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Track & Field Frequently Asked Questions
FHSAA Officials Online Evaluation Program
In an effort to discover excellence, stimulate improvement, give officials accurate data for reflection and ascertain weaknesses; the FHSAA has created its first online officials evaluation program. Please take the time after each of your varsity contest to fill out the evaluation survey. If there's room for improvement for the crew, we request that you state the situation(s). The FHSAA aims to use this program to not only give measures to our officials for improvement, but to inform our officials when they are doing a great job. If the tool is successful, the FHSAA plans to use it as an additional tool for future post season assignments. Please CLICK HERE for the evaluation link. If you have any additional questions, please feel free to contact Jeremy Hernandez at jhernandez [at] fhsaa [dot] org.
Q: Must the metric system be used for all field events?
All field events will be administered using the metric system.
All measurements of height or distance may be made with a steel tape, fiberglass tape, bar or electronic measuring device.
When measuring the throwing events or horizontal jumps, that part of the tape that records distance shall be read and announced by the official at the circle, foul line or takeoff board. The tape should be pulled through the center of the throwing circle, the radius of the throwing arc, or from a position one meter behind the takeoff board. It is mandatory to measure every non-foul trial.
In the Pole Vault and High Jump, measurement of the official height shall be from a point on the same level as the takeoff to the lowest point on the upper side of the crossbar. Efforts judged to be foul shall not be measured.
High Jump – FHSAA recommends that the crossbar be initially raised in increments of 5 centimeters (~2 inches). The increment shall never be increased. The crossbar shall not be lowered and the increment shall never be less than 3 centimeters.
Pole Vault – FHSAA recommends that the crossbar be initially raised in increments of 15 centimeters (~6 inches). The increment shall never be increased and shall never be less than 5 centimeters (~2 inches).
Recording Performances
Performances on a scorecard shall be a distance or an 'O' for a successful trial, an 'X' for any type of foul/failure or a dash (-) to indicate a pass.
Metrics is the system of measurement. Distances measured shall be recorded to the nearest lesser centimeter (that is, fractions less than one centimeter must be ignored). For discus, it shall be recorded to the nearest lesser even centimeter.
Performances shall be announced in metric measure. The display shall be metric.
For state championships records, marks must be measured and recorded metrically.
For state series advancement, any qualifying performances not measured in metrics (measured imperial and converted to metric thereafter) will be advanced, but the contestant will be seeded with no mark at the next state series event (region or state finals).
Measuring Height of Bar
An accurate measurement of the height of the high jump or pole vault crossbar shall be taken each time it is placed at a new height; each time a new crossbar replaces a broken one; and each time a standard(s) has been displaced.
Q: If I'm in a district of with a number of schools equal to the number of running lanes on the track, are running preliminaries required in the relay events at the district meet?
No. You may run the event as a timed final.
Q: Are officials required at each meet?
An officials association must be contracted to officiate each state series meet. Individual meet requirements are listed in the 2018 Rules Presentation and in the FHSAA Officials Guidebook.
FHSAA strongly recommends that regular season meet hosts contract with an officials association to officiate the meet.
Q: May I have an athlete compete in four (4) running events?
Yes. You may have an athlete compete in any combination of four events.
Q: What are the 4X400m and 4X800m relay exchange procedures?
For relay exchanges that do not occur in assigned lanes, outgoing runners shall line up, as instructed by an official, in the relative position as their incoming teammate; the leaders shall pass in the first position, the second-place holder in the second position, etc. This line-up position is determined and should be maintained when the leader is at the beginning of the straight before the pass. When interference is not possible, outgoing runners may move to the inside and should maintain the same relative positions. If interference occurs, the team committing the interference will be subject to disqualification.
Q: Can my athlete have a multicolored undergarment on if it does not extend below the knee?
Yes. Please see NFHS rule 4-3-1c.
Q: Are uniform numbers required?
Uniform numbers are not required. No team or individual will be penalized for having uniform numbers.
Q: Can I video my athlete and show him/her their performance between trials?
Yes. However, time limits apply per NFHS Rule 6-9 (Throws) and NFHS Rule 7-2-1 (Jumps) for each trial.
Q: Are lapped competitors allowed to remain in the race?
Contestants in excess of the number of places to be awarded who are lapped will be permitted to finish the race, but must move to the outer lanes of the track (lane 3 or beyond).
Q: Does an athlete have to take a trial before they check out to go to another event?
After an initial check out (timed excuse), the athlete must complete a competitive attempt before being allowed to check out for another field event (i.e. after the first timed excuse, the athlete must take an attempt before they are allowed to check out of the event).
Q: Can a team participate in two different events on the same day?
Yes, you may split your team up, however you must count each event towards the total maximum contest allowed (Policy 6.1.2(c) – 13 meets)
Q: Can a competitor wear jewelry?
Q: How far off the line are competitors supposed to be before the starter commands "on your marks" in open races for individual races or opening relay legs of 800 meters or more outdoors?
Starting command shall be to direct competitors to take a position three meters (3) behind the starting line or dashed arc behind the line.


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9 Jun, 2014 14:35
HomeOp-ed
'EU wants to decide who owns the pipeline operating outside it'
Patrick L Young is CEO of niche crowdfunding platform HanzaTrade and an advisor to fund managers throughout the world. Born in Ireland, he is an active investor in the "New Europe" amongst other emerging markets and is an active Co Founder of grassroots startup group "Mission ToRun."
Home Page: http://patricklyoung.net Twitter: @FrontierFinance
Reuters/Sergei Karpukhin © Reuters
Attempts to halt the construction of the South Stream pipeline is another deranged power and land grab by Brussels, trying to dictate its own roles outside the EU, global financial markets expert Patrick Young told RT.
RT:So it looks like there's disagreement within the Serbian government over the South Stream project. How can those conflicting statements be explained?
Patrick Young: One of the things we have to bear in mind is that obviously when you look at a large infrastructure project, the conflict may not be actually more than just project management. I mean the Deputy Prime Minister obviously when she spoke in Serbia this morning, what she may have said is that there is going to be of course a problem with the actual delivery of the pipeline in terms of if there is a point to Serbia delivering the infrastructure across the land border with Bulgaria. And therefore, the Prime Minister is replying quite rapidly and said "No, the project goes on, we are going to continue building, we want that several billion dollars of investment in Serbia, we need the jobs, we want to be effectively connected as a gas pipeline to the rest of Europe" in the same way as Tito's strategy for the former Yugoslavia was to make the Yugoslavs the central focal point for the whole of European transit and that's why they had better roads, better motorways than any other part of the Soviet bloc.
RT:If Serbia is forced to halt the construction of South Stream pipeline... How much does it stand to lose from this?
PY: I think it is going to be a very significant problem to Serbia. But actually the problem here is not going to be so much just the loss of jobs, but the overall motivation of the Serbian people. It is going to be seen as another disappointment with the European project. Let's face it. NATO was the organization that was initially built for defense and ultimately went on the offensive and bombed the Serbs and their homes only twenty years ago. We have seen the situation where there is a very uneasy relationship between east and west within Serbia, simply because of the way it has been treated by the EU. Either we have got this manipulation by John McCain and various senators, then also "President Barossa" who is looking towards his retirement and therefore, presumably a cushy position within an American bank. We are in a situation when we can't really see a lot of trust being built as Serbia tries to negotiate its way into the EU, and indeed, therefore, it maybe that Serbia ultimately decides as part of this collateral damage that perhaps it ought to be pivoting to the east, just as Russia has done recently, with part of the Siberia pipeline.
RT:Brussels says it needs to look into possible violations of EU competition rules before the project can be given the green light. But South Stream was launched seven years ago… Why is Brussels expressing its concerns only now?
PY: This is another deranged power grab, land grab by Brussels, attempting to dictate its own roles outside the EU block. And essentially we have a farcical situation here where the EU is trying to effectively say that it has the opportunity to decide who owns the pipeline that operates outside the EU. That is farcical. That is a really ridiculous tenet upon which to apply your rules. The EU is just trying to take something from the US playbook and even today the US government is trying to attack European banks in their own backyard in America. Therefore, it is all part of a greater power politics. The difficulty is that the EU does not have the collateral to actually make this position stick.
The statements, views and opinions expressed in this column are solely those of the author and do not necessarily represent those of RT.

redpajama_set_name: RedPajamaCommonCrawl


57 posts categorized "Marketing Speak"
Social Media week was a great place to confirm what many of us who consider ourselves practitioners know from our expereince with the brands we work with. One of the best presentations was this deck from Tom at Trendstream. It details worldwide social media usage stats and emerging usage patterns.


