish crown also gained the rights to make appointments to church offices and to tax church lands, the diocese of Cadiz was merged with the diocese of Ceuta, a Spanish conclave on the northern coast of Africa, and the diocesan bishop became, by virtue of his office, the Apostolic Administrator of Ceuta.
Historically, the diocese counts among its most famous prelates Cardinal Juan de Torquemada, a Dominican theologian and expert on canon law, who took a leading part in the Councils of Basle and Florence, and defended, in his Summe de Ecclesiâ, the direct power of the pope in temporal matters. It is Torquemada who is most closely associated with the fifteenth-century Spanish Inquisition
Architecture and Major landmarks
Among the many landmarks of historical and scenic interest in Cadiz, a few stand out. The city can boast of an unusual cathedral of various architectural styles, a magnificent theatre, an attractive old municipal building, an eighteenth-century watchtower, a vestige of the ancient city wall, an ancient Roman theatre, and electrical pylons of an eye-catching modern design carrying cables across the Bay of Cadiz. The old town is characterised by its narrow streets connecting into magnificent squares, bordered from the sea by the City walls. Most of the landmark buildings are situated in the squares.
Plazas and their landmark buildings
The old town of Cadiz is one of the most densely populated urban areas in Europe, and is packed with narrow streets. The old town benefits though from several striking plazas, which are enjoyed by citizens and tourists alike. These are Plaza de Mina, Plaza San Antonio, Plaza de Candelaria, Plaza de San Juan de Dios and Plaza de España.
Plaza de Mina
Located in the heart of the old town, Plaza de Mina, (the most beautiful of the Cadiz plazas) was developed in the first half of the nineteenth century. Previously, the land occupied by the plaza was the orchard of the convent of San Francisco. The plaza, was converted into a plaza in 1838 by the architect Torcuato Benjumeda and (later) Juan Daura, with its trees being planted in 1861. It was then redeveloped again in 1897, and has remained virtually unchanged since. It is named after General Francisco Espoz y Mina, a hero of the war of independence. Manuel de Falla y Matheu was born in Number 3 Plaza de Mina, where a plaque bears his name. The plaza also contains several statues, one of these is a bust of José Macpherson (a pioneer in the development of petrography, stratigraphy and tectonics) who was born in number 12 Plaza de Mina in 1839. The Museum of Cadiz, is to be found at number 5 Plaza de Mina, and contains many objects from Cadiz's 3000 year history as well as works by artists such as Peter Paul Rubens. The houses which face the plaza, many of which can be classified as neo-classical architecture or built in the style of Isabelline Gothic, were originally occupied by the Cadiz bourgeoisie.
Plaza de San Francisco and San Francisco Church and Convent
Located next to Plaza de Mina, this smaller square houses the San Francisco church and convent. Originally built in 1566, it was substantially renovated in the 17th Century, when its cloisters were added. Originally, the Plaza de Mina formed the convent's orchard.
In the 19th century Plaza San Antonio was considered to be Cadiz's main square. It is a beautiful square, surrounded by a number of mansions built in neo-classical architecture or Isabelline Gothic style, once occupied by the Cadiz upper classes. San Antonio church, originally built in 1669, is also situated in the plaza,
The plaza was built in the 18th century, and on 19 March 1812 the Spanish Constitution of 1812 was proclaimed here, leading to the plaza to be named Plaza de la Constitución, and then later Plaza San Antonio, after the hermit San Antonio.
In 1954 the cities mayor proclaimed the location a historic site. All construction is prohibited.
Plaza de Candelaria
The Plaza de Candelaria is named after the Candelaria convent, situated in the square until it was demolished in 1873, when its grounds were redeveloped as a plaza. The plaza is notable for a statue in its centre of Emilio Castelar, president of the first Spanish republic, who was born in a house facing the square. A plaque situated on another house, states that Bernardo O'Higgins, an Irish-Chilean adventurer and former dictator of Chile also, lived in the square.
Plaza de la Catedral and the Cathedral
The Plaza de la Catedral houses both the Cathedral and the baroque Santiago church, built in 1635.
One of Cádiz's most famous landmarks is its cathedral. It sits on the site of an older cathedral, completed in 1260, which burned down in 1596. The reconstruction, which was not started until 1776, was supervised by the architect Vicente Acero, who had also built the Granada Cathedral. Acero left the project and was succeeded by several other architects. As a result, this largely baroque-style cathedral was built over a period of 116 years, and, due to this drawn-out period of construction, the cathedral underwent several major changes to its original design. Though the cathedral was originally intended to be a baroque edifice, it contains rococo elements, and was finally completed in the neoclassical style. Its chapels have many paintings and relics from the old cathedral and monasteries from throughout Spain.
Plaza de San Juan de Dios and the Old Town Hall
Construction of this plaza began in the 15th century on lands reclaimed from the sea. With the demolition of the City walls in 1906 the plaza increased in size and a statue of the Cadiz politician Segismundo Moret was unveiled. Overlooking the plaza, the Ayuntamiento is the town hall of Cádiz's Old City. The structure, constructed on the bases and location of the previous Consistorial Houses (1699), was built in two stages. The first stage began in 1799 under the direction of architect Torcuato Benjumeda in the neoclassical style. The second stage was completed in 1861 under the direction of García del Alamo, in the Isabelline Gothic (in Spanish, "Gótico Isabelino" or, simply, the "Isabelino") style. Here, in 1936, the flag of Andalusia was hoisted for the first time.
Plaza de España and the monument to the constitution of 1812
The Plaza de España is a large square close to the port. It is dominated by the Monument to the Constitution of 1812, which came into being as a consequence of the demolition of a portion of the old city wall. The plaza is an extension of the old Plazuela del Carbón. The goal of this demolition was to create a grand new city square to mark the hundredth anniversary of the liberal constitution, which was proclaimed in this city in 1812, and provide a setting for a suitable memorial. The work is by the architect, Modesto Lopez Otero, and of the sculptor, Aniceto Marinas. The work began in 1912 and finished in 1929.
The lower level of the monument represents a chamber and an empty presidential armchair. The upper level has various inscriptions surmounting the chamber. On each side are bronze figures representing peace and war. In the center, a pilaster rises to symbolize, in allegorical terms, the principals expressed in the 1812 constitution. At the foot of this pilaster, there is a female figure representing Spain, and, to either side, scuptural groupings representing agriculture and citizenship.
Plaza de Falla and the Gran Teatro Falla (Falla Grand Theatre)
The original Gran Teatro was constructed in 1871 by the architect García del Alamo, and was destroyed by a fire in August, 1881. The current theatre was built between 1884 and 1905 over the remains of the previous Gran Teatro. The architect was Adolfo Morales de los Rios, and the overseer of construction was Juan Cabrera de la Torre. The outside was covered in red bricks and is of a neo-Mudejar or Moorish revival style. Following renovations in the 1920s, the theatre was renamed the Gran Teatro Falla, in honor of composer Manuel de Falla, who is buried in the crypt of the cathedral. After a period of disrepair in the 1980s, the theatre has since undergone extensive renovation.
Tavira tower
In the 18th century, Cádiz had more than 160 towers from which local merchants could look out to sea for arriving merchant ships. These towers often formed part of the merchants' houses. The Torre Tavira, named for its original owner, stands as the tallest remaining watchtower. It has a cámara oscura, a room that uses the principal of the pinhole camera (and a specially-prepared convex lens) to project panoramic views of the Old City onto its interior walls. (Also see the article titled Widow's walk.)
Admiral's House
