text:
Cell Phone Safety?
June 25, 2001, Rights.com
North Carolina's Highway Safety Research Center revealed that only 1.5% of traffic accidents were caused by drivers distracted by cell phones; meanwhile, fiddling with car radios caused nearly eight times as many deadly accidents, according to the same study. Eating in the car is at least as deadly as cell phone use (probably more given the Washington Post article, below). Hope you don't switch stations or CDs either. And, quieting a screaming child ranked above cell phones as causes of accidents.
So, if you think the cell phone ban is good, pull out the radio, the radar detector, and don't talk to anyone while you are in the car. And don't even think about putting make-up on in the car.
Oh yes, and please remember: "They that can give up essential liberty to obtain a little temporary safety deserve neither liberty nor safety." Benjamin Franklin. Variations upon this quotation were commonly used by ALL the founders during the Revolution. Think like the men and women who fought for their freedom and yours. Think like people who care about liberty. Don't think like people who need to be babied by the government. For too long people have been afraid to think for themselves and care about their freedoms. Don't be a lemming mindlessly following the liberal press. Don't let the busybodies and statists out there use you to further their aims.
It is already the law in every state that you cannot drive recklessly. Recklessness is recklessness, no matter what the cause.
Also, think about this: According to a federal analysis of 1997 crash data by the National Highway Traffic Safety Administration, cell phones were a factor in only 57 deaths that year, even though there were 100 million cell phone users around the country. Drunk driving, by contrast, killed approximately 16,000 people in 1997, according to Mothers Against Drunk Driving.
Mindless acceptance of "statistics" and "facts" cited to support further intrusions on our individual liberties will only lead to irreperable erosion of our freedom.
Check out these links, if you care to be informed about the issue:
1. (Washington Post: Crash Analysis Lets Cell Phones off Hook) http://www.washingtonpost.com/wp-dyn/articles/A60521-2001May7.html
2. San Francisco Chronicle: Wheels and Meals Driving with a Soda as Risky as a Cell Phone http://www.sfgate.com/cgi-bin/article.cgi?file=/chronicle/archive/2001/04/11/MN182630.DTL
3. San Francisco Chronicle: Dashboard Dining Distracts Drivers, Health Department Says http://www.sfgate.com/cgi-bin/article.cgi?file=/news/archive/2001/04/10/state2002EDT0224.DTL
4. Also quite interesting: http://www.lp.org/press/op-eds.php?function=view&record=5


Whether you're living alone, or simply spend a lot of your time at home alone, you want to make sure you feel safe and secure in your everyday life. Knowing that each bump in the night could startle you, you want to give yourself piece of mind, and the comfort of knowing that you've done all you can to keep yourself safe.
These can either be ones that make a sound when dislodged, or one to merely keep the door closed. If you have a bar in your sliding windows and doors, no matter how hard someone tries to slide the door, they can't get in. They'd have to break the window and make a lot of noise- detouring most common intruders, and giving you time to call the proper authorities.
This may seem like a no-brainer, but avoid talking about how you're not home, or that you're home alone. Things like "Another night in home with the cat" can attract thieves and intruders who know you're home alone by yourself.
If you have a car, sounding your car alarm from bed when you think someone is trying to break in may be enough to scare them off. Similarly, sounding an air horn from an open window will be enough to alert neighbours, and scare anyone looking to escape unnoticed.
You may think that your regular locks are enough, but by adding additional safety proofing locks that help keep doors secure, and can't be broken are the added piece of security that can keep the intruders from getting to you, giving you enough time to get to safety or call the police.


text:
EPJ E Highlight - Towards tailor-made adhesives
Published on 24 January 2014
View of the cavitation process, with blue contours representing the borders of the cavities. © Tanguy et al.
The inner structure of soft adhesive materials during the debonding process is, for the first time, under scrutiny in the hope of producing new, improved adhesives in the future
Tape, self-adhesive labels, Post-it notes and masking tape all contain soft adhesives. This makes them easy to remove—a process referred to as debonding. French scientists have studied how soft adhesives work in the hope of facilitating the design of more efficient adhesives. Francois Tanguy, a researcher at ESPCI ParisTech, the School of Industrial Physics and Chemistry, in Paris, France, and colleagues have, for the first time, performed a precise analysis of the material deformation and structure during the course of debonding for several model adhesives. Their findings are published in EPJ E. By better understanding the connection between the energy dissipated by the polymeric material with adhesive qualities and its response to traction, they hope to improve models of adhesive performance.
The debonding process itself consists of the emergence of cavities close to the rigid substrate. These grow inside the adhesive material to form a foam-like structure with elongated walls between cavities, called fibrils, until they eventually detach from the substrate completely.
Tanguy and colleagues studied how forces shape cavities during the debonding process. This led them to provide first estimates of the effective elongation and effective stress inside the material's fibrils. This structural data is then linked to results from previous traction experiments performed on soft adhesives, which mainly consist of nominal stress and strain values.
They used a so-called Probe Tack set up. Namely, they measured the displacement and force applied using a cylindrical probe brought into contact with a substrate and then subsequently detached. They combined these measurements with a visualization of the debonding mechanisms. They then relied on image-processing techniques to analyse the evolution of the debonding geometry of different model materials in detail. Finally, they performed a qualitative comparison of the heterogeneous deformation of the bubbles in space and time with that of homogenous traction tests.
Quantitative analysis of the debonding structure of soft adhesives. F. Tanguy, M. Nicoli, A. Lindner, and C. Creton (2014), European Physical Journal E 37: 3, DOI 10.1140/epje/i2014-14003-8
F. Croccolo, G. Fragneto and H. Stark
News / Highlights / Colloquia
Policy on Publishing Ethics
Editors/Referees Login
Contact EPJ E
Contents email alert
I am perfectly satisfied by this layout. Let me thank you for the wonderful editorial work.
Pasquale Ciarletta, UPMC, France
ISSN (Print Edition): 1292-8941
ISSN (Electronic Edition): 1292-895X
© EDP Sciences, Società Italiana di Fisica and Springer-Verlag

redpajama_set_name: RedPajamaCommonCrawl


Our Soaring Eagle Signals newsletters are distributed via mail four times annually. Each contains information about what's happening at Soaring Eagle, stories from tribal elders, and fond memories of the past. It also helps you see how the donations we receive go to help the men and women we serve. We invite you to read our most recent newsletters by clicking below. If you'd like to receive future issues, we hope you'll sign up today!


text:
Category: Navy Seals
Another loose end of this flight is the Cargo………. Not a lot of problem other than no one will say what was contained in two and a half tons of cargo that was not on the manifest of cargo.
Read More here and here and here
What concerns me about the need to know about the cargo would indicate if it could possibly have been stolen…..
For instance…… if it were the case of the secret papers of four Chines guys its not a problem to acquire……. if on the other hand it were gold bars or say….. a working cloaking device that could be used by other actors on the world stage!
Where did the Cargo come from?
After this "highly suspicious" cargo was off loaded from MV Maersk Alabama, on 17 February, the GRU reported it was then transferred to Seychelles International Airport where it was loaded on an Emirates flight bound for Kuala Lumpur International Airport in Malaysia, after first stopping over in Dubai, where it was subsequently loaded onto Flight 370 on 8 March for its scheduled flight to Beijing.
(The GRU (Glavnoye Razvedyvatel'noye Upravleniye) is the main military foreign-intelligence service of the Russian Federation)
You possible may have heard of the MV Maersk Alabama, and may have seen the film on which it is based……………..Captain Phillips with tom hanks and its hijacking near Somalia? The ship i believe was acting in a covert status…. thats why you had the reaction you did from the USA when it was hijacked.
What first aroused GRU suspicions regarding the MV Maersk Alabama was that within 24-hours of its off-loading this "highly suspicious" cargo load bound for Malaysia Airlines Flight 370, the two highly-trained US Navy Seals assigned to protect it, Mark Daniel Kennedy, 43, and Jeffrey Keith Reynolds, 44, were found dead under "suspicious circumstances."
Both these seals were found dead together one morning…….. Both worked for the Trident Group which is linked very closely to Blackstone.
Blackstone and Jacob Rothschild, beneficiaries of Malaysia Airlines flight disappearance ?
Google : Trident Blackstone.
Lets briefly go through what we have…….
Two navy seals (built like brick chisenhausen) pick up a cargo and take it to the Seychelles……. they go home and are found dead.
The cargo is put on MH 370 (not on the manifest) and the plane is lost…………
Personally I do not believe that two seals are gonna die at the same time in the same place ……… it just does not add up.
We still do not know what 2.4 tons of this cargo was…… which leads me to believe that you can put anything on Malaysian aircraft and no one will ask what it is!
Admin	MH 370, Navy Seals, The Cargo	1 Comment May 30, 2018 2 Minutes


text:
Jay-Z - Blueprint 3 - Rhapsody Commercial | Directed By Anthony Mandler
Directed by Anthony Mandler who had also worked with Jay-Z, Rihanna and Kanye West on the video of "Run This Town" from the latest album of Brooklyn's finest, Blueprint 3. Check out the commercial Mandler had produced for Jay-Z's Rhapsody commercial which goes in a narrative of a behind-the-scenes look at the album and related production process. Get a dose before the release date on September 11th, which is also the day of Jay-Z's 9.11 Benefit Concert at Madison Square Garden.
Jay-Z - The Blueprint 3 Cover Art
Jay-Z - The Blueprint 3 Tracklisting
Jay Z - The Making of The Blueprint 3 Artwork
Jay-Z - 9.11 Benefit Concert
Fresh Celeb: NIGO - Billionaire Boys Club x Jay-Z Blueprint 3 Tee
Jay-Z x Interview Magazine
Jay-Z Hits Collection Vol.1 | New Website
Jay-Z and Samsung Release New "4 More" Commercial
© 2021 Freshness Creative Corp., All Rights Reserved


