Excited participants of the monthly San Jose Bike Party ride through the streets, high on energy and good times. The event gives students the opportunity to leave the Santa Clara bubble and explore parts of the city that remain unseen to many Broncos. Photo by John Flynn.
A giddy crew of about 20 Santa Clara students set off to break free of the cocktail dresses and button-ups of a standard weekend night. With our bike lights blinking and anticipation rising, we began our adventure.
From the house of junior Sean Reilly, a native of the Willow Glen neighborhood in San Jose, we set out to join the Bike Party. Every third Friday night each month, thousands of bicyclists ride through the streets of San Jose. It may be the greatest idea in Silicon Valley's history.
It wasn't long before we found fellow bike partiers waiting at a predetermined intersection where all walks of life were represented. Among the gathered, a polite elderly couple on their California cruisers sat next to a trio of chopper riders sporting tattoos and beards.
There was no shortage of beads, boas and bright colors to celebrate Mardi Gras. Bike Party's route and theme change monthly.
Soon, the herd zoomed through our intersection bellowing and rallying "Bike Party." We mounted our bikes and zippered ourselves into the flow. The journey was our destination and we had arrived.
"It's like I'm in a biker gang and an illegitimate parade at the same time," said junior Bryan Berggren.
Bike Party is an exercise in civilized chaos. Cops are rare. Fireworks pop sporadically. Joyous yelling is constant. Streetlights are ignored and intersections become battlegrounds for wheelie competitions.
"Bike Party plays by its own rules," said junior David Swan.
On our bikes, at night, we saw a new side of our adopted city.
We rode past old carpenter-style houses on quiet tree-lined streets that connected bustling nightlife hubs filled with people out on the town. We saw a blinking sea of light, heard the distant thumping of bass and whiffed the fresh multi-fragrance of food trucks.
"This is our haven," said sophomore Margaret Ackerson.
We found the first meet-up point.Rejoining our group, we relayed tales from the middle of the pack.
To celebrate the checkpoint, Ackerson and I split a Belgian waffle with Nutella and bananas on top. It was exactly as delicious as it sounds.
After this break, the Santa Clara delegation resumed its ride. As we rode through downtown Campbell, honks from passing cars and cheers from pedestrians made the ride feel like a celebration of bikes, freedom and the impending weekend.
Portable speakers bumped mariachi, electro, alternative, hip-hop and oldies, giving Bike Party a sonic vibe as eclectic as its attendees.
We came to the second meet-up spot. As with the first, a ho-hum shopping center parking lot was transformed into a hopping event, complete with a disco-lit dance floor for killer moves and raucous chanting.
After this stop, Bike Party's route turned away from campus, so our crew bid a reluctant farewell and rode through the sleepy streets, feeling as though we were now in on a wonderful inside joke with the city.


fabulous river north timber loft with soaring 12" ceilings, floor to ceiling windows and exposed brick. this unit features a gracious foyer, open kitchen with 42" cabinets, granite,stainless, and breakfast bar, balcony off living room perfect for grilling. master bedroom is fully enclosed, hardwood floors, gas fireplace, in-unit washer-dryer and private storage room. enjoy common roof deck with fantastic city views, close to transportation, expressway, shops, dining and entertainment and everything the city has to offer. deeded heated garage available for $25,000. not to miss!