Charles Waterton had a great dislike for "prog" the Hanoverian rat, which he always associated with the Hanoverian dynasty. He was of the opinion that the brown (the colour could also be grey) rat came across with George I who succeeded to the Throne after the death of Queen Anne, the last Stuart monarch. This rat, also called the Norwegian (Rattus norvegicus)(2), or Hanoverian rat, came to England "according to local tradition" in the very same ship that carried the new dynasty. This was, of course, at variance with the facts, but Waterton found it suited his view of the dastardly overthrow of the Catholic monarchs by the Protestant usurpers, and the ill- treatment of his particular sect at the hands of a rival sect, the Protestants.
Rattus norvegicus, the dreaded Hanoverian Rat, also known as the Hanover rat, brown rat, common rat, sewer rat, Norway rat, Brown Norway rat, Norwegian rat, grey rat, and wharf rat. Lots of names to describe this unloved rodent. This particular one was a mixture of grey and brown.
and was once the family seat of the Hanoverian Kings of Great Britain.
In England, the arrival of William III and the overthrow of the Catholic King James II in 1688-89 was hailed as the Glorious Revolution.
William III (1650 - 1702) and Mary II (1662 - 1694) became joint sovereigns in 1689 after the defeat of James II.
Mary II (Mary Stuart) was the Protestant daughter of the Catholic James II.
She was a monarch in her own right, not just a consort.
She married William of Orange in 1677.
William of Orange was Stadtholder of the Netherlands.
He became a leading figure in the resistance to French aggression under Louis XIV.
William was invited by leading political figures in England to intervene in the struggle with James II.
The Bill of Rights in 1689 marked the ascendancy of Parliament over the "divine right" claimed by the Stuarts.
The Battle of the Boyne. In 1690, James II's hopes of recovering the British throne were dashed at the Battle of the Boyne.
because he deserted his Irish supporters, James became known in Ireland as Séamus an Chaca or 'James the be-shitten'.
The River Boyne rises in County Kildare and flows into the Irish Sea; the Battle itself is still remembered down the centuries by Catholics and Protestants in Ulster, but from somewhat different viewpoints.
The deposed king died in 1701, the claim to the Throne was kept alive by his son James Francis Edward (The Old Pretender) and, in turn, his son Charles Edward (The Young Pretender).
Queen Anne. When William III died, Anne - also the daughter of James II and a Protestant, became Queen.
Under the Act of Settlement, 1701, George Louis, the Elector of Hanover, succeed to the British throne in 1714 as George I.
His descendants ruled both Hanover and Great Britain until the separation of the two thrones on the acession of Queen Victoria in 1837.
In 1901 the House of Hanover (also referred to as Brunswick - in German "Braunschweig") changed its name to Saxe-Coburg-Gotha on the acession of Edward VII.
The Stuarts wanted to restore the divine right of the monarchy.
The Old Pretender was James Francis Edward (d. 1766), son of the deposed James II (d. 1701).
The Young Pretender, Charles Edward (d. 1788).
His rebels were defeated by forces loyal to the Government at the Battle of Culloden in 1746.
The Battle of Culloden, 1746.
Various attempts by the Pretenders to seize control were made, but at Culloden in 1746, those loyal to the Crown defeated the Jacobite rebels of the Young Pretender, Charles Edward - "Bonnie Prince Charlie".
and, in their place, re-install the "divine right of monarchs" wing of the Stuarts to the British throne. For more on this topic read The Battle of Culloden on Wikipedia (accessed 4th January 2019).
in the person of poor Charley Stuart, who was declared a pretender! On my grandfather's release, he found that his horses had been sent to Wakefield, there to be kept at his own expense.
But the magistrates very graciously allowed him to purchase a horse for his own riding, providing the price of it was under five pounds."
An Act of Parliament passed in the reign of William III prohibited a Roman Catholic from keeping a horse worth more than £5.
1. "Essays on Natural History", Charles Waterton, edited, with a Life of the Author by Norman Moore, London, Frederick Warne & Co., 1871.
In Hilsea in Portsmouth, there was once a military establishment called Hilsea Depot with Rat Lane leading to it.
When the Ministry of Defence closed the depot and the land was sold off for development, the name Rat Lane was, presumably, thought not to be a very nice name for the road.
It was changed to Norway Road, thus retaining its rat connection.


During the 1991 x 4 day hurricane in Samoa, there came a time of desperation as the wind had picked up to over 150 kilometres an hour. Half of my family were in Australia and were already booked to return in ten days to celebrate Christmas together. We had decorated the house with all the usual Christmas hangings and a tree with lights, also a welcome home sign.
The Lord had been good to us, (Stephen our younger son and me) as He told me to prepare, before the hurricane hit us, by buying a kerosene cooker and lights, and clearing out the gutters etc. Also He mentioned to protect the windows on the west side by nailing mats over the windows.
There were two tall coconut trees outside the east side of the house which were now doing their own idea of a hula. The ground rippling as they swayed to the music of the wind. Unfortunately this had a very unpleasant downside, the destruction of our house!
I proceeded to intercede for these two cavorting trees to be held steady by a couple of our Lord's warrior angels. The wind roared, getting steadily worse, and I continued to intercede for our home as it was the only place for my wife and older son to return to.
An hour or two later as I looked outside, and the rain was falling, not vertically, but horizontally, pressured into almost like a vapour. I was praying frantically as I could see the tall coconut trees being uprooted and crashing onto the house. Then I perceived two images in silhouette, one standing around 10 feet high, and the other slightly crouched, each holding these coconut trees from falling over. I was overwhelmed with the goodness of the Lord for his answered prayer. And remain to this day in thankfulness for His goodness to the Sons of Men.
PS. The council later decided to cut down the two palm trees as they were a danger to the house, and one of them hit the corner of the house. So much for men's knowledge!