The Casa del Almirante is a palatial house, adjacent to the Plaza San Martín in the Barrio del Pópulo, which was constructed in 1690 with the proceeds of the lucrative trade with the Americas. It was built by the family of the admiral of the Spanish treasure fleet, the so-called Fleet of the Indies, Don Diego de Barrios. The exterior is sheathed in exquisite red and white Genoan marble, prepared in the workshops of Andreoli, and mounted by the master, García Narváez. The colonnaded portico, the grand staircase under the cupola, and the hall on the main floor are architectural features of great nobility and beauty. The shield of the Barrios family appears on the second-floor balcony.
Old customs house
Within the plan of reforms of the walls that protect the flank of the port of Cadiz projects the construction of three identical and next buildings to each other: the Customs, the House of Hiring and the Consulate. Of only the three it is executed first, of neoclassic, sober style and of ample and balanced proportions. The works began in 1765 under the direction of Juan Caballero at a cost of 7,717,200 reales.
Cadiz's superbly refurbished tobacco factory offers excellent international conference and trade-show facilities. Home to the third annual MAST Conference and trade-show (12th to 14th November 2008)
Roman theatre
In 1980, in the El Pópulo district of Cádiz, there was a fire in some old warehouses belonging to a company called Vigorito, SA, causing catastrophic damage. In the aftermath of the fire, an exciting discovery was made: the remains of an ancient Roman theatre. The fire had destroyed the warehouses revealing a layer of construction that was judged to be the foundations of some medieval buildings; the foundations of these buildings had been built, in turn, upon much more ancient stones, hand-hewn limestone of a Roman character. Systematic excavations, which still continue, have revealed a largely in-tact Roman theatre.
The theatre, constructed by order of Lucius Cornelius Balbus (minor) during the first century BCE, is the second largest Roman theatre in the world, surpassed only by the theater of Pompeii, south of Rome. Cicero, in "Epistulae ad Familiares" (Letters to his friends), wrote of its use by Balbo for personal propaganda.
According to archaeologists, this discovery confirms the greatness of the Roman city of Gades. The ancient city had a population even greater than the 80,000 people who lived in Cádiz during the sixteenth and seventeenth century, when the city dominated trans-Atlantic commerce, and it was one of the most prosperous cities of the Roman empire.
Pylons of Cádiz
The Pylons of Cádiz are electricity pylons of unusual design, one on either side of the Bay of Cádiz, used to support huge electric-power cables. The pylons are 158 metres high and designed for two circuits. The very unconventional construction consists of a narrow frustum steel framework with one crossbar at the top of each one for the insulators.
City walls and fortifications
City Gates
Las Puertas de Tierra originated in the 16th century, although much of the original work has disappeared. Once consisting of several layers of walls, only one of these remain today. By the 20th century it was necessary to remodel the entrance to the Old City to accommodate modern traffic. Today, the two side-by-side arches cut into the wall serve as one of the primary entrances to the city.
Las puertas de tierraEl Arco de los Blancos, is the old gate to the Populo district, built around 1300. It was the principal gate to the medieval town. The gate is named after the family of Felipe Blanco who built a chapel (now disappeared) above the gate.
El Arco de la Rosa (The Rose Arch) is the old gate carved into the walls of medieval Cádiz next to the cathedral. These walls and the gate were built during the reign of Alfonso X. The gate is named after Captain Gaspar de la Rosa, who lived in the City in the 18th Century. The gate was renovated in 1973.
Fortress of Candelaria
The Baluarte de la Candelaria (fortress or stronghold of Candlemas) is a military fortification. Taking advantage of a natural elevation of land, it was constructed in 1672 at the initiative of the governor, Diego Caballero de Illescas. Protected by a seaward-facing wall that had previously served as a seawall, Candelaria's cannons were in a position to command the channels approaching the port of Cádiz. In more recent times, the edifice has served as a headquarters for the corps of military engineers and as the home to the army's homing pigeons, birds used to carry written messages over hostile terrain. Thoroughly renovated, it is now used as a cultural venue. There has been some discussion of using it to house a maritime museum, but, at present, it is designated for use as a permanent exposition space.
The Castillo de San Sebastian is also a military fortification, and is situated at the end of a road leading out from the Caleta beach. It was built in 1706. Today the castle remains unused, although its future uses remain much debated...
The Castillo de Santa Catalina is also a military fortification, and is situated at the end of the Caleta beach. It was built in 1598 following the English sacking of Cadiz two years earlier. Recently renovated, today it is used for exhibitions and concerts.
Notable people born in Cádiz and Cádiz province
Esteban Piñero Camacho, know as Basty, member of the Spanish band D'NASH
Daniel Güiza, football striker for RCD Mallorca and the national team
La Caleta beachCádiz, situated on a peninsula [2], is home to some of Spain's most beautiful beaches.
La Playa de la Caleta is the best-loved beach of Cádiz. It has always been in Carnival songs, due to its unequalled beauty and its proximity to the Barrio de la Viña. It is the beach of the Old City, situated between two castles, San Sebastian and Santa Catalina. It is around four hundred meters long and thirty meters wide at low tide. La Caleta served as the set for several of the Cuban scenes in the beginning of the James Bond movie Die Another Day.
La Playa de la Victoria, in the newer part of Cádiz, is the beach most visited by tourists and natives of Cádiz. It is about three kilometers long, and it has an average width of fifty meters of sand. The moderate swell and the absence of rocks allow family bathing. It is separated from the city by an avenue; on the landward side of the avenue, there are many shops and restaurants.
La Playa de Santa María del Mar or Playita de las Mujeres is a small beach in Cádiz, situated between La Playa de Victoria and La Playa de la Caleta. It features excellent views of the old district of Cádiz.
The Carnival of Cádiz is one of the best known carnivals in the world. Throughout the year, carnival-related activities are almost constant in the city; there are always rehearsals, public demonstrations, and contests of various kinds.
The city of Cádiz is often noted for having the most humorous people in Spain. Consequently, the central themes of the carnival are sharp criticisms, often of a political nature, clever plays on words, and the off-beat imagination displayed in revelers' costumes, which, unlike in carnival venues elsewhere in the world, do not emphasis the glamourous or scandalous.
A chorus singing in the Carnival of CádizThe Carnival of Cádiz is famous for the satirical groups called chirigotas, who perform comical musical pieces. Typically, a chirigota is composed of seven to twelve performers who sing, act and improvise accompanied by guitars, kazoos, a bass drum, and a variety of noise-makers. Other than the chirigotas, there are many other groups of performers: choruses; ensembles called comparsas, who sing in close harmony much like the barbershop quartets of African-American culture or the mariachis of Mexico; cuartetos, consisting of four (or sometimes three) performers alternating dramatic parodies and humorous songs; and romanceros, storytellers who recite tales in verse. These diverse spectacles turn the city into a colorful and popular open-air theater for two entire weeks in February.
The Concurso Oficial de Agrupaciones Carnavalescas (the official association of carnival groups) sponsors a contest in the Gran Teatro Falla (see above) each year where chirigotas and other performers compete for prizes. This is the climactic event of the Cádiz carnival.
Sources and external links
Official University of Cádiz Homepage
Diario de Cádiz (Local Newspaper)
Cádiz Football Club Official Homepage
360º Panoramic walk through the City of Cádiz
Cádiz Province Official Tourism Homepage
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text:
Кузьма Васильович Баранов ( , село Улакли, тепер Великоновосілківського району Донецької області — ) — український радянський діяч, інженер, директор Донецького і Макіївського металургійних заводів, лауреат Сталінської премії. Депутат Верховної Ради УРСР 3—4-го скликань. Член ЦК КПУ в 1954—1956 р.

