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Geriatric Psychiatry »
Geriatric Psychiatry Research
The best clinical care and education begins with innovative and clinically relevant scientific research. The University of Michigan Geriatric Psychiatry hosts the powerful combination of clinicians identifying patient-relevant questions and researchers discovering the answers.
U-M has one of the nation's largest concentrations of researchers studying aging and mental health related issues. Geriatric Psychiatry faculty members are currently working on projects funded by a broad range of sources such as the National Institutes of Health, The Department of Veterans Affairs, private foundations and internal U-M sources. Our research related to older adults includes foci on: later-life depression, racial disparities in mental health care, neuropsychiatric symptoms of dementia, substance abuse, bipolar disorder, integration of medical and mental health care, care for the seriously mental ill population in nursing homes and health policy.
Our research faculty mentor promising trainees to identify and develop research growth opportunities that complement their interest levels. In addition, trainees are able to reap the benefits of access to national administrative and planned clinical databases to answer important questions of interest to mental health and aging. We also offer an NIMH-funded (T-32) post-doctoral training program in geriatric mental health services research.
Geriatric Psychiatry Research Faculty
Donovan Maust, M.D.
Associate Director, Geriatric Psychiatry Program
Research Scientist, Ann Arbor VA Center for Clinical Management Research
Frederic C. Blow, Ph.D.
Director, U-M Addiction Center
Director, Substance Abuse Program
T-32 Program Director
Professor, Department of Psychiatry
Adjunct Professor, Department of Psychology
Senior Research Scientist, Center for Clinical Management Research, Ann Arbor VA Healthcare System
Lauren B. Gerlach, D.O., M.S.
Courtney A. Polenick, Ph.D.
Faculty Associate, Aging & Biopsychosocial Innovations Program, Institute for Social Research
Kara Zivin, Ph.D.
Marcia A. Valenstein, M.D., Collegiate Professor of Psychiatry, U-M Medical School
Professor, Health Management and Policy, School of Public Health
Faculty Associate, Survey Research Center, Institute for Social Research
Research Career Scientist, Center for Clinical Management Research, VA Ann Arbor Healthcare System


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Home News Early Voting Begins July 13 for August Elections
Early Voting Begins July 13 for August Elections
Andrea Hinds
The Williamson County Election Commission wishes to remind voters of the upcoming early voting period for the August 2, 2018, Federal and State Primary & County General Election.
Early voting will begin on Friday, July 13th and continue through Saturday, July 28th at the Election Commission Office located at 1320 West Main Street in Franklin from 8:00 a.m. to 4:30 p.m. Weekdays and Saturdays from 8:00 a.m. to 12:00 p.m. Noon. (Extended hours begin on Monday, July 23rd, open until 6:00 p.m.) All other early voting locations and hours can be viewed here: http://williamsoncounty-tn.gov/683/Early-Voting
"We are pleased to have the addition of the Franklin Campus of Columbia State Community College as a satellite early voting location for this upcoming election," stated Chad Gray, Administrator of Elections, "this location will be an option for voters in the east Franklin area. The Williamson County Ag Expo will not be used for this election due to the upcoming county fair."
Republican and Democratic political party nominees will be chosen in the primaries for Governor, United States Senate, United States Congress and for members of the Tennessee General Assembly. The County General election will include a number of county-wide offices, County Commission, and a number positions on the Williamson County Board of Education and Franklin Special School District Board of Education.
The deadline to register to vote for this election was Tuesday, July 3, 2018. Polls are open on Election Day, Thursday, August 2, 2018 from 7am to 7pm at your designated election day polling place. All election day polling places will be open for this election. For more information visit our website or call the Election Commission office at (615) 790-5711.
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Andrea is a "unicorn," born and raised in Nashville, Tennessee. With a passion for words and story telling, she enjoys bringing stories to the Middle Tennessee community.

