Dune Ridge is a unique housing development boasting landscaped parks and unsurpassed views of the world famous Table Mountain and the West Coast shore line. Security is of the highest priority with the latest state of the art day/night cameras which surround the perimeter of the entire estate.
The residents relish in the fact that privacy is highly regarded, although there is a great sense of harmony and a 'look out for your neighbour' ethos among the residents.


The furnace resource is a resource to which multiple operations are assigned to start and end at the same time. Only when all of the following conditions are satisfied, operations are allowed to be assigned to the same time period. Also, operations assigned to same time period will all be checked for the conditions.
In case that there are several operations in furnace resource at the same time, the maximum capacity is decided by the resource qty in calendar table and the required resource qty of use instruction in master table.
For example, the resource qty is 4 in calendar table and the required resource qty of use instruction is 1. Then 4 operations can be assigned at the same time.
The resource qty is 4 in calendar table and the required resource qty of use instruction is 2. Then 2 operations can be assigned at the same time.
The resource qty is 4 in calendar table and the required resource qty of use instruction is 0.5. Then 8 operations can be assigned at the same time.
In case that the maximum capacity at the same time is decided by the operation production qty, make sure to use the Assigned resource quantity flag property of resource class.
Spec values of the order or item are used for determining whether the operations can be assigned simultaneously to a furnace resource. You can specify in the resource class which spec (from spec 1 to 4) you want to apply.
Furnace resource (Spec 1) Operations that have the same spec 1 value can be assigned to this resource simultaneously.
Furnace resource (Spec 2) Operations that have the same spec 2 value can be assigned to this resource simultaneously.
Furnace resource (Spec 3) Operations that have the same spec 3 value can be assigned to this resource simultaneously.
Furnace resource (Spec 4) Operations that have the same spec 4 value can be assigned to this resource simultaneously.
Furnace resource (Any spec) Operations can be assigned to this resource simultaneously regardless of the spec value.
When you use spec 5 or above for the determination, use the property "Furnace valid condition".
You can specify an expression from the property "Furnace valid condition" of the resource class to determine whether an operation can be assigned to the furnace resource along with other operations. If evaluation of the expression is successful and the results of the expression are the same, operations can be assigned simultaneously.
There are two ways of using the furnace valid condition.
Write a property for which you want to compare values.
Compare values using ME and OTHER keywords. ME is an operation you are going to assign and OTHER is an operation already assigned to the target time period.
* When OTHER is not used in an expression, the expression will be evaluated for both an already assigned operation and an operation you are going to assign. When the evaluations of the expression is successful and the results of the expression are the same, the two operations will be determined to be able to be processed at the same time.
* When both ME and OTHER exist in an expression, the expression will be evaluated regarding ME as an operation you are going to assign and OTHER as an operation already assigned to the target time period. When the evaluation of the expression is successful and the return value is TRUE, the two operations will be determined to be able to be processed at the same time.
For production tasks, they can be assigned to the same time period only when the production time of the operations are the same when they are assigned.
*Note that conditions other than those stated above such as assignment status and so on will affect whether or not operations are actually assigned at the same time as a result of scheduling.


in this time of change."
of the work of a teacher..."
you have to be an active learner."
"This program has made me a better teacher, coach, and leader."
"As a blackfoot student, I appreciated how faculty respected my culture."
"This program has made me an effective, purpose-driven counsellor."


Apathy. Plus the belief of manufacturers that everybody uses wireless.
I'm waiting for a router to come out with no Ethernet ports at all.
wired connection faster than 100M.
link - which is much slower than that.
now tend to have all Gigabit.
waiting for a router to come out with no Ethernet ports at all.
buy kit with only Fast Ethernet capability.
LAN via WiFi, and even though it's 802.11n accessing them is treacle slow.
Plus the belief of manufacturers that everybody uses wireless.
circumstances can make a faster cabled connection incredibly useful.
Yes, same here - Cisco WAG320n and DrayTek 2830n.
with no Ethernet ports come on the market."
Not my experience - BT routers since Hub5 in 2013 have Gigabit ports and manages well more than 100Mbps on wireless.
on the phone if there aren't any PC's switched on.


Showing emotion and personality in business is not a bad thing.
Your core values are your core values are your core values. Never apologize for those.
Be present. Look up from your phone.
Cursive is not a lost art.
Wearing flats is totally ok.
Building relationships is the foundation for everything: business, life, romance.
Go ahead, eat the fried pickles.
Know what you're good at, know what you're not good at.
Partner with people who complement your skills.
Dress for the occasion. If you're not sure, always overdress.
Great design is incredibly valuable.
A picture is worth a thousand words. Or more. Lots more.
Decide what you want before you open the refrigerator.


