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Scan 1 OBD2 Auto Repair Intelligent Scanner with Automatic PID Analyzer Software
The Scan 1 OBD2 scanner auto repair diagnostic tool is a unique software PC based scan tool, with built-in troubleshooter, PID Analyzer, DTC code videos, PID red-flag feature, advanced graphing, information and more. The PC based scanner software is bundled with all sorts of auto diagnostic and repair help. This OBD2 scan tool and your own oscilloscope makes for a complete auto repair shop solution. If you don't have an oscilloscope, then the Scope 1 is also available.
Scan-1 OBD-2 Diagnostic System
MSRP $685.00 Sale Price $599.00
(Includes all cables & Connectors, CD-ROM Software & Manual and plastic carrying case)
Scan-1 Complete $599.00 USD Scan-1 + Mr BOB $867.00 USD Scan1 + Laptop + Bk-Vid $1,185.00 USD
Click Add-to-Cart button above for the Scan-1 System and a secure safe puchase!
Laptop + Scan-1 + Book/DVD DEAL (Save 20% - 11 Items Altogether + Laptop)
Pack-4 - This deal includes the Scan-1 Diagnostic System Pre-Loaded and the Laptop. You get the Bluetooth Scan-1 hardware already configured and paired, tested and ready to go. You also get the Scan-1 Software fully loaded and pre-programmed, with nothing else to do but use it. We often get asked to offer a kit with Scan-1 and Laptop, so the tech doesn't have to go to school to install the software. Ok, this is it, you're set here. Plus, you also get the OBD-2 Repair Strategies book, that deals with "How to Interpret the Different Scanner Data Parameters". This information is seen nowhere else. You get the Scan-1 with video troubleshooter, extensive help based information and the interpretation book. You're set here so far as scanners are concerned.
Scan-1 Diagnostic System (loaded software and hardware)
Automotive-Sensor-Testing E-book (pdf) ...... PLUS the accompanying DVD (plays on this laptop or your TV)
Automotive-Actuator-Testing E-book (pdf) ...... PLUS the accompanying DVD (plays on this laptop or your TV)
OBD-2 Diagnostic Strategies E-book (pdf) ...... PLUS the accompanying DVD (plays on this laptop or your TV)
Automotive Electronics Course 1 E-book (pdf) ...... PLUS the accompanying DVD (plays on this laptop or your TV)
Greatest deal for when you just need the Scan-1 and also need training. The included book and DVD sets are the most popular technician training courses that we offer. Used by countless tech-schools and trainers. All books and the Scan-1 are ready to use. See more Laptop deal PACKs here...
View Video below...
What is the Scan 1 OBD II scanner and how is it different from all other OBD-2 diagnostic systems on the market?
The Scan 1 OBD II scanner software is a PC based (Laptop or PC) Bluetooth interface software, that will scan a vehicle, pull-up the relevant information from its internal database and then perform the appropriate BUILT-IN AUTOMATED TESTS to determine the problem. That is unique on any scanner. No other OBD2 scan tool will do a PID Datastream analysis for you.
Some (expensive) aftermarket OBD2 scanners have a form of internal database or troubleshooter. But the Scan 1 OBD2 scanner goes far beyond that. It's designed to take the difficult aspects of PID datastream analysis out of the repair process.
What does the Scan 1 do for you?
The "Star of the Scan 1 System", it is called "Automated PID Datastream Testing". The tool comes with an assortment of built in tests buttons that will analyze the datastream PID or parameters and tell you what the problem is all about. It won't fix your car, but get you closer to it.
You can do a series of tests without even looking at the datastream PIDs.
On top of it, during test mode, the Scan 1 OBD II scanner will sample the datastream PIDs at a much faster rate (faster than anything on the market) since it doesn't have to display the data each time.
As soon as the test is completed (average 100 seconds) the Scan 1 OBD II scanner will analyze and come up with a recommendation. This means that the unit has built-in intelligence behind it. If you have all your OBD-2 information at hand, you won't even have to go back to your normal information computer (Alldata, Mitchell) and spend time there.
Like any other scanner, the Scan 1 OBD II scanner will output normal scan values, codes info and also code setting criteria just at the touch of a button. No TIME WASTED in information overload search. Information retrieval is fast, easy and tailored to the data you've retrieved from your vehicle. The SDPScan 1 database in vastly huge and covers many aspects of diagnostics and it will also keep growing.
Graphing is also a snap. How many times have you been overwhelmed by the sheer amount of information and difficulty in using graphing. Well, the Scan 1 OBD II scanner has ALL AUTOMATED GRAPHING capabilities. All you have to do is choose from a series of buttons and you can graph the data for a specific fault, such as lean condition, O2 sensors, EGR fault, MAF fault, converter fault, etc. Both the tests section and the graphing sections are fully automated. You don't have to learn how to graph PIDs, just press a button.
Plus, the Scan 1 OBD II scanner is a complete OBD2 scanner meeting all the latest SAE Specifications. These specifications include a maximum of 76 PIDs (which include from O2 sensors, to EVAP pressure, EGR Error, AFR-Air Fuel Ratio Sensors, and on-the-fly monitor status). Up to 76 PIDs are now supported by the latest SAE Standard, which includes many PIDs only retrievable by OEM tools before. The Scan 1 OBD II scanner supports all SAE codes as well, which include P0, P1, P2 P3, C0, C1, C2, C3, B0, B1, B2, B3, U0, U1, U2, U3. P codes are powertrain, C codes are chassis, B codes are body and U codes are network faults. Keep in mind that this is the new SAE regulation and most vehicles are not yet made to support all these codes. The important fact is that the Scan 1 OBD II scanner is already capable of it. A protocol is simply a communication language. The Scan 1 OBD II scanner fully supports all 9 OBD-2 Protocols (J1850PWM, J1850VPW, ISO 9141-2, ISO14230-4 (fast), ISO14230-4 (slow), CAN (11/500), CAN (29/500), CAN (11/250), CAN (29/250). So you are set for the future. No adapters are needed to make the Scan 1 OBD II scanner CAN Ready. In 2008 all vehicles were mandated by the standard to speak the CAN protocol (language).
What do you get when you buy the Scan 1 OBD II scanner
You get the Case, Bluetooth Vehicle Interface, molded DLC connector, Scan 1 Software Download and Password, USB Cable and extra OBD2 DLC Connector extension cable. The tool is very easy to use and setup on the computer. User's manual video is part of the download, embedded on the software. The unit runs on Windows XP, Vista, 7 & 8 Pro.
Scan 1 OBD2 Intelligent Scanner with Automatic PID Analyzer SCREENSHOTS
(Click to Enlarge the Images...)


Comments: Auto fans love the backup camera, Bluetooth, a navigation system, braking assist, dual climate control, a power outlet, stability control, traction control, premium sound system, and a MP3 player of this 2019 Toyota Tundra Limited. It has a 8 Cylinder engine. This one's a keeper. It has a crash test safety rating of 4 out of 5 stars. Drivers love the beautiful black exterior with a lb20 interior. Make your move before it's too late schedule a test drive today! Johnstons Toyota is located in New Hampton, NY and proudly serves Warwick, Middletown, and Newburgh, New York. We are a premier Toyota Dealer in New York providing a full line of new and used cars , trucks, vans, and SUVs.


a. ASTM-F-1869 – Standard Test Method for Measuring Moisture Vapor Emission Rate of Concrete Subfloor Using Anhydrous Calcium Chloride: The maximum allowed water/vapor transmission rate is 3 pounds per 1,000 square feet per 24 hours.
b. ASTM F-2170 – Standard Test Method for Determining Relative Humidity in Concrete Floor Slabs Using In Situ Probes: This test measures the relative humidity in the slab below the surface. If taken over a period of time, it will show the rate of drying in the slab. The maximum relative humidity should be below 80%.
c. ASTM-D-4263 – Plastic Sheet Test: This test gives an indication that moisture may be present.
Another procedure that helps determine slab dryness is ASTM-F-2170 – Standard Test Method for Determining Relative Humidity in Concrete Floor Slabs Using In Situ Probes. Maximum allowable R.H. for protimeter test is 80%.
2. If the floor is completely sound, fasten ½ Exterior grade plywood "C" plugged with an extended glue line to the existing floor. Stagger the plywood for strength.
3. ¾" DFPA Exterior or ¾" DFPA Underlayment grade plywood with exterior glue line must be used if the existing floor cannot be cleaned, or is not sound.
1. ¾" exterior grade plywood "C" plugged with an extended glue line must be used.


