text:
Harry Roe Hughes (Easton (Maryland), 13 de noviembre de 1926 - Denton, 13 de marzo de 2019)  fue un político estadounidense del Partido Demócrata que se desempeñó como el Gobernador de Maryland desde 1979 hasta 1987.

Primeros años y familia
Hijo de Helen (Roe) y Jonathan Longfellow Hughes.  Hughes asistió a las escuelas públicas del condado de Caroline, Maryland, antes de asistir a la Academia Mercersburg en Mercersburg, Pennsylvania . Después de la escuela, Hughes sirvió en el Cuerpo Aéreo Naval de los Estados Unidos durante la Segunda Guerra Mundial .

Después de la guerra, Hughes continuó su educación asistiendo a la Universidad de Mount Saint Mary's ya la Universidad de Maryland, en la que se graduó en 1949. En Maryland, fue miembro del capítulo Alpha Psi de la fraternidad social Theta Chi . Recibió su título de abogado en la Escuela de Derecho de la Universidad George Washington en 1952 y fue admitido en el Colegio de Abogados de Maryland el mismo año. Hughes se casó con su esposa, Patricia Donoho Hughes, el 30 de junio de 1951. Tienen dos hijas, Ann y Elizabeth. Patricia Hughes murió el 20 de enero de 2010 en Denton a la edad de 79 años.

Antes de su elección como gobernador, Hughes fue abogado y jugador profesional de béisbol en la Eastern Shore League .  De 1966 a 1970, Hughes fue el presidente del Comité Central del Estado Demócrata de Maryland.

Carrera política
Hughes comenzó su carrera política como miembro de la Cámara de Delegados de Maryland de 1955 a 1959, representando al Condado de Caroline . Fue elegido miembro del Senado de Maryland en 1959 para el distrito 15, en representación de los condados de Caroline, Cecil, Kent, Queen Anne y Talbot . En 1971, Hughes fue ofrecido y aceptó el cargo de Secretario de Transporte del estado. En 1978, sin embargo, Hughes renunció a su cargo debido a un desacuerdo en el Departamento de Transporte del Estado con respecto a la construcción de un metro en la ciudad de Baltimore.

Los votantes rurales criticaron la permanencia de Hughes en la legislatura por haber emitido un voto decisivo que puso fin a la práctica de permitir al menos un senador o delegado estatal por condado. Entre 1994 y 2014, ningún miembro de la Asamblea General fue elegido del condado natal de Hughes, Caroline.  Hughes fue elegido gobernador en 1978 después de derrotar al teniente gobernador Blair Lee III en la elección primaria demócrata, y al republicano John Glenn Beall, Jr. en la elección general. Entre otras cosas, Hughes fue un firme defensor de la Bahía de Chesapeake.

Él promulgó leyes como la aprobación del Acuerdo de la Bahía de Chesapeake, que puso en marcha los esfuerzos para proteger a la Bahía de la contaminación y la caza excesiva. También durante su administración, Maryland inició el comercio exterior con China. La crisis de Ahorros y Préstamos, que involucró el fracaso de muchas organizaciones de ahorro y préstamos en los Estados Unidos, golpeó a Maryland cerca del final de la gestión de Hughes con la ejecución en Old Court Savings and Loans, pero sin embargo se tomaron medidas para asegurar los ahorros y préstamos de Maryland. organizaciones Hughes sirvió dos términos, derrotando al retador republicano Robert A. Pascal en 1982, y concluyó su cargo de gobernador en 1987.  En 1986, Hughes y el congresista Michael D. Barnes buscaron sin éxito la nominación demócrata para el escaño en el Senado de los Estados Unidos que Charles "Mac" Mathias había dejado vacante. Perdieron ante Barbara Mikulski, quien ganó las elecciones generales.

Carrera posterior
Hughes fue miembro del Chesapeake Bay Trust desde 1995 hasta 2003; miembro de la Junta de Regentes del Sistema Universitario de Maryland desde 1996 hasta 2000; el presidente de la Comisión de Pfiesteria de Blue Ribbon Citizens en 1997; el presidente de la Comisión de Nominaciones Judiciales de Apelaciones de Maryland de 1999 a 2003; y un miembro del Comité para establecer el Fondo de becas para sobrevivientes de Maryland de 2001 a 2002.     Hughes era miembro del Comité Asesor de la Junta Directiva de Eastern Shore Land Conservancy.

Hughes publicó una autobiografía en 2006. Harry Hughes murió el 13 de marzo de 2019, a los 92 años.

Referencias

Gobernadores de Maryland
Militares estadounidenses de la Segunda Guerra Mundial


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I Love Coffee – Coffee shops run by Deaf young people
Zero Project 2020/2021
social franchise
I Love Coffee is a social enterprise based in Cape Town, South Africa, that is building a chain of coffee shops and operates a coffee roastery run by Deaf young people. Employees receive barista and hospitality training, along with support for accessing other services, such as banking and social services. There are ten locations across Cape Town and Johannesburg, including both public and in-office locations. In 2020, I Love Coffee has 26 employees, and it plans to operate 40 cafés soon and replicate their model abroad though a social franchise approach.
I Love Coffee is geared towards the employment of Deaf young people by providing training in health and safety, coffee production, and customer service. All hearing staff are also trained in sign language. There is a defined career pathway within the organization for employees identified for promotion, including accredited facilitation training, trainer development, and management training.
I Love Coffee opened its first café in 2016 employing three staff; in 2020 there are 26 people working for the company, 80 per cent of whom are Deaf. Between 2016 and 2020, I Love Coffee has opened ten outlets.
I Love Coffee is in the process of accrediting its training programme and has partnered with industry leaders to ensure that its programme fulfils the specific needs of the hospitality industry. While training and operating practices are deaf-specific, the organization ensures that its training is in accordance with industry norms so that staff can work in the general hospitality industry as well.
I Love Coffee has grown from one to ten locations
We have trained over 75 Deaf people – 90% of whom have found sustainable work.
I Love Coffee aims to be self-sufficient and is supported by the SAB Foundation and the Branson Centre of Entrepreneurship. Equipment is funded through Enterprise Development grants or loans; and income from the coffee shops covers salaries, utilities, and operating expenses.
In 2020, I Love Coffee completed the construction of a new operational facility hosting a coffee roastery, central kitchen, and training infrastructure. As a social enterprise, I Love Coffee plans to reinvest all profits into the growth of the organization.
From 2015 to 2020 the company has scaled from one to ten locations and is now looking to scale further both nationally and internationally through a social franchise model.
We need to partner with a social franchise expert to help us distil our training and operations into a model we can easily replicate. For these activities we require funding from a strategic Impact investor
We are also interested to explore collaborations with organizations interested in replicating our model through a social franchise approach.
Our impact goal is to empower 1000 Deaf youth to enter the workforce within 3 years
To achieve this, we want to empower more Deaf trainers and scale our coffee production through a social franchise model.
Our plan is then to pilot I Love Coffee in Mauritius before we look at a wider rollout.
Why Mauritius? Well, it has a similar economy, and the Deaf community face the same challenges accessing education and employment.
Gary Hopkins, Founder and Manging Director, gary@ilovecoffeegroup.co.za
https://www.ilovecoffeegroup.co.za

redpajama_set_name: RedPajamaCommonCrawl


text:
package com.google.errorprone.bugpatterns.inject.guice.testdata;

import com.google.inject.assistedinject.Assisted;
import java.util.List;
import javax.inject.Inject;

/**
 * @author sgoldfeder@google.com (Steven Goldfeder)
 */
public class AssistedParametersNegativeCases {