Waving your arms around and talking B*ll*cks.
A manager who flies in, makes a lot of noise, cr*ps on everything, and then leaves.
Single Income, Two Children, Oppressive Mortgage. What yuppies turn into when they have children and one of them stops working to stay home with the kids or start a "home business".
The fine art of whacking the cr*p out of an electronic device to get it to work again.
The rarefied organisational layers beginning just above the rank and file. Decisions that fall from the "adminisphere" are often profoundly inappropriate or irrelevant to the problems they were designed to solve. This is often affiliated with the dreaded "administrivia" and needless paperwork and processes.
One who has bleached/dyed her hair but still has a 'black box'.
The invisible device that ensures your safe arrival home after booze cruise, even though you're too drunk to remember where you live, how you got here, and where you've come from.
A young man of substandard intelligence, the typical adolescent who works in a burger restaurant. The 'no-stars' comes from the badges displaying stars that staff at fast-food restaurants often wear to show their level of training.
The contents of a Wonderbra, i.e. extremely impressive when viewed from the outside, but there's actually naught in there worth seeing.
A bath so hot, that when lowering yourself in, you go: "Oo!Oo!Oo! Aa!Aa!Aa!".
The bus that arrives at the pub on Friday night while you're in the toilet after your 10th pint, and whisks away all the unattractive people so the pub is suddenly packed with stunners when you come back in.
The taxi that arrives at your place on Saturday morning before you wake up, whisks away the stunner you slept with, and leaves a 10-Pinter in your bed instead.
Lol a new one? Will add these ones to the one under pages me thinks some of them are just too good!
MYSTERY BUS & SALMON DAY…oh, I'm laughing the tears out of my eyes!! These are great!!
LOL Brilliant, I received them in an email today…!
Now all you need is an invisible walking stick so the fleece doesn't get trashed!!! 😀 I myself have a wine compass, miracle really that invention!!!
rofl gonna have to use that one for sure! Last thing you do with me is ask for directions… people just don't learn!
Okay, I admit it: I work on a cube farm…… and really girl, PG??? More like an R rating in the US………or at least PG 13…….


text:
import { FeedServiceType, FeedServiceConnection, FeedServiceTypeId, FeedTopic, FeedServiceInfo, InvalidServiceConfigError, FeedTopicId, FeedsError, ErrInvalidServiceConfig, FeedServiceTypeUnregistered, FeedTopicContent } from "@ngageoint/mage.service/lib/entities/feeds/entities.feeds"
import { Json, JSONSchema4, JsonObject } from '@ngageoint/mage.service/lib/entities/entities.json_types'
import * as Asam from './topics/asam'
import * as Modu from './topics/modu'
import { URL } from 'url'
import querystring from 'querystring'

/**
 * MSI is NGA's Maritime Safety Information API.
 */
export class MsiServiceType implements FeedServiceType {

  static readonly SERVICE_TYPE_ID = 'urn:mage:nga-msi:feeds:service_type'

  readonly id: FeedServiceTypeId = FeedServiceTypeUnregistered
  readonly pluginServiceTypeId: string = MsiServiceType.SERVICE_TYPE_ID
  readonly title: string = 'NGA MSI'
  readonly summary: string = 'NGA Maritime Safety Information service'
  readonly configSchema: JSONSchema4 = {
    type: 'string',
    title: 'URL',
    description: "The base URL of a service that implements NGA's MSI OpenAPI definition",
    default: 'https://msi.gs.mil/'
  }

  constructor(readonly transport: MsiTransport) { }

  async validateServiceConfig(config: Json): Promise<null | InvalidServiceConfigError> {
    if (typeof config !== 'string') {
      return new FeedsError(ErrInvalidServiceConfig, { invalidKeys: [], config }, 'config must be a url string')
    }
    try {
      new URL(config)
    }
    catch (err) {
      return new FeedsError(ErrInvalidServiceConfig, { invalidKeys: [], config }, 'invalid service url')
    }
    return null
  }

  redactServiceConfig(config: JsonObject): JsonObject {
    return config
  }

  async createConnection(config: Json): Promise<FeedServiceConnection> {
    return new MsiConnection(topics, config as string, this.transport)
  }
}

const topics: Map<string, MsiTopicModule> = new Map<FeedTopicId, MsiTopicModule>([
  [ Asam.topicDescriptor.id, Asam ],
  [ Modu.topicDescriptor.id, Modu ]
])

export class MsiConnection implements FeedServiceConnection {

  constructor(readonly topics: Map<FeedTopicId, MsiTopicModule>, readonly baseUrl: string, readonly transport: MsiTransport) {}

  async fetchServiceInfo(): Promise<FeedServiceInfo> {
    return {
      title: 'NGA Maritime Safety Information Service',
      summary: 'Provide global maritime geospatial intelligence in support of national security objectives, including safety of navigation, international obligations, and joint military operations.'
    }
  }

  async fetchAvailableTopics(): Promise<FeedTopic[]> {
    return Array.from(this.topics.values()).map(x => x.topicDescriptor)
  }

  async fetchTopicContent(topic: string, params?: JsonObject | undefined): Promise<FeedTopicContent> {
    const topicModule = this.topics.get(topic)
    if (!topicModule) {
      throw new Error(`unknown topic: ${topic}`)
    }
    const req = topicModule.createContentRequest(params)
    const res = await this.transport.send(req, new URL(this.baseUrl))
    return topicModule.transformResponse(res, req)
  }
}

export interface MsiRequest {
  method: 'get' | 'post'
  path: string
  queryParams?: querystring.ParsedUrlQuery
  body?: Json
}

export interface MsiResponse {
  status: number
  body: Json
}

export interface MsiTransport {
  send(req: MsiRequest, baseUrl: URL): Promise<MsiResponse>
}

export interface MsiTopicModule {
  topicDescriptor: FeedTopic
  createContentRequest(params?: JsonObject): MsiRequest
  transformResponse(res: MsiResponse, req: MsiRequest): FeedTopicContent
}