text:
Steps Towards Business Agility
The Art of Strategy: Glossary
Explanation of key terms and symbols
Wardley Map terms, symbols and meaning. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
What is strategy? Why do you need it How do you do it? And, how can you be more certain to succeed? The Art of Strategy provides timeless answers to these eternal questions. It is a modern reading of Sun Tzu's Art of War using the lenses of strategists John Boyd and Simon Wardley (swardley). All parts. Other reading formats.
From Simon Wardley's (swardley) Wardley Maps, John Boyd's A Discourse on Winning and Losing and readings of Sun Tzu's Art of War.
Chinese language is highly contextual and many Chinese concepts are purposefully abstract, ambiguous and have multiple meanings; they seldom have precise definitions as Chinese are not fond of providing definitions or even of the idea of definition itself (Yuen).
Adapting to and Shaping a situation to take full advantage of the current conditions and to use the possibilities of the situation to succeed by fulfilling one's Purpose. This requires Agility and Foreknowledge.
Yīn (因) means avail oneself of, to make the best of, to rely upon.
Ability to shift from one orientation to another in order to cope with new or unforeseen circumstances (Boyd). The ability to adapt to and influence situations more rapidly than Competition including timely break out of successful — but non-sustainable — patterns.
Part of IOHAI, ingredients for vitality and growth.
The User Need in a Wardley Map.
The recognition of worth or value, clear perception, understanding, comprehension, discernment, etc.; includes the ability to Monitor (Boyd). Used together with Leadership, i.e. Appreciation and Leadership, as an alternative to Command and Control.
Appreciation and Leadership
Appreciation used together with Leadership as an alternative to Command and Control.
A valuation of the current situation and Conditions based on Purpose, Leadership, Landscape, Climate, Doctrine, Capabilities, training and clarity of feedback; informs choices of Gameplays in a Strategy.
Jì (計) means assessment, calculation, gameplay, plan, plot, scheme, stratagem, strategy.
Succeeding together with your Stakeholders.
The ability to fulfill a Stakeholder's Need, or, the ability of a Component to provide a service that fulfills the Need(s) of another Component in a Wardley Map.
The forces acting on the Environment including patterns of the seasons and Competitors' actions. The rules of the game, patterns that are applied across Contexts.
Classification of Climatic Patterns. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
The ability to direct, order, compel with or without authority or power (Boyd). See also Command and Control, and, Control.
Command and Control represents a top-down mentality applied in a rigid or mechanical (or electrical) way that ignores as well as stifles the implicit nature of human beings to deal with uncertainty, change, and stress (Boyd).
Commodity (including utility) is the Stage of evolution representing scale and volume operations of production, the highly standardized, the defined, the fixed, the undifferentiated, the fit for a specific known Purpose and repetition, repetition and more repetition. Our focus is on ruthless removal of deviation, on industrialization, and operational efficiency. With time we become habituated to the act, it is increasingly less visible and we often forget it's even there (Wardley).
Conditions where an Organization strives to gain advantage or Control over others using a constraint, i.e. a limitation of a resource or time or money or people.
One or several Competitors.
An Organization that desires the same area in the Landscape as your Organization.
A single entity in a Wardley Map; there are different component types: activity, practice, data, knowledge. A component is located in a domain (Wardley).
Use Setup to create suitable conditions for an advantageous Momentum to develop as a consequence. This condition-consequence approach is complementary to the classic Western ends (objectives) — ways (courses of actions) — means (resources) approach to Strategy (Echevarria) which, although valuable for initial planning, is far from optimal in volatile, uncertain, complex and ambiguous (VUCA) Environments with Stakeholders having different, potentially conflicting Purposes. For an outcome to be realized effectively, it follows as a consequence of a process which transforms a situation rather than a goal that leads to actions. Unlike the ends–ways–means approach which involves a predetermined plan (course of actions) that is liable to disintegrate when put into practice facing stakeholders, the condition-consequence approach is designed to leave as little room for chance as possible. This is done by identifying favourable factors before they have developed and creating suitable conditions in advance, and, in this way enable evolution in a suitable direction.There are three distinct advantages of the condition-consequence approach to Strategy compared to the traditional end-means-ways approach when circumstances (Landscape, Climate, Stakeholders, Organization, . . . ) change as they invariably will in a VUCA Environment (Yuen):
It helps avoid being locked into a predetermined course of actions.
It helps avoid constant re-planning when there is too big a difference between reality and plan.
It helps avoid being locked into bringing about one single, predetermined outcome
The Organization's Purpose and the Landscape.
The power or authority to regulate, restrain, verify, (usually against some standard) direct or Command. Comes from medieval Latin contrarotulus, a "counter roll" or checklist (contra, against plus rotulus, list) (Boyd). See also Command, and, Command and Control.
Correlative Pair
A pair of opposite and complementary aspects used to understand relations, transcend, move beyond or integrate apparent paradoxes or trade-offs, or, embrace clashing, instructive perspectives, e.g. order — chaos, Strength — Weakness, courage — fear, Expected — Surprise, Devious — Direct, attack — defense, Resilient — Fragile, speed — quality, alignment — autonomy.
Far from being two irreducible or even mutually exclusive states, a pair consists of two consecutive stages that are part of the same continuum — influenced by the ever-changing reality, e.g. efforts by Stakeholders and changes in Landscape and Climate, and have a tendency to mutually influence each other in an endless cycle.
Finding ways to move beyond or integrate the apparent paradoxes or trade-offs requires deep analysis and synthesis and is an essential part of Strategy Development. The resulting pattern for understanding the dynamics of the correlative pairs serves as an important means for successful Strategy Deployment and Engagement, e.g.
Assessment for order — chaos, see Part 1: Assessments
Setup for Strength — Weakness, see Part 4: Setup
Momentum for courage — fear, see Part 5: Momentum
Shaping for Expected — Surprise and Devious — Direct, see Part 6: Shaping.
If you want to understand something, take it to the extremes or examine its opposites (Boyd).
Skilled leadership employs correlative pairs for orientation as preparation for initiatives, decisions and actions to move beyond apparent trade-offs, and, as a stepping stone towards seeing and Harmonizing the System (Yuen).
Modern examples of correlative pairs where it is possible to move beyond the apparent trade-off include:
cost — quality in manufacturing, where a focus on lead-time resolves the apparent trade-off and results in both lower cost and higher quality;
speed — quality in product development where securing high product quality brings high development speed (Reinertsen, Modig&Åhlström);
control — initiative in organizations, where Einheit resolves the trade-off (Boyd, Richards);
alignment — autonomy in organizations, where high alignment on intent (what&why) enables high autonomy in actions and decisions (how) by individual people and teams which results in higher speed, more innovation and higher engagement (Bungay, Schön).
The Stage of evolution representing the very uncommon and that which we are still learning about. It is individually made and tailored for a specific environment. It is bespoke. It frequently changes. It is an artisan skill. You wouldn't expect to see two of these that are the same. Our focus is on learning and our craft (Wardley).
Yū (迂) means tortuous, circuitous, crooked, roundabout, hidden. See also Direct and Devious — Direct.
Devious — Direct
A Correlative Pair used in Strategy Deployment and Engagement together with Shaping for inverting time and space, e.g. to make what looks like a time-saving shortcut ending up taking more time to follow than the standard route, or to create the perception that it is so; to make the adverse advantageous by giving the difficulty to Opposition; to offer advantages to confound Opposition's perception of what is difficult and easy.
Synonyms: circuitous — direct, crooked — straight, tortuous — direct, plain — hidden.
See also Devious and Direct.
Zhí (直) means direct, straight, plain. See also Devious and Devious — Direct.
Ways of operating, communicating and organizing that apply irrespective of Landscape and Climate, i.e. approaches which can be applied regardless of Context.
Classification and phasing of Doctrine. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
A zone in the evolution of Components — uncharted, transitional and industrialized.
The uncharted Domain is associated with high production costs, high levels of uncertainty and potentially very high future opportunity. Being first is sometimes unfavorable due to the burden and risks of research and development.
The transitional Domain is associated with reducing uncertainty, declining production costs, increasing volumes and highest profitability. However, whilst the environment has become more predictable, the future opportunity is also in decline as the act is becoming more widespread, well understood and well defined. So at the same time we reach the zenith of wealth creation the future is looking decidedly less rosy for the industry itself.
The industrialized Domain is associated with high certainty, high levels of predictability, high volumes, low production costs and low unit margin. The activity is seen as an expected norm, it has become commonplace. Those activities that have evolved to this state (e.g. nuts and bolts) are seen as having a minimal differential effect. They are associated with high future opportunity only in early Stage replacement of any existing Product industry. Their future is seen as one of stable and increasingly low margin revenues that may nevertheless be significant due to volume (Wardley).
Ecological Resilience
A way of maintaining the existence of function (Holling); see also Engineering Resilience and Resilient.
A collision of Organizations going through their respective OODA Loops where each Organization aims to fulfill their Purpose and succeed together with their Stakeholders; a conflict where two Organizations desire the same area in a Landscape;
zhàn (戰) means specific engagement, military action, battle;
zhēng (争) means conflict, dispute, fight;
bīng (兵) means competition, war, weapon, soldier, force.
Engineering Resilience
A way of maintaining the efficiency of function (Holling); see also Ecological Resilience and Resilient.
The Context and how it is changing (Wardley).
Zhèng (正) means expected, correct, direct, ordinary, orthodox, proper, right, straight, straightforward, true. See also Expected — Surprise and Surprise.
Expected — Surprise
A Correlative Pair signifying contrasting types of Engagements used in combination in order to succeed. In Business, start with delivering the Expected, e.g. expected features, quality and performance; then positively Surprise your customers in order to secure delight and loyalty, just like Apple pursuits the "Wow" and "desire to use". Users decide what is Expected and Surprising and this can change over time, e.g. based on Components' Movement and Competitions' moves.
See also Expected and Surprise.
Synonyms: direct — indirect, direct — oblique, regular — irregular, conventional — unconventional, orthodox — unorthodox, normal — exceptional, ordinary — extraordinary, regular — irregular, overt — covert, straightforward — crafty;
The transfer of money, risk and information between Components (Wardley). A metaphor for Agility.
A system that adapts rapidly to changing circumstances, i.e. the efficiency of function might decline rapidly due to a change although the function continues to exist (Holling). See also Fragile, Resilient and Robust.
