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The Business Case for Curiosity
Research shows that it leads to higher-performing, more-adaptable firms.
Francesca Gino
From the Magazine (September–October 2018) · Long read
Christina Gandolfo
Spotlight Series / Why Curiosity Matters
From Curious to Competent
The Five Dimensions of Curiosity
Although leaders might say they value inquisitive minds, in reality most stifle curiosity, fearing it will increase risk and inefficiency. Harvard Business School's Francesca Gino elaborates on the benefits of and common barriers to curiosity in the workplace and offers five strategies for bolstering it. Leaders should hire for curiosity, model inquisitiveness, emphasize learning goals, let workers explore and broaden their interests, and have "Why?" "What if…?" and "How might we…?" days. Doing so will help their organizations adapt to uncertain market conditions and external pressures and boost the business's success.
Psychologists have come to realize that curiosity is not a monolithic trait. George Mason University's Todd B. Kashdan, David J. Disabato, and Fallon R. Goodman, along with linguist and educational scientist Carl Naughton, break it down into five distinct dimensions: deprivation sensitivity, joyous exploration, social curiosity, stress tolerance, and thrill seeking. They explore which dimensions lead to the best outcomes and generate particular benefits in work and life.
The executive search firm Egon Zehnder has found that executives with extraordinary curiosity are usually able, with the right development, to advance to C-level roles. But that development is critical: Without it, a highly curious executive may score much lower on competence than less curious counterparts. Egon Zehnder's Claudio Fernández-Aráoz, Andrew Roscoe, and Kentaro Aramaki describe the types of stretch assignments, job rotations, and other experiences needed to transform curiosity into competence.
The complete Spotlight package is available in a single reprint.
Idea In Brief
Leaders say they value employees who question or explore things, but research shows that they largely suppress curiosity, out of fear that it will increase risk and undermine efficiency.
Curiosity improves engagement and collaboration. Curious people make better choices, improve their company's performance, and help their company adapt to uncertain market conditions and external pressures.
Leaders should encourage curiosity in themselves and others by making small changes to the design of their organization and the ways they manage their employees. Five strategies can guide them.
Most of the breakthrough discoveries and remarkable inventions throughout history, from flints for starting a fire to self-driving cars, have something in common: They are the result of curiosity. The impulse to seek new information and experiences and explore novel possibilities is a basic human attribute. New research points to three important insights about curiosity as it relates to business. First, curiosity is much more important to an enterprise's performance than was previously thought. That's because cultivating it at all levels helps leaders and their employees adapt to uncertain market conditions and external pressures: When our curiosity is triggered, we think more deeply and rationally about decisions and come up with more-creative solutions. In addition, curiosity allows leaders to gain more respect from their followers and inspires employees to develop more-trusting and more-collaborative relationships with colleagues.
Second, by making small changes to the design of their organizations and the ways they manage their employees, leaders can encourage curiosity—and improve their companies. This is true in every industry and for creative and routine work alike.
Third, although leaders might say they treasure inquisitive minds, in fact most stifle curiosity, fearing it will increase risk and inefficiency. In a survey I conducted of more than 3,000 employees from a wide range of firms and industries, only about 24% reported feeling curious in their jobs on a regular basis, and about 70% said they face barriers to asking more questions at work.
In this article I'll elaborate on the benefits of and common barriers to curiosity in the workplace and then offer five strategies that can help leaders get high returns on investments in employees' curiosity and in their own.
The Benefits of Curiosity
New research reveals a wide range of benefits for organizations, leaders, and employees.
Fewer decision-making errors.
In my research I found that when our curiosity is triggered, we are less likely to fall prey to confirmation bias (looking for information that supports our beliefs rather than for evidence suggesting we are wrong) and to stereotyping people (making broad judgments, such as that women or minorities don't make good leaders). Curiosity has these positive effects because it leads us to generate alternatives.
More innovation and positive changes in both creative and noncreative jobs.
Consider this example: In a field study INSEAD's Spencer Harrison and colleagues asked artisans selling their goods through an e-commerce website several questions aimed at assessing the curiosity they experience at work. After that, the participants' creativity was measured by the number of items they created and listed over a two-week period. A one-unit increase in curiosity (for instance, a score of 6 rather than 5 on a 7-point scale) was associated with 34% greater creativity.
In a separate study, Harrison and his colleagues focused on call centers, where jobs tend to be highly structured and turnover is generally high. They asked incoming hires at 10 organizations to complete a survey that, among other things, measured their curiosity before they began their new jobs. Four weeks in, the employees were surveyed about various aspects of their work. The results showed that the most curious employees sought the most information from coworkers, and the information helped them in their jobs—for instance, it boosted their creativity in addressing customers' concerns.
My own research confirms that encouraging people to be curious generates workplace improvements. For one study I recruited about 200 employees working in various companies and industries. Twice a week for four weeks, half of them received a text message at the start of their workday that read, "What is one topic or activity you are curious about today? What is one thing you usually take for granted that you want to ask about? Please make sure you ask a few 'Why questions' as you engage in your work throughout the day. Please set aside a few minutes to identify how you'll approach your work today with these questions in mind."
The other half (the control group) received a message designed to trigger reflection but not raise their curiosity: "What is one topic or activity you'll engage in today? What is one thing you usually work on or do that you'll also complete today? Please make sure you think about this as you engage in your work throughout the day. Please set aside a few minutes to identify how you'll approach your work today with these questions in mind."
After four weeks, the participants in the first group scored higher than the others on questions assessing their innovative behaviors at work, such as whether they had made constructive suggestions for implementing solutions to pressing organizational problems.
When we are curious, we view tough situations more creatively. Studies have found that curiosity is associated with less defensive reactions to stress and less aggressive reactions to provocation. We also perform better when we're curious. In a study of 120 employees I found that natural curiosity was associated with better job performance, as evaluated by their direct bosses.
Reduced group conflict.
My research found that curiosity encourages members of a group to put themselves in one another's shoes and take an interest in one another's ideas rather than focus only on their own perspective. That causes them to work together more effectively and smoothly: Conflicts are less heated, and groups achieve better results.
More-open communication and better team performance.
Working with executives in a leadership program at Harvard Kennedy School, my colleagues and I divided participants into groups of five or six, had some groups participate in a task that heightened their curiosity, and then asked all the groups to engage in a simulation that tracked performance. The groups whose curiosity had been heightened performed better than the control groups because they shared information more openly and listened more carefully.
Two Barriers to Curiosity
Despite the well-established benefits of curiosity, organizations often discourage it. This is not because leaders don't see its value. On the contrary, both leaders and employees understand that curiosity creates positive outcomes for their companies. In the survey of more than 3,000 employees mentioned earlier, 92% credited curious people with bringing new ideas into teams and organizations and viewed curiosity as a catalyst for job satisfaction, motivation, innovation, and high performance.
Yet executives' actions often tell a different story. True, some organizations, including 3M and Facebook, give employees free time to pursue their interests, but they are rare. And even in such organizations, employees often have challenging short-term performance goals (such as meeting a quarterly sales target or launching a new product by a certain date) that consume the "free time" they could have spent exploring alternative approaches to their work or coming up with innovative ideas.
Two tendencies restrain leaders from encouraging curiosity:
They have the wrong mindset about exploration.
Leaders often think that letting employees follow their curiosity will lead to a costly mess. In a recent survey I conducted of 520 chief learning officers and chief talent development officers, I found that they often shy away from encouraging curiosity because they believe the company would be harder to manage if people were allowed to explore their own interests. They also believe that disagreements would arise and making and executing decisions would slow down, raising the cost of doing business. Research finds that although people list creativity as a goal, they frequently reject creative ideas when actually presented with them. That's understandable: Exploration often involves questioning the status quo and doesn't always produce useful information. But it also means not settling for the first possible solution—and so it often yields better remedies.
They seek efficiency to the detriment of exploration.
In the early 1900s Henry Ford focused all his efforts on one goal: reducing production costs to create a car for the masses. By 1908 he had realized that vision with the introduction of the Model T. Demand grew so high that by 1921 the company was producing 56% of all passenger cars in the United States—a remarkable success made possible primarily by the firm's efficiency-centered model of work. But in the late 1920s, as the U.S. economy rose to new heights, consumers started wanting greater variety in their cars. While Ford remained fixated on improving the Model T, competitors such as General Motors started producing an array of models and soon captured the main share of the market. Owing to its single-minded focus on efficiency, Ford stopped experimenting and innovating and fell behind.
When we are curious, we view tough situations more creatively.
These leadership tendencies help explain why our curiosity usually declines the longer we're in a job. In one survey, I asked about 250 people who had recently started working for various companies a series of questions designed to measure curiosity; six months later I administered a follow-up survey. Although initial levels of curiosity varied, after six months everyone's curiosity had dropped, with the average decline exceeding 20%. Because people were under pressure to complete their work quickly, they had little time to ask questions about broad processes or overall goals.
Five Ways to Bolster Curiosity
It takes thought and discipline to stop stifling curiosity and start fostering it. Here are five strategies leaders can employ.
1. Hire for curiosity.
In 2004 an anonymous billboard appeared on Highway 101, in the heart of Silicon Valley, posing this puzzle: "{first 10-digit prime found in consecutive digits of e}.com." The answer, 7427466391.com, led the curious online, where they found another equation to solve. The handful of people who did so were invited to submit a résumé to Google. The company took this unusual approach to finding job candidates because it places a premium on curiosity. (People didn't even need to be engineers!) As Eric Schmidt, Google's CEO from 2001 to 2011, has said, "We run this company on questions, not answers."
Google also identifies naturally curious people through interview questions such as these: "Have you ever found yourself unable to stop learning something you've never encountered before? Why? What kept you persistent?" The answers usually highlight either a specific purpose driving the candidate's inquiry ("It was my job to find the answer") or genuine curiosity ("I just had to figure out the answer").
IDEO, the design and consulting company, seeks to hire "T-shaped" employees: people with deep skills that allow them to contribute to the creative process (the vertical stroke of the T) and a predisposition for collaboration across disciplines, a quality requiring empathy and curiosity (the horizontal stroke of the T). The firm understands that empathy and curiosity are related: Empathy allows employees to listen thoughtfully and see problems or decisions from another person's perspective, while curiosity extends to interest in other people's disciplines, so much so that one may start to practice them. And it recognizes that most people perform at their best not because they're specialists but because their deep skill is accompanied by an intellectual curiosity that leads them to ask questions, explore, and collaborate.
To identify potential employees who are T-shaped, IDEO pays attention to how candidates talk about past projects. Someone who focuses only on his or her own contributions may lack the breadth to appreciate collaboration. T-shaped candidates are more likely to talk about how they succeeded with the help of others and to express interest in working collaboratively on future projects.
To assess curiosity, employers can also ask candidates about their interests outside of work. Reading books unrelated to one's own field and exploring questions just for the sake of knowing the answers are indications of curiosity. And companies can administer curiosity assessments, which have been validated in a myriad of studies. These generally measure whether people explore things they don't know, analyze data to uncover new ideas, read widely beyond their field, have diverse interests outside work, and are excited by learning opportunities.
It's also important to remember that the questions candidates ask—not just the answers they provide—can signal curiosity. For instance, people who want to know about aspects of the organization that aren't directly related to the job at hand probably have more natural curiosity than people who ask only about the role they would perform.
2. Model inquisitiveness.
Leaders can encourage curiosity throughout their organizations by being inquisitive themselves. In 2000, when Greg Dyke had been named director general of the BBC but hadn't yet assumed the position, he spent five months visiting the BBC's major locations, assembling the staff at each stop. Employees expected a long presentation but instead got a simple question: "What is the one thing I should do to make things better for you?" Dyke would listen carefully and then ask, "What is the one thing I should do to make things better for our viewers and listeners?"
The BBC's employees respected their new boss for taking the time to ask questions and listen. Dyke used their responses to inform his thinking about the changes needed to solve problems facing the BBC and to identify what to work on first. After officially taking the reins, he gave a speech to the staff that reflected what he had learned and showed employees that he had been truly interested in what they said.
By asking questions and genuinely listening to the responses, Dyke modeled the importance of those behaviors. He also highlighted the fact that when we are exploring new terrain, listening is as important as talking: It helps us fill gaps in our knowledge and identify other questions to investigate.