redpajama_set_name: RedPajamaGithub


text:
Determining attitudes
Psychological case study on depression
Home computer homework help The importance of acoustic in sound
The importance of acoustic in sound
IECencompassing sound, at a given place, being usually a composite of sounds from many sources near and far. The SI unit is the Pascal, Pa which is very small relative to the atmospheric pressure.
Thus, the speed of sound is proportional to the square root of the ratio of the bulk modulus of the medium to its density. Those physical properties and the speed of sound change with ambient conditions. For example, the speed of sound in gases depends on temperature.
The speed of sound is also slightly sensitive, being subject to a second-order anharmonic effect, to the sound amplitude, which means there are non-linear propagation effects, such as the production of harmonics and mixed tones not present in the original sound see parametric array.
Perception of sound[ edit ] A distinct use of the term sound from its use in physics is that in physiology and psychology, where the term refers to the subject of perception by the brain. The field of psychoacoustics is dedicated to such studies. Historically the word "sound" referred exclusively to an effect in the mind.
However, owing to contemporary usage, definitions of sound as a physical effect are prevalent in most dictionaries. Consequently, the answer to the same question is now "yes, a tree falling in the forest with no one to hear it fall does make a sound". The physical reception of sound in any hearing organism is limited to a range of frequencies.
Other species have different ranges of hearing. As a signal perceived by one of the major sensessound is used by many species for detecting dangernavigationpredationand communication.
Many species, such as frogs, birds, marine and terrestrial mammalshave also developed special organs to produce sound. In some species, these produce song and speech. Furthermore, humans have developed culture and technology such as music, telephone and radio that allows them to generate, record, transmit, and broadcast sound.
Noise is a term often used to refer to an unwanted sound. In science and engineering, noise is an undesirable component that obscures a wanted signal. However, in sound perception it can often be used to identify the source of a sound and is an important component of timbre perception see above.
Soundscape is the component of the acoustic environment that can be perceived by humans.
The acoustic environment is the combination of all sounds whether audible to humans or not within a given area as modified by the environment and understood by people, in context of the surrounding environment. There are, historically, six experimentally separable ways in which sound waves are analysed.
More recent approaches have also considered temporal envelope and temporal fine structure as perceptually relevant analyses. Pitch perception Pitch is perceived as how "low" or "high" a sound is and represents the cyclic, repetitive nature of the vibrations that make up sound.
Acoustic impedance and intensity: From Physclips Waves and Sound Absorption coefficients ofFRK, and a popular brand of sculpted acoustic foam at different frequencies. All material is two inches thick and applied directly to a wall.
Accelerometer Ben Burtt creating a sound effect Sound Design of Star Wars compiled by Sven E Carlsson Sounddesigner Ben Burtt's responsibility on Star Wars was to create specifically unusual sounds - weapons, vehicles, character and key backgrounds. Ben Burtt was a film sound buff as a child he recorded and replayed the sound tracks of his favorite movies Burtt enrolled at the university of Southern California's film school with the intention of becoming a director.
testimonial Acoustic impedance, which has the symbol Z, is the ratio of acoustic pressure p to acoustic volume flow U. There is a close analogy with electrical impedancethe ratio of AC voltage V to current I.
For simple sounds, pitch relates to the frequency of the slowest vibration in the sound called the fundamental harmonic. In the case of complex sounds, pitch perception can vary. Sometimes individuals identify different pitches for the same sound, based on their personal experience of particular sound patterns.
Selection of a particular pitch is determined by pre-conscious examination of vibrations, including their frequencies and the balance between them.
Specific attention is given to recognising potential harmonics.
Acoustic Blues Guitar Rhythm – "Blues In E…"
Figure 1 shows an example of pitch recognition. During the listening process, each sound is analysed for a repeating pattern See Figure 1: Duration[ edit ] Figure 2.
Duration perception Duration is perceived as how "long" or "short" a sound is and relates to onset and offset signals created by nerve responses to sounds. The duration of a sound usually lasts from the time the sound is first noticed until the sound is identified as having changed or ceased.
For example; in a noisy environment, gapped sounds sounds that stop and start can sound as if they are continuous because the offset messages are missed owing to disruptions from noises in the same general bandwidth.The importance of sound diffusion in recording studios cannot be overstated enough, in my humble opinion.
However, too many of us opt for absorptive treatment when confronted with a . Buy Acoustic Panels and Acoustic Insulation & Accessories at initiativeblog.com Call or Shop online. Speak with an Acoustic Expert today! Without proper acoustic treatment in a control room, you could spend £, on a monitoring system and still have mixes that sound terrible elsewhere.
Mixes created at Empire sound right wherever you listen, because once again purpose built bass traps have been employed to control the low frequencies.
Acoustics is the branch of physics that deals with the study of all mechanical waves in gases, liquids, and solids including topics such as vibration, sound, ultrasound and infrasound.A scientist who works in the field of acoustics is an acoustician while someone working in the field of acoustics technology may be called an acoustical initiativeblog.com application of acoustics is present in almost.
Ethan Winer is co-owner of RealTraps, a leading manufacturer of acoustic treatment initiativeblog.com has at various times earned a living as a professional musician, computer programmer, circuit designer, recording engineer, composer/arranger, technical writer, acoustician, and college instructor.
SOUND CONTROL IN MULTI-FAMILY WOOD-FRAME BUILDINGS 3 Frequency is a measure of the number of oscillations per second of particles set in motion by a sound initiativeblog.com more rapidly a sound source vibrates,the higher the sound pitch it initiativeblog.com example,a.
The different causes of death in the workplace
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The Importance of Acoustics - Empire Recording Studios, Guildford, Surrey ,UK


To err is human – to really stuff up, you need a computer.
🤣🤣 That poor guy reminds me of my late Dad, and my hubby. Hubby gave up on computers altogether when he retired.
Heh, heh. Sometimes those ads can outsmart even the most savvy person.
Yes, can empathise with the others with non-tech parents!


text:
Ladministrateur de la santé publique des États-Unis (), parfois dit chirurgien général des États-Unis (traduction littérale), est le chef opérationnel du , le service en uniforme du Service de santé publique des États-Unis et l'un des huit services en uniforme des États-Unis.

L'administrateur est le principal porte-parole du gouvernement fédéral des États-Unis pour les questions de santé publique. Le bureau et le personnel de l'administrateur de la santé publique sont connus sous le nom de Office of the Surgeon General (OSG), qui est hébergé au sein du bureau du secrétaire adjoint à la Santé.

L'administrateur de la santé publique des États-Unis est nommé par le président des États-Unis et confirmé par le Sénat. Il doit être choisi parmi les personnes qui sont membres du corps régulier du Service de santé publique des États-Unis et ont une formation spécialisée ou une expérience significative en matière de programmes de santé publique. L'administrateur a un mandat de quatre ans. Selon que l'actuel secrétaire adjoint à la Santé est un officier membre du Service de la santé publique, il est l'officier supérieur ou suivant le plus gradé du corps commandé, portant le titre de vice amiral.

Responsabilités
L'administrateur de la santé publique des États-Unis relève du secrétaire adjoint à la Santé. Il peut être vice-amiral trois étoiles ou amiral quatre étoiles. Il est le principal conseiller du secrétaire à la Santé et aux Services sociaux pour les questions scientifiques et de santé publique. L'administrateur de la santé publique est le chef d'un corps de  de la santé en uniforme. Ceux-ci sont en service 24 heures sur 24 et peuvent être déployés par le secrétaire ou le secrétaire adjoint à la Santé en cas d'urgence de santé publique.

L'administrateur de la santé publique est également l'autorité suprême en matière d'attribution de plusieurs prix et décorations relatifs à la santé publique, dont le plus important est la médaille de l'Administrateur de la santé publique (la plus haute distinction décernée est la médaille pour services extraordinaires rendus aux services de santé publique). L'administrateur de la santé publique a également de nombreuses tâches moins formelles, telles que l'instruction du public américain sur les questions de santé et les recommandations sur les modes de vie sains.

Le bureau émet aussi périodiquement des avertissements de santé. L'exemple le plus connu est peut-être l'étiquette de mise en garde de l'administrateur de la santé publique, présente sur tous les paquets de tabac américains depuis 1966. Un avertissement de santé similaire est apparu sur les étiquettes des boissons alcoolisées depuis 1988.

Histoire

En 1798, le Congrès établit le Marine Hospital Fund, un réseau d'hôpitaux accueillant des marins malades et handicapés. Le Fonds des hôpitaux de la marine est réorganisé sur un modèle militaire en 1870 et devient le service des hôpitaux de la marine, prédécesseur du Service de santé publique des États-Unis. Le service est devenu un bureau séparé du département du Trésor avec son propre personnel, son administration, son siège à Washington et le poste de superviseur de la santé publique (devenu par la suite « administrateur de la santé publique »).

Après 141 ans sous la tutelle du département du Trésor, le service passe sous l'autorité de la  en 1939, puis sous celle du département de la Santé, de l'Éducation et des Services sociaux des États-Unis (HEW) en 1953 et enfin du département de la Santé et des Services sociaux des États-Unis (HHS).

Certains administrateurs de la santé publique se distinguent par leur franc-parler ou par la promotion de propositions controversées sur la manière de réformer le système de santé américain. Le bureau n'est cependant pas particulièrement puissant et a peu d'impact statutaire direct sur l'élaboration des politiques, mais les administrateurs sont souvent des porte-voix de politiques de santé sans précédent, prévoyantes, non conventionnelles ou même impopulaires.

Le , le contre-amiral Luther Leonidas Terry, MD, publie un rapport historique affirmant que fumer pouvait être dangereux pour la santé suscitant des engagements nationaux antitabac. Terry et son comité postulent cependant que l'usage de la cigarette contenant de la nicotine ne créait pas de dépendance. Le comité était composé en grande partie de médecins, fumeurs eux-mêmes. Ce rapport n'est pas corrigé pendant 24 ans.

En 1986, le rapport du vice-amiral Charles Everett Koop sur le sida préconise une forme d'éducation sur le sida dès les premières années de l'école élémentaire et soutient pleinement l'utilisation de préservatifs pour la prévention des maladies. Il résiste également aux pressions exercées par l'administration Reagan voulant que l'avortement soit reconnu comme « psychologiquement nocif pour les femmes », statuant qu'il s'agissait d'un « problème moral plutôt que d'un problème de santé publique ».

En 1994, la vice-amirale Joycelyn Elders prend la parole lors d'une conférence des Nations unies sur le sida. On lui a demandé s'il serait approprié de promouvoir la masturbation comme moyen d'empêcher les jeunes de s'adonner à des activités sexuelles plus risquées. Elle répond alors : . Elle s'est également prononcée en faveur de l'étude de la légalisation des drogues et dans une référence à la question nationale de l'avortement, déclare : . À la suite de positions jugées trop « libérales » notamment sur l'accès à la contraception en milieu scolaire, le président Bill Clinton lui demande de remettre sa démission en .

L'armée de terre, la marine et l'armée de l'air des États-Unis ont également des officiers chargés des questions médicales dans leurs services respectifs ; ils portent le titre de « médecin général ».

Les insignes d'administrateur de la santé publique et de l'USPHS utilisent le caducée d'Hermès ou Mercure plutôt que le bâton d'Asclépios ou d'Esculape, utilisé par d'autres professionnels de santé aux États-Unis.

L'administrateur de la santé publique est un officier du Corps de la Santé publique des États-Unis, l'un des huit services en uniforme des États-Unis. Selon la loi, il occupe le rang de vice amiral. Les officiers du Corps de Santé publique sont classés comme non combattants, mais peuvent être soumis au Code de justice militaire et aux Conventions de Genève lorsqu'ils sont désignés par le commandant en chef comme une force militaire ou s'ils sont détachés ou assigné à travailler avec les forces armées. Les officiers membres de ces services portent des uniformes similaires à ceux de la marine américaine, à ceci près que les décorations, boutons et insignes sont uniques. Les officiers du Service de santé publique des États-Unis portent des insignes distincts, similaires à ceux des officiers d'état-major de la marine américaine (notamment le Corps du service médical de la marine ou le Corps des approvisionnements).