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A Bridge Too Far: Operation Market Garden Begins on September 17, 1944
SOFREP No Comments Air Force, Army, History, Military, Military History
On September 17, 1944, the Allies launched Operation Market Garden, a bold and dangerous operation they had hoped would catapult their armies across the Rhine, into the heart of Germany, and end World War II in the European theater before Christmas. It would fail.
Operation Market Garden was a flawed plan from the very beginning. Allied planners ignored crucial intelligence indicating that the Germans were much stronger than previously believed and that German SS armored units had been placed in key locations. They also were relying on a single two-lane highway, aptly nicknamed "Hell's Highway" to advance to the Rhine while resupplying their troops. This would allow German forces to cut the road in numerous places.
The Breakout From Normandy's Beaches
Following the Allied invasion of Normandy on June 6, Allied progress was soon measured in yards as they had to crawl their way through the thick hedgerows of the bocage country. Each small field was a set-piece battle; the Germans would expertly defend one and then retreat to another.
However, General Omar Bradley designed a plan to break out of the hedgerows and get into the open country of France. His "Operation Cobra" unleashed a massive bombing campaign of the German front line units. It was followed by an assault designed to pierce the German defenses and unleash the new Third Army under General Patton to drive the Germans out of the Brittany peninsula.
Patton's troops swept across Brittany and then joined the rest of the Allies as they raced to the Meuse River and eventually reached Paris by late August. The Allied invasion of Southern France had troops linking up with American armor under Patton and then racing to the German frontier.
In early August, the Germans counterattacked at Falaise and tried to drive a wedge between the American and British forces. Despite the Germans' initial gains, the Allied lines held firm and the awesome specter of Allied airpower became apparent. With the German troops now wedged into a small pocket, American and British troops hit them from each side while Allied fighter bombers extracted a terrible toll on the German units who had no air support.
German armor, troops, and horses are slaughtered in the Battle of the Falaise Gap. (U.S. Army)
Most of the troops trapped in the pocket were virtually annihilated. At the time of the Allied invasion on June 6, the Germans had 56 infantry divisions in Normandy. In just two and a half months of combat, they had barely 20 viable divisions left. Of the 12 armored divisions, 11 were mostly destroyed, with only one still able to be used as a cohesive unit. They lost 1,800 of their 2,200 tanks and assault guns during that time.
As the Germans retreated in near panic toward their frontier, the German high command sent its shattered armored units to a quiet area to rest, refit, and get ready for the coming defense of Germany. Unbeknownst to Allied planners, the armor units were sent to Holland. That move would prove pivotal in the weeks ahead.
Problems on the Allied side crept in after their lightning assault across France. Disagreements ensued on how to proceed next. The Americans wanted to advance across a wide front since the huge Allied numerical advantage would force the Germans to defend everywhere and not be able to gather their strength. The British wanted a "bold dagger thrust" into the heart of Germany with Montgomery leading the charge and the Americans supporting his flanks.
Eisenhower, however, disagreed with Montgomery, stating that "What you're proposing is this – if I give you all the supplies you want, you could go straight to Berlin – right straight (500 miles) to Berlin? "
"Monty, you're nuts. You can't do it. What the hell? … If you try a long column like that in a single thrust you'd have to throw off division after division to protect your flanks from attack."
And then there were the supply problems. With no major port open, all of the supplies had to be trucked from the Normandy beaches, all the way across France. So, by the end of August, the advance had slowed as both sides paused momentarily to catch their breath.
The failure to open the port of Antwerp was called one of the greatest tactical mistakes of the war. Although it had been captured nearly intact on September 4, the approaches to the port, via the Scheldt Estuary, were held by the Germans.
Another issue with the Scheldt Estuary was the German 15th Army, 80,000-men strong, that was trapped on the coast, west of Antwerp. However, they weren't cut off completely, and the Germans evacuated them north over the estuary and then east. They would later join the battle in the Eindhoven and Nijmegen areas, helping to slow the advance of the Allied ground troops.
The Germans used this lull to rescue their shattered army in France. Field Marshal Walter Model "the fireman of the Eastern Front" was given command of the western front. He began a series of brilliant withdrawals at night over the Seine for units that had been heavily bled during the fighting. The more intact divisions began a series of good screening actions to cover the withdrawal.
The brief respite allowed the Germans to recover much quicker than anyone had thought possible. The panic had stopped and they quickly were reorganizing their lines. They were not yet beaten.
Montgomery's Plan
After intense political pressure from the British, the Allies decided to go with Field Marshal Montgomery's plan of an invasion into Germany through Holland. That way, the Allies could cross the crucial Rhine River and drive into the German industrial center of the Ruhr.
The plan was divided into two separate parts:
Market – The massive airborne assault to drop into Holland to seize the key bridges.
Garden – The ground assault using the British XXX Corps linking the bridges and pushing over the Rhine.
His plan called for "an airborne carpet" of three divisions, the American 82nd, and 101st, and the British 1st Airborne to drop in daylight and seize five major bridges. This was the most important part of the plan. The airborne divisions would drop behind the German lines, seize the bridges and hold them until the armor units of the British XXX Corps, the spearhead of the advance, could race up the single highway and establish a linkup. If successful, the Allies would bypass the Siegfried Line and cut off all of the German troops in Holland.
But while some intelligence was already beginning to point that the Germans were moving SS and Panzer Divisions into Holland to refit, these warnings were ignored. The troops in Holland were thought to be "old men and boys" and not front-line soldiers.
The British had told Eisenhower that they insisted that their airborne division "be given the toughest, most advanced assignment." And it was granted. Little did they know, that in a few weeks' time, most of the division's men would be killed, wounded, or captured.
The 101st Airborne, under General Maxwell Taylor, was to drop north of Eindhoven and capture the town, as well as the four railway and road bridges over the Aa River and the Zuid Willems Vaart Canal at Vegel. They also had secure the bridge in St. Oedenrode over the Dommel as well as the bridge over the Wilhemina Canal at Son.
The 82nd Airborne under General James Gavin was to capture two major bridges, the Maas bridge over the Grave and the Waal at Nijmegen.
British Cromwell tanks cross the bridge at Nijmegen after the 82nd Airborne conducted a rubber boat river crossing. (Video screenshot YouTube)
Given the British request, the British 1st Airborne under General Roy Urquhart was sent the farthest to Arnhem. They had to drop and seize the bridge over the Rhine, hold it, and wait for XXX Corps which was supposed to arrive in two days.
Urquhart's staff had to plan this entire operation in just six days, and the problems for his 1st Airborne troops were foreboding. The flak on both sides of the river at Arnhem made a drop there impossible. Thus, they would have to drop four miles north of Arnhem and fight their way into the town.
Worst of all, due to the lack of transport aircraft to shuttle three divisions in Holland, the British would have to be dropped piecemeal. Urquhart was told by the high command that the priority had to go to the American 101st. XXX Corps had to cross all of the bridges in the 101st's sector before they could make it to the 82nd Airborne's sector in Nijmegen. Then only could they hope to reach Urquhart and his 1st Airborne at the Arnhem bridge.
The Airborne Assault Begins
The transport aircraft took off from 22 different airfields in Britain (four British, 18 American). The aircraft delivered the troops on target with minimal losses. General Horrocks watched the drop and then his XXX Corps began its advance up the one narrow highway. By nightfall of the first day, although they had already linked up with the 101st and had passed through Eindhoven, they had advanced only seven miles.
The narrow corridor for Horrocks' tanks was seemingly open all the way to Nijmegen. However, the bridge over the Waal was proving to be much tougher than previously believed. The Germans had many more troops in the area, and they were far from "old men and boys" but hardened troops from the SS and Panzer units. Worse, German units were able to cut the highway at many spots. This played hell with follow-on units and logistics making their way forward.
On September 20, the 82nd decided on a two-pronged assault from both the north and south sides of the Waal bridge since it was already well behind schedule. The 504th Parachute Infantry had the task of rowing across the swift-flowing river in flimsy storm boats that they had never seen or used before. The tanks on the opposite side would lay down smoke to cover their river crossing. But as the men were halfway across, the wind picked up and blew their cover away. The Germans began pouring murderous machine-gun fire on the boats.
Major Julian Cook was tasked to lead the assault. Less than half of his first wave boats made it across the river. But once the men began to reach the shore, they started exacting a terrible toll on the German defenders, assaulting in small groups while the boats made subsequent trips to bring more troops to the shore.
By late afternoon, they had smashed their way onto the northern end of the bridge. The Irish Guards, the leading element of XXX Corps, assaulted the southern end. They, along with other 82nd Airborne paratroopers, had to fight their way through heavy German resistance and the feared 88mm anti-tank guns to reach the southern side.
By 2100 hrs the first two tanks reached the far end and linked up with the American paratroopers on the far side. But nearly out of ammunition and exhausted after fighting non-stop since the operation began, they decided to halt and wait for their infantry. The decision, while it was the correct one, struck a chord with the American paratroopers who had paid such a heavy toll in capturing the bridge. Knowing that their fellow paratroopers of the British 1st Airborne were just hanging on, they were incensed at the pause.
Meanwhile, the British airborne forces in Arnhem had already held out for three days when they were told that they'd be relieved in two. Making matters worse, the lightly armed paratroopers, who carried nothing larger than a PIAT (light anti-armor weapons, akin to the U.S. bazooka), we're facing SS panzer troops led by General Willi Bittrich Commander of the II SS Panzer Corps.
