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Know Your Customers' "Jobs to Be Done"
By Clayton M. Christensen, Taddy Hall, Karen Dillon, David S. Duncan
For as long as we can remember, innovation has been a top priority—and a top frustration—for leaders. In a recent McKinsey poll, 84% of global executives reported that innovation was extremely important to their growth strategies, but a staggering 94% were dissatisfied with their organizations' innovation performance. Most people would agree that the vast majority of innovations fall far short of ambitions.
On paper, this makes no sense. Never have businesses known more about their customers. Thanks to the big data revolution, companies now can collect an enormous variety and volume of customer information, at unprecedented speed, and perform sophisticated analyses of it. Many firms have established structured, disciplined innovation processes and brought in highly skilled talent to run them. Most firms carefully calculate and mitigate innovations' risks. From the outside, it looks as if companies have mastered a precise, scientific process. But for most of them, innovation is still painfully hit-or-miss.
What has gone so wrong?
The fundamental problem is, most of the masses of customer data companies create is structured to show correlations: This customer looks like that one, or 68% of customers say they prefer version A to version B. While it's exciting to find patterns in the numbers, they don't mean that one thing actually caused another. And though it's no surprise that correlation isn't causality, we suspect that most managers have grown comfortable basing decisions on correlations.
Why is this misguided? Consider the case of one of this article's coauthors, Clayton Christensen. He's 64 years old. He's six feet eight inches tall. His shoe size is 16. He and his wife have sent all their children off to college. He drives a Honda minivan to work. He has a lot of characteristics, but none of them has caused him to go out and buy the New York Times. His reasons for buying the paper are much more specific. He might buy it because he needs something to read on a plane or because he's a basketball fan and it's March Madness time. Marketers who collect demographic or psychographic information about him—and look for correlations with other buyer segments—are not going to capture those reasons.
After decades of watching great companies fail, we've come to the conclusion that the focus on correlation—and on knowing more and more about customers—is taking firms in the wrong direction. What they really need to home in on is the progress that the customer is trying to make in a given circumstance—what the customer hopes to accomplish. This is what we've come to call the job to be done.
We all have many jobs to be done in our lives. Some are little (pass the time while waiting in line); some are big (find a more fulfilling career). Some surface unpredictably (dress for an out-of-town business meeting after the airline lost my suitcase); some regularly (pack a healthful lunch for my daughter to take to school). When we buy a product, we essentially "hire" it to help us do a job. If it does the job well, the next time we're confronted with the same job, we tend to hire that product again. And if it does a crummy job, we "fire" it and look for an alternative. (We're using the word "product" here as shorthand for any solution that companies can sell; of course, the full set of "candidates" we consider hiring can often go well beyond just offerings from companies.)
This insight emerged over the past two decades in a course taught by Clay at Harvard Business School. (See "Marketing Malpractice," HBR, December 2005.) The theory of jobs to be done was developed in part as a complement to the theory of disruptive innovation—which at its core is about competitive responses to innovation: It explains and predicts the behavior of companies in danger of being disrupted and helps them understand which new entrants pose the greatest threats.
The focus on knowing more about customers has taken firms in the wrong direction.
But disruption theory doesn't tell you how to create products and services that customers want to buy. Jobs-to-be-done theory does. It transforms our understanding of customer choice in a way that no amount of data ever could because it gets at the causal driver behind a purchase.
The Business of Moving Lives
A decade ago, Bob Moesta, an innovation consultant and a friend of ours, was charged with helping bolster sales of new condominiums for a Detroit-area building company. The company had targeted downsizers—retirees looking to move out of the family home and divorced single parents. Its units were priced to appeal to that segment—$120,000 to $200,000—with high-end touches to give a sense of luxury. "Squeakless" floors. Triple-waterproof basements. Granite counters and stainless steel appliances. A well-staffed sales team was available six days a week for any prospective buyer who walked in the door. A generous marketing campaign splashed ads across the relevant Sunday real estate sections.
The units got lots of traffic, but few visits ended up converting to sales. Maybe bay windows would be better? Focus group participants thought that sounded good. So the architect scrambled to add bay windows (and any other details that the focus group suggested) to a few showcase units. Still sales did not improve.
Although the company had done a cost-benefit analysis of all the details in each unit, it actually had very little idea what made the difference between a tire kicker and a serious buyer. It was easy to speculate about reasons for poor sales: bad weather, underperforming salespeople, the looming recession, holiday slowdowns, the condos' location. But instead of examining those factors, Moesta took an unusual approach: He set out to learn from the people who had bought units what job they were hiring the condominiums to do. "I asked people to draw a timeline of how they got here," he recalls. The first thing he learned, piecing together patterns in scores of interviews, was what did not explain who was most likely to buy. There wasn't a clear demographic or psychographic profile of the new-home buyers, even though all were downsizers. Nor was there a definitive set of features that buyers valued so much that it tipped their decisions.
But the conversations revealed an unusual clue: the dining room table. Prospective customers repeatedly told the company they wanted a big living room, a large second bedroom for visitors, and a breakfast bar to make entertaining easy and casual; on the other hand, they didn't need a formal dining room. And yet, in Moesta's conversations with actual buyers, the dining room table came up repeatedly. "People kept saying, 'As soon as I figured out what to do with my dining room table, then I was free to move,'" reports Moesta. He and his colleagues couldn't understand why the dining room table was such a big deal. In most cases people were referring to well-used, out-of-date furniture that might best be given to charity—or relegated to the local dump.
But as Moesta sat at his own dining room table with his family over Christmas, he suddenly understood. Every birthday was spent around that table. Every holiday. Homework was spread out on it. The table represented family.
What was stopping buyers from making the decision to move, he hypothesized, was not a feature that the construction company had failed to offer but rather the anxiety that came with giving up something that had profound meaning. The decision to buy a six-figure condo, it turned out, often hinged on a family member's willingness to take custody of a clunky piece of used furniture.
That realization helped Moesta and his team begin to grasp the struggle potential home buyers faced. "I went in thinking we were in the business of new-home construction," he recalls. "But I realized we were in the business of moving lives."
With this understanding of the job to be done, dozens of small but important changes were made to the offering. For example, the architect managed to create space in the units for a dining room table by reducing the size of the second bedroom. The company also focused on easing the anxiety of the move itself: It provided moving services, two years' worth of storage, and a sorting room within the condo development where new owners could take their time making decisions about what to discard.
The insight into the job the customers needed done allowed the company to differentiate its offering in ways competitors weren't likely to copy—or even comprehend. The new perspective changed everything. The company actually raised prices by $3,500, which included (profitably) covering the cost of moving and storage. By 2007, when industry sales were off by 49% and the market was plummeting, the developers had actually grown business by 25%.
Getting a Handle on the Job to Be Done
Successful innovations help consumers to solve problems—to make the progress they need to, while addressing any anxieties or inertia that might be holding them back. But we need to be clear: "Job to be done" is not an all-purpose catchphrase. Jobs are complex and multifaceted; they require precise definition. Here are some principles to keep in mind:
"Job" is shorthand for what an individual really seeks to accomplish in a given circumstance.
But this goal usually involves more than just a straightforward task; consider the experience a person is trying to create. What the condo buyers sought was to transition into a new life, in the specific circumstance of downsizing—which is completely different from the circumstance of buying a first home.
The circumstances are more important than customer characteristics, product attributes, new technologies, or trends.
Before they understood the underlying job, the developers focused on trying to make the condo units ideal. But when they saw innovation through the lens of the customers' circumstances, the competitive playing field looked totally different. For example, the new condos were competing not against other new condos but against the idea of no move at all.
Good innovations solve problems that formerly had only inadequate solutions—or no solution.
Prospective condo buyers were looking for simpler lives without the hassles of homeownership. But to get that, they thought, they had to endure the stress of selling their current homes, wading through exhausting choices about what to keep. Or they could stay where they were, even though that solution would become increasingly imperfect as they aged. It was only when given a third option that addressed all the relevant criteria that shoppers became buyers.
Jobs are never simply about function—they have powerful social and emotional dimensions.
Creating space in the condo for a dining room table reduced a very real anxiety that prospective buyers had. They could take the table with them if they couldn't find a home for it. And having two years' worth of storage and a sorting room on the premises gave condo buyers permission to work slowly through the emotions involved in deciding what to keep and what to discard. Reducing their stress made a catalytic difference.
Designing Offerings Around Jobs
A deep understanding of a job allows you to innovate without guessing what trade-offs your customers are willing to make. It's a kind of job spec.
Of the more than 20,000 new products evaluated in Nielsen's 2012–2016 Breakthrough Innovation report, only 92 had sales of more than $50 million in year one and sustained sales in year two, excluding close-in line extensions. (Coauthor Taddy Hall is the lead author of Nielsen's report.) On the surface the list of hits might seem random—International Delight Iced Coffee, Hershey's Reese's Minis, and Tidy Cats LightWeight, to name just a few—but they have one thing in common. According to Nielsen, every one of them nailed a poorly performed and very specific job to be done. International Delight Iced Coffee let people enjoy in their homes the taste of coffeehouse iced drinks they'd come to love. And thanks to Tidy Cats LightWeight litter, millions of cat owners no longer had to struggle with getting heavy, bulky boxes off store shelves, into car trunks, and up the stairs into their homes.
How did Hershey's achieve a breakout success with what might seem to be just another version of the decades-old peanut butter cup? Its researchers began by exploring the circumstances in which Reese's enthusiasts were "firing" the current product formats. They discovered an array of situations—driving the car, standing in a crowded subway, playing a video game—in which the original large format was too big and messy, while the smaller, individually wrapped cups were a hassle (opening them required two hands). In addition, the accumulation of the cups' foil wrappers created a guilt-inducing tally of consumption: I had that many? When the company focused on the job that smaller versions of Reese's were being hired to do, it created Reese's Minis. They have no foil wrapping to leave a telltale trail, and they come in a resealable flat-bottom bag that a consumer can easily dip a single hand into. The results were astounding: $235 million in the first two years' sales and the birth of a breakthrough category extension.
Jobs aren't just about function—they have powerful social and emotional dimensions.