Le seul administrateur de la santé publique à détenir le rang d'amiral quatre étoiles était David Satcher (1998-2002). En effet, il exerce simultanément les fonctions d'administrateur de la santé publique (trois étoiles) et de sous-secrétaire à la Santé (poste à quatre étoiles).

John Maynard Woodworth (1837-1879), en poste de 1871 à 1879, premier titulaire du bureau en tant que « chirurgien superviseur », est le seul administrateur de la santé publique à ne pas avoir occupé de rang de cette nature.

Administrateurs de la santé publique des États-Unis

Sources

Notes et références

Annexes

Articles connexes

 Surgeon General of the United States Army

Liens externes

  Previous Surgeons General - Office of the Surgeon General (administrateurs de la santé publique précédents).

Santé aux États-Unis
Soins de santé aux États-Unis
Personnalité politique américaine
Ministère de la Santé
Département exécutif des États-Unis
Histoire militaire des États-Unis
Personnalité des Forces armées des États-Unis

redpajama_set_name: RedPajamaWikipedia


text:
Maxim Integrated Products (MXIM)
Description of Maxim Integrated Products
Maxim Integrated Products, Inc. - Common Stock
Statistics of Maxim Integrated Products (YTD)
'Total return, when measuring performance, is the actual rate of return of an investment or a pool of investments over a given evaluation period. Total return includes interest, capital gains, dividends and distributions realized over a given period of time. Total return accounts for two categories of return: income including interest paid by fixed-income investments, distributions or dividends and capital appreciation, representing the change in the market price of an asset.'
The total return, or increase in value over 5 years of Maxim Integrated Products is 113.2%, which is higher, thus better compared to the benchmark SPY (66.1%) in the same period.
Compared with SPY (46.2%) in the period of the last 3 years, the total return of 77.5% is greater, thus better.
The annual performance (CAGR) over 5 years of Maxim Integrated Products is 16.4%, which is higher, thus better compared to the benchmark SPY (10.7%) in the same period.
Compared with SPY (13.5%) in the period of the last 3 years, the annual return (CAGR) of 21.1% is larger, thus better.
Looking at the volatility of 26.8% in the last 5 years of Maxim Integrated Products, we see it is relatively greater, thus worse in comparison to the benchmark SPY (13.4%)
During the last 3 years, the volatility is 25.8%, which is higher, thus worse than the value of 12.3% from the benchmark.
The downside risk over 5 years of Maxim Integrated Products is 28%, which is higher, thus worse compared to the benchmark SPY (14.6%) in the same period.
Compared with the benchmark SPY (0.61) in the period of the last 5 years, the risk / return profile (Sharpe) of 0.52 of Maxim Integrated Products is lower, thus worse.
Looking at Sharpe Ratio in of 0.72 in the period of the last 3 years, we see it is relatively lower, thus worse in comparison to SPY (0.9).
The downside risk / excess return profile over 5 years of Maxim Integrated Products is 0.49, which is lower, thus worse compared to the benchmark SPY (0.56) in the same period.
Looking at excess return divided by the downside deviation in of 0.67 in the period of the last 3 years, we see it is relatively lower, thus worse in comparison to SPY (0.8).
The Ulcer Ratio over 5 years of Maxim Integrated Products is 10 , which is larger, thus worse compared to the benchmark SPY (3.99 ) in the same period.
Looking at Ulcer Index in of 9.75 in the period of the last 3 years, we see it is relatively larger, thus worse in comparison to SPY (4.04 ).
The maximum drop from peak to valley over 5 years of Maxim Integrated Products is -27.7 days, which is lower, thus worse compared to the benchmark SPY (-19.3 days) in the same period.
Compared with SPY (-19.3 days) in the period of the last 3 years, the maximum reduction from previous high of -27.7 days is smaller, thus worse.
Compared with the benchmark SPY (187 days) in the period of the last 5 years, the maximum time in days below previous high water mark of 368 days of Maxim Integrated Products is greater, thus worse.
During the last 3 years, the maximum days below previous high is 368 days, which is higher, thus worse than the value of 139 days from the benchmark.
'The Average Drawdown Duration is an extension of the Maximum Drawdown. However, this metric does not explain the drawdown in dollars or percentages, rather in days, weeks, or months. The Avg Drawdown Duration is the average amount of time an investment has seen between peaks (equity highs), or in other terms the average of time under water of all drawdowns. So in contrast to the Maximum duration it does not measure only one drawdown event but calculates the average of all.'
Looking at the average days below previous high of 96 days in the last 5 years of Maxim Integrated Products, we see it is relatively larger, thus worse in comparison to the benchmark SPY (41 days)
Looking at average time in days below previous high water mark in of 110 days in the period of the last 3 years, we see it is relatively larger, thus worse in comparison to SPY (36 days).
Performance of Maxim Integrated Products (YTD)
Allocations of Maxim Integrated Products
Returns of Maxim Integrated Products (%)
Performance results of Maxim Integrated Products are hypothetical, do not account for slippage, fees or taxes, and are based on backtesting, which has many inherent limitations, some of which are described in our Terms of Use.


text:
est le nom familier donné par l'historien Robert Wodrow à une période de conflits de l'histoire de l'Écosse entre 1680 et 1688. La confrontation opposa le mouvement presbytérien covenantaire, largement implanté dans le sud du pays, aux forces du gouvernement du roi Charles II et de son successeur, le roi Jacques II.

Histoire

Peu de temps après la Restauration, l'institution épiscopale fut réintroduite au sein de l'Église d'Écosse, rétablissant la situation telle qu'elle existait avant l'expulsion des évêques par l'Assemblée générale de Glasgow de 1638, et renversant le pouvoir presbytérien en place que soutenaient les covenantaires. Le clergé eut le choix entre accepter le nouvel état de fait ou perdre sa situation. Quoique la plupart choisirent de plier, environ un tiers des clercs refusèrent, beaucoup abandonnant leur paroisse plutôt que d'attendre d'en être expulsés par le gouvernement. La plupart de ces vacances eurent lieu dans le sud-ouest de l'Écosse, une région particulièrement marquée par ses sympathies covenantaires. Certains prêtres allèrent jusqu'à prêcher dans des réunions à ciel ouvert, attirant souvent des milliers de fidèles.

Dans les années qui suivirent, les Stuart, inquiets des possibilités de désordre et de rébellion, et contrariés par les covenantaires qui avaient conditionné leur soutien à Charles II durant la guerre civile au maintien du presbytérianisme en Écosse, cherchèrent à éradiquer ce mouvement, avec des degrés de succès divers. Des amendes furent imposées à ceux qui n'assistaient pas aux offices dans des églises avalisées par le gouvernement, la peine de mort décrétée à l'encontre de ceux qui prêcheraient lors de conventicules en plein air, la torture de suspects devint une tactique de premier plan, des milliers de  furent invités à piller les comtés des covenantaires. Au cours d'une de ces attaques, une vieille femme de 68 ans fut même attachée à un pieu sur le rivage de façon que, la marée montant, elle se noyât lentement. Ces politiques suscitèrent des rébellions armées en 1666 et 1679, qui furent rapidement réprimées. Ceci amena à de nouvelles manifestations des divergences d'opinion, telles que la déclaration de Sanquhar de 1680, lue à Sanquhar par le révérend Richard Cameron, qui proclamait renoncer à toute allégeance à la couronne.

En réponse à ce nouvel élément de sédition politique flagrante, le Conseil privé écossais autorisa les exécutions extra-judiciaires de tout individu pris en armes, ou qui refuseraient de jurer loyauté au roi. Le covenantaire John Brown fut sommairement exécuté en 1685 pour ce motif. Les persécutions contre les covenantaires prirent fin après l'arrivée sur le trône d'Angleterre d'un souverain hollandais lors de la Glorieuse Révolution de 1688.

Cette période fut par la suite nommée  par Robert Wodrow dans son Histoire des souffrances de l'Église d'Écosse de la Restauration à la Révolution () qu'il publia en 1721-1722. C'est une part importante du martyrologe de l'Église d'Écosse.

Source

Voir aussi

Bibliographie

Église d'Écosse
Angleterre au XVIIe siècle
Histoire moderne de l'Écosse


It's been a long time since a girl was considered just another pretty accessory on the back of a guy's bike! Today, more and more ladies have moved up from the passenger seat and are riding motorcycles of their own! That's why we've been hosting workshops just for women. Girls Garage is slated for 9 a.m. to noon on Saturday, Oct. 9, at J&P Cycles' headquarters in Anamosa, Iowa.
This hands-on workshop teaches lady riders how to perform a pre-ride check, clean and replace an air filter as well as change fork oil. The workshop gives women an opportunity to simply enjoy spending some time with others who like to ride, and maybe make some new friends at the same time.
Attendees will have the chance to win some fabulous door prizes, including a windshield from National Cycle, Breast Cancer Awareness bike covers from Big Bike Parts, Gold Club memberships, J&P Cycles gift cards and gift certificates for haircuts or manicures. In addition, each person will receive a goodie bag sponsored by That's a Wrap and Avon.
Cost of the workshop? Why, it's absolutely free! To sign up, call J&P Cycles at 319-462-4817 or log onto www.jpcycles.com/training.
we use Survey Monkey to assist with the registration of attendees.
I clicked the link above, and then 'sign up here' button redirects you to Survey Monkey website. ???