Біографія
Народився в жовтні 1906 року в родині робітника. Трудову діяльність розпочав у 1919 році. У 1919—1926 роках — розсильний, токар Путилівського заводу міста Петрограда (Ленінграда). У 1925 році закінчив школу фабрично-заводського навчання.

Член ВКП(б) з 1925 року.

З 1926 року — бракувальник відділу технічного контролю (ВТК) Сталінського металургійного заводу на Донбасі.

Освіта вища. У 1931 році закінчив вечірнє відділення Донецького індустріального інституту.

З 1931 по 1941 рік працював інженером лабораторії, начальником зміни цеху блюмінга, начальником блюмінга, заступником головного інженера Сталінського металургійного заводу імені Сталіна Сталінської області.

Під час німецько-радянської війни у 1941 році був евакуйований у східні райони СРСР. У 1941—1943 роках — заступник головного інженера, начальник виробничо-розпорядчого відділу Алапаївського металургійного заводу Свердловської області РРФСР.

У 1943—1947 роках — головний інженер Сталінського металургійного заводу імені Сталіна Сталінської області.

У 1947—1953 роках — директор Сталінського металургійного заводу імені Сталіна Сталінської області.

У 1953—1956 роках — директор Макіївського металургійного заводу імені Кірова Сталінської області.

У 1956—1957 роках — директор Краматорського металургійного заводу імені Куйбишева Сталінської області.

Після важкої хвороби, перенесеної в 1957 році, продовжував працювати в Донецькій раді народного господарства (РНГ).

Потім — керівник групи, старший науковий працівник Донецького науково-дослідного інституту чорних металів.

Раптово помер при виконанні службових обов'язків.

Нагороди та відзнаки
 орден Леніна
 три ордени Трудового Червоного Прапора
 орден «Знак Пошани» (19.07.1958)
 медаль «За трудову доблесть»
 медаль «За доблесну працю у Великій Вітчизняній війні 1941—1945 рр.»
 Сталінська премія (1951)

Джерела
 Евсюкова С. А. Прошлое и настоящее: они руководили заводом  // Металл и литье Украины. — 2011. — № 9—10 (220—221). — С. 9.

Уродженці Улаклів
Керівники підприємств Донецька
Персоналії:Макіївка
Персоналії за алфавітом
Діячі УРСР
Депутати Верховної Ради УРСР 3-го скликання
Депутати Верховної Ради УРСР 4-го скликання
Лауреати Сталінської премії
Керівники підприємств СРСР

redpajama_set_name: RedPajamaWikipedia


3 nights stay at hotel in Goa.
Airport - Hotel - Airport transfers, seat in coach basis.
One half day tour of Goa in an A/c coach.
Happy hours from 5 pm to 7 pm daily.
2 bottles of mineral water every day.
For client staying in Deluxe Rooms, transfers and sightseeing will be provided by private car.
In case the mentioned hotel is not available for some reason, the operator will provide similar or upgraded hotel in the same cost.
Compulsory Gala dinner charges for Christmas & New Year (if any) will be payable to the hotel directly and will be advise at the time of booking.
On arrival at Goa airport our representative will meet and greet you.
Rest of the day free to relax at the hotel.
After breakfast depart for sightseeing tour of Goa.
After breakfast day free for independent activities.
Time free till departure. Check-out is at 12:00 noon.
Transfer to Goa airport for flight to onward destination.
Extra adult in the room will provide an extra bed or rollaway bed. Children share parents room stay without an extra bed (unless booked with extra bed).
We reserve the right to re-arrange the itinerary without changing the total number of days in each destination and without compromising any services.
Hotel check in is at 1400 hours and checkout is at 1200 hours. Early check in and late check out is subject to availability and consent of the hotel.
At the time of check in the hotel may ask for refundable cash deposit or a credit card guarantee to cover any extras during your stay.
We will not be liable for any claims or expenses arising from circumstances beyond our control such as accidents, injuries, delayed or cancelled flights & acts or forces of nature. Client will have to bear the charges of cancellation (if charged by the hotel & other suppliers) arising due to delayed or cancelled flights & acts or forces of nature.


Virginia joined the Grace staff in 2013, after teaching for almost 30 years. She enjoys her ministry role at Grace because she can both help serve the members and community, as well as have a creative outlet for her love of music, crafting and theater. Her philosophy about the space in which she works: "As for me and my office, we will serve the Lord."
Pastor Jennifer grew up in Cedarburg, Wisconsin, where her parents still live. She graduated from Valparaiso University and Luther Seminary. Her husband, Erik, is also a pastor for a Lutheran church in Edgerton. The Jelineks have two daughters, a cat, and a dog and live in Cambridge. One of Pastor Jennifer's favorite things about ministry is "being able to tell God's story so that we can see how we are a part of that ongoing story of grace."


text:
The Bedford QL was a series of trucks, manufactured by Bedford for use by the British Armed Forces in the Second World War.

History

At the outbreak of WW II, Bedford was contracted by the British War Office to produce a 3 ton 4×4 general service truck. A pilot model was ready in February 1940 and quantity production started in March 1941. The Bedford QL was in production from 1941 to 1945 and was Bedford's first vehicle series built for the military.

Variants

QL1
Prototype.
QLB
Bofors gun tractor. Approximately 5,500 QLBs were built.
Several QLBs were fitted with shortened GS bodies and recovery cranes to be used as wreckers by the Danish Army (Used until late 1960s).
QLC
Fire engine.
Signals vehicle.
Petrol tanker.
QLD
General service cargo truck and was the most numerous version in the series.
Machinery.
Kitchen.
Battery storage.
QLR
Signals vehicle. Originally mounted on the QLC chassis/cab, special QLR chassis were soon put into production, which differed from the standard type in having special electrical equipment, radio suppression, fitment of a 660 W auxiliary generator driven by the transfer case power-take-off and, like the QLT, two 16 gallon petrol tanks instead of one behind the cab. The interior furniture, partitioning and radio equipment varied from the different functions. On vehicles installed for the wireless role, a tent could be erected at the rear. Between cab and man body were lockers for aerial masts and other equipment. Beneath the body were further lockers and racks for cable drums, batteries, tyre chains, 20 gallon drinking water tank, rectifier box, tools, fuel tank for the auxiliary engine, jerrycans and other items. The basic body shells were produced by Duple, Lagonda, Mulliner, Tickford and others. A revised body was introduced during 1944 for the Command High and Low Power and Wireless High Power roles. This body had an improved "L"-shaped tent which could be erected alongside the left-hand side and rear of the body.
QLT
Troop carrier. From August 1941 and until the end of WW II more than 3,300 QLTs were produced.
QLW
Air portable tipper.

Lorry, 3 ton, GS Bedford half-track (Bedford-Bren - prototype only)
Following the fall of Singapore rubber was scarce and so at the request of the Ministry of Supply a Bedford QL was adapted using a Carden Lloyd suspension taken from a Bren Gun Carrier. While the Bedford-Bren was capable of impressive feats of tractive power (which could have been easily produced in its own right as a prime mover) British authorities, unlike the Americans and Germans, did not favour the half-track. The shortage of rubber was not as severe as anticipated and official interest in the project waned. Not only did this British parallel to the German Maultier not go into production, the single prototype was converted back into an all-wheel vehicle.

Lorry, 3 ton, 4 x 4, Bedford, experimental (Bedford Giraffe - prototype only)
An attempt to make a motor vehicle capable of deep wading for river crossings and amphibious landing, the Bedford Giraffe was developed as insurance against the shallow wading kits under development not proving effective in deeper water. As a 'plan B' Vauxhall adapted a Bedford GL by mounting its engine, cab and gearbox on an elevated girder frame some seven feet high, with a chain drive transmitting power to the propshaft. The ungainly but effective vehicle demonstrated it was a viable solution should hastily extemporised waterproofing kits fail but they proved effective and so no specialised type was required.

