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Asia HR events
How to become a transformational leader
Do you have what it takes to get your organisation 'future-ready'?
BY Nurhuda Syed 26 Jul 2019
Are you 'future-ready'? Is your workforce 'future-ready'? As an HR leader, what is your role in helping everyone transform and prepped for the journey ahead?
Just like all the other buzz terms floating about in the current climate of change, there's a tendency that things can get a little confusing.
To set things straight, HRD investigated how digital disruption will change leadership and what HR can do right now to prep for the uncertain future.
First things first, what is digital transformation and how will it change the way we work? It's been asked plenty of times but we sought the expertise of Dan Cullen, partner-in-charge at Heidrick & Struggles to help us gain some clarity. Cullen has a track record of facilitating senior leadership and organisational transformation, and much of his recent work is focused on disruptive innovation.
"Digital transformation is a very broad concept," he said. "It means many things to many different functions. I think the opportunity of digital transformation is it's a company-wide change. And the minute you start isolating the change into particular silos, you lose the impact."
READ MORE: How can HR destroy the 'silo mentality'?
He explained that rapid technological changes has created a "real complexity" for large organisations that have been doing things in a very traditional way: how do they compete with leaner, more agile firms who are quickly eating into today's market share?
That sounds like an issue for business leaders to sort out, since it's about staying competitive and profitable, but Cullen is quick to remind that the quality of your talent directly impacts success — which is why HR has such a crucial role to play in all of it and a chance to become more strategic.
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"HR has a significant opportunity but also a burden," he said. "It's an opportunity to bring in a new and engaged workforce…to find efficiencies in the organisation and evolve the nature of products but also the customer experience."
"The complexity from an HR perspective is always: how do you create the digital transformation program? How do you firstly [transform] a workforce that may have been there for a long period of time and needs to be re-energised, changed and more agile?"
Is HR successfully transforming the organisation?
So is HR sufficiently fulfilling their role to help the organisation transform? Research suggests there's plenty more to do — for both current and potential employees.
Aon found that the top three HR focus areas for companies centre on hiring top talent to gain business advantages:
Attracting quality talent (59%)
Building employer brand (32%)
Enhancing efficiency of the recruitment process (30%)
However, despite being a top priority, only 17% of CHROs are assessing candidates for a digital mindset. This counters ongoing tech transformation efforts as success is dependent on the strength of the workforce's digital readiness.
As for the current workforce, a worrying study by Skillsoft found that seven in 10 employees believe they're unprepared for the future of work. About 70% are concerned they're not receiving ample L&D and training opportunities to remain employable and skilled for the future.
About eight in 10 employees believe their role is changing due to digital transformation. However, they believe their organisations are not keeping pace with the changes, with 82% voicing a desire for more frequent L&D and upskilling opportunities.
HR's changing role
With HR leadership leaving both the top and bottom of the organisation wanting in terms of transformation, how can HR do better?
Cullen shared that in some parts of the world, HR has long played a delivery role, tasked to execute mandated strategy from the organisation's headquarters. This is exactly what needs to change for HR to become effective future-ready, digital leaders.
READ MORE: What does the 'leader of the future' look like?
"Much of [HR's role has been] around recruiting capable people [and] operating around a set of processes that will be able to assess how people are performing," he said.
"But I think HR has moved — and should — into a much more business-centric role, which is aligned around purpose, innovation, transformation and how you're able to define agility to get the best out of your people."
Transcending HR's current role and becoming 'future-ready' is not easy by any means. Cullen said that HR has to pivot and double up as both a deliverer as well as strategist.
To win a business seat at the table, he said HR has to prove:
That you have a point of view and can contribute at the top table
Once you contribute, that HR can execute the mandated strategy
"As a function, I think HR is becoming a much broader, professionalised function," he said. "Individuals [now] have the agility; an understanding of the region; a global experience as well having worked for different companies across the globe, or at least being posted to different regions — that gives you a strategy and understanding of how to influence change."
Cullen added that beyond all the typical skills needed to be a future-ready leader, HR has to have a strong EQ to influence change across all levels of the organisation, as well as the resilience to consistently evangelise the change throughout the journey.
"HR has the unique opportunity at this stage to be at the epicentre of the transformation journey and influence and change peoples' views on how businesses can be run," he said. "HR is an essential pivot role, perhaps more important than it's ever been."
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THE PRACTICE OF INNOVATION
Peter Drucker has elegantly presented the three ingredients of the discipline of innovation: focus on mission,define significant results, and do rigorous assessment. However, if it sounds so simple, why is it so difficultfor institutions to innovate?There are two possible explanations, representing dramatically different worldviews. These opposingoutlooks were first clarified nearly 40 years ago by Douglas McGregor in his groundbreaking Human Side ofEnterprise: Theory X (employees as unreliable and uncommitted, chasing a paycheck) versus Theory Y(employees as responsible adults wanting to contribute).
One possibility for difficulties innovating is that most people really do not care about innovation. After all,
Theory X is still the prevailing philosophy in most large institutions -- certainly in the American corporate
world. Few people in positions of authority would admit to that view, but our practices belie our espoused
values. If we look honestly at how organizations manage people, most appear to operate with the belief that
people cannot work without careful supervision. As Arie de Geus has shown in his recent book The Living
Company, we treat the business enterprise as a machine for making money rather than as a living
community. Consequently, we view people as "human resources" waiting to be employed (or misemployed)
to the organizations' needs. (The word resource literally means "standing in reserve, waiting to be used.")
From the Theory X perspective, institutions fail to innovate because most people lack the desire to innovate;
forget Drucker's theory of innovation. The answer to that problem is simple: find people that are more
capable. However, that is a never-ending story. "We don't have the right people" is an excuse that suits all
times and all circumstances; it is a refuge for scoundrels. Moreover, it obscures leaders' fundamental task of
helping people do more together than they could individually.
If, on the other hand, we take the Theory Y perspective that most people come to work (or at least came to
work at one time) truly desiring to make a difference, to gain, as Peter Drucker puts it, a "return on their
citizenship," then the failure to innovate becomes a bigger puzzle. It cannot be laid off on not having the
right people. It must have more to do with why Peter Drucker's three core practices are more difficult than
meets the eye. It requires that we try to understand how it is that good people, desiring to learn and
innovate, can consistently fail to produce what they intend.
Know Your Purpose
We can start by inquiring into what we mean by mission anyway. It is very hard to focus on what you cannot
define, and my experience is that there can be some very fuzzy thinking about mission, vision, and values.
Most organizations today have mission statements, purpose statements, official visions, and little cards with
the organization's values. Nevertheless, precious few of us can say our organization's mission statement has
transformed the enterprise. In addition, there has grown an understandable cynicism around lofty ideals
that do not match the realities of organizational life.
The first obstacle to understanding mission is a problem of language. Many leaders use mission and vision
interchangeably, or think that the words -- and the differences between them -- matter little. However,
words do matter. Language is messy by nature, which is why we must be careful in how we use it. As
leaders, after all, we have little else to work with. We typically do not use hammers and saws, heavy
equipment, or even computers to do our real work. The essence of leadership -- what we do with 98 percent
of our time -- is communication. To master any management practice, we must start by bringing discipline
to the domain in which we spend most of our time, the domain of words.
The dictionary -- which, unlike the computer, is an essential leadership tool -- contains multiple definitions
of the word mission; the most appropriate here is, "purpose, reason for being." Vision, by contrast, is "a
picture or image of the future we seek to create," and values articulate how we intend to live as we pursue
our mission. Paradoxically, if an organization's mission is truly motivating it is never really achieved.
Mission provides an orientation, not a checklist of accomplishments. It defines a direction, not a destination.
It tells the members of an organization why they are working together, how they intend to contribute to the
world. Without a sense of mission, there is no foundation for establishing why some intended results are
more important than others are.
But, there is a big difference between having a mission statement and being truly mission-based. To be truly
mission-based means that key decisions can be referred back to the mission -- our reason for being. It means
that people can and should object to management edicts that they do not see as connected to the mission. It
means that thinking about and continually clarifying the mission is everybody's job because, as de Geus
points out, it expresses the aspirations and fundamental identity of a human community. By contrast, most
mission statements are nice ideas that might have some meaning for a few but communicate little to the
community as a whole. In most organizations, no one would dream of challenging a management decision
because it does not serve the mission. In other words, most organizations serve those in power rather than a
This also gives some clue as to why being mission-based is so difficult. It gets to the core of power and
authority. It is profoundly radical. It says, in essence, those in positions of authority are not the source of
authority. It says rather, that the source of legitimate power in the organization is its guiding ideas.
Remember, "We hold these truths to be self evident..." The cornerstone of a truly democratic system of
governance is not voting or any other particular mechanism. It is the belief that power ultimately flows from
ideas, not people. To be truly mission-based is to be democratic in this way, to make the mission more
important than the boss, something that not too many corporations have yet demonstrated an ability to do.
While this might appeal to our ideals, living this way is extraordinarily challenging. We are all closet
authoritarians. For most of us, it is the only system of management we have ever known, starting in school.
To be mission-based, and to be values-guided, is to hold up lofty standards against which every person's
behavior can be judged. Moreover, mission is inherently fuzzy, abstract. It is so much easier to make
decisions based on "the numbers," habit, and unexamined emotions. To be mission-based requires everyone
to think continuously.
However, it can be done, and when done it can work. The largest commercial enterprise in the world, in
terms of market value, is not Microsoft, General Electric, or Mashushita. It is VISA International, whose
annual volume exceeded $1.25 trillion in 1997. If its different member organizations' balance sheets of VISA
products were combined and assessed according to common banking practices, it is estimated that its
market value would exceed $333 billion. However, VISA is not a typical corporation. It's a network of 20,000
owner-members, who are simultaneously one another's "customers, suppliers, and competitors," in the
words of founding CEO Dee Hock. VISA's innovative governance system grew from an extraordinary effort
to clarify purpose, which, after several years, emerged as "to create the world's premier system for the
exchange of value." "Truly clarifying purpose and the principles which elaborate our deepest beliefs can be
the hardest work you will ever do," says Hock. "But without it, there is no way to create an enterprise that
can truly self-organize, where you can balance broadly distributed decision-making function and control at
the most local level with coherence and cohesion at any scale up to the global."
Define Vision
The second requirement for innovation -- define results -- is easier in some ways. Managers by nature are
pragmatic; ultimately they are concerned about results and must concentrate on how, not just why. The
danger is that short-term goals can obscure larger purposes. Here again, language matters. After all, vision -
- an image of the future we seek to create -- is synonymous with intended results. As such, vision is a