Creating customer experiences.
Identifying and understanding the job to be done are only the first steps in creating products that customers want—especially ones they will pay premium prices for. It's also essential to create the right set of experiences for the purchase and use of the product and then integrate those experiences into a company's processes.
When a company does that, it's hard for competitors to catch up. Take American Girl dolls. If you don't have a preteen girl in your life, you may not understand how anyone could pay more than a hundred dollars for a doll and shell out hundreds more for clothing, books, and accessories. Yet to date the business has sold 29 million dolls, and it racks up more than $500 million in sales annually.
What's so special about American Girls? Well, it's not the dolls themselves. They come in a variety of styles and ethnicities and are lovely, sturdy dolls. They're nice, but they aren't amazing. Yet for nearly 30 years they have dominated their market. When you see a product or service that no one has successfully copied, the product itself is rarely the source of the long-term competitive advantage.
American Girl has prevailed for so long because it's not really selling dolls: It's selling an experience. Individual dolls represent different times and places in U.S. history and come with books that relate each doll's backstory. For girls, the dolls provide a rich opportunity to engage their imaginations, connect with friends who also own the dolls, and create unforgettable memories with their mothers and grandmothers. For parents—the buyers—the dolls help engage their daughters in a conversation about the generations of women that came before them—about their struggles, their strength, their values and traditions.
American Girl founder Pleasant Rowland came up with the idea when shopping for Christmas presents for her nieces. She didn't want to give them hypersexualized Barbies or goofy Cabbage Patch Kids aimed at younger children. The dolls—and their worlds—reflect Rowland's nuanced understanding of the job preteen girls hire the dolls to do: help articulate their feelings and validate who they are—their identity, their sense of self, and their cultural and racial background—and make them feel they can surmount the challenges in their lives.
There are dozens of American Girl dolls representing a broad cross-section of profiles. Kaya, for example, is a young girl from a Northwest Native American tribe in the late 18th century. Her backstory tells of her leadership, compassion, courage, and loyalty. There's Kirsten Larson, a Swedish immigrant who settles in the Minnesota territory and faces hardships and challenges but triumphs in the end. And so on. A significant part of the allure is the well-written, historically accurate books about each character's life.
Rowland and her team thought through every aspect of the experience required to perform the job. The dolls were never sold in traditional toy stores. They were available only through mail order or at American Girl stores, which were initially located in just a few major metropolitan areas. The stores have doll hospitals that can repair tangled hair or fix broken parts. Some have restaurants in which parents, children, and their dolls can enjoy a kid-friendly menu—or where parents can host birthday parties. A trip to the American Girl store has become a special day out, making the dolls a catalyst for family experiences that will be remembered forever.
No detail was too small to consider. Take the sturdy red-and-pink boxes the dolls come in. Rowland remembers the debate over whether to wrap them with narrow cardboard strips, known as "belly bands." Because the bands each added 2 cents and 27 seconds to the packaging process, the designers suggested skipping them. Rowland says she rejected the idea out of hand: "I said, 'You're not getting it. What has to happen to make this special to the child? I don't want her to see some shrink-wrapped thing coming out of the box. The fact that she has to wait just a split second to get the band off and open the tissue under the lid makes it exciting to open the box. It's not the same as walking down the aisle in the toy store and picking a Barbie off the shelf.'"
In recent years Toys "R" Us, Walmart, and even Disney have all tried to challenge American Girl's success with similar dolls—at a small fraction of the price. Though American Girl, which was acquired by Mattel, has experienced some sales declines in the past two years, to date no competitor has managed to make a dent in its market dominance. Why? Rowland thinks that competitors saw themselves in the "doll business," whereas she never lost sight of why the dolls were cherished: the experiences and stories and connections that they enable.
Aligning processes.
The final piece of the puzzle is processes—how the company integrates across functions to support the job to be done. Processes are often hard to see, but they matter profoundly. As MIT's Edgar Schein has discussed, processes are a critical part of an organization's unspoken culture. They tell people inside the company, "This is what matters most to us." Focusing processes on the job to be done provides clear guidance to everyone on the team. It's a simple but powerful way of making sure a company doesn't unintentionally abandon the insights that brought it success in the first place.
A good case in point is Southern New Hampshire University, which has been lauded by U.S. News & World Report (and other publications) as one of the most innovative colleges in America. After enjoying a 34% compounded annual growth rate for six years, SNHU was closing in on $535 million in annual revenues at the end of fiscal 2016.
Like many similar academic institutions, SNHU once struggled to find a way to distinguish itself and survive. The university's longtime bread-and-butter strategy had relied on appealing to a traditional student body: 18-year-olds, fresh out of high school, continuing their education. Marketing and outreach were generic, targeting everyone, and so were the policies and delivery models that served the school.
SNHU had an online "distance learning" academic program that was "a sleepy operation on a nondescript corner of the main campus," as president Paul LeBlanc describes it. Yet it had attracted a steady stream of students who wanted to resume an aborted run at a college education. Though the online program was a decade old, it was treated as a side project, and the university put almost no resources into it.
On paper, both traditional and online students might look similar. A 35-year-old and an 18-year-old working toward an accounting degree need the same courses, right? But LeBlanc and his team saw that the job the online students were hiring SNHU to do had almost nothing in common with the job that "coming of age" undergraduates hired the school to do. On average, online students are 30 years old, juggling work and family, and trying to squeeze in an education. Often they still carry debt from an earlier college experience. They're not looking for social activities or a campus scene. They need higher education to provide just four things: convenience, customer service, credentials, and speedy completion times. That, the team realized, presented an enormous opportunity.
SNHU's online program was in competition not with local colleges but with other national online programs, including those offered by both traditional colleges and for-profit schools like the University of Phoenix and ITT Technical Institute. Even more significantly, SNHU was competing with nothing. Nonconsumption. Suddenly, the market that had seemed finite and hardly worth fighting for became one with massive untapped potential.
But very few of SNHU's existing policies, structures, and processes were set up to support the actual job that online students needed done. What had to change? "Pretty much everything," LeBlanc recalls. Instead of treating online learning as a second-class citizen, he and his team made it their focus. During a session with about 20 faculty members and administrators, they charted the entire admissions process on a whiteboard. "It looked like a schematic from a nuclear submarine!" he says. The team members circled all the hurdles that SNHU was throwing up—or not helping people overcome—in that process. And then, one by one, they eliminated those hurdles and replaced them with experiences that would satisfy the job that online students needed to get done. Dozens of decisions came out of this new focus.
Here are some key questions the team worked through as it redesigned SNHU's processes:
What experiences will help customers make the progress they're seeking in a given circumstance?
For older students, information about financial aid is critical; they need to find out if continuing their education is even possible, and time is of the essence. Often they're researching options late at night, after a long day, when the kids have finally gone to sleep. So responding to a prospective student's inquiry with a generic e-mail 24 hours later would often miss the window of opportunity. Understanding the context, SNHU set an internal goal of a follow-up phone call within eight and a half minutes. The swift personal response makes prospective students much more likely to choose SNHU.
What obstacles must be removed?
Decisions about a prospect's financial aid package and how much previous college courses would count toward an SNHU degree were resolved within days instead of weeks or months.
What are the social, emotional, and functional dimensions of the job?
Ads for the online program were completely reoriented toward later-life learners. They attempted to resonate not just with the functional dimensions of the job, such as getting the training needed to advance in a career, but also with the emotional and social ones, such as the pride people feel in earning their degrees. One ad featured an SNHU bus roaming the country handing out large framed diplomas to online students who couldn't be on campus for graduation. "Who did you get this degree for?" the voice-over asks, as the commercial captures glowing graduates in their homes. "I got it for me," one woman says, hugging her diploma. "I did this for my mom," beams a 30-something man. "I did it for you, bud," one father says, holding back tears as his young son chirps, "Congratulations, Daddy!"
But perhaps most important, SNHU realized that enrolling prospects in their first class was only the beginning of doing the job. The school sets up each new online student with a personal adviser, who stays in constant contact—and notices red flags even before the students might. This support is far more critical to continuing education students than traditional ones, because so many obstacles in their everyday lives conspire against them. Haven't checked out this week's assignment by Wednesday or Thursday? Your adviser will touch base with you. The unit test went badly? You can count on a call from your adviser to see not only what's going on with the class but what's going on in your life. Your laptop is causing you problems? An adviser might just send you a new one. This unusual level of assistance is a key reason that SNHU's online programs have extremely high Net Promoter Scores (9.6 out of 10) and a graduation rate—about 50%—topping that of virtually every community college (and far above that of costlier, for-profit rivals, which have come under fire for low graduation rates).
SNHU has been open with would-be competitors, offering tours and visits to executives from other educational institutions. But the experiences and processes the university has created for online students would be difficult to copy. SNHU did not invent all its tactics. But what it has done, with laser focus, is ensure that its hundreds and hundreds of processes are tailored to the job students are hiring the school for.
Many organizations have unwittingly designed innovation processes that produce inconsistent and disappointing outcomes. They spend time and money compiling data-rich models that make them masters of description but failures at prediction. But firms don't have to continue down that path. Innovation can be far more predictable—and far more profitable—if you start by identifying jobs that customers are struggling to get done. Without that lens, you're doomed to hit-or-miss innovation. With it, you can leave relying on luck to your competitors.
Originally posted here – https://hbr.org/2016/09/know-your-customers-jobs-to-be-done
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There is a very interesting problem I recently came across as part of Google's foobar challenge. The problem is called 'zombie antidote'.
I wanted to write down some thoughts as I made my way towards solving this problem.
The problem smells like Dynamic Programming.
How to build up the optimal substructure (aka. recurrence relation) for the problem ?
How to show overlapping subproblem property ?
It is useful to look at problems from different perspectives.
E.g. Can the activity selection problem be formulated as a Graph theory problem ?
Refresh basics of Dynamic Programming Algos.
Understanding the relationship between the following 3 fundamental algorithmic approaches.
As it turns out, the activity selection problem can indeed be formulated in all of the 3 algo approaches listed above.