Knowledge about the Environment for estimating Momentum to secure the Organization's safety and success. It is gained through careful observation and Intelligence. It is a recognition of relevant patterns and relations understood holistically as part of a System and Components understood in the light of their Environment.
It is knowledge with uncertainty since it is an interpretation of the situation to gain Situational Awareness. The quest for knowledge is relative: strive for higher Situational Awareness than Competition.
Formless
The opposite of having a Setup; without a discernible Setup, or, a perceived lack of Setup, e.g. by means of a hidden Setup; being more adaptable and ready to seize opportunities. See also Formless — Setup and Setup.
Wúxíng (無形) means formless, invisible, imperceptible, intangible, unfathomable, unreadable, without form.
Formless — Setup
A Correlative Pair. See also Formless and Setup.
The characteristics of a system unable to adapt or cope with change, breaking easily and ceasing to function (Holling). See also Fluid, Resilient and Robust.
A context specific choice that depends on Components' Positions and Movement on the Wardley Maps (Wardley) extracting maximum value from psychological, social, financial and physical factors; sometimes called a stratagem; often involving Shaping.
Móu (謀) means gameplay, (operational) plan, plot, scheme, stratagem, strategy.
Classification of Gameplays. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
A Stage of evolution representing the unique, the very rare, the uncertain, the constantly changing and the newly discovered. Our focus is on exploration (Wardley).
An emergent sense of order that begins from the coordination of concrete details, maximises diversity and avoids sameness; the quality of the combination at any one moment created by effectively correlating and contextualizing the available events or entities (Ames).
(Power to perceive or create interaction of) apparently disconnected events or entities in a connected way (Boyd).
Hé (和) means harmony, achieved order, peace, union.
Resistance to movement; resistance to change, e.g. existing practice, political capital or previous investment (Wardley).
Internal drive to think and take action without being urged (Boyd).
Value from ideas. There are many different things which we call innovation — this includes genesis of an act, feature differentiation of a product and a shifting business model from product to utility. They are very different despite our use of a single term to describe them (Wardley).
Ability to peer into and discern the inner nature or workings of things (Boyd).
A connection between Components.
IOHAI
Insight, Orientation, Harmony, Agility and Initiative are ingredients for vitality and growth (Boyd).
Born January 23, 1927, died March 9, 1997. US Air Force fighter pilot, Pentagon consultant and innovative strategist. His strategic theories — including the OODA loop — have been highly influential in the military, sports, business, and litigation fields, e.g. the Doctrine of maneuver warfare adopted by the US Marine Corps and the Agile movement in business.
John Boyd. Photo: US Government
A description of the Environment including Positions, distances, space and obstacles (Inertia) (Wardley).
The art of inspiring people to cooperate and enthusiastically take action toward the achievement of uncommon goals. Used together with Appreciation, i.e. Appreciation and Leadership, as an alternative to Command and Control (Boyd).
Actions, decisions, choices and Gameplays based on Purpose, Landscape, Climate, Doctrine and Capabilities (Wardley) — guided by knowledge, trust, compassion, courage and fairness. Leadership is beyond what managers or people in formal leader roles do: it is a service provided by — potentially all — people in the Organization.
A visual, Context specific depiction showing Position and Movement starting from an Anchor. Sometimes used as a short form for Wardley Map
Visual, Context specific depiction of Position and Movement with compass as Anchor. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
The difference between a map and a graph. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
The acts of preparing a Map or a Wardley Map.
A contract, hence an agreement, between leader and followers. The followers agree to make their actions serve their leader's intent in terms of what is to be accomplished and the rationale (why), while the leader agrees to give followers wide freedom to exercise their imagination and initiative in terms of how intent is to be realized.
The followers are given the right to challenge or question the feasibility of the mission if they feel their leader's ideas on what can be achieved are not in accord with the existing situation or if they feel their leader has not given them adequate resources to carry it out. Likewise, leader has every right to expect followers to carry-out the mission contract when agreement is reached on what can be achieved consistent with the existing situation and resources provided.
Limitation: While this concept of mission gives form and expression to what is expected between an individual leader and follower, it does not suggest ways to coordinate or Harmonize activities among many leaders and followers as a collective group (Boyd).
The quantity of motion of a body, measured as a product of its mass and velocity in a particular direction.
An abstract field formed by tangible factors such as equipment and logistics and intangible factors such as timing and psychology that constantly shifts according to what is happening in the Environment; all of the factors and tendencies bearing on a possible engagement (Mair); wresting advantages from the conditions at hand and controlling contingencies (Nylan); making the most of favorable conditions and tilting the scales in our favor (Ames).
[Momentum] of a particular situation is changing as a consequence of shifting conditions. It is as if we were placing weights along abeam whose balance point is always in motion. From assessments and foreknowledge, the fulcrum is more easily found (Denma).
[Momentum] is like looking at a chessboard: the effectiveness of a position is read in terms of the relative power of certain pieces, the strength of their setup, their relationship to the opponent and also their potential to turn into something else. Add the particular psychological disposition of the opponent. All these are aspects of momentum. They are analytically distinguishable and a chess players sees them all at once. The world is more complex than multi-dimensional chess (Denma). The favorite game in China, however, is go (Wéi qí, 圍棋), the oldest board game still being played, dating from before 500BC. Chess is about total victory, checkmate, to put the opposing king in a position where he cannot move without being destroyed, whereas go is about surrounding your opponent, i.e. strategic encirclement. In chess all the capabilities are fully visible at all times since all the pieces are on the board; in go, the players can introduce new pieces changing the strategic configuration. While the skillful chess player aims to eliminate the opponent's pieces in a series of head-on clashes, a talented go player moves into empty spaces on the board, gradually migrating the strategic potential of the opponent's pieces. Chess produces single-mindedness, go generates strategic flexibility (Kissinger, Lai).
Shì (勢) means momentum, authority, circumstances, conditions, energy, force, latent energy, influence, inherent power or dynamic of a situation, military strength, outward appearance, outward shape, patterns of influence, positional advantage, potential, potential energy of the situation, power, situation, strategic advantage, strategic advantage within a particular configuration of space and time, strategic configuration of power, tactical power, tendency, trend.
The process that permits one to oversee, listen, observe, or keep track of as well as to advise, warn, or admonish; a part of Appreciation (Boyd).
A description of how evolved a Component is, e.g. in which Stage of evolution it is (Wardley).
Characteristics of Components to determine Movement. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
Something that is wanted or required from a higher level System (Wardley).
OODA Loop
A schematic representing three processes and their interplay:
implicitly using existing capabilities;
creating new and unexpected ways of using existing capabilities;
creating new capabilities;
visualized as a "loop" consisting of four distinctive although connected activities — Observation, Orientation, Decision and Action, invented by John Boyd.
Observation is sensing yourself and the world around you.
Orientation is a complex set of filters of genetic heritage, cultural predispositions, personal experience and knowledge, and, analyses and synthesis in order to create new capabilities to deal with unfamiliar phenomena or unforeseen change.
Decision is a review of alternative courses of action and the selection of the preferred course as a hypothesis to be tested.
Action is testing the decision selected through an experiment.
"Loop" means that observation, orientation, decision and action are repeated again and again. You are simultaneously observing any mismatches between your conception of the world and the way the world really is, trying to reorient to a confusing and threatening situation, and attempting to come up with ideas to deal with it. Success depends upon the quality and tempo of the cognitive processes of Leadership and the Organization going through complete OODA loops; it is crucial to secure higher tempo and/or more variety in the rhythm of the OODA loop than competition. "Getting inside or operating inside your competitors' or customers' OODA loops" includes shaping their orientation as well as using information from intelligence operations (Boyd).
Insights from the illustration below: Note how orientation Shapes observation, Shapes decision, Shapes action, and in turn is Shaped by the feedback and other phenomena coming into our sensing or observing window. Also note how the entire "loop" (not just orientation) is an ongoing many-sided implicit cross-referencing process [viewing something from as many perspectives as possible] of projection, empathy, correlation, and rejection.
OODA Loop: Observe, Orient, Decide, Act. Illustration: John Boyd
A group of people with a particular Purpose and Doctrine.
The most important part of the OODA loop … Common outlook to encourage initiative yet realize superior intent in pursuit of vision … An interactive process of many-sided implicit cross-referencing projections, empathies, correlations, and rejections that is shaped by and shapes the interplay of genetic heritage, cultural tradition, previous experiences, [the processes of analyses and synthesis,] and unfolding circumstances.
Disorientation: Mismatch between events one (seemingly) observes or anticipates and events (or efforts) [one] must react or adapt to.
The location of a Component relative to the Anchor in a chain of Needs (Wardley).
Product (including rental)
A Stage of evolution representing the increasingly common, the manufactured through a repeatable process, the more defined, the better understood. Change becomes slower here. Whilst there exists differentiation particularly in the early Stages there is increasing stability and sameness. You will often see many of the same Product. Our focus is on refining and improving (Wardley).
A sudden shift in a social systems leading to radical change.
A higher meaning or reason that keeps people united, supporting each other without fear through success and failure.
Dào (道) is etymologically constructed out of the elements "foot" hence "to pass over", "to go over" and "head" (hair and eye together), therefore "foremost" carrying the meaning "to lead" in the sense of to give direction, so combined, "to give direction to your steps", "to give direction to life", hence "purpose".
Dào (道) means purpose, to give direction; path, road, way; commands, guide, method, principle, steps in a process; morality, reason, truth; say, speak, talk, tell, verbalize; courses in a meal.
The Capability of being Resilient.
The characteristics of a system capable of coping with a wide variety of physical extremes with the entire system rapidly adapting to a changing Environment in order to exist (Holling); see also Ecological Resilience, Engineering Resilience, Fluid, Fragile, Robust.
Resilience is a combination of Engineering Resilience and Ecological Resilience. Source: C. S. Hollingand Simon Wardley. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