  /**
   * Class has constructor with two @Assisted parameters of different types.
   */
  public class TestClass1 {
    @Inject
    public TestClass1(@Assisted int x, @Assisted String y, long z) {}
  }

  /**
   * Class has constructor with two @Assisted parameters, but the @Assisted annotations have
   * different values.
   */
  public class TestClass2 {
    @Inject
    public TestClass2(@Assisted("foo") int x, @Assisted("bar") int y, String z) {}
  }

  /**
   * Class has constructor with one @Assisted parameter with no value specified and another
   * parameter of the same type.
   */
  public class TestClass3 {
    @Inject
    public TestClass3(@Assisted int x, int y, String z) {}
  }

  /**
   * Class has constructor with one @Assisted parameters with a value specified and another
   * parameter of the same type.
   */
  public class TestClass4 {
    @Inject
    public TestClass4(@Assisted("foo") int x, int y, String z) {}
  }

  /**
   * Class has constructor with two @Assisted parameters with the same value and generic type and
   * different type parameters.
   */
  public class TestClass5 {
    @Inject
    public TestClass5(
        @Assisted("foo") List<String> x, @Assisted("foo") List<Integer> y, String z) {}
  }
}

redpajama_set_name: RedPajamaGithub


Our classic 9-level platform game has been a massive hit on Miniclip ever since it launched in 2007. The game gained over 100,000 plays in its first 20 minutes on the site.
We teamed up with console game legends, Kuju to produce the largest Flash game to come out of the Plug-in Laboratory. It was created for Unilever's Sure deodorant brand to back-up a hi-tech 'Running of the Bulls' event in the Spanish town of Pamplona. In this highly addictive platform game the main character is pursued by a host of baddies across 8 different European cities. We used an innovative animation technique, employing Maya to render our central character so that we could give his move a real sense of parcour extreme.


It's spring in my neighbourhood park, Meer en Bos. Such a difference a few months makes. During winter, one would think the only life that abounds in these parts are a few birds and hardy mammals.
Last week I was taking photos in North Holland for a country lifestyle magazine when the mist descended.


TextNOW is an MVNO that operates on both the Sprint and T-Mobile networks. The company was founded in 2009 in Ontario, Canada and originally operated as a text messaging app. In 2013 the company expanded into the USA where it began to offer phone service as a Sprint MVNO 1)Gigaom. In 2016 TextNOW added T-Mobile as a network partner.
TextNOW does not offer MVNO service in Canada due to the companies inability to find a willing partner to sell it network access 2)Techvibes. Instead it offers an app available on both iOS and Android that allows free calling and texting over Wi-Fi and data networks.
Unlike a majority of MVNO's, TextNOW uses what it calls "Elastic Calling Technology" to monitor and select the best network to use for service. With Elastic Calling, phone calls and text messages are automatically routed over Wi-Fi or the parent networks data pipeline. Phone calls can even be routed through the parent network's cellular voice network. TextNOW automatically transitions to use whichever type of network is providing the best service, and it can even change from Wi-Fi to a cellular voice network mid-call without the end user having to do anything on their end. This type of functionality is similar to how Google Project Fi, and Republic Wireless work. Subscribers to the network can also use the service with their PC and tablets.
TextNow service plans and SIM cards are available directly from the TextNow website. Plans and SIMS can also be found online at Amazon.
TextNOW does support BYOD. Phones that are compatible with T-Mobile or Sprint will work as long as there are no contractual obligations on the phone. Unlocked phones from AT&T are also compatible. Most universally unlocked phones from manufacturer's such as Motorola and Samsung are compatible with the network. For the best experience on TextNOW, the company recommends purchasing a phone directly from the TextNOW phone store to allow Elastic Calling to function properly.
Customer support is available through community forums and by online chat.


For the 2004 French film, see Dogora: Ouvrons les yeux.
Dogora, released in Japan as Uchū Daikaijū Dogora (宇宙大怪獣ドゴラ, lit. "Giant Space Monster Dogora"), is a 1964 Japanese tokusatsu science fiction film produced and released by Toho Studios. Directed by Ishirō Honda and featuring special effects by Eiji Tsuburaya, the film starred Nobuo Nakamura, Akiko Wakabayashi, and Hollywood actor Robert Dunham. The film tells the story of a huge jellyfish-like creature from space that attacks Japan.
Meanwhile, Inspector Komai's (Yosuke Natsuki) investigation of these strange events led him to the crystallographer Dr. Munakata (Nobuo Nakamura). In the process of tracking down the self-proclaimed diamond broker Mark Jackson (Robert Dunham). He finds him in Dr. Munakata's home but knocks him out and escapes from Komai. He is then picked up by the gangsters for questioning. Komai wakes up and is greeted by Dr. Munakata and his lab assistant Masayo Kirino (Yoko Fujiyama). He tells them about the case he is working on and shows them pictures of the melted safe the gangsters were at that night. Komai then learns that the diamonds the Mark stole were synthetic and worth nothing.
The gangsters bring Mark Jackson to their boss and find a bag containing the stolen diamonds. However they too find out that they are fake and keep him as a prisoner but outwits them and escapes. The gangsters are then given word of a shipment of raw diamonds will arrive in Yokohama.
Later, the professional thieves took advantage of this ripe opportunity and attempted a heist on an armored car carrying the raw diamonds. But a nearby coal truck passing by is lifted off the ground by some unknown force and disappears into the atmosphere and is dropped back down to the ground. Unfortunately for them, they were fooled and escaped with nothing but candy.
The police came to learn of the mysterious events of the armored car heist. Inspector Komai tells them of the possibility of a creature that caused the coal truck to list up in the air, but no one believes him. He is then called by Masayo a that Mark Jackson is at Dr. Munakata's house. Komai and the police surround the house to catch him. But he reveals himself that he is an investigator dispatched from the World Diamond Insurgence association to find out what has been steeling diamonds worldwide. Just then Masayo's brother comes in and tells them that the identity of the monster was reported from the Space Planning Committee at the U.N. that the monster is a space cell that has been mutated by massive amounts of radiation from the satellites. Suddenly, Dogora appears and eats its way through Dr. Muanakata's safe to eat the diamonds inside.
The creature from outer space is deemed to be the culprit, an alien beast that draws its energy from carbon-based minerals. Dr. Munakata, confident in a remarkable scientific discovery, left for the coal mines near northern Kyushu, where it was proposed that the strange being would make its next appearance.
It is later found out that when Dogora is stung by the wasps, the venom causes a chemical reaction that crystallizes the space cell. Analysis of the crystallizing effects of the wasp venom on Dogora at the Medical Substance Laboratory proves successful, and mass production was soon ordered all around the world for the creation of a similar toxin.
Meanwhile, Dogora attacked once again, but this time, powerful artificial wasp venom quickly ate away at the creature. The robbers and the police clashed at the beach, and in the heat of a vicious gunfight, the gang was completely wiped out by a falling crystal boulder, once a section of Dogora's extraterrestrial flesh.
The film is unusual for Toho's giant monster series in that the creature is non-anthropomorphic and not portrayed by an actor in a costume. For scenes of it in its full form, the Dogora prop was placed in a small vat of water and puppeteered by people holding wires. This gave it the impression of it floating like an airborne jellyfish.
Originally, Dogora was titled (スペース・モンス Supēsu Monsu, lit. Space Mons) and was meant to be released in 1962.
Dogora's roar was reused for the Tsuburaya Production's TV show Ultraman, as the monster Bullton in ep 17, Passport to Infinity.
^ a b c d e f g h i j k l m n o p q Stuart Galbraith IV (16 May 2008). The Toho Studios Story: A History and Complete Filmography. Scarecrow Press. pp. 212–213. ISBN 978-1-4616-7374-3.
Variety Weekly. August 4, 1965.
Sanford and Son. 1973. In the episode "Home Sweet Home for the Aged" Fred laments about missing this movie while out on a Sunday drive.
"宇宙大怪獣ドゴラ (Uchū Daikaijū Dogora)" (in Japanese). Japanese Movie Database. Retrieved 2007-07-16.


text:
Q: stop window.location.replace from decoding url string I have a url that needs to be mapped to a specific format, where some slashes should remain as %20f. So for instance:
http://myUrl.com/section1/section2/section%2fnamewithslash/?somequery=1

Such a url should keep the %2f in the section name.  Unfortunately, I can't change this to remove the slash from the section name.
The issue is that when I call window.location.replace, it changes that %20f to a slash, which throws off the link.
You can see a fiddle example here https://jsfiddle.net/Kolichikov/k480rnff/
To see what I mean, follow the link, and right click on the results frame and click view frame source. You'll the see the url in the browser.
So my question is how do I replace the current resource with the one from the url without decoding the link?
Thank you for any help.