practical tool, not an abstract concept. Visions can be long term or intermediate term. Multiple visions can
coexist, capturing complementary facets of what people seek to create and encompassing different periods.
Leaders who lack vision fail to define what they hope to accomplish in terms that can ultimately be
assessed. While mission is foundational, it is also insufficient because, by its nature, it is extraordinarily
difficult to assess how we are doing by looking only at the mission. For this, we need to stick our necks out
and articulate "an image of the future we seek to create."
Results-oriented leaders, therefore, must have both a mission and a vision. Results mean little without
purpose, for a very practical and powerful reason: a mission instills both the passion and the patience for the
long journey. While vision inspires passion, many failed ventures are characterized by passion without
patience.
Clarity about mission and vision is both an operational and a spiritual necessity. Mission provides a guiding
star, a long-term purpose that allows you to balance the inevitable pressures between the short term and the
long term. Vision translates mission into truly meaningful intended results -- and guides the allocation of
time, energy, and resources. In my experience, it is only through a compelling vision that a deep sense of
purpose comes alive.
People's passions flow naturally into creating something that truly excites them. Taken together, mission
and vision fill a deep need: All human beings have a purpose, a reason for being. Most of us believe that
there is something more important than what you can buy, acquire, or market. The passion at the heart of
every great undertaking comes from the deep longing of human beings to make a difference, to have an
impact. It comes from what you contribute rather than what you get.
Now, these ideas might sound good, but if we take a deeper look, we realize that they are radical statements
in today's society. The return-on-investment orientation -- the view that people go to work primarily for
material gain -- is the bedrock of our beliefs about people in contemporary industrial society. Thus, the real
discipline of innovation not only threatens established power relations, it also runs counter to our cultural
norms.
Consider, for example, the saying "People do what they're rewarded for." What management is about in
many people's minds is creating the right set of incentives and rewards so people will do what the
enterprise needs them to do. As W. Edwards Deming saw clearly, our system of management -- in all
organizations -- is based almost totally on extrinsic motivation. It is pure Theory X thinking. It is why, in the
last years of his life, Deming said, "our system of management has destroyed our people." This may not be
our intent, but it is the consequence of our actions. If we did not view the human being as an amoeba that
does only what it is rewarded to do, then why would we spend so much time worrying about incentives?
Just ask people in the organization if they think the senior management really believes that people come to
work every day, as Deming said, "seeking joy in work." That is intrinsic motivation, and it is assumed to be
in scarce supply in today's management. Joy in work comes from being true to your purpose. It is the source
of the passion, patience, and perseverance we need to thrive as individuals and as organizations. However,
people cannot define results that relate to their deeper passions unless leaders cultivate an environment in
which those passions can be safely articulated.
While there are some extraordinarily principled and value-driven organizations, the defining characteristic
of far too many enterprises is cynicism. In addition, cynicism comes from disappointment. As the saying
goes, "Scratch the shell of any cynic and you'll find a frustrated idealist." Make speeches to your
organization about upholding high ideals or contributing to a better world, and most people will roll their
eyes (if they are in corporations they will almost certainly roll their eyes). That reaction is the product of
thwarted expectations, and it is the reason so many organizations fail to innovate. They are afraid to let the
genie -- passionate purpose -- out of the bottle. With good cause. Passion is a powerful force, but, when
frustrated, it is also dangerous.
Assess Results
The third dimension of innovation is assessment. We must continually gauge how we can best use our
scarce resources. As managers, we all know what assessing is about; it is one of the fundamental activities of
all management.
Assessment has two components: measurement and interpretation. The problem is that the second and
more difficult component of assessment -- interpretation -- requires understanding, participation, and
physical presence. Statistical measures of an activity may be disappointing, but if you are actually involved,
you may see that people are engaged and learning. They may be on the brink of a breakthrough. Incomplete
or premature assessment destroys learning. As Bill O'Brien, retired CEO of Hanover Insurance, says,
"Managers are always pulling up the radishes to see how they're growing." Thus, assessment is
fundamentally about awareness and understanding without which any set of measures can mislead.
Someone sitting on the outside judging, rather than fully understanding, can make effective assessment
impossible.
However, with awareness comes yet another problem, as Drucker has pointed out: after assessing results,
we must be willing to abandon what doesn't work. Abandonment often precedes innovation. It clears the
decks for trying something new. Again, this sounds so simple. Yet, how many of us have ever found that it
is difficult for organizations to abandon what isn't working? To stop doing something that has been done for
years. To remove a person from a position who really does not have credibility with his or her colleagues? "I
worry about organizations that cannot fire one person but can fire a thousand," says O'Brien. There are good
reasons why abandonment is a challenging organizational practice.
The first step in practicing abandonment is openness -- creating an environment in which, at a critical
moment, somebody with lots at stake can tell a boss, "This is not working." Building a culture in which
people can express their views without fear of reprisal is a huge challenge for most organizations.
How often, for instance, have you noticed that when a group of people gets together informally the night
before a staff meeting, their conversation bears almost no resemblance to the same group's discussion at the
official meeting the next day? How many meetings have you attended where the real meeting takes place
not in the conference room but in the hallway or the rest room afterward, when the very people who asked
many intelligent questions in the meeting say, "What nonsense?" Furthermore, when people do feel safe
enough to speak openly in a meeting, insiders, those with the most on the line, tend to discount what is said.
When, for instance, a junior salesperson, a young woman (or an old one), tells the boss something is not
working, you see how quickly an ostensibly open organization can reject unwelcome news.
I have never seen an institution that is not deeply afflicted with these dynamics. Even the best managed
corporations in the world fall short of their full potential, mostly because people know that the official
meeting is not where the issues are really discussed or decided.
The litmus test for measuring openness is simple: How fast does bad news travel upward? In most
organizations, good news travels upward faster than the speed of light. However, failure is denied before
the word can be spoken: "Whose failure? What failure? That wasn't a failure; we just didn't have enough
funding." Make no mistake; the process of innovation is a process of failure. By nature, innovation is a
continual learning process. You must experiment, assess, reflect on mission, identify results, experiment
some more. Yet from an early age in school, and continuing in work, we have been trained to avoid failure,
and thus real learning.
Chris Argyris, in his 1991 Harvard Business Review article "Teaching Smart People How to Learn" lays out a
basic problem of learning in organizations. He notes that most people in organizations are quite smart, but
that to succeed, they have learned to find correct answers and cover up incorrect ones. This undermines the
inquiry skills essential to real innovation and leadership because these skills revolve around how to
"uncover" what is not working in ways that do not invoke defensiveness.
Consider this true story: A top management team of exceptionally bright, committed people is discussing
key issues facing a major American corporation. In three hours, not a single genuine question is asked. Of
course, trivial questions get asked, like "Didn't we go over this issue two years ago?" Alternatively, "Don't
our experienced salespeople disagree with that view?" On the other hand, "When's lunch?" Each implies that
we are wasting our time with the subject, that we already have the answer.
Genuine inquiry starts when people ask questions to which they do not have an answer. That is rare in
organizations. In most large corporations, people rise to the top because they are very good at a combination
of two factors: merit and competitiveness. In a good organization, the mix may be 50/50; in a great one,
80/20. The problem is that even the best leaders -- those who create a terrific impression and get results --
actually know very little. In today's world, how could they know much? Obviously, organizations want
people at all levels that can produce results. However, often the most important act of executive leadership
is the ability to ask a question that has not been asked before, the ability to inquire, not just dictate or
advocate. Unfortunately, most people in executive leadership positions are great at advocacy but poor at
inquiry.
These are just a few of the issues revolving around effective assessment. This is an extraordinarily complex
issue, with complex intellectual issues ("How do we know how long the radishes should take to grow?"),
complex emotional issues (Who is not attached to ideas they believe in, many of which are wrong?),
complex interpersonal issues ("I didn't want to tell him what I really think because it would hurt his
feelings") and complex political issues ("But it is the boss' pet program that is not working and the company
has invested millions in it") It is one thing for an organization with Peter Drucker advising it to "abandon
practices that are not working." It is another for the rest of us who can only learn from peers.
For those reasons, assessment is a core research initiative within the new Society for Organizational
Learning (SoL), leading companies, researchers, and consultants working together to advance the state of
the art of how organizations learn. We are coming to believe that there is a big difference between
"assessment for learning" and "assessment for evaluation." Because most of the assessment we have
encountered in our lives was the latter, the very word tends to invoke defensiveness. However, no learning
can take place without continuous assessment. The key is that the learners do the assessment and the
purpose is to learn, that is, to enhance capacity to produce intended outcomes, not to judge someone else.
From Habit to Discipline
Taken together, mission, vision, and assessment create ecology, a set of fundamental relationships forming
the bedrock of real leadership. These tools allow people, regardless of job title, to help shape their future.
The failure of Industrial Age institutions to embrace the three components of innovation shows how far
there is to go to meet the challenge of the next century. Moreover, Drucker is exactly right that innovation is
a "discipline," a word having its root in the Latin disciplina, one of the oldest words for "to learn." Many have
talent but real learning requires discipline, the process through which we draw out our potential through
commitment, practice, passion, patience, and perseverance.
It is a difficult process, but there is reason for hope. The discipline of innovation is practiced successfully in
many domains of human affairs, notably the arts and science. Interestingly, when it is practiced effectively it
is invariably done so within communities, among diverse individuals who share a common purpose.
Energized communities, for example, characterize most periods of innovation in the arts, such as the birth of
impressionism, or modern dance, or jazz. Likewise, science at its best is an intensely collaborative
undertaking; even when the "collaborators" are strong individuals competing with one another, their
competition occurs within a larger mediating community. Likewise in business, real innovation is often
much more collaborative than at first appears. For example, studies such as those by MIT's Eric von Hippel
have shown that many of the best new product innovations come from customers. The problem is that most
companies are not organized to tap this source of innovative thinking.
My guess is that mastering the discipline of innovation will require organizations working together,
learning from one another's efforts. We must learn to do what artists have done for millennia, what
scientists do when science works. To do something new, people invariably experience periods of profound
discomfort. Confronting the threat and uncertainty such change brings is best done together, not in
Several years ago, at one of our early SoL community meetings (then called the MIT Organizational
Learning Center); a manager approached me and said, "I see exactly what you're talking about, all these
organizations learning from one another. This is Alcoholics Anonymous for Managers." I laughed, but I
think he hit the nail on the head. We are all addicted to maintaining control, to avoiding failure, to doing
things the way we always have. We cannot help it. In addition, we need one another to break the habit.