British airborne troops moving through a shell-damaged house in Oosterbeek, 23 September 1944. (International War Museum photo)
Urquhart's men were operating blindly: Their radios weren't functioning and the specially designed jeeps with which they were to race the bridge, hadn't arrived.
The British were also hindered by two key factors: the drop zones assigned to the airborne troops were too far away from the bridge and the outpouring of Dutch civilians, who swarmed out to greet the British with mugs of tea, milk, and fresh fruit, slowed their advance. The Dutch who had suffered under German rule for four years were anxious to be free from occupation. They felt that the arrival of the British was a sign that the war would soon be over. Major John Frost, whose unit led the assault on Arnhem bridge, was slowed as much by friendly civilians as he was by German defenders.
However, Frost's men reached the bridge and expertly assaulted its northern end along with some of the surrounding buildings. But the first two attempts to take the southern end of the bridge were repelled with heavy losses. That's when Frost learned of the SS Panzer troops in front of him.
The Germans were reinforcing the southern end of the bridge with infantry, artillery, and armor including the new King Tiger tanks. Urquhart was unable to direct the operations of his troops, due to a failure of his radios, and he lost control of the situation. His battalions would be forced to fight piecemeal.
Urquhart had to take cover in a house in Zwarteweg with some members of his staff when German Panzer Grenadiers surrounded the area. A German self-propelled gun was directly under the window of the house and Urquhart was forced to stay the entire night incommunicado. Out of contact, many of his staff feared he was killed.
The Germans found a complete set of plans on a dead British officer and thus knew where the subsequent drops were planned. They were intent on driving the British troops off of the drop zones. This would deny the airborne troops resupply and follow-on drops. While Frost's men were holding out at the southern end of the bridge, four other battalions were fighting their way slowly through the German defenses in Arnhem in an attempt to reach his beleaguered troops.
All attempts to reach Frost were repelled by the heavy German armored formations resulting in terrible casualties. Frost's men were still holding out but were nearly out of ammunition, with no food and no water.
On Thursday morning, September 21, the Germans finally broke through and drove Frost's men off the southern end of the bridge. The brutal fighting went from house to house and from room to room. A German officer wrote of the "indescribable fanaticism" of the British airborne forces who "offered resistance to their last breath."
The rest of Urquhart's division aligned in a horseshoe perimeter to the west of Osterbeek. Urquhart had hoped that if he could hold on, XXX Corps would reach his surrounded troops as they were just 10 miles away. He received a message that the "43rd Division [had been] ordered to take all risks to effect relief today." But Bittrich's Panzers defending that single narrow highway extracted a horrendous toll on the troops trying to drive into the maelstrom.
Urquhart's paratroops had to watch helplessly as RAF and American resupply transport planes, which were braving murderous anti-aircraft fire, were dropping their resupply bundles on fields now held by the Germans. The troops were out of food, water, medical supplies, and nearly out of ammunition.
On the 22nd, the Independent Polish Parachute Brigade of General Sosabowski landed on the south side of the river at Driel. Sosabowski had been appalled during the planning at the nonchalant attitude of the British who believed that they were heading for a cakewalk.
On Friday night, Sosabowski tried to have his men cross the river in small rubber boats to reach the 1st Airborne. They were driven back with heavy casualties. The Allied High Command now knew that the Operation's outcome was not going to be successful. The next night the Dorset Regiment, spearheading XXX Corps, also tried to reach the far side of the river in boats. Yet, their goal was not to reinforce the bridgehead but rather to withdraw the surviving forces. Finally, on Monday night, the withdrawal began. Once the Germans realized what was happening, they doubled their efforts to wipe out the 1st Airborne and unleashed terrific amounts of artillery fire on the British.
The mission had failed. As General Browning had mentioned prior to the operation, the Allies were indeed going "a bridge too far."
The losses suffered by the Airborne forces were staggering:
British 1st Airborne: 1,446 Dead (including 229 glider pilots), 6,414 Wounded or POWs
Polish Independent Brigade: 97 Dead, 111 Wounded or POWs
U.S. 82nd Airborne: 215 Dead, 790 Wounded, and 427 Missing
U.S. 101st Airborne: 315 Dead (including 12 glider pilots), 1,248 Wounded, and 547 Missing (of which 122 U.S. glider pilots)
Why Did Market-Garden Fail
A number of factors contributed to the failure of Montgomery's gamble.
Aerial view of the bridge at Arnhem. German vehicles destroyed at the north end of the bridge speaks to the brutal fighting by Colonel John Frost's battalion. (Wikimedia Commons)
First, the failure of Allied intelligence to either recognize or — as some have alluded to — acknowledge that the Germans had placed SS Panzer troops in the area around Arnhem. They even discounted accurate Dutch underground reports underlining the same. Nothing was going to get in the way of the operation.
Second, Urquhart was given the toughest objective and had to deal with the lack of aircraft right off the bat. His troop drops were spread out over three days. Had they, perhaps, been able to all drop on Sunday the 17th and much closer to their objective, the bridge may have been taken.
The placement of Urquhart's drop zones, at eight miles from Arnhem, was too far away from Arnhem. This slowed the attack which would result in only one battalion (Frost's) reaching the bridge.
Third, the total failures in communications and communications gear forced Urquhart to operate blindly. British units in Arnhem were not able to communicate with one another. Or with anyone else. That factor alone caused all of their resupply drops to fall into enemy hands.
But the biggest factor for the mission's failure was the one highway. There was a ridiculous amount of congestion on it between Eindhoven and Nijmegen and the troops were never able to get adequate resupply. The Germans expertly applied pressure on both sides of the highway, cutting it in several places during the battle. Understandably, the 101st called it Hell's Highway.
One could easily make the argument that Operation Market Garden was the Western Allies' biggest blunder of the war. Although the Allied supply chain was stretched to its breaking point from the Normandy beaches, the broad front strategy had the German army reeling. It is possible that the German army would have collapsed had the Allies kept up the pressure much longer.
However, even though the attack failed, the Allies had made bridgeheads across the Waal and the Maas Rivers. Although their advance into Germany would be delayed for several months, they were now poised for the inevitable attack into the industrial heartland of the Reich. But this attack wouldn't come in the fall of 1944 but in the spring of 1945.
While it only prolonged the inevitable, the failure of Market Garden bought the Germans valuable time to strengthen their defenses and thus exact a heavier toll in the engagements in Germany proper.
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Revealing reactions at LAX
By Art Marroquin, Staff Writer
Article Launched: 05/11/2008 10:05:51 PM PDT
A passenger at LAX enters the millimeter wave scanning system, which takes a digital image that can see through clothing. Although some worry about privcy, the TSA says the "backscatter" system adds another layer of security for passengers. May 9, 2008. Photo by Steve McCrank. (Steve McCrank / Staff Photographer)
By Art Marroquin
Bob Byfield slipped off his shoes and placed his belongings into a large plastic bin after getting picked for a secondary screening at Los Angeles International Airport.
The Australia native walked up to a machine that resembles a temporary billboard and raised his arms above his head.
The Transportation Security Administration's new Backscatter machine emitted a low intensity X-ray beam that scanned Byfield's body twice, searching for hidden weapons or explosives.
The X-ray beam - which emits radiation no stronger than 15 minutes of sunlight - produces a revealing picture that looks like an extremely detailed chalk outline of a person's body.
Just a few hundred yards away, a security screener viewed the intimate image from a locked room. The TSA agent saw nothing suspicious and cleared Byfield to board his flight to Las Vegas.
The thought of a complete stranger viewing detailed outlines of his body didn't bother Byfield, who was planning a lengthy trip through the United States and Canada.
"I have nothing to hide at my age," Byfield said with a laugh.
"Even though there are people who do nothing wrong, there are plenty of people out there who really are dangerous," he said. "So I guess it's a good thing that they can see right through your clothes."
the kind of reaction the TSA hopes to garner from airline passengers as the agency steps up efforts to heighten security at the nation's airports. Travelers pulled aside for a secondary screening can opt to use the machines, or get patted down by TSA agents.
A pair of the TSA's Backscatter machines were installed recently in Terminals 4 and 6 at LAX, nearly a year after the technology was first introduced at Phoenix Sky Harbor International Airport. Authorities hope to roll out more Backscatter machines at other airports through the rest of the year, according to Nico Melendez, a TSA spokesman.
"This technology gives us an opportunity to see things that we haven't been able to see before," Melendez said.
But those hoping to catch a cheap glance at a person's anatomy should look elsewhere, Melendez said.
"It allows us to see suspicious items," he said. "And not much more than that."
To ensure privacy, images produced by both machines cannot be saved and are immediately deleted after the passenger is cleared. TSA security screeners viewing the images stay in a locked, enclosed room about 200 yards away from the machines. They are stripped of cell phones and other personal belongings to ensure the revealing images are not copied, Melendez said.
In Terminal 5, Lisa Sheridan of Silver Lake was called over to use the TSA's Millimeter Wave Whole Imaging Body System, which was also introduced at LAX last month.
Sheridan quietly stepped into the machine, which resembles a roomy phone booth. She raised her arms as two antennae rotated around her, emitting beams of harmless radio energy.
Sheridan turned to her left and stretched her arms in front of her as the machine snapped a second shot that was relayed to a security screener locked in a room about 200 yards away.
The Millimeter Wave machine produces a black-and-white image that makes the passenger look like a futuristic robot, detailing the outline of every curve.
A TSA agent spotted a suspicious metallic object in Sheridan's back pocket.
"Oh, I forgot about that," Sheridan told a security screener as she pulled out a nickel and a couple of bobby pins.
"It was unnerving," Sheridan said of the experience. "It's not a pleasant image to have in your head that there's someone in another room looking through your clothes."