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Organizing for the age of urgency
To compete at the speed of digital, you need to unleash your strategy, your structure, and your people.
Congratulations! Your organization is performing at or near the top of its game, or it has been in the recent past. Perhaps even better, you have a strategy to improve in the near future. Now for the bad news: the good news won't last.
It can't—at least without the right kind of organization. Across industries, barely half of the top performers sustain their leadership position over the course of a decade, according to research by our colleagues in McKinsey's Strategy Practice. The challenges in maintaining dominance are not new; even sectors that digitization has not consigned to oblivion have seen flagships such as Delta Airlines, General Motors, and Owens Corning move from the top into Chapter 11 and then back into leadership positions again.
But of course, technology is changing everything. As digitization, advanced analytics, and artificial intelligence (AI) sweep across industries and geographies, they aren't just reshaping the competitive landscape; they're redefining the organizational imperative: adapt or die. The average large firm reorganizes every two to three years, and the average reorganization takes more than 18 months to see is not an option; it's a death sentence.
As a result, companies are beginning to experiment with increasingly radical approaches.We're struck by a commonality among those who get it right: they create adaptive, fast-moving organizations that can respond quickly and flexibly to new opportunities and challenges as they arise. In doing so, they're moving intelligent decision making to the front lines. That's in sharp contrast to the standard, "safer" modus operandi of capturing data, sending it up a hierarchal chain, centrally analyzing it, and sending guidance back. Several of these forward-thinking organizations now starkly describe their decision making as being pushed to the "edges"—to and beyond employees, past the organization's four walls, and out to consumers and partners. The process functions more like a network and less like a chain of command.
In this article, we'll share these emerging elements of the organization of the future. While there is no set formula for success, we've seen versions of these elements at so many companies that we think they provide at least the organizational outline to win (Exhibit 1). Along the way, we'll try to dispel some common misconceptions (too risky! too ineficient! too time consuming to set up!) of what such an organization really means.We know you don't want your company to undergo yet another reorg—and another one a few years after that. Consider this a road map out.
The urgency imperative
A good road map can come with callouts and suggestions, and here's our first: floor it. When you compete in a marketplace that moves so quickly, the default outcome is to fall behind. If your organization is to have any hope of keeping up, it will need to be reconceived as fast, quick to turn, and even quicker to emerge from rapid pit stops and tune-ups. One could almost analogize to a race car—almost, because race cars typically run on a fixed track toward a clear finish line. Your organization's race, by comparison, is toward an unknowable destination. And that race doesn't end.
Worship speed
At the highest-performing companies, speed is the objective function, the operating model, and the cultural bias. And more: speed is an imperative. Walk the halls of leading organizations, and you'll repeatedly hear catchphrases such as "energy," "metabolic rate," "bias for action," and "clock speed." Jeff Bezos, in his April 2017 letter to Amazon shareholders, highlights making not just "high-quality" decisions but "high-velocity" decisions. They go hand in hand. "Most decisions," writes Bezos, "should probably be made with somewhere around 70 percent of the information you wish you had. If you wait for 90 percent, in most cases you're probably being slow." Choosing not to failfast comes at a price. "If you're good at course correcting," Bezos continues, "being wrong may be less costly than you think, whereas being slow is going to be expensive for sure."
Shift to emergent strategy
Tacking and readjusting quickly are essential, even if the destination is uncertain. In fact, because the destination is uncertain you need an "emergent strategy," which entails a relentless quest and not a defined end point. The pursuit itself should be a firm's North Star—a questioning of "how do we add value" that's unceasing but also unsolved, open to exactly how that manifests in terms of specific opportunities and actions.
Too often, decisions about how to create value are made from on high and tend to be "one and done." They're implemented by means of top-down planning, frontline execution, frontline reporting back up the ladder, top-down analysis of gaps, top-down replanning and pushing down mandates to fill those gaps, frontline reexecution, and repeating it all again—a process much too slow and mechanistic to keep up with realworld change. That's particularly the case in organizations with a number of "clay layers" of middle management, where officers feel compelled to add value by refining, augmenting, synthesizing, piling on, micromanaging, and adjusting information that passes their way—and where personal incentives and cognitive biases inadvertently give rise to hockey-stick forecasts, sandbagging, and poor decision making.
Such an approach requires an organizational platform that allows for an emergent mix of multiple strategies to be formulated and carried out in real time. If the old world was a master composer like Mozart, planning every detail for every instrument, the new world is improvisational jazz. But even older cats can jam. One global chemical manufacturer,for example, had originally been conceived, decades ago, to commercialize a singular scientific breakthrough. When challenged, decades later, to dig deeper into how the company had actually realized high returns after its founding period had passed, leadership discovered that the business's biggest moneymakers were consistently the result of incremental, close-to-the-customer applications. Many of those value-creating innovations had sprung from learning by doing, improvising, and improving—and getting by on a shoestring. In fact, upon further analysis, the company realized that it had been starving incremental (but high-impact) innovation for the new New Thing, with poor returns on investment too often the result. Grasping that insight, leadership decided to flip its resource allocation almost completely. That fundamental shift, hitching its star to emergent strategy, has since generated outperforming value for more than a half dozen years.
The principles behind organizational agility have been around for decades. In its current, most mainstream form, agility is a DevOps description of how IT teams form to address problems, sprint toward solutions, and then reconstitute to work on new challenges. These approaches have made "agile" practical and concrete, and they've given rise to broader applications yielding transformative impact across an entire enterprise. Much like agile software development helps meet the challenge of producing an application that is already obsolete when finally launched, enterprise agility helps solve the problem of an organization's strategies, resources, structures, and capabilities being obsolete by the time they're finally operational.
Organizing for urgency calls for organizing differently (Exhibit 2). The urgency imperative places a premium on agility: it enables the shift to emergent strategy, while unleashing your people so they can reshape your business in real time. It's also a powerful means of minimizing confusion and complexity in our world of rapid-fire digital communications where everyone can talk with everyone else—and will, gumming up the works if you don't have a sensible set of operating norms in place. Agility is also the ideal way to integrate the power of machine-made decisions, which are going to become increasingly important to your fundamental decision system.
Unleash decision making
In a competitive environment that's changing so rapidly and so profoundly, can any single individual keep up? Not in isolation, and certainly not from the top down. But the right kind of organization—one that taps into a network of individuals, recognizes the outperformance and resilience that a diverse workforce will provide, and deploys technology aggressively and purposefully—can.
To understand how, tap into your own decision system—the human brain—and consider how people actually decide. While neuroscientists can identify specific parts of the brain that are more active under certain circumstances, it's never the case that one discrete neuron, alone, is determinative. Rather, intelligence is an emergent property of the whole system, and every person's "decision system" is a network of multiple, small, iterative processes honed naturally over time.
That's not to say all decisions are created equal; they are anything but, and a failure to categorize often contributes to inefficient or ineffective decision making. In our experience, the best way to understand decisions is to conceive of them as part of a four-category taxonomy. The highest level of decision making, we'd submit, comprises the decisions about how to decide. Call this meta–decision making "greenhouse design." It involves choosing the foundational elements—the structures, governance arrangements, and processes—that define how your organization operates and reflect its core value proposition. This platform, in turn, supports looser, more dynamic elements that can be adapted quickly in the face of new challenges and opportunities. The CEO is absolutely essentialfor this organizational "platform definition," which is why some leading executives describe themselves as "gardeners," "city planners," or "architects," rather than "operators" or even "strategists."
The second category of decision making is "big-bet decisions." These infrequent and high-risk decisions have the potential to shape the future of your company. Examples include major acquisitions and game-changing capital investments—both high stakes and inherently risky. Organizations that do well in this decision category focus not only on debiasing but also on designating a single executive sponsor, atomizing decision components into identifiable and more easily solvable parts, standardizing a decision-making approach, and moving as fast as possible. Time, after all, is of the essence.
Less conspicuous but still high stakes are determinations in a third category: "crosscutting decisions." These often look like big decisions but are actually a series of smaller, interconnected choices made by different groups and individuals as part of a collaborative, end-to-end decision process. Such decisions include pricing, sales and operations planning (S&OP), new-product launches, and portfolio management. These types of determinations are necessarily cross-functional and often highly iterative. The challenge is to bring together multiple parties who often have different priorities, so they can provide the right input at the right time, without bureaucratic watering down.
The final category is made up of determinations that are pushed out to the edges of your organization. These are the "delegated decisions" and "ad hoc decisions." Delegated decisions are high frequency and low risk (in other words, even if long-term impact is high, bad decisions can be undone or corrected long before significant consequences arise). They can be handled effectively by an individual or a small natural working team, with limited input from other parts of the organization. Such decisions also increasingly can be delegated to algorithms (think instant recommendations on YouTube or route planning at UPS). Ad hoc decisions are less frequent but still low stakes; they arise unexpectedly, but frontline employee judgment should be supported by more senior managers through an ethos that Jeff Bezos calls "disagree and commit" and Zappos's Tony Hsieh encourages as "safe enough to try."
Reimagine your structure
The more interconnected your organization, and the more that decision making can be diffused, the easier it will be to sustain high performance in a world of uncertainty, speed, and disruption. Accelerating, unpredictable, and shifting currents of information are precisely not what a tall command chain is designed to confront, especially in a turbulent external environment. Those dynamics can render your firm's advantages in numbers, tools, and training irrelevant. That's a key reason why even the most hierarchical chain of command—the US military—moved to decentralize decision authority to help beat back Al Qaeda's Iraqi-based forces.
Of course, hierarchies will continue to exist, and it's right that certain functions (think risk management, legal, treasury) should be centralized. In a world growing more complex by the moment, there are compelling reasons for strata of specializations and subspecializations—the very sort of dedicated expertise that should be teamed for what we've described earlier as cross-cutting decisions. "Flattening," without more, is not a comprehensive fix.
What does work is to free your initiatives and decisions from the constraining hands of unnecessary hierarchy. While some level of prioritization and resource allocation must be coordinated centrally, many actions and decisions are best taken where the work is done at the front line, close to the customer. To pull that off, eliminate superfluous management levels, decouple decisions from control, and let go.
That calls for getting serious about letting your sensors, machine and human, work their shared mojo as information providers and decision makers. The human element is not a feel-good add-on. Winning organizations—from the 2017 World Series Champion Houston Astros, who value player "heart" and talent-evaluator intuition, to Zappos, whose passionate customer-service agents have cultivated a passionately loyal customer base—are analytics powerhouses, but they rely on inspired individuals to outpace the competition. These organization have also figured out that flatter makes it much easier to operate in agile ways, to speed information along, and to integrate disparate sources of it in ways that boost the odds of making decisions that serve the interests of the company as a whole, not just of isolated, self-interested cells.
In order to operate with urgency and pursue the agility that makes high performance possible, you're likely going to have to fill some serious capability gaps along the way. What's more, many of the critical skills your people need—as individuals, team members, and leaders—are changing rapidly as a result of workplace automation and AI. As less complex work becomes increasingly automated, workers will need to be able not just to perform in concert with machines but also to adapt to uncertainty. And the more that information-rich tools are used (and the more effective they become), the harder it will be to achieve the proper balance between person and machine—a challenge that amplifies, in turn, the importance of continuous learning, employee development, and consistent leadership.
Personalize talent programs
When direction comes primarily from "the boss," your company will need more bosses to keep on course. That's one reason so many organizations are too tall and bureaucratic. But if capabilities bubble up from within, and learning is personalized for individuals and not the masses, employees can act more urgently and, usually, more effectively.
Fortunately, organizations are gaining new tools—especially in people analytics—that will enable them to manage and develop their people with greater precision than ever before. Examples include a fast-food restaurant chain that, after extensive testing, was able to identify and teach behaviors that would inspire colleagues; rigorous research and statistical analyses used by Alphabet to inform (but not replace) its engineers' human judgment about people decisions; and, in the case of one insurer, identifying which employees would benefit most from which types oflearning opportunities.
Rethink your leadership model
Central to talent development is a company's leadership model. Leadership can come from anyone, not just from those in positions of formal authority. Think about your own firm: sometimes an employee can be a leader and sometimes a follower, because while no one employee knows everything, many are likely at the leading edge of something.What's more, leaders in agile organizations lead less by control than by influence. In one workshop we frequently conduct, we ask executives how they would solve a given issue. Most are direct—they identify the problem and then fix it. A smaller group will drill down to the problem's root cause and fix that instead. Only a very few take a more holistic approach; they consider how to create the conditions in which an ecosystem can be largely self-managing, where individuals and tools can learn and problems can be avoided before they manifest.
This, we believe, is what the urgency and uncertainty of the competitive future will demand. The traditional model of a charismatic leader who gets results by force of will has long proved expensive and is fast becoming outdated. Leaders should strive, instead, to empower the organization as a whole, to be felt but not seen, to be inspiring but not indispensable—and not to insist that everyone else should be just like them. Such leadership rests on the ability to adapt and on congruence with the essence of your organization.
All of which leads into a fundamental challenge for urgency: If you build this kind of "control light" organization, and it's moving that fast—how do you keep your bullet train from running off the rails? Our research shows that speed needs to be channeled into stable processes, tasks, and roles if you're going to stay healthy as you move quickly. Realistically, lots of those sources of stability are going to get upended by workplace automation, as we've noted before. As well, operating with the urgency and agility we're describing, and overhauling organizational capabilities constantly to keep and exceed competitive pace, can seem unsettling. And resource reallocation plainly changes people's lives. It's hard, therefore, to keep your organization pulling together when there's so much ambiguity, so much shifting around, and too little sense of why.
Adopt a recipe to run the place
While there's no pat answer to this uncertainty, following a clear recipe is an effective way to start. By its very definition, a recipe is a defined set of conditions and constraints. In siloed firms, one sees a wide array of processes and practices, executed in dramatically different fashion across the organization (and sometimes within the same silo). It makes for an incongruous hash, with ingredients from management ooks over the last 20 years—a pinch of this and a dash of that.
By contrast, the healthiest firms—those most capable of sustaining performance and renewing over time—have a much simpler approach: they don't sample à la carte. Our research shows that four distinct recipes are particularly effective, and having the discipline to stick with any one of them is critical. In fact, organizational discipline is one of the foundations of both corporate health and operational performance.
Nor are "health" and "operational results" binary choices. To keep from losing their way, organizations must prioritize both at all times. That adds up to a virtuous cycle that accelerates and enhances performance, even for fairly mundane initiatives such as squeezing a bit more margin from better pricing or lowering costs through more effective procurement. It also helps ground the company and the people who comprise it, even in times of momentous change.
Cultivate purpose, values, and social connection
If you conceive of your organization as more than just a collection of roles and processes, you'll be far more prepared for the uncertainty ahead. Aligning around common principles is a large part of what an organization of the future is all about: participants making decisions under defined rules of engagement, collaborating to create value, and earning the credibility to lead rather than having "leadership" be imposed from on high.
Employees reach higher when their energies are channeled toward a higher purpose. Because different people find inspiration from different sources, it takes range to strike a chord that will resonate with almost everyone. Smart organizations hit every note—and mean it. That calls for walking the talk in, among other areas, race and gender diversity, social impact, and diversity of political expression. Some employees are most inspired by personal development (and, it must be said, monetary compensation); others find passion in objectives geared more toward their working team, the company as a whole, its customers, and even society at large. Cultivating purpose requires you to sharpen your organization's sense of mission and strengthen your employees' social connection.
This article appeared first at https://www.mckinsey.com/business-functions/organization/our-insights/organizing-for-the-age-of-urgency
artificial intelligence decisions leadership organisation social connection strategy structure
Vorherige: Vorheriger Beitrag: "Erzürne nicht, setze Dich ans Ufer des ruhigen Flusses und warte, bis die Leichen Deiner Feinde vorbeitreiben" oder der Umgang mit negativen Personen
Weiter: Nächster Beitrag: Ohweh … die Digitalisierung.
© 2021 Institut für angewandte Wirtschaftspsychologie, Kommunikation und Strategie.