redpajama_set_name: RedPajamaCommonCrawl


text:
http://winntfs.com/2012/07/28/aligned-io-and-large-sector-disks-vhd-vhdx-and-vs-2012-install-4/
http://social.technet.microsoft.com/wiki/contents/articles/1548.some-observations-on-dynamic-vhd-performance.aspx
http://winntfs.com/2012/01/21/tips-for-copying-large-vhd-files/
http://www.virtualbox.org/svn/vbox/trunk/src/VBox/Storage/VHD.cpp
https://technet.microsoft.com/en-us/library/hh831459.aspx

redpajama_set_name: RedPajamaGithub


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text:
Matthias Withoos, també conegut com a Calzetta Bianca i Calzetti, (Amersfoort, 1627 - Hoorn, 1703) fou un pintor neerlandès de natures mortes i panoràmiques urbanes, molt conegut pels detalls d'insectes, rèptils i vegetació representats en els fons dels seus quadres.

Vida i obra
Withoos va néixer a Amersfoort. Va estudiar amb Jacob van Campen a la seva escola de pintors, on va coincidir amb Otto Marseus van Schrieck. Amb 21 anys, Withoos va fer un viatge a Roma amb van Schrieck i Willem van Aelst. Allà es van unir al grup dels artistes del nord conegut com els "Bentvueghels" ("Ocells d'una ploma"), on Withoos tenia l'àlies de "Calzetta Bianca" ("Calça Blanca") —una traducció literal del seu cognom a l'italià. Va treballar sota la supervisió del cardenal Leopoldo de Médici, qui li va encarregar que li fes diversos retrats.

El 1653, l'artista va tornar a Amersfoort. Quan les tropes franceses van ocupar Amersfoort l'"any desastrós" de 1672, Withoos va fugir d'Amersfoort cap a Hoorn, on va romandre fins a la seva mort el 1703. Seguint la carrera de l'artista com a pintor de vistes urbanes, el seu alumne Gaspar van Wittel va contribuir al desenvolupament del gènere d'arquitectura vedutista a Roma. Molts dels set fills de Withoos van seguir els seus passos, incloent-hi a l'artista botànica Alida Withoos. Jacob van Staverden possiblement també va ser un dels seus alumnes.

Obra
Les natures mortes de Withoos, com els del seu mestre van Schrieck, són notables per la seva tècnica del clarobscur i la inclusió de plantes salvatges misterioses i de vegetació, a més d'estar poblades d'insectes, rèptils i altres criatures del món natural. Aquestes pintures, moltes de les quals inclouen el motiu de la vanitas, eren populars entre els col·leccionistes de pintures de gabinet.

A més, va pintar moltes grans panoràmiques de ciutats, com la Vista de la ciutat d'Amersfoort adquirida el 2001 pel Museu Flehite d'Amersfoort. Aquest llenç de 2,5 x 4 m formava part de la vista de ciutat més gran realitzada a Holanda. Dues versions seves del quadre titulat "De Grashaven", pertanyents a la col·lecció del Westfries Museum de Hoorn, van ser robades a finals de 2005.

Referències

Enllaços externs

 http://www.vtha.nl/toposite/nieuws/02-12/2leden.pdf

Pintors neerlandesos del Barroc
Morts als Països Baixos
Pintors d'Amersfoort
Naixements del 1627

redpajama_set_name: RedPajamaWikipedia


text:
What are the Twins waiting for?
New leadership is off to a quiet start for a shallow team.
By Jerry Burnes Jan 22, 2017, 11:00am EST
Share All sharing options for: What are the Twins waiting for?
Denny Medley-USA TODAY Sports
When Derek Falvey inherited control of the Minnesota Twins over the offseason, he took hold of a team that won 83 games in 2015, and lost 103 in 2016. Their division has produced four of the last five American League pennant winners, and has done so for three years running.
It's fair to say he's not in an enviable position entering 2017, with a hodgepodge of brimming potential, lackluster everyday players, a diminishing farm system and a nostalgic shell of a former superstar eating about a quarter of the team's payroll.
In some ways though, Falvey isn't bettering his circumstances this winter. His big addition so far, Jason Castro, meets a need and satisfied the Twins' analytically-inclined new direction. His pitch framing abilities are well-noted and can benefit a sub-mediocre pitching staff, but beyond that the Twins and Falvey haven't made a significant improvement to present or future.
Falvey could be hesitant with the trigger if he's considering the odd dichotomy of the of 2015 and 2016 — a quiet admission that he believes the former wasn't the fluke. If 2015 was the year everything went right, and 2016 the year everything went wrong, what is there to make of 2017?
One shouldn't blame him for holding some optimism toward the young, possibly star-studded core of Byron Buxton, Miguel Sano and Max Kepler. Another year of improvement here can put Minnesota in a good spot, but there's warning signs.
Kepler, 23, had a huge summer and gradually regressed in August and September, but displayed better power with 17 home runs and a .189 ISO. Overall he's still a raw talent that probably projects into an everyday outfielder that's better than their current everyday outfielders. Buxton had one of hell of a finish to 2016 with nine home runs, a .344 wOBA and 114 wRC+ in the second half at age 22. Not many 22- and 23-year-olds show this level of talent, and if nothing else, is a very intriguing starting off spot in 2017.
Sano, meanwhile, is starting to throw up red flags all over. Sure he hit for power and produced a 107 wRC+, but continues to strikeout at ridiculous rates, more than 36 percent last year. Improvement for any of these three players isn't guaranteed.
Pitching in Minnesota is the recurring struggle. In 2016, the Twins finished 28th in pitcher WAR, 27th in K/9 and 27th in FIP. Falvey hasn't made a step here. He could wait out the market more for a low-cost veteran like Jason Hammel or Doug Fister as a marginal upgrade. There isn't a No. 1 starter at the big league level or in the system. Jose Berrios is proving to have more of a No. 2 ceiling with, like Sano, a pretty deep floor. Prospect Stephen Gonsalves had a nice 2016 in the minors and could be an under-the-radar top-half piece of the rotation soon.
That brings us to the elephant in the room: Brian Dozier. There's no hurry to trade Dozier with two years left on his contract, but if Jose De Leon is on the table from the Los Angeles Dodgers, is he worth passing up for a secondary prospect snag? Probably not. De Leon has No. 1 potential, much higher than the Twins' current options.
So what is Falvey waiting for? He could wait for Dozier to continue his production and sell at the deadline, or next winter. That's risky considering Dozier's first half mediocrity and lack of history as a 30-homer hitter, much less 40. In theory, his value may never be higher.
Projections suggest the Twins aren't a 100-loss team again in 2017 — barely a 90-loss team. So perhaps he's waiting out for the perfect offer, and in the meantime plans to go ahead with the team as is and hope for 2015 results. It's viable, though with several "what-ifs" that need to go right: What if Sano and Buxton are stars? What if Berrios turns out to be really good in the big leagues?
There's worse spots to be in, but it can't stay undetermined long. Soon enough baseball will learn if Falvey and company are going to develop talent, or start collecting talent.
Jerry Burnes is a contributor Beyond the Box Score. You can follow him on Twitter at @jerryburnes.


