When I was younger, I spent a lot of time at Tara Mental Hospital in Johannesburg. Hang on–not as a patient, but as a clinical psychologist in training. Because that's what I am by profession–a clinical psychologist–so careful what you're thinking today! As a way of introduction there was a guy who was a psychotic–you know what a psychotic is? Somebody who has difficulty telling the difference between fantasy and reality: a lot like some politicians these days! Anyway this guy came up to me in my white coat (we used to wear white coats so you could tell the difference between the doctors, patients and psychologists, because based purely on behaviour it was difficult to know who was who!) and said to me "Nursie Bloch"–they used to call us Nursie when we were in training–"we like you better than all the other Nursies". Naturally I was very flattered because nobody ever says anything nice about me, so I asked him why. And he replied: "Because you're more, you're more like one of us!" And by the end of this talk, you'll probably end up agreeing with him!
The 1st Wave of Safety was one of Safety Engineering. The 2nd Wave to do with Policies and Procedures. The 3rd Wave of course is BBS. I will spend some time discussing the pros and limitations of BBS and then describe how I have taken it further into what I call "The 4th Wave: Culture Based Behavioural Safety", which I believe is much more effective and appropriate for the safety and transformation issues we are dealing with in mining and Platinum mining today.
The old saying "There is nothing that concentrates the mind so much as knowing you're going to die in the morning"–I think attributed to Socrates just before his death penalty was carried out–is especially relevant to the mining industry today. Safety–previously something that generally was paid lip service to–is now much more widely seen as being essential to the success of mining today. We know that the level of Section 54 stoppages, especially in the Rustenburg area, has had a major impact on production and profitability in recent times. Mark Cutifani of AngloGold now even heads up a CEO Fatality Study Group. The awareness is that, while there has been some success in bringing down the fatality rate and improving the LTIFR on many mines, the "Magic Bullet" has not yet been found. What I intend to argue in this paper is that we have not as yet implemented a holistic bigger picture approach to safety, leading to a lack of successful safe production in South Africa–which, because of its unique history and legacy issues, requires a unique approach.
Prof Petri Schutte in his important research into hundreds of mines in South Africa found a clear correspondence between employees' perceptions of lack of management caring about their welfare and happiness, and their willingness to work safely and productively. Management's supervisory style negatively affects their job attitude. 44% of the workforce could not clearly relate their own work purpose to the mine's goals, and most saw safety as a responsibility of the Safety/Risk Department. Du Pont research shows that only 32% of workers properly follow safety SOPs. While Schutte's research was amongst the 1st in South Africa to clearly relate the level of job satisfaction and relationships to safety outcomes, my work and research on various mines has come to a similar conclusion.
As can be seen, there are major differences in perceptions between black and white about the existence of racism and favouritism, the levels of positive communication and the general levels of trust of management and supervisors, at the mine in question. This again corresponds significantly to perceptions of safety and the seriousness with which it is dealt. While these results emerged from a mine which had serious problems in terms of stoppages due to industrial unrest and accidents, the patterns shown are consistent with our surveys done on many other mines. From the shop floor point of view, some of the biggest issues that emerge that impact on safety and production reaffirmed the beliefs that for the mine production is seen to come before safety, and that the management and supervisors do not engage with the workforce. SAFEmap's research has shown that the biggest increase in safety comes from an improvement in the belief that "this company really cares about us". Jim Collins, in Good to Great, shows that emotional commitment is absolutely essential to improving performance at all levels. Jeffrey Pfeffer in his important book The Human Equation demonstrates that the biggest single increase in production (and I would argue therefore safety) comes from increased participation. For every increased 1 standard deviation in participation, production increases by 16%!
What is very clear from the aforesaid research, however, is that on most mines, whatever the intentions of management, workers still are unhappy, feeling to be an unacknowledged part of a workplace culture that does not seem to engage, involve, or care about them. The lack of trust between workers and their supervisors and managers is often palpable. Whether racism is a reality or just a perception, it still both shapes and reflects employee's levels of motivation and satisfaction. There can be little emotional commitment in such circumstances. In other words, they are ripe for recruitment by new unions that tap into high levels of frustration and disenchantment.
When facilitating safety or transformation processes, I usually start the workshop with an exercise called The Pen Code. It usually takes some time for participants to discover that the answer is not in the changing patterns of pens, but in my fingers on the side of the table. In other words, people focus on the pens and not on the bigger picture of the whole table. This is a powerful exercise that demonstrates the need in any organisation to focus on the bigger picture. When it comes to safety, there are often significant role players left out of the equation. Unless they are taken into account, there is no ways of building a viable safety culture, as any problematic factor will impact strongly on any safety programme's success. The role players include management and middle management, the unions, workers, the community, and the DMR.
While I have seen a definite movement towards a recognition that safety issues have a major impact on both production and the bottom line, often there is a lack of capacity to move from just a "Culture of Competence and Compliance" to a "Culture of Caring". While there is an emphasis on Visible Felt Leadership (VFL), if the relationship between management and workers is poor, then the visits serve no function but to create a sense of intimidation and interference amongst both workers and supervisors. Certainly the more positive the involvement, the better the results. Of course, there is in many mines a disconnect and blaming culture between mining and engineering which also needs to be dealt with. Unfortunately culturally many white managers have little real understanding of black African culture. How many of you have, for example, heard about the Spirit Stick Tree, essential for laying to rest the souls of rural Zulu people (a not insignificant percentage of the mining workforce) killed in accidents? A twig (from the Buffalo Thorn Tree/ Blinkblaar Wag-n-Bietjie Boom, genus Zizyphus Mucronata) is taken from the area of the homestead of the deceased. A relative travels to where the fatality took place, and "captures the spirit of the deceased". They need to continually talk to the spirit and tell them what is happening and where they are going in the vehicle on the way back to the home. If in a taxi, a full fare is paid and an empty space left for the stick. When back at the home a relative dreams of the deceased, the ritual is done and the spirit is seen to be laid to rest. If this, or some other cleansing ritual is not done, employees will find it difficult to work with focus and commitment in that section where the fatality occurred, and there may be a strong likelihood that further accidents will occur. So, managers need to be culturally sensitive and aware in all kinds of ways in order to build necessary relationships that facilitate workplace satisfaction.
This is the area where traditionally a major part of the success of BBS programs is seen to lie. Research by Stan Savitz of STEP revealed that 73% of unsafe behaviours are condoned at this level. However, from my 12 years of experience in the mining industry, mostly in the last years in platinum, it has become clear to me that middle management and especially supervisors are amongst the most disempowered of all. While being expected to deliver production, they are caught between the demands of delivery and safety. This is the main area of interface between workers and the company, and unfortunately many middle managers are perceived (from my climate surveys) by the workers as being both racist and dictatorial. In other words the level of delivery of both safety and production is the most problematic. EQ quotient at this level is low and in need of serious development. In fact, a study by Pesuric and Byham (1996) showed that good emotional intelligence training for supervisors, including listening skills and how to empower workers, reduced LTI's by up to 50%, had a major impact on the reduction of grievances, and significantly improved productive capacity and profitability. So the strength of people skills at middle management level has the potential to either vastly improve or derail safety efforts.
These are hardly mentioned in most safety presentations, but are extremely important. In several companies, I have seen safety issues as a battleground for union management conflict. At times, the union has even been known to call in the DMR for safety inspections, which have led to Section 54s. Of course, with the battle for membership between the NUM and AMCU, even greater dangers lie ahead. I have read about several CEOs complaining about the impact the rise of AMCU has had, but seen very little effort to build the essential relationships between management and the different unions that this calls for. In addition, at Section 54 presentations, the unions sometimes take diametrically opposite positions to that of management. Unions are often not impressed with BBS, seeing it as "a tool to blame the workers". In other words, strong relationships between management and all the unions HAVE to be built for any safety process to be successful.
As we have seen from the research, workers in many mines are frustrated and unhappy. I need to mention that I have come across a clear generation gap, where older workers appear to be more satisfied, but the younger generation–with higher education levels and greater aspirations–is far from prepared to take a backseat. As we have seen, trust of management is low and perceptions of racism and favouritism are often high. As part of a transformation process in a major bank I was involved in as a facilitator some years ago, we had to stay in ordinary people's homes in Soweto and the next day catch the train to central Johannesburg. In the carriages, I was struck by how all the way along, people sang and danced with great spirit, amidst some preaching. This was the energy and spirit that helped keep their spirits alive during what was for them the dark days of Apartheid. Out of the train singing and dancing, along the corridor singing and dancing, up the long stairs towards the main part of Park station singing and dancing, but as soon as they hit that main part by the clock tower, the business world, the singing and dancing ceased. People leave their cultural being, their energy, and their passion behind when they go to work. So in the mining industry we have a choice: either utilise this great energy for campaigns for safety and production, to build a participative workplace culture, or for it to be turned against the mine in the form of toi-toing and stoppages. I was called in last year at PPM after a major strike and burning of machinery worth 210 million Rand. It is amazing how with strong facilitation and powerful programs this anger could be turned around. While many BBS processes are only taken down to supervisory and sometimes team leader level, unless work is done at shop floor level to win hearts and minds of workers, safety processes will be resisted and thus have limited success.
Unhappy workers, especially on Platinum mines on the Western and Eastern Limbs, lead to and are part of unhappy communities around the mines. Several mines have been unable to produce due to disruptions from local communities, some of whom have perhaps unrealistic expectations of jobs and benefits that the mines can produce for them. In fact in some mines dangers to physical and mental health come not just from work risks, but also from the dangers of unrest in the vicinity of mines, with burning tyres and stone throwing. The community HAS to be engaged with in order to ensure full production and safety. Many mines have little capacity to do that.
As we know, especially in the Rustenburg area, the DMR has appeared to have a "close them down, Sally" approach. While external supervision at times may have been necessary to ensure compliance with the law, at times I even have heard of dissatisfied ex-employees going back into the mine that they left and imposing Section 54 stoppages where none were needed. Of course, start-up processes and the increased pressure this puts on production, lead to even greater safety risks. While there has been positive interaction with the Minister at national level recently by CEOs, at regional and mine level there has been little attempt to engage with the DMR and Inspectorate. This is a shortsighted approach.
These expectations of the communities have manifested in calls for nationalisation and increased taxation to benefit the local communities. It could be argued that this involves another level of role-player at the political level, but this is occurring at a macro level and cannot necessarily be addressed by the mines themselves at local level.
I have sought to demonstrate here that there are problems at the levels of almost all the important stakeholders in the mining environment. Most safety processes omit interaction with at least the categories of the unions, the community and the DMR. We cannot build strong safety cultures where significant elements that impact strongly on safety and production are not involved. Furthermore, often these interest groups are in conflict and competition with each other, and there is no common vision or goal. Einstein said in his famous quote that "Insanity is doing what you have always done in the same way and expecting different results". A different approach is needed. While many BBS approaches these days go beyond the early simplistic focus on behavior (based on the very limited and largely discredited behaviourist theories of BF Skinner who, while understanding that there is a "Black Box" inside humans which constitutes motivations, attitudes, beliefs and culture, postulated that we can control only the externally visible i.e. behaviour. Fortunately or unfortunately the real world is different to this), towards an approach that understands the importance of corporate culture, they mostly do not go far enough.
I have been pleased to see that the recent MineSafe conference spent some time on the issue of building a safety culture and transformation. I presented recently at Lonmin, where a big present emphasis on safety has led to the establishment of groups to make recommendations for interventions in the areas of Safety Culture, Leadership, Building an Enabling Environment, and Safety Standards. There is thus an understanding that something more, something else, needs to be done, but at the moment I suspect many mines are casting around for solutions that will truly work. And truly work in the South African context, which is totally different from anywhere else in the world because of our legacy issues. What is clear though, is that in order for any safety programs to be successful, the legacy issues from the past need to be addressed. There can be no alignment and full support for safety programs where there is no pre-existing alignment and synergy. It has always puzzled me, by the way, why most of the consultant companies in the safety sphere are of foreign origin and/or run by engineers, who are often not fully trained in and conversant with people and behavioural and cultural issues!
1. While many companies claim "people are our greatest asset", the present economic crisis in Europe means there is strong pressure to focus increasingly on production and more and more on retrenchments to ensure economic viability. This makes relationships even more difficult.
2. This sometimes is used as an excuse to do nothing: "We cannot afford to undertake expensive safety and/or transformation processes". This is very dangerous. Some time ago I did a safety audit for a major mine, which shall remain nameless. In the report feedback we mentioned that this was an accident waiting to happen, and that there was a strong and urgent need for a programme to build a new safety culture. We were told all this was already known, and we were not furthering engaged. 2 months later a major incident occurred that took the lives of many employees.
3. Recent Safety Engineering advances hold real promise for reducing risk. However, as we know, up to 90% of incidents and accidents in the mining sector are people related.
4. While BBS interventions have had at times good success in reducing at least LTIFR rates, it seems that further improvement is limited.
5. Some of the problems encountered in BBS interventions include: when observations become a paper exercise, when there is no sustainability, when they are not linked to the overall goals and strategy, when they are implemented in the system in a vacuum where poor relationships exist, when the focus is on changing behaviour while the culture supports risk taking, where the organizational focus is on production 1st and safety comes 2nd, or where management and supervisory level are incapable of leading behaviour change.
6. ANY SAFETY OR BBS PROGRAM WILL THUS FAIL UNLESS IT BUILDS THE CORPORATE CULTURE THAT BRIDGES THE DIVIDES OF THE PAST!
While much has recently been written about Transformational Safety Leadership, and the Bradley Curve as used by SASOL is designed to transform organisational culture from Reactive through Dependent through Independent to interdependent, Point 6 above is still highly relevant. The work of M. Scott Peck in his book A Different Drum is extremely important and serves as the beginning point and basis for CBBS. His model of building community demonstrates that most organisations are in what he calls Pseudo-community. At this point we may smile each other and look as if we are getting on, but beneath the veneer lies a huge amount of baggage. This baggage may entail racial issues, gender issues, management /union or management /worker problems, or even conflicts between people at the same level. In other words historical or legacy issues that impact on our capacity to truly work together and share a common vision. The next phase he describes is Chaos, where conflicts get out of control, or external pressures such as for transformation or from new unions or from the DMR stress the system. This is usually where organisations undertake teambuilding or change or safety interventions, which unfortunately mostly do not have sustainable, deep or long-lasting impact. The interventions in fact often served to reinforce Pseudo-community. The problem is that the 3rd phase of "Emptying" has been skipped. Emptying implies putting on the table what we are carrying, opening our bags and revealing to ourselves and others the baggage, the legacy of the past we are still carrying. This need not be a traumatic or difficult exercise, but it does need skilled facilitation. This is the only way through, based on over 27 years of experience, to developing what Scott Peck calls "True or Real Community". This is the only place where a culture of caring, safety, and high-performance can exist, and where the chasms of perceptual and experiential differences described earlier in the paper can be overcome.
In Lance Bloch & Associates' South African–grown model of Culture Based Behavioural Safety, the focus is thus on changing corporate culture towards the above ideal, while using people's culture as a way of winning hearts and minds. This would involve African-centred approaches such as singing, dancing and storytelling. The work is towards building relationships and ensuring employee engagement with full participation and ownership at all levels, improving communication and caring. While time does not allow a full elaboration of how CBBS works and the extremely powerful changes and improvements it has been shown to bring about, let me outline an example of how such an intervention would work. Of course, there is no template–by its very nature the CBBS would emerge organically in consultation, from the specific needs of the mine in question. The results though, at times, have been dramatic. For example in one of our 1st safety interventions, the mine had record numbers of Reportable Injury-free days: 163 days without even a plaster!
To understand where the company is in terms of culture, safety, production and relationships, and issues that impact thereon.
This would deal with the underlying misperceptions and misunderstandings and build a strong team with a common vision and common goals of improved safe production for the betterment of all stakeholders. In addition to creating buy-in and support for the overall culture change process, the specific need and direction for the intervention would be given by this leadership team. The workshops consist of powerful exercises and discussions intended to create bigger picture thinking towards the needs of the company as a whole. Of course, as mentioned, legacy issues including unresolved issues are dealt with in a newly mature way in a safe environment. While the start should be with senior management, contractors and Union Branch leadership, this would then be taken down to shaft leaders in a similar way. The change that can come about at this level can be dramatic: for example on a Tuesday in April this year the GM at Everest Platinum was under physical attack from some workers led by AMCU shop stewards. After such a workshop from Friday till Sunday that week, I understand that the union and management together submitted a document to the Board elucidating how in partnership they would save the mine from closure. Two groups that previously had hardly spoken to each other now had a common vision and purpose. Unfortunately I had been brought in far too late, and the economic crisis, together with too-high monthly losses, led to the Board closing the mine down. At Delmas Coal, the HR manager described what we had achieved in 3 days as a "miracle", following several years of conflictual interaction. The overall culture change intervention led to a major improvement within 4 months, from 80% of target to 120% and positive reductions in injuries. Of course, meaningful VFL would continue to be part of the leadership role in future, with coaching skills having been honed here too.
At this stage or later, the decision may be made to engage the local community, either through initial workshops with community leaders or through arranged meetings with the communities themselves. With the unions on board, this becomes easier. The same would go with the DMR, with relationship building exercises designed to build a common vision and approach.
These workshops align middle managers to the strategic plan and approach to culture change, teaching them how to successfully work with and motivate their subordinates without shouting and screaming, in a way that creates win-win solutions: through enabling and understanding their workers and improving their own emotional intelligence skills. They would be trained to become successful coaches for safe production. Of course, if there already were a BBS programme in place, the two interventions would be integrated in the best possible way. CBBS can enhance any BBS process, and does not take its place necessarily.
These workshops enable employees to "empty" their frustrations and build a true sense of team empowerment. As mentioned, singing, dancing and storytelling are amongst the African-centred mediums to win hearts and minds at this level. (An example will be played in the presentation itself, with the words given below). The teams create their own safety song, to be sung when the energy and focus is needed. They would determine for themselves the most important Hazards and risks within their own specific team work environment, and together work out ways to ensure that these are fully taken into account at all times. One of the conclusions of Prof Schutte's research was that there is a necessity for a set of behavioural rules, including safety rules, accepted through involvement–and this is part of that process. The team becomes self-directed and self-motivated, creating a values based environment (in which Zero Harm is one of the values and not a separate entity) in which the team itself holds its members accountable to living both the behaviours that emerge from the values and improved safety and production. Discipline is thus maintained within the team, and the role of the supervisor becomes more one of coaching and facilitating the successful team process. From Pfeffer's research on participation, it is clear that the higher the level of participation the greater safe production, and our results too have demonstrated this. For example, a shaft team at Kroondal Platinum which increased its production from 83% to 120% within 6 weeks after the workshop, with no incidents for months thereafter. Or a shaft led by Production Manager Tony Joubert which improved call from around 90 to 95% to around 140%, using the culture-based processes we have described–together with superior people–centred leadership from Tony.
Members of this Safety Alliance would be selected from all mine levels, based on their enthusiasm for the process. They would be trained in, amongst others, observation and feedback and coaching skills. While these will have been trained thus far at all levels, the skills learn here would be much more advanced. This team would spend time doing safety and team culture observations, and would give feedback to senior management for further strategic input and direction. This alliance would meet on a weekly or fortnightly basis to discuss results.
Once all have attended the workshops, the values/code of conduct/ Cardinal Rules which have been developed from the bottom up will be launched for the whole company. As these are now "our" Rules, they rarely become points of contention between, for example, management and unions. In fact, in the initial workshops, we usually negotiate an agreement that anybody breaking the Cardinal Rules would be out of the company, unsupported by anybody, as they have put lives at risk. This will go together with a Safety Song competition. For example, at Douglas Coal, we had 27 entries, mostly from shop floor and often together with their supervisors. Between management and unions (AMCU, NUM and UASA )and ourselves we then selected the best song, awarded the winning team, and learnt the song in plenary. This is sung before people go underground, at their waiting places, and when energy is low. A mine-wide "Crossing the Line" ceremony helps to ensure wide-scale commitment to the intervention. This launch generally energises the whole mine.
The natural work teams meet on a monthly basis to ensure that the values and expected behaviours that emerge from these are lived, and to gently hold each other accountable if they are not. Facilitators from HR, Safety Department, and the Safety Alliance, who have been trained, would facilitate these 1 to 2 hourly processes. These, together with the song, participative theatre, and group discussions about Safe Production, would help build sustainability. The Imbizo process should carry on monthly as long as the mine is in operation.
I've given just a brief outline of what a Culture Based Behavioural Safety intervention can entail. The main point is to build a new safe production culture that bridges divides of the past and builds a common vision and approach that improves safety and production and creates a workplace enthused with Ubuntu. This is most definitely possible, with desire and commitment from all!
I have shown the shortcomings of previous models, the dangers of not addressing the gaps and unresolved problems at different levels and between levels, and what a new model as exemplied by Lance Bloch & Associates' Culture-Based Behavioural Safety (CBBS) needs to take into account. I trust it has been of use and can contribute towards what is, after all, nation-building work.