References

Citations

Bibliography

 Bart Vanderveen (1989) 'Historic Military Vehicles Directory'

External links

Military trucks of the United Kingdom
Off-road vehicles
World War II vehicles of the United Kingdom
Soft-skinned vehicles
Military vehicles introduced from 1940 to 1944
QL


DII doormats are available in a variety of cute and colorful styles; you will be able to find one that is just right for your home year round or swap out for a seasonal design.
This 18 x 30 inch doormat is made of high-strength polyester and is capable of withstanding harsh conditions. The last thing you want your doormat to do, when your boots are muddy, is to slip out from under you. This doormat will remain in place and absorb any mud tracked by your boots. This doormat can withstand extreme heat and extreme cold and stay in place no matter the conditions.
This 18 x 30 inch, 100% coconut coir fiber doormat with a natural fiber face provides the perfect surface for guests to wipe their shoes before entering your home.
To view our entire selection of indoor and outdoor doormats options search: DII Doormats or visit our brand page at amazon.com/dii for a full range of products.


text:
Le Multiculturalisme Faux: The Reality of Being Muslim in France
Maeve Donahue
Samantha Strauss
Paris, France. Photo by Khamkéo Vilaysing via Unsplash.
Increasing Islamophobia in France can be seen in the rhetoric of far-right leader Marine Le Pen. DisinfoLab found that Le Pen's Islamophobic tweets increased in intensity between her 2017 and 2022 presidential campaigns, in what was likely a bid to cash in on nativism for political support.
ver the last five years, rising Islamophobia in France has corresponded with an increase in hate crimes targeting Muslim communities. Much of this rhetoric has been mainstreamed by French far-right leader Marine Le Pen. Researchers at DisinfoLab, a student-led research lab at the College of William & Mary, found that Le Pen's Islamophobic tweets increased in intensity between her 2017 and 2022 presidential campaigns, in what was likely a bid to cash in on nativism for political support.
Discriminatory political commentary makes political violence and hate crimes much more likely. Le Pen's actions exemplify this trend, similar to other far-right leaders like former U.S. president Donald Trump, whose xenophobic comments overlapped with mounting anti-Muslim and anti-Latino hate crimes, or Polish president Andrzej Duda, who campaigned against the LGBTQ+ rights amid growing violence against this community.
One of Le Pen's biggest political talking points in the 2017 and 2022 elections was Muslim immigration from Syria and surrounding countries. In 2017, Le Pen flatly opposed Islam in France, claiming that the ideology was not in line with French secular governing. "During my trips abroad, I will represent France. And France, she does not veil herself!" Le Pen wrote on April 10th. Just one week later, she penned a similar sentiment: "I am the candidate of a firm secularism that rejects the demands of Islamist fundamentalism."
In 2017, Le Pen lost the general election, receiving only 33% of the vote. But in 2022, Le Pen dose to receive 41% of the vote, corresponding with her heightened advocacy of anti-Muslim nationalism. Compared to her 2017 campaign, the frequency of Le Pen's inflammatory tweets in 2022 remained steady. However, the severity of her rhetoric increased, with more posts containing keywords denouncing the Islamic faith and connecting Muslims to criminals and violence.
By 2022, Le Pen's tweets invoked a call to action: Islamic ideals are not in line with French values. To an audience of 2.8 million Twitter followers, Le Pen wrote on April 15, "In France, all women must be able to live freely. I want to fight against totalitarian Islamist ideology, which attacks secularism, equality between men and women, the freedom to choose or leave a religion." Later in May, she continued to reject the presence of Islam in France: "The #burkini is the continuation of religious demands that will not cease and which are carried by radical Islam. We have to put a stop to this!"
Although Le Pen did not win the presidency, her improvement in the polls from 2017 to 2022 illustrates the mainstreaming of far-right beliefs in French politics. Her tweets mirrored voters' policy preferences, as rhetoric espoused by authority is more readily accepted. Her increased credibility lent her success at the polls.
Although Le Pen is a driving force in contemporary anti-Islam politics, oppression towards Muslim communities is nothing new for France. Legal precedent to regulate religion in France dates back to 1905 with the creation of a principle called laïcité, which sought to promote a more secular France and protect the public from outward impositions of religion. However, this principle has often been weaponized. In practice, politicians have used laïcité to disproportionately limit the ability of Muslims to practice their religion to its fullest extent.
For example, the French government has regulated settings in which women can wear hijabs, interpreting it as a symbol of gender oppression rather than of religion. In 2010, France introduced a bill regulating full face coverings, such as the burka and the niqab.
After decades of colonization and the erasure of culture, Islamophobia reached a watershed moment in 2015 when two Muslim brothers, Cherif and Said Kouachi, killed 12 French workers at satirical newspaper outlet Charlie Hebdo in the name of radical Islam. This attack sparked a stream of protests and social media outcries, producing lasting impacts in the form of increased Islamophobic hate crimes and setting the stage for Le Pen's rhetoric to take hold.
This attack also gave way to further laїque legislation in 2021, when policymakers moved to amend the original law regulating the hijab, making it illegal for minors to wear. Moreover, the attack corresponded with the increased political influence of the National Rally party—France's far-right political party—between 2017 and 2022.
As immigration from Muslim majority countries to France increases, and far-right rhetoric continues to push xenophobia and Islamophobia, hate crimes and internal divisions are sure to follow suit, endangering the Muslim community.
Editors' Note: Datasets from DisinfoLab's research on this topic can be found here.
DisinfoLab would like to thank Willem Morris for his tremendous support in data collection for this project.
Maeve Donahue is a student at the College of William & Mary and an analyst for DisinfoLab. She is studying International Relations and French & Francophone Studies.
Samantha Strauss is a student at the College of William & Mary and an analyst for DisinfoLab. She is studying history and government with a minor in religious studies.

redpajama_set_name: RedPajamaCommonCrawl


text:
An Appointment with The Waterboys @ Birmingham Symphony Hall – 22 May 2012
Review and Photos by Rich Ward
It is becoming increasingly commonplace for bands to tour and play full albums from their heyday. Tonight's show, however, is clearly focussed on the present as The Waterboys are playing their new album in its entirety. It's a bold move, yet one that is fully justifiable because An Appointment With W.B. Yeats is a superb body of work and arguably their finest album since 1988's Fisherman's Blues.
The first half is an hour long set of Waterboys' classics and is kicked off with 'New Life' which proves to be just as good an opener this evening as it was on the Dream Harder album back in 1993. 'Rags' keeps the pace up, meanwhile 'A Girl Called Johnny' with Mike Scott at the piano sees Steve Wickham mesmerise us with his fiddle. Quite rightly it receives a tremendous response. Elsewhere we are treated to 'Glastonbury Song', 'The Thrill Is Gone', and 'The Girl In The Swing'. The first set closes with an excellent 'The Pan Within', Mike Scott's big music at its best and it sounds magnificent in the Symphony Hall tonight.
After a brief break for a stretch of the legs and a visit to the bar, the second set begins, its focus on An Appointment With W.B. Yeats. Scott's finally realised his dream of recording a full album of music set to the words and poems of Irish poet, something he first began to explore with Stolen Child back in 1988. 'The Hosting Of The Shee' is typically atmospheric and features some great guitar work; 'News For The Delphic Oracle' however seems a little disjointed with its spoken parts, and doesn't quite work live; meanwhile 'The Song Of Wandering Aengus' redresses the balance.
'Mad As The Mist and Snow' is an eight minute epic which sees fiddler Steve Wickham and keyboard player James Hallawell wearing masks and playing off against each other brilliantly. Mike Scott appears later in the song wearing a three-headed mask, and reading from a book, it could almost be a scene from The Wickerman: Rock theatre at its best, and certainly one of the highlights of the evening. 'An Irish Airman Forsees His Death', 'September 1913' and 'Politics' delight in equal measure and close the second set to a standing ovation.
There have been some obvious omissions, so an encore is not unexpected. 'Don't Bang The Drum' and 'The Whole Of The moon', complete with reggae intro, round off the evening nicely. This, however, is still not enough and the band come back again for a second encore of 'A Man Is In Love' and the timeless classic that is 'Fisherman's Blues'. A perfect song to finish a perfect night. Simply put, magnificent.
And you can see more of Rich's photos here:


text:
Il ghiacciaio Green è un ghiacciaio tributario lungo circa 11 km situato nella regione meridionale della Terra di Oates, nell'Antartide orientale. Il ghiacciaio, il cui punto più alto si trova a circa , si trova nell'entroterra costa di Hillary e ha origine dal versante nord-orientale dei colli Meteorite, nella regione occidentale delle montagne di Darwin, dove fluisce verso nord, scorrendo lungo il versante occidentale della cresta Haskell, fino a unire il proprio flusso a quello del ghiacciaio Darwin.

Storia
Il ghiacciaio Green è stato mappato nel 1958 da parte della squadra della spedizione Fuchs-Hillary, condotta nel 1955-1958, di stanza su ghiacciaio Darwin, e fu così battezzato dal Comitato neozelandese per i toponimi antartici in virtù del colore della sua superficie ("green" in inglese significa "verde").