A: Do an onclick event instead of processing the link in href.

One advantage of this over using javascript in the href attribute is that it will display the link in the status bar, rather than a run script.

A: Perhaps this will do what you want it to?
https://jsfiddle.net/ewzvnbre/3/

  Go to Link

redpajama_set_name: RedPajamaStackExchange


Published 04/24/2019 06:53:48 am at 04/24/2019 06:53:48 am in Dual Zone Portable Fridge Freezer.
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text:
A federal government appeal jeopardizes Toronto's bawdy house plans
By Monika Warzecha | April 27, 2012
By Monika Warzecha | 04/27/2012
Not just yet, Toronto. Not just yet (Image: Larry Page)
All the talk about where to put brothels in the city (and how to make money off them) may have been a tad premature—the federal government has made the not-very-surprising decision to appeal the Ontario court ruling to decriminalize bawdy houses, which was supposed to take effect 11 months from now. The Harper government is also appealing the decriminalization of living "off the avails of prostitution" in non-exploitative situations, which was set to take effect within days. If the the Supreme Court of Canada agrees to hear the appeal, the face off between the Harper government and the lawyers acting for the sex workers pushing to soften the province's laws regulating prostitution likely won't happen until late this year, or early 2013. Though some say the government's chances of overturning the Ontario ruling are slim, we wouldn't open a Bunny Ranch bordello VIP account just yet. [Globe and Mail]
Topics: brothel court Federal Ontario Politics prostitution sex Supreme Court Toronto


The dynamic of Middle Tennessee is changing, and WHP is here to help.
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You won't be left in the cold should an accident occur down the line. WHP has the proper insurance to handle your job and our work is backed by an ironclad 1 year warranty from the move in date of your tenant. Additional terms may be negotiated.
Apartment complexes are springing up, let WHPI do the plumbing in your new build.
It is no wonder everyone is building Apartments in Middle Tennessee lately, Rutherford, Spring Hill, Davidson, Williamson and Wilson counties are exploding in population growth!
15 years ago it was the definition of small town USA. Everyone knew each other, and the economy was great with small businesses abound. This, coupled with Murfreesboro being a college town and bad economic times across the United States in the late 2000's, forcing college grads to stay local with nowhere to go, Rutherford County literally exploded with new life.
Rutherford County continues to experience tremendous growth, and has been among the fastest growing counties in Tennessee for the past several years.
With quick Interstate connects to I-24 and 840, Middle Tennessee residents enjoy easy commutes to Nashville, Brentwood, Franklin, Lebanon, Smyrna, Murfreesboro and Mt. Juliet with ease, so inner city workers can enjoy a bit of the suburban life with a short commute to work by living in Rutherford County, or inner city dwellers can escape the hustle and bustle with a short drive out. This has caused a huge influx of big businesses to open shop in Rutherford and nearby areas.


text:
Basthipura - Chamarajanagar
Basthipura Population - Chamarajanagar, Karnataka
Basthipura is a very small village located in Chamarajanagar Taluka of Chamarajanagar district, Karnataka with total 9 families residing. The Basthipura village has population of 37 of which 18 are males while 19 are females as per Population Census 2011.
In Basthipura village population of children with age 0-6 is 3 which makes up 8.11 % of total population of village. Average Sex Ratio of Basthipura village is 1056 which is higher than Karnataka state average of 973. Child Sex Ratio for the Basthipura as per census is 500, lower than Karnataka average of 948.
Basthipura village has higher literacy rate compared to Karnataka. In 2011, literacy rate of Basthipura village was 79.41 % compared to 75.36 % of Karnataka. In Basthipura Male literacy stands at 81.25 % while female literacy rate was 77.78 %.
As per constitution of India and Panchyati Raaj Act, Basthipura village is administrated by Sarpanch (Head of Village) who is elected representative of village. Our website, don't have information about schools and hospital in Basthipura village.
Basthipura Data
Total No. of Houses 9 - -
Marginal Worker 7 1 6