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What is VoLTE? Is it Possible to Change LTE to VoLTE?
Nov 16 Nov 17 Bilal Ahmad
" VoLTE is the latest technology of network bands which allows getting a high-speed internet connection on the go. it is the latest technology as Japan is testing for 5G Technology Now. VoLTE stands for Voice Over Long Term Evolution which is the extracted part of LTE and has much more better network Quality as well as it has a High-Speed internet band. After Launching Reliance JIO it makes a lot of Gossips and hype on market of Indian Tele-Communication Company.In this article, you'll Understand What is VoLTE and How to Enable VoLTE in All 4G LTE Smartphone "
What is VoLTE?
VoLTE is a Technology which allows you to make a call to LTE Network. VoLTE Stands for Voice Over LTE.
So 4G is the latest network technology of Network band which was founded in 2008. When it was launched it only uses for High-Speed internet connection.
But VoLTE is totally different from this As in VoLTE we can make calls using our Data.
For making a call on 2G or 3G network both of the devices have to make a cellular circuit and till the circuit completes the call continues and after breaking the circuit it hangs up.
Instead of it in VoLTE network we can make a call using our LTE data or in other words as we use data for browsing the internet on 3G or 2G Network, in VoLTE we can make a call with data.
How VoLTE works
Similar to Voice over IP (VoIP) technology, VoLTE chops up voice calls into small packets and then routes them over the Internet like any other data unit, such as an email or text message. VoLTE is far more efficient and cost-effective than circuit-switched voice networks because it enables service providers to manage one data network rather than separate ones for voice and data. T-Mobile and Verizon Wireless have already begun offering VoLTE service nationwide and AT&T is introducing it in select markets. Sprint has plans for VoLTE too, but as of May 2015, it hasn't announced a timetable for implementation.
Features of VoLTE
For Making calls and Using DATA we do not have to change Network Bands.
4G VoLTE Provides high-speed internet for Browsing and Downloading.
It Offers HD Voice and Video Calling and also HD TV Broadcasting and many other features.
Well, Guys Changing a smartphone from LTE to VoLTE Depends on the handset you Use. It's almost impossible to change all LTE Smartphone to VoLTE but some of these smartphones can change from LTE to VoLTE. Below I have explained in Detail which may surely help you to Understand.
The Handset You Use –
Well there are two types of LTE Handsets are Available;
Type 1. Those Which are capable of using Both Data and Voice Both over the LTE Network and
Type 2. Those Which uses LTE for Only using data, and for the voice communication use 2G or 3G.
In technical way Type, 1 Handsets are implemented with GSMA IR.92 and IR.94 The standard which shows that these handsets will support VoLTE.
Type 2 Handsets preferred "DATA Only" LTE smartphone. Those phones are only capable of using LTE data for Browsing internet. But some of the Handsets can support VoLTE by making some firmware changes in it but not all of the handsets.
So, Guys, it's not possible to say that you can change all 4G LTE smartphone with VoLTE but there are some firmware changes may help you but they can make damage as well on your smartphone. I think you will understand now "What is VoLTE" and all its features. Here are some more about What is VoLTE, its benefits and limitations.
The key benefits of VoLTE
Much improved call-quality
VoLTE offers superior call quality to 2G and 3G calls, that's because much more data can be transferred over 4G (three times more than 3G and six times more than 2G), allowing for considerably improved the clarity of tone and voice, making for an altogether richer calling experience.
Improved coverage and connectivity
VoLTE can connect calls up to twice as fast as current 2G and 3G methods allow. It also means that by using 4G LTE services, less spectrum required to maintain 2G services and network operators are able to repurpose that for further capacity on 4G networks.
Better battery life
A mobile phone without VoLTE needs to switch from 4G back to 3G or 2G before it makes a call, then once the call finished it has to re-establish a connection to the 4G network. That switching, together with the time spent searching for new signals uses a significant amount of power.
Because VoLTE uses a constant 4G service, this greatly improves device battery life.
Limitations of VoLTE
Both devices require VoLTE for some implementations
Initially at least, for some applications of VoLTE, both the connecting devices will require VoLTE compatibility for one or the other to benefit from it.This is a big problem as consumers will restrict by the speed in which the platform adopted by other network users.
Network interoperability
Full network interoperability may take some time, so it will only be possible for some people to contact those who are also on the same network with VoLTE.
As much of VoLTE services tie in with data use, unlike traditional services that charge customers based on minutes and text allocation, you may need to have larger amounts of data available, which could be expensive
So Guys This was my Post On " What is VoLTE? Can we change all LTE Smartphone to VoLTE ? ". Hope you Guys Like my Post. If you plz make sure to share it with your Friends so they can read it as well.
Also Read: Apple iPhone X Face ID software 'cracked' By Hackers
Posted in TechnologyTagged how to change lte to volte, lte, lte vs volte, volte, volte to lte
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Family of injured Club Q shooting victims say the road to recovery is long
by: Gabby Easterwood
COLORADO SPRINGS, Colo. (KDVR) – It's been one week since a person opened fire inside a gay nightclub in Colorado springs and families of victims are still reeling with the emotions.
What started as a text in the family group chat of a night out dancing turned bone-chilling for Mark Slaugh "I looked over at my phone and the last message I saw around midnight was there was a shooting, oh my god we've been shot."
Mark's two siblings, Charlene and James, as well as James's boyfriend had all been shot.
James's boyfriend was shot once in the thigh, causing minor issues. James was hit in the chest, shattering his shoulder. Charlene sustained the worst injuries, having been shot an estimated 13 times.
Mark said she's undergone surgery every day this week, though she has her sights set on recovery, adding "she got shot up really badly and she's determined to not let that stop her. She said I have life goals and I have to get out of here so I can go back to them."
Pulse club shooting survivors to visit Colorado Springs
Like the Slaugh family, shock is continuing to set in for those affected "I think the hardest part is even after the physical wounds heal you have these tremendous emotional and psychological wounds that are gonna haunt them the rest of their lives," Mark said.
LGBTQ+ leaders like Leslie Herod, said we must do better.
"This was an act of terror and an act of hate. A lot of these shootings across the country stem from hate. This hateful rhetoric. This dehumanization of people makes folks feel like it's okay to take multiple people's lives. It's gotta stop. We as elected officials have to do more, but also we as a community have so much more work to do."
To donate to the Slaugh family, they have a GoFundMe set up here. You can find ways to help the rest of the Club Q victims here.
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For the United States Air Force, Atomic Irrigation (under contract to Parsons Engineering) delivers Fort MacArthur Parade Grounds Irrigation Design.
The Fort MacArthur Air Force Base parade grounds, located in San Pedro, California had been wasting irrigation water for many years due to a poorly designed irrigation system. In order to keep the grounds "looking green" the maintenance personnel were over watering areas that were curently getting poor coverage.
Project scope included a new irrigation system design using the latest in technology. Project requirements dictated that the new system design automatically adjust for changing weather and soil conditions. Furthermore, the Air Force was looking to save money on water usage, protect existing landscape and hardscape investments, increase efficiency through automation, achieve sustainable water management and realize a rapid ROI.
Atomic Irrigation designed and delivered an irrigation system that achieves these requirements on time.
Whether you need to irrigate a commercial shopping center, municipal building, sports field, parking lot, private residence or an Air Force Base, Atomic Irrigation can help. We're up to speed on all the latest in technology from low-water spray heads, drip irrigation products and the latest ET Controllers.