Water sports are super fun, but did you know that you can also torch a ton of calories while you're enjoying yourself. In my book, it doesn't get much better than that!
If you happen to be tracking your calories burned, I'll go ahead and share the possibilities for seven of the most popular water sports around. So get ready to feel even better about skipping work and heading to the lake.
The calculations are based on a 150-pound woman, so you may burn more or less depending on your own weight. The bottom line here is that you can still burn a lot of calories!
Ok, you're not going to burn many calories lounging on a yacht drinking cocktails, but if you rent one of those super cool paddleboats you can burn nearly 300 calories in just one hour.
Many lakes have paddleboats available and you simply pedal them to move them around on the water. It's not vigorous work and is actually sort of relaxing once you get the rhythm going, but it's one of the most enjoyable water sports around.
It's fun for kids, but gives parents a workout at the same time.
Kayaking is gaining in popularity, so you can easily find rivers that offer the equipment and the ride. The great news is that you'll be having so much fun it won't even matter that you're also burning about 350 calories after just one hour on the water.
What could be better than having fun and getting fit at the same time? Nothing, I tell you. Nothing.
It's not just for the 1980s. Aerobics are a really great way to burn calories and activate all the muscles in your body at the same time. But doing them in the water makes it even more fun and the resistance the water offers gives you a ramped up workout you'll love.
After just one hour of water aerobics you'll blast away almost 300 calories. And you'll be in the water, so you might not even break a sweat.
While we're on the subject of the pool, it wouldn't be a complete list if I didn't mention swimming. I love to go swimming. The feeling of moving around in the water is wonderful, but it's also a great form of exercise.
Swimming at a moderate pace for one hour burns more than 400 calories. Ramp up your speed and you can burn even more!
I have to admit that I'm not very good at water skiing. However, my limited experience made it well known that it's also a pretty good cardio workout. And my sore muscles the next day proves that water skiing is also good for your muscles.
Spend an hour on your skis and you'll be down more than 400 calories when you get back on the boat!
Canoeing involves a lot of back and forth with the paddle. It can be hard work, but it pays off because a one-hour canoe trip burns more than 300 calories. And that's a slow two mile per hour pace. If you row faster, you can double your calorie burn.
Canoeing is a fun way to spend an afternoon and many cities with rivers offer trips that supply the gear and a guide.
If you happen to be at the ocean and want to get in a workout while also enjoying the nature underneath, look no further than snorkeling. It's really fun and you can see all kinds of plants and animals you don't see anywhere else.
And to top it all off, you can burn nearly 400 calories per hour while you're at it.
What's your favorite water sport? Do you think the mega calorie burn of these will inspire you to give them a try?


Did not eat breakfast at home and so arrived at work at 7:30 ravenous.
Devoured the 2nd half of my Monday $5 footlong for breakfast.
And then chased it with a fantastic toasted coconut donut from Looney Baker courtesy of a coworker.
Photoshopped Roxy onto a laser background.
Rocked the vote and resolved to rock as many other things as possible for the rest of the day.
Found Shane's Kindle, which I had hidden away in the box of presents, just in time to drive him to the airport.
Checked out the pretty amazing Ann Arbor PTO Thrift Shop and scored some cheap argyle for #argylethursday.
Ate a taco, thus observing Taco Tuesday, though not in the designated location.
Figured out that the thermostat – while old and janky – does work. We just hadn't turned the heat up high enough for it to regularly kick in. 65 feels soooo much better than 60ish.
Finished The Red Queen with a warm Mina on my lap.
Attempted to put together the cycling trainer. No assembly required!
Attempted to attach my bike to the trainer. Failed due to my lack of quick release wheels.
Attached Shane's bike to the trainer. Got very greasy.
Attempted to inflate Shane's tires. Failed. Cried a few hot tears of frustration.
Chatted with Shane, stuck in the Orlando airport en route to Philadelphia.
Picked up dinner and half-priced baked goods from Plum Market. Mmm inexpensive Zingerman's marshmallows.
Got a pep talk from Abigail and also determined that AC Slater isn't as tough as he lets on.
Successfully inflated Shane's tires. Attempted and failed at removing pedals, so attempted to ride using Shane's shoes. Sort of hilarious but successful!


text:
ActiveRecord::Schema.define(version: 20150428024110) do

  # These are extensions that must be enabled in order to support this database
  enable_extension "plpgsql"

  create_table "connections", force: :cascade do |t|
    t.integer  "initializer_id"
    t.integer  "receiver_id"
    t.datetime "created_at",     null: false
    t.datetime "updated_at",     null: false
  end

  create_table "courses", force: :cascade do |t|
    t.integer  "learner_id"
    t.integer  "tutor_id"
    t.datetime "created_at",                        null: false
    t.datetime "updated_at",                        null: false
    t.string   "title"
    t.string   "status",        default: "pending"
    t.integer  "connection_id"
    t.integer  "price"
    t.integer  "length"
  end

  create_table "learning_objectives", force: :cascade do |t|
    t.integer  "course_id"
    t.text     "objective"
    t.datetime "created_at", null: false
    t.datetime "updated_at", null: false
  end

  create_table "messages", force: :cascade do |t|
    t.text     "content"
    t.integer  "connection_id"
    t.datetime "created_at",    null: false
    t.datetime "updated_at",    null: false
    t.integer  "user_id"
  end

  create_table "ratings", force: :cascade do |t|
    t.integer  "course_id"
    t.datetime "created_at",  null: false
    t.datetime "updated_at",  null: false
    t.integer  "rating"
    t.string   "rating_type"
  end

  create_table "skills", force: :cascade do |t|
    t.string   "description"
    t.string   "skill_type"
    t.integer  "user_id"
    t.datetime "created_at",  null: false
    t.datetime "updated_at",  null: false
  end

  add_index "skills", ["user_id"], name: "index_skills_on_user_id", using: :btree

  create_table "users", force: :cascade do |t|
    t.string   "name"
    t.string   "email",                  default: "", null: false
    t.string   "encrypted_password",     default: "", null: false
    t.string   "reset_password_token"
    t.datetime "reset_password_sent_at"
    t.datetime "remember_created_at"
    t.integer  "sign_in_count",          default: 0,  null: false
    t.datetime "current_sign_in_at"
    t.datetime "last_sign_in_at"
    t.inet     "current_sign_in_ip"
    t.inet     "last_sign_in_ip"
    t.datetime "created_at"
    t.datetime "updated_at"
    t.integer  "average_rating"
    t.text     "about"
    t.text     "availability"
    t.float    "lat"
    t.float    "long"
  end

  add_index "users", ["email"], name: "index_users_on_email", unique: true, using: :btree
  add_index "users", ["reset_password_token"], name: "index_users_on_reset_password_token", unique: true, using: :btree

  add_foreign_key "skills", "users"
end


He personally supervises each roller in the creation of these Chairman Plus cigars, and some of the cigars are even made by the man himself. 20 cigars are hand packed in a cellophane bundle. At these prices it is like buying the cigars wholesale. Quantities of these Chairman Plus are limited so get them at these wholesale prices now.
His cigars are all totally made by hand, and many he makes himself. He only uses the best wrappers, binders and fillers to make these Chairman Plus cigars. As in the traditional cuban cigar factory, cigars do not leave his factory until he personally inspects them. They are all top premium cigars. That is the only way that Tony knows how to make them.
Once you try them you'll see what we mean. Packaged naked in a bundle of 20, these Connecticut wrapper Chairman Plus are beautifully box-pressed and are 7 inches long with a BIG 60 ring gauge.
Nice cigar. Not to strong , just easy going.
I prefer large ring size mild cigars.
This is a very nice choice I made.
Click the button below to add the Tony Alvarez Chairman Plus Connecticut - 7 x 60 - Bundle of 20 to your wish list.