redpajama_set_name: RedPajamaCommonCrawl


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Copyright © 2020 Village of Kenmore. All Rights Reserved.
Village of Kenmore
Week of 1/20 - No Recycle Collection. Winter parking ban is in effect through 3/15/20
APA Top 10 Award
Sr. Nutrition Program
Tax / Financial Info
Clerk / Treasurer
Kenmore, NY 14217
Questions/Info
Kenmore is Named One of the Top 10 Great Neighborhoods in the United States
Category: ROOT
The American Planning Association recently named the Village of Kenmore as "One of the Top 10 Great Neighborhoods" in the United States for 2009, as part of its Great Places in America Program. The program recognizes 10 communities throughout the country for exceptional character and planning.
Kenmore was singled out for its historic architecture, walkable design, accessibility, functionality, and for its community involvement. The Village, which recently celebrated its 110th anniversary of incorporation, is also one the Country's 100 most dense urban areas, according to the 2000 census.
The American Planning Association presented the award to Mayor Patrick Mang on October 31, 2009. Despite the terrible weather, over 200 Kenmore residents, businesspeople, and public officials came out to celebrate this national award.
"We are thrilled to be named one of the Top 10 Great Neighborhoods for 2009. Everyone who lives and works in Kenmore knows what a special place this is and now so does the rest of the country," stated Mayor Patrick Mang. The Mayor noted that the Village boasts emergency response time of less than two minutes, and that the Village does more full street infrastructure projects than any community its size. He also credited the cooperation between the residents, businesses and government officials for the strong community bond shared by those who live and work in the Village.
APA Chief Executive Officer Paul Farmer, FAICP noted that "Kenmore shows how valuable and important all of American's first-ring suburbs are to the metropolitan areas" and that "Kenmore is truly a model worth emulating."
Meetings / Events Calendar
25 Dec 2019;
Official Village of Kenmore Web Site - Supported by Buffalo Web Design @ WebTY's


We can get success by using different assumptions [like different people find success by following their own god & religion]. Present theories are not the only way of success. Success comes because we are thinking more religiously on these theories.
Think why we are reaching iss in less than 6 hours instead of 51-52 hours?
Why universe is expanding instead of so many types of pulling force?
We should focus on the new theory based on dark matter, dark atom & dark energy. We can't ignore these, as previously.
Our mathematical approach is good, but it is for 'justifying/proving our assumption & theory' not always for 'explaining theory & assumption'.
At earth it is due to some different set of situation & at Neptune or at the 'planet of other stars' [situated in another galaxy]; it is due to different set of situation.
All the new thought seems GARBAGE at first, but before throwing it in DUSTBIN, we must understand it with full Empathy & zero Halo effect. Scopes of amendment - ALWAYS EXISTS.
Biology is also not much away.
Ref. - my blogs & twitter, where I just start writing, but only few sentences because details are for sending in journal.
STILL CROSS CHECKING WITH DAILY PUBLISHED NEW PAPERS ON ABOVE TOPICS.
'the theory of unified ....' this will redefine many basic concept & assumptions.
"OUT OF BOX THINKING" because all my each comments in blogs/articles/papers/news are on the basis of different concept [without using present approach].
I already have the detailed explanation of all the topics mentioned above. The latest paper gives me great pleasure when their finding is very near to my written explanation [already written between march'13 & may'13].
Hand written doc. with picture are ready with me but still want to cross check before placing it. "NEED PLATFORM"
17th, March 2014 is the big day for science & for me too. My work on dark energy & dark matter to explain the universe got a strength.
[pushing force], our galaxies, stars, planets, moons, satellites etc. are moving in definite path and we are standing on our Earth. I know it is a big claim that I am making, but it is on the basis of some basic theoretical research. It will change our STANDARD MODEL and open new path for exponential growth in research.


What do chocolate and worldwide educational systems have in common? They both originated from a time before digitalisation. While chocolate still fulfils its purpose (even after decades) our educational systems struggle to do the same.
In the past, knowledge and information was scarce, but things changed.
Since the smartphone , knowledge is available "at a fingertip", so long nights of studying are becoming less relevant. Simultaneously, more important key-humane abilities like creativity, reasoning and decision making are taking the empty spot.
Virtual realities promote abilities, which traditional or E-Learning methods fail to convey. This is the advantage VR has over traditional Trainings, WBTs or other E-Learning methods: playfully testing capabilities and situations under real circumstances.
VR Training solutions seamlessly adapt to traditional teaching techniques. The didactical keyword here being "competence orientation".


Combat PTSD Is Not A Sign Of Weakness, But One Of STRENGTH!
"This is a great site. Provides hope and encouragement. I recommend it highly." – Penny F.
"Truly inspirational, educational and an true example of selflessness. Im inspired daily by this site…" – Kris B.
"One of the best things for ptsd is a good battle buddy" – Charles P.
"TBBF is wonderful and caring and works tirelessly to ensure our fighting forces know they are not alone and there is hope." – Terena P.


Benson Leung, a Google engineer on the Chrome OS team, had been testing and reviewing dozens of USB-C converter cables sold on Amazon. He wanted to find out whether each cable was produced according to the USB-C specifications and whether it worked with Google Chromebooks or other gadgets that have adopted the new USB-C standard.
Leung found that cables from established manufacturers such as Belkin, iOrange and Frieq did meet the specs, but the rest were problematic or even catastrophic. One cable toasted the Embedded Controller on his Chromebook Pixel 2015, killing its USB-C ports and preventing his laptop from booting normally. In a review that he left on the item's Amazon product page, Leung noted that the "dangerous" cable was miswired.
Other cables that Leung tested were not as destructive, but they did not charge the plugged-in device or, at best, worked in some devices but failed in others. Visit Leung's Amazon reviews page to see what he found about the other cables he tried.
USB-C is a relatively new standard. The first mobile devices adopting it were just released in 2015. The impact of shoddily manufactured, potentially damaging and noncertified USB-C cables remains restricted to a few devices for now. But that risk could explode as new smartphones, tablets and computers move to the newer USB standard, so it's good news that Amazon has stamped out dodgy USB-C cable sellers this early.
How can you avoid the pitfalls of substandard USB-C cables? One way is to look for the USB-IF logo on the cable and its packaging. Its presence usually indicates compliance with the standards published by the USB-IF. Unfortunately, several unscrupulous manufacturers of cheap, low-quality cables use the logo even on products that have not gone through USB-IF certification and compliance testing. The USB-IF keeps an updated list of certified USB-C products [PDF], so verify if your product is on that list. If you're buying from Amazon sellers, read the reviews to get an idea of the product's quality. If you do get a defective or noncertified cable, report it to Amazon immediately.
Based on the work from Benson Leung there are 30% of USB-C cables that fail the test. His work encouraged a lot of other individuals to do testing too. There are quite a few websites popping up in response to this such as: usbccompliant.co.uk (UK/EU) & usbccompliant.com (US).The sites have already been listing the "compliant" cables on Amazon - but It is good to see Amazon taking accountability themselves.


This is a monograph on homogeneous spaces of algebraic groups and their equivariant embeddings. Some results are supplied with proofs, while the other are cited with references to the original papers. Starting with basic properties of algebraic homogeneous spaces, the author focuses on homogeneous spaces of reductive groups and introduces two invariants: complexity and rank. He considers the Luna-Vust theory of equivariant embeddings, paying attention to the case of complexity not greater than one.
Introduction to both the geometry and the arithmetic of abelian varieties. It includes a discussion of the theorems of Honda and Tate concerning abelian varieties over finite fields and the paper of Faltings in which he proves Mordell's Conjecture.
This is not a typical math textbook, it does not present full developments of key theorems, but it leaves strategic gaps in the text for the reader to fill in. The original text underlying this book was a set of notes for the Math Olympiad Program.
Contents: Modular Group of Degree n; Symplectic group of degree n; Reduction Theory of Positive Definite Quadratic Forms; Fundamental Domain of the Modular Group of Degree n; Modular Forms of Degree n; Algebraic dependence of modular forms; etc.
These notes are an introduction to the theory of algebraic varieties. In contrast to most such accounts they study abstract algebraic varieties, not just subvarieties of affine and projective space. This approach leads naturally to scheme theory.


Nothing untoward or nasty going on here, no sir. Beautiful teen model strips Stunning amazon with swords Zishy is a newish amateur site that I ran across not too long ago. Prurient sweet teen is She loves to put a bit of style into her shows and she did so with a lovely tattoo that looks amazing on her shaped teen body.


Weird Al Yankovic concert tickets are on sale. You can find the list of Weird Al Yankovic tour dates here.
Alfred Matthew Weird Al Yankovic (pronunciation: /?jæ?k?v?k/; born October 23, 1959) is an American singer-songwriter, music producer, accordionist, actor, comedian, writer, satirist, and parodist. Yankovic is known for his humorous songs that make light of popular culture and that often parody specific songs by contemporary musical acts. Since his first-aired comedy song in 1976, he had sold more than 12 million albums (as of 2007), recorded more than 150 parody and original songs, and has performed more than 1,000 live shows. His works have earned him three Grammy Awards among nine nominations, four gold records, and six platinum records in the United States. Yankovics first top ten Billboard album (Straight Outta Lynwood) and single (White & Nerdy) were both released in 2006, nearly three decades into his career.