I've just bumped into this interesting talk about the problems of our current food system. I'm still amazed, not only for the contents of the speech but for the fact that the speaker is an 11 year-old boy! Birke Baehr has the clearest ideas about life and he wants to become an organic farmer. If you want to know why you'll have to see this video.


Know Berwick High Class of 1997 graduates that are NOT on this List? Help us Update the 1997 Class List by adding missing names.
More 1997 alumni from Berwick HS Berwick, PA have posted profiles on Classmates.com®. Click here to register for free at Classmates.com® and view other 1997 alumni.
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text:
How Consulting Can Help Your Firm Become More Data-Driven and Scalable With Tim McKey
Episode 5 • 30th June 2021 • The Judd Shaw Way • Judd Shaw Injury Law
If your firm has a bottleneck in your path toward growth, a consultant may be just what you need to get under the hood and uncover underlying issues.
As a CPA-turned-consultant, Tim McKey understands that data and numbers really matter in a law firm. As an accountant, he was taught that numbers don't lie, but he says that's not always the case. Numbers can lie all the time if you don't get behind those numbers. But what does this mean for you as a leader?
Take this case, for example: if your target is 10 demands in a certain period of time and someone hits five, it's easy to point to that number and say "they did not hit that goal." But if you see that one of those demands was on a three million dollar case, you have to go back and look into those complexities and get behind the number. You can't simply jump to conclusions.
How does this help solve bottlenecks in your firm? Looking into the proof behind the numbers can help you figure out the root cause of your issues. Do you need to adjust your goals? Are you being transparent and clear on employee expectations? Are you documenting processes and data every step of the way?
Analyzing these possible causes will help you dismantle the bottlenecks, but you don't have to figure it out on your own. This is where a consultancy comes into play: their outside eye can uncover the bottlenecks, craft a plan of action, and help your firm scale.
Listen to this episode of The Judd Shaw Way Podcast with Judd Shaw featuring Tim McKey, Co-founder of Vista Consulting. Together, they discuss why data matters, steps to solve bottlenecks, tips to foster a great culture, and how a consultancy can help you along the way.
[0:37] Judd Shaw introduces his guest, Tim McKey, and the topic of the day: you don't know what you don't know — how consulting can help a law firm become more data reports driven, scalable, and still maintain focus on the client
[2:22] Tim shares why he founded Vista Consulting and how they serve law firms
[5:52] How Vista Consulting helps law firms avoid bottlenecks and grow efficiently
[10:43] Tim talks about his team and how they work together to offer a big-picture, holistic approach
[13:34] How to gauge your company culture and take action to reach your vision
[16:50] The best way to solve pain points when you don't know the root cause of an issue
[21:29] What to do when your goals are not met due to factors out of your control: preserve value
[25:36] How can you increase case value?
[30:02] Tim shares tips to ensure your team is hitting goals and expectations
[35:20] Tim's final thoughts: sometimes we just need a reminder
🎙 Featured Guest 🎙
Name: Tim McKey
Short Bio: Tim McKey is the Co-founder of Vista Consulting, which he founded with Chad Dudley to help plaintiff law firms reach their full potential. Tim also has another company, McKey Business Group, where he helps firms develop and achieve their visions for the future. For decades, Tim has been guiding law firms to maximize growth and profitability. A self-proclaimed business nerd, he enjoys reading, discussing future business trends and disruptive change, tennis, exercise, and the pursuit of the "abundant life."
Company: Vista Consulting
Connect: LinkedIn | Email | Phone: 225-383-2974
🔑 Relevant Resources 🔑
Chad Dudley
Micki Love
cj Advertising
This podcast is designed for general information purposes only. Nothing on this podcast should be taken as legal advice for an individual case or situation. This information is not intended to create, and viewing does not constitute, an attorney-client relationship. No aspect of this advertisement has been approved by the Supreme Court. Any results set forth herein are based upon the facts of that particular case and do not represent a promise or guarantee. Those with legal questions should seek the advice of an attorney.
Voiceover:
They don't care about your 900 years of combined experience or your wall of books. They only want to know one thing. Once they've signed on the dotted line, are you going to take care of them? Welcome to The Judd Shaw Way, where we believe providing an exceptional client experience is just as important as quality legal representation. From secret tips for creating unforgettable wow moments to proven customer service pointers, The Judd Shaw Way is everything you need to go from being a good lawyer to owning a great brand.
Judd Shaw:
Hi everyone. I'm Judd Shaw, host of The Judd Shaw Way Podcast. This season's podcast focuses on the experience a client has with the lawyer or law firm. More specifically, how to go about creating, implementing, and delivering a first-class experience to the client. Today's topic, "You Don't Know What You Don't Know," really discusses on how consulting can help a law firm become more data reports driven, scalable, and still maintain focus on the client. Here to help me understand more about personal injury law firm consulting is Tim McKey of Vista Consulting.
personal injury law firm. In: 2009
Tim Mackey:
Thank you so much, Judd. Happy to be here.
Tim, where are you now? In Baton Rouge, Louisiana?
I am right now, as we speak, in Baton Rouge, Louisiana. I don't know if I'm lucky enough or unlucky enough to travel the country a lot. But currently, I'm at home in Baton Rouge.
Tell us a little about Vista.
Yeah. Yeah. And in your opening, and I hope the attendees heard it, Vista was formed with my good friend, Chad Dudley, who is a lawyer here in Louisiana. We were working, we being my firm pre-Chad, was working with a personal injury law firm here in Louisiana and just examining their operations. My background is I'm a CPA. So we tend to come at things with measurements and looking at numbers and that kind of thing. And I got to point in my CPA career that we converted that practice to a consultancy. And I say we went from just keeping the score to help affect the score. And part of that look and to help affect the score is to try to understand how businesses work, and in this case, a personal injury law firm.
And we got under the hood as, as you say, and just began asking questions and trying to understand what the pipeline was in the personal injury space of how a case was attracted, how a potential client got converted from a potential client to an actual plant, then how the case was handled and matriculated through the firm, and came out the end in some type of resolution. And we started doing that with this particular firm and started to get real traction, and got to a point where that firm needed to hire someone in-house to actually run their operation.
And I happened to know Chad, so I talked to Chad. He was a practicing lawyer with another firm, but he came into this firm, and he took what we were doing with, I'll say that we were doing very rudimentary with spreadsheets and tick marks and things like that. Chad said, "Hey, we can automate these things." And we began automating reports, automating ways to hold our team members accountable to the policies and procedures. Not in a big brother way, but in a coaching way. And one thing led to another, and we formed a business, Chad and I, that delivered this service to firms across the country.
And so that's the real quick story of Vista, but we really are an operational consulting firm. We do get into strategy, also, but what our best practices in attracting clients, converting them, or attracting leads or creating leads, converting those to clients, and then effectively and efficiently moving those clients through the firm. So in a nutshell, that's Vista.
I do find it really interesting, Tim, that you have your background as a CPA. I think that really gives you an advantage on that consulting side because going to law, I never realized how much numbers were going to matter, right? I knew that the client had to have a good experience. She had to offer high-quality legal representation. What does that mean in terms of the legal work? But as you scale and grow the data, the numbers really start to matter in assessing these things. And so you really have that leg up, if you would. But I contact you, Tim, and I say, "I'm a law firm, and everything from I'd like to grow, or I'm having a bottleneck, right? I can't move cases from intake to settlement fast enough." Is that the A to Z? And then what does Vista do in response to that inquiry?
Well, it is somewhat of A to Z, but I'm going to augment it on an Excel spreadsheet where you have AA, BB, CC. I'm going to expand that a little bit because we sometimes, or all the time, we will not say, "efficient," without saying, "effective," because just being fast for fast's sake sometimes is not good. As you know, sometimes cases need to ripen. They need to be worked up. And so we don't want to just be fast. We want to be able to identify cases that need to be worked up.
So now let me take you back to, I think, your question. If someone called me and said, "Hey, we're having efficiency problems with our firm and we're not moving our cases fast enough," we will certainly say, "Hey," just as I've went through that, "Maybe speed is not everything, but let's look at how you're doing it now." In other words, we can't come into a firm and just start saying, "You need to do this, that, or the other." What we do, and we think it's the best model, is to understand what the firms are doing now, and then actually discover what the real bottlenecks are.
I mean, if they gave us a call, they may know that, "Hey, we have a bottleneck," but they don't know what it is. So we actually peel back that onion and say, "Okay, tell me how things are working with your firm." And we start with how did the league get here? Are you tracking how many leads you get? How many of those leads do you want? How many of those do you actually convert? It goes back to what you said about numbers. And I will address a little bit in my CPA background here. I wish I could tell you it was absolutely planned that I would be a CPA and then get into operational consulting. That could not be further from the truth. It worked out that way, but it wasn't the plan. Having to do some CPA things that were very mundane and cumbersome to me is what made me look to expand that into, as we said, help affect the score, and not just keep the score.
So again, trying to answer your question, if somebody called, first of all, we want to assess. And sometimes people say, "I have a problem in intake. I have a problem in case management. Hey, we don't have the best customer service protocols. Can you help us with that?" So we look at lots of different areas of the law firm. And again, it's identifying bottlenecks where our work is inherently critical, but we don't come with a cookie cutter is what I'm really saying, is we want to understand what your firm is doing and then hopefully have some tweaks to de-bottleneck those areas and to be able to identify those cases that need to be worked up. And then we work in to how to do that. What are some of the things that you should do to evaluate cases?