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Moving to Modern Classroom?
Michael Weinraub, Writer|March 14, 2022
This school year West Potomac implemented Modern Classroom, a new teaching system that focuses on self-paced video lessons rather than regular lectures to guide students through learning.
However, this isn't just something at this school, it's an entire project that can be put in place at any school. The system, according to the Modern Classroom website, includes teacher-created videos, "self-paced learning," and "mastery based grading." Students watch the videos and later complete "mastery checks" to prove they understand the material. The system is supposed to allow for teachers to help individual students more because they don't need to spend a large portion of class time lecturing. A study, written and conducted by Modern Classroom, and reported on by the John Hopkins School of Education claims students feel more confident along with being able to teach themselves new academic content, and teachers feel less stressed.
When asked, science teacher Ms. Pendleton agreed, saying "…If you're teaching a lesson in front of the whole class, there was a little bit of time pressure there… But Modern Classroom really frees me up to spend the time helping students instead of just talking at them."
As for her students, she said, "…The model is benefiting some students who would struggle with a traditional model of learning. I know I have some students who struggle with school in general… but because all of the lectures are videos, they can access them at any time and I do see improvement."
Some students are less enthused about the self-paced learning aspect of Modern Classroom.
Iris Ramirez, a junior at West Potomac, said, "I personally don't like it because I can't form that relationship with the teacher like in a live classroom. I can't ask the same type of questions because everyone is on a different section of the unit making it harder to collaborate with other students."
Other students feel the success of Modern Classroom can vary between classes.
Junior Reilly Tynan explains, "In my opinion, it depends on the teacher and how the teacher handles it."
Some students see positives and negatives in self-paced learning.
Junior Nicholas Lee elaborates, "I love being able to work at my own pace and kinda make my own lesson plan. However… it can sometimes feel slow or very boring which can lead to skipping videos and getting lower grades on assignments."
Ms. Pendleton has advice for teachers about Modern Classroom, saying, "I feel like some teachers are really hesitant to try it because it is a lot of work upfront on the planning end because you have to plan all the lessons and all the practice at the same time. But it's worth it because you get to spend a lot of time with students and actually build relationships and get to know them."
Michael Weinraub, Writer
Michael Weinraub is a senior at West Potomac. A fierce drummer and avid Dungeons and Dragons player, he lets his exploding creativity and broad mind shine...
Youngkin's Executive Order Addressed
Students and Teachers Reflect on a Year of the 4.0 Scale
Testing Methods to Take Out Stress

redpajama_set_name: RedPajamaCommonCrawl


For years the artists duo Roy and Gideon have been experimenting with different materials and recycled art. Their ability to combine different materials such as nickel, chrome, screws, wood and aluminium into amazing artworks is truly an extraordinary talent.
technique of nickel chrome painting.


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Kasteel Weims (Schloss Gross Weims) is een waterkasteel in de tot de Belgische gemeente Eupen behorende plaats Kettenis, gelegen aan de Weimserstraße.

Geschiedenis
Het kasteel Weims werd voor het eerst vermeld in 1334. Toen werd met riddergoed Libermé gedeeld en bleef in handen van een neventak van de familie von Libermé. Ook dit kasteel was, evenals Libermé, een leen van het Onze-Lieve-Vrouwekapittel te Aken. Ene Jüttgen von Libernmyn trouwde in 1405 met Johann von Weims, de naamgever van het kasteel. In 1524 kwam het door huwelijk in bezit van de familie van Hirtz, welke het tot midden 17e eeuw in bezit had. Omstreeks 1551 werd de huidige donjon gebouwd.

Het kasteel werd zwaar beschadigd tijdens de Dertigjarige Oorlog. Daarna werd het hersteld, waarbij een deel der omgrachting gedempt werd. In 1755 kwam het kasteel aan Jean Lambert Rasquin en deze verbouwde de donjon tot de huidige situatie, waarbij ook de ophaalbrug verdween.

Gebouw
Het betreft een zwaargebouwde woontoren op vierkante plattegrond, van twee verdiepingen. Deze is in zandsteenblokken gebouwd. Voor deze toren bevindt zich een landbouwbedrijf. Oorspronkelijk was de hoeve omgracht. In de westelijke vleugel zijn nog overblijfselen van een 16e-eeuwse inrijpoort te zien. Hierop aansluitend is een aanbouw van 1761. De oostelijke vleugel werd in 1899 sterk veranderd en uitgebreid.