text:
Future of Work: Remote Work Truths and Misconceptions with Laurel Farrer
Think you've been working remotely the past year due to COVID-19? Think again. In this special Future of Work episode, international remote work expert Laurel Farrer explains that many of us are not actually working remotely, but simply following a rough contingency plan to keep us all afloat. Discover remote work tips and best practices that can help you, your team, and your organization transition to a truly remote work environment.
Transitioning to hybrid or fully remote work requires a change management plan and strategy to be successful.
Think like a head of remote
The entire executive leadership team should be thinking remote-first all the time.
Remote working provides a lot more time at home, but it can make separating work and life even more difficult.
With more than 15 years of remote work experience, Laurel Farrer has an in-depth understanding of what it takes to build successful remote teams. As the Founder and CEO of Distribute Consulting, she collaborates with the world's top remote-friendly companies to help guide their remote strategy. She has a fresh, straightforward, and bold stance on the global economic and sociological impact of virtual jobs, which she expands on as a contributor to Forbes. Her knowledge of teleworking expands into every corner of the topic, including salary, culture, change management, and technology.
Chris Byers: The future of work is being shaped by the advancement of technology and the evolving demands of talent. What changes could be in store for the workplace, the workforce, and the nature of work itself? In this season of Ripple Effect, we're introducing a sub series called The Future of Work, exploring the answers to some of these questions.
I'm Chris Byers of Formstack, and joining us is Laurel Farrer, an internationally renowned remote work expert. Remote work is no longer an unknown term or even differentiator among industries.
Yet the notion of how we think about workplace flexibility and its impact on organizational development is not widely understood. Laurel is the founder and CEO of Distribute Consulting, working with businesses, governments, and workers worldwide to strengthen virtual communication, streamline digital processes, and develop long-distance management strategies. Laurel joins us to help us dig deeper into how we have to adapt and keeping up with the need to support office teams.
Well, before we jump into some details here, can you share some definitions I think that help kind of get us all thinking about this topic the same. And so a couple of the ones to start with are maybe the difference between remote work versus hybrid or what it means to be remote-friendly and maybe how people should think about a handful of those things.
Laurel Farrer: You know, this is actually kind of a loaded question because the answer that people want is a very clear definition, right? This is what this means, this is what this means, but the honest answer is the reason that we have so many words that are all kind of floating around is because remote work, it really is in its infancy. We were really incubating this only for a few decades prior to 2020. And so because of that, there's a lot of information and industry development that doesn't exist. I mean, the basic infrastructure of remote work, as an industry, such as common language, really didn't have time to be developed before the hypergrowth of remote work in 2020. That's the long answer. The short answer is remote work is any type of work that you don't need to be dependent on a specific location. So work is something that you do, not somewhere that you go. There's a whole lot of other terms that are relevant to that. But the umbrella of this is that we are flexible or independent and location is professional.
Chris Byers: Well, I'm curious, as you think about that, what are some of the misconceptions or assumptions about remote work that you see happening in the world, especially as even as 2020 hit and people started to experience it more, what are still some strong misconceptions out there?
Laurel Farrer: I would say that the biggest problem that we are going to face, both as remote work advocates and as a society in general, is the assumption that what people are doing right now is working remotely. We think and assume because we've changed locations, we are not working in a centralized office anymore, we are all now remote workers. And that's not essentially true. What we're doing right now is an international contingency plan for a global catastrophe. So this is not remote working. This is not optimized virtual operations in any sense of the imagination. I've been leading and building remote teams and working remotely myself for 15 years, and this past year has been completely abnormal and stressful for me, too. So we have to first recognize that what's happening now is not normal nor sustainable.
So once we acknowledge that, then it opens the door for a bigger conversation about the fact that what companies need to do in order to implement remote work sustainably is not over. In fact, it hasn't even been started. They have implemented a workplace emergency plan, a workplace contingency plan, and that's a great start and that is a good solution for the time being. But if they want to adopt remote work permanently, whether in a hybrid way or in a fully distributed way or even just as a future emergency plan, there needs to be an intentional and very proactive change management process that they go through that involves really updating all elements of their operational model, not just workplace experience.
Chris Byers: Well, I think you've hit on something really important. I kind of tell people we've been remote for about eight years and our lives were wrecked just like everybody else's last year. And the other thing I say to people is the basics of doing remote work are easy; jump on Zoom, get some Slack, get email, but there's a lot more to it. I'm curious, is there one area where you would say this is the one thing that when the catastrophe ends or looks a little bit different, that people will start to recognize. That if they keep trying to embrace remote but don't kind of make those important moves that you're talking about, what's something you think is going to break pretty quickly?
Laurel Farrer: Yeah, well, we actually have case studies of this historically, right? Companies like IBM and Yahoo! that rolled out large-scale remote work policies in the 80s and 90s and then had to retract them because things went wrong. And so we understand exactly what can go wrong and what the barriers to success and the barriers to sustainability will be for a lot of these organizations that haven't gone through the change management process in the right way or enough, they haven't finished it completely. But at the real core of all of it is that we need to rethink management, we need to rethink the relationship of leadership in terms of how work is monitored and supervised and tracked, because we do rely very heavily on physical supervision in the office. When we break free of that and we start to think about a remote-first mindset and we think about that work is really empowered per individual, and each person has the responsibility to manage themselves and to be productive no matter where they are. It really starts to have a lot of ripple effects into operational models and protocols, such as how productivity is measured, how performance is reviewed. So there's a lot to unpack there. But really we need to make sure that we are thinking of the management of work as happening on an individual level as opposed to based on the location or based on the supervision of leadership.
Chris Byers: Well, along the same journey of how do you kind of engage people in a little bit of a different way in a remote world, one of the things we discovered early on was the power of onboarding in that process. Because we are all used to...We've all shown up to an office before on day one and somebody said, hey, there's your desk, see you later, have fun. And that kind of worked because enough people were around and you could meet them and then go to lunch with somebody and you could see where things are. That was never the right experience. But you could get away with it. So we kind of thought about this idea that we need a really, really good onboarding process as just kind of step one. And I would say early on, therefore, we kind of overfunded our HR team to make sure that happened. So you've kind of conceptualized a really interesting idea on your website around the idea of a head of remote. I'd love to hear more about what that is and how people can think about it.
Laurel Farrer: Well, this is a really busy topic right now because there are some big brands like Facebook and GitLab and Dropbox that are hiring these heads of remote. Now, this is another one of those big misconceptions, right? Because most of the heads of remote that existed pre COVID, they're marketing roles. They are from companies like Mural and Buffer and GitLab that have high percentages of remote workforces or have products for remote workers. And so their head of remote roles are marketing roles and they are designed to advertise and advocate for the benefits of remote work and draw attention to that to help build the industry of remote. And so when people are looking at these job descriptions, they're trying to pattern after an incorrect prototype.
Now, that's not to say that they don't need a head of remote because there is a great need, especially in hybrid teams, for somebody's mind to be dedicated exclusively to the operations of remote team members to make sure that there is equal employee experience for onsite team members versus offsite members. In a lot of historical case studies, it was contributing to imbalance and discrimination and career stagnancy. There was a lot of problems. So to have somebody thinking about this full time is really, really important. But again, another caveat is that a lot of people are saying, great, I need somebody dedicated to this permanently. And that's not necessarily the case. Ideally, you want your entire executive team to become heads of remote. You want everybody to just be thinking remote-first all the time. So essentially what people need in a head of remote is just somebody to guide them through this change management process, to be helping them design a policy.
Really, there's three different types of heads of remote. There's a marketing head of remote. There's a temporary change management head of remote, that's more of a consultant role. And then there's a long-term. If you're in a hybrid team, it's somebody that's going to be really advocating for and being a liaison for the remote workers and representing them in the executive team.
Chris Byers: Well I think the other thing, ultimately, most of us, when we have had offices, we make a choice about that space and we say, I want to get the space for a particular reason because it has a particular style or vibe or whatever. And I think there's something also about creating employee experiences. And because it is so much of your experience is on the other side of your screen. And so the company really needs to come along and help create those experiences and find creative ways to do that. I'm curious, where have you seen people kind of push the boundaries in a good way on creating kind of great experiences for their team members in a remote-first world?
Laurel Farrer: We're seeing so many new tools with new innovative functionality and just just this boom, of all things, remote work. Right. And culture development was one of those that we were like, oh, yes, we are so here for this, there's going to be so many great developments. However, what I'm disappointed about is that they're really missing the mark. And we have had to kind of step in as consultants to help bridge the gap, because what people are thinking about in terms of culture development and team bonding and interpersonal trust building is they're like, oh, if we just have some calls, right? Like we have a party, a virtual party or we have the virtual coffee break or we send them some gifts, then that's going to substitute. And it's not, like that's ridiculous. Like that's creating more touch points, but it's not about how often you're getting together. It's about how you're getting together.
We have to redefine the word visibility and remember the fact that we can be completely isolated and alone even when we're sitting right next to somebody else. So really, connection has nothing to do with proximity. We need to redefine that word visibility and remember that building true connection with somebody is about not seeing them in the office, but seeing them without our eyes for who they really are. It's about recognition and appreciation and valuing somebody else. What we need to do is not just facilitate a fun activity, but make sure that we are planning these activities with purpose, that our meetings actually have metrics to them. So that's why I've been disappointed about what I've seen so far is like, hey, folks, we've got to remember, virtual culture is not just having virtual coffee break together. It's about facilitating really meaningful, impactful objectives together to help us fulfill business and interpersonal objectives.
Chris Byers: Have you found some good? Not literally Zoom alternatives as in other kind of video providers. But have you found some ways to really help people drive that engagement more? Right now that isn't just another Zoom meeting.
Laurel Farrer: Yeah, we're really working on providing some training materials for our clients that are really focused on how to increase engagement in virtual experiences and how to define one virtual experience from another. So, yeah, some tips and strategies that we are facilitating in our trainings is we've really got to set some expectations about what people should bring to each of these experiences, also being much more transparent in our emotion and sharing if we feel happy displaying that much more than we ever did in an office, so that that emotion can be conveyed more easily to each other and help build to the emotion in the room, little things like that can really compound together to define and enhance virtual experience.
Chris Byers: Yeah, I love that idea of. One funny thing we've been doing a lot more of is when we're on a Zoom call, especially if it's a team or like a whole company thing, kind of take some moments to say, hey, type in the chat, you know, what do you feel and what's going on in your life or, you know, some things like that. And it's definitely an engaging emotion in a way that we're not used to, and especially in 2020. I think that was important. I mean, as you know, when you're in your home space, it can be kind of a dry environment. You're like, yep, I'm here all the time and getting emotion over video is tough. So I think that's a really interesting point to think about it, trying to engage it more.