And again, we are all about the business of running a law firm, not the practice of law. But we believe that there are questions that should be asked on every case that will unfold, if you will, how that case could be handled better. So we want to make sure that certain questions are asked. We want to make sure that certain procedures are followed, and we help set up a system that the firm is already using. Maybe we de-bottleneck some things. But we also want an accountability system to where management can say, "Hey, we are following our procedures and they're good procedures." So if not, we're just guessing. So probably a long-winded answer to a short question, but that's our belief.
I think it's all important and there's a lot there, right? And I've had the privilege and the honor of attending some great Vista events. Love the socialization among colleagues and picking the brains of just some really great lawyers and learning from some fantastic law firms and companies. So there's certainly a lot of fun that goes on at a Vista event. I can assure you that. But we're there to learn something. And with all that, tell me about the team, because I also found that a real big plus on Vista is that being that there's so many facets of consulting in a personal injury, whether it be the ability to retain leads, the marketing of it, the financials of it, the case management of it, the medical side of it, all of the things that go into it, you have a big team. And it seems to me that they specialize in their different niche and able to come together to offer a big picture holistic approach.
Yeah. I'll talk about our team for a second. And I've been very blessed with what I call a group of thoroughbred consultants. Every one of the consultants that work with us have come up through a law firm environment where their terminology and their lingo, they know those things when they get to us. And I had a client the other day say, "Hey, I think you guys' special sauce is how you help analyze data." And I said, "Well, yeah, that's right. But I think our special sauce is our consultants, our people who have a real passion to help analyze data, to help set up workflow to get data." Are we specialized in specific areas? I would say yes and no. Most of our people have worked in lots of different areas of law firms.
A good thing about Vista, and I wasn't intending to, and this is not a sales pitch, but when you hire Vista, you get all of our consultants because even though we have a consultant that quarterbacks a client, once a week, we have a meeting where if anyone is stuck or has a specific issue with a client, that issue is thrown on the table for everyone to talk about. And to see it is really a beautiful thing because we have people coming from different perspectives. "Hey, I've seen this here, seen this there. I think this will work best with this client." And I think I said earlier, we do not bring a cookie cutter to a law firm and say, "This is the absolute Vista way to do things," because people are different, systems are sometimes ingrained that are different, and we want to tweak those.
We don't want to overhaul anything and say, "Hey, this is the absolute best way." What we want to say, "This is the best way for the Judd Shaw Law Firm. This is the best way for this law firm. Again, everyone's different. There's personalities to get involved, but again, our team, I am actually in awe of them. I have the responsibility, if you will, to be the straw that stirs the drink with this group and gets them hopefully in the right place with the right client. Our secret sauce is our team.
Yeah. We had a culture statement for years, and it has since been modified as we grow to always stay on mission and live to our core values, and the opening of that always discussed the secret sauce. And I used that term when I had described my team, and I feel that way about mine. But let me ask you this. So I want to create an environment in which the team can deliver the high-quality legal representation and a first-class client experience, the promise we make to our clients, right? What's the litmus test in knowing whether I do have that culture?
I think it is talking to your team about culture and not shying away from that. What's the good, bad, and the ugly? When we work with law firms, we advise them ... Well, first of all, when we come in, we have a questionnaire that the entire team completes. So we ask about culture. "What is the culture of your firm?" And we get lots of different answers to that. Some of it is it's very financially driven. It's, "Do the best work for our client." Rarely, though, do we hear that it's a fun environment. Sometimes we do, but we want to be all of those things. We want to be able to deliver high-quality service and have a good environment to do so.
So I think it is just what I said earlier. Before you can change things, you have to know where you are. You can't just come in and say, "Hey, we're going to create a new culture. Let's find out where your team thinks you are that today. And then also, what kind of environment is it that you really want?" We can't say that, again, just like any other thing, culture is different from firm to firm, but I think it's universal that the team wants to enjoy what they're doing, understand clearly what their job descriptions are, what their deliverables are, so they can hit those.
We have a phrase in Vista that we use all the time that if your team member is not happy or not performing well, we have to say, "As managers and leaders, have we given them the tools to do their job, the training to do their job, and have we very clearly explained our expectations?" And of course, those expectations need to be reasonable. In our experiences, if we're able to give team members those three things, tools, training, clear expectations, then it fosters a good culture. We're not trying to work people to death. And I, for one, I often say, "I don't want to be the richest guy in the graveyard."
So this is not just about making money. It's about enjoying what we do and then figuring out what that is. Is it a lunch and learn on a Friday with pizza that we're learning, but it's also fun, the fellowship is good, and that type of thing. So evaluating culture is the first step, deciding what you want your culture to be, and then setting the action steps to get you there. And let your team lead on that, too. You can't force culture down people's throat.
Yeah. So you don't know what you don't know, right? And I noticed that you had mentioned about the team identifying bottlenecks or issues. And I often do that on ... I mean, I have a Monday meeting with my different departments, and one of those questions is always like, "Okay, so bottlenecks issues or otherwise, what's going on?" Sometimes the bottleneck is that the person doesn't know they have a bottleneck, or they can sense they have an issue. It's really hard to figure out why are they having an issue, or where is that issue coming from? What's the best way of dealing with that?
Yeah. I think that possibly could be a reporting issue. And I'm going to just use an example, and if there's an expectation of a certain number of demands to go out in a certain period of time, and one team is doing better than the other, and we can say, "Hey, the team that's not doing as well has some type of bottleneck," sometimes they don't know what's really expected. First of all, we have to define what's expected to see if we're meeting that to see if we have a potential bottleneck. So we believe in being as transparent as we can with our team in what our targets really are so they can monitor themselves first. And then if some team is not performing as well, we want to dig in and find out what the reason is.
And there's a big difference, in my opinion, between reasons and excuses. Okay. Reasons can be, "I've been out for a couple of days because my Mom is in the hospital," or, "We've had some unusual circumstance with a case that diverted our attention that we should have been doing, that was our priority." So being an accountant, I was taught early on that numbers don't lie. But I proposed to you that numbers can lie all the time if you do not get behind those numbers. And that's where I think you don't know what you don't know. Hey, if our target is 10 demands in a certain period of time, and someone hits five, we can point at that number and say, "They did not hit the goal."
But if we go back and look, and we see that one of those demands was on a three million dollar case, and it was complicated and blah, blah, blah, we have to get behind those. We can't simply jump to conclusions. But having the adequate reports is very, very important. And I'm going to give one other analogy, and then I'll go to the next question, is that in the academic world, which most of us were brought up in, we're always given enough data from which to solve a problem. In the real world, most of the time getting the data is the problem. If we have the data, then we can make well-informed decisions to solve issues. So like I said, if a team member does not know that they're not performing well by some objective measure, and we don't have any way to measure that objectively, we need to get one, because that will help us then solve the problem. So identifying is important.
Tim, some of the members I see from my firm that have joined in the discussion today really have been affected by the pandemic dealing with their function, right? So if it's somebody whose job it is to represent, for instance, a medical provider, we do a lot of arbitration work in which we're representing medical providers, seeking repayment from insurance companies, for benefits that were unreasonably, unlawfully, whatever denied. And now less people are treating because the doctor's offices were closed for the longest time, and so people couldn't go to the doctor, and the doctor's didn't have claims to submit, and therefore, we don't have the claims to go after the carrier, right? So business can be affected in different ways.
And in doing that, other than the frustration that we can't get our clients to get medical care, for which they badly need it, there's also the business side of it, which means that now less treatment of these cases where our clients are getting hurt, our clients, the medical providers themselves, have less business. And so we have a goal, and the goal is 10X of something. And here we are in June, and now you're like, "We're three. We're not even five." What do you do in terms of both company morale, right?
The fact is you may not hit 10. How do you adjust the number set to acknowledge it, and now when you know that you're not going to hit it, do you do a different number? How do you deal with these things? Because a lot of these things go into budgets and they go into quotas and numbers and bonuses and things of this nature, right? There's a lot that goes into it. But I know that sometimes my team is frustrated by the inability to maybe perhaps hit their goals, but that really has no control. It's not their fault.
No, absolutely. And we've run into some of that type thing with our clients across the country. And the one thing I think that we want to at least have a discussion about is potentially adjusting those goals. But there's also some other things that go into that, and I want to try to explain this. We may be in a downtime now because of the things that you mentioned, but have we shifted our work to maximizing what will happen when this situation passes? And I'm going to use an example that you gave, is someone can't get to the doctor for treatment. We should be coaching them.