Bouwwerk in Eupen
Weims
Beschermd erfgoed in de Duitstalige Gemeenschap

redpajama_set_name: RedPajamaWikipedia


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L3-Part 3 Emotion Constraints
Leading Innovation in Arts and Culture
Universidad Vanderbilt
4.5 (32 calificaciones) | 9.5K estudiantes inscritos
Developed by David Owens at Vanderbilt University and customized for the cultural sector with National Arts Strategies, this course is designed to help arts and culture leaders create an environment where new ideas are constantly created, shared, evaluated and the best ones are successfully put to work. One of the toughest challenges for any leader is getting traction for new ideas. Winning support can be a struggle. As a result, powerful new ideas often get stuck. This is especially true in the cultural sector. People involved in arts and culture often have little time and even less money for experimentation and risks. This course will help those in the performing arts, museums, zoos, libraries and other cultural organizations build environments where new management and program ideas flourish. Leading Innovation in Arts & Culture will teach you how to make an "innovation strategy" a fundamental component of your organization's overall strategy. In this seminar you will learn to: - Analyze constraints on innovation in your organization, foresee obstacles and opportunities, and develop a shared vision - Develop a process to manage the demands of multiple stakeholders, shifting priorities and the uncertainty inherent in new initiatives - Create a culture for innovation and risk-taking that generates new perspectives and challenges existing practice - Create a strong customer focus within your organization that anticipates customer needs National Arts Strategies worked with David Owens to customize this course for those working in the cultural sector. They based their work on David Owens' Leading Strategic Innovation in Organizations course. This highly interactive 8-week course will engage you in a series of class discussions and exercises.
Group Constraints
The lone genius hard at work in her garret is, we know, not exactly how the world of art and culture really works. This week's topic is Group Innovation Constraints and is grounded in the research and insights of the field of social psychology. We will be exploring the way that group dynamics affect the problem of innovation. Our basic premise is that in order to move from a creative idea to an innovation, you will need the cooperation and collaboration of others. We will take critical looks at emotion processing in groups, at group cultural norms, at group processes, and even at the environments within which groups function.
L3-Part 1 Introduction8:26
L3-Part 2 Group Constraints Exercise1:13
L3-Part 2b InClass Exercise Debrief4:42
L3-Part 3 Emotion Constraints14:01
L3-Part 4a Culture Constraints Example2:08
L3-Part 4b Culture Constraints12:48
L3-Part 5 Environment Constraints6:30
L3-Part 6 Process Constraints19:10
L3-Part 7 Leading Effective Brainstorms3:51
L3-Part 8 InClass Idea Build0:46
David A. Owens, PhD, PE
Jim Rosenberg
Independent Consultant and Senior Advisor at NAS
[music] I assume that was hard for you to go out and make some animal sounds in some way. If you see the piece of video from my class, you can see there's lots of nervous giggling, and people are averting eyes, because they're nervous, so there's a nervous tension there. So, what is it about that? Why is it such a hard thing? If I say, go in your closets go by yourself, go find the space where no one can see and you make the noise. I'm a sheep, right? It's easy, no problem, you can do it. On the other hand, when other people around, it's really different. And so, that's what we're after try to understand what are the role these other people play in making us feel differently. I think of the animal sound in my own case, is often when we have a faculty meeting. That's when I have the animal sounds. Because they're, people are talking down there. And I'm thinking, like, what's going on? And I'm afraid to say something because I worry that it's going to come out like an animal sound. Everyone will look at me, and, and possibly criticize me and think, like, what is wrong with Owens? Why is he baa'ing like a sheep? That's not even his last name letter. You know, you get the idea. Okay, so, let's talk about emotion. So, let me go ahead and, and talk a little bit about the understanding. So, the experience was to make the animal sounds and now we want to make sense of that. How do we make sense of what was going on there? And there's also some of this in the video that you watched also, the Super Bowl vid video as well. Okay. So, some of the problems in groups. We could think about the issues of, of ego, the issues of social status in, in terms the following. We're generally afraid to be criticized, we don't like to be criticized in public. You know, if we, in private there tends to be okay, but we really don't like to be criticized. Criticism is considered a negative thing. We're afraid of making mistakes. On our own, if I'm writing in my notebook myself, I'm not that afraid of making mistakes but when there are other people around and the people are watching me, I'm very much afraid of making mistakes and we also tend to avoid conflict. So, all these things make us feel that is from an emotion perspective, make us feel not very good and so let's think about why that is, I mean, so I want to talk to you little bit of why that is. Well, Sigmund Freud suggested that creativity actually is a response to this thing called the ID, the animal, the inner, there's like an inner consciousness. The ID is the inner drive, the ID, the inner drive. And this inner drive was this thing of, was a force for creativity, in fact. But the problem is, is that the, if everyone behave that way, it would be really, really problematic. And so, what we do is you know sort of, you know, put on the yolk of society. That society says, you can't act that way and we begin to internalize that and we, we, we, his term for that was the ego. So, we have this ego that sort of moralistic sensor, it sorts of sits on our shoulder. You know, that sensor says, like don't say that, you can't think that, don't do that. For Freud, this was the source of lots of neuroses, that people, in fact, were sort of suppressing this, this inner drive. And so in a way, he's saying that everyone's creative, everyone has this drive to be creative. And the problem with creativity is that we stop it, that we're pushing it back. And so, we're going to keep an eye on this ego thing and try to understand how it is that we can remove the ego sufficiently that we can actually get things done. We're afraid of criticism. Criticism does not feel very good. Let me tell you about a study about criticism that was kind of interesting. So, there's a research study, and the person doing the, the researcher, what he did was, he hired two actors, and these two actors played a different role. So, there's one actor who was, the being criticized and another actor who was, the criticizer. So, this person said to this person, you could have done this better. And then, they switch roles, and they said, well, you could have done this better, right? So, they're the same 2 actors, and they switch roles so we can take the individual out, and what did they find? They asked people, they said, to watch one piece of video of the actors in the one situation or the actor in another situation. They said, please estimate the IQ of these two people. What do you think happened? Well, it turns out that the IQ of people who were being criticized was rated as being much lower than people who actually were doing the criticizing. That's kind of interesting. Because it, it doesn't really seem like it should make sense because it's probably easier to criticize. Well, you probably know this. It's easier to criticize someone than it is to think of ideas and to, to put yourself out there, to put yourself at risk. And so, why would it be that criticizing is perceived as smarter? Someone who criticizes is smarter. I don't know, I could just conjecture that it has maybe something to do with the way we're, we're raised was when we're small children, we're always told don't do this, don't do that, that's wrong, that's not very good, this isn't very good. And we become to believe, somehow, that maybe it's that people who criticize us are smarter than us somehow, and that's when we begin to internalize that. And so, criticism really does not feel very good. So, there's a problem when people criticize in groups. Criticizing is easier and it destroys group functioning, right, because we don't want to criticize, we don't want to be criticized. So, you've probably been in a brainstorm session where you say, well, we could do it this way. Someone says, oh, that won't work. Well, we could do it this way. Well, why would you do it that way? Well, we could pretty soon, after lots of criticism, we just stop. We understand, we get the message, we're not to say anything else. So, that's the problem with criticism. We're also afraid to make mistakes. Making mistakes is problematic, because if we make mistakes in front of other people, they start to judge us, they think I'm wrong, they might eject us from the group. I love looking at a picture like this. Probably every year, I see a picture like this in the newspaper that says, you know, someone has misspelled the word school, in front of a school, right, because that's where you paint it on the ground, it was, at a school. So, I mean, think about what would happen here, we would probably be really afraid to make a mistake like that. Because what happens if you make a mistake like that? Well, probably you'll get fired and if you get fired, probably your spouse leaves you and if your spouse leaves you, probably your dog hates you and your dog bites you and your car breaks down. Wow. If all that bad stuff happens from having a mistake, I don't want to have any mistakes. And so, what's the safe way to go is to not do anything that, that will incur any risks, right, just do something that really keeps myself real nice and easy, and simple, do what I've done before so I don't make a mistake in front of other people. The third kind of constraint on, on this sort of emotion when we're talking about ego and social status is avoiding conflict. We absolutely do not like conflict. I mean, some of are, are better at managing conflict. And some of us know when there's time to go have conflict. But for the most part, we really don't like it in groups, especially not in brainstorming groups. And so often, what we'll do is we'll just go ahead along with someone's idea, even though we don't think their idea is good. We may throw out some, oh, that's really good, what a great idea you had there, in order to avoid any kind of conflict, in, in order to say, well, that's dumb idea, we shouldn't really do that. And also we have the problem now, if I say that's a dumb idea, now I've gone to the criticism place. And so, there's really, is a really difficult to step through here in a way that works. Well, let's think about it this way. In a group, we all want esteem. We want to feel like we're you know, an established member of a group. But we could use Maslow's hierarchy as a way of arguing that. There's all sorts of, of research that suggest that people have the desire to be with other people and they want to be valued by those other people. And so, if I am wanting to be valued by a group, how could I do that? Well, I could help a group gain resources or I can go find resources for the group and bring it there. So, if my group is working on a problem, I can say, well, I can go get us some coffee, or I can get us some money, or I can get us some information and bring that to the group. Wouldn't that be a good thing? I can help lead the group to a solution to another solution. I mean, we're worried about not being known, not being seen in the group. But, in fact, if we can bring the group something, then they might actually like us. The group also has this giving them good information, bringing new information from the inside and also, what we want to do is stop bad decisions in a group. So, if I'm a val, a high value to a group, if I can say, let's not do that because there, that road is we'll, we'll go over the cliff at the end of that road or if we try to do it that way, it won't work or the boss doesn't want us to do it that way so let's do it a different way. And by stopping a bad decision in the group, I am creating value. I'm being valued by the group if they recognize that. A problem is that there are these unattended consequences, potentially. So, if I wanted to lead the group to a solution, right, that's how I show value and that's how I get esteem in the group. Well, I might stop other people's solutions from being considered from going out. So, if I criticize someone's, like, that won't work, like, I have a better solution, I'm implicitly criticizing someone else's solution, and that may stop the group functioning that way. I may through, by desire to give the group information, I may drown out other people. I may stop other people from giving their ideas,because I'm dominating, because I want everyone to hear my ideas and hear my good information. And to stop bad information to stop bad decisions making in a group because I may go out of my way to not share decisions making responsibility. I take over and I say, I'm the one who decides and you guys don't get to decide, and that I preserve it for myself. And that would allow me to be in charge and to produce that value. On the other hand, what does it do for everyone else? It puts them out of it. Makes them not really willing to participate. And that's this kind of stuff here, like emotion or motivation, excuse me, groups, if you're not motivated in a group, you're not part of something special, you're not a part of something, and that's going to reduce your motivation. That's going to make you less likely to innovate, which we saw at the individual level. Commitment, you know, I'm with these people, do I want to stay with them till the end? Do I, is this feel good, does this not feel good? What about risk tolerance? Do I feel like I could take a risk by saying something in front of these people? Or if I try and experiment will, and that goes wrong, do I feel safe about it? Are they going to ridicule me? Are they going to throw me out? Are they going to tell other people what a fool I was? So, these are all the things going through people's heads as they participate in groups. And so, that's what we want to be thinking about, how can we stop those things from happening? So, how do we overcome these constraints, these emotion constraints? Well, there's a number of things we can do. First of all, we can really support psychological safety. Psychological safety is this idea that when you're with a group, with you, when you're with other people, that it feels okay, like you feel like they're not going to attack you, they're not going to make fun of you, they're not going to ridicule you, they're not going to eject you from the group. And there are ways that we can actually facilitate that psychological safety. First is to have some rules. How are we going to do this? When we brainstorm together, what are the, what are the rules? Are you allowed to criticize or not? Or if you behave in a certain way, what's the penalty of doing that? Groups also can have a dissent channel. The dissent channel is when you not during the meeting but maybe after the meeting, if someone has been afraid to say something. For example, someone might say, this project won't work or that's a really dangerous way to do that. And this, this dissent channel is something used by NASA. They can go in afterwards, and say, well, I don't think that's going to work without the fear that the, they're going to be fired, they're going to be made fun of or ridiculed or put down, because of their dissent with the groups ideas and decisions. So, that's psychological safety, a very important thing. We can also suppress idea egotism. I often see groups, groups in my class, I'll have them present their ideas. And they'll say, well, I thought of this, and she thought of that, and he thought of that. And when we start talking about my ideas versus our ideas, then the egotism is in there. What we need to do is we need to break that, we need to break it from my idea to our ideas. One way to do that is to generate lots, and lots, and lots of ideas. And so, when you're doing brainstorming, see if you can get the group to generate a ton of ideas and that way, people are less attached to any one of those ideas. Putting ideas on the wall, and if you could get a chance to watch the idea video, actually I'll put a link to it in the next week's session, you'll see when they brainstorm, they put their ideas up on the wall, and that way, when people evaluate each other's ideas, I don't have to watch you evaluating my idea. And by putting the idea on the wall, I'm not showing you my idea, saying, hey, you know, what do you think of my idea, isn't this a great idea? That creates lots of demand on people to actually like your idea, socially, even though that informationally they may not understand it to be a good idea. And also as a manger, as a leader, you need to model the right behaviors. That is, show people how it is that they should be doing this stuff. Some more strategies, having good arguments. There's interesting research in conflict, different kinds of conflict. And so, there's a kind of conflict called task conflict, which is say, for example, we're trying to calculate a number and I say it's 3.2 and you calculated it in a different way. You say, no, no, it's 3.18. And I calculate so, no, no, no, I got 3.21 this time. And we're arguing, we're having conflict but in a good way because if the answer really matters, we want that kind of conflict. The second kind of conflict that researchers talk about is process conflict. That is, decisions about what are we going to do first, what are we going second, what are we going to do third. Process conflict is good to have early on. So, get the team to get some idea of how it is they're going to proceed but then you want that kind of conflict to go away. Once the team decides how you're going to proceed, then you don't want any more process conflict. The third kind of conflict is the conflict that always is the one that derails groups. And that's called a relationship conflict. And so, instead of saying, I think it's 3.2 and you think it's 3.4, what we tend to see people do is say, wow, why do you sit so close to me, I hate it when you eat garlic at lunch, like why, go away, I don't like you anymore. And that kind of conflict is a relationship conflict that's never good in a group, it creates problems. And so, to the extent that you can keep the conflict as task conflict, and watch carefully because the task can slip into relationship conflict. And so, you want to be aware of that and make sure that you can keep those things apart. Then, there's this idea of celebrating failures. And so if, if my, my good friend Robert Sutton, Bob Sutton talks about rewarding success and failure equally, but the thing you want to punish is inaction. So, when people don't do something, that's when they need to be punished. And if you think about innovation projects, really it's not as just, as, as making a mistake or failing or succeeding, we really think about it as hypothesis testing, I'm going through this process to sort of say, we though this might work and it won't work, great, let's, we've figured that out. Hopefully, we figure it out before you spend a lot of money, before you spend a lot of time, before you spend a lot of political capital or social capital, figuring out that this thing won't work. And so, these are the ways that you can overcome some of these emotion constraints. Next, we're going to talk about culture constraints.