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Home > Northwest Coast > Sculpture > Thunderbird & Salmon Panel
Thunderbird & Salmon Panel
by Moy Sutherland
Nuu-chah-nulth Nation
Available upon special order – individually custom-made
Glass, sandblasted
Red Cedar wood, Stainless steel, Acrylic paint
Limited-edition of 11
With a traditional formline design etched into the contemporary medium of glass, Moy Sutherland's Thunderbird & Salmon Panel constitutes an elegant example of coastal First Nations' artwork in the modern era.
While panels are a common feature of Pacific Northwest Coast art, they are primarily carved from laminated planks of cedar wood. Glasswork panels are still quite rare, but truly attest to the evolution of contemporary coastal art over the last decade. This particular panel is a lovely illustration of the interplay between tradition and innovation that can be found in many Northwest Coast artworks of today.
36 x 36 x 2.5" (91.44 x 91.44 x 6.35cm)
Categories: Glasswork, Northwest Coast, Panels, Sculpture
Moy Sutherland
Moy Sutherland is from Ahousaht First Nations, on the West Coast of Vancouver Island, British Columbia. Moy carries two traditional names: Hiish-Miik, which translates as "someone who gets whatever they are after" and Chiotun from the Coast Salish village of Sliammon, which translates as "someone who helps." Born on January 4, 1974, Moy grew up immersed in his culture and its traditions.
Moy has submerged himself in his artist career for 20 years. In 1994, Moy began his artistic career in Alert Bay, BC, learning the principals of carving. Upon mastering basic techniques, Moy moved home to his traditional territory to learn more about Nuu-chah-nulth art forms thus broadening his horizons to include the Nuu-chah-nulth style. Even at the beginning of his artistic career, Moy demonstrated intelligence and meticulousness as an artist.
In 2000, Moy's artistic development became further focused when he began an apprenticeship with world-renowned Nuu-chah-nulth artist Arthur Thompson. Arthur mentored Moy until Arthur's death in March of 2003. While working with Arthur, Moy furthered his understanding of Nuu-chah-nulth design structure and refined his skills. Through assisting with, and later working on projects together, Arthur also shared his vast knowledge of totem pole carving, traditional bentwood box construction, and articulated mask structure and assembly. More importantly Moy also learned the cultural significance of form structure, design and carving methods from Arthur. The influence and lessons of his mentor and friend are a large influence on Moy's present day art.
Moy has the benefit of having learned his craft from both Kwakwaka'wakw and Nuu-chah-nulth artists. He has used the experience to broaden his understanding of all Pacific Northwest Coast First Nations' art forms. Although he is very mindful of staying within the traditional rules and values of his culture, he strives to find ways to set himself apart from other artists. He enjoys exploring different media and he is refining his own unique style, both with modern and traditional techniques. For Moy, his art is very deeply rooted in his culture. He finds it both spiritually rewarding and educational.
Moy comes from a very traditionally rooted family, where the Nuu-chah-nulth culture is a large part of everyday life. Until his tenure with Arthur Thompson, he was pursuing a degree in anthropology, focusing on the traditional aspects of First Nations' culture. For Moy art and anthropology are natural interests and connect to each other; he believes both meet on a journey into the history of his people; a journey that, for him, is a path of understanding and appreciating the connection between the natural world and his culture, and the expression of it in artistic form.
Moy's work can be found in galleries, museums, magazines & books, and private collections throughout the world.
"For me, the meaning of life is to learn of and understand my cultural surroundings, so that this knowledge can be preserved and used in everyday life. Like our elders before us passed this knowledge on, so must we to our descendants. In this manner, respect becomes an integral part of life, respect for everything. I draw my knowledge and inspiration from the teachings of those whom I respect, and I incorporate these into everything I do."
Salmon Rattle
Joe David
Alder wood, Acrylic paint
'Goat Horn' Pewter Serving Set
Cast from fine lead free Pewter (made in Canada)
Food safe and hand wash
Available in a Matte finish only
Each Utensil: 8 x 2 x 2″
Custom Maple Wood box is sold separately – please inquire for pricing
This beautifully designed serving set features classic totemic designs with Eagle, Frog and Raven Stealing the Sun. The traditional 'Goat Horn' styled fork and ladle make an ideal wedding or any occasion gift. Pewter will not tarnish like silver over time. Hand wash only with mild soap.
Butterfly and Hummingbird Spoon
Daniel Yunkws
Sterling Silver, Engraved
Maple wood base included
Ceremonial Talking Stick
Dr. Richard Hunt RCA
Red Cedar wood, Abalone shell (over 150 individual inlaid pieces), Acrylic paint
More images available upon request.
69 x 12 x 11″ (including base)
Eagle Panel
CA$12,500.00
Yellow Cedar wood, Abalone shell, Acrylic paint
Eagle's Flight Paddle
Wolf of the Sea Panel
Red Cedar wood, Abalone shell, Acrylic paint
Moy Sutherland's "Wolf of the Sea" Panel is a striking depiction of a powerful Pacific Northwest Coast figure. The size of the panel allows the full figure to pan down the face of the wood, inviting the eyes of all in its vicinity. Combined with a generous use of Abalone inlay, the final result is a truly impressive work of art.
The Wolf is seen as a symbol of patience, individuality, provider, unity, and family. Out of all the animals, Wolves are believed to have the strongest supernatural powers and are often sought as spirit aids by hunters. Wolves are the counterpart to the Killerwhale. They are fierce protectors of family and are known to mate for a lifetime.
The Killerwhale, often referred to as the "Wolf of the Sea," is associated with family, power, strength, dignity and communication. Like the Wolf, Killerwhales are fierce protectors and mate for a lifetime. According to coastal First Nations oral traditions, Killerwhales live in villages deep within the ocean, where they remove their skins and live as large humans. They are said to be the reincarnations of great chiefs, and are reputed to act as guides to humans caught within storms.
Koo-ushin-mit (Son of Raven) Bentwood Box


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Q: C# Entity Framework 4.1 dbset binding to DataGridView I have a EF code-first generated list of objects which is being accessed without issue via the context.
One property in the class in question is actually a reference to another class.
When I bind this to the datagridview, all columns show fine except for the references, which come up as a string "System.Data.Entity.DynamicProxies.Contact_43342..... long number".
Firstly, what i would really like here is the Contact Name or some other description to come up in this column.
Second, I would also like to be able to change the name of the column description to a more human friendly name, at the moment all column names are set to the class property names. It would be nice to edit the columns in advance, is it possible if among the columns can be done at design time?
Finally, and perhaps most complex, when I have an object which references other objects (for example my Invoice class has a Contact property as a foreign key) I would also like to have drop down combo box with a list of foreign key objects which I can select from. Direct editing with a combo box column in the datagridview would be great, however I am confused with how to populate the combo box with the Contact names and more importantly how to set the contact name to a specific object reference after the selection has been made (after all, the combo box displays names as strings where as the Invoice object expects a reference to an actual instantiated class).
Any ideas on how I can achieve the above?
Code is at the end of the post.
public class Invoice
{
    public Guid InvoiceID { get; set; }
    public DateTime? DueDate { get; set; }
    public virtual Contact Contact { get; set; }
}

public class Contact
{
    public Guid ContactID { get; set; }
    public string FirstName { get; set; }
    public string LastName { get; set; }
    public string EmailAddress { get; set; }

    public virtual ICollection<Invoice> Invoices { get; set; } // lazy loading with virtual

    public Contact()
    {
      Invoices = new List<Invoice>();
    }
}

public class ModelContext : DbContext
{
    public DbSet<Contact> Contacts { get; set; }
    public DbSet<Invoice> Invoices { get; set; }
}

// and in the main form function after loading the context i bind the data to the grid view as follows:
this.dataGridView1.DataSource = this.modelContext.Invoices.Local;

redpajama_set_name: RedPajamaStackExchange


text:
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Pro-Life Issues
« What do declining fertility rates tell us about a society's future?
Shrinking Populations Represent Shrinking Future »
"There is No Right to Abortion"
MARIE SMITH JUN 1, 2020
During the recent virtual meeting of the World Health Assembly-the decision-making body of the World Health Organization (WHO)-the US submitted its written Explanation of Position (EOP) on the COVID-19 Response Resolution, disassociating itself from a number of paragraphs, including two related to "sexual and reproductive health".
The US statement expressed regret at the failure to achieve consensus language in all areas of the resolution and explained:
"The United States dissociates from operative paragraphs 7.5 and 9.4. The United States strongly supports women reaching the highest attainable outcomes for health, life, dignity, and well-being throughout their lives. We champion access to high-quality health care for women and girls across the lifespan. However, we do not accept references to "sexual and reproductive health," or other language that suggests or explicitly states that access to abortion is included in the provision of population and individual level health services. The United States believes in legal protections for the unborn, and rejects any interpretation of international human rights (such as General Comment 36 on the International Covenant on Civil and Political Rights) to require any State Party to provide access to abortion. As President Trump has stated, 'Americans will never tire of defending innocent life.'
Each nation has the sovereign right to implement related programs and activities consistent with their laws and policies, free from external pressure. There is no international right to abortion, nor is there any duty on the part of States to finance or facilitate abortion. Further, consistent with the 1994 International Conference on Population and Development Programme of Action and the 1995 Beijing Declaration and Platform for Action, we do not recognize abortion as a method of family planning, nor do we support abortion in our global health assistance."
UN "Experts" Object to US States' Right to Decide Abortion Policy
Pro-abortion activists serving on the Working Group on discrimination against women and girls attacked US states for not treating abortion as "essential" during the COVID-19 crisis. In the release, United States: Authorities manipulating COVID-19 crisis to restrict access to abortion, issued by the UN's Office of the High Commissioner on Human Rights, the activists target Texas, Oklahoma, Alabama, Iowa, Ohio, Arkansas, Louisiana and Tennessee.
According to Elizabeth Broderick, Vice-Chair of the Working Group, "We regret that the above-mentioned states, with a long history of restrictive practices against abortion, appear to be manipulating the crisis to severely restrict women's reproductive rights.
"This situation is also the latest example illustrating a pattern of restrictions and retrogressions in access to legal abortion care across the country. We fear that, without clear political will to reverse such restrictive and regressive trends, states will continue pursuing this pattern."
The Working Group also expressed its opposition to USAID's letter to the UN Secretary General which requested the removal of references to "sexual and reproductive health and its derivatives" from the Global Humanitarian Response Plan (HRP) on COVID-19.
Broderick said, "We reiterate that sexual and reproductive health services, including access to safe and legal abortion, are essential and must remain a key component of the UN's priorities in its responses to the COVID-19 pandemic."
PNCI notes that the Working Group disregards UN consensus agreed to in the 1994 International Conference on Population and Development Programme of Action which states in 8.25 "Any measures or changes related to abortion within the health system can only be determined at the national or local level according to the national legislative process". State legislators are the ones to determine state policy on abortion, not abortion activists who are appointed by the Human Rights Council to serve on Special Procedures.
This entry was posted on Monday, June 1st, 2020 at 7:17 pm	and is filed under News & Commentary. You can follow any responses to this entry through the RSS 2.0 feed. You can skip to the end and leave a response. Pinging is currently not allowed.
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Patty Schneier
In "Prove it God" Patty Schneier speaks as a Catholic woman and mother in our modern times. She tells her personal story of how God worked in her heart to turn her away from contraception and toward Natural Family Planning.
Patty Schneier's "Prove It, God" ...And He Did is available to listen to for free! Order it!
https://onemoresoul.com/audio/CPHD.mp3
Stephen Patton M.A., J.D.
Stephen Patton's "Why Contraception Matters" talk is available to listen to for free! Read it! Order it!
https://onemoresoul.com/audio/CWCM.MP3
La charla de Stephen Patton "Porque Importa la Anticoncepción" esta disponible aqui para que la escuchen gratis! Leela! Ordenala!
https://onemoresoul.com/audio/CWCMsp.mp3
What a Woman Should Know about Birth Control - 176 emails
The Cross in Our Bodies - 164 emails
20 Ways for Young Women to Claim the Respect They Deserve - 146 emails
The Tunnel of Parenthood - 133 emails
20 Ways for Young Men to Become REAL Men - 105 emails
Chickenpox Vaccine Use is Highly Statistically Related to Autism Disorder - 100 emails
Priest warns Obama: Better knock the Catholic Church out now – you've awakened the giant - 87 emails
Chastity: What are you saying YES to? - 65 emails
The Christian View of Sex: A Time for Apologetics, not Apology - 62 emails
Why Contraception Matters - 51 emails
Stuff you might like
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The Art of Natural Family Planning Student Guide Code: BASG
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Q: jQuery cross-domain AJAX request works on one page, but not another Here's a weird situation I can't figure out.
I'm making a cross-domain AJAX request on my site, from its http domain to its https one. I'm doing this via buttons on two different pages. On one page, the request works fine, and I can see from Firebug that my session cookies are sent across to the server properly. On the other page - under the same domain and URL structure - no cookies are sent.
E.g. working from http://www.example.com/en/apples
But not working from http://www.example.com/en/oranges
The code is as follows:
var ajaxUrl = "https://www.example.com/en/controller/add/bananas/";