The Ladies' Ski Club encourages and supports British female competitors in snowsports and builds fellowship among women from all snowsport nations.
THE LADIES SKI CLUB OF GREAT BRITAIN encourages and supports young British female skiers.
The Races will be open to any schoolgirl from the age of 12 to 18 who can enter as an individual or part of their School Team.
British Championships success for three LSC athletes!


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A New Way to Determine Obesity
By Birnur Aral, Ph.D.
We've all heard that we should have our Body Mass Index (BMI) calculated to determine whether or not we're obese and susceptible to the risk factors that come with being excessively overweight. At the Good Housekeeping Research Institute we've seen a profusion of tools—from scales to apps— designed to help you calculate your BMI. However, recently I attended a seminar where I heard Dr. Eric Braverman, Clinical Assistant Professor of Integrative Medicine at Weill Cornell Medical College in New York City and Dr. Nirav Shah, New York State Commissioner of Health present the results of an 11-year long clinical study which brought into question the accuracy of BMI.
While the researchers recognize the convenience and low-cost of using the BMI formula, they caution that BMI fails to diagnose obesity in many people and especially in women. The study found that BMI does not correlate well with body fat percentage, which is a much better indicator of obesity. While body fat percentage can be determined using a Dual-Energy X-ray Absorptiometry (DEXA) Scan, the same equipment that is used in measuring bone density, most clinics are not yet trained in taking the body fat percentage measurements because the test isn't widely prescribed.
Another way to accurately diagnose obesity is to measure the level of leptin (a hormone that controls appetite and metabolism) in the blood.
If you're struggling with weight issues and concerned as to whether you're at risk for serious health problems, ask your physician about the DEXA scan and leptin tests, rather than rely solely on BMI.
Of course the best thing you can do for your health, regardless of your weight, is eat a well-balanced diet and exercise regularly. Be sure to follow the blog posts of our nutritionistSamantha Cassetty M.S., R.D. on nutrition and dieting.
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text:
NASDAQ:HAS
Hasbro - HAS Stock Forecast, Price & News
Adding Hasbro, Inc.
Hasbro MarketRank™ Forecast
Analyst Rating
2.33 Rating Score
Upside/Downside
40.1% Upside
$82.09 Price Target
4.05% of Float Sold Short
Dividend Strength
Based on Four Factors
Upright™ Environmental Score
News Sentiment
Based on 26 Articles This Week
Proj. Earnings Growth
From $4.61 to $5.00 Per Share
Hide Full Details
Overall MarketRank™
MarketRank is calculated as an average of available category scores, with extra weight given to analysis and valuation.
Consumer Discretionary Sector
15th out of 276 stocks
Games, Toys, & Childrens' Vehicles Industry
1st out of 3 stocks
Analyst's Opinion
Consensus Rating
Hasbro has received a consensus rating of Hold. The company's average rating score is 2.45, and is based on 6 buy ratings, 4 hold ratings, and 1 sell rating.
Price Target Upside/Downside
According to analysts' consensus price target of $82.09, Hasbro has a forecasted upside of 40.1% from its current price of $58.61.
Amount of Analyst Coverage
Hasbro has been the subject of 7 research reports in the past 90 days, demonstrating strong analyst interest in this stock.
Percentage of Shares Shorted
4.05% of the float of Hasbro has been sold short.
Short Interest Ratio / Days to Cover
Hasbro has a short interest ratio ("days to cover") of 3.2, which is generally considered an acceptable ratio of short interest to trading volume.
Change versus previous month
Short interest in Hasbro has recently decreased by 2.27%, indicating that investor sentiment is improving.
Dividend Leadership
Hasbro is a leading dividend payer. It pays a dividend yield of 4.39%, putting its dividend yield in the top 25% of dividend-paying stocks.
Hasbro has been increasing its dividend for 18 years.
Dividend Coverage
The dividend payout ratio of Hasbro is 93.96%. Payout ratios above 75% are not desirable because they may not be sustainable.
Dividend Sustainability
Based on earnings estimates, Hasbro will have a dividend payout ratio of 56.00% next year. This indicates that Hasbro will be able to sustain or increase its dividend.
Overall ESG (Environmental, Social, and Governance) Score
Hasbro has received a 33.29% net impact score from Upright. The largest positive contribution comes from its "Meaning & joy" impact, which is mostly driven by its "Production of storytelling television shows for children", "Board games", and "Care toys" products. See details.
The Environmental Impact score for Hasbro is -1.27.
News and Social Media Coverage
Hasbro has a news sentiment score of 0.08. This score is calculated as an average of sentiment of articles about the company over the last seven days and ranges from 2 (good news) to -2 (bad news). This is a lower news sentiment than the 0.61 average news sentiment score of Consumer Discretionary companies.
News Coverage This Week
MarketBeat has tracked 26 news articles for Hasbro this week, compared to 11 articles on an average week.
Search Interest
25 people have searched for HAS on MarketBeat in the last 30 days. This is an increase of 317% compared to the previous 30 days.
MarketBeat Follows
9 people have added Hasbro to their MarketBeat watchlist in the last 30 days. This is an increase of 29% compared to the previous 30 days.
Company Ownership
Insider Buying vs. Insider Selling
In the past three months, Hasbro insiders have not sold or bought any company stock.
Percentage Held by Insiders
Only 8.40% of the stock of Hasbro is held by insiders.
Percentage Held by Institutions
80.87% of the stock of Hasbro is held by institutions. High institutional ownership can be a signal of strong market trust in this company.
Earnings and Valuation
Earnings for Hasbro are expected to grow by 8.46% in the coming year, from $4.61 to $5.00 per share.
Price to Earnings Ratio vs. the Market
The P/E ratio of Hasbro is 19.67, which means that it is trading at a less expensive P/E ratio than the market average P/E ratio of about 131.45.
Price to Earnings Ratio vs. Sector
The P/E ratio of Hasbro is 19.67, which means that it is trading at a more expensive P/E ratio than the Consumer Discretionary sector average P/E ratio of about 12.53.
Price to Earnings Growth Ratio
Hasbro has a PEG Ratio of 3.85. PEG Ratios above 1 indicate that a company could be overvalued.
Price to Book Value per Share Ratio
Hasbro has a P/B Ratio of 2.64. P/B Ratios below 3 indicates that a company is reasonably valued with respect to its assets and liabilities.
See Top Rated MarketRank™ Stocks Here
About Hasbro (NASDAQ:HAS) Stock
Hasbro, Inc., together with its subsidiaries, operates as a play and entertainment company. Its Consumer Products segment engages in the sourcing, marketing, and sale of toy and game products. This segment also promotes its brands through the out-licensing of trademarks, characters, and other brand and intellectual property rights to third parties through the sale of branded consumer products, such as toys and apparels. Its toys and games include action figures, arts and crafts and creative play products, fashion and other dolls, play sets, preschool toys, plush products, sports action blasters and accessories, vehicles and toy-related specialty products, games, and other consumer products; and licensed products, such as apparels, publishing products, home goods and electronics, and toy products. The company's Wizards of the Coast and Digital Gaming segment engages in the promotion of its brands through the development of trading card, role-playing, and digital game experiences based on Hasbro and Wizards of the Coast games. Its Entertainment segment engages in the development, acquisition, production, distribution, and sale of world-class entertainment content, including film, scripted and unscripted television, family programming, digital content, and live entertainment. The company sells its products to retailers, distributors, wholesalers, discount stores, drug stores, mail order houses, catalog stores, department stores, and other traditional retailers, as well as ecommerce retailers; and directly to customer through Hasbro PULSE e-commerce website. Hasbro, Inc. was founded in 1923 and is headquartered in Pawtucket, Rhode Island.
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HAS Stock News Headlines
January 26, 2023 | marketbeat.com
Toymaker Hasbro laying off 1,000 to cut costs
Toymaker Hasbro is cutting about 1,000 jobs as part of moves announced last year to save up to $300 million annually by 2025
January 27, 2023 | benzinga.com
Why Hasbro Shares Are Falling During Friday's Trading Session
January 27, 2023 | finance.yahoo.com
Mattel 'in much better health' than Hasbro, analyst says
January 27, 2023 | investorplace.com
Hasbro Layoffs 2023: What to Know About the Latest HAS Job Cuts
January 27, 2023 | wsj.com
Hasbro to Cut Global Workforce by 15%
January 27, 2023 | seekingalpha.com
Hasbro COO Eric Nyman steps down; to eliminate 1,000 full-time positions in 2023
Toy Giant Hasbro To Slash 15% Of Workforce On Weak Holiday-Quarter View As COO Nyman Exits
Hasbro to Cut 1,000 Jobs as Toy Maker Reins in Costs
January 26, 2023 | fortune.com
Hasbro to cut 1,000 jobs as the pandemic-era toy-buying boom cools now that kids are back in school
January 26, 2023 | marketwatch.com
Hasbro stock falls as company plans to cut 15% of workforce, warns of weak Q4
January 26, 2023 | cnbc.com
Hasbro warns of weak holiday quarter results, cuts 15% of its workforce
Hasbro tried to take back control over how people reimagine Dungeons and Dragons. A weeks-long fan backlash made it do a 180
Hasbro-owned publisher of D&D backtracks on license changes that angered fans
January 18, 2023 | americanbankingnews.com
FY2022 EPS Estimates for Hasbro, Inc. (NASDAQ:HAS) Increased by Analyst
A Big Change Could Be Coming for Hasbro: Should Investors Worry?
Dungeons & Dragons open game license update delayed following fan backlash
Hasbro Just Tanked One Of Its Biggest Revenue Drivers
Dungeons & Dragons & fear & loathing
Hasbro Named One of America's Most JUST Companies by JUST Capital and CNBC
January 5, 2023 | finance.yahoo.com
Hasbro releases new version of 'Clue' board game
January 5, 2023 | marketwatch.com
The Ratings Game: Hasbro's holiday season was likely among 'weakest in the North American toy industry' amid 'COVID hangover,' analyst says
Hasbro's holiday season was likely among 'weakest in the North American toy industry' amid 'COVID hangover,' analyst says
January 4, 2023 | investing.com
Hasbro PT Lowered to $66 at BMO Capital
Hasbro's Wizards of the Coast Cancels Video Game Projects
Is There An Opportunity With Hasbro, Inc.'s (NASDAQ:HAS) 41% Undervaluation?
HAS Company Calendar
Ex-Dividend for 11/15 Dividend
Dividend Payable
Ex-Dividend for 2/15 Dividend
Next Earnings (Estimated)
Games, toys, & childrens' vehicles
Leisure Products
www.hasbro.com
Price Target and Rating
Average Stock Price Forecast
High Stock Price Forecast
Low Stock Price Forecast
Forecasted Upside/Downside
Rating Score (0-4)
11 Analysts
Mr. Christian Cocks (Age 49)
Comp: $2.14M
Ms. Deborah M. Thomas (Age 59)
Exec. VP & CFO
Mr. Eric C. Nyman (Age 50)
Pres & COO
Mr. Steven L. Zoltick
Exec. VP & Chief Information Officer
Ms. Debbie Hancock
Sr. VP of Investor Relations
Mr. Tarrant L. Sibley (Age 54)
Exec. VP, Chief Legal Officer & Corp. Sec.
Ms. Carrie Ratner
Sr. VP of Global Corp. Communications
Ms. Najuma Atkinson
Jeff Jackson
Mr. Casey Collins
Sr. VP & GM of Consumer Products
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HAS Stock - Frequently Asked Questions
Should I buy or sell Hasbro stock right now?
11 Wall Street analysts have issued "buy," "hold," and "sell" ratings for Hasbro in the last twelve months. There are currently 1 sell rating, 4 hold ratings and 6 buy ratings for the stock. The consensus among Wall Street analysts is that investors should "hold" HAS shares. A hold rating indicates that analysts believe investors should maintain any existing positions they have in HAS, but not buy additional shares or sell existing shares.
View HAS analyst ratings or view top-rated stocks.
What is Hasbro's stock price forecast for 2023?
11 Wall Street research analysts have issued twelve-month price objectives for Hasbro's stock. Their HAS share price forecasts range from $42.00 to $105.00. On average, they expect the company's stock price to reach $82.09 in the next twelve months. This suggests a possible upside of 40.1% from the stock's current price.
View analysts price targets for HAS or view top-rated stocks among Wall Street analysts.
How have HAS shares performed in 2023?
Hasbro's stock was trading at $61.01 at the beginning of 2023. Since then, HAS stock has decreased by 4.0% and is now trading at $58.60.
When is Hasbro's next earnings date?
The company is scheduled to release its next quarterly earnings announcement on Monday, February 6th 2023.
View our HAS earnings forecast.
How were Hasbro's earnings last quarter?
Hasbro, Inc. (NASDAQ:HAS) issued its quarterly earnings data on Tuesday, October, 26th. The company reported $1.96 earnings per share for the quarter, topping analysts' consensus estimates of $1.70 by $0.26. The business had revenue of $1.97 billion for the quarter, compared to analysts' expectations of $1.97 billion. Hasbro had a net margin of 6.70% and a trailing twelve-month return on equity of 19.90%. The company's revenue for the quarter was up 10.9% on a year-over-year basis. During the same period in the prior year, the firm posted $1.88 EPS.
Read the conference call transcript.
How often does Hasbro pay dividends? What is the dividend yield for Hasbro?
Hasbro announced a quarterly dividend on Tuesday, December 6th. Stockholders of record on Wednesday, February 1st will be given a dividend of $0.70 per share on Wednesday, February 15th. This represents a $2.80 dividend on an annualized basis and a dividend yield of 4.78%. The ex-dividend date of this dividend is Tuesday, January 31st.
Read our dividend analysis for HAS.
Is Hasbro a good dividend stock?
Hasbro (NASDAQ:HAS) pays an annual dividend of $2.80 per share and currently has a dividend yield of 4.39%. HAS has a dividend yield higher than 75% of all dividend-paying stocks, making it a leading dividend payer. The company has been increasing its dividend for 18 consecutive years, indicating the company has a strong committment to maintain and grow its dividend. The dividend payout ratio is 93.96%. Payout ratios above 75% are not desirable because they may not be sustainable. Based on earnings estimates, HAS will have a dividend payout ratio of 56.00% next year. This indicates that the company will be able to sustain or increase its dividend.
What guidance has Hasbro issued on next quarter's earnings?
Hasbro issued an update on its fourth quarter earnings guidance on Thursday, January, 26th. The company provided earnings per share (EPS) guidance of $1.29-1.31 for the period, compared to the consensus estimate of $1.53. The company issued revenue guidance of $1.68 billion, compared to the consensus revenue estimate of $1.93 billion.
What is Brian Goldner's approval rating as Hasbro's CEO?
183 employees have rated Hasbro Chief Executive Officer Brian Goldner on Glassdoor.com. Brian Goldner has an approval rating of 91% among the company's employees. This puts Brian Goldner in the top 30% of approval ratings compared to other CEOs of publicly-traded companies.
What other stocks do shareholders of Hasbro own?
Based on aggregate information from My MarketBeat watchlists, some companies that other Hasbro investors own include Walt Disney (DIS), Mattel (MAT), NVIDIA (NVDA), Intel (INTC), Johnson & Johnson (JNJ), Starbucks (SBUX), Boeing (BA), QUALCOMM (QCOM), Alibaba Group (BABA) and PayPal (PYPL).
What is Hasbro's stock symbol?
Hasbro trades on the NASDAQ under the ticker symbol "HAS."
Who are Hasbro's major shareholders?
Hasbro's stock is owned by a number of retail and institutional investors. Top institutional investors include Kovitz Investment Group Partners LLC (0.58%), Deroy & Devereaux Private Investment Counsel Inc. (0.27%), Massmutual Trust Co. FSB ADV (0.06%), Cardinal Capital Management (0.05%), Allspring Global Investments Holdings LLC (0.04%) and Pinnacle Associates Ltd. (0.04%). Insiders that own company stock include Alan G Hassenfeld, Brian Goldner, Christian P Cocks, Deborah Thomas, Eric Nyman, John Frascotti, Linda Kay Zecher, Michael Raymond Burns, Tarrant L Sibley and Thomas J Jr Courtney.
View institutional ownership trends.
How do I buy shares of Hasbro?
Shares of HAS stock can be purchased through any online brokerage account. Popular online brokerages with access to the U.S. stock market include WeBull, Vanguard Brokerage Services, TD Ameritrade, E*TRADE, Robinhood, Fidelity, and Charles Schwab.
What is Hasbro's stock price today?
One share of HAS stock can currently be purchased for approximately $58.60.
How much money does Hasbro make?
Hasbro (NASDAQ:HAS) has a market capitalization of $8.09 billion and generates $6.42 billion in revenue each year. The company earns $428.70 million in net income (profit) each year or $2.98 on an earnings per share basis.
How many employees does Hasbro have?
The company employs 6,640 workers across the globe.
How can I contact Hasbro?
Hasbro's mailing address is 1027 NEWPORT AVE P O BOX 1059, PAWTUCKET RI, 02862. The official website for the company is www.hasbro.com. The company can be reached via phone at (401) 431-8697, via email at hasbro_investor_relations@hasbro.com, or via fax at 401-727-5544.
This page (NASDAQ:HAS) was last updated on 1/27/2023 by MarketBeat.com Staff