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Challenge Ofsted's approach to inspection of Steiner Schools
by Governing Body of Steiner Academy Bristol
Lawyers: Irwin Mitchell LLP
Governing Body of Steiner Academy Bristol
We seek to apply to the High Court for a ruling that the inspection process & the judgements formed are irrational & show evidence of apparent bias & the inspection report be quashed.
Latest: April 1, 2019
March 2019 Update
Thank you to all those who have donated to our legal challenge, we couldn't have done this without you all. The latest position on our case is below:
Our judicial review claim was lodged on 25 F…
Steiner Academy Bristol is a free school which opened in Bristol in 2014. The school was inspected by Ofsted in November and judged to be Inadequate and is now in Special Measures. This will mean that the Academy will be taken over by a Multi-Academy Trust and it may not continue to follow the Steiner Curriculum and philosophy.
Whilst we take the report very seriously we had a number of concerns about it's findings and wanted to work with Ofsted to resolve these. Unfortunately we feel that the position Ofsted has adopted throughout this process has left the board of governors with no other option than to investigate a legal challenge.
We are therefore raising funds to mount a legal challenge against Ofsted's decision. If you believe in maintaining Steiner education in the state sector - or just that schools should be able to offer a different kind of education - please contribute now and share this page with your friends, family and on social media.
The legal claim will argue that the Ofsted inspection was flawed, that they failed to follow guidance and the code of conduct relating to inspections, and the inspectors lacked a proper evidential basis for their conclusions. It will also argue that we believe that there was apparent bias in the way that Ofsted carried out their inspection.
In December 2018 an article in Telegraph stated the Education Secretary Damian Hinds had written to the chief inspector of Ofsted demanding "additional scrutiny" of all Steiner schools in a memo to the Chief Inspector of Ofsted dated 15th November 2018. We have requested disclosure of this letter, but the request has been refused.
We believe that the inspection and judgement process suggests an apparent bias against Steiner education. We are concerned that multiple Steiner Academies were subjected to unannounced inspections over a very short time period and we are asking the High Court to make a ruling that the inspectors came into school with a pre-determined view.
For the above reasons, we requested Ofsted carry out a fresh inspection with a new team of inspectors. We also asked Ofsted to provide us with documents to properly understand the reason for the unannounced inspection and what information had been provided to inspectors beforehand.
Ofsted have refused our request so to do.
We now seek to have the inspection process and judgements in the report judicially reviewed.
What we are fighting for
Our initial goal is to instruct our legal team to prepare the case to issue judicial review proceedings and obtain disclosure of information. We have made multiple requests, including via a 'pre-action' legal letter, but Ofsted have refused to provide us with the information we requested because they say it is not 'proportionate'. With these documents we will be able to properly consider our legal challenge.
How much we are raising and why?
At this stage we need to raise £15,000 to cover the estimated legal costs to prepare the case to issue Judicial Review proceedings and to ask for an order for Ofsted to disclose key documents. But we can't do it without your help.
The funds we raise will cover our legal costs for this first stage of the case and any potential liability for other legal fees if our case is not successful. If there are any left-over funds they will be put into an improvement fund for the school.
Time is of the essence so please help us NOW! Contribute as much or as little as you can and PLEASE spread the word and share this page. Many thanks.
Someone pledged £1,000
Match their pledge of £1,000
I feel that Waldorf Education is so important for young people today & it is imperative that we fight Ofsted & make sure that this school ethos is not compromised.
Jess pledged £50
Match Jess's pledge of £50
thank you for standing strong
We stand with you. Having been through the loss of our school, it's time to stand together.
Our judicial review claim was lodged on 25 February (running to more than 1000 pages). There were 3 grounds to the claim:
Irrationality/unreasonableness - decision by Ofsted to confirm the inspection judgment and the findings of the 2019 report irrational.
Failure to follow guidance – inspection process in clear breach of Ofsted's own guidance.
Apparent bias in the inspection process – Ofsted failed to undertake an objectively independent process free from the appearance of bias.
The High Court made an order for specific disclosure on the following day 26 February:
1. 'The Defendant shall disclose to the Claimant by 4pm on 13 March
a. copies of any pre-inspection briefings that set out lines of enquiry and any supporting information provided to inspectors before their arrival at the Academy.
b. The number of complaints which led to the inspection and the focus of each complaint.
c. Any documentation explaining the alleged "serious concerns" that were reported to Ofsted ......as referred to in the Claimant's solicitor's letter of 15 January 2019.
2. The Defendant shall file an Acknowledgement of Service and summary grounds of resistance by 4pm on 22 March.'
Ofsted sent their response to the disclosure order on 13 March which the legal team has reviewed. Counsel has advised in the light of this that a further ground should be added to our claim.
We now need to raise more funds in order to take the case forward, including paying for the extra work entailed in adding a new ground to our claim. The latter means we need to raise £2500 immediately.
On 20 March, our solicitors wrote to Ofsted informing them that we intend to add a 4th ground to our claim and requesting that the timetable is put back a week. Ofsted respond by filing defence on 21 March, disputing every aspect of our claim. Application has now been made by our solicitors to the High Court to stay proceedings for 2 weeks.
If we proceed with case to its conclusion, we would need to raise another £45,000. If wholly successful, the court would quash the report which would mean we would no longer be in special measures and the AMC would be disbanded. The school would no longer carry the label of 'inadequate' and would no longer be in 'special measures'.
We need to raise the £2,500 immediately to cover the extra costs involved in seeking a stay of proceedings and adding a new ground to our application together with supporting evidence so we are seeking immediate donations to this amount.
Thank you again for all your support, if you feel able to contribute to this next stage we'd be very grateful.
Application for Judicial Review lodged - next stage
We lodged our application for judicial review on 25 February. There are 3 grounds for our application:
Ground 1: Irrationality/Unreasonableness
Ground 2: Failure to follow guidance
Ground 3: Apparent bias in the Inspection process
Our claim was supported by a number of witness statements, including ones from a parent and our school improvement partner.
A judge has looked at our request for an interim order for disclosure and yesterday (26 Feb) agreed to order Ofsted to disclose to us certain key documentation by 13 March.
Ofsted must also respond to the application for judicial review by 22 March. The court will then decide whether the case is strong enough to proceed to a full hearing.
First milestone reached - Thank you everyone!
We are so delighted by all the pledges of support which mean we have hit our first target of £15,000. Thank you so much!
We are now instructing our legal team to issue proceedings for a judicial review of our inspection. They will apply for an immediate order requiring OFSTED to disclose key evidence which we believe will support our contention of bias, unfairness and irrationality.
With this disclosure and all the evidence we have supplied them with, our legal team will be able to advise us on the strength of our case. If, as we believe, they advise us that we have a good case, we will take the case to a full hearing.
We will keep you updated on our progress as soon as we are able to share information.
We will need to continue to raise funds to take this to the High Court, please continue to share the campaign and donate. Please keep supporting us so we will be able to fight on.
Thank you again for your support, we really feel we have so many people backing us!
Nearly there! Please keep sharing
Wow thank you so much to everyone who has pledged. We are nearly there, its fantastic.
Please keep sharing the campaign to help us meet our target.
Half way to our target!
Thank you so much to everyone who has donated so far, we're overwhelmed with the message of support from around the globe. Today we have had lots more additional press coverage of the case from The Guardian, TES and Schools Week, starting to share our message in the national media.
Please continue to share this page and ask your friends and family to donate to this cause. Can you email 5 friends today? Or share the page on your Facebook page?


Marine Loup has been drawing since she can remember. She has multiple sources of inspiration, especially music and literature, along with nature, flowers, and the sea. She's also inspired by the traditional art style of Japan, including koi, samurais, dragons and blooming sakuras with their delicate and ephemeral beauty.


I have been away. Transferring out of a job position and into a new one. Learning from two well known and wonderful teachers about angels, readings etc. And still dealing with my knee injury.
But I am back writing again and have a few posts I am working on.
This year, I will be writing about spirituality, my experiences in the spirit realm. I'll also be posting also about life in general, relationships, and lots of other things.
I would love to develop a way to read more often and open up my sessions to the public perhaps in the spring. more on that later.
I will be in touch with updates.
Thank you! Hope your new year is bright and beautiful!
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In fact, I wrote about my love for coffee in an article I did for the Italian-American Newspaper L'italoamericano down below. Having spent several years in Italy, I became obsessed with coffee. L'espresso and cappuccino...no matter how broke I was as a student, I had to treat myself to at least a few a week. Just walking into the Italian bar, ordering an espresso along a sprinkle of "zucchero" and I felt my entire being recharge.