text:
Dealing With Anxiety About Death and Dying
Answered by Ustadha Shaista Maqbool Question: Assalam alaikom, I…
https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg 0 0 sufyan https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg sufyan2012-12-29 23:38:112020-08-12 11:11:25Dealing With Anxiety About Death and Dying
Dealing With a Terminal Illness and Impending Death
Answered by Ustadh Abdullah Anik Misra Question: I have a…
https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg 0 0 sufyan https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg sufyan2012-12-14 20:18:442019-05-03 11:24:47Dealing With a Terminal Illness and Impending Death
A Trip to Body World? (Exhibiting Unclothed Cadavers)
Answered by Shaykh Faraz Rabbani Question: My biology teacher…
https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg 0 0 sufyan https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg sufyan2012-12-14 04:28:592012-12-14 04:28:59A Trip to Body World? (Exhibiting Unclothed Cadavers)
Lessons from a Medina Graveyard with Photos – Fahad Faruqui – HuffingtonPost
Lessons from a Medina Graveyard with Photos - Fahad Faruqui -…
https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg 0 0 Content Team https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg Content Team2011-08-27 01:58:012021-09-09 11:45:01Lessons from a Medina Graveyard with Photos – Fahad Faruqui – HuffingtonPost
How Do We Deal With the Death of a Loved One?
Answered by Shaykh Faraz Rabbani Question: My grandmother…
https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg 0 0 sufyan https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg sufyan2011-06-22 08:01:402020-08-07 13:40:53How Do We Deal With the Death of a Loved One?
How to Deal With a Non-Muslim Relative's Death
Answered by Sidi Abdullah Anik Misra Question: I have a question…
https://seekersguidance.org/wp-content/uploads/2011/05/elizabeth-jamieson-mIE3n4ECKJg-unsplash-scaled.jpg 1244 2560 sufyan https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg sufyan2011-05-23 19:54:512020-10-15 20:49:31How to Deal With a Non-Muslim Relative's Death
On The Passing of Sister Rehab El-Buri
ON THE PASSING OF SISTER REHAB EL BURI Special thanks to Al-Madina…
https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg 0 0 Content Team https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg Content Team2011-03-09 13:12:162021-09-17 12:08:02On The Passing of Sister Rehab El-Buri
How Do I Deal With Excessive Fear Of Death?
Answered by Sulma Badrudduja Question: I fear death all the…
https://seekersguidance.org/wp-content/uploads/2016/01/November-Sky.jpg 480 640 sufyan https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg sufyan2009-08-21 20:53:452020-05-03 22:41:37How Do I Deal With Excessive Fear Of Death?
Shaykh Hamza Yusuf on Michael Jackson's Death – Shock Dead Everybody's Gone Mad
Zaytuna Institute & Academy On the newsEverybody's dog foodBang…
https://seekersguidance.org/wp-content/uploads/2016/04/death-164761_960_720.jpg 635 960 Shaykh Faraz https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg Shaykh Faraz2009-06-28 07:04:532021-09-20 12:30:13Shaykh Hamza Yusuf on Michael Jackson's Death – Shock Dead Everybody's Gone Mad
Having One's Grave Dug Whilst One Is Alive
Answerd by Mufti Muhammad ibn Adam Question :Having One's…
https://seekersguidance.org/wp-content/uploads/2016/06/swing-child-death1365713_640.jpg 426 640 Abdul Latif https://seekersguidance.org/svg/Logo/SG-Logo-Main.svg Abdul Latif2009-05-30 20:16:312020-05-01 11:07:51Having One's Grave Dug Whilst One Is Alive
Page 7 of 7«‹567


text:
Q: dropdownlist not recognising listitem i have a dropdownlist whose filling is done by th function shown below-:
public void filldropdown()
{
    MySqlConnection conn = new MySqlConnection(connectionString);
    conn.Open();
    string query = "select * from category";
    MySqlCommand cmd = new MySqlCommand(query,conn);
    MySqlDataReader dr = cmd.ExecuteReader();
    if(dr.HasRows)
    {
        DropDownList1.Items.Add(new ListItem("---select---","null"));
        while(dr.Read())
        {
            DropDownList1.DataSource = dr;
            DropDownList1.DataTextField = "name";
            DropDownList1.DataValueField = "id";
            DropDownList1.DataBind();
        }
    }
    conn.Close();
}

the dropdownlist in aspx is -:
<asp:DropDownList OnSelectedIndexChanged="showlabel" AutoPostBack="true"    ID="DropDownList1" runat="server">
        <asp:ListItem Text="---select---" Value="null"></asp:ListItem>
    </asp:DropDownList>

i just don't know how the hell on earth does the first item is coming from database not "---select---"
thnx for your time.

A: You need to set the AppendDataBoundItems property of your DropdownList to be true. Otherwise, the databind will clear the existing values.

A: You've changed the DataSource:
        DropDownList1.DataSource = dr;
        DropDownList1.DataTextField = "name";
        DropDownList1.DataValueField = "id";
        DropDownList1.DataBind();

When you change the DataSource to dr it will erase your current ---select--- item (As expected).
You need to add it after the DataSource has been bound.
 DropDownList1.Items.Insert(0, new ListItem("---- select ----", 0));
 DropDownList1.SelectedIndex = 0;

A: Try this
    public void filldropdown()
    {
        MySqlConnection conn = new MySqlConnection(connectionString);
        conn.Open();
        string query = "select * from category";
        MySqlCommand cmd = new MySqlCommand(query, conn);

        MySqlDataAdapter da = new MySqlDataAdapter(cmd);
        DataSet ds=new DataSet();
        da.Fill(ds);
        DropDownList DropDownList1 = new DropDownList();
        DropDownList1.DataSource = ds;
        DropDownList1.DataTextField = "name";
        DropDownList1.DataValueField = "id";
        DropDownList1.DataBind();
        DropDownList1.Items.Insert(0,new ListItem("---select---", "null"));
        conn.Close();
    }

A: There are ways to add item to a databound dropdown, like I am using Insert which specifies that where to Insert (at which position).
DropDownList1.Items.Insert(1, "-- Select --");

redpajama_set_name: RedPajamaStackExchange


Question #91687 posted on 10/04/2018 10:06 a.m.
What are you rules for friending and unfriending (connecting, following, etc.) on Facebook, Twitter, Instagram, and LinkedIn?
Facebook: I almost always know the person in real life before I am Facebook friends with them, though sometimes this isn't the case, like if I still want to hear what someone is up to, or if maybe I can talk to them about caving or canyoneering or something in the future and don't want to lose my ability to reach out to them. A notable group of people I like but have never met includes a couple Board alumni who I've friended over the last couple of years (Uffish Thought, Humble Master, Hobbes, Man with a Mustache, and Portia, among a number of others)..
I've tried to make a point of remaining friends with people with whom I disagree politically in a feeble effort to avoid my Facebook becoming a political echo chamber and will sometimes like things I find displeasing to try and keep it mixed.
Twitter: I have a Twitter account and have never really figured out what to do with it. I don't really understand how Twitter works, or why people enjoy using it.
Linkedin: If I think I recognize you, we'll connect, if I remember LinkedIn exists.
Instagram: I just got Instagram within the last year and started out with it only being people I knew reasonably well and wanted to hear from, with a particular emphasis on friends who do visual arts and make virtual reality experiences. It's gotten diluted in the last two months or so as I've added accounts of incredibly talented rock and mountain climbers and extreme skiiers I find impressive: Conrad Anker, Hilaree Nelson—she just skiied down the 27,940 foot Lhotse in the Himalayas, guys—Jimmy Chin, Renan Ozturk, among others. Consequently I've sorta felt like I'm garbage comparatively, which I suppose is what you get when for some reason you start comparing yourself to the most talented people among 7.7 billion. It isn't reasonable to be irritated I'm not filming mountaineering documentaries on untouched peaks in Antarctica, but my irritation remains.
Trust no one - When you listen to true crime podcasts, you become very wary of other people. If I haven't talked to a person in real life, they don't go on my friends list (with the exception of other Board writers.). If I have talked to them but they scare me they don't get on the list either.
I don't usually unfriend people, but thankfully I've never had anyone post/send me anything so bad it would warrant it. I have definitely stopped following people though (all they post are cat videos, etc.).
Basically if I know them in person I'll friend them. That's...about my only rule. I also basically never post on any of these things—I usually just have them to keep up with my friends' lives or read provoguysamiright or like all of my sister's posts—and I limit how much personal information friends and strangers can access, so while I won't friend people I don't personally know, I'm not super worried if someone slips past my radar.
I usually like my social media to be as non-exhausting as possible, so I just have two simple rules.
1. If I don't know the person well enough to want to know what they're up to, I don't send them a request or accept theirs.
2. If, after we have become friends, their posts get really annoying or I find out that they have wacked-out politics and they're constantly posting about it, I unfriend.
It may be simple, but it has served me pretty well so far.
Periodically I'll go through my social media and unfriend anyone who doesn't meet this criteria: if I were to delete my account today and start over, would I add this person as a friend?
That means a lot of people I don't talk to or who don't post often don't make the cut.
I only got an Instagram this summer (mainly because Alta finally convinced me, but also since I wanted to be part of a classic example of a directed social network--one of my areas of research), and accidentally sent requests to the majority of my Facebook friends in this process. But afterwards I was too lazy to actually clean out all the wayward requests I'd sent. In fact, laziness is the main motivating factor for rarely culling my Facebook and Instagram friends.
On LinkedIn, I tend to go through phases of realizing, oh dang jobs and networking are important (usually when I'm trying to avoid something else, i.e. studying for finals), and frantically try and think of all the successful or likely to be successful people in my life to connect with. Outside of those brief phases, I forget LinkedIn exists outside of being a really cool data set I wish I could get my hands on.