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WHO'S NEWS: Commercial appointments and promotions
by REW September 28, 2017 October 5, 2017 0970
Newmark Knight Frank (NKF) announced that Alexander (Sandy) Paul and Jonathan Mazur have both been promoted to senior managing director, national research.
Together, they will lead a team of more than 70 professionals who serve the firm's leasing, tenant representation, investment sales, finance and other lines of business.
Jonathan Mazur joined NKF's capital markets research team in 2013 and has 15 years of industry experience. His main focus will be improving the operational efficiency of the research platform.
Sandy Paul, who joined in 2015 to expand NKF's white paper initiatives and organize a national conference series called
BenchMarks, has 16 years of industry experience. He will focus on the research team's thought leadership efforts. Mazur is based in New York City, while Paul works out of the Washington, DC office.
In addition to their national responsibilities, they will both continue working in these native markets, elevating local research services while NKF continuously grows its platform.
AmTrust Title Insurance Company announced that James M. Casson has joined the company as Vice President/Agency Manager covering the Midwest as part of AmTrust Title's growing national presence.
Casson brings to his new position decades of sales, service and management leadership in the title insurance sector, with considerable experience throughout the Midwest and Central Plains.
Prior to joining AmTrust Title, Casson was vice president and regional agency manager for First American Title Insurance Company where he was responsible for managing some 1,100 agents throughout the nation's heartland.
He holds a Master of Business Administration and a Bachelor of Arts from Loyola University of Chicago.
Cushman & Wakefield announced that Eric Throne has joined the firm's New York City Industrial Brokerage Services Group as a Director in the Brooklyn & Queens market.
Throne, who previously served as an Associate at Cushman & Wakefield | Thalhimer in Virginia Beach, will work under Betty Castro, Managing Principal, Market Leader – Brooklyn & Queens.
Throne joins Cushman & Wakefield with a wealth of real estate experience, specializing in the leasing and marketing of industrial properties.
He has completed over $45 million in transactional volume, and has worked with large-scale local, national, and global clients such as Carrier, ZPMC and Bimbo USA among others. In 2015, he was one of Inside Business' 40 under 40, and is a designated Certified Commercial Investment Member (CCIM).
Throne is a graduate of Santa Fe College with a degree in Business Administration.
The Community Preservation Corporation (CPC) announced the hiring of Roger Garcia, former President and Founder of Garcia Realty Services, Inc. for the position of Vice President, Manager of Freddie Mac and FHA Underwriting.
Garcia founded his firm in 2008, specializing in origination, underwriting, and brokerage of commercial, residential and private money mortgages through funding sources that include life insurance companies, regional banks, government agencies and private corporate and individual investors.
Before that, he was President, Principal and Director of New York Urban Real Estate Services, Inc., a commercial mortgage banking firm which originated and serviced construction, permanent and bridge loans for income producing properties in the northeastern United States.
Garcia is a licensed real estate broker in the State of New York, and has refereed in the United States Soccer Federation since 2008.
He graduated with a Bachelor of Arts in Economics from Fordham University.
Sara Gougarty has been promoted to lead Cushman & Wakefield's Practice Group's in the Americas, the firm announced.
She will be based in New York and report to Todd Schwartz, Chief Operations Officer, Americas.
Gougarty will be responsible for leading current practice groups and growing new ones, enabling and fostering collaboration across all asset, product and service types; marketing each practice group's qualifications and expertise; and enhancing client services across Cushman & Wakefield's Americas platform.
Gougarty brings global and practice group experience to her new role.
Prior to her most recent position as Director of Retail Services, Americas, and Head of China Retail Cross-Border, she served as Head of China Retail Tenant Representation, based in Shanghai. In this role, she managed the firm's Retail Tenant Representation teams across Greater China and in Asia Pacific.
Named Cushman & Wakefield's leading retail producer in China for every year she served in that capacity, Gougarty also earned awards for both Deal of the Year and Top Broker of the Year in China in 2014. Significant clients include Apple, Under Armour and LEGO.
GZA, a firm providing environmental, geotechnical, ecological, water and construction management services, announced that Stephen Kline has been promoted to Associate Principal in the Manhattan office.
Kline joined GZA in 1993 and its Manhattan office in 2000. He specializes in environmental site investigation, site remediation and waste management consulting for development and infrastructure projects.
Kline is a graduate of Cornell University with a B.S. in Environmental Engineering and earned his MBA in Executive Management from St. John's University.
A registered Professional Engineer in New York, New Jersey and Pennsylvania, Kline is a member of the American Society of Civil Engineers and the American Council of Engineering Companies.
JB&B announced that senior engineer Reid Carroll has received accreditation as a Certified Passive House Designer from the Passive House Institute (PHI).
With this expertise in-house, JB&B is reinforcing its initiative to become an active presence in the Passive House community in New York.
Passive House is a rigorous building standard that emphasizes durability, comfort and energy efficiency. Originating in Germany in the 1980s, the certification requires a building to comply with strict energy-usage caps and pass an onsite airtightness test. The professional certification process typically consists of a five-day course and requires a passing grade on a 4.5-hour exam.
Carroll's certification is especially noteworthy, as there are only a small number of Passive House designers in the engineering community. Most who achieve this prestigious designation are architects.
Ashley McGraw Architects announced that Susanne Angarano ASID, CID, NCIDQ has been named a principal in the firm.
Angarano is a specialist in developing interiors for higher education institutions.
An active member of the design community, Angarano has presented her work and research on the evolving role of interior design at several professional conferences, including the New York State Green Building Conference and the Physical Plant Administrators Association.
She holds a Master of Arts degree in Design: Sustainable Design Studies/Interior Design from Cornell University and a Bachelor of Fine Arts degree in Interior Design from Syracuse University.
McLaren Engineering Group is expanding its leadership team, hiring Stephen Famularo, P.E., as Director of Marine Engineering.
Famularo started at McLaren's West Nyack headquarters, joining a staff of more than 200 employees in ten offices nationwide.
A Professional Engineer and diver with over two decades of diverse experience in port and harbor engineering, Famularo previously worked as Chief Project Manager for COWI North America, Inc. (formerly Ocean and Coastal Consultants), where he led waterfront inspection, design and rehabilitation projects for public and private clients throughout the U.S.
His experience includes managing over $75 million in substructure rehabilitation projects (including the Manhattan and Brooklyn Cruise Terminals), leading the planning and design for the fast-track design of the Pier C Homeport at the Brooklyn Navy Yard to support the NYC Ferry system, and developing a web-based management system for managing NYC's waterfront infrastructure.
He holds a M.S. in Coastal Engineering from the University of California at Berkeley and a B.S. in Civil Engineering from Manhattan College.
Famularo is also a certified Port Engineer through the American Society of Civil Engineers' Academy of Coasts, Oceans, Port and Navigation Engineers.
MAST Construction Services, Inc. announced the promotion of executive team member Jim Napolitano to vice president.
Napolitano, a 20-year construction industry veteran, was formerly a project executive at MAST and, before that, a senior project manager at the firm.
In his new post, Napolitano will work alongside MAST Founder and President Ted Domuracki to oversee the company's sales, marketing and business development efforts.
He will also continue to serve as a project executive on key government, corrections, institutional and education projects, using his expertise to assist MAST's clients in overseeing work from the preconstruction phase through close-out.
Among Napolitano's prior projects are the $400 million Prudential Center in Newark, New Jersey, where MAST served as the owner's representative for the City of Newark, and project management for Bergen County Juvenile Detention Center's Youth Shelter in Teterboro, New Jersey.
Napolitano earned a Bachelor of Science in Civil Engineering from Manhattan College and is a member of the Construction Management Association of America.
Hoffmann Architects has welcomed Mary MacIlvain to its Marketing and Business Development department.
MacIlvain joins Hoffmann Architects as a marketing co-ordinator, based in the firm's Connecticut headquarters.
With more than ten years' experience marketing professional services, she holds both bachelor's and master's degrees from the University of Connecticut.
MacIlvain has additional certifications in graphic design, proposal management, and professional services marketing. Her proficiency in a wide range of design and information management software programs, along with her capacity for supporting staff and clients, enables MacIlvain to coordinate the marketing and business development department.
Trion Holdings LLC announced that Kevin Moyer and Dominick Milio have been appointed to the positions of Senior Vice President and Vice President of Acquisitions.
Kevin Moyer previously held the roles of Director of Acquisitions and Director of US Investments for a high-profile New York City real estate investor.
Dominick Milio previously worked in significant construction and project management roles with a global investment bank in Manhattan. He has supervised teams of professionals leading to record expenditure savings and assisting in the achievement of the bottom line financial goals.
Flatiron building for sale
New plan for nation's fastest growing neighborhood