How do you think how do you think about the talent pool? If somebody wanted remote work, they actually probably had a hard time finding it because there weren't that many companies doing it. And so actually they would get a flood of applicants, probably if you were a decent remote organization and recruiting all of a sudden became a lot easier. What do you think that's going and how do you think that will be impacted as more and more people are attempting this?
Laurel Farrer: Yeah, that's a good question, because we're really shifting kind of the tone and definition of competition in a way that we didn't expect. So pre-COVID, 2019 statistics were somewhere around the line of like 86% of workers were interested in remote work as a benefit and would prioritize it in their job search. But only about 3% of jobs were openly and actively recruiting for remote compatibility at all, not even just full time, but even that there was an option to work remotely given part time. And so now, especially in 2021, the volume is is not as much of an issue anymore. It is anticipated that 40% of jobs will continue to be remote-friendly, post-COVID, at least 40%, and that's an incredible rate of growth in one year. So now we've got plenty of jobs. So now the competition is not so much between the workers. The competition is now in between the employers. The employers are going to have to adapt and get a sound policy in place if they want to have a prayer of retaining and attracting new talent, because now it's definitely in the job seekers court to say, yeah, I'm interested in this job, but to negotiate very fiercely and say there's also two other employers that I'm interviewing with that are willing to give me full workplace flexibility. Are you willing to do the same?
Chris Byers: Yes. So if you think about kind of how you set salaries basically in a remote organization, I know for us early on we said we live in middle America, so middle America salaries is probably a rough range for how we can think about compensation. But how do you think people should think about that?
Laurel Farrer: You know, this is another one of those pain points that if somebody says, oh, this is the solution, but let's gently say that they're full of it because we know from the hyper growth of remote work and the fact that it broomed so early and so unexpectedly means that we're missing a lot of resources. And this is one of those. The bummer answer is that we don't know what the right answer to this question is. And we, meaning all remote work experts and advocates, there isn't a right answer. And so what each organization needs to do individually is to think through what makes the most sense for our organizational model and then to incorporate the ethics of society into that decision. Because not only is there not a one-size-fits-all solution yet, but there's also not legislation to help guide that decision yet. Laws and regulations and liabilities are also way behind and will take years to catch up as well. So the short answer, we don't know. But the long answer is that there's a lot of different solutions. There's a lot of different companies doing it different ways. And the best solution is to hire a consultant to work through the pros and cons of each option with you and your financial department to identify what is the best solution for your company.
Chris Byers: So one of the surprising sectors that I've seen adopt remote work has been in government like it's one that I just kind of thought would run back to the office as soon as possible. And I've been amazed to see in multiple states, lots and lots of groups moving to remote work. But as you can of consultant, just consulting with government and of course, the private sector. How do you think government needs to approach this differently than the private sector?
Laurel Farrer: So what we see in the differences between our public and private sector clients is, number one, the speed. There is a lot of red tape to go through in the public sector. And because of that, the organizations are much less agile. So that can be really, really tricky to overcome and to incorporate it into the change management process, especially because leadership buy-in is the number one barrier to success of remote work adoption. And so when you are going through all of that red tape and you have all of these protocols to follow, and it's not just a matter of getting your executive team together and sitting down and saying that we all agree that this is a good idea. Cool. Let's do it. It can really slow down and put a negative impact on the change management process. So it's not to say that it's impossible, but that is when we accept a new private sector client, we know that we're going to be up against that.
I would say the other really alarming difference that we see in public sector clients versus private is the technology that they're working with. We just didn't understand how archaic the software and digital infrastructure is of the public sector where until we started consulting. It is very, very, very common for us to work with clients that are still using software that isn't even available publicly anymore, that they implemented in maybe the 80s or 90s where there were big grants that supported the purchase of the things like that. Like there's ebbs and flows in the timeline of adoption. And you can see that in the digital infrastructures of private sector organizations that they'll still be using really old, insecure software. It's not just a matter of like, all right, let's get some culture building activities in here for you. It's like, OK, we got to completely reconstruct your entire entire concept of how to telework.
Chris Byers: How do you think somebody who's just kind of beginning to embrace this should think about remote and especially in terms of cost. Over the years, I've gotten lots of questions about, oh, I assume you have these great cost savings because you don't have big offices. And my response has always been, yeah, but I've always felt like we need to put nearly that much money back into the two live events we do have in a year and just other things. So ultimately I bet we spend the same amount of money. But how do you think somebody should think about the cost saving measure? Is that one of the benefits here?
Laurel Farrer: I mean, yes and no, especially the larger the company, the more you're going to see those savings because it's easier to save at scale. And you can like repurpose local real estate for coworking space. So you're recouping a lot of those lost costs. So at the small business and small midsize business level, you're absolutely right. You're not going to see a drastic amount of change. So the yes side of saving money, is Global Workplace Analytics has a statistic that projects about an average of $11,000 of savings for each remote worker that you have. But most of those costs that are being saved are not from overhead costs. Like you said, most of that has to be compensated in other ways, like culture development and increased travel expenses and renting meeting space when we all get together as a team and stuff like that. So those overhead costs pretty much equal out. But where we see more savings are the costs that we're usually not measuring in fully distributed teams. But we really see a big difference in hybrid teams because the majority of that $11,000 savings statistic is actually in productivity and output, that remote workers work much, much harder, more creatively and produce a higher level of output than in-office workers. It's more on the soft side that we see stronger savings as opposed to the hard side that most people are thinking about.
Chris Byers: What are some other positives that you think people should be thinking about as they're approaching kind of remote workforce that maybe haven't thought of yet?
Laurel Farrer: I think at the corporate level, the case has been made and now most leaders have been able to see their internal case for change. What I would like people to think about beyond that is the impact on society. Yeah, this is great for an individual and it's great for a business. But let's think about the impact that this can have on the world at scale. The impact that we already have been seeing in the past year of reducing carbon emissions of commuters and how that impacts local infrastructures of transportation, as well as environmental sustainability. Let's think about the impact on community health, of mental health, of children and cardiovascular health and eating habits of families that get to make a homemade meal together every single day and have an hour or two extra time for exercising outside. Let's think about the impact of economic development. When people don't have to live in hyper urbanized environments, they can move to other slower paced areas, still make a sustainable salary and start stimulating the economy of rural areas and minimizing that rural divide. Like there are incredible socioeconomic benefits here for diversity and inclusion, for equality of the workforce, that can be tapped if we're willing to think about this long-term and really optimize it within our companies.
Chris Byers: What's your prediction for what happens to kind of especially those big cities where you've had tech hubs or just large, large business hubs? What do you think's going to happen in those places?
Laurel Farrer: There's a valid argument that is coming from a lot of those big cities that are saying our residents are fleeing and this is crushing our economy. And that's true. And I don't ever want to be insensitive to how stressful that is. However, we also need to recognize that the large majority of not only our country here in the United States, but most countries are dealing with a much bigger problem of declining economies in rural communities. And so this is, I think, a very positive opportunity for us to minimize that rural divide and start creating opportunity equally between urban and rural environments. So I think it's a great opportunity. Obviously, the pain point is coming from the lack of opportunity that we had to prepare for this. And so it's happening very quickly, very suddenly, very unexpectedly. And that's where a lot of the pain points are coming from. If this had happened more slowly and the growth of remote work was organic, it wouldn't have had as major of an impact on the cities, it wouldn't have been as drastic of a danger. So it's just the speed at which it's happening that is making it dangerous. But it's certainly not dangerous that it's happening overall.
Chris Byers: Well, as you think about kind of moving forward, a lot of people are, of course, kind of anticipating the world opening back up in some ways. I think we're seeing lights of that. What do you think something that's just never going to go back to the way it was, though?
Laurel Farrer: You know, everything. I think we need to really appreciate that this year has been very difficult and very challenging for us in a lot of ways. But it has completely redefined what we consider normal. And that idea that we used to get into a car for two, three, even four hours a day and sit there and drive to a desk in which we would sit at a computer for another eight hours a day while our kids were in childcare. And often we wouldn't even see the light of day except for maybe a smoke break or running to get a quick meal at a restaurant. Like the fact that we considered that normal and healthy is pretty alarming, I think, as a society. So I'm glad that everybody had the opportunity to experience what it's like to make your own schedule and to be in control of your own life and to design your own lifestyle and to create work life balance for yourself. I think now that we've experienced it and especially experienced it for a year, it's going to be really, really hard to get ourselves back into that mindset of, wait, I'm going to get in a car and drive to a computer when I have a computer at home where my family is close by and I'm available for emergencies and I live a healthier lifestyle. Something's got to give. So I'm hopeful that our society will continue to accept this opportunity for healthier lifestyles in the future, both physically, mentally, emotionally, and certainly logistically.
Chris Byers: Well, as we wrap up this conversation about the future of work, I've got two questions to pull it all together. What is one thing that you wish was solved for you or the organizations you help related to remote work, like this one thing like and how is this ever going to get solved? What is that?
Laurel Farrer: Work life balance. That one is really, really hard for so many people, including myself. Like I said, I've been doing this for 15 years and I still struggle to unplug at the end of the day, contributing to a lot of burnout, a lot of bitterness, a lot of isolation. I really would love to see much, much, much more attention given to solutions for work life balance, both on a corporate level as well as industry level, because I think it's going to help people really reap the rewards of a remote work that much more. We'll see stronger productivity professionally and happier, healthier people personally as well.
Chris Byers: Well, what's one soft skill that you think people are going to need to develop a lot more of that they didn't maybe have to use as much in this future of work?
Laurel Farrer: I would say proactivity and accountability, that intrinsic motivation is absolutely essential. And all of the trainings that I give and all the analysis that we conduct as consultants all boiled down to this: we have to overcommunicate as remote workers. And a lot of people interpret that to mean, oh, I just need to write more or I need to talk more, like we were talking about before. Right. That power of written communication and asynchronous communication. And that's a good start. But what that is going to come from is more proactivity in our willingness to raise our hand and say, I have a problem, I need help. I have a question, I need help. I have an update that I need to share. Like, we have to be able to be self-aware enough to identify when we have needs and then to proactively articulate those to other people.
Chris Byers: Well, I think you've touched on an amazing point there. We used to have a phrase called communicate status, and it was about exactly what you're talking about. If your manager if your team is always having to reach out to you to see what's going on or check in on you, all of a sudden you're basically having to drag somebody along and you can't do that very long. And so I think you've touched on an amazing point.
Well, thank you for joining us on this special episode of Ripple Effect on the Future of Work to learn more about how people are reimagining their world of work over to Formstack.com/practically-genius
Think you've been working remotely during COVID-19? Remote work expert Laurel Farrer has news that might surprise you. Listen now for remote work tips.
Future of Work: How No-Code Can Empower You to be a Creator with Ben Tossell
Reimagine and Reignite Your Work in 2021
Tara Reed: The No-Code Tech Revolution
Jeremy Parker: How to Build an Impact-Focused Business