jQuery.ajax({
    type: "GET",
    url: ajaxUrl,
    xhrFields: {
         withCredentials: true
    },
    crossDomain: true,
    success: function(data) {
      console.log("Yay");
    }
  }
);

My https site responds with:
Header add Access-Control-Allow-Origin      "http://www.example.com"
Header add Access-Control-Allow-Credentials "true"

I know it works because it works on /apples but the exact same code doesn't work on /oranges! What's going on here?

A: Still not sure why it was working on one page but not another, however I fixed it by adding more headers to the HTTPS server via Apache's conf.d file:
<IfModule mod_headers.c>
    Header add Access-Control-Allow-Origin      "http://www.example.com"
    Header add Access-Control-Allow-Credentials "true"
    Header add Access-Control-Allow-Methods     "GET, POST"
    Header add Access-Control-Allow-Headers     "Content-Type, Authorization, X-Requested-With"
    Header add Access-Control-Max-Age           "1000"
</IfModule>

Both pages now work.
Also check:
• Why is jquery's .ajax() method not sending my session cookie?
• How do I send a cross-domain POST request via JavaScript?


This is sad. Former Congressman Gerry Studds died over the weekend. He was the first openly gay member of Congress. His has left a widower behind who is not eligible for the federal pensions that every other widow and widower get. The same battle over and over again, whether it is the gay lesbian partners of people killed on 9/11 or police and service members killed in action, we just don't count for federal benefits. When my father died, my mother got his social security and so did the kids. If my partner dies, I get nada.
In the Weds Washington Post, there is an article about what would happen to the Bush presidency when we win in 20 days and take back one or both houses of Congress.
On desks around the West Wing sit digital clocks counting down the days and hours left in the Bush presidency, reminders to the White House staff to use the time left as effectively as possible. As of 8 a.m. today, those clocks will read 825 days, four hours. But if the elections go the way pollsters and pundits predict, they might as well read 20 days.
Oh please god let it happen, let it become reality!
I haven't saide anything about Ms. Marinucci lately so I thought I would post her latest blog about Clinton coming to SF to raise money. She also lists the other stars to be on stage with him. Maybe I can be her photographer that night. Yeah and maybe I will wake up 5'4".
For those of you who missed Frank Rich's fabulous column last Sunday in the Times, here it is. No subscription needed.
And one last item, the Sharks shut out one of the last unbeaten teams in the NHL tonight, the Dallas Stars, 2-0. Nabby was unbelieveable. Nothing like a Sharks win to make the night perfect.


Tesla might have just finished a record third quarter, but the electric car maker seems set to push forward with its Model 3 ramp without missing a beat. Just yesterday, Tesla registered 4,609 new Model 3 VINs, ~85% of which are estimated to be Dual Motor. With this latest batch of filings, Tesla has registered a total of 122,517 Model 3 to date.
The recent batch of Model 3 VIN filings bode well for Tesla's continued push for the electric car this Q4. Tesla's chances this fourth quarter has gained the confidence of some Wall Street analysts, including Romit Shah of Nomura Instinet, who noted that Tesla might have hit its break-even point in the third quarter. The analyst also noted that as Telsa closes in on production and delivery numbers of 100,000 vehicles per quarter, the company could finally reach a point where it could be sustainably profitable.
It should be noted that Tesla's production ramp for the Model 3 is only partly done. Tesla eventually aims to produce 10,000 units of the electric sedan every week, and so far, the company is only producing around half this number on average. Despite this, the Model 3's disruption of the US auto market has started becoming notable, particularly in the sales figures of rival automakers in September. The Tesla Model 3 has slowly risen through the ranks of the US' best-selling passenger cars over the past months. This became particularly notable in August, when the Model 3 was listed by auto sales tracking website GoodCarBadCar as the 5th best-selling passenger car in the United States.
The Model 3 went up GCBC's best-selling passenger cars list once more in September. Tesla sold an estimated 22,250 Model 3 in during the month, beating the Toyota Corolla Family for the No.4 spot. What's particularly notable was that with the Model 3's rise, the sales of the three vehicles above it — the Toyota Camry, the Honda Civic, and the Honda Accord — all saw a notable dive. Looking at September's sales figures, the gap between the Model 3 and America's best-selling passenger cars continues to get smaller.
The Tesla Model 3's rankings at the auto sales tracking website's overall list also improved. Last August, the Model 3 was listed by GoodCarBadCar as the 15th best-selling vehicle in the United States. In September, the Model 3 moved up two places, ranking as the 13th best-selling vehicle in the country, in a list that includes mainstream trucks and SUVs like the Ford F-150, Honda CR-V, and the Toyota Rav4.
Tesla's fourth quarter seems poised to take the company towards even more milestones. Gigafactory 1, the company's expansive facility in Nevada, is set to receive upgrades in the form of three new battery cell assembly lines from Panasonic. The new lines, which were initially estimated to be completed near the end of 2018, are now expected to be finished ahead of schedule. New Grohmann machines, which are designed to make module production three times cheaper and three times faster, are also set to be operational in Q4.
The Model 3 ramp has moved forward since the electric car's production began last year. That said, there is still a lot that needs to be done. Other variants of the vehicle, such as the $35,000 base Model 3, as well as Right-Hand-Drive versions of the electric car, are yet to enter production. Both the Model 3 in Standard trim, as well as RHD versions, are expected to hit production next year.