That may seem intuitive, but my research shows that we often prefer to talk rather than to listen with curiosity. For instance, when I asked some 230 high-level leaders in executive education classes what they would do if confronted with an organizational crisis stemming from both financial and cultural issues, most said they would take action: move to stop the financial bleeding and introduce initiatives to refresh the culture. Only a few said they would ask questions rather than simply impose their ideas on others. Management books commonly encourage leaders assuming new positions to communicate their vision from the start rather than ask employees how they can be most helpful. It's bad advice.
Why do we refrain from asking questions? Because we fear we'll be judged incompetent, indecisive, or unintelligent. Plus, time is precious, and we don't want to bother people. Experience and expertise exacerbate the problem: As people climb the organizational ladder, they think they have less to learn. Leaders also tend to believe they're expected to talk and provide answers, not ask questions.
Such fears and beliefs are misplaced, my recent research shows. When we demonstrate curiosity about others by asking questions, people like us more and view us as more competent, and the heightened trust makes our relationships more interesting and intimate. By asking questions, we promote more-meaningful connections and more-creative outcomes.
Another way leaders can model curiosity is by acknowledging when they don't know the answer; that makes it clear that it's OK to be guided by curiosity. Patricia Fili-Krushel told me that when she joined WebMD Health as chief executive, she met with a group of male engineers in Silicon Valley. They were doubtful that she could add value to their work and, right off the bat, asked what she knew about engineering. Without hesitation, Fili-Krushel made a zero with her fingers. "This is how much I know about engineering," she told them. "However, I do know how to run businesses, and I'm hoping you can teach me what I need to know about your world." When leaders concede that they don't have the answer to a question, they show that they value the process of looking for answers and motivate others to explore as well.
New hires at Pixar Animation Studios are often hesitant to question the status quo, given the company's track record of hit movies and the brilliant work of those who have been there for years. To combat that tendency, Ed Catmull, the cofounder and president, makes a point of talking about times when Pixar made bad choices. Like all other organizations, he says, Pixar is not perfect, and it needs fresh eyes to spot opportunities for improvement (see "How Pixar Fosters Collective Creativity," HBR, September 2008). In this way Catmull gives new recruits license to question existing practices. Recognizing the limits of our own knowledge and skills sends a powerful signal to others.
Tenelle Porter, a postdoctoral scholar in psychology at the University of California, Davis, describes intellectual humility as the ability to acknowledge that what we know is sharply limited. As her research demonstrates, higher levels of intellectual humility are associated with a greater willingness to consider views other than our own. People with more intellectual humility also do better in school and at work. Why? When we accept that our own knowledge is finite, we are more apt to see that the world is always changing and that the future will diverge from the present. By embracing this insight, leaders and employees can begin to recognize the power of exploration.
Finally, leaders can model inquisitiveness by approaching the unknown with curiosity rather than judgment. Bob Langer, who heads one of MIT's most productive laboratories, told me recently that this principle guides how he manages his staff. As human beings, we all feel an urge to evaluate others—often not positively. We're quick to judge their ideas, behaviors, and perspectives, even when those relate to things that haven't been tried before. Langer avoids this trap by raising questions about others' ideas, which leads people to think more deeply about their perspective and to remain curious about the tough problems they are trying to tackle. In doing so, he is modeling behavior that he expects of others in the lab.
3. Emphasize learning goals.
When I asked Captain Chesley "Sully" Sullenberger how he was able to land a commercial aircraft safely in the Hudson River, he described his passion for continuous learning. Although commercial flights are almost always routine, every time his plane pushed back from the gate he would remind himself that he needed to be prepared for the unexpected. "What can I learn?" he would think. When the unexpected came to pass, on a cold January day in 2009, Sully was able to ask himself what he could do, given the available options, and come up with a creative solution. He successfully fought the tendency to grasp for the most obvious option (landing at the nearest airport). Especially when under pressure, we narrow in on what immediately seems the best course of action. But those who are passionate about continuous learning contemplate a wide range of options and perspectives. As the accident report shows, Sully carefully considered several alternatives in the 208 seconds between his discovery that the aircraft's engines lacked thrust and his landing of the plane in the Hudson.
It's natural to concentrate on results, especially in the face of tough challenges. But focusing on learning is generally more beneficial to us and our organizations, as some landmark studies show. For example, when U.S. Air Force personnel were given a demanding goal for the number of planes to be landed in a set time frame, their performance decreased. Similarly, in a study led by Southern Methodist University's Don VandeWalle, sales professionals who were naturally focused on performance goals, such as meeting their targets and being seen by colleagues as good at their jobs, did worse during a promotion of a product (a piece of medical equipment priced at about $5,400) than reps who were naturally focused on learning goals, such as exploring how to be a better salesperson. That cost them, because the company awarded a bonus of $300 for each unit sold.
A body of research demonstrates that framing work around learning goals (developing competence, acquiring skills, mastering new situations, and so on) rather than performance goals (hitting targets, proving our competence, impressing others) boosts motivation. And when motivated by learning goals, we acquire more-diverse skills, do better at work, get higher grades in college, do better on problem-solving tasks, and receive higher ratings after training. Unfortunately, organizations often prioritize performance goals.
Leaders can help employees adopt a learning mindset by communicating the importance of learning and by rewarding people not only for their performance but for the learning needed to get there. Deloitte took this path: In 2013 it replaced its performance management system with one that tracks both learning and performance. Employees meet regularly with a coach to discuss their development and learning along with the support they need to continually grow.
Leaders can also stress the value of learning by reacting positively to ideas that may be mediocre in themselves but could be springboards to better ones. Writers and directors at Pixar are trained in a technique called "plussing," which involves building on ideas without using judgmental language. Instead of rejecting a sketch, for example, a director might find a starting point by saying, "I like Woody's eyes, and what if we…?" Someone else might jump in with another "plus." This technique allows people to remain curious, listen actively, respect the ideas of others, and contribute their own. By promoting a process that allows all sorts of ideas to be explored, leaders send a clear message that learning is a key goal even if it doesn't always lead to success.
4. Let employees explore and broaden their interests.
Organizations can foster curiosity by giving employees time and resources to explore their interests. One of my favorite examples comes from my native country. It involves Italy's first typewriter factory, Olivetti, founded in 1908 in the foothills of the Italian Alps. In the 1930s some employees caught a coworker leaving the factory with a bag full of iron pieces and machinery. They accused him of stealing and asked the company to fire him. The worker told the CEO, Adriano Olivetti, that he was taking the parts home to work on a new machine over the weekend because he didn't have time while performing his regular job. Instead of firing him, Olivetti gave him time to create the machine and charged him with overseeing its production. The result was Divisumma, the first electronic calculator. Divisumma sold well worldwide in the 1950s and 1960s, and Olivetti promoted the worker to technical director. Unlike leaders who would have shown him the door, Olivetti gave him the space to explore his curiosity, with remarkable results.
Some organizations provide resources to support employees' outside interests. Since 1996 the manufacturing conglomerate United Technologies (UTC) has given as much as $12,000 in tuition annually to any employee seeking a degree part-time—no strings attached. Leaders often don't want to invest in training employees for fear that they will jump to a competitor and take their expensively acquired skills with them. Even though UTC hasn't tried to quantify the benefits of its tuition reimbursement program, Gail Jackson, the vice president of human resources when we spoke, believes in the importance of curious employees. "It's better to train and have them leave than not to train and have them stay," she told me. But according to the Society for Human Resource Management's 2017 employee benefits report, only 44% of organizations provide or support cross-training to develop skills not directly related to workers' jobs.
Leaders can reward people for learning as well as performance.
Leaders might provide opportunities for employees to travel to unfamiliar locales. When we have chances to expand our interests, research has found, we not only remain curious but also become more confident about what we can accomplish and more successful at work. Employees can "travel" to other roles and areas of the organization to gain a broader perspective. At Pixar, employees across the organization can provide "notes"—questions and advice—that help directors consider all sorts of possibilities for the movies they are working on.
Employees can also broaden their interests by broadening their networks. Curious people often end up being star performers thanks to their diverse networks, my research with the University of Toronto's Tiziana Casciaro, Bill McEvily, and Evelyn Zhang finds. Because they're more comfortable than others asking questions, such people more easily create and nurture ties at work—and those ties are critical to their career development and success. The organization benefits when employees are connected to people who can help them with challenges and motivate them to go the extra mile. MIT's Bob Langer works to raise curiosity in his students by introducing them to experts in his network. Similarly, by connecting people across organizational departments and units, leaders can encourage employees to be curious about their colleagues' work and ways of doing business.
Deliberate thinking about workspaces can broaden networks and encourage the cross-pollination of ideas. In the 1990s, when Pixar was designing a new home for itself in Emeryville, across the bay from San Francisco, the initial plans called for a separate building for each department. But then-owner Steve Jobs had concerns about isolating the various departments and decided to build a single structure with a large atrium in the center, containing employee mailboxes, a café, a gift shop, and screening rooms. Forcing employees to interact, he reasoned, would expose them to one another's work and ideas.
Leaders can also boost employees' curiosity by carefully designing their teams. Consider Massimo Bottura, the owner of Osteria Francescana, a three-Michelin-star restaurant in Modena, Italy, that was rated the Best Restaurant in the World in 2016 and 2018. His sous chefs are Davide di Fabio, from Italy, and Kondo Takahiko, from Japan. The two differ not only in their origins but also in their strengths: Di Fabio is more comfortable with improvisation, while Takahiko is obsessed with precision. Such "collisions" make the kitchen more innovative, Bottura believes, and inspire curiosity in other workers.
5. Have "Why?" "What if…?" and "How might we…?" days.
The inspiration for the Polaroid instant camera was a three-year-old's question. Inventor Edwin Land's daughter was impatient to see a photo her father had just snapped. When he explained that the film had to be processed, she wondered aloud, "Why do we have to wait for the picture?"
As every parent knows, Why? is ubiquitous in the vocabulary of young children, who have an insatiable need to understand the world around them. They aren't afraid to ask questions, and they don't worry about whether others believe they should already know the answers. But as children grow older, self-consciousness creeps in, along with the desire to appear confident and demonstrate expertise. By the time we're adults, we often suppress our curiosity.
Leaders can help draw out our innate curiosity. One company I visited asked all employees for "What if…?" and "How might we…?" questions about the firm's goals and plans. They came up with all sorts of things, which were discussed and evaluated. As a concrete sign that questioning was supported and rewarded, the best questions were displayed on banners hung on the walls. Some of the questions led employees to suggest ideas for how to work more effectively. (For more on the importance of asking good questions before seeking solutions, see "Better Brainstorming," HBR, March–April 2018.)
In one study, my colleagues and I asked adults working in a wide range of jobs and industries to read one of two sets of materials on three organizational elements: goals, roles, and how organizations as a whole work together. For half the workers, the information was presented as the "grow method"—our version of a control condition. We encouraged that group to view those elements as immutable, and we stressed the importance of following existing processes that managers had already defined. For the other half, the information was presented as the "go back method." We encouraged those employees to see the elements as fluid and to "go back" and rethink them. A week later we found that the workers who'd read about the "go back method" showed more creativity in tasks than the workers in the "grow method" group. They were more open to others' ideas and worked more effectively with one another.
To encourage curiosity, leaders should also teach employees how to ask good questions. Bob Langer has said he wants to "help people make the transition from giving good answers to asking good questions" (see "The Edison of Medicine," HBR, March–April 2017). He also tells his students that they could change the world, thus boosting the curiosity they need to tackle challenging problems.
Organizing "Why?" days, when employees are encouraged to ask that question if facing a challenge, can go a long way toward fostering curiosity. Intellectual Ventures, a company that generates inventions and buys and licenses patents, organizes "invention sessions" in which people from different disciplines, backgrounds, and levels of expertise come together to discuss potential solutions to tough problems, which helps them consider issues from various angles (see "Funding Eureka!" HBR, March 2010). Similarly, under Toyota's 5 Whys approach, employees are asked to investigate problems by asking Why? After coming up with an answer, they are to ask why that's the case, and so on until they have asked the question five times. This mindset can help employees innovate by challenging existing perspectives.
In most organizations, leaders and employees alike receive the implicit message that asking questions is an unwanted challenge to authority. They are trained to focus on their work without looking closely at the process or their overall goals. But maintaining a sense of wonder is crucial to creativity and innovation. The most effective leaders look for ways to nurture their employees' curiosity to fuel learning and discovery.
Read more on Organizational culture or related topics Managing people and Psychology
Why Curiosity Matters
How to move your people up the learning curve
Francesca Gino is a behavioral scientist and the Tandon Family Professor of Business Administration at Harvard Business School. She is the author of the books Rebel Talent: Why It Pays to Break the Rules at Work and in Life and Sidetracked: Why Our Decisions Get Derailed, and How We Can Stick to the Plan. Twitter: @francescagino.