redpajama_set_name: RedPajamaCommonCrawl


text:
TV | September 10, 2022 5:30 am
On the Latest "Real Time," Bill Maher and Guests Reckoned With Masculinity
Plus a deconstruction of "Top Gun: Maverick"
Bill Maher shared some thoughts on a certain summer blockbuster.
By Tobias Carroll @tobiascarroll
Bill Maher took to the stage of Real Time in a Los Angeles where the heatwave that has affected the city showed signs of abating. It led Maher to describe the area as "Death Valley with In-N-Out Burgers." Citing forecasts of 36 hours or rain on the horizon, Maher said, "Does anyone remember when people used to come to this state for the weather?"
It took a few minutes, but Maher eventually got around to the subject of Queen Elizabeth II's death — which led to some rapid-fire jokes about graves at Bedminster Golf Club, inbreeding and whether or not Elton John would write a song to mark the occasion.
Wynton Marsalis was the first guest of the night — which prompted Maher to ponder the relationship between jazz and marijuana, and for Marsalis to weigh in on the benefits of legalizing weed. Though he also said that he was not a smoker himself — "I'm a brass player," Marsalis said. And he also gently pushed back against Maher's assertion that weed can make you more creative.
"I'm going to have to make a big reassessment of a lot of things," Maher quipped.
The bulk of the conversation didn't focus on music as much as it on politics, with the two sharing tour stories and discussing political polarization in the country. (Then again, Marsalis has written plenty of music that's wrestled with American history over the years, so it's not as though the two are very far removed for him.) Marsalis brought his thoughts on society and perception back around to music with an extended metaphor. "Jazz is about sharing space," he said. Though he also observed, later in the discussion, that "you have to want to share space."
Marsalis ended on a more philosophical note, talking about relying on the members of his band in areas where they have expertise rather than trying to control everything himself. It was an insightful look at his working methods now, as well as how Marsalis's relationship to music had changed over the years.
Podcast host and Reason Editor at Large Matt Welch and professor and author Scott Galloway joined Maher for the panel. (And for Overtime, for that matter.) After an initial exchange on the Queen's legacy, Maher turned the discussion to Joe Biden's recent speech warning of the dangers of fascism. "Joe Biden is an old dog that can learn a new trick," Maher said — though he also digressed briefly to opine that the expression he'd just cited didn't make much sense.
Maher described himself as liking the fact of Biden's speech but taking issue with the manner in which he did it. (Though he also spoke of his frustration that large networks hadn't carried the speech.) Maher went on to argue that Biden should have criticized some on the Left in his speech. Galloway was skeptical, saying that he felt that was "a false equivalency" and speaking of the importance of "holding people accountable for their actions and their words."
The debate remained at a fairly high level of intensity throughout — with Galloway making a particularly strong impression by clearly stating his position on certain issues and then defending it. The conversation about politics gave way to one about masculinity. Maher put forth the proposal that fantasy football was to blame for the challenges facing men in this country, while Welch argued that young men weren't working enough.
Galloway argued that working from home hasn't been good for the socialization of a number of young men. Maher, for his part, inveighed against smartphones — and, specifically, dating apps. "Online dating is disastrous for mating and for men," Galloway said. "It's terrible." And later, he clarified that dating apps have been terrible for everyone.
Marsalis joined the panelists for a wide-ranging Overtime, which found Galloway arguing for TikTok to be banned outright in the United States and speculating that the growing popularity of socialism over capitalism is part of a concerted geopolitical effort. The segment closed out with Marsalis discussing the changing generational attitudes regarding pornography — a sentiment Maher seconded.
New Rules found Maher discussing junk mail, Harry Styles and oral sex at baseball games. The bulk of the segment used the success of Top Gun: Maverick to make two points, one more successfully than the over. The first was Maher expressing disbelief that critics who had given numerous films flak for being insufficiently "woke" had applauded a film that is, shall we say, hawkish in its worldview. Here, the argument seemed a little strained, and Maher seemed to have conflated professional critics and people being critical of films on Twitter — not necessarily the same thing.
Maher pivoted from there to a discussion of the U.S. military's various flaws — from environmental damage to massive sums of money spent on projects that don't work terribly well. "We conflate defense with defense contractors," Maher said — and traced the steady growth in military spending over the years. He circled back again on the film, citing the absence of a clearly named antagonist in the film as emblematic of a larger national problem, and wondering whether restoring a sense of national unity was possible.
Bill Maher Talked Private Jets and Oscar Season on a New "Real Time"
Bill Maher Returns With a New "Real Time" Season, Green Day Theme Song and All
Social Media and Crypto Came Under Fire on "Real Time With Bill Maher"
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I'm only drawing a bit each day but it is better than the alternative.
Five plus years ago when I started my daily art project I knew that I would have these times in my life where my motivation was waning and doing some kind of art every day would feel like a choir. I made my daily goal easy to reach just for this reason. All I have to do is some artwork for at least 30 minutes a day. It's easy to scoff at and think it will amount to nothing but the alternative is just that. The purpose of this simple daily goal is to prevent complete stagnation and lack of moving forward. Yes it's only a little a day but the alternative is doing nothing and I've done that too many times in my life and it led to a lot of lost time. Don't underestimate 30 minutes a day, the extra 1% or the single drop in a bucket. It collects, it grows and hopefully will someday become a torrent of creativity.
Yes! Keep going, and don't worry about how the work is turning out. Know how good you will feel when you have completed another day of art, even only 30 minutes, versus how you would feel if you quit on yourself.