After a crash killed a father and son in Wood County, efforts focused on vulnerable users.
HANSEN - It's been a year since a pickup crashed into a horse-drawn wagon in Wood County, killing a father and son near their home and illustrating the dangers for non-motorized traffic on Wisconsin roads.
Since then, little has been done statewide to improve safety for these travelers, despite multiple fatal crashes in Wisconsin involving horse-drawn vehicles and bicyclists. In fact, the Legislature repealed a law and cut funding designed to make roadways safer for these "vulnerable users."
Wood County officials have made some progress on local safety measures since the deaths of Christopher Kempf and his 10-year-old son, Melvin. Christopher Kempf, 31, died Nov. 21, 2015 and Melvin died Dec. 3 after they were hit by a pickup Nov. 20, about 15 miles northwest of Wisconsin Rapids.
The 31-year-old Necedah man arrested after the crash was convicted of first-offense drunken driving, had his license revoked nine months and paid $1,028. He still owes the court $443, according to court records. The man never faced criminal charges because a crash investigation determined the wagon wasn't carrying proper safety equipment and could not be seen after dark.
About two weeks earlier, on Nov. 4, 2015, Judy Gause, 68, was riding her bicycle down Adams County Z in Rome with her husband, Robert, when an empty logging semi hit her. An Adams County medical examiner pronounced her dead at the scene.
The truck's 43-year-old driver had a cracked windshield and faulty windshield wipers. He told police the sun was in his eyes and he couldn't see, according to police reports. He received a citation for improper passing.
The deaths of the Kempfs and Gause drew attention to the safety of what experts call "vulnerable users" on roads. The Wisconsin Bicycle Federation hoped that it could lobby to get a Vulnerable User's Law created in the state. If it had passed, it would have made a new class of penalties for those convicted of killing or injuring a cyclist, pedestrian, farmer driving a farm vehicle, or police officers writing a ticket or aiding a motorist. It would have given prosecutors the option of charging people involved with a fatal crash something less severe than homicide by drunken driving or negligence.
Bicycle Federation members had their hands full during the 2016 legislative sessions, said Dave Cieslewicz, executive director of the federation. The state repealed the "Complete Streets" law, he said. The law required municipalities using state money to consider including safer spaces such as sidewalks, bicycle lanes or paved shoulders with street projects. The state also cut funding for bicycle and pedestrian projects.
But safety efforts for vulnerable users could improve in 2017, Cieslewicz said. The Bicycle Federation has talked to legislators who have promised to introduce a vulnerable users bill in January, he said. State Rep. Mike Rohrkaste, R-Neenah, has agreed to be the bill's primary author, but the bike federation is looking for co-authors, Cieslewicz said.
Bicyclists, pedestrians, horse-drawn vehicle passengers and farmers are just as vulnerable as construction workers, who are protected by special laws and separate penalties for people who hit them while working on roads, Rohrkaste said.
Rohrkaste said he plans to talk to the Wisconsin Attorney General's Office, other attorneys and people involved to come up with ideas for what should be included in any proposed bill. It will likely be different from a bill that was proposed but failed to get approval in the 2013-2014 legislative session, he said.
Safety projects have moved forward in Wood County. After the crash that killed Christopher and Melvin Kempf, the county received a $1,000 grant from Ministry Saint Joseph's Hospital to buy battery-operated lights to outfit three Amish wagons, Wood County Sheriff's Department Capt. Shawn Becker said.
The county also used the money to put up new caution signs in areas heavily traveled by the Amish to alert motor vehicle drivers to the possibility of horse-drawn vehicles, Becker said.
Jackie King, a friend of the Kempf family, said the county put one sign at the site where the Kempfs were hit by the pickup.
"It's good news that there are some improvements," King said. "I have seen firsthand that a lot of the Amish have had lights put on their buggies."
Becker and Wood County Emergency Management Director Steve Kreuser also have met with Amish elders. The elders learned the county's concern is for the safety of the Amish people in the county, then instructed their groups to put new reflective triangles on their buggies, Kreuser said.
The county bought the lights for the wagons at a business frequented by the Amish in Arpin, Kreuser said. The business has the lights for other members of the Amish community to purchase.
Amish leaders also have allowed Becker and Kreuser into the Amish schools, where they've talked to children about road safety. Many of the children didn't know which side of the road to walk on or how to safely ride a bicycle on the road, Krueser said.
In the meantime, King and her husband, Corbin, continue to try to help Christopher Kempf's wife, Mattie, and her six remaining children, Ben, Clara, Christine, Wayne, Harley and Barbara Ann. The youngest child, Barbara Ann, was born in May. The Amish community built the family a barn last summer and the family has moved to Arpin to be near Mattie Kempf's parents. Mattie Kempf is working in her parents' Arpin candy shop to try to support her children until they are old enough to help her with chores on the farm, Jackie King said.
People who would like to help the family can make donations to the Kempf Family Fund at Pioneer Bank, Jackie King said.


text:
Eric Rush (ur. 11 lutego 1965 w Kaeo) – nowozelandzki rugbysta, reprezentant kraju w wersji siedmio- i piętnastoosobowej, czterokrotny uczestnik Pucharów Świata, złoty medalista w siódemkach i srebrny w piętnastkach, dwukrotny złoty medalista igrzysk Wspólnoty Narodów, pięciokrotny triumfator IRB Sevens World Series, zwycięzca Pucharu Trzech Narodów, następnie trener, działacz, przedsiębiorca i mówca, z wykształcenia prawnik.

Kariera sportowa
W młodości prócz rugby uprawiał także boks z sukcesami na arenie krajowej, reprezentował Nową Zelandię w touch rugby i juniorskiej siatkówce.

Po przeprowadzce do Auckland grał w klubie East Tamaki RFC, został także wybrany do zespołu reprezentującego region w National Provincial Championship. Zadebiutował w nim w roku 1986, jednak do roku 1990 zaliczył jedynie trzynaście występów, bowiem jego konkurentami do roli  byli reprezentanci kraju: Michael Jones, Mark Brooke-Cowden i Mark Carter. Od kolejnego sezonu grał dla North Harbour, gdzie w roku 1992 został przestawiony przez Petera Thorburna na pozycję , na której występował w tym zespole do roku 2000, kiedy to ostatecznie przestał uprawiać tę odmianę sportu. W latach 1996–1998 rozegrał dodatkowo osiemnaście spotkań dla Chiefs w rozgrywkach Super 12. Z North Harbour zwyciężał w New Zealand National Rugby Sevens Tournament.

Już po przejściu na pozycję skrzydłowego otrzymał powołanie do All Blacks. Zadebiutował w niej w towarzyskich meczach podczas tournée do Australii i RPA w roku 1992, a rok później zagrał również w takowych podczas wyprawy do Europy. Na pierwszy testmecz czekał do Pucharu Świata 1995, w którym to zagrał w dwóch meczach, a Nowozelandczycy ulegli w finale gospodarzom. Jeszcze w tym samym roku został wytypowany na mecze w Europie, zaś w roku 1996 prócz czerwcowych testmeczów ze Szkocją wziął udział w inauguracyjnym, zwycięskim Pucharze Trzech Narodów, po czym zakończył reprezentacyjną karierę kolejną wyprawą do RPA. Łącznie zatem w latach 1992–1996 rozegrał dwadzieścia dziewięć spotkań dla nowozelandzkiej reprezentacji, w tym dziewięć testmeczów, grał także w zespole rezerw.

Z uwagi na maoryskie pochodzenie od 1987 roku był także powoływany do drużyny New Zealand Māori, do roku 1991 zaliczył czternaście meczów, w tym podczas wyprawy do Francji i Argentyny, kolejne czternaście zaś po zmianie pozycji, w tym przeciwko British and Irish Lions podczas ich tournée w 1993.

W 1988 po raz pierwszy zagrał w reprezentacji w rugby siedmioosobowym i związany z nią był przez siedemnaście sezonów, także jako kapitan. Wśród sukcesów w tym okresie znalazły się dwa złote medale igrzyska Wspólnoty Narodów (w Kuala Lumpur i Manchesterze), udział w trzech pierwszych Pucharach Świata i zwycięstwo w 2001 (podczas turnieju złamał nogę, jednak Nowozelandczycy, wzmocnieni przez Jonah Lomu, triumfowali ostatecznie w zawodach zdobywając po raz pierwszy Melrose Cup) oraz triumfy w pierwszych pięciu sezonach IRB Sevens World Series. Szesnastokrotnie wystąpił w Hong Kong Sevens, został także wybrany do najlepszej siódemki czterdziestolecia tego turnieju.

Sześciokrotnie został zaproszony do gry dla Barbarians. Karierę sportową zakończył z końcem 2004.

Kariera pozasportowa
W 1988 roku ukończył studia prawnicze na University of Auckland i pracował w zawodzie przez siedem lat, do czasu gdy rugby otwarto na zawodowstwo.

Po zakończeniu aktywnej kariery sportowej zajął się również pracą trenerską. Jego pierwszym zespołem był Auckland, z którym czterokrotnie zwyciężał w New Zealand National Rugby Sevens Tournament (w latach 2005, 2006, 2007 i 2008), jednak jedną z edycji musiał opuścić z powodu zakrzepu. Przez kilka lat był asystentem Gordona Tietjensa w reprezentacji kraju siódemek, a w 2006 i w 2016 roku wymieniany był również w gronie kandydatów na jego następcę w roli szkoleniowca All Blacks Sevens. Pracował także m.in. z młodzieżowymi zespołami w Kaeo oraz był działaczem New Zealand Maori Rugby Board.

W 2007 roku zainteresował się branżą supermarketową, przez kilka lat zbierał doświadczenie w prowadzeniu takowego, a od roku 2010 był właścicielem sklepu New World, początkowo w Browns Bay, a następnie w Kaikohe.

Był również cenionym mówcą oraz mistrzem ceremonii na bankietach i konferencjach.

Varia
 Urodził się w Auckland w rodzinie emigranta z Belfastu i Maoryski. Należał do iwi Ngati Kahu i Ngapuhi.
 Żona Raina, piątka dzieci, czwórka synów także uprawia rugby.
 W 1999 roku spowodował wypadek ze skutkiem śmiertelnym, wyrokiem sądu Rush stracił uprawnienia do prowadzenia pojazdów na osiemnaście miesięcy, został zobligowany do przepracowania dwustu godzin prac społecznych oraz do wypłaty ponad piętnastu tysięcy NZD zadośćuczynienia.

Przypisy

Nowozelandzcy zawodnicy rugby union
Nowozelandzcy trenerzy rugby union
Nowozelandzcy działacze rugby union
Nowozelandzcy przedsiębiorcy
Urodzeni w 1965
Rugbyści Chiefs
Uczestnicy Pucharu Świata w Rugby 1995
Medaliści Igrzysk Wspólnoty Narodów 1998
Medaliści Igrzysk Wspólnoty Narodów 2002

redpajama_set_name: RedPajamaWikipedia


Most people are familiar with the relationship between high levels of the amino acid homocysteine and an increased risk of cardiovascular disease and stroke. What's new is the link between homocysteine and migraine headache.
Doctors in Australia who monitor their patients' homocysteine levels and treat any problem with vitamins B6, B12, folic acid and trimethyl glycine (betaine TMG), frequently find that reducing homocysteine levels also reduces or eliminates migraine headaches in those patients.
New research has found a genetic mutation known as C677T. This mutation has been known to result in other than normal levels of homocysteine, and has been found in a significant number of patients who suffer from migraines. It now appears that as many as 10% of those who suffer from migraines may do so because of elevated homocysteine levels. Currently studies are underway at Griffith University in Australia to determine how lowering homocysteine levels with vitamins can reduce migraine problems.
Patients may notice a difference in their migraines within a couple of weeks of supplementation with vitamin B12, B6, folic acid and betaine. Those with a cardiovascular problem may experience a higher rate of homocysteine induced migraine headaches.
Lea RA, Ovcaric M, Sundholm J, MacMillan J, Griffiths LR. The methylenetetrahydrofolate reductase gene variant C677T influences susceptibility to migraine with aura. BMC Med. 2004 Feb 12;2:3.