What Offices are Available in 2018?
Pulaski County Libertarian Party Joins Little Rock Adopt A Street Program.
This year we wanted to find ways to help in our community. One of the suggestions that was made by members was to join the Adopt A Street program, and we have now done just that. The program involves adopting street segments, then conducting trash cleanups along those segments at least 6 times per year….


RALEIGH (WTVD) -- An investigation into what caused a young lifeguard to be electrocuted and drowned in a neighborhood swimming pool seemed to center around a breaker box attached to the pool clubhouse Tuesday.
A preliminary autopsy released Monday revealed Heritage Point Pool where Rachel Rosoff, 17, died Saturday, had an electric charge and that may have knocked the Enloe High School senior unconscious.
Friends returning to school from the long Labor Day weekend placed flowers and messages on Rosoff's parking space.
An employee who went to the Heritage Point Pool after Rosoff for the next shift Saturday afternoon called 911 and told the emergency operator: "I just got in for my shift. I can't get into the pool. The water seems to be electrified," the caller explained. "Her cell phone is on the table here, and I can see where she texted someone to ask them a question about how to check something in the pool."
The caller said the lifeguard was floating face down in the water.
The Wake County Sheriff's Office is still investigating what caused the water to become electrified.
A large group of investigators, inspectors, and others crowded around the breaker box attached to the side of the pool clubhouse. One man removed the outer panel to take a closer look at the wiring inside.
One man who has not been identified, could be overheard saying, "Yeah, I'm scared to death. I've got somebody's- somebody's life on my hands."
ABC11 went to the experts at Raleigh's Rising Sun Pools who explained only new pools have to meet electrical code and pass bonding inspections.
"After that it's done, the opening inspections and the things that the county does before pools are opened, doesn't have anything to do with electricity because the electricals all underneath the concrete," said Tara Onthank, Rising Sun Pools owner. "Everything's buried."
Onthank said even some renovation work doesn't require permits or new inspections to see whether electrical wiring was impacted.
It's unclear whether Heritage Point Pool underwent renovations in recent years. Onthank said Rising Sun Pools quoted the owner for re-plastering work in 2012, but lost the bid.
Wake County inspections records show over the last two years, Heritage Point Pool received 8 demerits, all in 2015, for things such as trip hazards and improper storing of chemicals and equipment. The county does not regulate electrical components.
The North Carolina Occupational Safety and Health Division opened its own investigation to determine whether safety and health standards were violated.


text:
One Direction Breaks Billboard Record With Third No. 1 Album Debut
The group becomes the first to top the charts with their first three albums since 1967, and joins 'N Sync and Backstreet Boys in logging multiple half-million sales weeks.
By Keith Caulfield, Billboard
Keith Caulfield, Billboard
More Stories by Keith Caulfield, Billboard
Bruce Springsteen Becomes First Act With Top 5-Charting Albums in Each of Last 6 Decades
Taylor Swift's 'Folklore' Becomes First Million-Selling Album of 2020 in U.S.
Taylor Swift Surpasses Whitney Houston for Most Weeks at No. 1 Among Women in Billboard 200's History
December 4, 2013 12:31pm
Styles sheepishly admitted he visited Johnny Depp's home and walked out with soap from the actor's bathroom.
Joseph Llanes/Getty Images
This story first appeared on Billboard.com.
One Direction's Midnight Memories debuts at No. 1 on the Billboard 200 this week with 546,000 copies sold, according to Nielsen SoundScan.
The act makes history as the first band to debut at No. 1 with its first three albums. Midnight Memories follows two No. 1s for the group in 2012: its debut album, Up All Night, and sophomore set, Take Me Home.
Further, One Direction is — as we forecast last Thursday — the first group to reach No. 1 with their first three albums since 1967.
PHOTOS: One Direction Wows With 'Midnight Memories' Release Party
The Monkees' self-titled debut was released in 1966 and climbed to No. 1 on the Billboard 200 in its sixth week on the chart. The TV-born act — riding high with its hit ABC series — followed up the No. 1 success with three more consecutive No. 1s in 1967: More of the Monkees, Headquarters and Pisces, Aquarius, Capricorn & Jones Ltd.
One Direction's first-week sales have also steadily grown with each successive album. Its first set, Up All Night, bowed atop the list with 176,000, while Take Me Home launched with 540,000.
The act follows the recent successes of Drake, Selena Gomez, Luke Bryan and Vampire Weekend in 2013 — all of whose respective albums have bowed with a bigger first week than the one before it. (You can also include Eminem in that list, to a degree. His last two albums each debuted stronger than the one before.)
With the start of Midnight Memories One Direction also becomes only the third pop group to log multiple half-million sales weeks in the Nielsen SoundScan era. Since the company began tracking sales in 1991, only two other pop groups have notched more than one sales week of 500,000: 'N Sync and Backstreet Boys.
PHOTOS: One Direction's Take Me Home Tour in Pictures
'N Sync did it seven times with three different albums, while Backstreet Boys did it nine times with two albums. Other duos/groups and bands have earned numerous 500,000-plus frames, but they were all R&B, rap, country or rock acts. (They are: Coldplay, Creed, Dave Matthews Band, Dixie Chicks, Eagles, Guns N' Roses, Limp Bizkit, Linkin Park, Outkast, Rascal Flatts, Santana, The Beatles and Tool.)
For more on this week's chart-toppers, visit Billboard.com.
One Direction Wows With 'Midnight Memories' Release Party
One Direction Announces North American Tour (Video)
One Direction's Liam Payne Floors Olympic Pro-Wrestler (Video)
Elton John, One Direction, Katy Perry to Perform on 'X Factor' U.K. Season Finale
'SNL' Promos: Paul Rudd Unleashes Inner Fangirl Over One Direction (Video)
Billboard Charts
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Cher, Andrew Lloyd Webber and Marlee Matlin Lead Tributes to Meat Loaf: "A Gentle Hearted Powerhouse Rockstar"
Meat Loaf, 'Bat Out of Hell' Singer and 'Rocky Horror Picture Show,' 'Fight Club' Actor, Dies at 74
Adele Reveals Postponement of Las Vegas Residency: "We've Been Up Against So Much"
Chris Daughtry and Wife Deanna Reveal Daughter Hannah Price's Cause of Death
Britney Spears to Gain Control of Her Money as Judge Refuses to Reserve Funds for Legal Fees