Note

Voci correlate
 Ghiacciai dell'Antartide

Collegamenti esterni

Green, Ghiacciaio
Green, Ghiacciaio


text:
Q: How can I work out why a specific version of a library is in the dependencies? I'm building a large C++ project using cmake on ubuntu 12.04 and then taking the resulting binary package and trying to run it on ubuntu 11.04. However the program fails saying it needs glibc version 2.14 but can only find up to version 2.13.
How can I find out exactly why glibc=>2.14 is required?

A: Unlike most libraries, glibc versions its symbols.  Every symbol is tagged with a value (e.g. "GLIBC_2.3.4") representing the version of the library where it's interface was last changed.  This allows the library to contain more than one version of a given symbol and support binaries compiled against older versions while preserving the ability to evolve.  You can see this detail with objdump -T /lib/libc.so.6.
Basically, something in your app was linked against a symbol that was changed since 11.04.  Try objdump -T on your binary and see what tags it's looking for.
But broadly, backwards compatibility doesn't work like that in Linux.  If you want something to run on older software, you should build it on older software.  It's possible to set up a backwards-compatible toolchain on more recent distros, but it's not the default.

A: When you build your C++ project, it will link to the version of the glibc library on your 12.04 installation. What are the linker options in your build command?
Without knowing exactly what you are building, I'd say you might be better off building on 11.04 and then running on 12.04.

redpajama_set_name: RedPajamaStackExchange


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8 North Avenue, 630.584.2334 – During Scarecrow Fest weekend, enjoy cruises along the Fox River! Public cruise times are: Friday 3:30pm – Saturday 2:00, 3:00 and 4:00pm – Sunday 2:00, 3:00 and 4:00pm.
October 7, 11:30am-4 pm. Join museum volunteers in this celebration of the season. Continuous demonstrations of farm and household skills, 19th century music, and food. $6 adults/$3 children under 13.
Click here for more information on deals and special offers available at participating local businesses.
And so much more! From live theater to dining and shopping…hiking or biking along the Fox River… Click here to plan your visit today and learn about all there is to do here in Greater St. Charles!