Studying the Word helps us stay centered on God's message.
Worship brings us together as a church before the throne of God.
Fellowship helps us connect with each other and build long-lasting relationships.
At the Canyon Church, we see in the Bible a mandate for the local congregation to equip its members to love God, each other, and a lost world. We do that by connecting with one another in weekly activities. In addition to our weekly worship time together, we offer many ways to connect outside of the church building, because that's where so much spiritual growth is possible. We have Neighborhood Bible Studies meeting in homes throughout Orange and Riverside Counties. We also have teen activities, ladies' studies, and men's groups that meet at different times and places for fellowship. Whatever your season of life, there is a place for you in the body of Christ here at the Canyon Church.
Canyon has activities for everyone!
With plenty of opportunities for service and learning, adults are well-fed at the Canyon Church.
We take the family seriously. Strengthening the family unit is high on our agenda.
Our teen ministry is active and Jesus-centered, with plenty of activities.
We make learning fun for all ages here at Canyon Church. Everyone will feel at home.
Come and worship with us at the Canyon Church. We preach and teach the pure, simple truth of the good news of Jesus Christ.
Our only standard for religious authority is the Bible, because we believe the Bible to be God's inspired revelation to man. You are encouraged to open your Bible, to participate in studies, and, like the Bereans of Acts 17:11, to "search the scriptures daily to see if those things were so."
You will be welcomed as our honored guests and will never be asked to give financially. The Canyon Church is financed completely by its members, not its visitors. Each week we give back to God has He has prospered us (1Corinthians 16:1-2). We ask financial support from no one else and by no other means.
The Bible consists of facts to be believed, commands to be obeyed, warnings to be heeded, and promises to be enjoyed. It is the Light of God, the guide to show us how to please God and to obtain eternal life with Him in heaven. Our goal is to preach God's word in love, knowing that Jesus and His apostles taught this way.
At the Canyon Church you will find a warm, family atmosphere in which all are welcome. You can expect to be greeted with kindness and courtesy. Why not come and meet with us next Sunday?


Peak Season – 26th December to 2nd January (7 nights minimum stay, bookings including the 31 Dec must have an arrival date of the 26th December or earlier and a departure date of the 2 January or later).
Check-in time is from 2pm on the day of arrival. Check-out time is 10am on the day of departure. Late check-outs may be possible with prior arrangement "extra fee applies".
If you are arriving after the closure of the office, we ask that you contact our reception staff during office hours to make alternative check-in arrangements.
Peak/High season – A deposit equivalent to two night's stay (for units) and $200 (for sites or full payment if booking is less) is required to confirm the reservation.
Mid/Low season – A deposit equivalent to one night's stay is required to confirm the reservation.
Reservations are only confirmed on receipt of the deposit. Full payment is required at check-in time.
Peak/High season -There will be no refund for late or early departures. There is no refund of the deposit if the reservation is cancelled within 42 days of arrival. Cancellation prior to 42 days of arrival will receive a 75% refund.
Mid/Low season –There will be no refund for late or early departures. A 75% refund will apply to cancellations 14 days or more before the date of arrival. No refunds will apply to cancellations within 14 days of the date of arrival.
Alterations can be made subject to availability to Mid/Low seasons only, and may require a site/unit and tariff change. Management reserve the right to cancel a reservation if the alteration reduces the reservation to below minimum stay requirements and cancellation penalties will apply. No refund will be made should guests alter or leave before their reserved departure date.
Child ages are 2 to 14 years inclusive - where child rates are offered. Children under 1 year old stay free.
No animals are allowed into the Park during peak season, between 26th December – 8th February "each year".
The manager or staff reserves the right not to accept any pet or pets into the Park.
Please note that not all our units are pet friendly.
before 9.00pm. Visitor cars are to be parked outside the Holiday Park. Visitors must report to the office prior to entering the park.
Must check-in at reception on arrival and will be charged the applicable night tariff.
cleaning required to the Holiday Park Property.
Please be thoughtful of your fellow guests at all times. Complete quietness between the hours of 10 pm and 7.30 am is strictly enforced. The management reserve the right to cancel tenancy at any time if any person or group, who in the opinion of the management, behave in an objective manner or contravene the Holiday Park Rules. There will be no refund of fees paid. No loud swearing or bad language permitted.
A gate pin code will be issued on arrival, which is required to enter and exit the Holiday Park. It is important that children do not use the code and that you do not disclose it to others. Holiday Park passes in the form of wristbands may also be issued on arrival during peak season; these must be worn at all times within the Holiday Park.
Electricity can only be connected through an approved and current certified isolating transformer or RCD safety device. Some are available for hire from reception; however, bookings are essential. Management reserves the right to disconnect any RCD leads that it deems unsafe.
Must have an electrical warrant of fitness and comply with LPG Standard (As/NZS3100) All campervans and caravans must have their own wastewater container. Chemical toilets must be emptied in dump stations only. Management reserves the right to disconnect any caravan/campervan that does not have a current electrical warrant of fitness.
Walking pace only for cars and bikes. Our roads are a 'Shared Zone' for all pedestrians, bikes and vehicles. Watch for children.
Permitted on guest sites/units and within the dining room and BBQ areas only and will not be tolerated around the grounds or in other communal buildings. Excessive drinking & parties are forbidden. (To help recycling please limit bottles/glass – use cans wherever possible).
All cyclists must wear bike helmets. As a safety measure, cycles are not to be ridden in the park once the park lights come on. They must not be ridden in front of the main facility block.
Safety and consideration to other guests is critical when riding Scooters within the park grounds. These must not be ridden in front of the main facility block, or within communal areas. Parents are responsible for children's safety and well being. All children must follow road rules within the park. As a safety measure, scooters are not to be ridden in the Park once the park lights come on.
Closed at dusk. Young children must be supervised. Playground rules must be adhered to at all times. In fairness to guests near the playground area, no congregating is allowed in the playground area after dusk.
Parental control is expected. Due to the increasing problem of children roaming the Park grounds at night and disturbing other guests, management has imposed a 10pm curfew. This means that children will be told to return to their site/unit if found roaming or congregating in the Park grounds after this time.
The roadways and the playground. Any wet floor areas. Please note these hazards for your own safety and take due care ensuring that your children are also aware. Please note hazards are not limited to these indicated above and if any hazards come to your attention, please advise reception as soon as possible.
Open fires and fireworks are not permitted in the park.
Sites – All vehicles must be parked within your site boundaries, not on driveways or neighbours sites. Boats are to be parked on own site only.
This will be strictly enforced. All units have only one parking space; all other cars must be parked on the roadside.
We have a non-smoking policy in all our accommodation units & communal buildings.
Smoking in the units will incur a $100 charge to cover for extra cleaning fees.
Personal information will be held on TOP 10 New Zealand's Central Database. Your personal details may be accessed by TOP 10 New Zealand or linked and accessible to other TOP 10 Holiday Parks should you make a reservation with them. Beachaven TOP 10 Holiday Park will not share this information with any other third parties without your permission.
Beachaven TOP 10 Holiday Park and/or the TOP 10 Central Office may send out periodic emails informing you of special offers, updated information and new services. You will always have the opportunity to unsubscribe to these communications.