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And although we don't do model years, our suppliers do and the latest kit from them is now in stock and making the bikes look amazing. Starting with X-Fusion, all their forks are now black stanchion and low key graphics which mean their looks now match their amazing performance. They also key in perfectly with the latest Cane Creek DB Air IL shock on the rear of the Gold build bikes to make a brilliant bike even better.
On the drivetrain front, groupset of the moment SRAM Eagle GX is now an option for 12spd wide range gearing. Looks great, works great.
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How does Alternative Dispute Resolution (ADR) impact wrongful death complaints?
by Sandra Newman
Signing an Alternative Dispute Resolution (ADR) agreement in Pennsylvania does not preclude one's family members from filing a wrongful death complaint in court on the merits of their own injury.
That is the impact of the Pennsylvania Supreme Court's recent refusal to hear an appeal from the state Superior Court of a ruling that gives a state statute precedence over the scope of even the most broadly worded ADR agreement.
The ruling in Pisano v. Extendicare Homes, Inc. (77 A. 3d 651 – Pa: Superior Court 2013), affords the members of a deceased person's family the right to file a wrongful death action in civil court, even if the deceased person executed an ADR agreement that waived their right to a jury trial in matters related to wrongful death claims.
When Jamie Pisano placed her elderly father, Vincent, in a long-term care facility in 2010, she used his power of attorney to sign an ADR agreement furnished by the care provider, Extendicare Care Homes. The agreement required any legal claims against Extendicare to be resolved through binding arbitration rather than a jury trial.
Vincent Pisano died early in 2011. Michael Pisano, Vincent's son and the administrator of his estate, filed a wrongful death suit against Extendicare in the Westmoreland County (Pa.) Court of Common Pleas at the beginning of 2012. Extendicare filed an objection to the jurisdiction of the court, citing the existence of the ADR agreement. Extendicare argued that the ADR agreement governed any claims stemming from Vincent Pisano's stay at their facility, including wrongful death claims.
Judge Richard E. McCormick overruled Extendicare's objection, finding that Michael Pisano, as Vincent Pisano's son, was entitled under the statute to file a wrongful death claim. Such a claim is an independent action, the court said, distinct from any actions that might have derived from the jury trial rights that Vincent Pisano waived when the ADR was executed in his name.
Though the language of the ADR agreement specified that "any and all disputes arising out of or in any way relating to [the agreement] or to [Vincent Pisano's] stay at [Extendicare's facility, including] . . . death or wrongful death" would be subject to arbitration, Michael Pisano was not a party to the ADR agreement, McCormick wrote, and thus not bound to settle his dispute with Extendicare through arbitration.
In appealing the case to the Pennsylvania Superior Court, Extendicare argued that the trial court had erred in finding Michael Pisano's right of action did not derive from his father's rights at the time of his death. The Superior Court disagreed, upholding the lower court's ruling. Judge Jacqueline Shogan wrote in her opinion that Extendicare's argument was based heavily on 19th-century precedents that had been superseded by a 1911 revision of Pennsylvania's wrongful death statute. Since then, Shogan wrote, "Pennsylvania courts have consistently interpreted [the law] to mean that two separate and distinct causes of action arise from a single injury." The first, a survival action, would have derived its rights from Vincent Pisano's. The wrongful death statute, however, afforded any of Vincent Pisano's children statutory standing to make a claim independent of whatever rights they may have held through their father's estate.
In an amicus curiae brief it filed with the Superior Court in support of Extendicare, the Pennsylvania Defense Institute, which described itself to the court as "a state-wide association of defense counsel and insurance company executives," warned that allowing Michael Pisano's wrongful death claim to stand outside the ADR agreement would "substantially increase costs associated with resolving claims against health care providers, including nursing homes, as well as against all other parties, will multiply proceedings, and burden the courts of the Commonwealth."
Extendicare appealed to the Pennsylvania Supreme Court, but the court in late February declined to hear the case.
What are the benefits of ADR versus litigation?
Governor Rendell Congratulates PA's Best 50 Women in Business
Locals Honored as 'Women of Heart'
Mediation or Arbitration: What's the Difference?
Justice Sandra Schultz Newman is certified in basic and advanced divisions by the Harvard Law Mediation Program – a program that follows a facilitative mediation model and includes training by mediation professionals followed by mediation of advanced cases.
justicenewman95@gmail.com
© copyright Justice Newman – all rights reserved