The characteristics of a system with a broader range of physical constraints that it can cope with, although only able to cope with expected events. See also Fluid, Fragile and Resilient.
The arrangement of an Organization or a part of an Organization and the Capabilities and behaviours of its people. A setup can be
visible: consisting of factors that can be observed, e.g. organization charts;
invisible: consisting of unobservable factors, e.g. informal networks.
It is possible to understand the visible setup without understanding the invisible setup.
Xíng (形) means setup, (military) deployment, disposition (of force), form, formation, manifestation, patterns, positioning, shape, system.
See also Formless and Formless — Setup.
Influencing Competition in order to erode their Resilience by hiding intentions, creating false impressions, and, unsettling Competition to discover a potential advantage, encourage its impetus, push it to the extreme to get them into a weak position (or get them to get into a weak position by themselves) before exploiting the impetus when it reaches the tipping point, i.e. creating the conditions for success before Engagement starts.
Also, influencing customers and other stakeholders in order to succeed together, e.g. by positively surprising them.
Guǐ (詭) means anomaly, bluff, concealment, confusion, cunning, deception, deceit, delusion, dissimulation, distraction, feint, illusion, lie, manipulation, oddity, paradox, weirdness.
Simon Wardley
Inventor of Wardley Mapping, business strategist, industry and technology mapper, and, researcher for the Leading Edge Forum (LEF); former VP Cloud of Canonical and former CEO of Fotango.
Simon Wardley. Photo: Leading Edge Forum
The level of understanding of the Environment (Wardley).
The perception of environmental elements and events concerning time or space, the comprehension of their meaning, and the projection of their future status (Endsley). High situational awareness comes from skillful use of the OODA loop, e.g. using Wardley Mapping.
Different aspects of Situational Awareness in an Organization. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
A step in the evolution of a Component, e.g. Genesis, Custom built, Product and Commodity (Wardley).
A person or Organization who can affect or is affected by the fulfillment of the Organization's Purpose, e.g. a customer of Products and services that the Organization provides, people in the Organization, suppliers and partners to the Organization, owners and other financiers of the Organization, trade associations, standardization bodies, trade unions, people and communities in the society where the Organization operates, and, other Organizations including Competitors (Freeman).
Doing Strategy by means of the Correlative Pair Strategy Development — Strategy Deployment in the Strategy Cycle — including devising Gameplays.
Governed by Sun Tzu's five fundamental factors: Purpose, Landscape, Climate, Doctrine and Leadership.
A mental tapestry of changing intentions for Harmonizing and focusing our efforts as a basis for realizing some aim or Purpose in an unfolding and often unforeseen world of many bewildering events and many contending interests (John Boyd).
The art of manipulating an Environment to gain a desirable outcome (Simon Wardley, swardley).
The essence of strategy . . . is to force or persuade those who are hostile or unsympathetic to act differently than their current intentions . . . it is about getting more out of a situation than the starting balance of power would suggest. It is the art of creating power (Freedman).
Individuals, teams or organizations fulfilling their Purpose in situations outside their direct control, sometimes engaging with others desiring the same thing — consisting of the intricate interplay of Strategy Development and Strategy Deployment.
The Art of Strategy is to succeed — by securing Harmony among Stakeholders and keeping Competition off balance — through evolving better Capabilities to influence, adapt and Map.
Strategy Cycle
An iterative cycle for Strategy Development and Strategy Deployment — combining Sun Tzu's five fundamental factors (Purpose, Landscape, Climate, Doctrine and Leadership), John Boyd's OODA Loop (Observe, Orient, Decide, Act) and the two types of "why":
the "why" of Purpose: the chess master wants to win every chess game.
the "why" of Movement: the chess master moves the queen to gain a better Position on the chessboard.
(Wardley)
The Strategy Cycle. Source & Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
Making Strategy happen by everyone everywhere in the Organization taking initiatives, decisions and actions in a Harmonized direction.
The following Doctrine is often used:
Purpose. Ensure every action contributes to achieving it.
Maneuver. Gain positional advantage.
Surprise. Move in unexpected ways using Gameplays.
Focus. Concentrate Momentum to achieve success and ensure secondary efforts receive only as much Momentum as needed.
Initiative. Secure higher tempo or more variety in the rhythm of the OODA Loop than Competition
Security. Ensure that the Organization is well-protected.
Simplicity. Simplify Gameplays and communications.
Unity. Place the direction of Strategy and Engagement under a single team to avoid conflicting interests
Preparing Strategy by making choices for a Harmonized direction for the Organization based on regular assessments of Stakeholders' Needs and the Organization's Purpose.
A condition of high value in a sense beyond the physical, e.g. a well defended position, or, a poorly defended position where the Organization has an influential Purpose and skilled Leadership.
Shí (實) means strength, brave, concentrated, energy abundance, full, many, prepared, relaxed, solid, strong, substantial, well-nourished, well-ordered. See also Strength — Weakness and Weakness.
Strength — Weakness
A Correlative Pair used in Strategy Deployment and Engagement together with Setup and Shaping, e.g. causing Competition to see our Strengths as Weaknesses and our Weaknesses as Strengths, converting Competition's Strengths into Weaknesses, being fully aware of Competition's Weaknesses and using this to strengthen our own Setup. See also Strength and Weakness.
Born c. 544 BC, died c. 496 BC. Chinese general, military strategist, writer and philosopher. Sun Tzu ("Master Sun", Su ̄n Zˇı, 孫子) is traditionally credited as the author of The Art of War.
Sun Tzu? Photo: Keren Su
Qí (奇) means crafty, extraordinary, indirect, oblique, odd, rare, strange, surprise, unique, unorthodox, weird, wonderful. See also Expected and Expected — Surprise.
A regularly interacting or interdependent group of items forming a unified whole. A whole which is defined by its function in a larger system of which it's a part. Every system is contained in a larger system. Its role or function in that system or the service it provides is what defines it. For a system to perform its function it has essential parts. A system is not the sum of its parts, it is the product of their interactions (Ackoff).
An ancient Chinese military treatise ("Military Methods", 兵法) dating from the 5th century BC. The work, which is attributed to the ancient Chinese military strategist Sun Tzu, is composed of 13 chapters. Each chapter is devoted to an aspect of warfare and how it applies to military strategy and tactics.
It remains the most influential strategy text in East Asian warfare and has influenced both Eastern and Western military thinking, business tactics, politics, legal strategy, lifestyles and beyond.
Here is John Boyd's thematic summary with added references to the relevant chapters:
The essence of The Art of War according to John Boyd. Illustration: John Boyd and Erik Schön
A person or Organization that uses Products and services that an Organization provides.
A set of activities that an organization performs in order to deliver a valuable product (Porter); a chain of needs fulfilled by components starting with what the users value (Wardley).
Value chain for an online photo service. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
Volatile, Uncertain, Complex and Ambiguous (VUCA)
An acronym coined by the US military and adopted by a wide range of organizations, including everything from for-profit corporations to universities, to describe certain conditions and situations in the world and the challenges those pose.
Volatile. The nature and dynamics of change, and the nature and speed of change forces and change catalysts.
Uncertain. The lack of predictability and the prospects for surprise.
Complex. The multiplex of forces and dependencies and the confusion that surround an organization.
Ambiguous. The haziness of reality, the potential for misreads, and the mixed meanings of conditions; cause-and-effect confusion.
Wardley Map
A Map that visually shows the evolution of a Context specific Value Chain using Position and Movement of Components — with Stakeholder Needs as the Anchor. The Components of the Map have a Stage of evolution: Genesis, Custom built, Product and Commodity and are located in a Domain.
Sometimes called Value Chain map since it is based on a Value Chain where the components have been located horizontally along an evolution axis based on their stage of evolution. Often abbreviated as Map.
Example of a Wardley Map. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
A Wardley Map of Wardley Mapping. Illustration: Simon Wardley (swardley, CC BY-SA 4.0)
Wardley Mapping
A visual method for exploring and communicating Strategy in volatile, uncertain, complex and ambiguous (VUCA) situations invented by Simon Wardley. It helps achieve a high level of Situational Awareness, e.g. by answering the following questions:
What is our competitive Environment?
Where are our Competitors relative to us?
What market changes can we anticipate?
Where do we focus?
Where can we expect Inertia?
Which Context-specific strategic Gameplays are currently possible for us?
What do we own and what do we develop in-house?
What do we buy off-the-shelf and what do we outsource?
Which methodologies do we need?
How can we organize to accommodate continuous change?
What Context-specific Capabilities do our teams and our Organization need for the Products/services we are developing?
Wardley Mapping, often abbreviated as Mapping, enables collaboration for improving Strategy by helping contributors articulate, share and assess their perceptions and understanding of the Environment. This leads to a common, shared context specific language and a common, shared visualization of User Needs, Position of Components, evolution of Components (Climate) and (potential) Movement(s) and Gameplays in a Wardley Map.
A condition of very limited value in a sense beyond the physical, e.g.a poorly defended position, or, a well defended position where the organization lacks legitimate purpose and skilled leadership.
Xū (虛) means weakness, dispersed, disorderly, empty, energy exhaustion, exhausted, fearful, few, hollow, hungry, insubstantial, unprepared, vulnerable. See also Strength and Strength — Weakness.
Wardley Map Symbols
From Wardley Maps.
Wardley Maps are obviously visual and whilst they are far from the ordinance survey Maps of geography, it's useful to have a common lexicon of symbols.
The Art of Strategy: All Parts
Contents: A very short summary of each part
Introduction: What is strategy and why do you need it?
Assessments: How to assess, prepare and shape
Challenges: How to use and reduce inertia, entropy and friction
Success: How to succeed together with stakeholders
Setup: How to create resilience
Momentum: How to use creativity, focus and timing
Shaping: How to shape and avoid being shaped
Engagement: How to engage using surprise
Adaptations: How to adapt to shifting situations
Movements: How to move to optimize momentum
Landscape: How to approach difficult areas
Situations: How to handle difficult situations
Disruption: How to disrupt and avoid being disrupted
Intelligence: How to use intelligence to create foreknowledge
Annex: Wardley Mapping Examples
Glossary: Explanation of key terms and symbols
Acknowledgements: Standing on the shoulders of giants
Sources: Where to learn more
Other reading formats: Hardcover, paperback and PDF
This is provided as Creative Commons Attribution-ShareAlike 4.0 International by the author, Erik Schön.
Wardley Mapping is provided courtesy of Simon Wardley (swardley) and licensed as Creative Commons Attribution-ShareAlike 4.0 International.
Wardley Maps
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text:
/**
 * Created by aleckim on 2014. 7. 19..
 */