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The girls gather up all their spare change and cash it in using a Coinstar machine.Click here to read Diamonds and Dogs, a market commentary of daily observations on anything that happens to be of interest to the author.Jared - Galleria of Jewelry - French Quarter Shopping Center at 4574 S.As the festive season fast approaches, so does the ever spiralling costs of Christmas.See availability, nightly rates, property photos, and easily book online.Supply Agreement and Manufacturing Supply. supply agreement and manufacturing supply agreement.
On 21375-26964 Nc Highway 903, Robersonville NC we have 45 property listings for the 104 residents and businesses.
Link to the description of a pretty simple method by which Coinstar machines can. and quarters that we had.View the address maps and business hours for the best Coinstar offices near Plymouth in our coin. 22713 St Highway 903, Robersonville, NC 27871. 555.76 mile.
It is amazing how few people realize that the Coinstar machines have a rejected coin bin. Coinstar reject bin finds. 2 quarters yesterday and this dime today.Houston-based Financial Stored Value Payment Systems and Coinstar have teamed to create the first nationwide network of employee self.Coinstar gives you an easy way to cash in your coins for paper money, No Fee gift cards, No Fee eCertificates, and No Fee.Here are the third quarter profits and earnings-per-share for various industry groups and. 903 -0.27: 0.42: LSI. Coinstar Inc: 9,065: 5,289: 71: 0.
Last evening I went to the local store and saw a man at the Coinstar machine. 903 March 22, 2018. nickels dimes and a quarter.BI PRIME: Amazon is partnering with self-service coin counting firm Coinstar to expand its cash top-up offering, Amazon Cash. Turn coins into cash, NO FEE gift cards, or donations at Coinstar.
A list of organizations that have voluntarily elected to make public goods payments directly to the Department of. (903)872-8111:.Notes: Additional Physical Form: Also available on microfilm from the University of Florida.
Automated retail solutions provider Coinstar (NAS: CSTR) beat Street estimates handsomely in the fourth quarter, and saw its shares spike 13% in extended.
Coinstar reject bin finds. The notable finds are three silver dimes and a 1955 silver quarter,.Shad cleared the defense for Brooks to run for a touchdown in the second quarter Friday at Panther Stadium in.PAGE ----- THE DFA INVESTMENT TRUST COMPANY Schedules of Investments The Global Value Series.
Trading with The Fly. Coinstar has shown positive growth from its.
This lot includes Peace Dollars circa 1922 (4 qty.), 1922S, 1923 (6 qty.), Morgan Dollars circa 1878, 1884S, 1885S, 1887O, 1900, 1921 (2 qty.), 1921S (2 qty.) B.
I think i hear a silver quarter in the Coinstar reject bin calling me. 903 May 3, 2018.Verizon Communications Inc. reported that third-quarter net income fell.


Epilithic diatoms of springs and spring–fed streams in Majorca Island (Spain) with the description of a new diatom species Cymbopleura margalefii sp. nov.
Title: Epilithic diatoms of springs and spring–fed streams in Majorca Island (Spain) with the description of a new diatom species Cymbopleura margalefii sp. nov.


An artist known for his depictions of serene, peasant female figures in bucolic landscapes with pristine lighting, Daniel Ridgway Knight was born in Philadelphia and became a student at the Pennsylvania Academy of Fine Arts from 1858 to 1861.
He then studied at the Ecole des Beaux-Arts with academic painters Charles Gleyre and Alexander Cabanel and shared classes with Renoir and Sisley. In 1863, he returned to Philadelphia to enlist in the army during the Civil War.
In 1871, he returned to France and settled in the town of Poissy to be near the renowned academic painter, Jean Louis Meissonier, who directed his artistic focus to peasant figures and influenced him with a richly detailed style of realism. By the mid 1870s, the idealized peasant figures became his signature expression, and his presentation contrasted greatly with the emerging realist movement in French art led by Jean-Francois Millet that focused on the hardships and poverty of rural people.
From 1896, he maintained a studio outside of Paris in Rolleboise, and took his subjects from the surrounding countryside and local people. His work was in high demand both in France and the United States, where he got many awards.
David Michael Zellman, "300 Years of American Art"


Home » Blog » Annual Exhibition of Creative Engagement Nov. 19 2019.
The Annual Creative Engagement Exhibition has been fixed for November 19 at the National Indoor Sports Arena, Abbottstown, Dublin.
The Booking Form is on the website under Forms.