text:
Category Archives: POWS are still out there
John McCain and the POW Coverup
I know that some folks who read Morse's blog also read this one but, that said, this issue needs to be kept in the front of hearts and minds. Because this bastard wants to be President, thats why! Sidney Schanberg tells us about McCain, the media and the POW cover up over at The Nation Institute:
John McCain, who has risen to political prominence on his image as a Vietnam POW war hero, has, inexplicably, worked very hard to hide from the public stunning information about American prisoners in Vietnam who, unlike him, didn't return home. Throughout his Senate career, McCain has quietly sponsored and pushed into federal law a set of prohibitions that keep the most revealing information about these men buried as classified documents. Thus the war hero who people would logically imagine as a determined crusader for the interests of POWs and their families became instead the strange champion of hiding the evidence and closing the books.
Almost as striking is the manner in which the mainstream press has shied from reporting the POW story and McCain's role in it, even as the Republican Party has made McCain's military service the focus of his presidential campaign. Reporters who had covered the Vietnam War turned their heads and walked in other directions. McCain doesn't talk about the missing men, and the press never asks him about them.
The sum of the secrets McCain has sought to hide is not small. There exists a telling mass of official documents, radio intercepts, witness depositions, satellite photos of rescue symbols that pilots were trained to use, electronic messages from the ground containing the individual code numbers given to airmen, a rescue mission by a special forces unit that was aborted twice by Washington—and even sworn testimony by two Defense secretaries that "men were left behind." This imposing body of evidence suggests that a large number—the documents indicate probably hundreds—of the US prisoners held by Vietnam were not returned when the peace treaty was signed in January 1973 and Hanoi released 591 men, among them Navy combat pilot John S. McCain.
What is really pathetic and incredibly ironic is McCain has made a living off his POW status and his patriotism. Yet this bag of batshit displays no patriotism whatsoever when it comes to the families of these missing soldiers. FOIA requests to shed sunlight on these missing men does no good as all the information is still classified top secret.
Top Secret after 35 fucking years? Why would that be?
McCain, still to this day, verbally attacks anyone that tries to reopen this investigation. He attacks them with the zeal and zest of someone that has something to hide. He insults and verbally beats them to a pulp as witnessed by this video up at Morse's blog:
Delores Alfond wants at the truth, that's all. She has repeatedly exercised her rights to get at that truth for over 30 years. She has every reason to want the truth to come out whereas McCain evidently has every reason to keep it hidden. If you watched McCain bully and berate her in the video above then you understand why this man can not be elected to lead our nation. The National Alliance of Families among others, is still seeking the truth and have felt McCains wrath for doing so. Another blog devoted solely to McCain and his violent bullshittery has extensive information on this topic. From the blog entitled McCain's Insults:
Members of the two major POW/MIA family organizations know the "real" John McCain and they despise him. They have experienced firsthand his cruel, angry temperament.
In 1996, McCain encountered a group of POW/MIA family members outside a Senate hearing room. The family members were some of the same who worked tirelessly during the Vietnam War to make sure Hanoi released all U.S. POWs – including POW McCain.
McCain immediately began quarreling with the POW/MIA family members, who were eager to question him on the issue of what happened to their loved ones.
Instead showing courtesy and appropriate compassion by answering their questions, the Arizona senator pushed through the group, shoving them out of his way, nearly toppling the wheelchair of POW/MIA mother Jane Duke Gaylor. Her son, Charles Duke, a civilian worker in Vietnam, is among 2,300 American POWs and MIAs still unaccounted for by the communists.
The POW/MIA families, shocked at McCain's overly aggressive behavior toward Mrs. Gaylor, registered complaints with senate officials.
In an earlier incident involving families of servicemen still MIA, McCain got so angry that he went ballistic.
McCain was advised (Nov. 11, 1992) that Dolores Apodaca Alfond, chairwoman of the National Alliance of POW/MIA Families (her pilot brother Capt. Victor J. Apodaca is missing in action in North Vietnam), was offering testimony critical of the Senate Select Committee on POW/MIA Affairs. He rushed into the hearing room to confront her.
This bag of batshit can not be elected to the highest office in our country. By any and all means necessary, we must wage a fierce battle to keep this fucktard out of that office.
Tags: John McCain, Delores Alfond, National Alliance of POW Families, Senate Select Committee
Posted in Delores Alfond, John McCain, National Alliance of POW/MIA Families, POWS are still out there


I wrote this for CFA Institute and first published it on the Enterprising Investor.
It came from Peter M.J. Gross, who does not italicize lightly. I buy it completely, but it's an extraordinary statement.
That's still true, but today CFA Institute has members in 159 countries. Not everyone can make the trip. To be frank, I'm not sure where they would all fit if they could. The only stadium I'm aware of that's large enough to seat them all is located in North Korea. It's worth cultivating a sense of adventure if you'd like to become a durable feature in this profession, but you won't need to book a flight on Air Koryo to follow along this year. I suspect Peter is excited because this means you're more likely to tune in.
Jason Voss, CFA, should be well known to regular readers of Enterprising Investor. He will be co-hosting the three-day broadcast from the conference alongside Kelli Palmer.
Here is my first recommendation for this weekend: Mark your calendar for 1:45 PM Eastern Daylight Time (EDT) on Sunday, 21 May, when the live broadcast from Philadelphia begins. After a word from CFA Institute president and CEO Paul Smith, CFA, we'll jump right into the sharing economy and keep going until Richard Thaler finishes his keynote.
My second recommendation is to ask yourself a tough question: What can't you say?
Publications ranging from The Economist to USA Today have noted increasing interest in farmland, which some refer to as "gold with a coupon." The volatility implied by that characterization has manifested recently in the United States, and farm prices have been falling since 2013.
This is a big deal: More than 30% of farmers in Minnesota lost money in 2016. A note last week from the Federal Reserve Bank of Kansas City suggested that trends may intensify. It's not a local story either. The Financial Times has warned of a long-term global oversupply in agricultural markets, but the Savills Global Farmland Index is reporting steady growth in farm values. Can both trends persist?
Has financial innovation mattered yet?
In cryptocurrency land, a growing number of unconfirmed transactions and fees in excess of $2 per transaction are drawing attention away from bitcoin and towards Ethereum, a newer cryptocurrency that is about a third of the size of bitcoin in terms of total market capitalization.
But maybe the better part of wisdom is to zoom out. A recent paper from Thomas Philippon asserts that the unit cost of financial intermediation has been a roughly stable 2% per year from 1886 to 2015. How much disruption does it take to change a constant?


NEW YORK (AP) — NFL Commissioner Roger Goodell will cut his salary to $1 if there is a work stoppage after the collective bargaining agreement expires in March.
Goodell, who makes about $10 million a year including bonuses, said in a memo to his staff Wednesday that chief negotiator Jeff Pash will do the same. Pash makes nearly $5 million a year.
Goodell also has asked the league's compensation committee to delay any bonus payments to him until after a deal is reached with the NFL Players Association.
"Let me emphasize that we are fully committed to doing everything possible to reach a new collective bargaining agreement without any disruption to our business," Goodell said. "The entire senior leadership team stands with me in its commitment to resolving the CBA issues with the player's union.
"While several other executives have also volunteered to make additional reductions to their compensation, I have asked them not to take that step at this time as we continue our negotiating efforts."
NFL owners opted out of the agreement in 2008.
Union chief DeMaurice Smith has predicted the owners will lock out the players after the March 4 expiration of the contract with the league. Smith tweeted in reaction to Goodell's pledge: "NFL executives reducing salaries in the event of a lockout? If we have a deal by Super Bowl, I'll go down to 68 cents."
NFLPA communications director Carl Francis was not impressed by Goodell's memo.
"I have been around long enough to know that this decision is irrelevant to the process," Francis said. "He should also guarantee there won't be a lockout."