Many thanks! As one who recently learned of my Scottish heritage (500+years ago), this is an interesting and engaging read.
Thanks for writing, Jim. And welcome to the vast amount of people worldwide with Scottish heritage. As you know, Ian is a first generation Scottish-Canadian, a highlander from Campbeltown in Kintyre. Gayle's Moore great-grandparents originally came from Edinburgh to Ontario in the late 1800s and then her grandfather emigrated to North Dakota. Now she has taken the Scottish side back to Canada. I guess you could say she is a third generation Scottish-Canadian-American. How did you learn of your Scottish heritage?
My sister has been an amateur genealogist for more than 35 years. She traced our ancestors to Ireland, who emigrated 150+ years ago to New Brunswick. On further study she was able to trace those ancestors to Scotland. Evidently, when the English conquered Ireland they'd killed off so many able-bodied men they had to import thousands to grow food and rebuild the country. Many if not most were indentured Scots, our ancestors among them. My sister is checking reports from relatives in Britain that we are descended from the first King of Scotland, whose anglicised name evidently is Kenneth Mac Alpin. Still to be proven. Wouldn't that be something?
Yes, that really WOULD be something. Since we are both of peasant stock, I suppose we'd have to hold you in even higher esteem than we already do! We send you our best wishes.
How very kind of you, and likewise!


Should I Have Bird Feeders in My Yard?
Most of us are concerned with keeping animals out of the garden. This is especially true for those of us who garden. Why is it important for us to feed the surrounding population of birds? It seems like doing this would only encourage them to bother us more. This hasn't been my experience. Putting out a bird feeder actually distracts birds from crops, or flowers we might have growing out in the yard.
Squirrels, and birds would rather attack the seeds filling up the bird feeder then dig up seeds in your garden. Animals are surprisingly smart. If they see an easier meal available, they're unlikely to go for the harder one. Obviously, a squirrel or a bird, would rather pick up seeds that were spilling over an open feeder then seeds that are berried in dirt.
Those of us who have kids, or grandchildren, know how mystified they get whenever they see an interesting looking fish tank, a butterfly, and especially wildlife like squirrels and birds. Having a bird feeder in the yard is a great way to attract these furry, or feathery friends. That way, your little one can get an up close view. Adult supervision is always a must.
Pollen transfer isn't a job that's just done by bees. Many different bugs, and other animals, play a role in what gives the plants that inhabit our garden the ability prosper, and multiply. Squirrels lay down the foundation for new tree growth. They're known for their forgetfulness. Many of the trees around us are the result of forgotten acorns.
Bird feeders can easily be cleaned with a hose, without even touching the bird feeder itself. If you have to touch it, you should wear gloves. Make sure there is no soap on the bird feeder after cleaning; as this could harm the animals.
Bird seed is available in mass for relatively cheap amounts at almost any grocery store that's in a residential area. Even Walgreen's has bird seed that's appropriate for wild life. If you'd prefer not to leave your home, you can buy your bird seed on Amazon. Make sure you aren't buying parrot food though.
Many choose to buy traditional bird feeders. Those cute, cottage-looking ones. Others find the more modern, metal ones to be appropriate. Whatever your taste, or style, you're sure to find the perfect bird feeder to match it. Some bird feeders can contain a lot more bird seed then others.
Get your bird feeder now before the summer hits. You know you will miss the show if you don't get your bird feeder before all the birds have left. If you'd like to view, colorful, interesting-looking birds, then you need to make sure you get your bird feeder before the season starts. It's a pleasant addition to any backyard.


I finally got around to modeling this wonderfully elegant chair by Sergio Rodrigues. Instead of using a texture as in other assets, I decided to model the caning, and I'm glad I did as it really adds a new level of realism.
The model can be found here (for V-Ray and Octane and Max 2013+).
The renders here were done in Octane, which is great for rapid prototyping of shaders and simple scenes. The brick wall is one of the latest additions in textures.com's repository of scanned material. They're amazing!
Hello! For these kind of 3d scanned textures, do you only use displacement map?
I mean aroudn 180 white, and displacement, or do you also use roughness, normal map or even albedo maps?
Thanks man, this is a really nice build wood texture and a clean modeling.
Nice model, as usual! I really like your interior scenes! It would be interesting to see a making off, of modeling these chairs, ways to optimize the model, texturing… Regards!
@souzagiovanne Thanks! I've recorded a time-lapse of the modeling of a recent Venetian mirror I've made. I'll be uploading this one soon.
Unbelievable.. Did you model the canning "by hand" or use some sort of parametric plugin like railclone?
Hi. That was modeled by hand. Not a quick job!