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How fearless organizations succeed
Amy Edmondson describes three steps leaders can take to create psychological safety, the prerequisite for greater innovation and growth.
by Amy C. Edmondson
Photograph by RichVintage
Achieving high performance requires having the confidence to take risks, especially in a knowledge-intensive world. When an organization minimizes the fear people feel on the job, performance — at both the organizational and the team level — is maximized. But how do you make your organization fearless in a way that builds its capability?
A fearless organization is one that provides psychological safety. But as more and more consultants, managers, and commentators are talking about psychological safety, the risk of misunderstanding what the concept is all about has intensified. In a workplace, psychological safety is the belief that the environment is safe for interpersonal risk taking. People feel able to speak up when needed — with relevant ideas, questions, or concerns — without being shut down in a gratuitous way. Psychological safety is present when colleagues trust and respect each other and feel able, even obligated, to be candid.
Most workplaces don't meet this bar — and their performance suffers accordingly. A 2017 Gallup poll found that only three in 10 employees strongly agree with the statement that their opinions count at work. Gallup calculated that by "moving the ratio to six in 10 employees, organizations could realize a 27% reduction in turnover, a 40% reduction in safety incidents, and a 12% increase in productivity." That's why it's not enough for organizations to simply hire talent. If leaders want to unleash individual and collective talent, they must foster a psychologically safe climate where employees feel free to contribute ideas, share information, and report mistakes.
In my book The Fearless Organization, I look at how organizations go wrong because people lack psychological safety and thus fail to speak up. Some consequences can be devastating and life-threatening, particularly in hospital settings. Unwillingness to speak up can also lead to longer-term failures that damage corporate reputations such as the scandals that resulted from automobile manufacturers caught gaming diesel emission tests. Fortunately, there are also many cases where psychological safety has led to reductions in accidents and exceptional decision-making.
It's important to note that working in a psychologically safe environment does not mean that people always agree with one another for the sake of being nice. It also does not mean that people offer unequivocal praise or unconditional support for everything you have to say. Psychological safety is not an "anything goes" environment where people are not expected to adhere to high standards or meet deadlines. It is not about becoming "comfortable" at work. Psychological safety enables candor and openness and, therefore, thrives in an environment of mutual respect.
Also, I do not mean to imply that psychological safety is all you need for high performance. Not even close. Psychological safety takes off the brakes that keep people from achieving what's possible. But it's not the fuel that powers the car. In any challenging industry setting, leaders have two vital tasks. One, they must build psychological safety to spur learning and avoid preventable failures; two, they must set high standards and inspire and enable people to reach them. In other words, today's leaders must motivate people to do their very best work by inspiring them, coaching them, providing feedback, and making excellence a rewarding experience (see "The Leader's Tool Kit for Building Psychological Safety").
The Leader's Tool Kit for Building Psychological Safety
Inviting Participation
Responding Productively
Leadership Tasks Frame the Work
• Set expectations about failure, uncertainty, and interdependence to clarify the need for voice
Emphasize Purpose
• Identify what's at stake, why it matters, and for whom it matters Demonstrate Situational Humility
• Acknowledge gaps
Practice Inquiry
• Ask good questions
• Model intense listening
Set Up Structures and Processes
• Create forums for input
• Provide guidelines for discussion Express Appreciation
• Listen
• Acknowledge and thank
Destigmatize Failure
• Look forward
• Offer help
• Discuss, consider, and brainstorm next steps
Sanction Clear Violations
Accomplishes Shared expectations and meaning Confidence that voice is welcome Orientation toward continuous learning
Source: The Fearless Organization
Whenever you are trying to get people on the same page, with common goals and a shared appreciation for what they're up against, you're setting the stage for psychological safety. The most important skill to master is that of framing the work. If near-perfection is what is needed to satisfy demanding car customers, leaders must frame the work by alerting workers to catch and correct tiny deviations before the car proceeds down the assembly line. If zero worker fatalities in a dangerous platinum mine is the goal, then leaders must frame physical safety as a worthy and challenging but attainable goal. If discovering new cures is the goal, leaders have to motivate researchers to generate smart hypotheses for experiments and to feel okay about being wrong far more often than right.
If leaders want to unleash individual and collective talent, they must foster a psychologically safe climate where employees feel free to contribute ideas, share information, and report mistakes.
When Cynthia Carroll was appointed in 2007, with much fanfare, as the first female CEO of the international mining company Anglo American, she was appalled by the number of worker fatalities that had been occurring in the company — nearly 200 in the five years prior to her arrival. Realizing that she was, as she told the Harvard Business Review, "in an unprecedented position to influence change" as both an American and an outsider in South Africa (where the company headquarters and much of its mining operations were located), she immediately used her position to speak up and demand a policy of zero fatalities or serious injuries.
At first, others in the company, especially members of the old guard who saw themselves as upholding tradition, refused to take Carroll seriously. Carroll's response to the resistance could not have been less ambiguous. She shut down one of the most problematic and dangerous mines. She insisted that before the mine could restart, she intended to find out what the workers were thinking, and she intended to get input from every single worker about how to improve safety.
Anglo American leadership adopted a traditional South African method of conducting village assemblies, called lekgotla, to help create the psychological safety to allow miners to speak up. During the lekgotla, senior managers reframed the initial question. Instead of asking workers to give their opinions directly about safety issues, they asked, "What do we need to do to create a work environment of care and respect?" In a powerful symbolic gesture of shared commitment, workers and Anglo American executives signed a contract. When the mines reopened, more than 30,000 workers were retrained to comply with the newly agreed-upon safety protocols. Fatalities fell during Carroll's tenure, from 44 in 2006 to 17 in 2011, and, although revenues fell in both 2008 and 2011, the company achieved the highest operating profits in its history.
When cultural values lead to groupthink, the company loses
by Maud Lindley, Jeffrey Schwartz, and Malcolm Thompson
Using neuroscience to make feedback work and feel better
by David Rock, Beth Jones, and Chris Weller
by Elizabeth Doty
Because fear of (reporting) failure is such a key indicator of an environment with low levels of psychological safety, how leaders present the role of failure is essential. Astro Teller at X Development, Alphabet's advanced research subsidiary (formerly Google X), observed that "the only way to get people to work on big, risky things...is if you make that the path of least resistance for them [and] make it safe to fail." In other words, unless a leader expressly and actively makes it psychologically safe to fail, people will automatically seek to avoid failure. So how did Teller reframe failure to make it okay? By saying, believing, and convincing others that "I'm not pro failure, I'm pro learning." Similarly, OpenTable CEO Christa Quarles tells employees, "Early, often, ugly. It's okay. It doesn't have to be perfect because then I can course-correct much, much faster." This too is a framing statement. It says that success in the online restaurant reservation business occurs through course correction — not through magically getting it right the first time. Quarles is framing early, ugly versions as information vital to making good decisions that lead to later, beautiful versions.
The reframe shows that leaders must establish and cultivate psychological safety to succeed in most work environments today. The leader is obliged to set direction for the work, to invite relevant input to clarify and improve on the general direction that has been set, and to create conditions for continued learning to achieve excellence. In the reframe, those who are not the boss are seen as valued contributors — that is, as people with crucial knowledge and insight. Leaders in a volatile, uncertain, complex, and ambiguous (VUCA) world, who understand that today's work requires continuous learning to figure out when and how to change course, must consciously reframe how they think, from the default frames that we all bring to work unconsciously to a more productive reframe. Framing the work is not something that leaders do once, and then it's done. Frequently calling attention to levels of uncertainty or interdependence helps people remember that they must be alert and candid to perform well.
The second essential activity in the leaders' tool kit is inviting participation in a way that people find compelling and genuine. The goal is to lower what is usually a too-high bar for what's considered appropriate participation. Realizing that self-protection is natural, the invitation to participate must be crystal clear if people are going to choose to engage rather than to play it safe. Two essential behaviors that signal an invitation is genuine are adopting a mindset of situational humility and engaging in proactive inquiry.
The bottom line is that no one wants to take the interpersonal risk of imposing ideas when the boss appears to think he or she knows everything. A learning mindset, which blends humility and curiosity, mitigates this risk. A learning mindset recognizes that there is always more to learn. Frankly, adopting a humble mindset when faced with the complex, dynamic, uncertain world in which we all work today is simply realism. The term situational humility captures this concept well (the need for humility lies in the situation) and may make it easier for leaders, especially those with abundant self-confidence, to recognize the validity, and the power, of a humble mindset. Keep in mind that confidence and humility are not opposites. Confidence in one's abilities and knowledge, when warranted, is far preferable to false modesty. But humility is not modesty, false or otherwise. Humility is the simple recognition that you don't have all the answers, and you certainly don't have a crystal ball. Research shows that when leaders express humility, teams engage in more learning behavior.
This is an extreme example of how humility and proactive inquiry can work.
The Fukushima nuclear plant Daini suffered severe damage when a giant earthquake struck in March 2011, but was shut down successfully, unlike the infamous Daiichi plant nine miles to the north. Naohiro Masuda, the Daini plant superintendent, inspired life-saving teamwork, and his key weapon was a whiteboard. Instead of grabbing a megaphone or commanding action, Masuda began writing things down: the magnitude and frequency of the earthquake's aftershocks, calculations, and a rough chart that demonstrated the decreasing danger of the quakes over time. He armed his team with data about the risks and allowed them to make their own decisions about whether they wanted to assist in what might be a dangerous mission.
From the beginning, Masuda chose to issue information rather than orders. As the men raced against the clock [to restart cooling systems], Masuda slowly came to an unwelcome realization: his plan was untenable. His strength as a leader was demonstrated by the immediate admission of his mistake. This increased the psychological safety in the team and bonded the group more tightly. Consulting with the team leaders, Masuda added in adjustments to the plan on the whiteboard. Some engineers spoke up about imminent dangers, and the plan was refocused again. Although the team had not slept in almost two days, it committed to the new course of action. Workers restored the cooling action with about two hours to spare.
Demonstrating situational humility also includes acknowledging your errors and shortcomings. Anne Mulcahy, former chairperson and CEO of Xerox, who led the company through a successful transformation out of bankruptcy in the 2000s, said that she was known to many in the company as the "Master of I Don't Know" because rather than offer an uninformed opinion she would so often reply, "I don't know" to questions. Humility can be strangely rare in many organizations. London Business School Professor Dan Cable sheds light on why. In a recent article in Harvard Business Review, he writes, "Power…can cause leaders to become overly obsessed with outcomes and control," inadvertently ramping up "people's fear — fear of not hitting targets, fear of losing bonuses, fear of failing — and as a consequence…their drive to experiment and learn is stifled." Being overly certain or just plain arrogant can have similar effects — increasing fear, reducing motivation, and inhibiting interpersonal risk taking.
To reinforce a climate of psychological safety, it's imperative that leaders — at all levels — respond productively to the risks people take. Productive responses are characterized by three elements: expressions of appreciation, destigmatizing failure, and sanctioning clear violations. Stanford University Professor Carol Dweck, whose celebrated research on mindset shows the power of a learning orientation for individual achievement and resilience in the face of challenge, notes the importance of praising people for efforts, regardless of the outcome. When people believe their performance is an indication of their ability or intelligence, they are less likely to take risks — for fear of a result that would disconfirm their ability. But when people believe that performance reflects effort and good strategy, they are eager to try new things and willing to persevere despite adversity and failure.
Praising effort is especially important in uncertain environments, where good outcomes are not always the result of good process, and vice versa. Although many of the examples in this book present responses from CEOs, an equally important leadership responsibility for C-level executives is making sure that people throughout the organization respond productively to their colleagues. Clearly, good process can lead to good outcomes, and bad process can lead to bad outcomes. But good process also can produce bad outcomes (especially facing high uncertainty or complexity, as in VUCA conditions), and bad process can produce a good outcome (when you get lucky). The lack of simple cause-effect relationships in uncertain, ambiguous environments reinforces the importance of productive responses to outcomes of all kinds, but especially to bad news outcomes.
Productive responses often include expressions of appreciation, ranging from the small ("thank you so much for speaking up") to the elaborate — celebrations or bonuses in response to intelligent failure. Failure is a necessary part of uncertainty and innovation, but this must be made explicit to reinforce the invitation for voice. I frequently ask managers, scientists, salespeople, and technologists around the world the following question: What percentage of the failures in your organizations should be considered blameworthy? Their answers are usually in the single digits — perhaps 1% to 4%. I then ask what percentage are treated as blameworthy. Now, they say (after a pause or a laugh) 70% to 90%! The unfortunate consequence of this gap between simple logic and organizational response is that many failures go unreported and their lessons are lost.
In fact, a productive response to intelligent failure can mean actually celebrating the news. Some years ago, the chief scientific officer at Eli Lilly introduced "failure parties" to honor intelligent, high-quality scientific experiments that failed to achieve the desired results. Might this be a bridge too far? I don't think so. First, and most obviously, it helps build a psychologically safe climate for thoughtful risks, which is mission critical in science. Second, it helps people acknowledge failures in a timely way, which allows redeployment of valuable resources — scientists and materials — to new projects earlier rather than later, potentially saving thousands of dollars. Third, when you hold a party, people tend to show up — which means they learn about the failure. This in turn lowers the risk that the company will repeat the same failure. An intelligent failure the first time around no longer qualifies as intelligent the second time.
In brief, a productive response to preventable failures is to double down on prevention, usually a combination of training and improved system design to make it easier for people to do the right thing. However, there are instances in which a preventable failure is the result of a blameworthy action or a repeated instance of deviation from prescribed process, impervious to prior attempts at redirection. In such cases, usually rare, there is an obligation to act in ways that prevent future occurrence. This may mean levying fines or other sanctions, and in some cases even firing someone.
A productive response is concerned with future impact. Punishment sends a powerful message, and an appropriate one if boundaries were clear in advance. Indeed, it is vital to send messages that reinforce values the company holds dear. However, it is equally vital not to inadvertently send a message that says, "diverse opinions simply won't be tolerated here," or "one strike and you're out." Such messages reduce psychological safety and ultimately erode the quality of the work. In contrast, a message that reinforces the values and practices of a learning organization is, "it's okay to make a mistake, and it's okay to hold an opinion that others don't like, so long as you are willing to learn from the consequences." The most important goal is figuring out a way to help the organization learn from what happened. And so, if there is ambiguity about public self-expression related to company policies, then a productive response is one that engages people in a learning dialogue to better understand and improve how the company functions.
The practices described here are dominated by complex interpersonal skills and thus not easy to master. They take time, effort, and practice. Perhaps the most important aspect of learning them is to practice self-reflection. Building psychological safety is a good place to start building your fearless organization.
Author Profile:
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Her research focuses on teaming, psychological safety, and organizational leadership. She has written and coauthored five books and numerous articles on the subjects.
This article is an adapted excerpt from The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy C. Edmondson, © 2018 by John Wiley & Sons. Reprinted with permission from John Wiley & Sons. All rights reserved.
Topics: difficult conversations, failure, human capital, leadership, organizational learning, psychology, safety
Want to make an impact? Change your questioning habits.
Micromanagement is not the answer