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Tehelka Exclusive
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Tehelka – Investigations, Latest News, Politics, Analysis, Blogs, Culture, Photos, Videos, Podcasts
Congress, DMK negotiate cost of 2G clean-up
Sopan Joshi
Unequal equation Karunanidhi with Manmohan Singh, Sonia Gandhi and Kamal Nath earlier this year
ON THE morning of 15 December, DMK patriarch Muthuvel Karunanidhi woke up to some really bad news. As part of the Centre's crackdown on the 2G spectrum scam, the CBI had raided the houses of his daughter Kanimozhi and former telecom minister A Raja in Chennai. He immediately called his troubleshooters and the prime minister's office in New Delhi, only to find that all assurances given by the Congress leadership, before and after Raja's unceremonious exit from the Union cabinet, had come to naught. That the CBI would conduct searches was always on the cards, but their intensity was unexpected.
Intelligence sources say the raids have a clear political pattern — they centre on Raja so that the Congress can exploit the rift within the DMK first family.
Does this mean that the DMK patriarch has given up on Raja and Kanimozhi? Or is it a sign of the political tide turning against him? His efforts to reach the prime minister and UPA chairperson Sonia Gandhi were thwarted. He was told they were busy with preparations for the All India Congress Committee (AICC) plenary session to begin on 18 December at Burari.
Only Defence Minister AK Antony attended his call in New Delhi to do the needful — assure Karunanidhi that the CBI needed to do what it was doing. That it was important for the Centre to act to dispel the pressure from the Opposition, and there was no reason for the DMK supremo to feel alarmed.
The Opposition parties have all called the raids too little too late. Political circles are speculating about a mid-term election, and about the DMK walking out of UPA 2 with its 18 MPs. Congress spokesperson Manish Tewari dismissed all talks of discord within the UPA: "There is no pressure on the alliance. Raids and searches are a normal part of an investigation."
Another UPA ally, the Trinamool Congress, had backed the demand for a JPC probe. But its chief whip in Parliament, Sudip Bandyopadhyay, made it clear that the party "was firmly behind the prime minister" in however he chooses to punish the corrupt in the 2G scam.
Congress sources say they regard the AIADMK as an even more unreliable ally than the DMK
There were unconfirmed reports of other parties offering to prop up the government in case the DMK walks out. AIADMK supremo J Jayalalithaa has already offered to support the Congress in case of a DMK walkout. But Congress sources say they regard Amma as an even more unreliable ally than the DMK. Will the Congress then play footsie with Mulayam Singh Yadav to get his support? That will have to be at the cost of its hopes of a resurgence in Uttar Pradesh, which assumes more importance now, after the party's rout in Bihar.
The AICC plenary resolutions will now be read with even more interest for signs of the party's plans. The Congress finds itself on a sticky wicket on several fronts; with the Srikrishna Committee report expected in Andhra Pradesh, the rebels there will get more traction with the Telangana issue. And the government is not even sure how many copies of the Niira Radia phone tapes are out there, or who has them.
2G spectrum scam
A Raja
All India Congress Committee
Defence Minister AK Antony
J Jayalalithaa
Kanimozhi
Muthuvel Karunanidhi
Niira Radia
Srikrishna Committee Report
Telangana issue
UPA chairperson
Volume 7 Issue 51
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Police arrest 3 youth for allegedly raping class 12 student in Himachal Pradesh
Sukhoi Su-30MKI jet crashes in Nashik, both pilots ejected safely
All-time high threat to PM Modi, Home Ministry issued new security guidelines
US asks India, other nations to stop oil imports from Iran by Nov 4
Pathalgarhi supporters abduct 3 policemen from BJP MP's house in Jharkhand, says Police
Will continue to make every effort to settle with PSBs: Vijay Mallya


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Fiction - Sort: A-Z
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The Ships that Won't Go Down
Henry Lawson was an Australian writer and poet. Along with his contemporary Banjo Paterson, Lawson is among the best-known Australian poets and fiction writers of the colonial period and is often called Australia's "greatest short story writer".
US$ 1.00 Select
Dixon lived through Reconstruction, and believed it ranked with the French Revolution in brutality and criminal acts. The Traitor (1907), the final book in his trilogy which also includes The Leopard's Spots (1902), and The Clansman (1905), spans a two-year period just after Reconstruction ...
Treasure Island is an adventure novel, a thrilling tale of "buccaneers and buried gold." Traditionally considered a coming of age story, it is an adventure tale of superb atmosphere, character and action, and also a wry commentary on the ambiguity of morality—as seen in Long Joh...


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A stray shower or thunderstorm is possible early. Mostly cloudy. Low 72F. Winds light and variable..
A stray shower or thunderstorm is possible early. Mostly cloudy. Low 72F. Winds light and variable.
featured top story
Man shot during private fireworks display in Elkton
ELKTON — A gunman or gunmen remained on the loose Tuesday after allegedly shooting a man 14 times in an Elkton neighborhood on the Fourth of July, amid an argument that took place during a private fireworks display, police reported.
At least one of the bullets fired during the incident in the 100 block of Huntsman Drive wound up in the bedroom of a nearby residence, where a baby was sleeping in a crib, police said, adding that the infant was not struck by the stray round.
An ambulance transported the victim from the shooting scene to Christiana Hospital in Delaware, after Elkton Police Department officers provided emergency care until paramedics arrived, according to police.
Investigators identified the shooting victim only as a 44-year-old resident of Hollingsworth Manor, a neighborhood that is adjacent to where the shooting occurred. Capt. Joseph Zurolo, an EPD spokesman, told the Cecil Whig on Tuesday that the shooting victim remained hospitalized and categorized his 14 wounds as "non-life-threatening."
"He was shot 14 times but, fortunately, just about all the rounds hit his lower extremities, and they went in and out. I believe one hit his hand," Zurolo said, adding, "We're still investigating to determine if there was more than one shooter."
Detectives continued to "actively investigate and track down leads" Tuesday, according to Zurolo, who declined to comment further to avoid compromising the ongoing investigation.
EPD officers responded to Huntsman Drive at approximately 11 p.m. Thursday, after receiving numerous "shots fired" complaints, police reported.
"A gunshot victim was located in front of a residence on Huntsman Drive ... Witnesses were located and interviewed, and it was learned that several individuals were setting off fireworks on Huntsman Drive when an argument erupted amongst a crowd of onlookers and several gunshots were heard," Lt. Holly Ayers, an EPD spokeswoman, told the Cecil Whig on Friday.
After the gunshots rang out, people scattered and several vehicles sped away from the area, according to Ayers, who further reported, "Moments later, the victim stumbled up the roadway and collapsed in front a residence on Huntsman Drive."
Information regarding the nature of the dispute that led to the shooting still had not been determined, as of Tuesday, according to Zurolo.
During the on-scene investigation, EPD detectives collected evidence of the shooting from "several vehicles and a residence bedroom, where a baby slept in a crib," Ayers reported.
On Tuesday, Zurolo specified that EPD detectives recovered shell casings and rounds. As for the bullet that entered the nearby residence, Zurolo said, "We located a damaged round on the floor in the child's room."
The investigation is continuing. Anyone with information that might help detectives investigating this shooting incident is asked to call the Criminal Investigation Division of the Elkton Police Department at 410-398-4200.


Since 1954, Ali family is making Soaps which have got too much popularity in Pakistani Market. They registered a company named Zulfeqar Industries Limited which mainly focus on making beauty products especially Soaps. Capri is one of the most famous Soaps of Zulfeqar Industries. After 40 years of success, Capri is still very popular in Pakistani women as it is considered as a very effective skin care soap.


For Cindy Tremblay, "I love my job" is a constant. And it's always a positive. She thoroughly enjoys coming to work, being at work, and looks forward to the next day of work. You hear it in her voice and see it in her face.
As a student, Tremblay worked from 1987-1991 as a Student Library worker at UNH. "Yes, I worked in Dimond Library back in the days of bright orange and yellow striped carpets!" she recalls. "By my senior year I had pretty much decided that I wanted to work in libraries. I was fortunate to get a job at the UNH Manchester Library a few months after graduation.
What does Tremblay enjoy most about working at UNH Manchester? She says "In addition to just loving what I do, it is so easy to come to work every day because today will be different than yesterday and tomorrow will be different than today. This is a small library so I wear many hats. Some days I might be buying books. Some days I might be installing new computers or fixing printers and others might be full of meetings. Some days I might be doing all of these things."