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Tag Archives: trust
Authentic Communication
November 3, 2014 Biz Psycho
From http://hr.toolbox.com
Authentic communication is not always easy, but it is the basis of successful relationships at home and real effectiveness at work. Yet people constantly back away from honesty to protect themselves and others.
As Sheryl Sandberg points out, this reticence causes and perpetuates all kinds of problems: uncomfortable issues that never get addressed, resentment that builds, unfit managers who get promoted rather than fired, and on and on. Often these situations don't improve because no one tells anyone what is really happening. We are so rarely brave enough to tell the truth…
From The Grumpy Poet
However, authentic communication is not simply about saying what we think at all costs. Communication works best when we combine appropriateness with authenticity, finding the sweet spot where opinions are not brutally honest but delicately honest. Speaking truth fully without hurting feelings comes naturally to some and is an acquired skill for…
authenticcommunicationmanaging relationshipsperspectiverespecttrusttwo-way communication
Hierarchical Management – a reprise
October 7, 2014 Biz Psycho
Employers who want peak performance from their employees might do better by ensuring that they have a strong but fair hierarchy in place.
Aaron Kay at Fuqua Management School of Business at Duke University, Carolina, thinks leaders should worry less about empowerment and equality.
He says "In organisations there is a move to become flat but that is not always the best thingy you want to keep employees working hard".
"People may say that they want to work in an egalitarian workplace but sometimes they actually function better in a hierarchy" regardless of where they sit in the organisation.
It's not just that a hierarchy offers more chance of promotion – although some staff will appreciate seeing a ladder to climb – but that hierarchies offer staff a sense of order and structure which they like.
When times are turbulent and external circumstances reduce their sense of control preference for hierarchies increases. Kay says "People seek out guidance and leaders" And a hierarchy helps them feel that they are in a safe, stable environment … where they can predict the outcome of their behaviours.
His research also suggests that a strong hierarchy helps people feel that they are being more effective in tackling long-term goals. "If you lead an organisation where you need employees to work on long-term projects, committed to long-term goals, it's tempting to think that if you give them autonomy they will be more interested and it will drive the right behaviour".
But as he points out long-term goals are hard to achieve and people need to forgo immediate reward to focus on something way off in the future. They have to trust the system. Having a clear structure and a hierarchy reassures employees that things won't change before they complete the task.
Hierarchy might also be better for complex tasks where each person needs to complete their part exactly as it is specified. This doesn't necessarily mean managers should adopt a directive or autocratic approach. Employees obviously like to know where they stand but managers shouldn't lord it over them and be open to new ideas.
Other experts disagree. One said 'it's naive to think that structures always work the way they were intended". In some organisations employees feel that although there is a structure and the rules are fair, they are not always applied fairly.
It seems to depend on whether or not you can trust the leaders and managers to be fair and whether or not the rules change as you are working.
See also my earlier post on this topic.
complex projectsempowermentequalityfairnesshierarchyhigh performancelong-term goalsstructuretrust
Size Matters (3)
April 8, 2014 Biz Psycho
Andy Yapp, at MIT's Sloan School of Management, examined the impact of ergonomics on people's ethics.
They wanted to know whether or not your workspace would have an effect on your honesty.
What they found was that the bigger and larger the space and seating, which encouraged expansive gestures, the more likely it was that people would pocket overpayments, cheat on a test, and break the rules in a driving simulator.
In the first test they deliberately overpaid people for participating in the test and found that 78% of those with the bigger chairs kept it compared with 38% of people working in cramped spaces.
They also observed illegally parked cars in New York and found that when a driver's seat increased by 1 standard deviation from the mean the probability that a car would be double parked increased from 51% to 71%.
The researchers say that when we have more space we can adopt more expansive postures and these often project high power whereas people working in constrictive spaces where they have to keep their limbs close to their bodies project low power.
The findings were not influenced by the height of the person nor by how corrupt the person might have been before the experiment as they were randomly assigned. The posture was the only variable.
This is interesting as I would have thought that people working in constricted or uncomfortable environments might be likely to cheat just to get back at their employer – a kind of organisational justice.
But we also know that power corrupts.
Yapp and his colleagues admit there might be cultural differences e.g. Asian norms of modesty and humility are inconsistent with the power posturing.
The research replicates that done at Columbia University on the size of desks (and they also looked at illegal parking in New York).
I also posted on the size of CEOs' signatures based on some research at the University of Maryland.
Main source: "Big chairs create big cheats" HBR November 2013
dishonestyergonomicspowerpower posturessizetrustwork environment
Does your company have a helping culture?
April 3, 2014 Biz Psycho	1 Comment
As mentioned in previous posts employee engagement and discretionary effort are the current holy grail for many organisations.
And leaders can contribute by encouraging helping behaviour. One of the hallmarks of a top-performing company is that people help each other to get the best performance.
Organisational psychologists call this "citizenship behaviour" without which companies, which are complex with competing demands for time, loyalty, and team input v individual effort, would not function as effectively as they might with strict boundaries and rules.
A design firm called IDEO was the subject of a case study in the Harvard Business Review earlier this year. A key element of the culture there is "collaborative help".
It is an organisation of knowledge workers tackling complex problems and the authors of the study discovered a number of key elements.
Leadership conviction that collaborative help works. The CEO Tim Brown says "the more complex the problem the more help you need".
But promoting helping is not enough. The other side of the coin is that workers sometimes need a sounding board for their ideas so they need to be okay about asking for help without seeming incompetent.
The culture of the organisation at IDEO embedded the helping idea. Research showed that 89% of employees showed up in the top 5 helpers for everyone in the organisation and almost every person was named as a helper by at least one other person.
These helper friendly organisations are more efficient even though they build slack into the system. This is to enable access to potential helpers.
People in one office were asked to name the 5 colleagues who had helped them most and rate them along with a randomly chosen non-helper on three attributes. These were competence, trust, and accessibility.
Trust and accessibility were more important than competence in the helpfulness ratings.
To read the whole story check out "IDEO's Culture of Helping" by Amabile, Fisher, and Pillemer in HBR January-February 2014.
accessibilitycitizenship behaviourcollaborative helpdiscretionary effortemployee engagementIDEOtrust
It's still all about Trust
April 2, 2014 Biz Psycho	2 Comments
Trusting people can make you vulnerable and checking them out can be time-consuming and counter-productive.
Research shows that accuracy in our ability to decide if someone can be trusted is little better than chance.
According to David DeSteno, a psychology professor at Northeastern University writing in March's Harvard Business Review ("Who can you trust"), it's because we place too much emphasis on reputation and perceived confidence.
We also ignore that fact that people can change in different contexts and we don't trust our intuition enough.
DeSteno proposes 4 things to bear in mind:
1 Integrity can vary. People use reputation as a proxy for integrity but it isn't a stable trait. Because someone has been fair and honest in the past doesn't mean they will continue to be so in different circumstances.
His research into cheating shows that 90% of people will cheat if they believe they won't get caught. And they then rationalise those actions rather than accept that they are untrustworthy.
2 Power does corrupt. Appearances can be deceptive but the author cites research by Paul Pliff, a social psychologist at Berkeley, which suggests that indicators of socio-economic status can predict trustworthiness.
Increasing status and power correlate with decreasing honesty and reliability. It's not that rich people are inherently less trustworthy than poor people but that a person's honesty depends on his or her relative feelings of power or vulnerability.
Assigning people to be a boss or a follower in office simulations Joris Lammers, a psychologist at the University of Cologne, found that those elevated to more senior roles displayed a high degree of hypocritical behaviour and were quick to condemn others for unethical, self-interested behaviour whilst judging their own actions to be acceptable.
When someone has a higher status than you, or even just thinks so, his mind tells him that you need him more than he needs you. Consequently he focuses on short-term outcomes and worries less about the long-term effect of being untrustworthy.
This explains why big companies often treat smaller clients less well than their larger ones.
3 Confidence often masks incompetence. Honourable intentions mean nothing if a person is incompetent. We know this instinctively from an early age (4-year olds will pick people as instructors whom they perceive as more competent).
But confidence is so alluring that we tend to trust information provided by people who exude it, especially when money is at stake. Hence the success of confidence tricksters.
In newly formed groups those members who expressed pride in the group quickly rose to positions of leadership even though the abilities that their pride stemmed from weren't relevant to the group's objectives.
So while reputation isn't a good predictor of integrity it is of competence because capabilities are more stable.
4 It's OK to trust your instinct.
Despite decades of research into researching ways of detecting untrustworthiness most people do little better than chance. Even trained experts.
That's because most of us look for a single "tell" to indicate whether or not someone can be trusted whereas we need to look for a set of gestures. This is something we can do instinctively.
So is it better to trust or not? If you have no information to go on then a bias towards trusting is better for long-term gains. Otherwise remember these 4 rules!
Patrick Lencioni is a strong advocate of trust in teams. In his best-selling book, "The 5 Dysfunctions of Teams" he sets down a hierarchy (see diagram below).
But basically it's all about Trust.
a tellcapabilitiescompetenceDavid DeStenointegrityintuitionLencionireputationself-confidencetrust
Are your employees engaged?
August 30, 2012 Biz Psycho	2 Comments
The Sunday Times "Best Companies to Work For survey", which has now canvassed over a million workers since 2000, has identified eight factors that foster workplace engagement.
The factor with the strongest correlation is Leadership: employees must have faith and trust in their senior management team to be engaged.
To do that leaders must gain their trust, live the values, and inspire the team.
Their 2009 survey revealed, in answer to the statement "I have great confidence in the leadership skills of the SMT", there was a 54% difference between engaged and disengaged employees. In answer to the statement; "senior management truly live the values of this organisation", there was a 51% difference.
In the top 10% of companies there was a massive 94% confidence rating that the leader ran the company on moral principles. Would that figure be so high today in the depths of a recession?
Giving something Back (GSB) is one way of engaging employees. Organisations with a good track record of this get higher scores from staff for leadership, pride in their company, and personal well-being.
There does seem to be a rash of books and articles on the new leadership approach needed since the recession. And values and principles are high up among the key factors which is maybe why organisations turn to women when they are in a crisis as they appear to be more trusted as CEOs even though, or maybe because, they seem more willing to criticise their organisations.
Updated since first published 02/04/2010
gender differencesGSBhappinesshigh performancemotivationsocial loafingteam workingtrust
Leadership, Psychology, Work
Informational Warfare – protect your reputation
March 13, 2011 Biz Psycho	1 Comment
Anyone in doubt about the impact of social media will have had to rethink their ideas after the Tunisian and Egyptian popular uprisings.
But is the tweet really mightier than the sword? Iran soon learned to curtail its impact and China and Libya, by shutting down mobile and internet services and using their internal security forces, prevented any sizeable demonstrations,
In the business world the BP Deepwater catastrophe was an undoubted PR disaster. To add to the company's woes a tweeter began publishing from a bogus PR division within BP. As the world watched the marine disaster unfold the fake PR person published tweets about the canteen menu and other mundane issues. The satirical account of life within BP was followed by more people than followed the official BP twitter account.
The power of one man (in this case an aspiring comedian) and a laptop against a giant global corporation shows how the rules have changed. Critics and activists no longer need to have an institution behind them, This is what the military call asymmetric warfare – an uneven matching of resources which can nevertheless result in stalemate or worse – think the USA in Vietnam, think the soviets in Afghanistan.
And to make matters worse for businesses the critics don't necessarily have to tell the truth, are probably emotionally driven because they are angry or desperate, and may also be irrational.
An article in the December 2010 issue of HBR suggests that businesses need to look at what the military are doing. After the 2006 Israel-Hezbollah war the US Army War College Centre for Strategic Leadership and Canada's SecDev Group carried out a review into what they called "informational warfare". They found that although Hezbollah was mismatched in conventional military terms it had used social media to win "hearts and minds" (ironically a key part of psyops warfare) around the world and discredited the Israeli position.
SecDev scholars wrote a report called "Bullets and Blogs" in which they set out several principles which could be used to counter attack and which also apply to protecting corporate reputations. These were:
Avoid a disproportionate show of force: don't come across as a bully. Companies are generally seen as Goliaths compared to individuals. It's not a good idea to respond in an aggressive manner. A more considered, less emotional, response which shows you re listening and doing something about the problem pays dividends.
Train people to respond quickly: Companies can be slow to respond especially of they need to reach a consensus or call a board meeting to agree the content of a tweet. Having a media monitoring system and social media channels in place enables companies to respond quickly through key personnel.
Avoid bureaucracy and empower teams to respond: following on from the last point, the public would rather hear it from front-line staff than the board members. So letting staff blog about their experiences is a more trusted method. I've seen NHS web-sites with interviews with nurses and other clinical staff talking about their work. These testimonials can work. Even the US Army allows soldiers to post blogs (as long as they are not risking security) on ArmyStrongStories.com. General Freakly, in a podcast, basically said that if you trust soldiers to make daily life or death decisions you can trust them with social media.
Go rogue – apply the same tactics: New media are often seen as a threat rather than an asset. Used ethically however they can help neutralise criticism. Domino's Pizza was badly affected by the YouTube video of a staff member doing unsavoury things with the food. Profits were hit and that particular store was closed. The company President apologised using YouTube reasoning that that's where the audience was. That in itself created news which by chance also diverted attention away from the problem.
Use multipliers to echo your message: In the military force multipliers are things which amplify your strength. In media having 3rd party endorsements can add to your own efforts. Critics of cruise ships visiting Haiti after the earthquake were soon neutralised when independent organisations supported the cruise line which had invested heavily in the country already, were delivering relief supplies, and who had been asked by the government to continue visiting to help the local economy to recover.
Establish your credentials in advance: Of course all these things are made easier if you already have established yourself as an ethical, diverse, fair, organisation so that when you are attacked you can point to past successes or decisions.
With new media you now have less control over your corporate message so reputation management is even more important.
asymmetriccommunicationempathyheart and mindsinformational warfarereputation managementself-controltrust