redpajama_set_name: RedPajamaCommonCrawl


Thanks to all our volunteers who braved the cold weather AND the early start time (4:30 am) to help set up and man the Hydration Station 3 for the Publix Marathon. It was a really fun event! And we supported our own Hoya, Rich Kenah, Executive Director of the Atlanta Track Club.
Come join fellow Atlanta Hoyas for dinner and discussion on "The Role of Social Media in your Career"! Social networks are increasingly becoming involved in the workplace as either a way to promote your business, to engage your clients, or to develop your brand. Every company and individual should be aware of their online presence. We look forward to dinner and conversation with you as we participate in this spring's Hoya Networking Series. Ticket prices are only $25!
The Past and Future of Liberal Arts.
This event is free for Club members. Club members have received an email with the promo code. If you have not received this code, please email atlantahoyas@georgetown.edu and we will send to you.
Our new fiscal year begins on July 1, 2018 and runs through June 30, 2019. We want each and every alum to join and participate in our events. Want to provide ideas on activities and events? Email us at atlantahoyas@georgetown.edu.
Become a member now to attend members only events!
Register for the Career Service "Dine with Nine"
Congratulations to the Board's Communication Team! We were awarded the Regional Communications Strategy Award for 2017! AND now, we are club of the year!!
The Georgetown Club of Metropolitan Atlanta events are organized and run by local Georgetown Alumni Volunteers - with support of the Georgetown University's Alumni Association. Our Atlanta group produces social, business networking, academic, and philanthropic service events to foster a community for local Georgetown Alumni and to build relations between current students and alumni. If you would like to become active, please email us at atlantahoyas@georgetown.edu. Hoya Saxa!
Looking for ways to get involved with your Georgetown Club of Metro Atlanta? Email Rebecca at atlantahoyas@georgetown.edu. Are you interested in joining the club board or a standing committee? We're always looking for more help with planning and staffing events, sharing ideas, managing communications, and spreading the word. Join us!


text:
Q: Combining the streams:Web application This question deals mainly with streams in web application in .net. In my webapplication I will display as follows:

*

*bottle.doc

*sheet.xls

*presentation.ppt

*stackof.jpg
Button
I will keep checkbox for each one to select. Suppose a user selected the four files and clicked the button,which I kept under. Then I instantiate clasees for each type of file to convert into pdf, which I wrote already and converted them into pdf and return them. My problem is the clases is able to read the data form URL and convert them into pdf. But I don't know how to return the streams and merge them.
string url = @"url";

//Prepare the web page we will be asking for
HttpWebRequest request = (HttpWebRequest)WebRequest.Create(url);
request.Method = "GET";
request.ContentType = "application/mspowerpoint";
request.UserAgent = "Mozilla/4.0+(compatible;+MSIE+5.01;+Windows+NT+5.0";

//Execute the request
HttpWebResponse response = (HttpWebResponse)request.GetResponse();

//We will read data via the response stream
Stream resStream = response.GetResponseStream();

//Write content into the MemoryStream
BinaryReader resReader = new BinaryReader(resStream);

MemoryStream PresentaionStream = new MemoryStream(resReader.ReadBytes((int)response.ContentLength));
//convert the presention stream into pdf and save it to local disk.