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Hill College
PotentialEnergyShelvesSE.pdf - Gulik M May 3 Name Date Student Exploration Potential Energy on Shelves Vocabulary gravitational potential energy kinetic
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_05.06 Scatter Plots and Line of Best Fit..pdf
Y Intercept
Elementary mathematics
Graph of a function
York University • PHYSICS PHYS 1010
Modesto Junior College • MATH 221
St. John's University • PHY 1610L
Anne Arundel Community College • PHY 111
Name: ______________________________________ Date: ________________________ Student Exploration: Potential Energy on Shelves Vocabulary: gravitational potential energy, kinetic energy, potential energy, weight, work Prior Knowledge Questions (Do these BEFORE using the Gizmo .) 1. Look at divers A and B in the picture at left. Which diver had to put the most effort into climbing to the top of his board? Explain. _______________________________________ _______________________________________ 2. Which diver do you think will make the biggest splash? Explain. _________________________ _______________________________________ _______________________________________ Gizmo Warm-up It takes energy to climb up to the top of a diving board, and of course a diver that leaps off the board and makes a big splash in the water also has a lot of energy. But how much energy does a diver have while he is standing at the top of the diving board? Even at the top of the board, the diver has energy ² a type of energy called potential energy . Potential energy is the energy an object has because of its position or shape. Using the Potential Energy on Shelves Gi]mR , \RX Zill diVcRYeU hRZ gUaYiW\ giYeV objects potential energy because of their position above the floor. 1. Which object on the SIMULATION pane most likely has the least potential energy? Why? because B is closer to the water than A The Ball because it is already on the floor _________________________________________________________________________ 2. Click on the TABLE tab. The potential energy ( PE ) of each object is given in joules (J). List the objects in order from lowest to highest potential energies. _________________________________________________________________________ Gulik M May 3 A because it is higher than Point B A because B is closer to the water than A The Ball because it is already on the floor Ball 0.00 paper 0.31 clips 0.781
Activity A: Factors affecting GPE Get the Gizmo ready: x Select the BAR CHART tab and turn on Show numerical values .
Dr Michael M. Krop Senior High
SCIENCE 1010
Potential Energy Gizmo.pdf
Balochistan University of Information Technology, Engineering and Management Sciences (City Campus)
DJJDJ 736901
PotentialEnergyShelvesSE-3
James F Byrnes High
SCIENCE 328200AW
PotentialEnergyShelvesSE.docx
AA 1
PotentialEnergyShelvesSE Gizmos.doc
Linden High School
PHYSICS 101
PEShelvesSE
University of the Southern Caribbean
PHYS 141
Career Academy & Technical School
PH MECHANICS
weston.bryce_4.4 PotentialEnergyShelvesSE.pdf
FA_1_-_POTENTIAL_ENERGY_ON_SHELVES.docx
Brown, J, PotentialEnergyShelvesSE.docx
North Salem High School
SCIENCE UNKNOWN
Diana Guzman - GPE Gizmo Lab Sheets.pdf
Dr Michael M. Krop Senior High • SCIENCE 1010
Balochistan University of Information Technology, Engineering and Management Sciences (City Campus) • DJJDJ 736901
James F Byrnes High • SCIENCE 328200AW
No School • AA 1
Linden High School • PHYSICS 101
University of the Southern Caribbean • PHYS 141
Career Academy & Technical School • PH MECHANICS
San Jose State University • CHEM 02
North Salem High School • SCIENCE UNKNOWN