text:
"LET'S JUST GO WITH IT": THE PERILS OF DECISION NEGLECT
by: J. Frank YatesIssues: March / April 2004. Tags: The Workplace. Categories: The Workplace.
Why apparently good decisions prove to be bad ones is often blamed on internal and external factors – unexpected economic hiccups or flawed market research, for example. Only rarely are bad decisions seen as the result of bad decision making, the process that governs the way managers make decisions. But as this author explains, examining and improving how decisions are made can often make the difference between a good and a bad decision.
Imagine this: You are the founder and CEO of a regional real estate company called Fairview Associates. It builds, owns, and manages apartment complexes in several cities. For some time, Fairview was exceptionally successful, growing at a rate that put it near the top of the industry. Lately, though, the company has struggled mightily; vacancies have been soaring. You and your staff have been scrambling to cope with the crisis, taking such extraordinary measures as offering new renters 12-month leases for only 10 months of rent. Fairview now even allows renters to live in apartments without signing contracts at all. In public, you have maintained your usual upbeat aura of confidence. Privately, though, you have grave doubts about Fairview's ability to hold on. If the current trajectory were to continue, your debt service obligations alone would pull you under. Fairview and all your dreams would be history.
What would in fact happen next if this scenario were real? If Fairview is like most companies I have observed, you and Fairview's other leaders will continue your desperate, helter-skelter search for ways to stave off oblivion. In due course, matters will resolve themselves. Your efforts might fail, in which case Fairview will indeed fold. On the other hand, perhaps enough of your actions will bear fruit to pull you through. Or maybe conditions in the economy (e.g., employment and home mortgage interest rates) will change so that Fairview and other rental property companies are buoyed along despite their missteps. And this is where the story would end. With Fairview's collapse, the leaders would move on to any new opportunities they are fortunate enough to grasp, where they would function much the way they did at Fairview. In the event of Fairview's survival, everyone would breathe a deep sigh of relief and perhaps even congratulate themselves for being clever enough to weather the storm. Then back to business as usual.
Decision neglect and why it matters
What's so bad about this prototypical, "Business as usual" endgame? Business crises occur for many reasons; misfortune typically has many parents. But suppose that Fairview's vacancy predicament was due at least partly to specific actions-or failures to act-by people within the company itself. Then, since everybody will continue going about their affairs just as they always have, there is every reason to expect that their future actions will precipitate other crises in the future, including ones that Fairview won't escape unscathed. The present calamity is quite possibly a signal that there is something seriously amiss about an essential element of Fairview's functioning. Yet, that signal is going unrecognized, exposing the company to risks that might well prove fatal. That "something" is how people in the company make decisions. As I will explain in this article, how people make decisions will have a material impact on a company's fortunes.
As business leaders, we often neglect to look closely at just how decisions are made in our organizations. We ponder and even agonize over specific decisions all the time. ("Should we make that bid or shouldn't we, and at what price?" "Do I have to fire Smith?" "Should we give the green light to that project?") But it seldom even crosses our minds that we might study – and try to improve – how decisions get made on our watch. Instead, by default, we allow decision processes to simply drift, letting the chips fall where they may. Is this a problem? Indeed it is. Good and bad things don't "just happen" in or to a business. They happen in large measure because of actions that particular people in the company take (such as building hundreds of excess apartment units) or fail to take. And why do people pursue the actions they do? Because of their own decisions or those made by others ("Okay, let's build"). In other words, the adequacy of our company's decision making imposes either a high or a low ceiling on how well the company can possibly perform.
Why neglect occurs
Why do we give decision making such short shrift? This is a puzzle that is only now beginning to be taken seriously, even by scholars. Nevertheless, there is evidence that the following are among the major contributing factors:
Preoccupation: When we find ourselves in the grip of a catastrophe, having to deal with that challenge-surviving-commands our immediate and full attention. Nothing is more riveting than the threat of imminent demise. Human nature, specifically the need to explain, makes us curious about why the catastrophe happened. But the lion's share of our attention is consumed by the desperate search for ways out. Thus, a question like the following is unlikely to worm its way to the surface: "What did we do to bring this on ourselves?" Moreover, even under the best of circumstances, it is uncommon for most people to think "metacognitively," that is to look inside themselves and think about how they themselves decide. Instead, the natural inclination is to focus solely on the substance of the problem at hand
(for instance, what might be renters' motives for walking away from our properties). And, ironically, our deliberations proceed according to our customary decision processes, which might well be fraught with limitations.
If, by chance, self-scrutiny does come to mind, we dismiss it as having little urgency: "We'll get back to that later, after this is all over." Too often, "later" never arrives. Instead, we take on new projects that seem to be more important. Why does the examination of our decision processesor self-scrutiny generally-have such low priority? One reason is that we have little faith that the investment would pay off, that it is genuinely possible to improve our decision practices to the point where the results have a significant, measurable impact on the bottom line. Another, related reason is the belief that self-scrutiny is a luxury that only big, flabby, and wasteful companies can afford, not the lean, efficient ones we admire. This belief in turn leads us to create a budget reality: There is indeed no money available for self-scrutiny and hence improvement. This is the same kind of trap that sometimes compromises companies' strategic planning. ("We can't afford to pay people for sitting around pondering stuff that's never going to happen.")
Misattribution: Even when we seek to understand our current situations, we are predisposed to attributing circumstances to external factors, including "luck." Thus, in an article about real estate companies in precisely the kind of vacancy crunch as our Fairview Associates, a recent New York Times article devotes almost exclusive attention to factors such as low home mortgage interest rates, high joblessness, and the flood of available investor cash fleeing the stock market. (David Leonhardt, New York Times, December 23, 2003). There is no mention of how and why companies arrived at their self-defeating decisions to construct more and more buildings, thereby feeding the ruinous apartment glut. And, if previous research is any indication, if executives were asked to account for their companies' dire straits, they would often and erroneously-plead inherent powerlessness: "Nobody could have anticipated this stuff."
When our company is in trouble and we are looking around for explanations and thus things to fix, it is little wonder that we almost never say, "We'd better do something about our decision making." We therefore continue suffering from the debilitating decisions that continue to result, one after the other. Even worse, we remain clueless about why the company is performing so poorly.
More generally, leaders seldom explain their troubles in terms of decisions. Instead, they (naturally?) conceptualize those difficulties according to the immediate and painful symptoms that hit them in the face rather than far-fromobvious contributing causes, including prior decisions buried in the long-forgotten past. This fact is strikingly illustrated in the University of Michigan Business School's annual survey of what executives perceive to be the "pressing problems" confronting their firms. In a representative recent survey, "improving organizational decisionmaking" only ranked 17th on the list of 46 such problems. This is clearly not a reflection of reality, but instead, of how executives perceive that reality. "Attracting, developing, and keeping good people" was the top-ranked pressing problem. But what this characterization fails to acknowledge is that, if a company is having trouble finding and retaining good people, then poor decision making is at the core of its failings. When confronted with this conclusion, many respond with something like the following: "No, our problem is deadwood, not decision making. We've got too few top-notch people around here doing the work that needs doing." Yet, there is no suitable response to this counterpoint: "The last time one of your top performers left the company to go and work for a competitor, why didn't someone in the company recognize the threat early on and make decisions that would have precluded the defection?"
Bolstering: The misattribution problem is especially severe when the people pondering a company's situation are the ones who had made the decisions that contributed to that situation. For that is when "bolstering" forces come into play, the forces that enable those who made decisions to be overly generous in appraising their decisions. Many studies have documented our bolstering tendencies as well as the reasons why
they exist and persist. For instance, those studies have shown that bolstering serves to help us maintain a sense of personal competence. ("I really am a good decision maker – seriously.") But bolstering is about more than trying to make ourselves feel good. There is evidence that, once we have made a particular choice, we genuinely do not remember having even seen evidence that disagrees with the wisdom of our decision, even when we have. (Mara Mather, Eldar Shafir and Marcia K. Johnson , "Misremembrance of options past: Source monitoring and choice," Psychological Science, 11(2), pp.-132- 138)). So, when our company is in trouble and we are looking around for explanations and thus things to fix, it is little wonder that we almost never say, "We'd better do something about our decision making." We therefore continue suffering from the debilitating decisions that continue to result, one after the other. Even worse, we remain clueless about why the company is performing so poorly.
Common sense: Each of us has been making decisions virtually since birth. Decision making is thus such a fundamental human activity that it blends into the background, almost like breathing. We assume that each of us knows all there is to know about decision processes; good decision making is a matter of ordinary "common sense." That being the case, we fail to suspect that decisions with disastrous outcomes are due to deep, systematic, and correctable flaws in the procedures by which our organizations decide. For example, what do we say when we observe people who consistently make bad decisions? Unless we are in atypically narrow and specific "technical" domains amenable to straightforward formal decision rules (e.g., recurrent finance problems) we rarely say things like, "They must not have learned how to make decisions." Instead, we presume their fundamental (and hence intractable) mental dullness: "They're just not very smart."
Escaping neglect: Proactive, intelligent decision management
So, what can we do about the decision neglect that undoubtedly prevents our organizations from more fully realizing their potential? One approach is to apply proactive and intelligent decision management. I use the term "decision management" to describe the actions that managers take – wittingly and unwittingly – that affect how and how well the people in their organizations decide. Every manager is necessarily a decision manager, too. That is because nearly everything in an organization, including its decisions, is shaped by the actions of its leaders more than the actions of anyone else, for better or worse. Unfortunately, more often than not, decision management is incidental and haphazard. That is, leaders frequently guide their organizations' decision processes by accident and by intuition. Proactive and intelligent decision management requires the opposite.