But I would like to return the stream again. How can I achieve this any Ideas are welcome.

A: If I understand your question correctly, you can immediately send it with the response, this way the user will get a downloadrequest.
System.Web.HttpResponse response = System.Web.HttpContext.Current.Response;
response.Clear();
response.AddHeader("Content-Type", "binary/octet-stream");
response.AddHeader("Content-Disposition", "attachment; filename=nameofthefile.pdf; size=" + downloadBytes.Length.ToString());
response.Flush();
response.BinaryWrite(downloadBytes);
response.Flush();
response.End();

where downloadBytes is a byte[] and contains the pdf.

A: I'm assuming this is a asp.net page and you're fetching the pdf from a service. You don't need to save it locally before return it to the user. You can just write to the outputstream in chunks.
//Execute the request
HttpWebResponse response = null;
try
{
    response = (HttpWebResponse)request.GetResponse();
}
catch (WebException we) { // handle web excetpions }
catch (Exception e) { // handle other exceptions }

this.Response.ContentType = "application/pdf";

const int BUFFER_SIZE = 1024;
byte[] buffer = new byte[BUFFER_SIZE];
int bytes = 0;
while ((bytes = resStream.Read(buffer, 0, BUFFER_SIZE)) > 0)
{
    //Write the stream directly to the client
    this.Response.OutputStream.Write(buff, 0, bytes);
}

redpajama_set_name: RedPajamaStackExchange


A home is always 'work-in-progress' - an organic ecosystem where things are in a state of flux. Devices need to be fixed, accessories need installation, appliances need repair, and things in general need to be maintained or replaced. There was a time when there were handymen who could be summoned on a call but these days, it is quite a thing to get an efficient resource that is reliable, not to mention affordable (as they often charge exorbitant rates these days for small servicing, even if they come on time).
This means things that need immediate attention don't get it or you need to just Do It Yourself (DIY) or face the consequences of not addressing it (which you know can be very unpleasant!).
DIY has been a well-established concept in the west for several decades - with shortage and high costs of labour, self-reliance, ease of addressing things at one's own time and pace, the pleasure of doing things or a combination of it all contributing to the trend. This has resulted in a strong DIY culture across several areas - electrical, automotive, electronics, furniture with kits available to create toys, furniture, electrical/electronic gadgets, gizmos and appliances.
Imagine the pride of being able to fix something on your own. Imagine the awe you could evoke in your child and the admiration you could receive from your wife (which is possibly not very often as you know). Imagine the satisfaction you get from fixing it and the opportunity to impress your friends by talking about the tools, parts, and technology behind it. Imagine how you could get even with your friends by advising them to fix things on their own in the presence of their better halves!
The opportunities are of course endless. But, but… before all this happens, you do need an excellent set of tools. Fortunately Black & Decker is a world leader in the DIY tool segment and offers the widest range of tools for a variety of applications. Just choose a kit depending on your aptitude or visit our site for more details. Happy fixing!


Junior NUB Fabric, Ringer Tank with Curve Hem and Black Contrast Binding.
It is believed that buffalo, or bison, crossed over a land bridge that once connected the Asian and North American continents. Through the centuries buffalo slowly moved southward, eventually reaching as far south as Mexico and as far east as the Atlantic Coast, extending south to Florida. But the largest herds were found on the plains and prairies from the Rocky Mountains east to the Mississippi River, and from Great Slave Lake in Canada to Texas. Today the largest free roaming heard is in and around Yellowstone National Park.


I am an ARC Future Fellow and Associate Professor within Monash University's Law Faculty. My work uses doctrinal, quantitative and qualitative methods to build evidence about how intellectual property arrangements and other regulations are working in practice, to identify changes that would help these laws better achieve their aims. My main research areas are copyright, technology regulation, and the regulation of culture (particularly how the law impacts the creation and dissemination of creative works).
My Future Fellowship project focuses on how fuller protection of authorship (as distinct from ownership) can open a path to meaningful copyright reform, reclaiming currently lost cultural value for the benefit of both authors and the broader public (FT170100011, $889,500). For more information about the project see authorsinterest.org or @authorsinterest.
I am also the lead Chief Investigator of a $680,204 ARC Linkage Project studying the legal and social impacts of library elending, with a team of legal, social and data science researchers and library partners within Australia and from around the world (LP160100387). Interactive dashboards and information about the project are available at elendingproject.org.
My books include Code Wars (Edward Elgar, 2011) and What if we could reimagine copyright? (with Professor Kimberlee Weatherall). The latter is open access and available for free download (as is most of my other research). My major study 'Evaluating Graduated Response' and the 'Reimagine' collaboration were supported by a $70,700 Monash Research Accelerator grant.
I was appointed Kernochan Visiting International Intellectual Property Scholar at Columbia Law School (New York) in 2011, and have held visiting scholar and visiting professors positions at UC Berkeley in 2013, Strasbourg in 2015, Columbia (again) in 2017 and Sciences Po (Paris) in 2018. I'm a Fellow of CREATe, the RCUK Centre for Copyright and New Business Models in the Creative Economy, and a member of the Affiliated Faculty of the Berkeley Center for Law & Technology.
My recent theoretical contributions include A new copyright bargain? Reclaiming lost culture and getting authors paid, which sets out a treaty-consistent alternative to current approaches that would do a better job of achieving copyright's fundamental aims.
My current quantitative empirical work includes a project examining how investment in books changes depending on copyright status. Separately, we recently conducted a study of almost 100,000 e-books and almost 400,000 distinct licences to investigate publishers' pricing and licensing decision across five countries. Our methods included creating new algorithms to estimate the original publication year of these books to enable us to explore deeper cultural access questions. We also used artificial intelligence (machine learning) to understand the relationships between ebook prices and their other characteristics.
I've spoken on matters relating to law and culture, copyright, access to knowledge and technology regulation at public and industry events and scholarly conferences across five continents. I tweet from @rgibli.
My research is centred around the regulation of technology and the regulation of culture.
I often work in interdisciplinary partnership with collaborators in fields such as data science, media and communication, and my research utilises doctrinal and empirical (quantitative and qualitative) methods.
Giblin, R., 2018, In : The Columbia Journal of Law & the Arts. 41, 3, p. 369-411 43 p.
Giblin, R., 1 Mar 2018, In : Overland. Spring 2018, 232, p. 33-38 6 p.
Giblin, R. K. & Weatherall, K., 2017, What if we could reimagine copyright?. Giblin, R. & Weatherall, K. (eds.). 1st ed. The Australian National University, p. 315-332 19 p.
If we redesigned copyright from scratch, what might it look like?
Giblin, R. K. & Weatherall, K., 2017, What if we could reimagine copyright?. Giblin, R. & Weatherall, K. (eds.). 1st ed. The Australian National University, p. 1-24 24 p.
Giblin, R. K., 9 Jan 2017, What if we could reimagine copyright?. Giblin, R. & Weatherall, K. (eds.). 1st ed. The Australian National University, p. 177-211 36 p.


text:
=====================================

Tests multiple applications dependent on one or more libraries
using [Meson](https://github.com/mesonbuild/meson) as the build system

To build create a build directory and run meson from that directory
```
mkdir build
cd build
meson ..
```

Then run ninja to build the project, the -v parameter
means verbose and you'll see all of the commands. Of
course that is optional.
```
ninja -v
```

Finally, run the applications:
```
./apps/testadd/testadd
./apps/testaddsub/testaddsub
```

Meson creates a clean target which will rebuild everything on the next
invocation of ninja
```
ninja clean
ninja
```