text:
Quali battles
Pit stops
2019 season review
My supporters
2019 F1 season: ALL THE LAPS! (Part 2)
Remember that I just did a post with ALL THE LAPS, divided by team? Well, I did the same, but now for every driver. Who came out on top? Let's take a look at the numbers.
I used the same methodology as I did in my previous analysis. Basically I removed all the outliers, and then transformed the data in a way that could be properly visualized.
The two transformations used here were (1) a percentile transformation and (2) a z-score transformation. The percentile transformation is good to see the drivers that usually had the fastest, or slowest, laps compared to the rest of the field. It doesn't, however, show how fast or how slow those laps were compared to the laps done by other drivers. The z-score transformation is good to see the differences in speed between the drivers. This type of transformation allows you to see the relative speed between drivers in a meaningful way.
All laps by percentile
Once again, here we are visualizing 20,477 laps. This time, however, we are separating all of these racing laps by driver. Drivers at the top of the chart usually had their laps among the fastest of each race, while drivers in the bottom did some of the slowest laps of each race.
The difference between the top five drivers and the rest is staggering. Lewis Hamilton was one step ahead of everyone else. The current World Champion was far superior to everyone during this season, and deserved his championship, no question about it. Valtteri Bottas, Sebastian Vettel, Max Verstappen, and Charles Leclerc, were not separated by much. You can see that the difference between Lewis and them was mostly due to the number of slow laps done. Hamilton rarely made mistakes and was consistently among the fastest in every single race. His main blemish came in Germany, after spinning out and having to pit with front wing damage.
Alex Albon and Pierre Gasly are next in the order. Both drivers spend half a season in Toro Rosso and Red Bull. Because of this, it is hard to compare them to either the top drivers or the midfield drivers. While they were separated by very little, we have to give the edge to Alex Albon. He spent more time in Toro Rosso than Gasly did (12 races vs 9), meaning that most likely the difference would be bigger had he spent the same number of races racing with the more powerful RB15.
It's difficult to properly visualize the analysis for all 20 drivers, but the ridge plot is good to see the trends. The top five drivers are miles ahead of the rest. Albon and Gasly are slightly ahead of the McLaren drivers, who are in turn slightly ahead of the Renault drivers. Sergio Perez and Daniil Kvyat are pretty even and lag just slightly behind Daniel Ricciardo and Nico Hulkenberg.
Kimi Raikkonen and Lance Stroll are one step behind the previously mentioned midfield drivers, but still ahead of Giovinazzi and both Haas drivers. At the bottom of the grid, we see George Russell and Robert Kubica, trailing by a very significant margin in this analysis.
All laps by Z-score
The previous transformation is good to understand which drivers were consistently among the slowest of each race, but it doesn't show us actual differences in speed. The chart with lap times standardized is a good way to overcome that limitation.
As in the previous analysis, the 0 mark is the reference. Most of the lap times are between the -1 and 1 Z-score, meaning that these times are considered as "mostly average". Drivers on the left side of this mark were faster than the average, with drivers on the left being slower than the average. The further away from the 0, the faster or the slower the driver was.
In other words, lap times done between the -1 and 1 mark were slightly faster or slower than normal. Laps between the -3 and -1 mark range from very fast to faster than normal, while laps between the 1 and 3 mark range from slower than normal to abnormally slow.
Since the distribution of the data more or less follows a Gaussian distribution, we see a mostly symmetrical pattern. The top five drivers are predominantly on the left side of the chart, meaning that they were much faster than the rest of the field. Bottom five drivers have most of their laps predominantly on the right side of the chart. You already know what that means.
From Sainz to Kvyat we see very slight differences. If the pattern continues next year, then the battle for fourth place in the Constructor's Championship will be very hard to predict.
Perhaps the ridge plot is better to see the differences between the drivers. Not much between most of them right? In my opinion, there are five distinct groups. The first one includes the fastest drivers, from Hamilton to Leclerc. The second one includes just both Toro Rosso/Red Bull drivers, Albon and Gasly. The third one starts with Sainz and finishes with Kimi and Stroll. The fourth group includes Giovinazzi and both Haas' drivers. Finally, the fifth group includes only both Williams' drivers.
There you go, every single lap from all the drivers who took part in the 2019 Formula 1 season.
It is very unfortunate to see such a division between the drivers from Ferrari, Mercedes, and Red Bull. The idea of them being over one standard deviation away from the rest of the field is just nonsensical in my mind, but that is the reality of the current state of Formula 1. The same idea comes to my mind when I see the lap times done by Russell and Kubica. How the mighty have fallen.
On the bright side, it is fantastic to see McLaren, Renault, Racing Point, and even Toro Rosso, fighting neck and neck. Point-wise McLaren was one step ahead of the rest, but speed-wise, they are not that far ahead. The British team did a great job this season, but the hard work must continue if they want to go back to their former days of glory
In any case, I hope that you have enjoyed this article. If you did, let me know. Perhaps I could do the same for each driver? Thank you for taking the time to read, and please, help me out by share my site with your friends and people who may enjoy this type of content.
Eric	on December 21, 2019 at 5:38 am
This is great. Nice work. Can you run a correlation between the teams laps (car speed) and driver speed? This should correct for car speed offsets and plot just the driver speeds?
admin	on December 22, 2019 at 1:34 am
Thank you for the nice comment.
It could be done. I'll try to do it as soon as I get some time. The plot wouldn't really "correct" per se, but it would say just who was faster or slower based on the average of both drivers. Clearly you would expect a driver who was much faster than his teammate to be on the positive side of the analysis (like Russell with Kubica), but it'll be interesting to see how the chart looks.
Nicolas Garnier	on May 9, 2020 at 8:11 pm
Hi, thank you very much for your work, I never saw such a work before, we can see everything in a second, just excellent !
However … would it be possible to issue an other diagram with 2 Gasly and 2 Albon, because they changed in the middle on the season, so the different cars make impossible any comparison. With 4 lines : Gasly – Red Bull, Albon – Reb Bull, Gasly – Torro Rosso, Albon – Tosso Rosso, we could see the difference between Verstappen (or Kvyat) and their team mate.
Thanks again for the data !
This website is unofficial and is not associated in any way with the Formula 1 companies. F1, FORMULA ONE, FORMULA 1, FIA FORMULA ONE WORLD CHAMPIONSHIP, GRAND PRIX and related marks are trade marks of Formula One Licensing B.V.


Wanda Sykes has become the latest stand-up comedian to take their talents to Netflix. If you can recall, Sykes was caught up in a previous controversy involving Mo'Nique and Netflix being accused of injustice towards black female comedians. Despite the incident, Sykes and Netflix appear to have found a middle ground as the veteran stand-up comedian will deliver her next hour to the streaming giant. Today an announcement teaser has been released of Sykes revealing the news.


You have to believe it, to see it! | Tessa Can Do It! Positivity is Catching!
Dr. Wayne Dyer uses that quote above instead of seeing is believing.
Last night before falling asleep I said over and over the "I am" statements. I must not have convinced myself because 5 minutes later my pain increased. Worse than it has been in some time. I have to believe it. Part of me doesn't. Part of me wants to blame someone else for all my problems.
My faith in God is dwindling right now. I do not believe in him as strongly as I did for a while. What I was afraid would happen didn't in so many cases, that I should believe more strongly.
I am not going to let this stop me. I know there is truth in this and have been successful at times. I must believe it to see it. It makes so much sense.
This entry was posted in faith, Feelings, God/Jesus, love and tagged faith, Feelings, Forgiveness, God/Jesus, Gratefulness on July 1, 2017 by Tessa.
keep using the I statements, I hope they help!


text:
Q: Cannot Fetch 2Checkout Return Parameters I am facing a problem in fetching return parameters from 2Checkout using .Net, I am currently working on demo mode, products list are sent successfully to 2checkout and when return to (x_receipt_link_url) nothing happen to notify that purchase has been completed  although I am adding a block to fetch the return parameters,
I am using something like this but with different values
//Check for response from 2Checkout
            if (Request.Params["credit_card_processed"] != null)
            {

                //Initialize returned parameters
                string key = Request.Params["key"];
                string sid = "1303908";
                string secret_word = "tango";
                string merchant_order_id = Request.Params["merchant_order_id"];
                string order_number = Request.Params["order_number"];
                string total = Request.Params["total"];

                //Compute our hash
                string string_to_hash = secret_word + sid + order_number + total;
                string our_hash = getMd5Hash(string_to_hash);

                //Compare hashes and update response string
                if (our_hash != key)
                {
                    response = "ERROR: MD5 hash did not match!";
                }
                else
                {
                    response = "Thank you for your Order!";
                }
            }

Kindly Advice?
Thanks for your help.