The orcs here have made one of the classic blunders: while they haven't gotten involved in a land war in Asia, it looks like they did sort of assume that the magical security would stop at the front door. Never underestimate the lengths a paranoid wizard (is that redundant?) will go to in order to secure his home.


Four countries. Four cultures. Four languages. And four leading transport companies. Together we are Nordic Chain — a logistics network covering Denmark, Finland, Norway and Sweden with effective transport solutions. We are united by our belief that logistics is all about people, not distances. That long term quality is more important than short term profits. And that automated services never can replace the human touch. Therefore we create a unique solution to each customer.
With our joint efforts and commitment we look forward to taking your Nordic Transports into our hands.


Irrigation water is the lifeline to feeding America, next to the farmers and ranchers serving as the backbone of our food supply. We understand the importance of natural resource preservation as well as natural resource development. We have passion for the transformation of land and natural resources, and the ability to design and improve water management, soils and production; resulting in better wildlife habitat, greater forage production, and increased food and fiber production for the world.
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Our approach is to understand the big picture and identify the most practical, cost efficient solution to achieve the resource and project specific objectives of each individual client.


BLÓMI - old Norse for prosperity, blossom, bloom.
BIG BOLD AND BEAUTIFUL... the Venus of Willendorf, handcarved in deer antler - this is our interpretation of this ancient figurine.
We have carved a large tactile, lusty and vital pendant - this piece is made to be worn, but also held and handled. This is a wonderful piece!
The original Venus of Willendorf was discovered in Austria and is believed to have been carved around 30,000 BCE. Although there is no definitive understanding of the meaning of the original figurine, the exaggeration of the parts of her body associated with fertility and child-bearing suggest that she may have been associated with fertility rituals.
Our Blómi has rounded, soft curves in the front face and a carved back - you can clearly see the form in the video. Please note that these are handcarved from deer antler, so while the design of each is similar, the material varies in texture and colouring.
SELECT THE PIECE THAT YOU WOULD LIKE USING THE DROP-DOWN MENU - USE THE LITTLE COLOURED POPPER (PINK OR TURQUOISE) TO MAKE YOUR SELECTION.