Meson also manages rebuild the build.nina file if any modifications
are done to any of the meson.build files. So but you can also just
delete everything in build/ and rerun "meson .." manually.

```
rm -rf * ; meson ..
```

redpajama_set_name: RedPajamaGithub


I often think that if Cirrus Design were based in the Twin Cities instead of Duluth, it'd be a bigger "Minnesota" story than it is. The company has, over the last decade or so, become the most influential general aviation aircraft maker in the country (with a nod to Cessna).
Today, the company pushed a new boundary that has the real possibility of changing all sorts of things about aviation — it flew its personal jet for the first time.
You know, no doubt, about the small planes that buzz all over the country. Now, there is likely to be a transformation from piston engines to jet engines in some of those small planes. The so-called very-light jet category (VLJ) is aimed at the business flyer. It's no secret — or shouldn't be — that I'm a big aviation guy, but I'm not convinced that the aviation world is ready for this.
Already, small airports are closing in the United State every day. Despite the best intentions (in most cases) of the private pilot to be a good neighbor, many people don't want airplanes flying around their houses, even though the airports were there first. The VLJ is designed to fly into airports which are too small now for standard jet traffic. That introduces the possibility of new fronts in the airport noise debate.
My pilot friends will be very mad at me for pointing this out but it's anticipated there will be up to 20,000 VLJs within two years flying around the country, and airlines, which have a habit of blaming general aviation for ills of their own making, have got a few high-powered friends believing that air traffic congestion will result.
Supporters of VLJ point out, on the other hand, that the airlines are grounding their flights to lower costs and raise fares and if people are finding alternative ways to navigate by air, then whose fault is that?
I wonder what kind of mileage it gets.


text:
Q: Best way to reformat/recover in Windows when your CD key is no longer valid? I have a copy of Windows 7 Professional that I have downloaded from the MSDNAA e-academy (thanks to my school). Now, the problem is that these license keys are one-use only.
If I need to reformat or do a factory reset, what is the best way for me to do so, without invalidating my license and screwing me out of an operating system?
Edit:
I would also like to know some information on the "restore to factory settings" option in Windows 7 recovery center. Does it do exactly as the name implies and starts you off as if you had just done a fresh install? If I had some kind of nasty trojan or virus, would it be able to survive through the factory reset?
The recovery center also has an option for reformatting, though I don't think that it's an actual format - it just backs up your stuff into a Windows.old folder or something like that. Does that require a valid license key?

A: Take a complete image of your hard disc now. When it goes wrong, put the image back.
If you can, repartition the HD to give yourself a separate system and documents partition, so that in future you can reformat the system drive without overwriting your documents.

A: Best Options: Windows Complete PC Backup or Ghost
This will Create the Disk Image Others have mentioned, wich is indeed your best option.

Windows Complete PC Backup
From: http://www.microsoft.com/windows/windows-vista/features/backup.aspx
"Windows Complete PC Backup and Restore is most useful for disaster recovery when your PC malfunctions. This feature helps you create complete PC backups, and then in the event of a serious system issue or data loss, Windows Complete PC Backup and Restore can restore your entire PC environment, including the operating system, installed programs, user settings, and data files."
Tutorial Here: http://www.bleepingcomputer.com/tutorials/tutorial145.html

Ghost
From: http://www.symantec.com/norton/ghost
"Key Benefits:
Creates full system and file backups — Safeguards your system, settings, applications, and files with flexible, comprehensive backup protection.
Restores from system failures — Recovers your system and data even when you can't restart your computer.
Enables convenient, secure offsite backups — Saves recovery points to an FTP site for easier offsite management and even backs up your data to network-attached storage devices.
Backs up on schedules and events — Lets you decide what is backed up and when so you can customize backups based on how you use your computer."
Tutorial Here: http://www.whatsabyte.com/P1/ghost_image.htm

A: The license key is one-time use, meaning you can't use it on other computers, but if you need to reinstall it on your existing computer, that should be permissible under the EULA. If you must reinstall, you can reactivate by calling the Microsoft activation hotline, and they will give you the code needed to reactivate.


The programme, aimed at developing the physical literacy of young children, is fronted by a charming netball character called Bib. Bib guides little netball players on their first journey into the world of netball: from their very first pass of the ball onwards.
Netball tots will be run by approved deliverers who will have been trained to deliver the programme by Welsh Netball. Approved deliverers will utilise the netball tots resource pack which contains a complete set of resource cards. This includes 10 different 'adventures' to take young players on, with each adventure linked to a specific netball theme. Progress through the programme is marked using Bib's netball tots sticker book.
Launching netball tots at the Royal Welsh Agricultural Show, Ben Williams, Welsh Netball's Head of Community Development spoke of his excitement.
He said: "Netball tots is a revolutionary development for netball provision in Wales. For the first time, we have a dedicated resource for pre-competitive netball.
Welsh Netball CEO, Sarah Jones was equally enthusiastic for the launch of netball tots.
She said: "Welsh Netball aims to be a key organisation to help create an active and healthy Wales. Netball tots is a hugely exciting development, it is innovative and an example of Welsh Netball taking risks and being bold, in order to help improve the wellbeing of a nation.
Physical literacy is the motivation, confidence, physical competence, knowledge, and understanding to value and take responsibility for engagement in physical activities for life. Netball tots aids in the development of these attributes through accessible, attractive and engaging sessions.
Welsh Netball is keen to hear from anyone with the passion to develop young people's physical literacy and netball related skills in a safe and fun way. Netball clubs, schools, leisure facilities and private businesses can all apply to become netball tots providers providing they meet set criteria.


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Are you a REEF surveyor? Wondering about Geographic Zone Codes for our survey sites? The REEF Zone Codes are a hierarchical system used to organize survey sites by region. You can find the zone code listings by going to www.REEF.org > Database > Geographic Zone Codes > then select the region you want, and then use the interactive maps to find your specific location.
If you can't find what you're looking for on the list, we can add new locations! Just contact zonecode@REEF.org and let Janna know more specifics about where you were diving/snorkeling (landmarks, parks, hotels, street intersections, bridge names, etc.), and she can help find the site code, or create one if it doesn't exist. GPS coordinates (latitude and longitude) are even more helpful if you can get them off your GPS or phone, from the dive charter, on Google Earth, or by going to: http://www.findlatitudeandlongitude.com/.