And remember, we're we're attorneys and counselors. Sometimes we forget that counseling part, okay? So if you can't get to the doctor to have treatment or whatever, number one, have you talked to them to say, "What can I be doing at home to the exercises or whatever therapy, what can I be doing myself?" Are they journaling that? Are they making records of those things? That's not going to necessarily speed up the resolution of the case because that's out of our control, if courts are closed and arbitrations and mediations aren't happening.
But what we're doing is preserving value. And if we don't preserve value, we don't the value that will come when the case resolved. So we actually worked with our clients and developed a whole different set of remote capabilities, if you will, for our clients. Some of which, like I mentioned, journaling, noting the things that you're unable to do, that you were able to do before on a day-to-day basis. Some of these things we should be doing anyway, but it should be exacerbated if we can't get our clients to the medical treatment facilities and we can't get to the courts.
So my theory is, and the only way that my theory is going to be proven right or wrong is that we should be expanding this reservoir that's behind our dam, and our dam being when the case closes, whether it resolves in some manner or not. That reservoir should be actually bigger today than it was pre-COVID because we stockpile certain things, but we can't just let those fish in that reservoir atrophy. We have to be doing things with them, reminding them of certain things. So it's a whole different outlook. I hope, and I think we all do, that we come out of this and the water will flow freely over the dam again. But if we're not cultivating what's there now, we're going to ultimately lose value. And I'm going to say one other thing. And this it's a little bit anecdotal in what we've seen with our clients across the country.
There have been fewer cases coming into personal injury law firms. It's down, and then people can say different percentages, but overall, it's down. But the ones that are coming, for some reason, seem to have more value. The people that are coming in seem to have more serious issues. Therefore, value goes up. It's very anecdotal, but we're seeing it almost as a system. When we go into firms now, and we're talking to them about what type cases and the numbers that they have, and we ask, "Let's look at your average case values," first of all, they have to have good measurements to be able to tell us that. But when we get to them, they've actually gone up a little through the pandemic, which is interesting. Fewer to cases, but higher value. So I hope that helps a little bit, at least the thought process.
It really does. And when we're talking about value, maximizing compensation is really of what we're trying to do on the legal side of it, right? Offering a really good experience for the client, the customer, but also making sure that we put most money possible in their pocket. We do our job. In your experience traveling around the country and seeing all these firms, people are dealing with case values differently, really, where are the pain points that you find that could either not only decrease the value of the case, but just avoid the ability to maximize it? And what are the things that you're making those suggestions, and what are you seeing in common?
Yeah, you've probably heard me say before, "There's two ways to grow a law firm," which is get more clients and increase case values. So we're going to zoom in on case values for just a second. And one of our consultants said one time that the drop-the-mic moment on increasing case values is contacting your client and staying in contact with them because nothing bad can happen. You probably also know that just about 90% of malpractice cases in this country come from the client not being in contact with their attorney. We propose that there should be proactive contact with clients through the life of the case. And that you're always asking, "How are you doing?" of course, "Any new providers, any new symptoms, anything like that?" So we actually have, I think it's four or five questions that we want to get answered when we talk to clients who are treating and then after treatment, et cetera.
And I will tell you, too, that we want that particular contact not to be through an email or a text message. That particular contact should be by Zoom or phone. And there's a reason for that. A lot of times a client will say, "I'm fine." And if you get that through text, you read it as, "I'm fine." If the client says, "Yeah, I'm fine," you want to pursue that. What's going on? Is there some hesitancy there? And we've actually had some experiences where a client says, "I feel like I'm getting better, but I'm also having some tingling here." And then, "Oh my gosh, tingling? What could that mean?" So if you are not contacting that client and listening closely to how they respond, then in our opinion, you're not getting the most value out of your cases because one of the questions we asked legal assistance, paralegals, case managers, whatever the terminology is for your support group, is "How much time do you spend responding to client calls that are checking on their case?"
And we have heard from, "Hey, 10% of my day," to "75% of my day." And if we hear those higher numbers, what that's telling us is we're playing defense instead of offense. We're not asking those questions that we should be asking that can drive value of cases because we're just simply not getting that information. And if you wait too long to do that, you lose the opportunity to ... I'm not going to use the term medically managed, but advise on what the client should be doing. That's our counselor hat again. And those are the things that drive case values. "Hey, have you talked to your doctor, you've got tingling, about an MRI? Has he even considered injections?" And we're not managing them. We're just being what we say we should be, their advocate to get them to ask questions. And that drives case value.
One of the questions I have for you, really, Tim, in talking about, really, the fact of all of this comes down to your frontline worker, your team member, who are the ones who are really carrying out that message. And they're the ones who have to listen for the word, "radiating," have to recognize in active listening that when the client says, "Oh, I'm fine," it really means, "Maybe I'm not so fine," right? Or looking at the data and saying, "Why are my numbers down, or even why are they up? What am I doing really well? How can I do more of that?" Right?
And it's always not necessarily a negative, but really captivating a positive here. What are the kind of questions that really should be asked to the team individually in knowing whether they have both those ... I should say the three things that you had mentioned, which is training, the knowledge of it, and really the environment to be able to do it?
No. I think we should continually ask our team, or ask ourselves first, "Have we given our team the training, the tools to do their job? Have we trained them, and do they clearly understand expectations?" And that's the one, Judd, that I think we forget a lot. Expectations of numbers. I'm not going to say quotas. That's not what we want. Just what's expected, and then being able to have them track their numbers themselves to know whether they're doing well or not, and having a system where you can do that. And that's why we often say now that it's not enough for a team member to simply do their job. They have to do their job, and they have to document that they did their job, because if they don't document it, then there is really no ...
We're managing by guessing, and that just can't happen. It's not fair to the team member. Everything is anecdotal. It's subjective measurements. And I'm not saying we shouldn't ever use subjective measurements, but the more objective we can make things, the better it is because objective things are just easy to see. I would propose to you, on the flip side of that though, that the subjective things, the tenor in which you ask questions, the caring that comes across the phone when you're talking to someone is a subjective measurement. And I think we should do that, too. I think the subjective things in our lives are the most important. If somebody asks me how much do I love my wife, I don't say, "Hey, it's about a seven." It's hard to say what that is, right? It's hard to objectify some things. But that doesn't mean we can't.
ation. So that's a [crosstalk: 00:32:38
I love it. Yeah. I love the idea that it's the expectations, right? What is expecting of me, and what do you want from me? It's like the virtual scoreboard, right? What does a win look like in a role or function?
See, if we don't define that for our team, I think we've failed as leaders and managers. We just have.
All right. So I have to ask as I wrap up here, Tim, because I think that I was set up once by people that you may know. I was with Micki Love, and as you know, Micki Love is the president of CJ Advertising, who's now with Chad Dudley. And she knew that I was flying to Texas and I going to go to a Vista Consulting event and I was going to go see you. And she said, "Tell Tim I said, happy birthday." And later I realized, I was going to go get you a present, and I was going to sing birthday dinner for you, a cake and something. And it didn't seem like it was really your birthday. What was out of that?
This is so far off the subject, guys. But I'll tell you anyway, and I'll do it without using the words. Micki and I are old friends, and we happened to be working together at the time on a mutual client. And I was driving a vehicle to the client's office, and we were in a city that neither us had really ever been. And I pulled up right to the front door of the client's office. And I said to Micki, I said, "Hey, I was pretty good. I made this without one wrong turn." And she told me, she said, "Tim, if this consulting gig doesn't work out for you, you can be an Uber driver." And my comment to her was, "Micki, I've got two words for you, and they're not happy birthday." So you guys can figure out what those two very short words are-
See, now I have to-
Second word is you.
That's it. So now I got the message that I was delivering to you from Tennessee to Texas. Got it.
In a very good natured, lovable way.
-: 2974
was a theologian back in the: 1700
Tim, thank you. And as always, you could reach out to me with any questions or feedback, positive or negative, any type of feedback really always helps me know what topics are most important to you and the subject of building first-class client experience within your company. Certainly, you can reach me at podcast@juddshawinjurylaw.com, and be sure to request some swag in your email, and we'll be happy to send you some merch from my law firm. Thanks again for listening to The Judd Shaw Way Podcast.
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Home › Main Forum
Do Fish Feel Pain?
ricinus Senior MemberPosts: 6,214 Senior Member
January 2013 in Main Forum #1
Apparently not....
http://www.dailymail.co.uk/news/article-2261424/Anglers-finally-hook-scientists-settle-age-old-debate-fish-feel-pain.html?ito=feeds-newsxml
My new goal in life is to become an Alter Kaker...
Brian D. Senior Member Posts: 4,011 Senior Member
January 2013 #2