As in all poker, decision-making in cash games is always situation dependent. There is never a precise and definitive answer to questions such as "How should I play a pair of threes?" or "Can I call a raise with top pair?" It will always depend on a number of factors.
Therefore there will be no attempt to give definitive answers in these articles to all the questions typically raised during a cash game. Instead the course shows various examples of situations in Texas Hold'em and offers reasoning and analysis as to what will is the best play.
If you apply the key concepts outlined in the Poker Basics course, then practice often at the tables, you will come to recognise similar situations in your own cash games, where the same kind of reasoning and analysis will apply.
And whenever you come across something that doesn't make sense, or that you disagree with, or seems to stray far from what you have learned so far, by all means save the details and discuss it in the forum.
We will look at each in turn.
At any time during a cash game, you are permitted simply to leave the table and take with you all the money you have at that point. This differs from a tournament, where you are obliged to play it until you have either won the entire game or been knocked out. This allows cash game players a much greater freedom of game selection.
Also if you are playing cash, you don't have to wait for a specific time for games to start (as in a multi-table tournament) or for a certain number of players to register (as in a sit and go). You can just scan the lobby for a game you like and sit down immediately if there is a seat open.
If the table is full, you can register your interest on the waiting list and join the action as soon as a seat becomes free. You post your blinds and away you go.
Losing all your chips in a tournament is a disaster. You are out of the tournament and must leave the table. However, this is simply not true in a cash game, where you always have the chance to re-buy and continue playing (bankroll permitting).
That doesn't mean you should start splashing your chips around without any thought, but it certainly is a comforting fact if you lose to a bad beat or fall on the unlucky side of a marginal play.
It is important to remember in a cash game that "correct play" means there are times you really need to risk all your chips even if you are not certain to win the hand. For instance, you might be playing against a very aggressive maniac player and hold a hand like pocket queens. If he puts you all in pre-flop you are very likely to be a favorite to win, even though it is the nature of poker that you won't win every single time.
If he has a hand like , he will win 30 per cent of the time. But you should be happy to get your money in regardless of the result. You can just re-buy and get your chips (and more) back later.
In cash games, you need to be thinking about a concept called "expected value", which focuses on making correct decisions that will be profitable in the long-run. You don't need to worry so much about a single incidence: If you get your money in with queens against a rag ace time and time again, you will win much more than you lose.
Here's another example. Let's say you hold on a board of . That means you have a flush draw and a straight draw.
On the turn the pot size is approximately 100 big blinds, and your opponent moves all in for his last 20 BB. You are now pretty sure that he holds a set, so you will need to hit one of your draws to win.
With 13 outs you have a winning chance of only about 25 per cent, but you need to risk relatively little to win a big pot. (You need to pay 20 BB to win 140 BB.) In a cash game, you should always call in this situation, regardless of the size of your stack. Even if you only have 20 BBs yourself, it is still the right decision. You can re-buy if you lose.
Bear in mind, you will lose this hand and need to re-buy on three out of four occasions. But it is always the correct play to call. In a tournament it would very much depend on the specific stage, stack sizes, blind levels and closeness to the bubble as to whether you call. In a cash game, these things simply don't factor.
The big money in tournaments is invariably made at the final table, and in big fields it is very tough to make it that far. You need to win a lot of coin-flips and avoid cooler situations and bad beats, all of which are out of your hands. Even if you are a great tournament player, there will be many times where you won't make any profit on your investment and bad runs can last a surprisingly long time.
"Variance", as this is known, also exists in cash games, but its implications tend to be much less extreme and more manageable. Although even the best cash game players will lose a couple of sessions in a row, it is possible to cut losses when things aren't going well, or to drop down levels and play a smaller game.
The winning or losing curves of a cash game player tend to be much less steep and offer a better indication if your playing style is profitable or not.
Other cash-game specific strategy advice comprises the remainder of this course. For instance, starting hand requirements can change slightly depending on the circumstances of a cash game, and relative stack sizes also become much more significant. We consider those factors in the section about pre-flop play.
Remember the course is interactive and you should get in the habit of visiting the cash game forum to post questions and join the discussion.