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About Move to Include
Move to Include is a national initiative that uses the power of public media to promote inclusion. It spotlights people of differing abilities and disability issues – including education, healthcare, housing, recreation, employment and local efforts to support inclusion – through television, radio, news, special events, and social media. The initiative works to inspire and motivate people to embrace different abilities and include all people in all aspects of community life.
Through television and radio programming, as well as special events, Move to Include is comprised of PBS KIDS programs, prime-time curated TV specials, news and arts features, radio talk shows, social media and online content, and film screenings. Additional assets include EXITED, a five-part podcast series that shares the stories of eight young people as they navigate life transitions and a collection of 50+ video segments on inclusion distributed nationally through PBS LearningMedia, the go-to destination for classroom-ready, digital resources.
Move to Include was launched in 2014 as a partnership between WXXI Public Media in Rochester, NY and the Golisano Foundation, the nation's largest private foundation devoted to supporting programs for people with intellectual, developmental, and physical disabilities. The Foundation has provided more than $1 million in funding to date for Move to Include.
The Corporation for Public Broadcasting recognized the importance of the Move to Include model and awarded WXXI Public Media a grant to expand efforts to five additional public media stations. WXXI Public Media is leading the expansion of the successful six-year multimedia initiative. Move to Include PBS affiliate stations include: WFYI (Indianapolis), OPB (Oregon), WGCU (Southwest Florida), WCNY (Syracuse, NY), and Iowa Public Television. Each station will organize its own community partnerships, acquire and create content, and provide outreach, engagement, and promotion for the initiative.
CPB support helps public media stations serve diverse audiences and reflect the communities they serve, which includes helping stations serve those with disabilities. By supporting the model's expansion to additional communities, stations can address and meet the needs of their regions. The model also works to build awareness of contributions people with disabilities make in their own communities.
Move to Include will kick off in July 2020 in commemoration of the 30th anniversary of the Americans with Disabilities Act (ADA). The ADA is the civil rights law that prohibits discrimination against individuals with disabilities in all areas of public life, including jobs, schools, transportation, and all public and private places that are open to the general public.
Side Effects – WFYI | Day Programs
Like many organizations that support people with intellectual and developmental disabilities, Stone Belt in Bloomington, Indiana, had to stop its day programs in mid-March as concerns grew about the spread of COVID-19. That's meant major changes for Midwestern...
Adaptive Skiing with Jana Sherry
There is nothing quite like the sheer feeling of freedom and joy that comes from skiing. Meet up with a group of people who are helping to make sure that feeling is available to everyone who wants to hit the slopes.Want to see all the local Move to Include events,...
The Reason I Jump | WXXI
WXXI and the Golisano Foundation partnered with the Al Sigl Community of Agencies to present a free rental of The Reason I Jump through the Virtual Little Theatre. The following discussion was with the film's director Jerry Rothwell, along with special guests from the...
WGCU Hosts Digital Storytelling Workshop
WGCU Public Media teamed up with Best Buddies of Southwest Florida for a digital storytelling workshop that launched WGCU's Move to Include initiative. The storytelling workshop at WGCU, held Friday, Nov. 1 through Sunday, Nov. 3, 2019 in the Myra Janco Daniels Public...
The Life Autistic | Mike
Mike has overcome many challenges since being diagnosed with autism in 1969. Though he had to learn to talk before he could attend school, he graduated on time and now works at Talk To Me Technologies, a company that develops speech devices to assist people with...
UNIQUE Art Exhibit
WCNY partnered with ARISE to present the UNIQUE Art Exhibit in its Broadcast and Education Center. The exhibit aimed to share the artistic visions and voices of individuals who have disabilities with the public, increasing awareness of the capabilities of persons with...
Sesame Street's first autistic character, Julia, joins WXXI at the Golisano Autism Center for a meet and greet.
History of the Move to Include Project
WXXI Public Media (Rochester, NY) has been providing focused coverage of disabilities for the past 15 years, first partnering in 2005 with the Al Sigl Community of Agencies to produce Dialogue on Disability, a one-week initiative weaving programming and news coverage focused on disabilities. In the first year, Dialogue on Disability reached 30,000 people. In 2014 with the support of businessman and philanthropist Tom Golisano and the Golisano Foundation, the year-round Move to Include initiative was formed, enabling WXXI to develop year-round programming promoting inclusion that now reaches more than one million people. WXXI has continued to expand production, increase the number of special events, and widen its reach online and on social with the support of $1 million to date from the Golisano Foundation, the nation's largest private foundation devoted to supporting programs for people with intellectual disabilities.
Learn More at PBS Learning Media
PBS Learning Media brings the power of PBS and your local station together in a free curated resource for educators and families alike. Open the door to the world with PBS Learning Media. Visit our dedicated Move to Include curated playlist online.
Go To PBS Learning Media