"use strict";

var router = require('express').Router();
var passport = require('passport');
//var request = require('../controllers/requestEx');
var url = require('url');

var blogBot = require('./../controllers/blogBot');
var userMgr = require('./../controllers/userManager');

var botFormat = require('../models/botFormat');
var bC = require('../controllers/blogConvert');

var svcConfig = require('../config/all');

var clientConfig = svcConfig.twitter;
var TwitterStrategy = require('passport-twitter').Strategy;
var TWITTER_API_URL = "https://api.twitter.com/1.1";
var TWITTER_PROVIDER = "twitter";

var OAuth = require('oauth').OAuth;
// global variable for object of OAuth
var objOAuth = new OAuth("https://api.twitter.com/oauth/request_token",
    "https://api.twitter.com/oauth/access_token",
    clientConfig.clientID,
    clientConfig.clientSecret,
    "1.0A",
    null,
    "HMAC-SHA1");

passport.serializeUser(function(user, done) {
    done(null, user);
});

passport.deserializeUser(function(obj, done) {
    done(null, obj);
});

passport.use(new TwitterStrategy({
        consumerKey: clientConfig.clientID,
        consumerSecret: clientConfig.clientSecret,
        callbackURL: svcConfig.svcURL+"/twitter/authorized",
        passReqToCallback : true
    },
    function(req, token, tokenSecret, profile, done) {
//        log.debug("token:" + token); // 인증 이후 auth token을 출력할 것이다.
//        log.debug("token secret:" + tokenSecret); // 인증 이후 auto token secret을 출력할 것이다.
//        log.debug("profile:" + JSON.stringify(profile));

        var provider  = new botFormat.ProviderOauth1(profile.provider, profile.username.toString(), profile.displayName,
            token, tokenSecret);

        userMgr.updateOrCreateUser(req, provider, function(err, user, isNewProvider, delUser) {
            if (err) {
                log.error("Fail to get user ");
                return done(err);
            }

            if (delUser) {
                blogBot.combineUser(user, delUser);
                userMgr.combineUser(user, delUser, function(err) {
                    if (err) {
                        return done(err);
                    }
                });
            }

            if (isNewProvider) {
                if (!blogBot.isStarted(user)) {
                    blogBot.start(user);
                }
                else {
                    blogBot.findOrCreate(user);
                }
            }

            process.nextTick(function () {
                return done(null, user);
            });
        });
    }
));

router.get('/authorize',
    passport.authenticate('twitter')
);

router.get('/authorized',
    passport.authenticate('twitter', { failureRedirect: '/#signin' }),
    function(req, res) {
        // Successful authentication, redirect home.
        log.debug('Successful!');
        res.redirect('/#');
    }
);

router.get('/bot_bloglist', function (req, res) {
    var userId = userMgr.getUserId(req, res);
    if (!userId) {
        return;
    }
    var meta = {"cName":TWITTER_PROVIDER, "userId":userId, "url":req.url};
    log.info("+", meta);

    var providerId = req.query.providerid;
    if (providerId === false) {
        var error = new Error('User:'+userId+' did not have blog!');
        log.error(error, meta);
        res.status(500).send(error);
        res.redirect("/#/signin");
        return;
    }

    userMgr.findProviderByUserId(userId, TWITTER_PROVIDER, providerId, function (err, user, provider) {
        if (err) {
            log.error(err, meta);
            res.status(500).send(err);
            return;
        }

        var api_url = TWITTER_API_URL + "/users/show.json?screen_name=" + provider.providerId;

        objOAuth.get(api_url, provider.token, provider.tokenSecret, function (error, body, response) {
            if(error) {
                log.error(error, meta);
                log.error(response, meta);
                res.status(error.statusCode).send(error);
                return;
            }

            var botBlogList = new botFormat.BotBlogList(provider);
            var botBlog;
            try{
                var result = JSON.parse(body);
                botBlog = new botFormat.BotBlog(result.id, result.name, result.url);
                botBlogList.blogs.push(botBlog);
            }
            catch(e) {
                log.error(e, meta);
                res.status(500).send(e);
            }

            res.send(botBlogList);
        });
    });
});

router.get('/bot_post_count/:blog_id', function (req, res) {
    var userId = userMgr.getUserId(req, res);
    if (!userId) {
        return;
    }
    var meta = {"cName":TWITTER_PROVIDER, "userId":userId, "url":req.url};
    log.info("+", meta);

    var providerId = req.query.providerid;

    userMgr.findProviderByUserId(userId, TWITTER_PROVIDER, providerId, function (err, user, provider) {
        if (err) {
            log.error(err, meta);
            res.status(500).send(err);
            return;
       }

        var api_url = TWITTER_API_URL + "/users/show.json?screen_name=" + provider.providerId;
        log.debug(api_url, meta);

        objOAuth.get(api_url, provider.token, provider.tokenSecret, function (error, body, response) {
            if(error) {
                log.error(error, meta);
                log.error(response, meta);
                res.status(error.statusCode).send(error);
                return;
            }

            var botPostCount;

            try {
                var result = JSON.parse(body);
                botPostCount = new botFormat.BotPostCount(TWITTER_PROVIDER, result.id, result.statuses_count);
            }
            catch(e) {
                log.error(e, meta);
                res.status(500).send(e);
                return;
            }

            res.send(botPostCount);
        });
    });
});

/**
 * "entities":  {
      "hashtags":  [
         {
          "text": "prodmgmt",
          "indices":  [
            139,
            140
          ]
        }
      ],
 * @param hashTags
 * @private
 */
function _convertBotTags(hashTags) {
    var tags = [];
    if (!hashTags && !hashTags.length) {
        log.error('hashTags is not valid');
        return tags;
    }
    for (var i=0; i<hashTags.length; i+=1) {
        tags.push(hashTags[i].text);
    }
    return tags;
}

router.get('/bot_posts/:blog_id', function (req, res) {
    var userId = userMgr.getUserId(req, res);
    if (!userId) {
        return;
    }
    var meta = {"cName":TWITTER_PROVIDER, "userId":userId, "url":req.url};
    log.verbose("+", meta);

    var provider_id = req.query.providerid;
    var blog_id = req.params.blog_id;
    var last_id = req.query.offset;
    var after = req.query.after;

    userMgr.findProviderByUserId(userId, TWITTER_PROVIDER, provider_id, function (err, user, provider) {
        if (err) {
            log.error(err, meta);
            res.status(500).send(err);
            return;
        }

        var count = 20;
        var api_url = TWITTER_API_URL+"/statuses/user_timeline.json?screen_name="+ provider.providerId +
                            "&count=" + count;
        if (last_id) {
            api_url += "&";
            api_url += "max_id=" + last_id;
        }

        log.debug(api_url, meta);

        objOAuth.get(api_url, provider.token, provider.tokenSecret, function (error, body, response) {
            if(error) {
                log.error(error, meta);
                log.silly(response, meta);
                res.status(error.statusCode).send(error);
                return;
            }

            var result;
            try {
                result = JSON.parse(body);
            }
            catch(e) {
                log.error(e, meta);
                res.status(500).send(e);
                return;
            }
            log.debug(result);

            if(!result.length) {
                error = new Error("result is empty!");
                log.error(error, meta);
                log.error(result, meta);
                res.status(500).send(error);
                return;
            }

            var botPostList = new botFormat.BotPostList(TWITTER_PROVIDER, blog_id);
            var postUrl = 'https://twitter.com';
            postUrl += '/' + blog_id + '/status';

            for (var i = 0; i < result.length; i += 1) {
                var raw_post = result[i];
                if (after) {
                    var post_date = new Date(raw_post.created_at);
                    var after_date = new Date(after);

                    if (post_date < after_date) {
                        //log.debug('post is before');
                        continue;
                    }
                }

               //https://twitter.com/kimalec7/status/599212089035476994
                postUrl += '/' + raw_post.id_str;

                var botPost = new botFormat.BotTextPost(raw_post.id_str, raw_post.text, raw_post.created_at, postUrl,
                            '', [], _convertBotTags(raw_post.entities.hashtags), []);

                botPostList.posts.push(botPost);

                botPostList.stopReculsive = false;
            }

            if(!after)
            {
                if(!(botPostList.posts[i-1])) {
                    error = new Error("posts in undefined !!");
                    log.error(error, meta);
                    res.status(500).send(error);
                    return;
                }

                if( (last_id === botPostList.posts[i-1].id.toString()) &&
                    (result.length === 1) ) {
                    log.debug("stop Recursive!!!!!", meta);
                    botPostList.stopReculsive = true;
                }
            }

            res.send(botPostList);
        });
    });
});

router.get('/bot_posts/:blog_id/:post_id', function (req, res) {
    var userId = userMgr.getUserId(req, res);
    if (!userId) {
        return;
    }
    var meta = {"cName":TWITTER_PROVIDER, "userId":userId, "url":req.url};
    log.info("+", meta);

    var blog_id = req.params.blog_id;
    var post_id = req.params.post_id;

    userMgr.findProviderByUserId(userId, TWITTER_PROVIDER, null, function (err, user, provider) {
        if (err) {
            log.error(err);
            res.status(500).send(err);
            return;
        }

        var api_url = TWITTER_API_URL + "/statuses/show/" + post_id + ".json";
        //log.debug(api_url, meta);

        objOAuth.get(api_url, provider.token, provider.tokenSecret, function (error, body, response) {

            if (error) {
                log.error(error, meta);
                log.error(response, meta);
                res.status(error.statusCode).send(error);
                return;
            }