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Telling the Economic Development Story
Pioneer Utility Resources//Podcasts//Community Engagement//Telling the Economic Development Story
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Andy Johns
View Ideas From Andy
The StoryConnect Podcast
Wiregrass Electric Cooperative is heavily involved in economic development in its service terroritory. COO Brad Kimbro joined the podcast to discuss how partnerships drive economic development and a few important milestones that have occurred in the Wiregrass community.
Brad Kimbro
Transcripts have been lightly edited for clarity and readability.
Andy Johns: Hello, StoryConnect listeners. This is your host, Andy Johns. I have an apology here. We recorded the next three episodes that we're releasing live at our StoryConnect Conference in Gatlinburg. And, you know, when you do things live, sometimes things go sideways. The audio quality of the next three episodes is not what you are used to hearing. We work really hard with a great team to make it happen, but unfortunately, some of the equipment that we had there on site, the levels were off and so the quality is not going to be what you're used to. We felt like the content from our three guests was important enough where we still wanted to go ahead and send these out for you to listen to. But I just wanted to apologize that the audio quality is not as good. But thanks for listening and keep telling your story.
Intro: A production of WordSouth and Pioneer Utility Resources. StoryConnect: The Podcast. Helping communicators discover ideas to shape their stories and connect with their customers.
Andy Johns: What kind of economic development story are you telling? That's what we'll be talking about on this episode of StoryConnect: The Podcast. My name is Andy Johns. I'm your host with WordSouth and Pioneer Utility Resources. And we're recording this session LIVE in front of a real life audience here at StoryConnect. (applause) Excellent. All right. And my guest today is Brad Kimbro, who is chief operating officer at Wiregrass Electric Cooperative down in Alabama. So, Brad, thanks for joining me.
Brad Kimbro: Absolutely. Happy to be here.
Andy Johns: There's a couple of times that Brad has been on with us for these live podcast sessions that we're doing at StoryConnect. But in this one, we're going to be talking about economic development. And as we're getting into it, let's go ahead and just tell me a little bit about some of the efforts that you guys are making with the economic development there in the Wiregrass.
Brad Kimbro: Right. Okay. Well, I guess first thing I will say is you can't have a successful economic development program really without (1) having relationships, positive relationships and (2) infrastructure. You have to have those two things. And in positive relationships, they're not (inaudible) necessarily overnight. It takes an effort to do that. And one of the things that I think has helped us really is, is the relationship we have with you, Pioneer and WordSouth, because it allows us, we our cooperative, to be out in things, in ways that that we can be in the community, building those relationships, being on chamber boards, being on economic development boards, working with our legislators and building that coalition and not necessarily having to worry about a lot of things that you guys can help us do. Jeremy Wise was here, our account rep, he does a lot to help in that arena.
Andy Johns: We appreciate that.
Brad Kimbro: And so, you know, it helps to have those relationships. Again, you got to have an infrastructure. You know, and it's not just the electric infrastructure now. It's broadband, equally is important. Businesses aren't going to be in an area that they don't have a reliable flow of electricity, and of course, the high speed broadband access.
Brad Kimbro: So you've got to have those things. But it's more than just those two things as well. You got to have you know, you have to have product. Something to have for a business to want to be building, spec building, things like that. Highways, roads, you know, four lane roads and those type things. And I guess we started back in 2015 intentionally focusing on building coalitions and helping to foster and build relationships in our in our area. And one of the ways in which we did that is we began to host a quarterly meeting in our area, and we invited all the economic developers in our region and also invited the the legislatures, both at the federal level and the state level. And of course, the local mayors and things like that, council members. And also included the education profession. We have Troy University in our service area and a junior college. So we included those and then all the high school, the superintendents and career tech folks. And so, you know, just trying to build that relationship and coalition and talk about issues that are out there, and what we can do to help solve them.
Andy Johns: It's got to be a holistic approach, clearly, as you guys are doing there. So most everybody, I think everybody in the room is a community-based utility. They are telco, electric co-op, a couple of municipality folks in there. Why is it important, and what's so special about a community-based utility like yourself, like most of the folks in the room being involved? Why should they even get involved in economic development?
Brad Kimbro: Well, if you're not involved, then you're on the sideline, and you're not controlling the agenda or helping with the narrative. You know, if not us, who? You know, what we want to do is do what's good for our members. And what's good for our members is to have an area that's growing and prospering and providing jobs that provide hope. You know, and that's what our charge is. And all of us in this room, we're charged with what's best for our members and our customers and doing what is best for our area. And, you know, most of us do it at cost. I mean, that's our model, and we're in it for the right reasons. We're not out there to price gouge, or make a bunch of profits and stack them up. And we're really, we're doing it for the right reasons and growing the area. You know, I just got a phone call, Jeremy knows, I just told him, we've been working on a project now —
Andy Johns: Is this breaking news?
Brad Kimbro: It's breaking news.
Andy Johns: Breaking news. We don't usually break news on a podcast.
Brad Kimbro: Let's see what Jeremy, we broke ground on a spec building and in August of 20, and I just got a call from the chairman of our local county commissioner and judge, probate judge, and everything has been signed. And what that means is our spec building that — again partnerships are so important. You know, I referenced our partnership, but we have a partnership with our local county officials and building that coalition. Our wholesale power supplier is Power South Energy Cooperative, and we consider them a good partner. They provide us wholesale power, but they do more than that. And one of the things that they do is through this spec building program that they have, we're basically able to to build these spec buildings and float them for about four years. It gives us four years to sell them, and put a company in there. And, you know, we can go up to $1.2 million with that program. That's what this program was. And we broke ground on a spec building and our industrial park there in Geneva County. And it looks like we're going to have a tenant here, which is going to produce, day one, about 100 jobs at $20 an hour. And maybe by 2024, they're talking about moving their entire operation to our industrial park and employing about 200-225 people.
Andy Johns: That's awesome.
Brad Kimbro: That'll change that place forever.
Andy Johns: Yeah. Congratulations on that. We can do a round of applause with the doing that. (applause) If you've got a live audience, you might as well use them for sound effects.
Brad Kimbro: Well, you know, it's just a testimony, again, to a lot of hard work on that coalition. And I mentioned the meeting that we have, the quarterly meetings. One of those ideas that came out of that quarterly meeting was Geneva County — and now we serve in the Dothan area, so that's Houston County — but Geneva County is in Alabama, one of the, I hate to say poor counties, but it's a little bit behind Houston. So, you know, so they didn't have a career take center. And the closest way that the students or kids or whatever in Geneva could do something to get technical skill was to travel to Houston County. And a lot of them couldn't do that because of the logistics of it. So around that meeting, we talked about that and the armory that was there was about to close. So we were able to, through that coalition, through our state Senator Donnie Chesteen, was able to save that armory, but also make it a career tech center. So now, you know, the students are able to get technical trade and technical skills, which is very important now for this new announcement.
Andy Johns: You've got to build that pipeline.
Brad Kimbro: Yeah. Because now what's going to make them successful, obviously, is, and we have to do it, we can't miss. We have to make sure that the labor they're going to need is there. And G-tech, this career take center in Geneva County, will do that.
Andy Johns: You mentioned earlier, if not us, who? How do you go about telling that story, that economic development story, talking to folks all over? I mean, if I remember right, you know, there were some folks on the other side of the country who are looking at this space. So how do you go about telling the story of the Wiregrass to folks all over the place in terms of economic development?
Brad Kimbro: Yeah, well, it's not a one time thing. It's just an ongoing thing. Through a magazine, through a website, through social media channel, through again, just old fashioned relationships and building those and promoting what we're doing again, which helps us a lot. And in doing that, we're seen as a resource too, you know. We're able to do some things because of our partnership with you guys that we can turn around things quickly that's beneficial to the community, economic development community. We just did one a week ago. We got, I serve on a local cities redevelopment authority and trying to revitalize that local city in that county, which is good for our members and creates jobs and things. And we got a donation of a building that was given to the ADRA. We in turn were able to donate that, deed that to the library, the Dothan Houston County Library, which was able to double their square footage and have more of a presence, and do some things that they were not able to do or will be able to do. And then the old building, they were able to donate it to the ADRA, which we would then donate to the city to help with their needs. So all of that happened quickly and because of our relationship with WordSouth, I call Jeremy and I'm like, "Hey, we need a media release. We need an invitation. We invited people for the event," and it was done. And it wasn't like, because of that partnership, it wasn't like it was news for calling up a PR firm and saying, "Hey, I need this." Now, you guys are living it with us every day. He's like, Oh, yeah, I've been turning it around. It was great.
Andy Johns: I appreciate saying that for sure. The last question I had for you, what advice do you have for somebody? Maybe there's somebody in the room that's thinking about stepping up their role in economic development for their community and is just not sure where to start. What advice would you have for somebody to get things rolling?
Brad Kimbro: Just start. Really it can be overwhelming, you know. But I would say start with the relationships. You know, in our area, what had been the history was our counties would want to work individually a little bit and be in that silo a little bit. And I'm not saying we're the sole reason, but I think we had a lot to do with it, in helping get that together and get that coalition together. An example of that is there was talk for years about an I-10 connector because we don't have an interstate highway through our territory. So we're right there, southeast Alabama on the Florida line. And it would be nice if we had an interstate that would run through and connect I-10 and Florida and connect all that. So it just never worked. And so, you know, the reason it didn't work was Geneva wanted the connector their county. Houston wanted it in their county. And you see the problem. But what we're able to do is, is now we're all in one page. And what that means is when you go to the Alabama governor or the DOT and you're talking as one now, and it doesn't really matter where it is in the county, which county, it just matters that it's there. So we have some efforts, and Senator Shelby has given us a $450,000 grant to begin the feasibility study of getting that done. I would just say just start. Just start somewhere.
Andy Johns: Start somewhere. I like that. Good advice. He is Brad Kimbro, COO of Wiregrass Electric Cooperative. My name is Andy Johns. They are the live audience here at StoryConnect. And until we talk again, keep telling your story.
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So what are you all dressing up as for Halloween?
I'm going to be a priest with issues: priest outfit with gay-leather biker hat. If I can find some armbands with metal spikes I'll be a full-on Judas Priest (resembling the lead singer Rob Halford.) Not sure how this outfit is gonna help my chances with the ladies, but it's totally my kind of humor.
My wife and I are going as Fanny and Freddie. Pretty lame, I know.
Actually that's kinda funny. I'm trying to imagine how one dresses like Fannie and Freddie, but drawing a blank. Do tell.
On a random note my current band wrote a song called Force Majeure several months ago that is basically a fantasy about running away based on that moment when you hit your mid-30's and are swallowed in debt and realizing that you probably always will be. My singer wrote these great lyrics that referred to Freddie Mac and starting a convoy on the FDIC (we are very tongue in cheek) and now evryone will probably think we are trying to capitalize on the bailout. Anyways, neither here nor there.
In truth, I'm trying to make two parties. One that requires you to dress up and one that requires you to dress to impress. So I was trying to think of a costume that would allow me to dress suavely and Halloweenly. Fannie and Freddie is what we came up with.
There's something really creepy about a drummer dressing up as a lead singer, Levon Helm notwithstanding.
Ahh, but tonight I'm on guitar.
I am kinda bummed that the costume store was all out of the studded armbands that would have made the Rob Halford/Judas Priest joke even more fitting.
well, it's pretty much a grey sweatshirt with a bit of puke spilled over it.
not much of a costume, but the bottle of rumpelmintz consumed this evening with friends was what did it . . .