A: 2Checkout will return credit_card_processed=Y on all successful sales so your hash check should be firing. On demo sales the 2Checkout MD5 Hash will fail to validate because the returned hash is computed using a "1" for the order number. So in your code, you can match it like so:
if (Request.Params["demo"] == "Y")
{
    string order_number = "1";
}

Your post indicates that you are having a problem fetching the returned parameters , not a problem validating the hash so I think the issue is outside of the code that you posted. Please contact 2Checkout tech support at techsupport@2co.com for assistance with troubleshooting the passback.

A: *

*Get the parameters from your URL

Get the key, sid,order_number ,total and the secret word from your account settings.
if you cant read properly you can use this web to read get parameters better.
http://www.freeformatter.com/url-parser-query-string-splitter.html

*Convert to MD5 in uppercase

String result = YourMethodConvertStringToMD5InUpperCase(secret word* + sid +  order_number  + total );
[!] dont forget to convert to UpperCase,dont forget convert total to string.

*Compare

Compare key generated by 2checkout with result ,this should be true.
Remember if you have the parameter "demo"="Y" you'd use number_order="1" in your encryption md5 as you can read here .
https://www.2checkout.com/documentation/checkout/passback-validation/

redpajama_set_name: RedPajamaStackExchange


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Restaurant nutrition services provider Healthy Dining has appointed Michael Ki as its vice president of technology.
Ki will be leading the development of Healthy Dining's digital and mobile technology, which fills market gaps in the consumer eating and restaurant menu management/ordering landscape. He will also be building, leading and supporting Healthy Dining's technology team as the company grows.
Previously Ki worked for 20 years previously as the director of technology for the University of California, San Diego. His expertise spans a wide range of management, technical and consultative services related to application development, acquisition, use, and maintenance of computer and network software and hardware.


text:
By the Numbers: The Big Lebowski
By Jim Lundstrom, Peninsula Pulse – April 12th, 2019
Because Cherry Lanes in Sturgeon Bay is celebrating the 1998 movie with The Dude Bash on April 20, we decided to share some facts about the cult film and its stars.
Although Donny is seen in many bowling shirts, not one bears his name. That is also the number of times the Dude is seen bowling in the bowling-heavy movie.
Rolling Stone recently named it the best stoner movie of all time, beating out Pineapple Express, Soul Plane and Harold & Kumar Go to White Castle.
Donny's ashen remains were the culmination of a three-movie Coen Brothers joke about Buscemi's characters' remains getting smaller. In Miller's Crossing, he leaves a dead body; in Fargo, a severed leg; and in The Big Lebowski, a coffee can of ash.
The number of times John Goodman (Walter Sobchak) and Steve Buscemi (Theodore Donald "Shut the f–k up, Donny" Kerabatsos) have appeared in movies by the Coen Brothers. These characters were written specifically for the actors, as was the character Jesus Quintano for John Turturro, who has appeared in four films by the Coens.
The number of white Russians the Dude drinks in the film.
The date of the 69-cent check the Dude writes for milk.
The number of times it is mentioned that the Dude's rug was urinated upon. The fact that it "really tied the room together" is mentioned five times.
The mph achieved by the specialized RC car chassis that was used to film balls rolling down the lane.
The number of times the Dude utters the word "man."
The number of times the word "Dude" is spoken.
The number of F-bombs dropped in the movie, which puts it above Brian De Palma's Scarface.
The year of Raymond Chandler's mean streets noir novel The Big Sleep, which the Coens had in mind while making The Big Lebowski.
The year of the Ford Torino that the Dude drove. The script called for a Chrysler LeBaron, but John Goodman couldn't fit in it.
The year the movie was released to a modest reception. Several movie critics re-evaluated the film after panning it at first.
The year of the first Lebowski Fest. It was held in Louisville, Kentucky, and more than 30 cities have since hosted a similar festival.
The year the Hollywood Star Lanes in Santa Monica, California – where the bowling-alley scenes were shot – was torn down to make way for a new elementary school.
The year The Big Lebowski was recognized as a "culturally, historically or aesthetically significant film by the Library of Congress's National Film Registry. It was among 25 films inducted that year, including Ferris Bueller's Day Off, Rosemary's Baby, Saving Private Ryan and Willy Wonka and the Chocolate Factory (the 1971 original, starring Gene Wilder).
The amount then-Rolling Stones manager Allen Klein wanted for the use of the song "Dead Flowers" in the film, but when he saw the scene in which the Dude says he hates the Eagles, Klein waived the licensing fee.
Source: mentalfloss.com, shortlist.com


Jason Walker has seen the impact of drugs on the community in his twenty-year career as a police officer. He's patrolled the streets, chased down grow ops, taught recruits, worked undercover, and now co-chairs the Calgary Police Service's drugs and opioids strategic enforcement committee.
Fentanyl has galvanized the public's attention, he says. As oxycontin was reformulated and became harder to abuse, fentanyl quickly replaced it on the streets, because it is cheap to produce and easy to access.
Opioids like fentanyl manage physical pain, which is why they are commonly prescribed in medical settings. They also act on psychological pain, says Walker, "making the demons of trauma and mental health issues temporarily go away." An average fentanyl pill on the streets costs $20, but some users are taking 20 pills a day to just "not get dope sick," he says.
Addicts, desperate to get their next hit, break into homes and cars to maintain their highs. The danger is fentanyl's lethal threshold, says Walker, some 50 to 100 times more potent than morphine.
Many working groups were convened and a clearer roadmap has emerged in 2017 as multiple partners work to address the opioid crisis. "Governments, agencies and non-profits are all bringing resources to the table – treatment beds, funding, supervised consumption as well as our traditional enforcement," he adds.


Listed below are examples of a few (but not all) of the active thrust areas being conducted in the Shih group. The group also engages in many interdisciplinary collaborative research activities. Collaborators include theorists and experimentalists, both domestic and international.


One of the things that strikes me repeatedly, as I've been looking at traffic issues, is how there are some things that would simply not be apparent to the regular road user. Getting those things fixed will be critical, going forward. And a good deal of our investment of attention and effort should focus on such things. Here are just two challenges that BMTC, our bus service provider has to contend with, that I would not have imagined before I starting looking at their operations.
1. An under supply of depots: For many layouts that have come up in the last 15 years, there is no bus depot yet. Even relatively established neighbourhoods like J P Nagar suffer from this. This means that the buses plying on routes that operate in such layouts have to be parked elsewhere, and there is an un-necessary amount of dead mileage to bring them to the route each morning, and take them back to the depot each night. It is estimated that with a few more depots alone, BMTC could improve its operational efficiency by 6 or 7 per cent. That's the equivalent of adding 300 buses to the current fleet!
2. While BMTC runs the buses, the bus stops are owned by BBMP. And so are the roads, or in some cases they are owned by BDA (flyovers), or the PWD. The NHAI is also getting into the mix, in the outskirts of the city. The construction of bus shelters, and the information put up at these shelters, has to be clearly coordinated with the bus services themselves. But this becomes very difficult when different agencies own the different assets to be managed. There's also a fair bit of advertising money to be earned from the shelters, which creates some distracting issues as well.
There's also something else that I learned recently. In some of the old contracts with vendors, BMTC followed 'L1' type tendering, and selected the lowest price quote among the vendors for things they wanted. But the bus is a very valuable public space, and of late there's been some interest in earning advertising money from it. So some of the newer tenders are following an 'H1' type of system, where vendors offer to pay BMTC for the right to provide some product or service, in exchange for ad space on the bus. Whoever offers more money gets the bid.
On the face of it, this seems like a creative way of earning more money. But this may be hard to carry off. The vendor has a core competence in the product or service he is offering, not in earning money through ad space sales. H1 bidding creates a scenario where he now has to focus on two streams of work instead of one, potentially putting the purpose of the project at risk. It may be safer to go back to the old system, simply to focus on core objectives, even if it means giving up some money.