To appreciate what decision management entails, it is first necessary to appreciate what is being managed, that is, the organization's decision processes. There are many ways to conceptualize the notion of "decision processes" as well as how managers affect those processes. But I have found that one particular way of thinking about them is especially compelling. It is what I call the "cardinal issue perspective." Consider the analogy of hitting a baseball, something that practically every adult in North America has done at some time or another. Every swing of a baseball bat entails a necessary collection of operations, such as looking at the ball and rotating the hips. How well the ball is hit depends on how each of those operations is actually executed. A good hitting coach is one who can somehow get us to the point of performing these operations with great skill. Similarly, making a decision entails resolving 10 "cardinal decision issues," each of which inevitably will be performed in some fashion or another in every decision situation. That is, decision processes are the means by which people resolve the various cardinal issues in reaching their decisions. The success or failure of a decision in our organization depends on the adequacy of how decision makers resolve those issues as they arise in the decision problem at hand. And, as with hitting coaches, precisely how these decision makers deal with those issues is heavily shaped by the decision management practices of their leaders. Figure 1 provides a useful, easy-to-remember way of thinking about how everything fits together, including the ultimate "point" of an organization's decisions-performance.
What, exactly, are the 10 cardinal decision issues? They run the gamut and are discussed in detail elsewhere. (J. Frank Yates, Decision Management: How to Assure Better Decisions in Your Company, Table 1.1,
p.13). But their spirit is suggested by one of them, the "mode issue," which, in a given situation asks, "Who (or what) will make this decision, and how will they approach that task?" Resolving the mode issue is among the most consequential responsibilities of any leader. Consider Philip Condit's recent resignation under duress from his position as CEO of Boeing. As noted in the Wall Street Journal, there was never a hint that Condit personally had anything to do with the ethically questionable decisions made by subordinates that helped put Boeing's future in serious jeopardy. (J. Lynn Lumsford and Anne Marie Squeo, Wall Street Journal, December 2, 2003). Regardless, Condit himself had to bear enormous personal costs for his mishandling of the mode issue at Boeing, specifically, maintaining delegation practices that put critical decision making authority in the hands of the wrong people.
Figure 2: A cardinal decision issue checklist, with generic framing of the issues as well as illustrative instantiations in rental property decision situations.
All decision management-even the incidental and haphazard variety-amounts to a leader doing things that affect how those around him or her work through the various cardinal issues in the decision problems that confront them. In proactive decision management, the leader aggressively searches for ways to make those effects good ones. In intelligent decision management, the leader succeeds in applying techniques that have a good chance of actually achieving such effects. An essential starting point-like a hitting coach realizing what are the key elements of a batting swing-is simply recognizing that the mission is to assure that, somehow, the decision makers in his or her sphere of influence (whether they are subordinates, peers, or superiors) resolve the various cardinal issues better than they would have otherwise. In fact, I often advise managers that, when they are concerned about an especially significant problem in the organization, they would do well to deliberately review a checklist of the 10 cardinal decision issues. At minimum, they should then explicitly articulate for themselves the form that each issue takes for the dilemma at hand. Often, sensible ways to proceed become immediately apparent solely as a result of this simple exercise. Figure 2 sketches a generic statement for each issue as well as how a manager might articulate that issue for problems similar to those one might see at Fairview Associates.
Decision research and practical business experience have pointed to a host of techniques and tools a leader can apply to facilitate the successful negotiation of various cardinal decision issues. And accomplished decision managers, like many I have observed over the years, are constantly on the lookout for more. Many even invent their own. As an illustration, one of my favorite tools is the "O-P-O cycles" technique. In a given situation, the "possibilities" cardinal decision issue asks, "What are the various things that could potentially happen if we took that action – things we care about?" This issue speaks to what can be an especially devastating variety of blindsiding. Specifically, it refers to instances in which we choose a course of action that yields disastrous consequences that never even came to mind as possibilities when we were weighing that course. An example might be a case in which we are considering extensive apartment construction, yet the possibility of sharply plunging home mortgage interest rates never enters the discussion.
Suppose that O-P-O cycles are made a part of the deliberation process and a particular proposal or "option" (the "O" in "O-P-O") comes to the table. Then there is a recommendation that the deciders apply procedures that aggressively seek to bring to the surface serious potential consequences or "possibilities" associated with that option (the "P" in "O-P-O"), ones that normally would be unlikely to come to mind. Common surfacing procedures are variants of brainstorming and devil's advocacy techniques. The possibilities that are brought to the deciders' attention often cause them to recognize serious shortcomings in initial proposals. The second "O" in "O-P-O" calls for the deciders to try to refine the original option such that it retains its essential merits but precludes the adverse possibilities that are now recognized. Then another O-P-O cycle begins. That is, the "new and improved" prospective action is subjected to its own round of attempts to identify its non-obvious, problematic possibilities. The process is repeated until little emerges in successive cycles that was not seen before.
Another escape from neglect: History analysis
Proactive and intelligent decision management, as I have described it so far, attacks the decision neglect problem on a decision-by-decision basis. That is, if one of the leaders in an organization assumes personal responsibility for seeing that decisions are proactively and intelligently managed, then obviously many of the decisions that ordinarily would have been neglected escape that fate. But there are limits to the reach of this strategy. After all, one leader is just that – only one leader. Another decision management tool that I recommend for periodic application to entire organizations or units, history analysis, is thus a valuable complement.
When a major industrial accident or transportation catastrophe occurs, there is an intense investigation. Fundamentally, investigators seek to answer this question: "What can we learn from this tragedy that can help us improve the system, thereby reducing the odds of similar disasters in the future?" History analysis, as applied by decision managers in an organization setting, adapts the aims, spirit, and many of the specific techniques used by catastrophe investigators. In the aftermath of an airliner crash, the objective is new regulations, technologies, training methods, and the like, that make the air transport system significantly better than it was before. Here, the goal is refinements in any and all of the practices in an organization that have measurable impact on the organization's performance.
Industrial and transportation accident investigators rely heavily on methods often labeled with terms such as "root cause analysis," and so does history analysis. (Root Cause Analysis Handbook: A Guide to Effective Incident Investigation, EQE International, Knoxville, Tennessee, 1999). History analyses do not have to start with disasters like airplane crashes or the vacancy crisis at Fairview Associates, although disasters should indeed initiate analyses. More generally, any organization is wise to commit people and resources to a history analysis whenever there is a major change – positive or negative – in the organization's fortunes over a period of time. As in standard root cause analytic techniques, a key element of history analyses is the construction of the chains of causes or contributors that ultimately resulted in the organization's change in fortune. The analysis starts with the most immediate contributors. For instance, in the case of Fairview Associates, the immediate contributing factor to their revenue plunge was an increase in vacancies. For every factor uncovered in an analysis, the investigators must then ask, ad nauseum, "And why did happen?" The eventual result will be a causal factor chart that, at a glance, provides a literal picture of the origins of the change in fortune.
To make the whole enterprise worthwhile, those conducting the history analysis must isolate contributing factors that have two characteristics. First, they must represent things that the organization can actually do something about, including anticipating and avoiding if not actively changing. Second, the costs of doing something about those factors must be more than offset by the benefits to the organization of doing so. For the reasons discussed earlier, such as misattribution and bolstering, ordinary history analyses are likely to suffer from decision neglect. That is, those analyses will tend to omit the true contributions of decisions to an organization's trials and triumphs. In the variety of history analysis that I advocate, the analysis team must include a decision monitor whose role, like that of a proactive decision manager generally, is to constantly prod the rest of the team, assuring that they do not, in fact, fall prey to neglect. A word of caution (and advice): History analyses are doomed to failure if people perceive them to be witch hunts, attempts to assign blame and punish individuals for their personal contributions to the organization's troubles. So it is essential that history analyses be genuinely broad, collaborative exercises in which all the participants settle in advance on ways to guarantee that the outcomes will be process improvements, not recrimination.
Personal leadership matters. It is hard to bring to mind even a single significant innovation in which one or more individuals failed to take the initiative and personally make sure that things happened. The same underlying principle holds here. No organization will free itself of the ravages of decision neglect unless somebody with "weight" in the organization assumes the mantle of champion for efforts like those I have sketched, proactive and intelligent decision management and history analysis. But if that happens, the sky is the limit.
J. Frank Yates
J. Frank Yates is a professor of marketing, business administration, and psychology at the University of Michigan Business School, where he is also the coordinator of the Decision Consortium,….Read J. Frank Yates's full bio
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A young hairdresser from Cornwall took judges through the looking glass at the Cornish Skills Challenge 2013 competition and catwalk show, adding a twist to the 'Best of British' theme.
The competition was hosted by Truro and Penwith College and gave 154 competitors from colleges, salons and other training providers the chance to demonstrate their hair, beauty and complementary therapies skills.
The level two hair class was won by Truro and Penwith College hairdressing student Safi Mackie, 16, who showed off her flair for hair with a Lewis Carroll inspired look.
She said: "I called my creation 'Mad Hatter with a twist,' taking all of the characters from Alice in Wonderland and combining them."
Safi's design, modelled by fellow Truro and Penwith College student Liberty Sinock O'Neill, 16, also incorporated a dress made from 12 packs of playing cards and a hat made from real hair, recrafted from hairdresser's dummies.
Safi and winners in other categories will have the chance to go on to regional and national competitions.