redpajama_set_name: RedPajamaCommonCrawl


text:
gameOverMessage::gameOverMessage() : message(types::GAME_OVER) {};
gameOverMessage::gameOverMessage(uint8_t ys, uint8_t os, uint8_t st) : message(types::GAME_OVER) {
	yourScore	= ys;
	othersScore = os;
	status		= st;
}
gameOverMessage::gameOverMessage(dataMessage dm) {
	auto seeker = dm.getData();
	messageType = binaryConverter::readUint8(&seeker);
	yourScore	= binaryConverter::readUint8(&seeker);
	othersScore = binaryConverter::readUint8(&seeker);
	status		= binaryConverter::readUint8(&seeker);
}

uint8_t gameOverMessage::getYourScore() {
	return yourScore;
}
void gameOverMessage::setYourScore(uint8_t ys) {
	yourScore = ys;
}

uint8_t gameOverMessage::getOthersScore() {
	return othersScore;
}
void gameOverMessage::setOtherScore(uint8_t os) {
	othersScore = os;
}

uint8_t gameOverMessage::getStatus() {
	return status;
}
void gameOverMessage::setStatus(uint8_t st) {
	status = st;
}

dataMessage* gameOverMessage::getDataMessage() {
	auto len = 4;
	auto data = new BYTE[len];
	auto seeker = data;

	binaryConverter::writeUint8(&seeker, messageType);
	binaryConverter::writeUint8(&seeker, yourScore);
	binaryConverter::writeUint8(&seeker, othersScore);
	binaryConverter::writeUint8(&seeker, status);

	return new dataMessage(data, len);
}

redpajama_set_name: RedPajamaGithub


Availability of data and materials By publishing in the journal, the authors agree that, subject to requirements or limitations imposed by local and/or U.S. Government laws and regulations, any materials and data that are reasonably requested by others are available from a publicly accessible collection or will be made available in a timely fashion, at reasonable cost, and in limited quantities to members of the scientific community for noncommercial purposes. Newly determined nucleotide and amino acid sequences and/or structural determinations must be deposited into the appropriate data-specific repository. New scientific names of fungi along with key nomenclatural and descriptive material must be deposited in MycoBank. These new accession numbers must be included in the manuscript no later than the modification stage of the review process. It is expected that this data will be released to the public no later than the publication (online posting) date of the accepted manuscript. Similarly, the authors agree to make available computer programs and/or code, originating in the authors' laboratory, that is the only means of confirming the conclusions reported in the article but that is not available commercially. The program(s) and suitable documentation regarding its (their) use may be provided by any of the following means: (i) as a program transmitted via the Internet, (ii) as an Internet server-based tool, or (iii) as a compiled or assembled form on a suitable medium. The authors guarantee that they have the authority to comply with this policy either directly or by means of material transfer agreements through the owner. ASM asks authors to assert this in a "Data availability" paragraph, which should appear at the end of the Materials and Methods section (or at the end of the text) of their submitted manuscript.
Accessibility of mass spectrometry data. Proteomics, metabolomics, or imaging mass spectrometry and related data must be accessible through hyperlinks so that reviewers can rapidly assess accessibility. Currently accepted data repositories are MassIVE, which is a part of ProteomeXchange, at http://massive.ucsd.edu/ProteoSAFe/static/massive.jsp (proteomics), GNPS at http://gnps.ucsd.edu (metabolomics, natural products, and imaging mass spectrometry data), MetaboLights at https://www.ebi.ac.uk/metabolights/, and OpenMSI at https://openmsi.nersc.gov/openmsi/client/ (imaging mass spectrometry data). For reference spectra, we encourage deposition into GNPS at http://gnps.ucsd.edu, European MassBank at https://massbank.eu/MassBank/, or MassBank of North America at http://mona.fiehnlab.ucdavis.edu. Other available data repositories may be acceptable, and we encourage database repository administrators or authors of papers to contact the journal for additional appropriate databases that should be listed. Only databases that make all the data accessible via hyperlinks and permit their download, including reference libraries, are considered acceptable repositories.
Data citation statement. To promote reproducibility, ASM expects researchers to identify and cite data sets and/or code used in their experiments and studies. These may be large or complex data sets that can include, but are not limited to, data from microarray, genomic, structural, proteomic, or video imaging analyses. Authors should cite both the data set repository and the published article in which the data set and/or code was originally described. Citations of data should be included in the reference list with persistent unique identifiers (e.g., active DOIs, accession numbers, etc.). If computer code or software was created to generate results or interpret data, then a statement to that effect should be included in the "Data availability" paragraph. In cases where the software is publicly available (e.g., FigTree to generate phylogenetic trees), the URL of the software informational page should be provided. It is preferred that authors use established, publicly available data type-specific repositories. If there is no appropriate repository available, general publicly available repositories should be used (e.g., Dryad, figshare, etc.). Below is an overview of the elements that should appear in a data citation, as well as examples of complete data citations. Please note that similar information is available in the References section of the Instructions to Authors of each journal.
Culture deposition. ASM expects authors to deposit important strains in publicly accessible culture collections and to refer to the collections and strain numbers in the text. Since the authenticity of subcultures of culture collection specimens that are distributed by individuals cannot be ensured, authors should indicate laboratory strain designations and donor sources as well as original culture collection identification numbers.
Authentication of cell lines. Cell line misidentification or contamination can adversely impact the validity of research findings. Authors should describe the source along with the date and method used for authentication of any cell lines used in manuscripts. Cell lines used less than 6 months after receipt from a cell bank that performs authentication do not require reauthentication, but the source and method of authentication should be reported in the Materials and Methods section of a manuscript.
Manuscript submissions that have appeared in preprint archives should cite the preprint in References, and the fact that a paper has appeared online before should be mentioned parenthetically at the end of the introductory section: (This article was submitted to an online preprint archive .) The reference should take the form noted above in the reference below.


text:
require 'sinatra'
require 'bundler'
require 'firebase'
require 'json'
require 'net/http'
require './environments'
Bundler.require

# Configure database
configure do
  FB_Firebase = Firebase::Client.new(ENV['FB_URL'])
end

def exists?(name)
  meetings = FB_Firebase.get('meetings').body
  meetings.detect { |_, v| v['name'] == name }
end

get '/' do
  erb :index
end

post '/new' do
    name = params[:name]
    meet = params[:meet]
    token = params[:token]
    FB_Firebase.push('meetings', { :name => name, :meet => meet, :token => token })
end

get '/moxtra' do
  erb :moxtra
end

get '/meet' do
  erb :meet
end

get '/:name' do
  if !(exists? params[:name])
    redirect '/'
  else
    params[:name]
  end
end

post '/api' do
  if !(exists? params[:name])
    'true'
  else
    'false'
  end
end


text:
Klopp hints at Van Dijk's absence for Man City cup
Jurgen Klopp has hinted he won't consider signing Virgil van Dijk for Liverpool's comeback against Manchester City next week.
Van Dijk returned to training with Liverpool in Dubai this week following the Netherlands' World Cup elimination against Argentina last Friday.
The 31-year-old played an integral part in all five of his country's matches in Qatar – including extra time in the quarter-final loss to Argentina – totaling 480 minutes of action.
However, while Klopp is unwilling to rush Van Dijk's return, he has yet to bring in English duo Jordan Henderson and Trent Alexander-Arnold.
Henderson hasn't finished in any of the three England games he has started, while Alexander-Arnold has managed just 33 minutes on the pitch in the Three Lions' five games.
"Yes, there is a chance, of course – they are already training," Klopp told Liverpool's official website when asked if any returning World Cup players would be in action against City.
"Hendo is already training here. Virgil is training here, but I don't think we will try that. Hendo we will see, Trent we will see.
"But this group has now been working together for almost two weeks and we've taken a real step forward and that's cool. I don't know at the moment.
"I hope we all get through this and we all know that in England, and in Europe in general, there's some kind of virus going around, so hopefully we can stay out of that.
"Then we will obviously decide on Wednesday who can play on Thursday. But that's good and it will be a very interesting game after this period, but I'm looking forward to it."
Liverpool beat Milan 4-1 in their second mid-season friendly on Friday, with Darwin Nunez – who suffered early in the World Cup with Uruguay – scoring twice.
Mohamed Salah and Thiago Alcantara were also on target for Liverpool in the United Arab Emirates, where Klopp used 22 different players, including a number of youngsters.
"In general, tonight was the result of the last 10 days of what we saw in training and tonight we were able to bring him onto the pitch, which is obviously nice," Klopp said.
"I'm not sure that the academy [players] might watch the game tonight, but when you see these boys and play in a game like this, it's cool.
"It's a real physical game, adult football is a physical game and the boys have to do these steps so they can prepare for it step by step.
"The physical part will come but until you're that strong, you can create a lot of ideas, you can do things a little bit smarter.
"There were a lot of really good things tonight and that's why we play football. We want to see good football matches."
Liverpool's trip to the Etihad Stadium is followed four days later by a visit to Aston Villa on their return to the Premier League, before hosting Leicester City on December 30.
Hundreds of crumbling schools need upgrading, but critics say it won't make up for 'years of underfunding'
Some sharks return to the same sites to breed for decades
Curry after his 9th All-Star Game selection: "It's a huge honor"
With a bronze medal in the super-G, Arthur Bauchet unlocks the French counter
Late squad change as Jamison Gibson-Park ruled out, Conor Murray starts Six Nations opener against Wales
Electric Henry Arundell "has a bit of Jason Robinson about him"
Parachute nightgown amongst recycled items on display at Devon fashion show
The Indian "killer" elephant loved and feared
A new women's award for non-fiction to end the 'old-fashioned' view that only men can be experts
Irving's winning start as Mavericks edge Clippers, Celtics fend off 76ers