text:
Phrases we hate
heart_of_pyrite
"I'm gonna delete the next person who comments about football."
Most of our social media pet peeves involve poor spelling or grammar, but this one infuriates me to no end. It must not be a common peeve, because I see my college-educated and normally level-headed friends use it just as often as the proverbial crazy aunt who types in all-caps. But I hate it. It just sounds so ignorant and dismissive to me, like something a tween bully with no imagination would say: "I'm gonna delete you!" Dudes, I don't know if anyone has told you, but you can't delete a person. On Facebook, you unfriend them, or block them, or remove/delete them from your friends list, however you want to phrase it. On Twitter or instagram or whatever the fuck else, you unfollow. You don't delete the people, you don't delete the content they've added to whatever forum; you remove that content from your sight. You don't cause them to cease to exist. Now I'm just getting literal, but it just sounds so dipshitty to me.
Let's bitch, GT! What are phrases you hate that seem to be universally acceptable for some reason?
Also: Related peeves:
1. "If you support _____, go ahead and delete me." Um, NO. Just sounds childish and entitled. If you don't like what someone else is saying, it's your job to do the hard work of clicking "unfriend". Bye, Felicia!
2. "I purged like half my friends list last night! A long time coming, whew." Firstly, I (personally) find it strange when people put so much effort into carefully cultivating their friends lists. I mean, yeah, shed the creeps and the people whose opinions you just can't stand and the people you'd like to hide your own opinions from, but do you really need to check twice a year to ascertain how much connection you'd like with each individual person? Secondly, okay, if that's important to you, whatever, but NOBODY CARES and it's weird of you to announce it.
Some people put so much damn energy and thought into Facebook. And who am I to say that, since I just put all that thought into bitching about it? Heh. But seriously, I have family members who go on and on about the drama "Facebook" causes. No, dears, Facebook didn't cause the drama. You caused the drama by saying things on Facebook that you wouldn't say in person. Period. I should make a bumper sticker:
FACEBOOK doesn't start shit. PEOPLE start shit.
ETA: Coincidentally, my last GT post is about how much I love to start shit on FB (with deserving parties, of course). :D lolz! At least I don't deny it!


It is very exciting when one of the resident artists in London's diverse street art scene invites you to partake in a collaboration.
I met Carlos Cashiero at the Tribe '15 exhibition curated by Chrom Art and we talked about possibly getting together to do a mural collaboration. Fast forward to April 2016 and we embarked on a test run at Leake Street (who would have thought that green, gold, red, and silver would go together so well) before we met a few days later near to West Croydon Station to work on the exciting mural on the opposite side of the road.
It is always refreshing and inspiring to let go of ego and allow your work to be influenced by your fellow artist. I look forward to working with Mr Cashiero more in the future.
Special thanks to Rise Gallery for the opportunity.


text:
Wauseon councilors sworn in
By Krista Anderson - For the Expositor and Enterprise
Newly appointed and elected Wauseon City Council members were sworn in last week.
Krista Anderson | AIM Media Midwest
Four councilmen and a new council president sworn in at last week's Wauseon Council Meeting.
Immediately after the pledge of allegiance was said and the moment of silence was had at the Jan. 4 meeting, the new council president, Scott Stiriz, was nominated, sworn in, and took his seat at the table. Tom Mcwatters, Law Director for the city, said with a smile, "I am looking forward to working with the new council president in the hot seat."
Four councilmen were then sworn in by Mayor Kathy Huner. Two of these councilmen, Harold Stickley and Steve Schneider, have already served one term. In November, they were elected to serve another four year term that started Jan. 1.
Sarah Heising was also sworn in. She was appointed by council in July to fill the vacant spot that had been left by Jeff Stiriz's death. In November, she was elected to take her own seat. Brandon Tijerina was appointed to finish out Jeff Stiriz's term.
A moment of respect was given to former Mayor Curt Fauver, who passed away in December. He served the city from 1986-1991. The council remembered him fondly.
Huner said, "He loved the City of Wauseon." Fauver always walked the city's memorial day parade. Rick Sluder, now Fire Chief of Wauseon, said, "He swore me in as a full time police officer in 1987."
A public hearing has been scheduled on Jan. 17 at 5 p.m. on the Seneca Drive tax incentive ordinances. The purpose of this hearing is for the council to hear the pros and cons of going forward with the TIF program.
The TIF (tax increment financing) program is set up to pay for the infrastructure improvements on the Seneca Drive property that is being developed. The infrastructure improvements consist of roads, sidewalks, curbs, water and sanitation, and storm sewers.
The development of this property will bring much needed housing for the city of Wauseon and surrounding areas as stated at the previous council meeting in December.
Huner appointed councilmen to various boards and committees such as the Pride Wauseon Preservation and Design Review Board. She laughingly appointed the new council president, Scott Stiriz, to this board by saying, "Oh, by the way, I added you to this board Scott."
All departments gave a report with the finance director, Jaimie Giguere, summarizing her report by saying she was still trying to close out the year. However, she gave statistics about the 2021 year end tax revenue. "There was $4.4 million in tax revenue that was collected which is 16% higher than 2020 and 3.8% higher than 2017, which was the highest year so far," Giguere said.
The fire station is waiting for the springs for their new doors so they can finally occupy their new space. Sluder also said that they needed to hire paramedics.
Keith Torbet, Director of Public Services, reported that their new hire started and they are at full staff. Torbet said, "The new hire got initiated taking down Christmas decorations and with a couple of water breaks."
The Police department is in the process of hiring a full time officer. Police Chief Kevin Chittenden said, "The holidays went smooth and all was quiet."
https://www.fcnews.org/wp-content/uploads/sites/45/2022/01/web1_waus-council-swearing.jpgNewly appointed and elected Wauseon City Council members were sworn in last week. Krista Anderson | AIM Media Midwest
By Krista Anderson
For the Expositor and Enterprise
Hi! A visitor to our site felt the following article might be of interest to you: Wauseon councilors sworn in. Here is a link to that story: https://www.fcnews.org/news/34781/wauseon-councilors-sworn-in


text:
Izarraitz är ett berg i Spanien.   Det ligger i provinsen Gipuzkoa och regionen Baskien, i den norra delen av landet,  km norr om huvudstaden Madrid. Toppen på Izarraitz är  meter över havet, eller  meter över den omgivande terrängen. Bredden vid basen är  km.

Terrängen runt Izarraitz är huvudsakligen kuperad. Den högsta punkten i närheten är  meter över havet,  km öster om Izarraitz. Runt Izarraitz är det ganska tätbefolkat, med  invånare per kvadratkilometer. Närmaste större samhälle är Azkoitia,  km söder om Izarraitz. I omgivningarna runt Izarraitz växer i huvudsak blandskog.

Klimatet i området är tempererat. Årsmedeltemperaturen i trakten är  °C. Den varmaste månaden är juli, då medeltemperaturen är  °C, och den kallaste är december, med  °C. Genomsnittlig årsnederbörd är  millimeter. Den regnigaste månaden är januari, med i genomsnitt  mm nederbörd, och den torraste är augusti, med  mm nederbörd.

Kommentarer

Källor

Berg i Baskien
Berg i Spanien 1000 meter över havet eller högre

redpajama_set_name: RedPajamaWikipedia


We are looking for people to join our team in Pader, Northern Uganda. There are some exciting opportunities available.
Click on the links below to explore what they are and see if you are the person we are looking for!
← Sue and Ineke did it!


text:
James Edwin Gunn (geboren 12. Juli 1923 in Kansas City, Missouri; gest. 23. Dezember 2020 in Lawrence, Kansas) war ein amerikanischer Science-Fiction-Autor und -Forscher. Er galt als Pionier der wissenschaftlichen Beschäftigung mit und der akademischen Rezeption von Science-Fiction und als wichtiger Herausgeber und Kritiker in diesem Bereich.

Leben

Gunn war der Sohn von J. Wayne Gunn und Elsie Mae, geborene Hutchison. Sein Vater war Drucker und mehrere Mitglieder der Familie arbeiteten im Druck- und Verlagswesen. Von 1943 bis 1946 diente er in der United States Naval Reserve und studierte danach an der University of Kansas, wo er 1947 den Bachelor in Journalismus machte und 1951 mit einem Master in Englisch abschloss.
Im selben Jahr heiratete er Jane Frances Anderson, mit der er zwei Söhne hatte. Nach seinem Studium arbeitete er bis 1952 als Redakteur bei der Western Printing and Lithographing Company in Racine, Wisconsin und war danach eine Zeit lang freier Schriftsteller. 1955 wurde er Herausgeber der Alumni Publications der University of Kansas und begann 1958 dort als Dozent für Englisch und zugleich als Verwaltungsangestellter in der Öffentlichkeitsarbeit der Universität (bis 1970). 1974 wurde er Professor für Englisch. Zuletzt war er emeritiert.

Gunn ist ein Pionier der literaturwissenschaftlichen Forschung im Bereich der Science-Fiction. Bereits in seiner Master-Arbeit The Philosophy of Science Fiction, die 1953 in Fortsetzungen in Dynamic Science Fiction abgedruckt wurde, beschäftigte er sich mit dem Thema SF. 1969 gab er eine der ersten Universitätsvorlesungen zum Thema und 1982 begründete er das Center for the Study of Science Fiction (CSSF), das erste Forschungsinstitut seiner Art, für das er bis in seine letzten Lebensjahre beratend arbeitete.
In den Jahren 1971 und 1972 war er Präsident der Autorenvereinigung Science Fiction and Fantasy Writers of America, von der er 2007 mit dem Grand Master Award geehrt wurde. Ferner war er von 1980 bis 1982 Präsident der Science Fiction Research Association.

Werk
Gunn ist Autor mehrerer Monographien über SF. Deren Themen sind die Geschichte der Science-Fiction (Alternate Worlds: The Illustrated History of Science Fiction, 1975, 1976 mehrfach ausgezeichnet), das Schreiben von SF (The Science of Science-Fiction Writing, 2000), das Lesen von SF (Reading Science Fiction, 2008), die Theorie der SF (Speculations on Speculation: Theories of Science Fiction, mit Matthew Candelaria, 2005) und er ist Autor eines SF-Lexikons (The New Encyclopedia of Science Fiction, 1988, bei den Hugo-Nominierungen 1989 auf Platz 3). Seine Isaac-Asimov-Biographie (Isaac Asimov: The Foundations of Science Fiction, 1982, überarbeitete Fassung 1996) wurde 1983 mit dem Hugo ausgezeichnet.

Zu seinen bedeutenden Arbeiten gehört auch eine von Gunn herausgegebene sechsbändige Anthologie The Road to Science Fiction (1977–1998, deutsch Wege zur Science Fiction in 12 Bänden, 1990–2001), in der die Entwicklung der Science-Fiction von den Anfängen im Gilgamesch-Epos der Sumerer, über die Vorläufer (Poe, Verne, Wells) und die Klassiker (Heinlein, Farmer, Dick) bis zur Gegenwart und in die Zukunft exemplarisch dargestellt wird. Der fünfte Band (The British Way) ist der britischen und der letzte Band (Around the World) der internationalen Science-Fiction gewidmet.
Außer diesen Einzelveröffentlichungen verfasste Gunn Hunderte von Essays, Artikeln, Einleitungsbeiträgen und Rezensionen zum Thema SF.
2017 erschien eine Autobiographie (Star-Begotten: A Life Lived in Science Fiction), in der er seinen Weg als SF-Autor und -Forscher und seinen Anteil an der Geschichte des Genres schildert.