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European Super League proposal in full as Liverpool and Man Utd enter £5bn negotiations
Liverpool and Manchester United are in talks with Real Madrid, Barcelona, Juventus, PSG and Bayern Munich over a FIFA-backed tournament but the Premier League and FA would oppose it
Jeremy CrossChief Sports Writer
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Liverpool and Manchester United are involved in a bombshell plot to join forces with some of Europe's biggest clubs to form a new 'Super League'.
The English giants are locked in talks with the likes of Real Madrid, Barcelona, Juventus, PSG and Bayern Munich about forming a FIFA-backed tournament that would change football's landscape forever.
More than a dozen clubs from England, France, Germany, Italy and Spain are in negotiations about becoming founder members of the 'European Super League'.
It is understood the plans have financial backing to the tune of £5billion from leading bank JP Morgan to fund the proposal, which could also involve Manchester City, Chelsea, Arsenal and Tottenham and generate broadcasting revenues running into billions.
The news comes less than two weeks after it emerged Liverpool and United were behind the failed "Project Big Picture" aimed at revamping the English game.
2019 Champions League winners Liverpool are among the teams in talks over the European Super League
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8 players to watch in Champions League this season including Man Utd and Chelsea stars
The European Super League could come into force in 2024 and replace the Champions League, but would face severe opposition from the likes of the Premier League and FA.
Football's world governing body FIFA are keen to develop a new format involving 18 teams, with games being played during the regular European season.
The top eight teams would then be involved in a knockout competition, with the eventual winners pocketing more than £100m in prize money.
Ole Gunnar Solskjaer's Manchester United are also in negotiations over the proposal (Image: Getty Images)
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But the new league would usurp both the Champions League and Europa League and has left FIFA on a fresh collision course with their UEFA rivals.
The stunning proposal would need the backing of UEFA, who are due to revamp the structure of the Champions League in 2024.
The news has sent fresh shockwaves through the national sport, which is already at loggerheads and facing a civil war because of "Project Big Picture".
The Champions League could be set for a revamp (Image: 2019 UEFA)
The proposals would have seen the Premier League reduced from 20 to 18 clubs and handed the voting power to the big six' - but a 'European Super League' would take the structure of the sport onto a whole new level.
Talks between leading clubs, FIFA and former Real president Ramon Calderon have been ongoing for more than 12 months.
A Europe Super League would have huge implications for the value of domestic broadcasting and sponsorship rights - at a time when the game is suffering severe financial problems due to Covid-19.
Top flight clubs have complained they are losing £100m a month, while EFL clubs have rejected a £50m bailout package from the Premier League despite dozens of clubs facing bankruptcy.
PSG FC
Real Madrid FC
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ShowbizInside the dark world of Phil Spector as he dies – Murder, guns, abuse and wigsMusic producer Phil Spector died over the weekend while serving a life sentence in prison for the murder of Lana Clarkson back in 2003 – but that wasn't the only wicked thing he did
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PLSA backs move to put improved automatic pension saving on legislative agenda
The Pensions and Lifetime Savings Association (PLSA) comments on Richard Holden MP's proposals to introduce a private member's bill to extend the scope of automatic enrolment to boost the retirement savings of younger and lower earning workers.
Nigel Peaple, Director of Policy and Advocacy, PLSA said: "Automatic enrolment has seen over 10 million people newly saving or saving more for a pension in the UK. This is a genuine success story. Combined with the new State Pension, automatic enrolment ensures that many more people can meet some of the costs of later life.
"Some groups, however, are not currently within the scope of the automatic enrolment regime which limits their ability to save effectively, and the level of automatic enrolment saving is low in comparison to workplace pensions of the past. Unless more money is set aside for the purpose of retirement, future generations will find that their incomes will be insufficient to meet their retirement goals.
"The PLSA has long supported maintaining the momentum in automatic enrolment by extending it to workers under 22 and removing the Lower Earnings Limit (LEL) so that people save from the first pound of earnings. We have also maintained that in order for savers to reach an adequate income in retirement, the current 8% minimum contribution level should be increased to 12% by 2030 – split 50/50 between employers and employees.
"The PLSA also commends the intent of the proposal to remove the £10,000 earnings threshold to support workers on very low earnings or with multiple jobs, however, additional analysis may be necessary to ensure it will benefit households at all income levels.
"We therefore support the introduction of Richard Holden MP's private member's bill which will hopefully provide the legislative footing to extend automatic enrolment so that a greater number of savers can have an adequate income in retirement."
Mark Smith, Senior PR Manager
Steven Kennedy, Senior PR Manager
020 7601 1737 | 07713 073024 | [email protected]


Who among us has not muttered that under our breath at one time or another?
We've said it, and felt it. And it's true.
In the end, they will be VICTORIOUS!!
And that all is the focus of this, the last of our winter teaching series here at KCRC, "Who Am I?".
We're going to dig into Ephesians 6:10-24 helps us understand that.
Go ahead and find a bible, either print version or online or app. Flip to Ephesians 6:10-24. Then download the podcast and the study guide and dig in.
Who Am I – Victorious!


The departure of Greyhound passenger bus service has left Transportation Minister Claire Trevena in a bit of a pickle.
With a great deal of fanfare last May, the NDP government patted itself on the back for launching a bare bones replacement bus service, called BC Bus North, when Greyhound initially announced it was withdrawing service from just its northern routes. The $2-million program is a temporary, one-year "interim" service that offers only two round trips per week between Prince Rupert and Dawson Creek, and once a week between Fort St. John and Fort Nelson. Now, don't get me wrong, this is good for us in the north, but plans need to be set in place for what happened after BC Bus North goes away.
Now, communities outside of Metro Vancouver suddenly find themselves cut off without any alternative services to fall back on after Greyhound announced it will cease all passenger operations in Western Canada the end of October. This provides Trevena with little time to come up with a solution for the whole province, not just Northern B.C.
We are talking about the same transportation minister who fumbled the ride-sharing file. Trevena has been forced to admit that we won't see the likes of Uber or Lyft until at least the end of 2019, if at all. This means there will be few private sector solutions available to fill the void left by Greyhound. A new online reservation service has been announced between Nelson and Kelowna by Silver City Stagelines, but that doesn't help our region very much.
Trevena is therefore in a terribly weak position to sell a new idea to her cabinet colleagues and ask for millions and millions of dollars to set up a brand new public transportation network throughout the province. Provincial coffers are already running rather low after the government recently settled contract agreements with its public sector unions.
This leaves precious little room to deliver on brand new programs, especially when the NDP is still struggling to find money to fulfill campaign promises left over from the last election. For example, I know there are still quite a few folks wondering what happened to $10-a-day childcare and people are still wondering about that $400 annual rebate for renters.
The private sector might be able to help fill the gap, but Trevena must get a move on before passengers are left stranded.


Mrs Andreani, who is a career diplomat, is a specialist in European issues. She was President Chirac's advisor on European affairs, then Secretary-General for European Affairs to Prime Ministers Jean-Pierre Raffarin and Dominique de Villepin. She was also France's ambassador to NATO and then to the OECD.
Based on her European experience, she will focus on further strengthening the relationship between Hungary and France.