Press Forward SLADES: COOL RUNNING!!
"Some people create with words, or with music, or with a brush and paints. I like to make something beautiful when I run. I like to make people stop and say, "I've never seen anyone run like that before". It is more than just a race, it's a style, it's doing something better than anyone else. It's being creative!"
1 - That running is a beautiful thing!
2 - That I can be my own kind of "beautiful" when I run!!!!
3 - That this body that I have neglected and abused is forgiving and amazing!
4 - That running with a friend is so much FUN!
5 - That running won't kill me, because I'll pass out first!
6 - Encouragment is essential to a runners success!!
I went yesterday to Pinetop and participated in my second 10k. There were 9 of us that went - Lori, Marinda, Bruce, Shawna, Carly, Alyssa, Tiff, Tara and myself. Tiff and Tara ran the 2 mile and I have to tell my morning exercise partner just how proud I am of her. She had a personal best and hope she knows how much I love her. I am looking forward to many more races with her:) GO TIFF!!
I appreciate good friends that continue to encourage and uplift me. Carly and Alyssa stayed by myside the whole race, they were so much fun and I know that I would have never been able to "CONQUOR" that stupid hill without them. Thank you - Thank you - Thank you!!!
Oh CRAP - were did she come from??
Dang - he looks fast!!
Why did I sign up for this stupid thing??
I had a beautiful Saturday run (minus the hill) and I THANK YOU all for that!!!!
I had to add this next pic because after the race when we were all waiting around for them to announce the winners in each age group, we looked over and saw this mans CRACK...he was the oldest runner there, and definitely had his own style:)!!...it CRACKED us up!!!!
WAY TO GO SISTA!!! You are simply AMAZING! And YES you are a BEAUTIFUL runner!! Thanks for keeping me going, when I would much rather sit on my couch and eat peanut butter bars!!!
Hey, when are we running the marathon together?? Think about it and do not Laugh! We can do it and it would be sweet revenge on our "C" for the mile in HS. Or was it a "D". I am SERIOUS!
It was a blast - minus the hill. You are amazing! Thanks for the fun time - more to come! That old man with the crack passed me! What was up with that???
I admire you ALL!! That is amazing!!! I wish I had the guts to do a 10k! Good for you!!
ps-that's the craziest crack ever! It looks like it runs all the way up his back....too many wedgies as a kid? LOL! Thanks for the laugh today!!
Congratulations Jami!!! I have not ever entered a 10K. Thank you for being an inspiration to me. WE all need friends around us to lift and inspire.
Congrats Jami!!!! That is so amazing, I remember doing the 4th of July run with you 2 years ago and you have come such a long way since then and worked so hard! I hope you are really proud of yourself!!!!!


The Voyage is, to use a car analogy, the Bentley of eReaders. It's the luxurious, indulgent gadget for book lovers which delivers premium quality at a price to match. Here's our Kindle Voyage review.
Should I buy the Amazon Kindle Voyage?
A refurbished Voyage sells for £139.99.
Over the past few years, eReader prices have dropped hugely and you can now buy the 7th-generation Kindle which has a touchscreen for £59. Some rivals cost even less, even if you want a backlit model. Now Amazon has launched a high-end eReader for serious bookworms.
Back in 2012, Amazon released its first lit-screen Kindle, the Paperwhite. It cost the same as the model it replaced, the Kindle Touch at £109. Given that technology generally drops in price, launching an eReader for £169 is a very bold move indeed.
It looks especially expensive next to Amazon's own range of Fire tablets, which includes several models cheaper than the Voyage, so what's the fuss about?
The Voyage is special because it has the highest resolution display of any Kindle eReader. Cramming 1440x1080 pixels into the same-as-ever 6in size means a pixel density of 300ppi. Those, of course, are all just numbers. It's what they mean in reality that makes the difference.
Text is laser-sharp with none of the jaggedness of the screen you'll get for £59. It's noticeably sharper than the Kindle Paperwhite's 1024x768-pixel display.
And make no mistake: the tablet-like, edge-to-edge glass is a game-changer for eReaders. No longer the thick, raised bezels of previous Kindles. Now, the Voyage feels like you're holding a supremely lightweight - albeit monochrome - tablet.
As Amazon says, the glass is micro-etched which hugely cuts down on glare. It's a little more reflective than a traditional E-Ink screen, but not by much.
The backlight is simply brilliant. It's even and has enough adjustment so you can get the perfect level whether you're indoors or outdoors. It even has an ambient light sensor so can set the backlight automatically - a bugbear on the Paperwhite.
There's another cunning feature, too: Night Light. This slowly reduces brightness when it gets dark, working in tandem with the auto brightness feature. Brightness changes so subtly you don't notice it and that's exactly what you want when you're engrossed in the latest novel.
Another of the Voyage's unique features is its touch-sensitive buttons either side of the screen. These replace the old page-turn buttons which have been missing from Kindles for a couple of years now.
They make it possible to go to the next (or previous) page when you're holding the Voyage in one hand. You press the long line to go forwards and the dot to go back. You can set the sensitivity of the buttons as well as the level of haptic feedback, which lets you know you've pressed one.
Happily, you can set the feedback to a very small amount so it's barely felt - yet another way to keep your attention focused on what you're reading.
The side bezels are quite thin and it's possible to accidentally press on the screen itself with your thumb and make the page turn. You can turn off PagePress, but not tapping or swiping on the screen to turn pages.
Put side by side with a first-generation Kindle Paperwhite, it's easy to see that screen quality is a big step up, and not simply in terms of resolution and clarity. The backlight is much whiter and brighter at the same setting.
The processor also makes a big difference with super-fast page turns and almost tablet-like responsiveness when navigating menus and typing search terms (or your Wi-Fi password) on the virtual keyboard.
We tested the Wi-Fi model, but if you fork out £229, you'll get free-for-life 3G as well, so wherever there's connectivity you can spend more money in the Kindle bookstore.
Measuring 162x115x7.6mm the Voyage is a touch smaller than other 6in Kindles, and also marginally lighter at 188g. There's 4GB of memory to store thousands of books. If you're looking for additional protection for your device, check out our selection of best cases and covers.
We've not yet had time to run out the Voyage's battery but Amazon claims up to six weeks if you read for 30 mins per day, turn Wi-Fi off and set the backlight to level 10 (which is barely noticeable in daylight, but enough to read in pitch black).


Aziza in Somalia means "gorgeous". This tribal necklace is our favourite piece, and is absolutely stunning. This showstopper can be worn casually with a pair of jeans and a t-shirt, or can be the perfect accessory to an evening look.


This is my Jack Russell Emoji Dog Coat and Beanie Hat CIRCULAR knitting pattern. This fabulous dog coat fits a Jack Russell dog with a matching beanie in children and adult sizes.Its worked in the round in any dk yarn of your choice. The knitting pattern provides full instructions including a colour chart with lots of photos to help you throughout.Be the talk of the town on your dog walks and make this set today. You can buy this circular knitting pattern here as an immediate pdf download.
Posted in animal hats, hats, pet accessories and everything else on October 17, 2018 by Christine.
This is my Baby Chick Ski Beanie Hat CIRCULAR knitting pattern. This hat looks fabulous on everyone. Its worked in the round in any dk yarn of your choice.The pattern provides full instructions with a colour chart and lots of photos to help you throughout. There are 4 sizes: XS (toddler), S (child), M (teen/woman) and L (man).This circular knitting pattern is available to buy here as an immediate pdf download.
Posted in animal hats, hats on October 17, 2018 by Christine.
This is my Baby Penguin Ski Beanie Hat CIRCULAR knitting pattern. This hat looks fabulous on all babies and toddlers. Its worked in the round in any dk yarn of your choice.The pattern provides full instructions with a colour chart and lots of photos to help you throughout. There are 4 baby sizes: XS (0-3 months), S (3-6 months), M (6-12 months) and L (12-24 months).This circular knitting pattern is available to buy here as an immediate pdf download.
Posted in animal hats, baby hats on September 13, 2018 by Christine.
This is my Dog Emoji Ski Beanie Hat CIRCULAR knitting pattern. This hat looks fabulous on everyone. Its worked in the round in any dk yarn of your choice.The pattern provides full instructions with a colour chart and lots of photos to help you throughout. There are 2 sizes: S (child), and L (adult).This circular knitting pattern is available to buy here as an immediate pdf download.
Posted in animal hats, hats on September 10, 2018 by Christine.
This is my Seahorse Ski Beanie Hat CIRCULAR knitting pattern. This hat looks fabulous on everyone. Its worked in the round in any dk yarn of your choice.The pattern provides full instructions with a colour chart and lots of photos to help you throughout. There are 4 sizes: XS (toddler), S (child), M (teen/woman) and L (man).This circular knitting pattern is available to buy here as an immediate pdf download.
This is my Penguin Ski Beanie Hat CIRCULAR knitting pattern. This hat looks fabulous on everyone. Its worked in the round in any dk yarn of your choice.The pattern provides full instructions with a colour chart and lots of photos to help you throughout. There are 4 sizes: XS (toddler), S (child), M (teen/woman) and L (man).This circular knitting pattern is available to buy here as an immediate pdf download.
Posted in animal hats, hats on September 9, 2018 by Christine.
This is my Flamingo Ski Beanie Hat CIRCULAR knitting pattern. This hat looks fabulous on everyone. Its worked in the round in any dk yarn of your choice.The pattern provides full instructions with a colour chart and lots of photos to help you throughout. There are 4 sizes: XS (toddler), S (child), M (teen/woman) and L (man).This circular knitting pattern is available to buy here as an immediate pdf download.
This is my Toddler, Child and Adult Ape Mask Balaclava knitting pattern. This balaclava could come in very handy whilst watching your favourite monkey movie as you can feel just what its like to be an ape from another planet. This amazing Caesar ape character mask is worked flat on 4 mm needles in any fun fur and dk (8 ply) yarns of your choice. The knitting pattern provides full instructions for 4 sizes XS (toddler), S (child), M (teen/woman) & L (man) and there are lots of photos to help you throughout your project. This knitting pattern is available to buy here as an immediate pdf download.
Posted in animal hats and tagged MONKEY KNITTING PATTERNS page 1 on August 18, 2013 by Christine.