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text:
Detroit Red Wings Numbers: In With the New
September 19, 2013 September 17, 2013 by Jamie Shinkewski
Detroit Red Wings goal scored by number 11, Daniel Alfredsson!
If any Wings' fans didn't know that Alfredsson was one of the newly added Wings, come out from under your rock more often. What they may not know however, is that Daniel Cleary will not be wearing 11 on the back of his jersey this season. Even though Alfredsson offered to pick a new number when Cleary re-signed, the Carbonear, NL. native will have to add a horizontal line to his jersey this season. The NHL stepped in and did not allow Cleary to reclaim his number of eight years because they already have committed over $150,000 to Winter Classic merchandise with Alfredsson wearing 11, according to Bill Roose of detroitredwings.com. Four players will be wearing their new numbers on a Wings' jersey for the first time this season, excluding any prospects who may surprise by earning themselves a spot on the opening day roster.
Let's take a look at who will be sporting the different Detroit Red Wings numbers.
A new team, the same old number for Daniel Alfredsson. Image by: Peter Harling
He has a new team, but Daniel Alfredsson will still be wearing a red jersey with #11 on the back. As previously mentioned, he offered to switch to #24, which he wore in Sweden, when Cleary resigned in Detroit. He is the next member of a long list of Red Wings to wear the double ones after Cleary and Mathieu Dandenault before him. The number was also worn by the recently hired associate coach of the Tampa Bay Lightning Rick Bowness and the legendary former head coach of the Wings Scotty Bowman. Alfie is expected to start the season on the Wings second line alongside newcomer Stephen Weiss and longtime Red Wing Johan Franzen. Alfredsson is only three points shy from hitting 1111 for his career totals.
"11 is Danny (Cleary)'s number in Detroit, so I'll pick another number" – Daniel Alfredsson
— Detroit Red Wings (@DetroitRedWings) September 12, 2013
A new season will bring a new number for Joakim Andersson. (Jerome Miron-USA TODAY Sports)
Mike Babcock stated last week that the only guaranteed spots on the roster are the top six forwards and the centres, according to Roose. Andersson fits under the second category and will not be appearing in #63 for the Wings this season. With the departure of journeyman defenceman Ian White, Andersson snagged Al Arbour's former #18. It is another number that has an enormous list of former Wings who wore it on their jersey. Wings fans of the past decade will most likely associate the number with four time Stanley Cup champion and prolific checking forward Kirk Maltby. Andersson will have big shoes to fill in a checking role with Maltby's former number on his back. With Darren Helm potentially sidelined for the beginning of the season, Andersson is expected to start in the middle of the third or fourth line.
Daniel Cleary will no longer be wearing #11 in Detroit {photo courtesy Dan4th/Flickr}
Hockey is a business. Cleary learned that first hand this past week when the league refused to allow him to resume wearing his former number. Apparently tenure doesn't mean a lot in the NHL when there is, according to the Red Wings' website, over $150,000 of merchandise on the line. After eight seasons with the Winged Wheel on his chest, Cleary will switch to #15. He started the presason wearing #71, but has since switched again and will be wearing #15. He will not become the third Wing to wear #71 in a regular season game, but joins a long list of players to wear Pat Verbeek's former #15. Cleary is not guaranteed a roster spot, but will challenge for a third line and penalty killing role.
Like Modano, Weiss will switch from #9 to #90 in Detroit.
Joining the Red Wings means an automatic number change for anyone who is used to wearing #9. That number has been retired since March 9, 1972 in honour of Mr. Hockey, Gordie Howe. Some players may opt to wear #19, but that is also retired in Detroit. Like Mike Modano did three seasons ago, Stephen Weiss chose to take #90 for Detroit. Weiss will look to become the first player to wear that number for an entire season, Modano only played 40 games due to injury, and put his wrist injury behind him. Babcock has slotted Weiss on the team's second line between Alfie and the Mule.
The NHL regular season schedule was released on Friday. Check out our partners at TiqIQ for the best deals on Detroit Red Wings tickets for all 2013-14 games.
Jamie Shinkewski
Jamie is a third-year journalism student at Carleton University. He recently wrote for the Women's World Ice Hockey Championship and is a new addition to THW. Hockey has always been his greatest passion in life and now he brings his love for the game to the Hockey Writers covering the Red Wings. Follow him on Twitter @JShinkewski
Categories Detroit Red Wings Tags Dan Cleary, Daniel Alfredsson, Joakim Andersson, Stephen Weiss


Reblogged this on Batspidey's Blog.
It's amazing what a simple "hello" can lead to and how often we don't say this simple word and sit there in awkward silence, hoping someone else will break the ice, while everyone else haa the exact same thought process running through their minds. Thank you for sharing this beautiful story!
Wow! You observed and shared beautifully! Thank you!
There seems to be a vulnerability of ego that discourages a lot of us from making that gesture. The interesting thing, like you pointed out, is that we surprise ourselves at how much we can share with each other. I think it rubs off on observers, too — those of us that are standing around listening in on the conversation; I feel better about people in general and a bit ashamed of myself for not doing it all those times in the past 🙂 Great story and thanks for the follow!
It's amazing that so often it really is that simple!
Wunderbar! I too am an eavesdropper on buses and trains. I thought it was a bad thing. You give me courage to continue.
A five letter word that can hold so much promise and open many doors. It is also a word that's universally understood no matter what language you speak. Yet I find that a simple HELLO is the most difficult word to say at times. It really does escape me and I won't delve in and seek answers. At least not today. What I will do is encourage you to read this post I've reblogged (not because I'm being a lazy blogger this morning, I actually have lots to say as always).
A simple HELLO or even a smile can make someones day and cheer them up. You never know what the next person is going through.
As a lover of random acts of kindness, I encourage you to use your HELLO's as randaom acts of kindness today.
I appreciate you reading and sharing! Thank you!
Yes, I did enjoy it!
As a daily train commuter I've often had similar thoughts about the people around me. There have been quite a few occasions where I feel like I may have missed a connection because I was too timid to be the first to speak. Loved this!
You really have a very lovely style of writing. It is such a pleasure to read. Thank you!
A simple hello indeed! Thanks for the insight. Sometimes all it takes is a smile!
I spent 3 of the happiest hours of my life one afternoon in Croatia. On a guided tour of that country in one of the oldest cities our tour guides were split up on side tours…….mine happened to have only me that wanted to see a particular site. She asked my what I would like to see first and my reply was, "How about you and I get a cup of coffee and discuss how we each feel about the world situations and our own lives? She accepted and thus started 3 hours of intriguing talk. What we found out was that we are so much alike that we might as well be talking about the same country and city. Ha! No real surprise there!
Thank you for following Imagine New Designs Gallery. Wonderful story! 🙂 My hello stories are more awkward. The few times I have said hello to strangers were cases of mistaken identity when I thought they were people I knew. I am glad that a few of them said hello back to me even if they did not know me.
I absolutely love this. So simple and yet so true.
What a lovely post! I have done my share of weekly commuting for almost 5 years and reading your post got me reminiscing some of the many interesting, wierd times on the train. I think I should write about it.
that was a really good story.
GREAT POST! A simple hello is really all it takes, thanks for pointing that out to everyone that wasn't aware. 🙂 Loving your blog!
You did it again! I'm misty eyed lol. These stories are more than worthy of sharing. Thank you.
Amazing how a few simple words can unite total strangers.
Very nice! You do have the makings of a fine writer.
Wow, we could all learn a lesson in how the engage those around us. I'm truly inspired! Thank you.
Reblogged this on Overflowing Minds.
True story; I met one of my closest friends because of a simple hello on a train and now, years later I'm her daughters God mother.
how true. we no longer being friendly to strangers. our way of being civilized is to remain quiet and avoid others' gazes. we now have become a civilization of 'minding our business', thus loosing an opportunity to get to know others whom we could be good friends with. i often avoid saying 'hello' to strangers, fearing ugly stares directed back at me that say 'weirdo'.
My husband flies a lot for business, and he is always telling me stories about the passengers next to him. He is definately the "Hello" guy, which has spurred me to do the same. It makes a trip less boring, quicker, and you can make some pretty good friendships or business aquaintences!


Our client is currently looking to recruit enthusiastic and energetic Field Sales Executives with a strong sales background and huge drive for an immediate start. This is a fantastic time to join a company who is fast moving and growing and would love you to be part of their team!!
A full driver's license is essential.