text:
La Coupe du Monde Cycliste Féminine de Montréal 2009, dodicesima edizione della corsa, valevole come sesta gara della Coppa del mondo di ciclismo su strada femminile 2009, si disputò il 30 maggio 2009 su un percorso di 110,7 km. Fu vinta dalla britannica Emma Pooley.

Percorso
La gara consisteva in dieci giri di un circuito di 10,6 km interamente nella città di Montréal.

Squadre e partecipanti

Ordine d'arrivo (Top 10)

Punteggi UCI

Note

Collegamenti esterni

Ciclismo nel 2009
Coupe du Monde Cycliste Féminine de Montréal

redpajama_set_name: RedPajamaWikipedia


text:
Daresbury Point
WA7 1UG
contact@d3t.co.uk
Life at d3t
Meet Our Senior Management
YORKSHIRES JURASSIC WORLD
Bright White Ltd
Working as technology partner to the installation's lead designer Bright White Ltd, d3t developed a set of digital museum exhibits for the new "Yorkshire's Jurassic World" exhibit at Yorkshire Museum.
The project encompassed the animation of a lifelike raptor, and an Augmented Reality window to view extinct sea creatures as they would have looked when they lived.
THE d3t SOLUTION
Lead designer Bright White Ltd, needed a technology partner with the capability to animate some of the world's most amazing sea dragons and dinosaurs for Yorkshire Museum's "Yorkshire's Jurassic World" installation.
Yorkshire Museum is home to some of the world's largest complete aquatic dinosaurs and d3t built a window in time to view three of them. Utilising the latest augmented reality and hardware, visitors can peer into the past and see what these deep-water leviathans may have looked like when they lived.
Yorkshire's very own raptor also springs to life, this time using a 21stcentury version of an old technology that originally spooked visitors into thinking they had seen a ghost, way back in the 1900's.
To achieve this, d3t produced a high-quality animation for a photo real model of the raptor, resulting in the raptor appearing full size before your eyes, walking in the footsteps it left behind millions of years ago in the superb fossil in the York collection.
We used Unity and Augmented Reality technology to render the 3D models over the fossils in the exhibit, we overcame problems with low light conditions and reflections through glass that can interfere with the visual tracking.
Animating the raptor was a mix of technical and artistic endeavour and we used Maya and After Effects to produce it. Because of the real-world application, the raptor had to be accurately positioned and animated so that it's foot placement matched that of the fossilized footprints and to ensure the technical limitations of the display were minimised.
The animation was developed in layers, starting with cyclic body movements such as breathing, and twitching, then the larger motor movements were blocked in. These were offset by the overall movement of the creature and once accurate, the movements were refined so that it looks lifelike.
These refinements include:
Adding eye movement that precludes head movement
Making sure the centre of gravity is respected
All movements have an oppose reaction
Adding impact vibrations to large muscles
Smoothing animation curves
Adding movement to any overly still areas.
Sir David Attenborough opened the installation at Yorkshire Museum on 23rdMarch 2018 and Sir David was also the first person to be shown around the exhibition. His feedback was very positive. Our client was very happy with the result and both installations fully work to spec and exceed expectations. We are exceptionally proud of this project and it was a privilege to be able to attend its unveiling.
Our team members who attended reported that children of all ages were delighted and excited to see dinosaurs come to life!
Thinking of Starting a Project?
d3t Ltd Daresbury Point
WA7 1UG, UK
Designed by The Agency Creative


In perhaps a first step toward shrinking Shelby County Schools' footprint, administrators are planning a large-scale school districts rezoning that could shift thousands of seats.
Southwind Elementary to Highland Oaks Elementary.
Highland Oaks Elementary to Southwind Elementary.
Sheffield Elementary to Getwell Elementary.
Germantown Elementary to Cordova Elementary.
Kate Bond Middle to Mt. Pisgah Middle.
Germantown Middle to Cordova Middle.
Germantown Middle to Highland Oaks Middle.
White Station High to Melrose High.
Germantown High to Southwind High.
Keep in mind that Shelby County Schools is an open-transfer district — meaning students can still attend other schools, as long as they have their own transportation.
Looking at the maps that go with the proposals, many of the rezonings seem like obviously wise decisions that — probably — won't raise many objections. But then again, anytime a school district goes through a large-scale rezoning, you can expect some parents — who perhaps picked their houses based on the zones — to protest.
One flash point could be the rezoning affecting the popular, high-performing White Station High. Ray's plan could give Orange Mound's Melrose High a much-needed boost — although parents might worry that the boost comes at their children's expense.
One school board member, Kevin Woods, told Jen that he'll propose delaying implementation of the rezoning plans for a year.
The bigger question is whether Ray is laying the groundwork to follow-through on the controversial recommendations of former superintendent Dorsey Hopson to close 28 schools and build 10 new ones. While the rezonings were Hopson's idea, Ray still hasn't given any indication yet as to whether he'll press for any school closures.
Speaking of education:Our Jennifer Pignolet also looks at the challenges to Shelby County Schools' plan to give every student a laptop.
Memphis Mayor Jim Strickland yesterday announced that he would seek a 3 percent pay increase for police officers and fire fighters — instantly angering the city's unions.
Why would unions be angered about a pay raise? Well, partly because they don't think it's enough, even though public safety employees have seen their pay raised 8.75-10.75 percent since 2016. But also partly because the administration is continuing a practice of unilaterally deciding on pay raises, rendering negotiations with unions nearly pointless.
Especially in an election year, it wouldn't be surprising at all if City Council members look for cuts to free up money for more raises, or possibly raises for all employees.
Speaking of elections:Memphis mayoral candidate Willie Herenton is planning a campaign kick-off from 2-4 p.m. Saturday, April 6, at 3356 S. Third St. in Whitehaven.
The Memphis Tigers face off against the Creighton Bluejays at 7:30 p.m. Friday in the second round of the National Invitation Tournament (NIT), our Drew Hill reports.
The match happens in Omaha, Nebraska, but you can watch on ESPNU.
If this was the last home game of Hardaway's initial campaign, let's make sure to savor it.
Next season, the Tigers play North Carolina, Drew reports. Drew also reports that the Tigers are taking a pass on the Myrtle Beach Invitational tournament later this year to instead focus on competitive play.
The Memphis Grizzlies eked out a 126-125 win against the Houston Rockets last night, our David Cobb reports. A highlight: Chandler Parsons was an "unlikely hero."
Memphis in May International Festival hosted its annual gala earlier this week where they revealed the year's Fine Art Poster, our Phillip Jackson reports.
NBC's "Bluff City Law has begun filming in Memphis, our John Beifuss reports.
Germantown needs cell service, but a proposed new cell tower near a school is attracting opposition from some Germantown residents, our Corinne S. Kennedy reports.
The development team behind apartments on Madison Avenue in Midtown — a group that includes Memphis City Council member Berlin Boyd — plans to reduce the number of apartments set aside for low-income residents, our Desiree Stennett reports.
FedEx was playing defense in a recent earnings call, our Max Garland reports.
Our Desiree Stennett profiles the family behind one of the most popular local pizzerias in town, Broadway Pizza. Word to the wise: They also have a great burger.
Nashville-based LifeWay Christian Resources will all of its retail stores this year — including its three stores in the Greater Memphis area — due to declining store traffic and sales, our Jamie McGee reports.
Laura Faith Kebede makes an interesting point over at Chalkbeat: Because of their history with private school discrimination, black Memphis parents may hesitate to participate in Gov. Bill Lee's proposed voucher program.
Tennessee Democratic Party chairwoman Mary Mancini apologized yesterday for calling the state "very racist,"The Tennessean reports.
Nashville-based artist Erin Rae, joined by The Kernal (real name: Joe Garner) of Pinewood, will play at this week's Folk All Y'all event (tickets cost $21.69).