Michael Porter Jr. is Superman without the cape ... only he can jump higher than Superman.
Rock-chalk Jayhawks ... you're through. (Sung to the annoying tune performed by KU fans near the end of a win. Not this time. What do they do for entertainment in Kansas when it's not basketball season, anyway? I mean, what are the options?
This would be the proverbial icing on the cake for Tiger fans, who've been treated to a smorgasbord of tasty treats in recent days.
They've certainly earned it and deserved it after watching the agonizing meltdown of their two favorite teams the last few years.
Kansas losing is the icing, but the cake, of course, is Michael Porter Jr., the No. 1 recruit in the Universe, announcing he would now attend the University of Missouri. He's Superman without the cape --- only he can jump higher.
But this is a story and a process that goes back years, all of which had to happen for this to happen.
The cake was the dessert of this multi-course meal, a meal that came on the heels of guy named Frank dumping a big pile of Haith on Missouri's basketball program.
THE SEARCH, PART I: Time to look in the phone book for a restaurant/new coach. Wait, do we even have phone books anymore?
All the good ones were busy, because nobody wanted to step into the mess following the horse in Haith's parade, NCAA investigations and all. Enter a favorite son of Ol' Mizzou, Kim Anderson, who took one for the team. A big one.
At what point did Anderson know he'd be fired? The day he was hired, he said. That day was March 5, 2017.
THE SEARCH, PART II: Suddenly, many restaurants/coaches were available. The stench was gone, and this was a chance to turn around a program that has a good history, a good fan base, and plays in a conference where immediate success is possible.
But then, just look at what the SEC did in the NCAA Tournament. One team in the Final Four, three in the Elite Eight, and two teams losing to eventual Final Four teams along the way.
What in the name of James Naismith is going on here? Three SEC teams in the Elite Eight and only one ACC team? This, of course, after an ACC team beat an SEC team in the national championship football game. And after the Cubs won the World Series.
Yes, the end is near.
THE APPETIZER: Finally sitting at a fine restaurant, it's time to look at the menu --- and you can basically afford anything you want, even if it costs $21 million.
At the table next to you, you see a distasteful looking appetizer --- you know you don't want that. Raw fish? No thanks. In this case, it was Lorenzo Romar getting fired by the University of Washington.
But on a smaller plate, you see exactly what you want --- Romar's assistant and BFF, Michael Porter Sr.
THE MAIN COURSE: The backbone of the meal, the one that's going to stick with you for a long time --- the Cuonzo Martin. A local favorite, a proven winner that would go really, really well with that appetizer you just saw.
It's called the Cuonzo Martin on the menu, but that's just another name for the Porterhouse.
DESSERT: How sweet it is.
Martin hired Michael Sr. and got the 6-10 Michael Jr. in the process, who announced on Twitter: "MIZZOU NATION I'M COMING HOME!!!"
This is not to mention his "little" brother, 6-11 Jontay, who's scheduled to be a senior this fall. But Jontay may graduate high school early and be reclassified, joining his brother at MU.
After leading Tolton to the Class 3 Missouri state championship in 2016, the Porters --- who are Romar's godsons --- led Seattle's Nathan Hale to a 29-0 mark and the Washington Class 3 state championship this spring. Michael averaged 35 points and 14 rebounds, was named the Washington State Player of the Year, and the Naismith National Player of the Year.
Last year's Naismith winner? Lonzo Ball, who just finished his freshman season at UCLA.
If you know a free throw is worth one point, then you've probably heard of Lonzo Ball. He's already declared for the NBA, and Michael will likely do the same after one season with the Tigers.
For those of you who don't like the one-and-done's, please keep it to yourself.
Because one is a whole lot better than none.
And for those of you who don't like giving $21 million to a basketball coach for seven years --- the deal Missouri gave Martin --- when other school programs are being cut .... you can keep that to yourself, too.
We're enjoying a great meal, don't ruin it.
Besides, the bottom line is that these moves can change the entire face and fortune$ of a university, not just that of the basketball program or athletic department, but the entire school and its coffers.
Sometimes, you have to spend big to get big.
Everybody likes to be associated with a winner, including the student body. Just look at the sagging enrollment since the outrageous mess in the fall of 2015 that surrounded the football team --- and look at the money that's been lost with all those empty seats, in both football and men's basketball.
There were deeper issues on the table, of course, but they would have been back page news if not for the involvement of the football team.
Michael Jr. also Tweeted: "I'm looking forward to the year ahead with Coach Cuonzo and my new teammates ... Together we hope to restore the atmosphere at Mizzou Arena."
This move will pay for itself. And then some.
This is really happening, Mizzou fans --- and it wouldn't have happened if it all hadn't happened. So next March, don't be surprised if we have a team to pull for in the NCAA Tournament, instead of just hoping another team loses.
It's all good, really good.


A world of warcraft style tower-defense game which also bears the resemblance of the classic Contra game. You can choose three heroes in the game to use their respective weapons to build towers and kill enemies. It's challenging.


When importing texts into MAXQDA, all paragraphs have a number – to use when citing the data. In most cases this is sufficient with regard to the accuracy of the citation. Sometimes, however, you want to work with citation numbering instead of paragraph numbering. To do this, you need to fix the width of a text. Load the relevant text into the "Document Browser", activate edit mode, open a context menu by right-clicking the text and select Convert to Line Numbered Text. In the following dialog box, the desired width of the text can be set in characters, e.g. 40 characters, 50 characters, etc.
The result is a line-numbered text with a fixed number of characters per line and a paragraph mark at the end of the line.


text:
Esteghlal residential building designed by Nariman Karimzade...
Esteghlal residential building designed by Nariman Karimzadeh
Apartments | 2 years ago
Iranian architect Nariman Karimzadeh has designed ''Esteghlal '' a five-storey residential buidling that is located in Esfahan ,Iran.
Project description by the architects:
The land has access to the street from the south, and residential plaques from the east, west and north. Most of the land in this area is built or is being built with similar dimensions and with the use of residential and apartment villas.
image © Farshid Nasrabadi
Planning is planning for how to live in this house. What we think of today in the future is how behavior shapes the human interactions that reside in these units. Planning is such that different sections can have a greater share of environmental qualities while communicating correctly. It is located on the top two floors of the view and the south light directly surrounds the two floors at a height of 6 meters.
In the northern part, the private space, kitchen, and rooms have been allocated due to the supply of duct light in the northern part, which has caused the building to have enough light from the north and south, which is one of the factors in the formation and Project design is just as important as building vision. Plan design has been done in different classes in different classes. Thus, according to the first and second (the type is 3 bedrooms) 3rd and 4th floors in duplex (four bedrooms are designed).
Given the diversity of the plan, efforts were made to address this diversity in their needs. The windows were moved inwards to create depth in the facade. This retreat has led to a balcony in some places that fits the function of the interior space, and on the one hand, the use of frameless glass has caused the building to have enough vision and light. Be (slope) The slope implemented in the facade creates a wide view so that the roof of the top floor is worked as a slope that has the best view.
This building was built personally, so the building was built below the level of -1.80 Street. This apartment is considered as an opportunity to change the inappropriate construction methods in order to introduce a better model for providing human and construction density in the context of Isfahan with better cooperation with the masses according to the yard and vegetation.
Green space is one of the important elements of Isfahan's settlements, so locating their placement in the yard is one of the most important challenges of this project. The presence of these gardens and vegetation, which is classy and rotating and defining the path leading to the lobby, has caused the ground floor building not to have a direct view when entering. The design of the entrance of the building, the use of solid and solid volumes of stone and wood at high altitudes has made it possible to transfer the feeling of soundness to the nose. The interior decoration of this floor is designed according to the type of use of the space in a completely open and functional way and considering the variety of performance in a space designed in this building. , Keep the light and simplicity in the space. Structure: The use of concrete structure has been.
Project name: Esteghlal
Head of the design team: Nariman Karimzadeh
Design colleagues: Elahe Beheshtnejad
Location: Esfahan ,Iran
Infrastructure: 862 m²
Photography: Farshid Nasrabadi
Graphics: Isfahan Design Center
Client: Ahmad Reza Fallahzadeh
Andre Apartment in Belo Horizonte, Brazil by Dobra Arquitetura
30 Houses residential building by Alireza Mashhadimirza
Laconic and high-tech apartment in Moscow, Russia by INRE Design Studio
BVL16 Apartment in Tel Aviv, Israel by WE Architects