United States. Congress. House. Committee on Science. Subcommittee on Technology. (1997). Biotechnology and the ethics of cloning: how far should we go? : hearing before the Committee on Science, Subcommittee on Technology, U.S. House of Representatives, One Hundred Fifth Congress, first session, March 5, 1997. Washington: U.S. G.P.O. .
United States. Congress. House. Committee on Science. Subcommittee on Technology. Biotechnology And the Ethics of Cloning: How Far Should We Go? : Hearing Before the Committee On Science, Subcommittee On Technology, U.S. House of Representatives, One Hundred Fifth Congress, First Session, March 5, 1997. Washington: U.S. G.P.O. , 1997.


text:
Q: How to enforce a asynctask in android I have meet a problem, I call a new Asynctask inside another Asynctask, the result is that when call
the second Asynctask, the thread is blocked, how can force to run the Asynctask? Thanks.

A: You could solve this by implementing an interface in your AsyncTask #1 and adding a callback routine to the activity which executes it. Something like
MyAsyncTask.java
public class MyAsyncTask extends AsyncTask<Void, Void, Void> {

    public interface OnTaskCompletedListener {
        void onTaskCompleted();
    }

    private Activity mActivity;

    public MyAsyncTask(Activity activity) {
        mActivity = activity;
    }

    public void attach(Activity activity) {
        mActivity = activity;
    }

    public void detach() {
        mActivity = null;
    }

    @Override
    protected void onPostExecute(Void nothing) {
        if (mActivity != null) mActivity.onTaskCompleted();
    }
}

MyActivity.java
public class MyActivity extends Activity implements MyAsyncTask.OnTaskCompletedListener {

    private MyAsyncTask mTask;

    @Override
    protected void onCreate(Bundle savedInstanceState) {
        super.onCreate(savedInstanceState);
        if (mTask!= null) {
            mTask.attach(this);
        } else {
            mTask = new MyAsyncTask(this).execute();
        }
    }

    @Override
    public void onStop() {
        if (mTask!= null)) mTask.detach();
        super.onStop();
    }

    @Override
    public void onTaskCompleted() {
        mTask = null;
        // execute another task from here
    }
}

In example above includes attach() and detach() methods to handle activity re-creation on orientation or other configuration changes. It may be omitted in AsyncTask is implemented as an inner class.
Main idea: AsyncTask finishes and passes execution to a callback routine in the activity. Anything could be performed inside onTaskCompleted() - either calling a different or the same AsyncTask again


As a continuation of focusing on the specific target areas as a learning coach to adult students, we move from Academic Expectations and into the realm of communication skills. It has been surprising to me how many students nod their heads sagely either virtually or in-person when I discuss the high value of communication skills. Everybody understand the need. And… many think that they are pretty decent at it.
Communication is crucial in all types of academic coaching. As a facilitating coach, I have found success with having students differentiate destructive and constructive conflict, and then have them share an example of how they have not only made a potentially destructive situation constructive, but how they have made a potentially constructive situation devolve into something that was destructive. This often starts exposing more self-awareness, although it's important to understand the vulnerability we are asking of them when we enter these conversations. A certain level of trust is needed at this point.
This tactic can also be highly successful with a learning coach who is focused on the overall learning success strategies for adult students across a longer period of time. Here are a few more.
Education around addressing defensive language. Even if people are aware that they fall prey to defensive behaviours, it is a huge challenge to address it. A three step process of 1) acknowledgement, 2) not initially responding, and 3) self-checking negativity with response is a valuable "list" to provide learners who are needing to collaborate in discussions but know they have such tendencies. Looking at posted discussion collaboration together, if available, can help students also identify how they've handled potentially negative responses.
Introducing the lower levels of affective taxonomy as self-checking mechanisms. This is not a suggestion to tell your coachees to use the affective domain of learning to improve communication effectiveness! Rather, break down how the receiving, responding, and even valuing levels of emotional development so greatly assists communication capability.
None of these are skills that can simply be ticked on a checklist. They each take intentional work, but also provide a structure for scaffolding a learner's ability to improve their communication skills.
Crossposted at LinkedIn at Academic Coach Target Areas: Communication Skills.


Canada's Tech Talent Shortage Solved by Immigration and Development from Within - Canada Immigration and Visa Information. Canadian Immigration Services and Free Online Evaluation.
A successful Vancouver technology investor says a mixture of more fluid immigration and developing talent from within is key to the sector thriving in Canada.
Boris Wertz, founder of investment company Version One, wants to see technology giants like Shopify and Blackberry springing up in Canada every year instead of once a decade.
Wertz, who has helped developed companies sold to Twitter and Google, says Silicon Valley is unlikely to be caught because of the cycle of tech power it has built, but that a smaller-scale replica could thrive north of the border.
Canada's problem is with turning successful start-ups into the kind of global giants Silicon Valley is famous for, Wertz says.
The global technology hub has access to an ever-renewing pool of talent that has allowed the likes of Google, Facebook and Uber build into global mega-companies.
Wertz believes Canada's problem is not with the initial phases of companies, but with a dearth of senior talent when it comes to taking a start-up to the next level.
He wants to see immigration made easier and companies aggressively recruiting top talent from south of the border.
Recruiting must work hand in hand with internal talent development, with Wertz citing the Shopify university as a prime example. Although that infrastructure takes time to develop, Wertz feels the rewards can be significant.
Canada's technology companies are at the forefront of a talent shortage that threatening to cause the whole sector to stall.
One of the causes of the recruitment problem is the Labour Market Impact Assessment, which has to be carried out before foreign talent can be brought in and can take longer than six months.
Immigration Minister John McCallum admits six months is too long for the technology industry to wait, and says he is working on ways of shortening the timeframe.
Carl Rodrigues, CEO of Mississauga software company SOTI, recently described Canada's immigration policies as 'archaic' and called on the government to make changes to help companies grow.
The Information and Communications Technology Council predicted recently that by 2019, 182,000 high-paying Canadian technology jobs would be vacant.
Canada's immigration authorities are currently reviewing all of the federal immigration streams.


Home birthday Entertainment news Nigerian News World News Birthday - Chidi Young Adds Plus One On Nigerian 58th Independence Day.
Birthday - Chidi Young Adds Plus One On Nigerian 58th Independence Day.
New things are happening on daily basis , there will never be a day with out some thing new taking place knowingly or unknowingly but to day, the new thing happening is about chidi young and Nigeria at 58.
Image source- snap chidi young birthday picture.
second thing to know to day is Nigeria is Celebrating her 58th independence day.
so directly to day goes to chidi young as he celebrate his birthday with happiness as it was said by celine dion Glory be to God and all the sensible and nonsensical shout out today goes to Nigeria as she Celebrate her 58th independent day.


If you've ever wondered what 1000 pieces of spaghetti formed into a lincoln log style cabin look like, this is it. Holy 10 hours of 4th grade homework Batman!
Ahhhh...nothing like the sweet sounds of chainsaws and screaming to lull you to sleep. That's what happens when you sleep on a haunted campus. We went to Albion Idaho for our Manwaring Family Reunion this year. It was TONS of fun!
Getting our spook on in Albion.
BYU Football with my best friend. He is the truest fan you will ever meet. What a beautiful October day.
Just a picture I love of my mom and dad from a little day trip they took to Yellowstone.
Happy Birthday to my beautiful 15 year old!!!!
And what is October without Halloween?! The girls and Vivvi were Cave Women this year. I thought it turned out super cute.
This picture of Kate pretty much sums her up. LOL!
Carter was a creepy guy named Slenderman. I don't even really know who or what that is, and I have no idea on earth how he knows about it, but he was happy with his costume, so that's what's important.