            var botPostList = new botFormat.BotPostList(TWITTER_PROVIDER, blog_id);
            var postUrl = 'https://twitter.com';
            postUrl += '/' + blog_id + '/status';

            var botPost;
            try {
                var raw_post = JSON.parse(body);

                postUrl += '/' + raw_post.id_str;
                var replies = [];
                replies.push({"retweet": raw_post.retweet_count});
                replies.push({"like": raw_post.favorite_count});

                if (raw_post.entities.media && raw_post.entities.media.length) {
                    var media = raw_post.entities.media[0];
                    if (media.type === 'photo') {
                        var mediaUrls = [];
                        raw_post.entities.media.forEach(function(media) {
                            mediaUrls.push(media.media_url);
                        });
                        botPost = new botFormat.BotPhotoPost(raw_post.id_str, mediaUrls, raw_post.created_at, postUrl,
                                '', raw_post.text);
                    }
                    else {
                        log.error('Unknown media.type = '+media.type + ' media.id='+raw_post.id_str);
                        //It will be made to BotTextPost
                    }
                }
                else if (raw_post.entities.urls && raw_post.entities.urls.length) {
                    botPost = new botFormat.BotLinkPost(raw_post.id_str, raw_post.entities.urls[0].expanded_url,
                                raw_post.created_at, postUrl, '', raw_post.text);
                }

                if (!botPost) {
                    botPost = new botFormat.BotTextPost(raw_post.id_str, raw_post.text, raw_post.created_at, postUrl,
                        '');
                }

                botPost.categories = [];
                botPost.tags = _convertBotTags(raw_post.entities.hashtags);
                botPost.replies = replies;
            }
            catch (e) {
                log.error(e, meta);
                res.status(500).send(e);
                return;
            }

            botPostList.posts.push(botPost);

            if (botPostList.posts.length > 0 && botPostList.posts[0].type === 'link') {
                blogBot.getTeaser(botPostList.posts[0].contentUrl, function (err, botTeaser) {
                    if (err) {
                        log.error(err, meta);
                    }
                    else {
                        botPostList.posts[0].teaser = botTeaser;
                    }

                    res.send(botPostList);
                });
            }
            else {
                res.send(botPostList);
            }
        });
    });
});

router.post('/bot_posts/new/:blog_id', function (req, res) {
    var userId = userMgr.getUserId(req, res);
    if (!userId) {
        return;
    }
    var meta = {"cName":TWITTER_PROVIDER, "userId":userId, "url":req.url};
    log.info("+", meta);

    var blog_id = req.params.blog_id;
    var botPost = req.body;

    var newPost = {};

    /* length가 정확하게 맞지 않음 #328 */
    bC.convertPostToPlainContent(botPost, 136, bC.convertShortenUrl, function (content) {
        newPost.content = content;

        var encodedPost = encodeURIComponent(newPost.content);

        userMgr.findProviderByUserId(userId, TWITTER_PROVIDER, undefined, function (err, user, provider) {

            //log.debug(encodedPost, meta);

            var Twitter = require('twitter');

            var client = new Twitter({
                consumer_key: clientConfig.clientID,
                consumer_secret: clientConfig.clientSecret,
                access_token_key: provider.token,
                access_token_secret: provider.tokenSecret
            });

            client.post('statuses/update', {status: newPost.content},  function(error, body, response) {
               if(error) {
                    log.error(error, meta);
                    log.warn(newPost.content, meta);
                    log.warn(encodedPost, meta);
                    res.status(response.statusCode).send(error);
                    return;
                }

                var botPostList = new botFormat.BotPostList(TWITTER_PROVIDER, blog_id);
                var postUrl = 'https://twitter.com';
                postUrl += '/' + blog_id + '/status';

                var rcvBotPost = {};

                try {
                    var raw_post = body;
                    postUrl += '/' + raw_post.id_str;

                    rcvBotPost = new botFormat.BotTextPost(raw_post.id_str, raw_post.text, raw_post.created_at, postUrl,
                        '', [], _convertBotTags(raw_post.entities.hashtags));
                }
                catch (e) {
                    log.error(e, meta);
                    log.error(newPost, meta);
                    log.error(body, meta);
                    res.status(500).send(e);
                    return;
                }

                botPostList.posts.push(rcvBotPost);
                log.debug(botPostList, meta);
                res.send(botPostList);
            });
        });

    });
});

module.exports = router;

redpajama_set_name: RedPajamaGithub


I'm not a wedding photographer, but this photograph encapsulates what I love about photography: finding a unique moment in someone's life journey, and freezing it forever. Life's memories or precious, and while today its easy to move on to the next moment, tomorrow's reflection will be all that more enjoyable when you can hold a bit of history in your hands.
I stumbled upon Kevin Mullins's work sometime in the last year, and make sure to check out all of his new posts. The way he takes his subject matter (weddings & families), and figures out a way to make each story unique is inspiring. In addtion to his great wedding work, his Day in the Life shoots are an inspiration, and somewhere I'd eventually like to get to with some of my clients.


text:
Douglas Rain (Winnipeg, 13 de março de 1928 – St Marys, 11 de novembro de 2018) foi um ator e narrador canadense. Embora primariamente um ator de teatro, ele forneceu a voz do computador HAL 9000  para o filme 2001: A Space Odyssey (1968) e sua continuação, 2010: The Year We Make Contact (1984).

Vida e carreira
Rain nasceu em Winnipeg, Manitoba. Ele estudou atuação na Banff School of Fine Arts , em Banff, Alberta, e na Bristol Old Vic Theatre School , em Bristol, Inglaterra. Foi membro fundador do Stratford Festival do Canadá em 1953 e foi associado a ele como ator de teatro até 1998. Rain morreu em 11 de novembro de 2018, aos 90 anos no St. Marys Memorial Hospital em St. Marys, Ontário, de causas naturais. Ele deixa três filhos e um neto.

Apresentou-se em uma grande variedade de papéis teatrais, tais como numa produção de Henrique V encenada em Stratford, Ontário, que foi adaptada para a televisão em 1966. Em 1972, Rain foi indicado para o Tony Award para Melhor Ator Coadjuvante ou Destacado (Dramático) por sua atuação em Vivat! Vivat Regina!

2001
Inicialmente Kubrick decidiu elencar Rain como o narrador de 2001, depois de ouvir sua narração em um documentário em curta-metragem chamado "Universe" e, posteriormente, escolheu-o como a voz perturbadora de HAL.

Filmografia

 Oedipus Rex (1957) — Creon
 Just Mary (1960, série de TV) — (voz)
 The Night They Killed Joe Howe (1960, TV drama, co-estrelando Austin Willis e James Doohan) — Joseph Howe
 Universe (1960, curta-metragem — Narrador
 One Plus One (1961) — The Divorcee segment
 William Lyon Mackenzie: A Friend to His Country (1961, curta) — William Lyon Mackenzie
 Robert Baldwin: A Matter of Principle (1961, Short) — William Lyon Mackenzie
 The Other Man (1963, minissérie de TV) — David Henderson
 Twelfth Night (1964, filme para  TV)
 Fields of Sacrifice (1964) — Narrador
 Henry V (1966, filme para TV) — Henry V
 2001: A Space Odyssey (1968) — HAL 9000 (voz)
 Talking to a Stranger (1971, minissérie de TV ) — Alan
 Sleeper (1973; voz) — Evil Computer / Various Robot Butlers (voz, não creditado)
 The Man Who Skied Down Everest (1974) — Narrador (voz)
 One Canadian: The Political Memoirs of the Rt. Hon. John G. Diefenbaker (1976; minissérie de TV; voice)
 2010: The Year We Make Contact (1984) — HAL 9000 (voz)
 Love and Larceny (1985, filme para TV) — Ashton Fletcher
 The Russian-German War (1995, documentário em vídeo) — Narrador (voz) (trabalho final no cinema)

Ligações externas

Atores do Canadá

redpajama_set_name: RedPajamaWikipedia


text:
package se.claremont.tafbackend.statistics;