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Who Remember's BBC2's "Three's a Crowd"?
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The first version aired in syndication from September 17, to February 1, The second version ran in on Game Show Network. Hosted by Jim Peck , this version's tagline was "Who knows a man better, his wife or his secretary? Three sets of husband-wife-secretary teams appeared, and the game started with the men answering three pointed questions, usually referencing their wives and secretaries in ways that would lead to potential marital discord. The secretaries then were brought back to answer the same questions, followed by the wives. The men received an announced prize for their participation. According to Barris in his first autobiography, The Game Show King , the protests against the show—as well as the sometimes-evident lack of fun the contestants seemed to be having on it—prompted him to retreat from television production entirely. Barris wrote that "The public backlash from Three's a Crowd not only caused the program to be canceled, but it took three other TV shows of mine with it.
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This article was originally published in CNN Revelers in the rainbow-washed crowd smiled and cheered as the little blond girl in the parade float pageant-waved to the B's "Love Shack. Chat with us in Facebook Messenger. Find out what's happening in the world as it unfolds.
Buy Three's a Crowd: The Dynamic of Third Parties, Ross Perrot, and We'll e-mail you with an estimated delivery date as soon as we have more In clear and incisive language, authors Ronald Rapoport and Walter Stone show readers.
Welcome to the Digital Spy forums. Forums Recent Rules My Activity. Hey there! Sign In Register. Digital Spy has launched its first-ever digital magazine with exclusive features, interviews, and videos! Download and get more information here. Sign up to Digital Spy's newsletter to get the biggest news and features sent straight to your inbox. Not the sitcom, but a reality show gameshow presented Claudia Winkleman in the early s. It was on in early evening more than once a week i recall.
The plot is, 3 straight people enter a 3 room apartment and if it's 2 women and 1 guy, the guy has to date both and vice versa. I can't believe how obscure this is, there is no mention of it in wikipedia, and claudia's imdb profile. I remember after the end of the series there were looking for more applicants, but the show never came back.
'Three's Company' had plenty of behind-the-scenes drama, and in this exclusive Once John Ritter's physical comedy took over, and the show became more of a comedy That pretty much sums up the American version, Three's a Crowd, as well. Halle Berry's Personal Trainer Confirms She's Dating an 'Amazing Guy'.
Watch the trailer. Title: Three's a Crowd 11 Jul The house is thrown into turmoil when Gio and Kaylen's perfect relationship starts to fall apart. Asaf sleeps with the wrong person. Looking for something to watch? Choose an adventure below and discover your next favorite movie or TV show. Sign In. Keep track of everything you watch; tell your friends.
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Shows People Theatres Awards. Three's a Crowd. Musical Revue Original Broadway.
Three's a Crowd (Original, Musical, Revue, Broadway) opened in New York City Oct 15, and played through Jun 6, Opening Date. Oct 15,
Two people can learn to cooperate with each other intuitively — without communication or any conscious intention to cooperate. But this process breaks down in groups of three or more. A study by members of the University of Leicester's School of Psychology and Department of Economics set out to explain how two people learn to cooperate without even knowing that they are interacting with each other.
In larger groups, explicit communication is needed to coordinate actions. The research, funded by the British Academy, has helped to explain the mechanisms of intuitive cooperation. The researchers conducted a series of laboratory experiments with groups of various sizes and developed a mathematical model of the intuitive learning process.
Experimental participants received financial gains or losses after pressing one of two buttons on a computer, unaware that the outcome depended not on their own choice but on their neighbour's. It turned out that after many repetitions of the game, gains gradually exceeded losses in groups of two but not in three-person and larger groups. Professor Colman said: "Here's a simple example that shows the basic idea. Every morning, Alf chooses whether to give his son raisins or cheese sticks to snack on during the day.
Similarly, Beth chooses between popcorn or peanuts for her daughter's snack.
Tierra Cox is a poet and a writer who has been writing for public audiences for the past three years on her blog on Tumblr. Crafting her tales with elements of fantasy and the paranormal, she also mixes in multicultural love. Tierra is fueled by the idea of blending the two, specifically for black women and POCs.
Three's a Crowd: Third Parties and WTO Dispute Settlement – Volume 58 Issue 3 holds for whether a case went all the way to a ruling, as the figure shows.
The show's main parts was at a flat in London. Three contestants take part: one of one gender, and two of the other. The gender of which there was one of them became the picker, and they would go on two mini-dates e. When they went on their dates, the picker would choose who which one of the two it would be with by picking one of two cards. There was then a second date with another random pick.
This means of course that someone could not be picked for either date, which could be rather frustrating for them. All three then talk about their experience of the dates. After the dates, they would return to the flat. The picker then put on the table the picture of the one that they wanted to stay, the other one had to leave. Then came the big decision: At pm, they had ten minutes to both come out of their room if they want to leave as a couple.
Sometimes only one would come out and they would have to go back to their room disappointed, wondering what might have been. If they did both come out, they were allowed to leave, and the cycle would begin again with three new people. This meant that the picker could now become one of two competing for attention. Sign In Don't have an account?
Essay tests are solo events, novels are written in lonely garrets, and we don't want to get into poetry and pain. When you write across the curriculum, however, you're likely to be called upon to do some collaborative writing. Collaborative writing involves several people working together to create a document. The participants may be working in the same place, different places, at the same time, or at different times.
Three's a Crowd book. Read 14 reviews from the world's largest community for readers. Madison has mono! Gramma Helen comes to take care of her, and soon.
She and Dave never knew they could be so happy until Karla Moreno came along. After being bombarded with questions about their unique relationship, the trio is finally telling their story. Rebecca Grossmann, 31, and Dave Gilbert, 37, met over a decade ago and shared an undeniable connection. They were both working as store managers and gave each other a new reason to be excited about work.
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When EVAN and PATRICK go on their first dinner date, their connection is immediate. Adusumilli in Three's a Crowd () Patrick Cohen and Nigel Campbell in Three's a Crowd () "Three's a Crowd" Nigel Show more on IMDbPro».
Following the previous mission, you may be at a loss as to what to do. Start by driving around, preferably back towards your safe house on Mohawk Avenue. Once you've driven around for long enough, the game will inform you that you've received your first text message, and it will let you know how to read it. It appears Roman is in some trouble, and he'll ask you to head back to the taxi office. Do that now. When you arrive, you'll find yourself unsurprised to see that the loan sharks you dodged earlier are once again after your cousin for the money he owes them.
They start messing the place up a bit, but when one makes the mistake of holding a knife to Niko, he shows him who's boss. The two Albanians run off, one with a broken arm, and thereafter Roman asks you to go pick up Mallorie and her friend from the subway while he cleans up the mess the loan sharks left. You'll swing right from the taxi office's garage, be brought back to Mohawk Avenue, and will ultimately bob and weave your way to the south side of the borough, where these two women will be waiting for you at the Hove Beach Station on Crockett Avenue.
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Jay Inslee Mario Cristobal Clay Helton Nick Rolovich Sports Immunizations Public health Health Sports governance COVID-19 pandemic College sports College football Football Coronavirus Infectious diseases Diseases and conditions Lung disease
Pac-12 UCLA Oregon USC Washington State
Heading to Oregon for college football? You'll need a mask
By ANNE M. PETERSON - Aug. 31, 2021 06:35 PM EDT
Fans wave from the stands during an NCAA college football game between Hawaii and UCLA on Saturday, Aug. 28, 2021, in Pasadena, Calif. (AP Photo/Ashley Landis)
EUGENE, Ore. (AP) — Fans in Eugene for No. 11 Oregon's home opener against Fresno State on Saturday will need be to wear masks — regardless of vaccination status — as COVID-19 cases surge nationwide.
But at Utah, state regulations ban mask requirements, so the Utes can only offer suggestions.
As the college football season opens, Pac-12 teams have a patchwork of varied regulations to follow when it comes to the coronavirus.
Oregon and Oregon State became the first Power Five schools to require proof of vaccination or a negative COVID-19 test for people over the age of 12 to attend football games. Other schools followed.
But a new mask requirement, even at outdoor events, kicks in across Oregon on Friday, per order of Gov. Kate Brown. It impacts venues where social distancing is not possible — like football games. Children under 5 are exempt.
"The Delta variant is much more contagious than previous variants we've seen, and it has dramatically increased the amount of virus in our communities," Brown said in a statement. "Masks have proven to be effective at bringing case counts down, and are a necessary measure right now, even in some outdoor settings, to help fight COVID and protect one another."
USC and UCLA are also requiring masks, per local health regulations. USC has additionally halted on-campus tailgating.
MOSTLY SUGGESTIONS
Utah opens it's season at home Thursday against Weber State, and it's an opportunity for fans to get a first look at the stadium expansion project that increased capacity to 51,444.
The school encourages fans to wear masks, but that's as far as it can go. In May, the state enacted legislation that bans schools from imposing mask mandates.
"In accordance with state law, the university is not requiring attendees of university events to wear masks, or to prove vaccination status. However, consistent with the university's messaging, Utah athletics is strongly encouraging fans to wear masks when attending games, in the interests of health and safety," the school said in a statement.
Like most of the league's other schools, Washington requires masks at indoor spaces at Husky Stadium, and also suggests its fans mask up when they can't socially distance. At California, fans are "strongly encouraged" to wear masks.
LOWER ATTENDANCE?
With the delta variant giving rise to cases across the country, the lingering question is whether fans will avoid games.
The announced crowd was 32,982 for UCLA's 44-10 win over Hawaii last weekend, but the actual crowd appeared much smaller. It was the second-lowest attendance at the Rose Bowl since the Bruins started playing there in 1982.
Of course, it could have been the heat — it was 95 degrees — or the fact that students have not yet returned to school.
A clearer picture will no doubt emerge Saturday when the Bruins host No. 16 LSU.
WHERE THEY'RE AT
Arizona's football team is 100% vaccinated.
USC coach Clay Helton said last week that 119 players (or just over 95%) are vaccinated.
Indeed, the Pac-12's programs that are reporting rates are all over 85% vaccinated
"Our guys have worked really hard and have done everything possible to get themselves in great condition in preparation for this opportunity for this season. They've obviously taken protocol and COVID very seriously," Oregon coach Mario Cristobal said. "We're almost just about in the mid-90s (percent) from a vaccination perspective, which is important. This means a lot to them, so they want to take every precaution that they can."
HOLDING OUT?
Washington State coach Nick Rolovich initially said he would not receive the vaccine. But then Washington Gov. Jay Inslee mandated that all state employees be vaccinated unless they have medical or religious exemptions.
Rolovich has since said he would comply with the mandate but won't say if he's vaccinated or applied for an exemption. The deadline is Oct. 18.
Rolovich's vaccination status could mean he's on the hot seat in just his second season with the team if it continues to draw negative attention on Washington State. His stance drew criticism when he was the only Pac-12 coach who could not appear in person at the league's media day.
It remains to be seen whether recruiting has been impacted.
More AP college football: https://apnews.com/hub/college-football and https://twitter.com/AP_Top25