Hi all! Here is my second installment of my herbal/floral video series in celebration of my two year labor of love, "Savoring Sweet" (on Amazon, Barnes and Noble, iBooks, Kobo, and soon on GoodReads for only $2.99!). Here I show you how to make an alcohol infusion and an herbal simple syrup. The infusion is made with rhubarb and lavender, inspired by a cocktail I enjoyed at my favorite gastropub downtown called Farmhouse. I also show how to infuse herbs in a simple syrup, a mainstay of mixology, dessert garnishes and fruit salads.
These are two indispensable techniques when venturing into the world of herbs and florals in sweets and desserts.
Now I am going to get some gin and basil to make some yummy cocktails for tonight with that rhubarb lavender concoction.


This will be a quick post about my dining table area. The dining table is also located in the lounge so we kept to the same colours and themes.
UPDATE: These stunning new dining chairs have replaced the previous ones below!
I love the button detail on these chairs and they look so elegant!
As you may have already gathered I love glass furniture, it always looks elegant! It isn't the easiest thing to keep clean but it's worth it 🙂 I swear by glass e-cloths for keeping it spotless and smear free – more information on those can be found on this post – Link.
The walls are crown paint in flawless fawn.
These dining chairs are nothing expensive but do the job perfectly, we've had them for 2 years and so far they've held up great! The faux leather is also super easy to wipe clean!
I also love mirrors and mirrored furniture, I think they open the room up and reflect light making the room brighter and of course they look good!
This radiator cover is the same as my hallway and lounge range, they make perfect display shelves as well as covering up unsightly radiators!
Absolutely stunning home. Great inspiration!!
hey hun, just to let you know the link to the mirror on this page is to the wrong mirror, its to the multi mirror in your living room.


The original results for the deer payment program showed 64% in favor, 36% against. The corrected results show 57% in support, 43% against.
The DNR says the mistake in the tally was made when merging results from the online survey and those who answered in person at the statewide spring meetings earlier this month.
The plan calls for paying hunters and landowners between $750 and $1,250 per CWD-positive deer and $300 to businesses that open carcass drop-off sites.


COPENHAGEN, Denmark, March 25, 2015 /PRNewswire/ -- 15,435 vulnerabilities across 3,870 applications were recorded in 2014 – that's an 18% increase in vulnerabilities compared to the year before, and a 22% increase in the number of products. The result was published today in the Secunia Vulnerability Review 2015. Secunia is a leading provider of IT security solutions that enable management and control of vulnerability threats. The Secunia Vulnerability Review 2015 analyzes the evolution of software vulnerabilities from a global, industry and endpoint perspective.
"Every year, we see an increase in the number of vulnerabilities discovered, emphasizing the need for organizations to stay on top of their environment. IT teams need to have complete visibility of the applications that are in use, and they need firm policies and procedures in place, in order to deal with the vulnerabilities as they are disclosed," says Kasper Lindgaard, Director of Research and Security at Secunia.
Obtaining full visibility to ascertain risk is not simple. In addition to known vulnerabilities in known products in the infrastructure, users have to deal with the opaque area that is bundling: vendors bundle their products with, for example, open source applications and libraries, complicating the customers' chance of knowing which products are in fact present on their systems.
"In fact, as examples in the Secunia Vulnerability Review show, when we look at the number of days lapsed between the times when OpenSSL vulnerabilities were disclosed, until third-party vendors informed of their product being vulnerable, we find that there is no general pattern to response times. Consequently, organizations can not presume to be able to predict which vendors are dependable and quick to react, when vulnerabilities are discovered in products bundled with open source libraries," says Kasper Lindgaard.
"But numbers also show that while an impressive 83% of vulnerabilities have a patch available on the day of disclosure, the number is virtually unchanged when we look 30 days ahead. 30 days on, just 84.3% have a patch available which essentially means that if it isn't patched on the day of disclosure, chances are the vendor isn't prioritizing the issue. That means you need to move to plan B, and apply alternative fixes to mitigate the risk," says Kasper Lindgaard.
11% of the 15,435 vulnerabilities discovered in 2014 were rated as 'Highly Critical', and 0.3% as 'Extremely Critical'.
"All about the thousands of 2014 vulnerabilities - From Secunia Research"


How should I invest in silver, actual bullion, coins, individual stocks, or mutual funds.?
I would like to hear some opionions on purchasing silver, gold on different platforms such as actual bullion, as in coins, individual stocks such as mining companies, or possibly mutual funds. I see numerous sites, but right now it seems a blend portfolio would be best, but were to start?
This website touches on a few of these topics.
Does anyone know what happened in the shareholder's meeting for Golden Eagle International yesterday?
I am currently invested in an up and coming gold and copper mining Company called Golden Eagle International, their stock symbol is MYNG. Their stock only costs $0.021 a share right now, but should take off in the near future. I bought a million shares when it was at $0.005 a share and I've made $16,000 profit so far. When this Company's gold mining goes into full production, it should jump to as high as $1.00 a share or more, which would turn my 1,000,000 shares into $1,000,000 or more!!! Please let me know if any of you know what happened in the shareholders meeting yesterday. Thank you!!!
Well you can be certain that the board and investment bankers were wined and dined pretty well. If I were you I'd sell half and take some gains while you can. It's going to hard to unload a million shares when they don't strike gold.
Sheila And Lane Are Organizing Gold Unlimited Inc. To Undertake A High-risk Gold-mining Venture In Canada.?
Sheila And Lane Tentatively Plan To Request Authorization For 75,000,000 Shares Of Common Stock To Be Sold To The General Public.?
Sheila and Lane have decided to establish par of $1 per share in order to appeal to a wide variety of potential investors. Sheila and Lane feel that investors would be more willing to invest in the company if they received a large quantity of shares for what might appear to be a "bargain" price. Whether Sheila and Lane are behaving in a professional manner?
Yes or it is a scam?
i was given shares of gold in the 80″s then the company sold my shares to another company,named barret mining.
has anyone out there in answer land heard of this company? and where should i invest these shares besides this company? the shares are about to spilt!
please only answer if you have the answer! thank-you!
company n Mali wants me 2 invest n gold export fees with a return of my investment plus 40% of sale n dubai. ?
I will like us to ship gold to Dubai which is free import duty and the price of gold its high over there.I will need your help in paying 6% govt exportation tax here to enable us get legal export documents.I will also like to know the demand of gold in Mexico"'—Yes I will intoduce you our sales co-ordinator Mr.Abdoulaye Sissoko who will handle the transaction and moreover the detail it will be in partnership btw you and our mine on the condition that any amount that you invest in the exporting of the gold will be refunded and you will receive 35% of the profit and we will receive 65% of the profit.. So should i do this or is it a scam.
Another blatant 419 scam. Stay well away.
If you want to find out more and also have a laugh at how some people get back at them, check out www.419eater.com.
I am limited to mutual funds in my account. I would like to invest in gold or gold futures, not gold related companies (mines, etc.). Is there a mutual fund that invests in bullion?
Snkrx is one but it is a loaded fund. You would be better off with an ETF in this case GLD is the premier one. But Gold is a little iffy right now for me.


Buses are a popular mode of transportation. They have also become a favorite mode of entertainment as a part of tours, especially for the elderly. Although the massive size of a bus might make it seem indestructible or safe for passengers during an accident, it does not make it foolproof. When a bus is involved in an accident, passengers, who are often not wearing their seat-belts, can get severely injured.
On Thursday, August 22nd, a tour bus that was heading to the San Manuel Indian Bingo and Casino in Highland overturned on the 210 Freeway in Irwindale, a city in Los Angeles, shutting down all traffic on the eastbound lanes just past the 605 Freeway interchange. Although it is still too early for authorities to tell how the bus overturned, witnesses state that the bus was going approximately 70 mph when the driver slammed on the brakes and caused the bus to land on its side. The passengers, who were mostly elderly, landed on top of each other.
At the Law Offices of Samer Habbas, our personal injury lawyers are experienced in handling all types of auto accidents, especially those involving buses, and getting our clients the compensation they deserve. For more information or to schedule a complimentary consultation with one of our lawyers, please call us at 888.848.5084.