Selbst literarisch zu schreiben begann Gunn 1947, als er ein Theaterstück verfasste, gefolgt von einigen journalistischen Beiträgen für Zeitungen und Hörfunk. 1948 wandte er sich der Science-Fiction zu und 1949 erschien eine erste Kurzgeschichte. Gunn gilt damit gegenwärtig (Stand 2018) als "dienstältester" SF-Autor. Unter den bekannten SF-Autoren war inzwischen nur noch Jack Williamson mit 78 Jahren länger aktiv. Die ersten zehn seiner Kurzgeschichten erschienen unter dem aus Gunns Vornamen gebildeten Pseudonym Edwin James.
Inzwischen hat er Dutzende von Romanen und weit über 100 Kurzgeschichten verfasst, wobei die Kurzgeschichte als seine eigentliche Domäne gilt, was auch daran abgelesen werden kann, dass einige seiner Romane eher Fix-ups von Kurzgeschichten sind, zum Beispiel Station in Space (1958), The Immortals (1962) und The Listeners (1972).

In The Immortals (deutsch Der Gamma-Stoff) entdeckt man, dass ein Bestandteil des Bluts einiger weniger Menschen diese unsterblich macht. Der Effekt ist durch Bluttransfusion übertragbar, was dazu führt, dass man Jagd auf die Träger des Gamma-Stoffs zu machen beginnt, die wiederum in den Untergrund abtauchen. Die Unsterblichkeit wird zu einem Privileg weniger Millionäre, die sich in riesigen Krankenhauszentren behandeln und vor Infektionen schützen lassen – der Gamma-Stoff macht zwar unsterblich, schützt aber nicht vor Unfall und Krankheit –, während ringsum die Städte zu Slums verfallen. Man hat den Roman als eine Kritik am amerikanischen Gesundheitssystem gelesen.

The Listeners (deutsch Die Horcher) beschreibt den Verlauf der Kommunikation zwischen der Menschheit und einer außerirdischen Zivilisation. Aus der Perspektive sechs verschiedener Protagonisten – entsprechend sechs ursprünglich getrennt erschienenen Einzelerzählungen – wird der Verlauf des Kontakts erzählt, beginnend mit dem Empfang eines ersten Signals aus dem 46 Lichtjahre entfernten Doppelsternsystem der Capella. Da es 92 Jahre dauert, bis eine Rückmeldung auf eine Antwort erwartet werden kann, überspannen die Erzählungen einen langen Zeitraum, bis 2118 die Antwort von Capella eintrifft und in Empfang genommen wird von einem Computer, der sich an der Schwelle des Bewusstseins befindet.

Gunns Erzählungen wurden mehrfach für Rundfunk und Fernsehen adaptiert.
Insbesondere wurde seine Kurzgeschichtenserie The Immortals zu einer von ABC 1969 bis 1970 in 16 Folgen gesendeten Fernsehserie verarbeitet, zu der Gunn wiederum eine Romanfassung schrieb. Die in der Vorlage präsente Sozialkritik erschien nicht in der Fernsehserie, die sich auf die Jagd auf die Unsterblichen konzentrierte.
Die Erzählung The Cave of Night (1955) diente als Vorlage für die Episode Man in Orbit (1959) der Fernsehserie Westinghouse Desilu Playhouse, die auf CBS lief.

Übersetzungen von Gunns Werken liegen auf Deutsch, Französisch, Italienisch, Niederländisch, Russisch, Polnisch und Kroatisch vor.

Auszeichnungen
Gunn wurde vielfach ausgezeichnet, vor allem für seine biographischen und literaturwissenschaftlichen Arbeiten sowie als langjähriges und verdientes Mitglied des SF-Fandom.
Außerdem war er Ehrengast der Worldcon 2013 (LoneStarCon 3).

 1976: Byron Caldwell Smith Award
 1976: Pilgrim Award für seine Beiträge zur SF-Forschung
 1976: Worldcon Special Convention Award für Alternate Worlds: The Illustrated History of Science Fiction
 1976: Locus Award für Alternate Worlds: The Illustrated History of Science Fiction
 1982: Eaton Award für das Lebenswerk
 1983: Hugo Award für Isaac Asimov: The Foundations of Science Fiction in der Kategorie nonfiction book
 1989: Edward Grier Award für seine Leistungen als akademischer Lehrer
 1997: Clareson Award der SFRA für seine Beiträge zu SF-Forschung
 2000: Moskowitz Award der I-CON
 2000: Analog Readers Poll für die Erzählung The Giftie
 2007: SFWA Grand Master Award für das Lebenswerk
 2009: First Fandom Hall of Fame Award
 2015: Aufnahme in die Science Fiction and Fantasy Hall of Fame

Bibliographie

Serien
Die Serien sind nach dem Erscheinungsjahr des ersten Titels sortiert.

Dr. Russell Pearce
 New Blood. 1955. (Kurzgeschichte)
 Not So Great an Enemy. 1957. (Kurzgeschichte, auch als: Medic)
 Deutsch: Der Heiler. In: Wulf H. Bergner (Hrsg.): Als der Wind starb. Heyne SF&F #3288, 1972. Auch als: Kein allzu großer Feind. In: Hans Joachim Alpers, Werner Fuchs: Die Fünfziger Jahre II. Edition SF im Hohenheim Verlag, 1982, ISBN 3-8147-0019-8.
 The Immortals. 1958. (Kurzgeschichte, auch als: Immortal und The Immortal)
 Donor (1960, Kurzgeschichte)
 The Immortals. 1962. (Sammlung)
 Deutsch: Der Gamma-Stoff. Goldmanns Zukunftsromane #57, 1964.
 Elixir. 2004. (Kurzgeschichte)

Station in Space
 The Cave of Night. 1955. (Kurzgeschichte)
 Deutsch: Die Höhle der Nacht. In: Lothar Heinecke (Hrsg.): Galaxis Science Fiction, #1. Moewig, 1958. Auch als: Höhle der Nacht. In: Walter Spiegl (Hrsg.): Science-Fiction-Stories 68. Ullstein 2000 #131 (3351), 1977, ISBN 3-548-03351-2.
 Hoax. 1955. (Kurzgeschichte)
 The Big Wheel. 1956. (Kurzgeschichte)
 Space Is a Lonely Place. 1957. (Kurzgeschichte)
 Powder Keg. 1958. (Kurzgeschichte)
 Station in Space. 1958. (Sammlung)
 Deutsch: Science-Fiction-Stories 70. Ullstein 2000 #138 (3404), 1978, ISBN 3-548-03404-7 (enthält nur Übersetzungen der drei Amos-Danton-Geschichten Hoax, Powder Keg und Space Is a Lonely Place).

John Wilson (Kurzgeschichten) 1 Witches Must Burn. 1956.
 Deutsch: Verbrennt die Hexer. In: Wolfgang Jeschke (Hrsg.): Die große Uhr. Heyne SF&F #3541, 1977, ISBN 3-453-30434-9.
 2 Trial by Fire. 1969.
 3 Witch Hunt. 1969.The Listeners
 The Listeners. 1968. (Kurzgeschichte, auch als: Robert MacDonald – 2025)
 The Message. 1971. (Kurzgeschichte, auch als: William Mitchell – 2028)
 Robert MacDonald – 2058. 1972. (Kurzgeschichte)
 The Answer. 1972. (Kurzgeschichte, auch als: Andrew White – 2028)
 The Reply. 1972. (Kurzgeschichte, auch als: The Computer – 2118)
 The Voices. 1972. (Kurzgeschichte, auch als: George Thomas – 2027)
 The Listeners. 1972. (Sammlung)
 Deutsch: Die Horcher. Heyne SF&F #3951, 1983, ISBN 3-453-30881-6.

Crisis (Kurzgeschichten) Child of the Sun. 1977.
 Man of the Hour. 1984.
 The End of the World. 1984.
 Mother of the Year. 1985.
 Touch of the Match. 1985.
 Will of the Wisp. 1985.
 Crisis! 1986 (Roman)Star Trek The Joy Machine. 1996.The Gift from the Stars (Kurzgeschichten) The Giftie. 1999.
 Pow'r. 2000.
 The Abyss. 2000.
 The Rabbit Hole. 2001.
 Uncreated Night and Strange Shadows. 2005.Riley and Asha
 1 Transcendental. 2013.
 2 Transgalactic. 2016.
 3 Transformation. 2017.

 Riley and Asha: Tales from the Transcendental. (Kurzgeschichten)
 The Escape of the Adastra: Asha's Story. 2017.
 Transcendental Mission: Riley's Story. 2017.
 Weighty Matters: Tordor's Story. 2017.
 Arriving at Terminal: XI's Story. 2017.
 The Ganymede Gambit: Jan's Story. 2017.
 Love and Death and the Star that Shall Not Be Named: Kom's Story. 2017.
 The Final Commandment: Trey's Story. 2018.
 The Seeds of Consciousness: 4107's Story. 2018.

Romane
 Star Bridge. 1955. (mit Jack Williamson)
 Deutsch: Brücke zwischen den Sternen. Moewig (Terra Extra #177), 1968. Auch: Pabel (Utopia Classics #21), 1980.
 This Fortress World. 1955.
 Deutsch: Von Mauern umgeben. Pabel (Utopia Grossband #60), 1957. Auch als: Das Vermächtnis der Terraner. Bastei Lübbe Science Fiction Taschenbuch #25, 1973, ISBN 3-404-00076-5.
 The Joy Makers. 1961.
 Deutsch: Die Wächter des Glücks. Pabel (Utopia Zukunft #290), 1966. Auch als: Wächter des Glücks. Ullstein 2000 #136 (3389), 1966, ISBN 3-548-03389-X.
 The Immortal. 1970. (Romanfassung der Fernsehserie The Immortal, die auf Gunns Kurzgeschichtenserie basiert)
 The Magicians. 1976.
 Deutsch: Die Tagung der Magier. Goldmann Science Fiction #23320, 1979, ISBN 3-442-23320-8.
 Kampus (1977, auch als: Kampus, 1990)
 The Dreamers. 1981. (auch als: The Mind Master)
 Deutsch: Die Träumer. Heyne SF&F #4292, 1986, ISBN 3-453-31300-3.
 The Millennium Blues. 2000.
 Gift from the Stars. 2005.