text:
Williams & anr v Russell Price Farm Services Ltd [2020] EWHC 1088 (Ch)
WTLR Issue: Summer 2020
l. MARTIN WILLIAMS
2. GARETH WILLIAMS
3. WENDY MCCREATH
RUSSELL PRICE FARM SERVICES LTD
The claimants were the executors of the will of Mr Russell Price, who died on 8 March 2020. Mr Price had been the sole shareholder and director of the defendant company. 90% of the shares in the defendant company and the residuary estate were left to the deceased's daughter, Ms Lucy Price, who had been appointed the defendant company's secretary on 27 January 2020. The defendant company had carried on a farm-contracting business.
Counsel TA Matthews Solicitors Ltd (1st Floor, Broadway House, 32-35 Broad Street, Hereford HR4 9AR, tel 01432 352121) appeared on behalf of the appellant.
The defendant did not appear and was not represented.
Goodman v Goodman [2014] Ch 186; [2013] WTLR 1181
Kings Court Trust Ltd v Lancashire Cleaning Services Ltd [2017] EWHC 1094 (Ch)
Companies (Tables A to F) Regulations 1985
Companies Act 2006, s125
Previous PostPrevious Watson v Kea Investments Limited
Next PostNext Ball v Ball & anr
High Court of Justice
HHJ Paul Matthews
rectification; share registers; companies act 2006


text:
Q: Get text from asp:textbox I am writing ASP.NET project in C#.
The UpdateUserInfo.aspx page consists textboxes and button. In pageLoad() method I set some text to the textbox and when button is cicked I get the new value of textbox and write it into DB.
The problem is even if I have changed the value of textbox textbox.Text() method returns the old value of textbox ("sometext") and write this into DB.
Here the methods:
protected void Page_Load(object sender, EventArgs e)
{
    textbox.text = "sometext";
}

void Btn_Click(Object sender,EventArgs e)
{
    String textbox_text = textbox.text();// this is still equals "somevalue", even I change the textbox value
    writeToDB(textbox_text);
}

So, how to make textbox to appear with somevalue initially, but when user changes this value getText method return the new changed value and write this into DB?

A: Try this:
If (!IsPostBack)
{
textbox.text = "sometext";
}

A: protected void Page_Load(object sender, EventArgs e)
{
   if(!Page.IsPostBack)
    {
       textbox.text = "sometext";
    }
}

Postback is setting the textboxs text property back to "somevalue" on button click, you'll want to set the value only once as above.
Postback explained:

In the context of ASP web development, a postback is another name for
  HTTP POST. In an interactive webpage, the contents of a form are sent
  to the server for processing some information. Afterwards, the server
  sends a new page back to the browser.
This is done to verify passwords for logging in, process an on-line
  order form, or other such tasks that a client computer cannot do on
  its own. This is not to be confused with refresh or back actions taken
  by the buttons on the browser.

Source
Reading up on View State will also be helpful in understanding how it all fits together.

A: Actually on page load textbox is re-initilized
 protected void Page_Load(object sender, EventArgs e)
    {
       if(!Page.IsPostBack)
        {
           textbox.text = "sometext";
        }
    }
    void Btn_Click(Object sender,EventArgs e)
    {
        String textbox_text = textbox.text;
        writeToDB(textbox_text);
    }

A: Please check Page PostBack in the Page Load Event....

redpajama_set_name: RedPajamaStackExchange


On August 23, 1999, my daughter Shannon was tragically killed in a hit and run auto accident in Ft. Worth, Texas. This man left my daughter and a five year old boy laying on the payment to die. Although he did come forth the following day he has yet to be charged in this crime.
Shannon loved life and her daughter, Meghan, who is now 10 years old. Giving of herself in life, I know she is up above smiling down on all of those she left behind and knowing what a joy and comfort she was to all of us.
The poem below is just a small tribute to the daughter I love so much.
You are visiting the placeholder page for Shannon White-James. This page is here because someone used our placeholder utility to look for Shannon White-James. We created this page automatically in hopes Shannon White-James would find it. If you are not Shannon White-James, but are an alumni of Mattoon High School, register on this site for free now.


Have you ever been looking for a good 2D side-scrolling, action-platformer indie game that is worth its price? Then Momodora: RUtM is the game for you!
After finishing Kingdom Hearts III, I found myself lost looking for something to play. I, then, looked at my email and saw that I was given the privilege to play Momodora: Reverie Under the Moonlight for the Nintendo Switch to review. I was thinking, "I don't like platformers. It makes me sleepy. I should just reject this." because most 2D platformers do. However, when I saw some Momodora: Reverie Under the Moonlight photos and screenshots, it seemed different so I went ahead to play it only to find out that it was good!
This is JJ-kun of The Gamers Camp bringing you my review of Momodora: Reverie Under the Moonlight.
Momodora: Reverie Under the Moonlight, developed by bombservice, is a 2D side-scrolling, action-platformer game released for the Windows PC in 2016 but got recently re-released for the Nintendo Switch via eShop last January 10, 2019. It is actually the fourth installment in the Momodora series so I thought I need to play the first three games before playing this one, but it was not the case, fortunately. Momodora: Reverie Under the Moonlight is said to be a prequel for the Momodora game series, so you can play it without playing the first three games!
Momodora: Reverie Under the Moonlight starts with two people from the side with the other one just bringing you up to a certain point saying "This is the point where I can bring you. Going further would be dangerous." I immediately thought, "Damn, looks like this is a continuation of a game." The other guy with the main character, Kaho, told you of your quest; to have an audience with the Queen of the land to aid you of removing the curse laid upon the world that affected your village. Unfortunately, you are too late and the Queen is already cursed, ordering the evil monsters to attack.
Honestly, when I started playing Momodora: Reverie Under the Moonlight, it felt like reading a novel or watching a movie about something you have no background of, except you start at the middle. Sure, your quest was laid upon you but the story itself was not given much expansion like as to how the world was cursed. There is a big potential within the story but that opportunity was not grabbed.
When I first saw Momodora: Reverie Under the Moonlight, I saw that it was sprite-based, which I was happy about since I am a big retro game lover. I love games using sprites. One example would be Pokemon Black and White, the way it utilized sprites was so escalating.
Nevertheless, Momodora: Reverie Under the Moonlight, delivered its graphics greatly. It had a very distinct graphical style which is a big plus point for me. The attacks of monsters and bosses, the environment which goes with you – like how grasses sway when you walk through it, the animation of each movement, all of it. The game felt very lively and smooth and I love it!
Each area has its own theme and having its own theme means having its own background music to represent it. Personally, while I think the background music, or the OST, is good on its own, I could not really pay attention to the music while playing the game as I was more engaged with the gameplay than the rest that makes up the game. Essentially, in a game, music is one that is most crucial, however, for this game, it seems to break this rule. I would say that the music is good, but not good enough to actually be noticed while playing, in comparison to other games where you really notice the music.
To be fair, the only music that I noticed are the music from the bosses as it really sets the mood for a boss battle. Aside from that, nothing more.
The gameplay was pretty straightforward. You move, you attack. That's it. However, what made it different from other action-platformer titles is its limited yet rewarding gameplay. There is the button for ranged attack, melee attack, roll, and jump. You also get abilities mid-game that will help you progress throughout the game!
I did mention "limited yet rewarding gameplay", right? So, what do I mean by that? What I mean is that the game has difficulty, even just at normal mode, with the addition of the limited controls making it a hard game. Yes, the game is kind of hard but it is not too hard that it removes the fun aspect of the game. It just got the right blend of fun and difficulty. I have to say, I did take breaks from time to time as I was almost close to raging and throwing my controller, but that is exactly the kind of gameplay experience that I like; when something gives you difficulty, you find ways to finish or do the job. Once you do, the feeling you get is of a "very rewarding" feeling, knowing that all of your hard work paid off, and with that I had enjoyed playing the game very much!
For its price, $14.99 for the Nintendo Switch or $9.99 for PC via Steam, can I say that its content justifies its price tag? Well, for a game that is very engaging but fairly short, I would say, if you are into Metroidvania games or 2D Action Platformer games, then get this. It's very worth its price. You would be playing this not just once as it features multiple endings. In addition to this, you get to unlock a New Game+ mode after finishing the game and as well as an Insane mode after finishing the game in Hard mode which would engage you even more!
In fact, I'm already playing the game for the nth time for Insane mode New Game+. It's just so fun to play!
Momodora: Reverie Under the Moonlight did not fail me. Like I said earlier, 2D side-scrolling, action-platformer games make me sleepy but Momodora: Reverie Under the Moonlight did not. It is a fairly short game; Not too short to make it feel lacking nor too long to be boring. I finished the game, including the unlocking of all endings within 4 hours (including my break from my almost-rage quits) and it had me engaged throughout the entire experience. The question, however, still remains: "Is it worth buying?" very much!
Rdein of bombservice, the developer of the game, is doing another 2D side-scrolling, action-platformer game called Minoria, said to be the spiritual successor to Momodora: Reverie Under the Moonlight, with some elements from the latter carrying over with the addition of new ones and I cannot wait for it to get released!
Did you guys like my review of Momodora: Reverie Under the Moonlight? Did you agree to my points or are there points that you disagree on? Comment it down so I'll know your thoughts too! Don't forget to also check out my Facebook page where constantly go live playing games which can be accessed here and my YouTube channel where I upload my stream highlights which can be accessed here.
Until then guys, see you soon!