/**
 * Manager for statistics counters.
 *
 * Created by jordam on 2017-03-24.
 */
public class StatisticsManager {
    public static StatisticsCounter statisticsCounter = new StatisticsCounter();
}


text:
FC Battersea support underrepresented youth into football with help from Enable and Wandsworth Council
FC Battersea (FCB) are on a mission to put Battersea on the UK 'grassroots map' by playing winning football and supporting local youth. The club expertly mentor and coach talented players from local schools on a pathway through youth football and from this Easter they are able to open up free slots to attend their popular holiday camps at Falcon Park to the youth of Wandsworth.
The Club vision is to occupy the gap in the game between the 'academy' and 'grassroots' systems for local kids with football talent and commitment. Through football, mentoring and wider learning, FCB make players part of a family and coach them intensively to excel in football and in whatever else they choose – they develop exceptional players, and above all create good and principled young people.
In order to open up this opportunity to more young people in the community, not-for-profit Enable, along with Wandsworth Council will now be funding places to holiday camps that deliver a week of football fun to local boys and girls who face financial barriers.
The next of these camps is ProCamp6, happening this Easter holiday; Mon 4th April to Fri 8th April inc. Enable and Wandsworth Council are funding 10 places for young people aged 9-15 who will need to register by 1st April to attend. Enable and Wandsworth Council's support means more scale, resource and local commitment to creating better opportunities for underrepresented groups, reinvesting in the community.
Building further on this exciting partnership will be the support the two organisations will lend the planned FCB Foundation starting in September. The Foundation will use Enable's existing expertise to work with local estates, communities and groups through specific football programs. The foundation will help break the local 'poverty cycle' through positively engaging local 10-18 year old boys and girls, using sport to promote mental and physical fitness, softer skills like teamwork and dealing with success/failure and self-esteem. It also opens a pathway into connected learning around nutrition, mindset, life skills and citizenship, initially delivered via weekly sessions into local estates using experienced Foundation staff, as well as holiday camps, tournaments and playing opportunities with FCB and other local Clubs.
In relation to the new FCB Foundation, Jon De Maria, FCB Founder says "With the help of Enable and Wandsworth Council supporting our club and setting up our new Foundation, we now have the chance to create a lasting legacy for our local youth through football and mentoring. Sometimes kids need others to believe in them. The FCB Foundation will be the voice of our young people."
Local support like that of Wandsworth Council and Enable's is vital in helping further embed the club and the Foundation in Wandsworth, doing good for not only for our individuals but for the borough as a whole.
Enable CE Ian Mitchell says, "We are really happy at Enable to be able to support FC Battersea and their important work in this way, funding places for local kids who can't always access them means better opportunities for them and for our community. We are excited to be part of the bigger picture by partnering with the FCB Foundation, reinvesting in our community in the immediate and long term."
If you are FSM (Free School Meals) eligible you can apply for the holiday camp by visiting https://bit.ly/ProCamp6
Or if you would like to learn more email procamp@fcbattersea.com
If you would like to support the work of FCB and the new Foundation by much needed donation you can visit Just Giving
Published by Emmaline Gordon


text:
The ESC is urgently hiring intervention specialists, teaching assistants, student support positions, substitute teachers and staff, and more. Many of these openings are located in districts and schools throughout the Central Ohio region so there is likely a close-to-home option for you. Check us out and make a difference for children in your community.
Read More Continue to Website
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10 Data Visualizations You Must See for Black History Month
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Eliminating Race-Based Disparities in AP Course Enrollment
The Grandview Heights School District is beginning a third year of participation in the ESC of Central Ohio's Project Zero (PZ) workshops. By the end of this school year each of our building principals, as well as teachers representing each grade level and content area will have taken part in the series.
For those of you who are new to PZ, it's a research center at the Harvard Graduate School of Education that investigates the development of learning processes in children, adults, and organizations in its mission to understand and enhance human potential at the individual, group, and institutional levels.[i]
I first became aware of the work of PZ years ago, as a teacher in Upper Arlington's Informal Program. The research, tenets, and practices of Project Zero rang so many bells for me and gave voice to my beliefs about thinking, learning, acquisition of understanding, and creativity. The next time I crossed paths with Project Zero was through the Columbus Museum of Art's(CMA) Creativity Summit, and subsequently through its Summer Creativity Institutes.
I'm currently involved in Cultivating Creative and Civic Capacities (C4), "a 3-year research-practice collaboration between the CMA and Project Zero to investigate and document ways to catalyze young people's capacities for creative and critical thinking and a sense of community with room for divergent perspectives, and the conditions that promote young people's curiosity about complex issues, openness to engaging multiple, often divergent, viewpoints, and a sense of social responsibility about actions they may take."[ii]
In addition to participating in the C4 program at CMA, I've participated in the ESC of Central Ohio PZ workshops and cohorts with my fellow Grandview colleagues. These workshops have given our teachers (and in turn our students) tools for examining and documenting thinking. They provide us with a framework for leaning into the often ambiguous and fuzzy edges of thinking. They give us license to be playful and creative with ideas and to engage in wonder. Perhaps, most important, they provide tools and protocols that allow us to capture and document artifacts and evidence of thought, and to honor the process of thinking as a product of learning.
We've discovered several elements that consistently empower us in our work. As our teachers participate in the Project Zero workshops, they assume the role of lead-learners. They share their knowledge and experience with fellow teachers by designing and conducting workshops during district professional development events. Through Grandview's coaching model, teachers work alongside district instructional coaches to co-plan and co-teach while applying tools of Project Zero. We've also created book studies and inquiry groups focused on the books Making Thinking Visible and Creating Cultures of Thinking: The 8 Forces We Must Master to Truly Transform Our Schools.
Introducing and implementing new ways of thinking is not an instant process, nor should it be. We have found it is essential to allow time for incubation as we adopt practices and philosophies of PZ. The key ingredients in our work have been the adventurous spirit of our teachers, trust and support from our administration, time, and patience.
We've discovered the importance of mindful and intentional use of these tools in service of thinking and learning. Otherwise, they become nothing more than interesting activities. In addition, it's extremely important to engage learners in the habit of ongoing reflection of these experiences to deepen their understanding and appreciation of their own and each other's thought processes.
As we continue to journey through the 2020/21 school year, we find ourselves having to bridge distance and time in a new environment. We are now experiencing school where students are not always physically in the same space at the same time. We can connect through ideas, whether it's the act of brainstorming, sharing thoughts, or creating solutions. These circumstances provide us with some new lenses to look through and license to explore different ways of teaching and learning. What better time to embrace those fuzzy edges of thinking?
Join the Project Zero Cohort
In the fall of 20-21, we are continuing our Project Zero work with a new cohort and would love to have more teachers and administrators join us in our work.
If you are interested in learning more about Project Zero visit their website for articles, thinking routines, and professional development opportunities.
Learn about Project Zero at your own pace with our upcoming online book study. We will be focusing on the brand new "The Power of Making Thinking Visible" book, which provides new thinking routines and practices that engage and empower all learners.
You can join the book study anytime after October 15 and must finish before December 31.
Become involved in the new cohort this fall by emailing [email protected]
Marc Alter is the Director of 21st Century Learning at Grandview Heights Schools. He started his teaching career as an art educator and later earned an MA in instructional design and technology integration from The Ohio State University. He currently coaches teachers in the use of instructional tools and practices and he teaches a class called Explore in which students co-design and reflect upon personalized learning experiences.
Contact Marc at the following:
Twitter: @mta001
[i] http://www.pz.harvard.edu/sites/default/files/2018-2019%20Annual%20Report%20v2%20-%20Final_0.pdf
[ii] https://pz.harvard.edu/projects/cultivating-creative-civic-capacities
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text:
Fayette County News
Complete FCN PDF
Eight-year-old philanthropist enters third year of serving others
Post author:Danny Harrison
Post category:Community / Fayetteville / News
Eight-year-old Fayetteville resident Andrew Fleming will be honored for his years of philanthropy Thursday night at the Fayette County Commission meeting, and again Apr. 16 at the Fayetteville City Council meeting, and it all started with putting others before himself during the summer of 2013.
That summer, Andrew's mother LaKeisha asked him what kind of a business he wanted to operate for those couple of months. She says she was thinking in terms of making money and learning the value of a Dollar.
"He didn't want to do a lemonade stand," LaKeisha says. "He didn't want to do that stuff. He said he wanted to help people."
That first summer, Andrew turned his attention toward helping Bloom (formerly Fayette Youth Protection Home) raise needed funds. Last year, the Flemings applied for and received a $400 grant from Youth Service America, which helped them stage a food drive to benefit Fayette Samaritans.
This year, and in fact next week, they will stage another food drive to benefit Fayette Samaritans. Again this year, the Flemings have received another $400 grant through Youth Service America to help fund expenses from the event.
The food drive, scheduled for Apr. 18 from 10 a.m. to 1 p.m., will be staged at the Gazebo in Downtown Fayetteville across the street from the Old Fayette County Courthouse. The event will feature a clown, a balloon artist, giveaways and the opportunity to donate non-perishable food items to Fayette Samaritans.
Andrew is a homeschool student, and LaKeisha says this work project has become a great opportunity to teach her son practical application of what he learns in his textbooks.
"This is a real-life example of how you have to budget," LaKeisha said. "I make him sit down and figure it out. It's an excellent lesson in that respect."
LaKeisha says she is the coordinator of these projects, but she says Andrew "is involved in making the basic decisions.
"This year, because he is older, he is participating more," LaKeisha said in a Tuesday afternoon telephone interview. "When he's 10 or 11, you wouldn't be talking to me. You'd be talking to him."
Danny Harrison
Danny Harrison, a 1992 Fayette High School graduate, began his journalism career with Fayette County News in 1995. After taking several leaves of absence to pursue journalism and Christian ministry opportunities, including a few out of state and overseas, he returned full-time to Fayette County News in August 2014. Harrison earned a bachelor's degree in pastoral ministry in 2009 while serving as a missionary journalist in England and Western Europe.
Cops have busy week in Fayetteville, including theft from Boy Scouts
Piedmont Fayette now allowing one visitor per patient
Loved ones lost to addiction remembered
Copyright 2020 The Fayette County News. All Rights Reserved.