Sammlungen
 Future Imperfect. 1964.
 Deutsch: Die Venus-Fabrik. Goldmann Science Fiction #0231, 1976, ISBN 3-442-23231-7.
 The Witching Hour. 1970.
 Deutsch: Die Hexen sind unter uns. Pabel (Vampir Taschenbuch #48), 1977.
 Breaking Point. 1972.
 The Burning. 1972.
 Some Dreams Are Nightmares. 1974.
 The End of the Dreams. 1975.
 Human Voices. 2002.

Kurzgeschichten
 Communications. 1949. (als Edwin James)
 Paradox. 1949. (als Edwin James)
 The Man with Common Sense. 1950. (als Edwin James)
 Private Enterprise. 1950. (als Edwin James)
 Mask of Peace. 1951. (als Edwin James)
 Slave Psychology. 1951. (als Edwin James)
 The Sun Came Up Last Night! 1951. (als Edwin James, auch als: Veiled Knowledge)
 These Things Are Sirius. 1951. (als Edwin James)
 The Slaves of Venus. 1952. (als Edwin James)
 Survival Policy. 1952. (als Edwin James)
 Deutsch: Überlebenspolitik. In: Die Venus-Fabrik. 1976.
 The Misogynist. 1952.
 Deutsch: Der Weiberfeind. In: Lothar Heinecke (Hrsg.): Galaxis Science Fiction, #11. Moewig, 1959. Auch als: Der Frauenhasser. In: Die Venus-Fabrik. 1976.
 The Reluctant Witch. 1953. (auch als: Wherever You May Be)
 Deutsch: Abigail, die Hexe. In: Die Hexen sind unter uns. 1977.
 The Boy with Five Fingers. 1953.
 Deutsch: Wo ist der Unterschied? In: Isaac Asimov, Martin Harry Greenberg, Joseph D. Olander (Hrsg.): Feuerwerk der SF. Goldmann (Edition '84: Die positiven Utopien #8), 1984, ISBN 3-442-08408-3.
 Breaking Point. 1953.
 The Man Who Owned Tomorrow. 1953.
 Killer. 1953.
 A Monster Named Smith. 1954.
 Deutsch: Ein Ungeheuer namens Smith. In: Franz Rottensteiner (Hrsg.): Die Ratte im Labyrinth. Insel (Phantastische Wirklichkeit: Science Fiction der Welt), 1971.
 A Word for Freedom. 1954.
 Open Warfare. 1954.
 Sine of the Magus (1954, auch als: The Magicians)
 Deutsch: Die Zauberkünstler. In: Die Hexen sind unter uns. 1977.
 Danger Past. 1954.
 The Beautiful Brew. 1954.
 Deutsch: Die Schaumgeborene. In: Die Hexen sind unter uns. 1977.
 The Hedonist. 1955. (auch als: Name Your Pleasure)
 Without Portfolio. 1955.
 The Unhappy Man. 1955.
 Shill. 1955.
 Feeding Time. 1955.
 Deutsch: Zeit zum Füttern. In: Herbert W. Maly (Hrsg.): Der metallene Traum. Heyne SF&F #3389, 1971, ISBN 3-453-30284-2. Auch als: Fütterungszeit. In: Die Venus-Fabrik. 1976.
 Little Orphan Android. 1955.
 Deutsch: Versuchsmodell. In: Die Venus-Fabrik. 1976.
 The Naked Sky. 1955. (auch als: The Joy Ride)
 The Gravity Business. 1956.
 Tsylana. 1956.
 Deutsch: Neurotiker. In: Die Venus-Fabrik. 1976.
 The Stilled Patter. 1956.
 Deutsch: Keine Kinder. In: Die Venus-Fabrik. 1976.
 Every Day Is Christmas. 1957.
 Deutsch: Alle Tage ist Weihnachten. In: Die Venus-Fabrik. 1976.
 Green Thumb. 1957.
 Skin Game. 1958.
 Deutsch: Der betrogene Betrüger. In: Die Venus-Fabrik. 1976.
 Deadly Silence. 1958.
 The Reason Is with Us. 1958.
 The Girls Who Were Really Built. 1958. (auch als: Neosho's Choicest)
 Deutsch: Die gutgebauten Mädchen. In: Thomas Landfinder (Hrsg.): Liebe 2002. Bärmeier & Nikel, 1971. Auch: Fischer Orbit #22, 1973, ISBN 3-436-01687-X. Auch als: Die Venus-Fabrik. In: Die Venus-Fabrik. 1976.
 When the Shoe Fits. 1958. (auch als: Cinderella Story)
 The Last Word. 1964.
 Deutsch: Das letzte Wort. In: Die Venus-Fabrik. 1976.
 The Man Who Would Not. 1969. (auch als: The Power and the Glory)
 Kindergarten. 1970.
 Teddy Bear. 1970.
 The Technological Revolution. 1971.
 Imagine (Auszug aus The Listeners) 1972.
 The Old Folks. 1972.
 Fault. 1975.
 If I Forget Thee. 1977.
 Guilt. 1978.
 Deutsch: Schuld. In: Birgit Reß-Bohusch (Hrsg.): Isaac Asimovs Science Fiction Magazin 3. Folge. Heyne SF&F #3664, 1979, ISBN 3-453-30580-9.
 Among the Beautiful Bright Children. 1980.
 The North Wind. 1981.
 Deutsch: Der Nordwind.In: Birgit Reß-Bohusch (Hrsg.): Isaac Asimovs Science Fiction Magazin 25. Folge. Heyne SF&F #4222, 1985, ISBN 3-453-31201-5.
 The Anti-Nuclear Conspiracy. 1982.
 Tiger! Tiger! 1984.
 Man of Parts. 1985.
 Out of My Head. 1986.
 The End-of-the-World Ball. 1989.
 The Futurist. 1993.
 The Gingerbread Man. 1995.
 The Lens of Time. 1995.
 The Day the Magic Came Back. 1996.
 Tales from the Spaceship Geoffrey. 2010.
 Patterns. 2014.
 Saving the World. 2016.
 New Earth. 2016.
 The March of the Little Green Men. 2017.

Anthologien
 Nebula Award Stories 10 (1975)
 Deutsch: Der Tag vor der Revolution. Moewig (Playboy Science Fiction #6732), 1982, ISBN 3-8118-6732-6.
 The Best of Astounding. 1992.

The Road to Science Fiction
 1 From Gilgamesh to Wells. 1977.
 2 From Wells to Heinlein. 1979.
 3 From Heinlein to Here. 1979.
 4 From Here to Forever. 1982.
 5 The British Way. 1998.
 6 Around the World. 1998.
 Deutsch: Wege zur Science Fiction. 12 Bände Heyne.
 1 Von Gilgamesch bis Hawthorne. 1990.
 2 Von Poe bis Wells. 1989.
 3 Von Wells bis Stapledon. 1988.
 4 Von Huxley bis Heinlein. 1988.
 5 Von Heinlein bis Farmer. 1989.
 6 Von Clement bis Dick. 1990.
 7 Von Ellison bis Haldeman. 1991.
 8 Von Matheson bis Shaw. 1992.
 9 Von Lem bis Varley. 1993.
 10 Von Malzberg bis Benford. 1993.
 11 Von Shelley bis Clarke. 2000.
 12 Von Ballard bis Stableford. 2001.

Sachliteratur
 Alternate Worlds: The Illustrated History of Science Fiction. 1975.
 The Discovery of the Future: The Ways Science Fiction Developed. 1975.
 Science-Fiction Writers 3 Isaac Asimov: The Foundations of Science Fiction. 1982.
 The New Encyclopedia of Science Fiction. 1988.
 Inside Science Fiction: Essays on Fantastic Literature. 1992. (auch als: Inside Science Fiction: Second Edition. 2006)
 The Science of Science-Fiction Writing. 2000.
 Speculations on Speculation: Theories of Science Fiction. 2005. (mit Matthew Candelaria)
 Reading Science Fiction. 2008. (mit Marleen S. Barr und Matthew Candelaria)
 Paratexts: Introductions to Science Fiction and Fantasy. 2013.
 Star-Begotten: A Life Lived in Science Fiction. 2017.
 Modern Science Fiction. 2018.

Literatur
 Hans Joachim Alpers, Werner Fuchs, Ronald M. Hahn: Reclams Science-fiction-Führer. Reclam, Stuttgart 1982, ISBN 3-15-010312-6, S. 178–180.
 Hans Joachim Alpers, Werner Fuchs, Ronald M. Hahn, Wolfgang Jeschke: Lexikon der Science Fiction Literatur. Heyne, München 1991, ISBN 3-453-02453-2, S. 505–507.
 John Clute: Gunn, James E. In: John Clute, Peter Nicholls: The Encyclopedia of Science Fiction. 3. Auflage. (Online-Ausgabe), Version vom 4. März 2018.
 Don D'Ammassa: Encyclopedia of Science Fiction. Facts On File, New York 2005, ISBN 0-8160-5924-1, S. 171 f.
 Stephen H. Goldman: Gunn, James E(dwin). In: Noelle Watson, Paul E. Schellinger: Twentieth-Century Science-Fiction Writers. St. James Press, Chicago 1991, ISBN 1-55862-111-3, S. 344–346.
 Robert Reginald: Science Fiction and Fantasy Literature. A Checklist, 1700–1974 with contemporary science fiction authors II. Gale, Detroit 1979, ISBN 0-8103-1051-1, S. 925.
 Robert Reginald: Contemporary Science Fiction Authors. Arno Press, New York 1974, ISBN 0-405-06332-6, S. 116 f.
 Donald H. Tuck: The Encyclopedia of Science Fiction and Fantasy through 1968. Advent, Chicago 1974, ISBN 0-911682-20-1, S. 195 f.