text:
Intermediary liabilities and safe harbour – an umbrella for the rain?
19 Jul 2022 , 5:07pm
Anand and Anand senior partner Safir Anand explains why regulating intermediary platforms is essential to prevent content misuse.
Intermediaries act as essential cogs in the wheel of exercising the right to freedom of speech, expression and content delivery across jurisdictions. However, given the flow of inexhaustible data, intermediaries are often held vicariously accountable for unlawful and unscrupulous content posted by users on their platforms.
In an information technology law context, the concept of intermediary liability is often deeply analysed and debated. In most democratic countries, three common approaches generally apply to guide the discussion.
An awareness or actual knowledge approach requires that the intermediaries be held responsible for any unlawful content or activity only if they are aware or have "actual knowledge" of content missue and when alerted, would have to take swift action to remove it. However, the approach incentivizes platforms to take down more content than may be necessary, retaliate against content they oppose by falsely reporting it, or imposing significant moderation costs on platforms by forcing them to review content.
A notice and takedown approach is where an individual submits a Notice of Complaint that identifies specific harmful or illegal content. The website hosting the content must contact the author of the content or, if the author's identity is unknown, remove the content. The author can then file a counter-notice either consenting or refusing to the content's removal. The drawback of this approach, however, is that it incentivizes online services to remove content which is controversial but which may not be harmful or illegal, thereby jeopardizing the Internet's role as a forum for free and open discourse when platforms remove legitimate content.
A mere conduit, caching and hosting approach is most commonly followed in the European Union where the e-Commerce Directive extends liability protections to online services up to the extent their activity "is of a mere technical, automatic and passive nature." The liability protections extend only to "passive" online services offering "mere conduit" (Article 12), "caching" (Article 13), or "hosting" (Article 14) services. Thus, with no active involvement, the Intermediaries remain protected.
The European Union's intermediary liability regime
In the European Union, liability of Internet Intermediaries for third parties' content has been regulated by the e-Commerce Directive. Until 2019, the government's policy remained as stated. In October 2020, the government commented that it, "has no current plans to change the UK's intermediary liability regime or its approach to prohibition on general monitoring requirements". As noted, Articles 12 to 14 provide limitations on the Liability of Conduits, Caches and Hosts for unlawful user information. Article 15 prohibits EU member states from imposing general monitoring obligations on those intermediaries.
India's intermediary liability regime
India's Information Technology Act, 2000 (IT Act, 2000) establishes the concept of "safe harbour" as immunization to intermediaries. Under the same act, provisions for intermediary liability immunization first came through an amendment to the IT Act in 2000 (through amendment of Section 79), which exempts Intermediaries from any liability for any third-party content made available on its platform read with Rule 3 of the Information Technology (Intermediaries Guidelines) Rules, 2011 ("IT Rules"). Before this, it was upon the Intermediary to seek any protection subject to proving an offence / contravention committed without their actual knowledge along with undertaking due diligence.
Section 79(1) of the IT Act provides Intermediaries immunity with respect to any third-party content, data or information hosted by them. This is limited by section 79(2) and (3) of the IT Act, which prescribes that this immunity is applicable only when an Intermediary's role is passive and technical in nature, and provides that an Intermediary cannot claim immunity if it has "…conspired or abetted or aided or induced…in the commission of the unlawful act" . Section 79(3)(b) provides for a 'notice and take down' regime, wherein an intermediary is required to take down infringing content upon receiving actual knowledge of its existence.
Further, IT Rule 3 provides that an intermediary shall observe due diligence, which will absolve them of liability for third-party content. Such due diligence includes publishing its Rules and Regulations (including user agreement and privacy policy), which shall inform users to not upload any information which is misleading/fake and infringes trademark, patent copyright or any other proprietary rights.
Subsequently, various judicial enactments establishing actual knowledge were enforced in cases including in Shreya Singhal v. Union of India [2015 (5) SCC 1], and Myspace Inc v. Super Cassettes Limited [2017 (69) PTC 1 (Del)]. In 2018, the Delhi High Court in the landmark case of Christian Louboutin v. Nakul Bajaj [CS (COMM) 344/2018], differentiated between e-commerce platforms which act just as an "Intermediary" and those which act as an "active agent" in selling goods. To that extent, the court noted certain criterion to identify the role of e-commerce platforms relating to transportation, quality assurance, collection of payment, reviews, authenticity guarantee, advertisement/promotion of the product, membership, providing specific discounts to members, uploading the entry of product, booking ad-space, deep-linking to the trademark's owner website, etc.
The Delhi High Court observed that "…the so-called safe harbour provisions for Intermediaries are meant for promoting genuine businesses which are inactive Intermediaries, and not to harass Intermediaries in any way, the obligation to observe due diligence, coupled with the Intermediary guidelines which provides specifically that such due diligence also requires that the information which is hosted does not violate IP rights, shows that e-commerce platforms which actively conspire, abet or aide, or induce commission of unlawful acts on their website cannot go scot free".
The criteria laid down in this case was also followed in subsequent cases by the Delhi High Court. Along the same lines, the Delhi High Court in Amazon Seller Services Pvt. Ltd. vs Modicare Ltd. & Ors. [FAO(OS) 540/2011] further strengthened the safe harbour provided to e-commerce intermediaries by ruling that "…the value-added services provided by them as online market places…do not dilute the safe harbour granted to them under Section 79 of the IT Act. Section 2 (1) (w) of the IT Act does envisage that such intermediaries could provide value-added services to third party sellers."
Impact of recent developments
Post-Brexit in the United Kingdom, the Online Harms proposal was introduced in the Parliament, originally in 2019, to tackle the access of harmful content online. The proposal adopts the idea of "the systematic duty of care" model, i.e. measures that platforms should impose for reducing online harms, which also provides the regulator OFCOM the power to fine firms or block access to sites that fail to comply with the new rules. In this proposal was a detectable drift into proposing proactive monitoring obligations that could not readily be reconciled with that earlier policy of mere passive participation.
A new version of its post-Brexit e-Commerce Directive guidance, published on 18 January 2021 stated: "……for companies that host user-generated content on their online services, there will continue to be a 'notice and take down' regime where the platform must remove illegal content that they become aware of or risk incurring liability. The concept combines generally reducing the risk of harms with improved notice and takedown measures as well as introducing new monitoring obligations". This could entail measures by platforms such as to deploy automated filters to find duplicates of unlawful material, instruct employees to search for terms associated with illegal activity and take down suspicious results, or periodically review posts in forums with a history of illegality. The impact of this would be that it will lead to a lot of matters being brought to court as well as question the platform user's fundamental rights to freedom of speech and expression.
Thus, although a commitment to preserving some kind of hosting protection remains, there is now silence on preserving the prohibition on general monitoring obligations. This could interfere majorly with the intermediaries general passive approach, freedom to conduct its reasonable duty of care as well as erosion of the Articles 12 to 14 due to the statute being amended over time.
Also, related are the Recent Amendments to the European Union's Digital Markets Act (DMA) being finalized in EU, and aimed at regulating the giant Intermediary platforms (also referred to as "gatekeepers") are being touted as bringing in a "new era of tech regulation" worldwide. The amendments to the DMA require the large digital platform companies to adhere to a long list of obligations and prohibitions, forcing many of them to significantly change the way they interact with consumers, business partners and competitors.
The amendments aim to allow fair competition and make them more approachable to customers by offering them a choice to use the core services of the giant intermediary platforms such as browsers, search engines or messaging, without losing control over their data. The amendments include provisions for the larger messaging services to open up and interoperate with smaller messaging platforms, and if they so request, to allow interoperability by customers to exchange messages, send files or make video calls across messaging apps, thus giving them more choice. Further, the amendments allow for use of personal data for advertising target audiences only with explicit consent of these intermediary platforms, along with allowing them freedom to search with their preferred browser, virtual assistants and search engines.
Though the imposition of sanctions make it incumbent on the intermediaries to follow the rules or face hefty fines extending from 10% of their total worldwide turnover in the preceding financial year, and 20% in case of repeated infringements, including a ban in case of systematic infringements, the DMA places obligations only on "gatekeepers," which are companies that create bottlenecks between businesses and consumers and have an entrenched position in digital markets. The companies will be hit by the rules only if:
They have an annual turnover of €7.5 billion within the EU or a worldwide market valuation of €75 billion;
Gatekeepers must also have at least 45 million monthly individual end-users and 100,000 business users; and
Gatekeepers must control one or more "core platform services" such as "marketplaces and app stores, search engines, social networking, cloud services, advertising services, voice assistants and web browsers." In practice, this will almost certainly include Meta (Facebook), Apple, Alphabet (Google), Amazon, and possibly a few others.
How these amendments will be able to create a level playing field between businesses is yet to be seen, and the restrictions and sanctions appear to be quite stringent. Yet, he positive side is that these may create an effective competition policy for the internet, one that keeps users' needs front and center, and will help align market forces and innovation to serve users' security and privacy needs.
With respect to India, it appears that it too has followed suit to the UK's new monitoring regime for intermediaries by enacting the new Intermediary Liability and Digital Media Regulations (The Information Technology (Intermediary Guidelines and Digital Media Ethics Code) Rules, 2021 were notified by the Central Government on 25th February 2021) which, by expanding the scope of due diligence obligations, is set to harm the open internet including the users and might have an devastating impact on freedom of expression, privacy and security. The due diligence requirements entail publishing of details, disabling access, preserving information, removal of explicit content, furnishing information or assistance to government agency, providing for a grievance re-dressal mechanism, and many other such policing measures.
Further developments in this field pertain to the recent judgements of the Delhi High Court, (M/s DRS Logistics Private Limited & Others v Google India Pvt Ltd & Others and MakeMyTrip India Private Limited vs Booking.Com B. V & Ors.) which say that the use of registered trademarks as keywords on Google Ads by a competitor, would amount to trademark infringement. The judgments also shed light on the liability of intermediaries in investigating the use of registered trademarks on its platform and preventing misuse and infringement.
In the case of DRS Logistics, the defendants argued that, the mere use of the mark as a keyword that acts as a back-end trigger does not amount to the use of the trademark. However, the Court reiterated that the advertisements triggered by a third party will lead to confusion regarding the origin of the goods and services advertised. Further, the court issued directions which included that:
Google shall investigate any complaint made by the plaintiffs alleging infringement causing a diversion of web traffic from the plaintiffs' website;
Google shall investigate and review the overall effect of an ad to ascertain that the same is not infringing/passing off the trademark of the plaintiffs; and
If it is found that the usage of the trademarks and its variation as keywords and/or overall effect of the ad has the effect of infringing/passing off the trademark of the plaintiffs, then Google shall restrain the advertiser from using the same and remove/block such advertisements.
The Delhi High Court in this case has set an important precedent as the directions of the court ordering Google to investigate the infringement complaints or take suo moto action created a direct liability upon the big giant platform (intermediary) to prevent infringement of trademarks; further the directions issued will keep Google and the advertisers in check to avoid infringing on another party's rights. Additionally, the court had decided on infringement caused by the invisible use of trademarks as keywords especially when there is no provision of the Act dealing with such use.
In this case, the court has directly held Google liable for its actions through the Ads Program, as it has enabled competitors to free-ride on the reputation and goodwill of trademark owners.
In her interim order in the MakeMyTrip case, Justice Pratibha Singh ruled that that the use of the 'MakeMyTrip' mark as a keyword in the Google Ads programme by Booking.com and Google would amount to trademark infringement and be detrimental to the plaintiff's (MakeMyTrip) monetary interest and brand equity.
Additionally the order conferred that in the European Union, due to the monitoring regulations, Google being an intermediary would investigate the use of trademarks as keywords in published ads. In India, there is no such requirement imposed on the intermediary platforms. The Alliance of Digital India Foundation (ADIF) hailed the High Court order and stated that "It is unethical of Google to encash upon the goodwill and reputation of brands by allowing their competitors to use their registered trademarks as keywords in Google Ads."
Boon or bane for intermediaries?
These judgments herald a new era for intermediaries' liability in India and the European Union, with new, more stringent monitoring regulations in place in both jurisdictions. At the same time, it is important to note that the concept of intermediary liability is still evolving and growing. In this context, there needs to be a balance between granting exemptions and imposing liabilities. This is not so easy a task. On one hand, the intermediaries, which are limited with technical role, should not be obliged to monitor or investigate any content that they store or provide access to. However the other side is that because they have such a highly technical role, they are the entities that are perfectly capable of controlling and avoiding any illegal content.
Regulation of the intermediary platforms is essential to ensure no misuse with regard to content is possible, which in a way can made possible only by imposing stringent regulatory provisions on the intermediaries. Therefore, the idea of prior positive obligation on the part of intermediary to reduce risks arising from third party content without burdening it to undertake all measures to ensure safety should be sought, with some stringent monitoring regulations which do not adversely impact the independence of intermediaries and harm users. A regime is required wherein the intermediaries can still operate in line with broad understandings of freedom of speech but also would cooperate, in a way that can be expected within the boundary of their duties, and even be held liable from any infringing content that they host or provide access.
Anand & Anand Senior Partner Safir Anand is head of the firm's trade marks, contractual and commercial IP practice. He can be reached at safir@anandandanand.com. With offices in New Delhi, Noida, Mumbai and Chennai, Anand & Anand is a leading full-service IP firm based in India.


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src.groovy.com.vaadin.grails

[Groovy] Class Vaadin

java.lang.Object
  src.groovy.com.vaadin.grails.Vaadin

final class Vaadin

 Your best friend when developing Vaadin applications.

Authors:

Stephan Grundner

Since:

2.0

    Constructor Summary

            private Vaadin()

    Method Summary

            static void

            enter(java.util.Map params)

Switch between Views and UIs.

            static ApplicationContext

            getApplicationContext()

Return the Vaadin application context.

            static VaadinUtils

            getUtils()

Get the Vaadin Util singleton.

            static java.lang.String

            i18n(java.lang.String key, java.lang.Object[] args = null, java.util.Locale locale = null, MessageSource messageSource = null)

Returns a localized message for the specified property key.

                Methods inherited from class java.lang.Object

java.lang.Object#wait(), java.lang.Object#wait(long), java.lang.Object#wait(long, int), java.lang.Object#equals(java.lang.Object), java.lang.Object#toString(), java.lang.Object#hashCode(), java.lang.Object#getClass(), java.lang.Object#notify(), java.lang.Object#notifyAll()

    Constructor Detail

        Vaadin

private Vaadin()

    Method Detail

        enter

static void enter(java.util.Map params)

 Switch between Views and UIs.

Parameters:

params -  Navigation params

See Also:

com.vaadin.grails.navigator.NavigationUtils#enter(java.util.Map)

        getApplicationContext

static ApplicationContext getApplicationContext()

 Return the Vaadin application context.

Returns:

The Vaadin application context

        getUtils

static VaadinUtils getUtils()

 Get the Vaadin Util singleton.

Returns:

The Vaadin Util singleton

        i18n

static java.lang.String i18n(java.lang.String key, java.lang.Object[] args = null, java.util.Locale locale = null, MessageSource messageSource = null)

 Returns a localized message for the specified property key.

Parameters:

key -  The property key or null

args -  The arguments array or null

locale -  The locale or null

messageSource -  The message source or null

Returns:

A localized message for the specified property key

Groovy Documentation

redpajama_set_name: RedPajamaGithub