text:
Centenarians Experience Miracles When Believing in Dafa (Part VI)
November 26, 2018 | By a Minghui correspondent in China
(Minghui.org) Continued from Part V.
The general health of the population has greatly improved with the advent of modern technology, medicine, and physical therapy. But, at the same time, we are still powerless when it comes to many new and complex diseases.
Falun Dafa (also called Falun Gong), a mind and body practice, was introduced to the public in 1992 by Master Li Hongzhi. It teaches people to live by the principles of Truthfulness-Compassion-Forbearance and to consider others first in everything they do.
Falun Dafa has saved the lives of countless practitioners who had incurable illnesses, helping millions improve their physical and mental wellness. Even their family members have been blessed by supporting Dafa.
Our series continues to look at several centenarians who once suffered from chronic ailments and now live healthy lives thanks to their belief in the principles of Falun Dafa.
Elderly Woman Recovered from the Brink of Death Six Times
An elderly woman had a bad cold in 1997 at the age of 79. She coughed incessantly and spat bloody sputum. Her face and legs were swollen.
When her daughter bought her cough medicine, the woman said, "I don't need it. You (Falun Gong) practitioners always have your sicknesses cured. Your Master (the founder of Falun Gong) said that one person practicing benefits the whole family. He will protect me."
"Mom, then you should practice it, too," her daughter said.
"I'm illiterate. Can I still practice?" her mother asked.
Her daughter said, "Yes, you can. Listening to Master's Fa lectures is also a way to practice."
After dinner, the woman listened to a tape of Master Li giving a lecture on Falun Dafa. At the end of the first lecture, she saw Law Wheels spinning. Her cold and cough disappeared the following morning.
"Falun Gong is really good. I will start practicing it," she said.
And so she did. Practitioners now gather at her home to study the teachings of Falun Gong, and she is always up and ready to go early every day. She firmly believes in Master and Dafa. When she is ill or in danger, she always recites "Falun Dafa is good" and "Truthfulness-Compassion-Forbearance is good," and each time, she has become well again.
In the summer of 1998, she was at home alone when the phone rang. As she went to answer it, she tripped and fell, running a hairpin into her skull. She bled profusely.
She shouted, "Master, please save me!" She immediately felt herself being held up from behind by a big hand.
When her son-in-law came home from work, he was appalled to find her on the floor with blood all over. He wanted to take her to the hospital, but she refused, saying that Master would protect her and she would be alright. The wound healed in seven days.
That winter she had high fever for five days. The doctors couldn't find anything wrong but commented that even a young person would not have been able to survive such a high temperature for as many days as she did.
The elderly woman said that she saw many Law Wheels spinning in the room and Master wrapping her with a white cloth. She heard Master said, "Do not be afraid. No one can touch you." The fever disappeared on the seventh day.
One summer when she was 88, she suddenly became paralyzed over half of her body and she couldn't speak clearly.
On the seventh day, the wrinkle lines on her forehead widened and her jaw dropped, signs of death in the Chinese culture. The children heard her saying, "Master, help me! Falun Dafa is good!"
Her family took her to the hospital the following morning. The doctor said that she only had two days to live at most. When she was taken home, she said, "Only what Master says counts. He will protect me. I will not die."
A month and a half later, she could get up, and all her symptoms disappeared completely.
At the age of 91, she suddenly blacked out and banged her head on a cement windowsill. When her daughter found her, she could not talk but waved her hand to hint that she might not make it.
"Quick! Recite, 'Falun Dafa is good; Truthfulness-Compassion-Forbearance is good.' Master and Dafa are here. You will be alright," her daughter said.
About 20 minutes later, she opened her eyes and started to talk. But she still could not move. She said, "I will not go to the hospital. Master is watching over me. I will be fine."
Again, she miraculously recovered two weeks later.
She fractured her right wrist at 92 and no hospital was willing to admit her because of her age. She did not take any pain medicine and, within two weeks, she could use chopsticks again.
In 2012 when she was 94, she suddenly felt weak and started sweating and gasping. She was extremely nervous and her face turned pale. She asked Master for help and recited the two Dafa phrases nonstop. She then returned to normal about four or five minutes later. The same thing happened three times in the same year.
The doctors were surprised that she survived. They said that Falun Gong was really amazing!
My Grandma Recovered from Injury after Two Falls
My grandma started practicing Falun Gong in 1998 when she was 81 years old. She was illiterate and, thus, only listened to the tape of Master's Fa lectures. Sometimes, my mom, my sister, and I studied the Fa and did the exercises with her.
In July 2007, my mother and sister went to see my father, who was recuperating in Shenyang after surgery. My grandparents were at home on their own. My grandma fell in the shower and passed out. She sustained a deep cut to her lower jaw. My grandpa was petrified and quickly called relatives to help.
In the hospital, the doctors wanted to stitch the wound, but she refused to let them. She also complained of pain in her chest and back but refused to get an X-ray to see if she'd fractured anything. The hospital released her.
She was still in pain when I got home from work, so I read Essentials for Further Advancement II to her and heard cracking sounds from her chest. By the time I finished reading, it was around midnight and my grandma looked much better. She said, "We are practitioners. I should be fine."
Instantly, she looked as healthy as she did before the fall. After that, we heard the cracking sounds every day when we studied the Fa. We enlightened that Master was healing her.
Grandma recovered completely in about three weeks and could do the exercises again.
She fell again in November 2003. Just before that, my grandma seemed to sense that something bad was going to happen and asked my mother to lay out the clothes she wanted to be buried in.
The fall was serious. She dislocated her femur and broke several cervical vertebrae. The doctors couldn't do anything because of her age. She developed a fever two weeks later, and the pain in her leg got worse. The doctor said that she had bubbles in her lungs and needed to get shots and take medicine. But the medicine didn't work.
My grandma did not want to take any more medications, but my younger brother and sister, who did not believe in Dafa, insisted. I told them that our grandma was a practitioner and that practitioners do not get sick.
My older sister and I studied the Fa with her, and she started to throw up white mucus. I said, and Grandma believed, that Master was making her throw up the medications and purifying her body.
Just then, I had to leave to take care of my husband in the hospital and could not come home. My older sister had to head south to look after her child. Only my mother and younger sister would be at home. We were worried, because my mother also had to take care of my incapacitated oldest sister and bedridden grandfather. But my mother had strong righteous thoughts and said, "You just go and do not worry. I have Master and Dafa with me. We will be alright."
After we left, my younger brother and sister asked the doctor to check on my grandma again near the end of the year. The doctor said that she wouldn't last through January.
After my brother told me the news, I spoke to my grandma on the phone. I said, "You should firmly believe in Master and Dafa. Recite 'Falun Dafa is good and Truthfulness-Compassion-Forbearance is good' every day."
"My belief is firm," she said.
My grandma could only sleep on her right side after the fall. She sat up for a while and then lay down for a while because of the pain. After we returned home, we studied the Fa with her and had her listen to Master's lectures.
Slowly, under Master's protection, my grandma could take care of herself. This relieved some of the burden on my mother. My grandmas has been healthy ever since.
My younger brother's relatives witnessed her amazing recovery. My nephew said, "Dafa is incredible. My great grandma experienced a miracle. We admire Dafa. The whole family appreciates Master."
His relatives also started practicing Fafun Dafa.
Elderly Woman Blessed for Telling People that Dafa Is Good
An elderly woman from Jinan City, Shandong Province, had been plagued by foot problems for more than 50 years before her granddaughter told her about Falun Dafa in 2003. She was 94.
She repeated, "Falun Dafa is good; Truthfulness-Compassion-Forbearance is good" every day. Her health problem disappeared within a week and she was healthy and full of energy.
She learned the second exercise, the Falun Standing Stance, from her granddaughter and could do it for the entire 30 minutes. One hot summer day, she carried a lot of coal briquette upstairs without a break and did not feel tired.
She respected Master and Dafa, and recited the nine blessed words every morning and evening. She told everyone in the neighborhood how Dafa is good and asked them to give it a try.
When people commented on her good health, she told them about the goodness of Dafa. She also handed out cards with "Falun Dafa is good; Truthfulness-Compassion-Forbearance is good" written on them.
A neighbor in her 80s who received such a card was not hurt when she fell and hit her head on the cement. A man in his 70s, who had serious hydronephrosis, could walk downstairs after reciting the nine words on the card she had given him.
Those who benefited from Dafa have told more people about their miraculous experiences.
My Mother's Secret to Happiness and Longevity
My mother was 106 years old in 2010. She was literate, healthy, and alert. She was able to take care of herself and could still walk without a cane.
My mother was sent to a forced labor camp at the age of 62 for not respecting Mao Zedong during the Cultural Revolution. Her "crime" was that she had cut up a newspaper that had a picture of Mao Zedong to make padding for her shoes. She was 80 when she was released.
Her health was very good until she was 93, when she developed abdominal pain and was diagnosed with sandy gallstones. Because of her age, surgery to remove the stones was out of the question. The doctors just gave her pain medication.
At that time, I had been practicing Falun Gong for about a year and had benefited greatly, so I encouraged my mom to practice it too.
She said, "I don't have too many days left. Let me just read the Dafa book."
She read Zhuan Falun, the main book of Falun Gong, all the way through every week. Although she did not understand some of what it said and forgot some of what she previously read, she knew that Falun Gong teaches people to be good.
Suddenly, her abdominal pain disappeared. I told her that our compassionate Master had purified her body.
She fell several times later but was never hurt.
Many people were surprised at her good health and asked my mother her secret. She told them that she read Zhuan Falun repeatedly and had been blessed by Dafa even though she was not a practitioner.
I hope that her story can bring hope and inspiration to those who long for happiness and longevity.
Elderly Woman Regained Her Hearing
Master taught us that if one person practices, the whole family benefits.
Chunyu's grandma became quite deaf at the age of 95. Chunyu got right next to her grandmother and said into her ear, "Grandma, please listen. Please remember 'Falun Dafa is good and Truthfulness-Compassion-Forbearance is good.'"
Her mother did not think the older woman could hear Chunyu. But Chunyu firmly believed she could, because her grandma was smiling at her. She said, "Grandma, if you heard what I said, say them with me." And her grandma did say the nine words.
Everyone was stunned. They could not believe it. They said, "Is it real that she could hear? How could she regain her hearing so quickly? Dafa is amazing!" They witnessed the healing power of Dafa.
Chunyu's grandma recited these nine words several times every day. Chunyu always asked her what she had recited every time she visited her. Her grandma would smile and say, "Falun Dafa is good. Truthfulness-Compassion-Forbearance is good."
Chunyu's grandma was checked into the hospital for a high fever when she was 99. The doctor was surprised that her heart and blood pressure were as good as those of someone in her 20s.
Her grandma's hearing was still good and her thinking normal when she passed away peacefully at the age of 104. Chunyu's mother said the grandma told her in a dream that she was happy in Heaven.
Centenarians Experience Miracles When Believing in Dafa (I)
Centenarians Experience Miracles When Believing in Dafa (II)
Centenarians Experience Miracles When Believing in Dafa (III)
Centenarians Experience Miracles When Believing in Dafa (IV)
Centenarians Experience Miracles When Believing in Dafa (V)
Category: Health Benefits