text:
Cruise lines admit pollution violations | The Honolulu Advertiser | Hawaii's Newspaper
Cruise lines admit pollution violations
By Kelly Yamanouchi
Cruise lines have acknowledged more than a dozen violations of their voluntary environmental agreement with the state, including the dumping of treated sewage in Penguin Bank, a protected fishing ground off the south coast of Moloka'i frequented by humpback whales.
"These noncompliances were disappointing and are cause for concern," said Larry Lau, state deputy director for environmental health. But he said the voluntary agreement "beats nothing. ... I'm trying to do the best with what we have."
Health Department officials and the North West Cruise Ship Association are planning changes to the agreement that would set stricter guidelines on the ships. Two key changes would direct ships to report pollution incidents within 10 days and prepare for oil spills.
The cruise ships have been operating under the voluntary guidelines outlined in a state memorandum of understanding signed by former Gov. Ben Cayetano in October 2002. The agreement prohibits most wastewater discharge in marine areas surrounding the Islands.
Cruise industry and state officials laid out the terms of the revised agreement at a forum last night.
State officials plan to fine-tune those amendments soon and take them to the governor for approval.
Under the current guidelines, the cruise lines were to tell the state by year's end about any discharges that violated the agreement in its first year.
According to a letter from William Wright, Royal Caribbean Cruises Ltd. senior vice president for safety, security and environment, the cruise line's Legend of the Seas ship mistakenly discharged cleaning drainage known as graywater and treated sewage called blackwater into Hawai'i marine areas on 10 occasions while traveling through Penguin Bank.
The incidents happened on Nov. 27 and 30 and Dec. 2, 17 and 20 in 2002 and on March 19 and April 5, 9, 23 and 24 in 2003 while the ship was traveling between the islands.
Royal Caribbean's Radiance of the Seas ship also incinerated waste in port on Oct. 29, 2002, before it received notification that the environmental agreement was in place. On Oct. 29 and Nov. 2 of that year, the ship also discharged graywater and treated blackwater into Penguin Bank.
According to the company, Royal Caribbean ships were in compliance with the agreement 99.66 percent of the time. The ships have since changed their routes to avoid Penguin Bank.
For its part, Princess Cruises' Dawn Princess ship reported violating the agreement three times, discharging a total of about 75 metric tons or 19,813 gallons of galley and graywater in marine areas this past April and May.
According to George Wright, Princess Cruises vice president of environmental compliance, "We were in compliance with the waste water discharge standards 99.7 percent of the time."
Holland America Line's Statendam reported committing errors in reporting discharges of wastewater.
Despite the violations, the cruise ship reports so far "show substantial compliance," said Tom Arizumi, chief of the Health Department's environmental management division. "We have a few cruise lines that had some minor anomalies."
Environmentalists say the violations are a problem.
"I think that that points to the fundamental flaw (of the memorandum of understanding)," said Sierra Club of Hawai'i director Jeff Mikulina. "They break it and nothing happens. That's why we're pushing for legislation."
Cruise industry executives say the memorandum holds cruise lines to a higher standard of environmental practice than could a Hawai'i law since it prohibits discharges in waters that extend beyond areas within the state's jurisdiction.
But several lawmakers and environmentalists contend the agreement fails to ensure the cruise lines are adequately protecting the environment and have called for regulations and penalties.
House Economic Development Committee Chairman Brian Schatz, D-25th (Makiki, Tantalus), said the memorandum of understanding does not go far enough to protect Hawai'i's environment from discharges by cruise ships.
"Globally their track record is short of perfect," Schatz said.
"In the past people looked at these kinds of issues as sort of the environment against the business community and I think that's the wrong way to look at it," Schatz said. "We don't think there's an inherent contradiction between supporting the cruise industry and supporting regulation of the cruise industry."
He is working on legislation modeled after a new California law prohibiting discharges in state waters. The legislation would set limits on wastewater and air discharges, create an inspection program, establish a berth fee to pay for the inspection program and set penalties.
The legislation could be inserted into an existing law and provide penalties of up to $25,000 for violations.
"In other places the cruise ships have simply paid penalties as a cost of doing business and they found that noncompliance is cheaper than compliance," Schatz said. "So I think the penalties have to be severe enough so that the industry has no choice but to keep our waters clean."
The state could also seek congressional approval to extend the areas of water that the state would control, said Mikulina.
In Florida, "the cruisers usually depart from Miami or wherever and they head south to the Caribbean, so it's not like they linger in the (state) waters like they linger in Hawai'i," Mikulina said.
Reach Kelly Yamanouchi at 535-2470, or at kyamanouchi@honoluluadvertiser.com.


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The lure of an overseas education
by Julie Hare
Julie-Hare-Wonkhe
Julie Hare
Associate Editor (Australia)
Julie is Wonkhe's Associate Editor in Australia.
The annual Australian International Education Conference (AIEC) is on in Sydney this week. It's the antipodean equivalent of the US's NAFSA conference, drawing thousands of delegates from around Australia and overseas.
The conference kicked off the morning after the night before (when our greatest cultural icon, the Sydney Opera House, was used as a billboard for a horse race). Despite the ridiculousness of so much of Australian political and media life, people still want to come here to study – in their droves.
Only coal and iron ore exports exceed the value of international education on our balance of payments. We have the third largest number of international students after the US and UK, but the highest proportion in our universities. In his opening remarks to the conference, Education Minister Dan Tehan said predictions were that Australia would leapfrog the UK next year in terms of the sheer number of enrolments.
Certainly, the force is with us. In July, there were 627,000 international students in Australia, 11% more than the same time in 2017. There appears to be no end in sight to the upward trajectory in enrolments, save for an ugly and potentially harmful spat between the Australian and Chinese governments over Chinese political influence on campuses and with actual politicians (Google Sam Dastyari, if you are interested).
What alumni think
Ahead of the conference, the International Alumni Job Network released some fascinating insights into overall satisfaction, job outcomes and sources of pre-enrolment information for students from eight Asian countries who had studied in Australia, the US, UK, Canada, Europe and New Zealand. Considering it collected responses from 10,787 alumni, one should be confident of the robustness of the results. A copy of the full report is available on request from the IAJN.
First up, the some of the more obvious findings: 80% of students said they studied overseas to improve their career prospects. More than 50% were funded by their families to do so and 87% studied either a bachelors or masters degree. Equal numbers of students made their choice of university based on either location or ranking, while 32% said price was the important factor. No surprises there.
Shane Dillon, founder of the IAJN, told Wonkhe there is a direct and clear correlation between the source of pre-enrolment information and satisfaction levels. Those who get their information from alumni get a more truthful account of the realities of studying in a certain country, city, institution and discipline and were more likely to report high satisfaction with their overall experience.
The opposite was true for the majority who relied on information from university websites and contacts or agents for their information, the implication being that reality might be presented with a rose-tinted glow that doesn't measure up in the harsh light of day. Given that 75% of students come to Australia via agents should raise a few alarm bells about the veracity of the marketing hype that's being put out there.
Roads to residency
Some other interesting findings include that 10% of alumni said motivation to study overseas was based the possibility of using it as a pathway to migration (and 6% said it was because their parents told them to do it).
That's an interesting point for Australia which a decade ago had student visas firmly linked to permanent residents (since decoupled) but which now offers relatively generous post-study work rights. A debate is gathering steam here about requiring half of all new migrants (and a good proportion of students) to move to rural and regional areas and the less-populous states.
Tehan again flagged the government is keen on getting students out of the Golden Triangle (Melbourne, Sydney and Brisbane) and would rather see at least some of them go to "Bathurst, Bendigo or Bundaberg". His speech glossed over any detail (on anything really) and didn't give any hint about how the government might work with the sector and local communities to achieve this.
While regional universities are jumping for joy at the suggestions, others reckon it would just lead to students choosing to study in another country. However, senior figures have suggested to Wonkhe that the idea has legs because it would drive the growth in enrolments into regional areas (some of which are very pretty) rather than cannibalising existing enrolment numbers. (That same senior figure also said: "All universities do is whinge, whinge, whinge!"
Anyway, back to the IAJN survey. The UK scored the lowest on satisfaction for return on investment and also for post-study work rights (yes, I know, it's a big debate over here at the moment). Indian students, generally, were the least satisfied. Less than half considered their overseas education a worthy return on investment, while only 75% said they had a positive international experience. Dillon reckons this is probably related to where they are getting their initial information from and how accurate it is.
Overall, students were happiest with Canada.
In a rather worrying finding, only 40% of students said they actively recommend their destination country to friends and just over one third (36%) said they recommended their institution. And the UK should take note that one in four alumni said they actively encouraged others not to study there.
New Zealand got by far the biggest thumbs up among alumni with 45% saying they actively promoted it as a destination. The report also covers a raft of other graduate outcomes and satisfaction measures, including salary outcomes on returning home according to place of study and discipline.
This was Tehan's first major outing as minister and he failed to impress. It was a stock standard political speech written by people who don't know the sector for an audience who knows it intimately.
The speech wasn't awful. But it could have been a lot more assertive, insightful and inclusive.
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