I am skeptical. It doesn't seem like it would take a very sophisticated neural mechanism to generate a pain response, and it would certainly have evolutionary value.
It doesn't matter though, because I'll still fish even if they feel pain. It's a fish. Deer feel pain, I'm pretty sure, but I still hunt. There are some perks that go along with living on the top of the food chain.
Sent from my SPH-M580 using Tapatalk 2
ricinus Senior Member Posts: 6,214 Senior Member
I think fish could feel pain physically, but don't have the brain power to process that sensation the way animals with a higher developed neural system do..
SilverCreek Senior Member Posts: 131 Senior Member
Here is the original article that demonstrates that fish do not feel pain:
http://www.nal.usda.gov/awic/pubs/Fishwelfare/Rose.pdf
The human conception of pain and it's application to fish is anthropomorphism, the application of human emotion to a fish, which is a cold blooded animal.
Pain is NOT a sensation. It is an interpretation of a sensation.
Certainly the fish "feels" something but it is not pain; because pain is not felt in the mouth with a hook, but in the brain, specifically the neocortex. Fish do not have a neocortex and therefore cannot "feel" pain as humans feel pain.
We could ask ourselves how a human would act if we had a hook implanted in our jaw. Would we act like a fish or would we act as a human? Would we pull against the hook, jumping and jerking increasing the "pain", or would we swim toward the rod to release the pull of the hook?
http://www.spiked-online.com/articles/00000006DD91.htm
Flykuni Senior Member Posts: 799 Senior Member
They have to feel pain, or they never would have evolved to 2013.
Ancestors would have flopped on shore a bazillion years ago and went extinct. Joking to make a point, but in the world of nature, a violent, unfriendly, predator-filled one at that for a tasty salmonid, or proto-salmonid, you must survive. Pain, a hurtful reaction to negative cond's, assists survival.
Hv never eaten live sashimi pieces sliced off living fish fished out of a tank in Tokyo, don't think I ever will. Imagine those creatures are feeling something and it isn't pleasant.
Single cell organisms like amoeba retract from noxious stimuli, so do they feel pain? Survival is not a criteria for the presence or absence of pain.
An amoeba is way below a fish. How many salmon evolved swimming up lava flows?
swiper Senior Member Posts: 396 Senior Member
February 2013 #8
Proof that scientists aren't always right.
Flykuni wrote: »
An amoeba is way below a fish.
Exactly. An amoeba avoids noxious stimuli. An amoeba does not feel pain. Ergo, pain is not necessary to precursor to avoidance.
Since avoidance developed before pain, avoidance does not indicate pain. QED
outdoorsman Member Posts: 85 Member
April 2013 #10
SilverCreek wrote: »
This is an interesting concept. I've heard the argument that fish feel pain, but that it isn't interpreted in the same way as we (or probably many mammals) would interpret pain. I guess this would be generally correct, except the fact that pain is not a sensation. So then the previous statement that I have felt to hold true would go: "Fish feel a sensation, but do not interpret it in the same way as we interpret a similar sensation".
outdoorsman wrote: »
Absolutely correct.
"(1) behavioral responses to noxious stimuli are separate from the psychological experience of pain, (2) awareness of pain in humans depends on functions of specific regions of cerebral cortex, and (3) fishes lack these essential brain regions or any functional equivalent, making it untenable that they can experience pain."
"The authors' definitions of pain and nociception are invalid, consequently this paper does not actually deal with pain (a conscious experience), it deals only with nociception (unconscious responses to noxious stimuli).	Pain, as defined by the International Association for the Study of Pain is purely a conscious experience, with a sensory component and a component of emotional feeling (suffering). In contrast to this conscious experience of pain, the unconscious detection, transmission and response to noxious stimulation by lower levels of the nervous system is and defined as nociception - not pain.
2.	In order to show that a fish experiences pain, it is necessary to show that a fish has consciousness. Without consciousness, there is no pain.
I wish to emphasize that the improbability that fish can experience pain in no way diminishes our responsibility for concern about their welfare. Fish are capable of robust, unconscious, behavioral, physiological and hormonal responses to stressors, which if sufficiently intense or
sustained, can be detrimental to their health."
http://www.nal.usda.gov/awic/pubs/Fishwelfare/RoseC.pdf
Of course, the above excerpts are primarily based on what we as human beings have determined to be "consciousness". But what can we really ever know about the "consciousness" of organisms other than ourselves? For all we really know, consciousness of any other organism could be something that is far beyond our own comprehension or ability to explain it.
That is a totally different discussion that whether fish feel "pain". Pain depends upon the parts of the human brain that a fish does not have. They are cold blooded animals. They also lack portions of an autonomic nervous system that controls body temperature in humans, and so it should come as no surprise that they lack other higher neurologic functions as well.
Now on to your point. There are multiple errors in your statement that invalidate it.
You said, "For all we really know, consciousness of any other organism could be something that is far beyond our own comprehension or ability to explain it." That is pure speculation without any scientific proof. First you have to prove that fish have a consciousness, before you can speculate that we cannot understand it. Your statement is a circular argument that is self referencing.
http://en.wikipedia.org/wiki/Circular_reasoning
Secondly, we are beginning to study where consciousness and self awareness resides in the human brain. Positron Emission Tomography and Functional MRI scanning are beginning to map out areas of the human brain that are activate or are activated during specific types of brian function.
New advances in micro-neuroanotomy allow us to examine the neuroanatomy/neurophysiology at the cell level without slicing the brain into thin sections. This will allow us to study the brain as a whole. "Clarity" was developed by Karl Deisseroth, MD. It shows great promise in studying neuroanatomy and neurophysiology by making entire brains transparent and then labeling the neurons with markers.
http://gu.com/p/3f37d
We are not there yet, but that is a different that saying we will never get there.
Thirdly, those areas of the brain that are activated by humans do not exist in the fish.
Finally, like pain, consciousness (self-awareness) does not exit in the fish. Therefore your statement, "For all we really know, consciousness of any other organism could be something that is far beyond our own comprehension or ability to explain it", cannot apply to a fish.
Can you see that, by your statement, you have implied that "consciousness" could exist in a fish, when in fact, it cannot? Since no similar function has been found in fish, you have used the term "consciousness" incorrectly in your supposition.
First you have to prove that fish have a consciousness, before you can speculate that we cannot understand it.
Actually, you are incorrect. I don't have to prove anything. In science, a null hypothesis can be disproved, but not proved. Consciousness might not exist in fish right now as we have defined it, but that does not mean that the definition won't change or that it can't exist in fish (some day, the hypothesis may be disproved and another scientist will apply for another grant).
May 2013 #15
Salmonoids migrate upriver, not up lava flows.
May not be science but we couldn't enjoy catching (and releasing) them today had they not evolved to feel Oh my, wrong channel here.
creekguy Senior Member Posts: 3,905 Senior Member
August 2013 #16
While obviously a fish does not feel pain as experienced by mammals, there is no way of knowing if all they have when hooked is just an automatic escape response. Ever try or see someone try to pull a deeply hooked worm hook out of a fishes stomach? it gives me pain to watch. I would simply say that fishers have no justification to ASSUME that fish feel nothing like pain. It may be convenient, but its not right.
Remember C&R serves the fish by training it to avoid being caught by those who would kill and eat it.
Juliet Posts: 0
creekguy wrote: »
I have some trouble with this...
I would think the lack of a neocortex highly suggests that fish feel nothing like pain and provides a very good justification to make that assumption.
I also kind of doubt that C&R trains a fish with the brain the size of a pea. How many times have we all caught a trout with a fly in its mouth? How much "pain" coult it be actually causing?
Ever fish a salmon run in the middle of a major city. It's pitiful to see, but right there are salmon festooned with flies and hooks like a Christmas tree and they keep on going right about their business.
Buffco Senior Member Posts: 10,244 Senior Member
Guys, I got bit by a mudfish (bowfin) once and it really hurt. Made my thumb bleed pretty good.
They can certainly cause pain.
mkssngr Posts: 1 Junior Member
I use to think about this sometimes. Then one day I hooked myself in the lip! Took my hemostats, lifted the hook out and then went about the rest of my enjoyable day ( always go barbless lol ). If the hook didn't hurt in my lip I can't see it hurting too much in the boney lip of a trout. Now I don't think about it so much.
Fishtyz Posts: 9 Junior Member
I believe they do not feel pain but they feel threatened. They can even inflict pain especially if you go fishing and you got wounded during the process.
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Great Horwood
Great Horwood Buckinghamshire
Great Horwood, Buckinghamshire
Click on the map for other historical maps of this place
In 1870-72, John Marius Wilson's Imperial Gazetteer of England and Wales described Great Horwood like this:
HORWOOD (GREAT), a village and a parish in Winslow district, Bucks. The village stands 2 miles N by E of Winslow r. station, and 2½ NE by N of Winslow; has a post office under Winslow; and was once a markettown. The parish includes also the hamlet of Singleborough, and comprises 3, 109 acres. ...
Real property, £5, 640. Pop., 846. Houses, 197. The property is much subdivided. The manor belongs to New College, Oxford. The living is a rectory in the diocese of Oxford. Value, £445.* Patron, New College, Oxford. The church is partly fine decorted English, party perpendicnlar; is in good condition; has a tower; and contains three piscinæ, a triple sedilia, a brass of 1487, and two monuments to the Barker family. There are an Independent chapel, a handsome national school, built in 1861, and charities £13 and 27 acres of land..
Great Horwood through time
Great Horwood is now part of Aylesbury Vale district. Click here for graphs and data of how Aylesbury Vale has changed over two centuries. For statistics about Great Horwood itself, go to Units and Statistics.
GB Historical GIS / University of Portsmouth, History of Great Horwood, in Aylesbury Vale and Buckinghamshire | Map and description, A Vision of Britain through Time.
URL: http://www.visionofbritain.org.uk/place/2149
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Little Horwood


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