Weblinks

 James Gunn in der Science Fiction Awards+ Database

 James Gunn in Fantastic Fiction (englisch)
 James Gunn in der Fancyclopedia 3

Einzelnachweise

Autor
Herausgeber
Literaturkritiker
Lexikograf
Literatur (20. Jahrhundert)
Literatur (21. Jahrhundert)
Literatur (Englisch)
Literatur (Vereinigte Staaten)
Science-Fiction-Literatur
Sachliteratur
Star Trek
Roman, Epik
Kurzgeschichte
Erzählung
Essay
Autobiografie
Träger des Hugo Award
Träger des Locus Award
Science Fiction and Fantasy Hall of Fame
US-Amerikaner
Geboren 1923
Gestorben 2020
Mann


She's referring to hen, the new Swedish gender-neutral pronoun introduced at two Stockholm nurseries in 2012. Today hen is frequently used by Swedish children and adults alike. Now other European countries are joining the gender-neutrality trend.
The retailers doing away with boys' and girls' toy signage are major ones indeed: Tesco, Sainsbury's, Morrisons, Boots. The National Union of Teachers, for its part, has launched the Breaking the Mould initiative to address gender stereotypes in primary schools. Marks & Spencer has gone even further, making its toy labelling gender-neutral. The makers of the popular Nerf gun have, in turn, interpreted the trend their own way, launching a pink version for girls. In Norway, Canada and Australia activists are also calling for an end to boys' and girls' signage in toy shops.
Yet in the quest for gender equality in the toddler world, no country has gone as far as Sweden. The nurseries that first introduced hen still use it, and others have joined them. Several new children's books feature a gender-neutral protagonist.
In fact, the humble nursery has – at least in Sweden – gone from a place that provides a safe and playful environment for young children to a forum that pioneers new social norms. Though there are no official statistics regarding the number of Swedish nurseries using hen, Maria Hulth of the gender equality consulting firm Jämställt ("equalised") notes that individual teachers now often opt to use hen even when it's not the nursery's policy. But, she notes, Swedish nurseries' and primary schools' gender-neutral efforts don't end at the neutral pronoun: "They're putting a lot of effort into avoiding words like boys and girls, instead just saying 'children'. And norm critique is growing extremely fast." Hulth reports that her own two children routinely use hen with each other.
Researchers are now beginning to probe how much two years of hen has impacted children's behaviour. But, warns Karin Milles, a linguist at Södertörn University in Stockholm, identifying the pronoun's direct effect will be difficult.
"If a boy behaves a certain way, is it because he says hen or because he wears nail polish? It's impossible to tell," says Milles. Several government agencies now use hen, which was added to the official dictionary this year. On an average day, hen is found in 15 newspapers. Some Norwegians have adopted the pronoun as well.
Given that Sweden is the world's fourth most gender-equal country, as measured in the World Economic Forum's latest gender gap report (only Iceland, Finland and Denmark score higher), practices like the use of hen suggest an already progressive country trying to fix a minor problem.


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text:
What's the antibody coronavirus test Chester County is using?
Alan Yu
Listen 1:49
A paramedic takes blood from a patient in Berlin. (Kay Nietfeld/picture-alliance/dpa/AP Images)
Chester and Delaware counties recently announced they will offer antibody testing for COVID-19 to important workers like those in long-term care facilities, youth centers, and prisons. Chester County started its program Wednesday: 10,000 test kits have already arrived and 10,000 more are expected next week.
Most testing for coronavirus thus far has involved a health care worker swabbing the nose and the back of the throat, collecting material that is then screened for genetic information the virus carries. That test takes a few hours, and you might not get the results for a few days.
By contrast, the antibody test used in Chester County involves taking a blood sample, putting it on a test strip, and waiting for bands to appear in certain places, like a pregnancy test. Each test takes 15 minutes and costs $29.50, which the county will pay for.
But the test is not meant to be used by itself: Advaite, the biotech company with operations in both Chester Springs and Chicago that makes the antibody test, says anyone getting it should follow up with a traditional swab test to confirm coronavirus.
Keystone Crossroads
Rebels with a cause: 'Outlaw' Pa. businesses make coronavirus masks without state approval
Pa. manufacturers say they want to make coronavirus PPE, but some have been stymied by the state's waiver process during the shutdown.
An antibody test works like this: When a foreign substance like a virus enters your body, your immune system will try to fight it by making antibodies to attack that specific intruder. Unless someone has a suppressed immune system or other health conditions, the immune system will make antibodies to a virus regardless of how severely the person is affected by it.
The immune system takes at least seven days after the virus enters the body before it makes antibodies, though some of those antibodies still stay in the blood for months or even years afterward.
An antibody test is "more a retrospective, historical review of whether you've been exposed to the virus," said Alan Wells, professor of pathology at the University of Pittsburgh and medical director for UPMC Clinical Laboratories.
His team developed an antibody test for the new coronavirus that is a little more complex and takes more time: It involves using a centrifuge to separate the blood sample in a lab, to measure how high or low the antibody levels are, instead of just a yes/no test.
Without more research, Wells added, we can't say whether having antibodies to the coronavirus means someone is immune to it.
'Painful cuts' to city services anticipated as Philly faces coronavirus' staggering costs
Numerous Philadelphia councilmembers say that they have been told to expect "deep cuts" to services and operating departments. None have seen details.
"Everyone likes to say, 'I have antibodies and I'm immune,' but we can't say that," he said.
Advaite, which makes the test being used in Chester and Delaware counties, is waiting for emergency use authorization for it from the Food and Drug Administration. That requires further testing to answer such questions as: What happens if a sample contains more than just the new coronavirus? How high is the rate of false positives?
In the meantime, the FDA is letting companies use their tests without agency approval as long as they meet certain guidelines. To date, the FDA has authorized only one antibody test, made by a company in North Carolina. Many groups are working on antibody tests, including the Centers for Disease Control and Prevention.
Karthik Musunuri, CEO of Advaite, said his company can now make about 40,000 test kits a week, and hopes to get up to making 40,000 a day. He said other counties in Pennsylvania have asked about his product.
"We're not superheroes by any means, but we do hope to fulfill as many requests as we can, with priority on local demands," Musunuri said.
An antibody test can be very useful because it allows health officials to do widespread testing to figure out how far the virus has spread, and how many people have developed antibodies to fight it. That's why the National Institutes of Health is funding huge surveys of antibody tests in New York, Seattle, Los Angeles, Boston, San Francisco, and Minneapolis. The World Health Organization is planning a global study.
An antibody test could also tell which people are less susceptible to infection and can return to work. Part of their donated blood could also be used as a treatment for the seriously ill.
Aaron Edlin, professor of economics and law at the University of California, Berkeley, has proposed a system of voluntary antibody testing to mark people as "certified recovered" from the new coronavirus — people who have had the virus, won't get COVID-19 soon, and won't infect other people by shedding the virus. He said those people could become a specialized labor force to get the economy going again, taking risky jobs like working with those vulnerable to the virus, food preparation, and driving buses to hospitals.
"Of course, there's a long history of labeling people that you have to be very sensitive to, and there are dystopian scientific visions that you don't want to get near," Edlin said. "At the same time, we're in an emergency."
A look at how antibodies from a COVID-19 infection and vaccination wane over time
Penn Med researchers found that memory T and B cells play a significant role in fighting COVID-19 even 6 months after vaccination.
Pa. coronavirus update: Synthetic antibodies in development as new COVID-19 treatment
Also, statewide COVID-19 hospitalization rates are now double what they were during the spring peak.
Can we count on a Covid vaccine?
We'll talk about where the vaccine trials stand and the challenges of immunizing large populations. We'll also learn the latest on virus transmission and immunity.
Air Date: August 20, 2020 10:00 am
Listen 49:15
About Alan Yu
@Alan_Yu039 ayu@whyy.org


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At Griot's Garage, we want you as a customer for life. Everything you purchase from us comes with a lifetime guarantee against defect. We want you to enjoy our quality product for 180 days and have fun with it! If you don't like it for any reason during this time, return it for a full refund or credit. After that, you're covered with our lifetime guarantee against defect, in which we will either repair it, replace it, or credit your purchase price if we are able to do neither. Some items have a life span during normal use and they wear out. Our warranty does not include replacement of such items after normal use. Of course our guarantee doesn't cover abuse... But you already knew that.
Customers for life. That's our guarantee.


A 1933 image of the main house at Pomona by Sun photographer A. Aubrey Bodine.
The new driveway at Pomona, photographed in 1917, was designed by vanguard landscape architect and former Olmsted employee Thomas Warren Sears for Pomona's new owner, Abram G. Hutzler. Abram Hutzler was among the first Baltimoreans to own a car.
Pomona came into the Hutzler family's hands in 1915, and the house itself was torn down in November 2016. You can also read Rosemary Hutzler Raun's elegy for Pomona here and get the family's Green Goddess recipe here.


text:
E0 — человекоподобный робот
 E0 — потоковый шифр протокола Bluetooth
 E0 — Код ИАТА американской авиакомпании Eos Airlines
 ε0 — фундаментальная постоянная проницаемости вакуума


I am thinking about doing an article about martial arts as a way for casual, weekend athletes to keep fit during the off seasons, or just stay fit in general. I have some specifics which are unusual and little know among this group.
My questions is where should I pitch this article? I'm thinking fitness magazines. I don't want to approach martial arts magazines because their readers already know this. I'd also like to get paid a decent amount. Any thoughts would be appreciated.


MAPS - Explore New Zealand with online maps.
TRAVEL - Plan your trip to New Zealand.
PHOTOS - See New Zealand through our lens.
New Zealand is a microcosm of all the world's natural wonders. Located in the South Pacific the New Zealand archipelago spans a number of climatic zones and landscape types. The sub-tropical north contains miles of stunning beaches and many smaller offshore islands. The volcanic interior of the North Island is one of the richest volcanic regions on Earth with snow-capped volcanoes, shooting geysers, and thermal lakes. The temperate South Island has a vast mountain range spanning the whole length of the island. To the west are lush rainforests framed by steep snow capped mountains and a wild coastline. This coastline contains spectacular fiords in the south while the sunny northern coast has the best beaches in the country. Both islands contain lush rainforests that give way to sparser vegetation as you head higher up the mountainous terrain.
The first people to arrive in New Zealand were Polynesians called the Maori. Their culture exists alongside a modern western culture today. There are also a number of beautiful cities that rate in the world's top 10 for quality of life.
New Zealand is a land of contrasts. This multicultural wonderland contains some of the most stunning landscapes on Earth with modern cities set in spectacular natural locations.


We offer our Baptism Preparation Program for parents, as a way of preparing them for their child's journey of faith. Baptism Preparation classes take place on Saturdays, six times a year, at 10:00 am. Please call the Parish Office at 732-462-0859 to enroll for class. We encourage our expectant parents to call the parish office prior to the birth of their child.
A special blessing for expectant parents is offered at Sunday Mass once during each liturgical season.
The Mission of the Baptism Ministry Team is to welcome and support families as they prepare to baptize their child by providing education and information about the sacrament of Baptism as the gateway to a lifelong relationship with Christ and the Church.
The Sacrament is celebrated on the 1st and 3rd Sundays of the month at 2 p.m. in the Church, except on holiday weekends. Baptisms are not celebrated during Advent and Lent.


Bosch once again untangles the web surrounding a lengthening string of murders, this time to release the innocent accused on behalf of his attorney and brother, Haller. I love how these two characters have slowly evolved through their uncomfortable relationship and how MC has brought them into partnership, however briefly, in this story. It works very well.
Another well written story with believable characters and a great plot.
Bosch's half brother, Michael Haller, is a criminal defence lawyer: part of the dark side to the police. Here, with much misgiving, Bosch works with Haller in Haller's defence of a man on a murder charge. The narrative cleverly points the distinction in approach of Haller who (rightly) merely seeks to get his client off, and Bosch who seeks the truth. The story cleverly takes us through the seedy parts of Los Angeles society, from corrupt policemen to prostitutes and rent boys, with a weak immoral physician; balanced by the occasional decent human being.