text:
Regulation / Government says "social media not to blame for mental illness"
Government says "social media not to blame for mental illness"
The Department for Education report says social media use is not directly harming children's mental health, however it shines a light on associated risks such as online bullying and lack of sleep.
Joe Lepper | 11th Oct 19
Social media use is not to blame for young people's mental health problems, a government report has concluded.
Instead charities and other groups supporting the emotional wellbeing of young people are being urged to focus their efforts on tackling online bullying and lack of sleep and exercise associated with being online, sometimes late into the night.
The Department for Education's State of the Nation 2019 : Children and Young People's Wellbeing report included a detailed look at the mental health risks faced by teenage girls.
This found that: "Social media use did not have a strong association with teenage girls' psychological health, after accounting for the range of factors we examined."
But while social media sites themselves do not have a negative affect on teenagers' mental health the report does warn of associated digital risks, such as cyber bullying and being online at the expense of sleep and exercise.
> See also: Young people's mental health charity boosts web and app support
"Being bullied, including online bullying, had an association with psychological health about eight times larger than social media use." states the report.
"This suggested that when accounting for other factors such as the effect of bullying, physical health and sleep, and the frequency of seeing friends, social media use had only a minimal unique association with psychological health."
The State of the Nation report also cites a report published earlier this year by the government's Chief Medical Officer into screen based activities, which found "there was little causal evidence for the association between screen time and wellbeing."
"It further suggested that any detrimental effects of screen time may be indirectly through it displacing other positive activities, such as exercise and sleep, rather than through direct impacts on wellbeing."
Cyber bullying risks
The report found that teenage girls are more at risk than boys to cyber bullying. It also found that five per cent of 10-to 15-year-olds say they are relatively unhappy with their lives.
Education Secretary Gavin Williamson said: "It's encouraging that the overwhelming majority of children say they are happy, but we have a responsibility to do better for those that aren't.
"We have given teachers the power to tackle bad behaviour like bullying so that school is a safe place for every child to thrive, but today's report helps shine a light on where to focus these efforts."
cyber bullyingmental healthsocial media
Mental Health researchers 'need social media data'
Regulation Security
Windows 7 switch off deadline looms
Rio Ferdinand fronts parental gaming advice campaign


text:
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<shape xmlns:android="http://schemas.android.com/apk/res/android" android:shape="rectangle">
    <corners
        android:topLeftRadius="10dp"
        android:topRightRadius="10dp"
        android:bottomRightRadius="10dp"
        android:bottomLeftRadius="10dp">
    </corners>
    <solid android:color="#2DC9D7"/>
</shape>


text:
//------------------------------------------------------------------------------
// <auto-generated>
//     This code was generated by a tool.
//     Runtime Version:4.0.30319.34014
//
//     Changes to this file may cause incorrect behavior and will be lost if
//     the code is regenerated.
// </auto-generated>
//------------------------------------------------------------------------------

namespace Gumshoe_Maps.Properties {

    [global::System.Runtime.CompilerServices.CompilerGeneratedAttribute()]
    [global::System.CodeDom.Compiler.GeneratedCodeAttribute("Microsoft.VisualStudio.Editors.SettingsDesigner.SettingsSingleFileGenerator", "12.0.0.0")]
    internal sealed partial class Settings : global::System.Configuration.ApplicationSettingsBase {

        private static Settings defaultInstance = ((Settings)(global::System.Configuration.ApplicationSettingsBase.Synchronized(new Settings())));

        public static Settings Default {
            get {
                return defaultInstance;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("MediumSlateBlue")]
        public global::System.Drawing.Color themeColor {
            get {
                return ((global::System.Drawing.Color)(this["themeColor"]));
            }
            set {
                this["themeColor"] = value;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("0")]
        public int zanaQuantity {
            get {
                return ((int)(this["zanaQuantity"]));
            }
            set {
                this["zanaQuantity"] = value;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("113")]
        public int mapHotkey {
            get {
                return ((int)(this["mapHotkey"]));
            }
            set {
                this["mapHotkey"] = value;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("114")]
        public int zanaHotkey {
            get {
                return ((int)(this["zanaHotkey"]));
            }
            set {
                this["zanaHotkey"] = value;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("115")]
        public int cartoHotkey {
            get {
                return ((int)(this["cartoHotkey"]));
            }
            set {
                this["cartoHotkey"] = value;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("")]
        public string selectedLeague {
            get {
                return ((string)(this["selectedLeague"]));
            }
            set {
                this["selectedLeague"] = value;
            }
        }

        [global::System.Configuration.UserScopedSettingAttribute()]
        [global::System.Diagnostics.DebuggerNonUserCodeAttribute()]
        [global::System.Configuration.DefaultSettingValueAttribute("True")]
        public bool publicOptIn {
            get {
                return ((bool)(this["publicOptIn"]));
            }
            set {
                this["publicOptIn"] = value;
            }
        }
    }
}


text:
Q: How to get then button data-title value in jQuery? I want to know how to get the value of the button data-title (prbModalExt2.html) in jquery and insert it into a variable URL.
At this time the variable URL is created with the value prbModalExt1.html.

Show Modal

A: You can get value like this
 var value = $('#modallink').data('title')

Then you can add in url as per your requirement through concatenation. Like
var url = 'prbModalExt1.html/'+value; or
var url = 'prbModalExt1.html/?'+"title="+value;

A: You can use .data() function from jQuery
$('#modallink').data('title');

More information about .data() can be found here

A: It will be helpful to you to get data-title

$(function(){
 $('#modallink').click(function(){
     // .....
      alert($('#modallink').data('title'))
 })

})

<input type="button" id="modallink" data-title="Click Me" value="Click Here"/>

A: You can catch your anchor tag with class and on click event you can use data to catch your value.

$("a.btn-primary").on("click", function() {
  alert($(this).data('title'));
});

Show Modal


These bowls and pens were handcrafted from an Elm (Ulmus rubra) that grew at the corner of Elm Street and College Street in front of Battell Chapel on the Old Campus. The 40 year old Elm tree, which is the namesake of Elm City and the street upon which it grew, died in 2011 and the trunk was removed by the city in July 2012. A view of the dead tree still standing in front of Battell is evident in the second picture taken before the tree was removed.


text:
SenseHawk, drone analytics for the solar industry, takes flight with $2M investment
Jon Russell	@jonrussell / 1 year
The consumer market is just the tip of the iceberg for drones, which have the potential to deploy across a range of different industry verticals such as construction or agriculture.
That's the premise behind SenseHawk, a U.S-India startup that specializes in using data captured by drones to develop insight for projects within the solar industry. The startup is currently active in three markets — its two home countries and Australia — and now it has raised $2 million from SAIF Partners to push its business and expand into new regions. A number of undisclosed angel investors also took part in the round.
The company was founded in December 2015 by Swarup Mavanoor and Rahul Sankhe, who previously spent time working for renewable energy company SunEdison. Mavanoor that the idea for the business came when using a drone to collect data for a construction project. While the information gathering gave considerably more insight than traditional methods of deploying people, the duo found that there was no service for extracting specific data required.
"We started looking around and, though lots of people are doing basic drone data processing, no one is really looking at this vertical," Mavanoor told TechCrunch in an interview. Thus SenseHawk was born.
SenseHawk co-founders Swarup Mavanoor (left) and Rahul Sankhe
The company isn't really a drone business; it's more of a data and analytics startup. That's because it doesn't pilot drones itself. Rather, it helps companies that own and use them to get the insight they need for each project.
SenseHawk is developing an AI platform that's split into different modules, including terrain-based analysis tools, a construction monitoring and analytics system and thermal analysis. Mavanoor said that clients adopt modules based on requirements, with some taking all three.
African experiments with drone technologies could leapfrog decades of infrastructure neglect
Many verticals that involve outdoor work have the potential for drone-based analytics and services, but SenseHawk is sticking to the industry it knows best for the time being.
"Our core development is focused on solar because we are from the industry so have an advantage in terms of our network and understanding of what's needed. We did look at [other industries like] agriculture, but the worry was where do you make money.
"What you can deliver with a drone is basic analytics, but agriculture requires precise data on what to do and how to progress," Mavanoor added. "Ultimately, we decided that there's no point in doing 10 things and doing a decent job, versus sticking to one thing and doing an amazing job."
Mavanoor said the startup plans to use the new funds to develop its core tech and AI platform, including new modules, and expand its business into new regions, such as Europe and Africa. It is also hiring, with its headcount is set to expand to around 20 people in the coming weeks. Its engineering team is based in Bangalore, India.