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Launched September 2003
Fifteen years ago the mobile phone market was still new and exciting. New technologies and features were being squeezed into handsets, and those handsets themselves came in a variety of different designs. And the Nokia 7600 was certainly different. In fact, the 7600 is probably one of the weirdest looking phones ever made.
Let's ignore the shape for the moment – the 7600 squeezed in some very advanced features for its time. It had a 2" colour display, a VGA resolution camera that could also take really basic low-res videos, Bluetooth, an MP3 player, Java, a stonking 29MB of internal storage, email support, a WAP browser and most importantly of all the Nokia 7600 was a very early 3G phone capable of an awesome download speed of 384 kbps.
Nokia 7600. There's a reason phones don't look like this.
It's easy to be dismissive of these specifications, but the 7600 really was something very advanced for its time. On paper it should have been a success – but for some unfathomable reason they packaged it in about the maddest way possible.
Instead of putting the keypad at the bottom, Nokia decided to put the numbers on either side of the screen with the call control buttons and selector pad at the bottom. This meant that you'd have to re-learn texting completely to use it and you would also have to hold in in two hands. Worse, the buttons were different sizes with the "6" key being particularly tiny.
Oh yes, the Nokia 7600 looked immensely cool. The unique shape (curved lozenge? asymmetric rounded rectangle?) looked amazing with swooping intersecting lines and a variety of plastics that contrasted not only in colour but also in texture. It's just that somewhere along the way Nokia forgot about usability completely and came up with some ill-thought-out but very high-tech fashion accessory.
You might guess that the 7600 didn't sell all that well. Although it had killer specs, the weird design didn't help its appeal… but also consumers were proving pretty cool when it can to the idea of 3G phones. There wasn't a lot you could actually do with so-called high-speed data on a tiny 128 x 160 pixel screen.
Nokia's "7000" series always had a tendency to be a bit "out there" when it came to styling, but this is one of those designs to file under "W for Weird". As with a lot of odd-looking Nokias it is somewhat collectible with prices for really good ones being £200 or more, however prices vary a lot depending on condition and accessories.
Image credit: Nokia
Labels: 2003, Nokia, September, W-for-Weird
Apple iPhone 5S and 5C (2013)
Apple iPhone 5S. Sleek. Sexy. Successful.
A few days ago we saw Apple's annual launch event of new iPhones with the XS, XS Max and cheaper XR devices. The XR is designed to bring iPhone features in at a lower price point by replacing some of the more expensive features with something a bit cheaper. This isn't the first time that Apple have tried a marketing approach like this. Five years ago this month they launched the iPhone 5S annd iPhone 5C at the same time, with mixed results.
As with the XS, the iPhone 5S was an upgrade of the previous year's model – the iPhone 5. Keeping the same smallish 5" display of the 5, the 5S added a fingerprint scanner and had a more powerful 64-bit processor, housed in a variety of high-end metallic-and-glass cases.
The iPhone 5C was the cheaper model, similar in concept to the new XR. The 5C was essentially a reskin of the old 5, replacing the case with a brightly-coloured polycarbonate affair. This was essentially copying Nokia who had won praise for the cheerful design of their Windows-powered Nokia Lumia range. It wasn't just the hardware that look a bit like Nokia, the new version of the operating system – iOS 7 – introduced a simpler, flatter interface which was a little more like Windows than the skeuomorphic feel with older versions of iOS.
The new design of iOS was well-received, shipping with both the 5S and the 5C and pushed out over-the-air to everything back to the iPhone 4. On top of that, the iPhone 5S sold very well – as most new iPhones do – but the 5C was more of a problem.
Apple iPhone 5C. Cheapskate.
Ever since Apple had launched their second iPhone, there was always a lower-cost option available… the previous year's model (or in some cases the model before that too). Cheaper they may have been, but it wasn't obvious that the owner had got something out of the bargain bin. The 5C was different – it wasn't just priced more cheaply, it was constructed out of cheaper materials and because it looked very different from other iPhones it was immediately obvious that the owner had gone for the cheaper option. That might have been acceptable if the 5C really was cheap, but in reality the 5S didn't cost a lot more. So, buy a 5C you might look like a skinflint even though you'd forked out a substantial wad of cash.
Sales of the 5C were nowhere near the levels that Apple was expecting, and the 5S outsold it three-to-one. This led to a shortage of 5S devices in the supply chain and a surplus of 5Cs. It seemed clear that consumers preferred the premium product to the better value proposition, which was probably not lost on Apple when they launched their top-of-the-range grand-and-a-half iPhone XS Max this week.
The iPhone 5S is still supported by Apple and is due to have the new iOS 12 OS available for it, support for the 5C ended in mid-2017. Yes, you could have saved $100 by buying the 5C instead of the 5S, but it wouldn't have had the life-span. And everyone would have thought you were a cheapskate.
Image credits: Apple
Labels: 2013, Apple, September
Morris Minor, Hindustan Ambassador, Rover P5, Citroën Visa, Fiat Strada (1948-1978)
What do the Morris Minor, Rover P5, Hindustan Ambassador, Citroën Visa and Fiat Strada have in common? Well, they were all launched in September 1948, 1958 or 1978… but let's see if we can make a tenuous connection between them all.
Morris Minor (1948)
Late model Morris Minor Traveller
Perhaps – after the classic Mini – the post-war Morris Minor is the most quintessential British car. Manufactured between 1948 and 1971, over 1.3 million of these cars were produced. This made it the first British car to ship over a million vehicles.
Much of the inspiration behind the Morris Minor can be attributed to legendary car designer Alec Issigonis. Work on the Minor began under the codename "Morris Mosquito" during the Second World War, work that had to be carried out in secret because Morris Motors was meant to be concentrating on war production.
The Mosquito was technically a radical design for its time… a bit TOO radical it turned out. But most of the ideas behind it found themselves productionised into the new car. The Minor came with rack and pinion steering, independent torsion bar front suspension that allowed the engine to be placed nearer the front and lower down giving better handling characteristics and optimised internal space by having small wheels near each corner. Taking inspiration from American cars of the time, the original Minor had low-set headlights, although these were moved to the more familiar position on top of the wings later.
Work was already being finalised on the Minor when a last-minute decision was made to widen the car by four inches. Although this made for a bigger cabin and better handling, many of the panel pressings had already been finalised. As a result, the bonnet had to be widened by adding a strip in the middle, which actually looked rather pleasing. However, on the original models the bumpers also had an unsightly gap as a result.
There were three main versions of the car over 23 years of production, including two and four-door saloons, an attractive convertible, a popular estate version called the Traveller with exposes wooden beams plus vans and pickups. Many engines were shoe-horned into the Minor over the years, and there was a process of continuous improvement… although by 1971 it was looking extremely dated.
The Morris Minor remains a popular classic car today, with over 13,000 still on the road in the UK. Issigonis went on to design several other cars for Morris and its successor British Leyland, one of which was the Morris Oxford...
Hindustan Ambassador (1958)
Rare example of an Ambassador exported to the UK
The next part of our story takes us to the Issigonis-designed Morris Oxford Series III, which was introduced in 1956 and was a fairly traditional saloon. Morris had a long history of cooperation with Hindustan Motors of India, and in 1958 they made their own version of the Oxford – the Hindustan Ambassador.
Although the Oxford Series III was in production for just three years, the Ambassador was in production for a remarkable 56 years. Although there were technically several generations of Ambassador, they all retained the basic body shape of the 1950s Morris and most of the changes were to the engine with some creature comforts added in over the years.
A huge success among the growing middle class in India, the Ambassador also fulfilled roles as a car for government officials and was a popular taxi too.
The Ambassador soldiered on in production until 2014, but it was always an oddity compared to the modern cars that the rest of the Indian automotive industry made. There are countless Ambassadors still on the road of India though, and there are rumours that the Ambassador may yet be reborn in partnership with PSA of France.
Rover P5 (1958)
Meanwhile, back in England the Rover Car Company released its new saloon, much more upmarket than anything in the Morris catalogue. The Rover P5 was designed to be impressive to look at and well-built, and it succeeded decisively over the 15 years it was in production.
The P5 was a favourite of senior management, politicians and the police… and even royalty. The plush interior with the stylish exterior made this an attractive car, and it was certainly screwed together with an air of quality. The main problem was the power plant.
Weighing approximately 1.6 tonnes, the P5 was a heavy car for its time. The original straight-six 3 litre engine produced 115 horse power which was good for the time, but it made the P5 a bit of a slouch. Tweaks to the engine for the 1962 Mark II upped to power to 129 HP, the 1965 Mark III squeezed 134 HP out of the same unit. This was better, but it hardly made the P5 fast.
In 1967 the final version of the P5 was introduced – the P5B. "B" in this case stood for "Buick" and referred to the American-designed V8 engine that Rover had acquired the rights to. This 3.5 litre engine produced 158 HP which was finally enough to make the Rover impressively fast with a top speed of 110 mph and a 0-60 time of 11.7 seconds.
Later P5s were available in a standard and rather stately saloon version, or a rather more rakish four-door coupé. The British government liked the P5B so much that it stockpiled a decade's worth of cars for Prime Ministers and other important officials.
Most of the design of the P5 was done by David Bache, along with Spen King and Gordon Bashford. Between them, this trio also produced the Rover P6, Rover SD1 and the original Range Rover.
Although Rover and Morris were competing companies in 1958, in 1968 Rover was merged into British Leyland… where Bache, King and Bashford were employed alongside Alec Issigonis.
Citroën Visa (1978)
Issigonis had recognised the practicalities of the small hatchback car back in 1967 with the 9X prototype, which to our eyes is a recognisably modern layout, but his employers didn't pick up on the idea. A decade-and-a-bit later, the small hatchback was all the rage and it was clear that Austin-Morris had missed the boat.
Citroën had been looking for something new to at least partly replace its extremely ancient range, including the then-30-year-old 2CV. The company had been struggling financially, and the oil crises of the 1970s had hit sales of their bigger cars hard. In 1976, Peugeot had taken over Citroën to form the PSA Group. Under this new ownership, Citroën had produced a small hatchback called the LN which was basically a frumpy-looking version of the Peugeot 104 with a 2CV engine. Hardly inspiring stuff.
A whole bunch of Visas in hatchback, van and even pickup configurations
Starting with the same 104 underpinnings, another renowned designer Robert Opron was working on something rather better and more in keeping with Citroën's design philosophy which concentrated on sleek aerodynamics and comfort - the Citroën Visa. Up until then, hatchbacks (such as the Fiesta) had been rather boxy.
Over the years the original 625cc engine was upgraded, leading eventually to a 1.6L 115 HP unit in the Visa GTi – a car weighing just 870 kg, which was seriously fun to drive as a result. Production of the Visa ended in 1988, but it set new standards for design and also showed that platform sharing between cars wasn't simply a case of badge engineering.
Fiat Ritmo / Strada (1978)
Launched in the spring but coming to market in September, Fiat launched a somewhat larger hatchback called the Fiat Ritmo (or the Fiat Strada in the UK). Fiat had pioneered the hatchback market with the 127, but the Ritmo was a replacement for the larger Fiat 128 instead.
Two things made the Ritmo stand out – firstly there was Sergio Sartorelli's smart and contemporary styling, but secondly the body was assembled and painted by robots, which led to a memorable advertisement screened in the UK.
The advertisement was so well-known that it spawned a parody, filmed on the production lines of the British Leyland Ambassador (not the Hindustan Ambassador!). THAT car – to carry on our tenuous link – was designed by Harris Mann, who can be considered Issigonis's successor in the Morris / BMC / BL story.
The Ritmo / Strada carried on in production until 1988, with a "facelifted" version that actually toned down Sartorelli's original design. The 1983 Abarth model introduced the obligatory 80's hot hatch with a 130 HP two litre version.
Today the robotic automation used in assembling the Ritmo is commonplace in the car industry, but back in 1978 it made the Rtimo / Strada stand out from other rival hatchbacks and helped to cement Fiat as a successful Europe-wide automaker.
From a pair of quintessential British and Indian cars of the 1940s and 1950s to a pair of quintessential French and Italian cars of the 1970s, all of these vehicles managed to do something significant. And curiously enough, out of all those cars – on British roads at least – the oldest one is the most common, with thousands of Morris Minors still roadworthy compared to only a few dozen Visas and Stradas from 30 years later..
Loco Steve via Flickr
Ron Fisher via Flickr
pyntofmyld via Flickr
Klaus Nahr via Flickr
CarbonCaribou via Wikimedia Commons
Labels: 1940s, 1948, 1950s, 1958, 1970s, 1978, Cars, September
T-Mobile G1 / HTC Dream (2008)
T-Mobile G1
Ten years ago we saw a significant shift in the mobile phone market. The "golden age" of traditional mobile phones was ending, where every phone had a different design and features and in its place the era of the modern smartphone was beginning, ushered in with the feature-rich Nokia N95 in 2006, the ground-breaking Apple iPhone touchscreen device in 2007 and finally the HTC Dream in 2008, mostly found under the name "T-Mobile G1".
The G1 was the world's first consumer Android handset, manufactured by smartphone pioneers HTC who had previously been a major partner in developing high-end Windows phones. T-Mobile and HTC had a long partnership with the MDA series of smart devices, and it was a natural extension of this to come up this.
Where the iPhone was sleek and with a minimum of control buttons, the G1 had a whole bunch of them, including a slide-out QWERTY keyboard. In addition to the 3.2" HVGA touchscreen there was a little trackball, plus buttons for call control, the home screen and the menu.
The QWERTY keyboard was completely necessary because originally Android did not support on-screen keyboards at all (a feature that was added more than half a year after the G1 was launched). Indeed the whole device was very much a "version 1.0" smartphone at launch, and although it featured full integration with Google's suite of applications including Gmail and Google Maps a lot of the software features were clunky and not very feature-rich. Rivals Apple had already moved on to their second-generation iPhone and the G1 did not seem as accomplished.
On the back was a 3.2 megapixel camera (capable of taking videos, unlike the iPhone), the G1 supported HSPA 3.5G data, WiFi, GPS, microSD expandable memory and pretty much all the features you would expect from a modern smartphone with the notable omission of a front-facing camera.
The first Android phone had been keenly anticipated, with the official launch of the project in later 2007 (although it had leaked out earlier that year). The G1 gathered masses of press coverage too, but consumer reactions were rather cooler to begin with, especially because in most regions you would have to be a T-Mobile customer to get your hands on one.
The T-Mobile G1 wasn't only the first Android phone to market, for a long time it was the ONLY Android phone on the market. A few months later Australian retail electronics giant Kogan announced the Agora smartphone which was subsequently cancelled. In early 2009 HTC came out with a keyboardless version of the Dream known as the HTC Magic, but it took until April 2009 for the launch of the original Samsung Galaxy which was the first true rival to HTC.
A little more than a year later, Motorola launched the world's first Android 2.0 handset – the Motorola DROID (sold internationally as the Milestone). This offered a significantly better user experience, and sales of Android devices skyrocketed – at the expense of Nokia's Symbian range. Today Android holds almost 80% of the share of the smartphone market, with Apple's handsets accounting for almost everything else.
A modern Android phone bears only a passing resemblance to the G1 – apart from BlackBerry, nobody makes an Android with a physical keyboard. But it's still an important device, and unusual enough to be collectable. Typical prices for an unlocked G1 or Dream seem to be in the region of £150 or so.
Image credits: T-Mobile and HTC
Labels: 2008, Android, HTC, September
Morris Minor, Hindustan Ambassador, Rover P5, Citr...