$9.8 million, 74,670 square foot expansion of existing food preparation facility.
Five-story, 105-unit apartment building with approximately 25,000 square feet of retail on first floor. This Mega Realty project is located across from the Village Hall on Plaza Circle.
63 single family home subdivision by K. Hovnanian Homes at the intersection of Route 60/83 and Maple Avenue.
Remaining 33 townhome units in the Lake Ridge Subdivision to be completed by DR Horton homebuilders.
Mundelein, in collaboration with the RTA, CMAP, and other municipalities along the NCS line, is conducting a study to investigate ways in which these stakeholders can work together to improve commuter train service along the North Central Service line.
The Village is working to replace the existing signs at gateways into the Village. The new signs are being designed to better reflect community values and architecture as well as to provide a lasting impact on those traveling in or through the Village. Two have been installed as of December 2018.
A new pedestrian connection is being designed and engineered to provide better connectivity between the residences on the east side of the CN railroad tracks, the Downtown, Plaza Circle, and the Metra Train Station.


Entrepreneur Terri McNally shares the insight she gained from launching and successfully running an independent equipment finance company. She offers six vital lessons for those in the industry who are hoping to create a successful business.
Forty years ago, if someone asked me if I would start a business, I would have laughed. Back then, I was perfectly content with bright prospects. I had a great job at Security Pacific Bank, upcoming marriage plans and big hopes for a family. Being an entrepreneur was not on my radar, and the idea of starting a company in a male-dominated industry never crossed my mind.
Yet years later, here I am — a successful entrepreneur — in an industry still dominated by men, and it's been a great ride.
I started with Security Pacific Bank as a bank teller interacting with people and working to understand their expectations. Eventually, as an automotive loan credit analyst and a loan representative, I learned the ins and outs of credit deals, from structuring loans to assessing applicants and their needs. Then GE Capital recruited me to work in its Commercial Equipment Finance Division.
The move from consumer lending to commercial lending and leasing introduced me to a greater level of complexity and launched the career I enjoy today. In two years, I gained experience with sales support, business development and management. I survived significant industry shake-ups and consolidations by staying flexible. Financial services flew high during the 80s and 90s, and I flew right along. I loved my clients and happily toed the corporate line working for two more big banks — Fleet Capital and Ameritech Capital — in that time.
At home and school, my four children thrived. All was well — until it wasn't.
My floor dropped out in 1999. Downsizing, which had catapulted friends and family into the unknown, came calling for me this time.
Without a job and no longer married, the pressure was intense. I had one child in college and shared parenting responsibilities for my other three sons. I had to move quickly.
Longtime clients and mentors that I had nurtured over the years stepped up as my cheerleaders. They reminded me of my talents and offered their loyalty. With their support, I founded and launched Global Capital. Today we serve more than 65 organizations around the world.
Launching a business is never easy, but I'm willing to share several of the lessons I've learned for those in our industry who are hoping to create a successful business.
1. Nurture your dream, but don't be afraid to shift gears.
You never know how a dream will be fulfilled. Early in my career, my dream was to serve clients so well they trusted me implicitly, which would please my employer. Simultaneously, I dreamed of raising and loving a family that would love me in return. While both dreams ultimately came true, the path was anything but straight, and the final employer ended up being me.
Entrepreneurship can be lonely, especially at the end of the day when decisions and responsibilities are yours alone. A wise woman keeps mentors close and allows them to help navigate the unknowns of running a successful business.
Former bosses, colleagues and even some competitors came to my aid over the years and acted as valued sounding boards. One of my most important mentors was also a source of business funding. I cannot say it enough, especially for women in male-dominated industries, mentors provide an advantage that one person cannot attain alone.
Keeping those relationships strong is one of the most important tasks of a business executive, especially an entrepreneur. I often tell young people to determine the amount of time they want to put into mentoring then double it. The investment cannot be underestimated.
3. Work/life balance is not equal parts work and life — it's the flow between the two.
I always encourage employees to attend their kids' events, shows and field trips. Time passes so quickly, and we cannot reclaim those moments. Mutual give and take between the company and employee builds loyalty and, ultimately, client confidence in the firm. Let's face it, clients know when their main contacts are happy at work, and the investment in flexibility comes back to the firm exponentially.
During the past 18 years, the flexibility of the industry allowed me the freedom to plan business appointments and work hours around my children's events and other family commitments.
Today, two sons work with me. The fact that my grown children are executives at the company assures me that my work and life are in balance. A third son, who retired from the U.S. Army and started his own equipment leasing company, SLM Enterprises, is also in the business. We plan appointments together so our customers have another diverse supplier option because SLM is a service-disabled, veteran-owned company.
4. Ask others what they wish they had known at the beginning of their careers.
Get certified with organizations that help drive business such as Women's Business Enterprise Network Council (WBENC).
Hire an intern to register the firm in corporate supplier diversity websites so corporations know your company and can reach you.
Prepare a one-page capability statement about the firm.
Show up in person at diversity events to network.
Partner with others, such as women-owned business enter-prises, minority business enterprises and other diverse and non-diverse firms.
Provide the second tier spend if you are a diverse company. By partnering with non-diverse companies, you help them win important contracts and keep your pipeline strong.
Make the work culture personal by being interested in what happens before and after work. On our Monday morning calls, we share positive personal moments and business ones. We've named it our Peaks Call.
Use the entrepreneur time system. Schedule three types of days — focus days for revenue producing, buffer days for planning focus days and free days to create with no cell phone, no email and no interruptions. The ratio is dependent on what is happening in each business, but a mix of all three is critical.
Nurture a relationship with your funding sources and keep them in the know regarding your plans and progress.
5. Get the basics right to avoid squandering good will.
Practice email excellence. Keep emails short and specific. Always include a subject.
Be yourself completely. Your authentic self is what you are selling.
Know when your clients' contracts/leases expire.
Articulate your business proposition and value clearly. Imagine explaining it to your grandmother.
Follow up in a timely manner; it's good manners.
Keep good notes. Trust me, you'll need them.
Google yourself and the company periodically and resolve issues you find.
Listen well to customers, employees and strategic partners. Verify your understanding.
Meet face to face as often as possible and leave something behind.
Share your vision with everyone.
Know your customers' sales cycles. I keep two lists: My Top 50 is for revenue within 120 days, and the farm club includes those with a longer cycle.
Eliminate surprises (unless they are flowers). Executives don't like them, nor do lenders.
Be accountable. When you make a mistake, own it. A considerate, appro-priate and timely apology can be an avenue for a better relationship.
Don't be tied to an outcome. Do your best, and let it go. Express thanks for the opportunity to compete.
Launching and managing a successful enterprise is a uniquely personal journey. It touches and changes every aspect of your life. Early on, I did not understand how work fit into a tapestry much larger than my family or me. Now, I know my conduct in business and at home has a profound and significant impact on many, even when it's invisible to me. So I focus on fostering positive energy, and I start with my own gratitude. Each day, I use a journal to record all that I am grateful for from the last 24 hours. Throughout the day, I add to it. The exercise keeps my energy positive and creates a baseline of gratitude that informs all of my encounters.
Gratitude also affects my delegating style. Years back, I asked friends, colleagues and family what they loved about me. With their feedback and my own experience, I identified my unique ability. Knowing and being grateful for my strengths makes it easy to delegate work that is not in alignment, and it helps me tap others' unique gifts and talents.
The constant flow of gratitude fuels me and is essential to my success as a female entrepreneur in a male-dominated industry.
In opting to be my authentic self as an entrepreneur, I have been fortunate enough to live the experience of the great Robert Frost poem, The Road Not Taken: Two roads diverged in a wood, and I — I took the one less traveled by, And that has made all the difference.


Suman Lamsal, MD finished his medical school diploma, Bachelor of Medicine & Bachelor of Surgery from Institute of Medicine , Tribhuvan University in Nepal. He completed his Internal Medicine residency from St. Luke's Roosevelt Hospital Center, Columbia University in New York. He had been awarded Gold Medal, and Distinction Awards for academic excellence in medical school. He was involved in various medical research in Nepal, New York and North Carolina. Dr. Lamsal has been in private practice with Pamlico Medical Center since 1999 and has privileges at Carolina East Medical Center. He practices Internal Medicine and has particular interest and experience in managing obesity, diabetes, chronic heart disease and other chronic medical problems in adults. He lives in New Bern with his wife and two sons.
Dr. Lamsal is accepting new patients.


TIP! If you have to drive for your home business, keep track of your mileage as it is a deductible expense. Even if you just take a day trip, they are 100 percent deductible.
Many people say that it is very difficult to start a business at home. They may talk about the instability associated with home businesses or the difficulty in providing a full-time income. This article will show you that there are ways for you to make a lot more money than you previously thought.
TIP! You must go to any limit when you are working to make your customers satisfied. Try to do something more for you customer by including a thank you note or a small extra item in their package.
It is important to dress for success, even if you are just working out of your home. If you work at home, you may wish to work while in your jammies. Treat your home based business like you would an office and dress professionally. This makes you feel more professional so you're as productive as you can be.
TIP! Create a checking account specifically for your business transactions. Make all business-related transactions using this account.
Get in the habit of creating daily goals for your home based business. When your goals are achievable, this will keep you motivated. Your family needs to be very clear about interrupting your time when you are working from home.
TIP! Find your niche. You need to target an audience that will be interested in your products.
If you are an artist, you may want to offer graphic design services to area businesses. A variety of nearby companies would rather use a local designer to allow for great service and flexibility. This gives you the advantage over the bigger guy.
TIP! Write a detailed business plan for your home business. Your plan may evolve as your business grows, or you may have to rewrite it altogether.
In order to make sure your business is financially set, you should always have emergency funds available. You will be able to pay for expenses you are not expecting. Only use this emergency fund when it is truly an emergency. Make it a top priority to replace this money.
TIP! To really make huge profits when running a home business, you need to take what are known as "prudent risks." Trying new things will attract the attention of new customers and increase your profits.
You can only truly grow your home based business by taking some chances. Experimenting with new ideas is a way to attract new people to your business, and can eventually lead to greatly increased profits. Changing up your routine gives you the chance to perfect things.
TIP! When choosing your name, make it one with meaning. Your brand represents your products, so creating a recognizable name makes it easier for your customers to relate to you.
When these tips are used, success with your home-based business is quite possible. You need knowledge and ambition to successfully run a home based business. These times can help yield a lot of profit in your spare time.
Seeking Simple Solutions For Work From Home Business? Look No Further!