What is Key Account Management? by Nikolaus Kimla - SalesPOP!
What is Key Account Management? Key account management (KAM) defines full relationship between your business and the customers you are selling to. It describes the individual approach of sales people to their customers in order to create long everlasting business relationship.
In that in B2B sales we're dealing with multiple individuals, its good to record pertinent facts about decision-makers within the account that you're dealing with.
You need to have an access to all this account information in order to engage with your customers effectively and systematically and grow key accounts into profitable long-term relationships.
Not every company you are selling to is a Key Account for your business.
You need to be sure to see the difference between a real Key Account and Standard Account. A Key Account is represented by a person or a group of people to which your business has built more than standard business relationship based on the trust level between you and buyers.
Ideally the dynamic of the relationship has changed from that of vendor-buyer to much more of a partnership. You're no longer selling to that buyer—you are that buyer's partner in continuously helping their company succeed. One very key reason for doing so is that the better your buyer (and other contacts at the company) succeeds, the more your product or service is going to succeed at that company.
Account Type – is a customer, be it a individual or company, that you are connected to–a new customer, existing customer, partner etc.
It means that the most valued account in your system should be classified as "D" and recognized as a "Partner".
Below you can see how you can use Pipeliner CRM to track these two pieces of vital information in a Customer Relationship Management System.
The most important factor in Key Account Management is the people involved within the account.
In B2B selling, you're rarely selling to one person. You're selling to a group of decision-makers who hold different positions in the company, and who have different levels of influence on the purchase.
In addition to the basic hierarchy—which is obviously important—different individuals may have substantial influence on the purchase despite higher or lower positions in the company. There may also be others outside the company, such as consultants, who are influencing the purchase as well.
Therefore, you need to build your Key Account Org Chart. This allows you to always know to whom you are talking, where they stand within the order of things, and who must still be convinced in order to bring the sale to a close.
You could even keep track of the corporate culture within the company.
For a more detailed look into key account management software take a look at Pipeliner CRM or simply try it out for free.


Sigh. A great effort, but France was just too good in the end. Should have gotten it done in Mexico.
Cory Joseph is a national treasure.
Canada moves to 2-0 and punches their ticket to the semis.
There are still some obstacles, but this is a great start.
The 12 men who will try to get Canadian men's team to the Olympics for the first time since 2000.
Passing along a few minor national team notes.
A few big names are missing.
Bebe is hitting threes, blocking shots, and waiting for a chance to do more.


text:
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SOCNET December 2016
PhD Opportunity, U Glasgow: Dynamic Inferential Network Analysis for Public Health
Philip Leifeld <[log in to unmask]>
Mon, 5 Dec 2016 16:27:23 +0000
*****  To join INSNA, visit http://www.insna.org  *****
We have an exciting, fully funded PhD opportunity in "Dynamic
Inferential Network Analysis for Public Health" at the University of
Glasgow. Details below. Please contact me for further information.
*Application deadline*: 12 noon, 13 January 2017
*Topic*: Dynamic Inferential Network Analysis for Public Health
*Supervisors*:
- Philip Leifeld (social sciences)
- Mark McCann (public health)
- Nema Dean (maths & stats)
*Type of funding*: This is one of the prestigious Lord Kelvin Adam Smith
Scholarships at the University of Glasgow. Each year, a handful of
selected PhD scholarships are granted to the best applicants. These LKAS
scholarships are fully funded, which means that the funding includes all
tuition fees, a stipend at RCUK rates (currently £14,510 per year for
2017/18), and an annual research support budget of £3,000.
*Project summary*: The PhD candidate will work on the development and
implementation of statistical techniques for inference on longitudinal
networks and apply these techniques to datasets from the field of public
health. Many public health outcomes, such as mental health or substance
abuse, are network phenomena because they do not develop in isolation.
It is vital for public health to understand not just the prevalence, but
more importantly, also the causes of these "networked" health outcomes.
Research has suggested that people's health risk behaviour and outcomes
(e.g., smoking and obesity) may spread through networks ("contagion");
or may provoke network or friendship ties among people with similar
behaviour ("homophily"). In recent years, research in network science,
public health, the social sciences, and statistics has therefore
developed inferential network analysis techniques for modelling the
structure and dynamics of friendship or contact networks (e.g., the
Temporal Exponential Random Graph Model; TERGM) and the diffusion of
behaviour through networks over time (e.g., the Temporal Network
Autocorrelation Model; TNAM). The innovative aspect of this project is
the extension of the TERGM and the TNAM model to networks with multiple
groups, multiple relations, and/or in a co-evolutionary joint process.
This is of particular importance in public health, where behaviour like
smoking and mental health can otherwise not be explained properly.
*Project team*: The PhD student will have the opportunity to make use of
a variety of datasets in public health and work in an exciting
interdisciplinary environment. The candidate will work with supervisors
from social science research methods, public health, and statistics,
whose joint interest is the study of network dynamics. Dr Philip Leifeld
is a Senior Lecturer in Research Methods in the School of Social and
Political Sciences. His research focuses on network dynamics and
applications in the social and political sciences. Dr Mark McCann is a
Research Fellow in the Social and Public Health Sciences Unit and is an
expert in substance use, mental health, adolescent health behaviour, and
complex systems. Dr Nema Dean is a Lecturer in the School of Mathematics
and Statistics. Her research focuses on model-based inference for
dependent and high-dimensional data. The PhD project will be hosted by
the Graduate School of Social Sciences, and a stronger involvement in
any of the three disciplinary homes and institutions of the supervisors
is possible, depending on the interests of the candidate. The PhD
project will also offer the option of a research stay abroad in the
wider network of the three supervisors.
*Person specification*: This studentship is open to candidates of any
nationality -- UK, EU or International. Applicants should demonstrate
- Necessary: A strong master's degree or very strong bachelor's degree
in one of the relevant disciplines, including any of the social
sciences, public health, statistics, computer science, network science,
or related disciplines.
- Desired: An interest in, or experiences with, the analysis of
networks; an interest in public health and behaviour; a strong
background or interest in quantitative methods and statistics;
experiences in at least one programming language, such as R or C++.
- The ideal candidate enjoys interdisciplinary work and is intrinsically
motivated to learn new statistical techniques and programming languages.
*Application process*: In the first instance, prospective applicants
should contact any of the three supervisors to discuss your eligibility
([log in to unmask]; [log in to unmask];
[log in to unmask]). Applicants may submit applications up until
the application deadline of 12 noon, Friday 13 January 2017.
More details on the application procedure are available on the website
of the Lord Kelvin Adam Smith PhD Scholarship at the University of
http://www.gla.ac.uk/services/postgraduateresearch/scholarships/kelvinsmith/
Other PhD opportunities with me in Glasgow are available on request.
Please distribute widely. Many thanks,
Dr Philip Leifeld
Senior Lecturer in Research Methods
Director of Postgraduate Research Training
http://www.philipleifeld.com
SOCNET is a service of INSNA, the professional association for social
network researchers (http://www.insna.org). To unsubscribe, send
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July 2008, Week 62


text:
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2009 release which marks the triumphant return of the British Soul vocalist. After 22 years in the business and five albums under her belt, critics are hailing Born Again the album of her career. This collection of songs perfectly showcases the vocals of the UK's Soul Queen, vocals that have been admired and beloved by music legends such as Prince, Peter Gabriel, Dave Gilmour, Chaka Khan, Quincy Jones, and Natalie Cole. Blending classic Motown grooves with a distinctly modern production and emotive lyrics, Mica is singing from the bottom of her heart. This is no more evident than on the albums title track. `Born Again' an epic ballad, sweeping strings and cut glass arrangement with a vocal that leaves you tingling. 12 tracks.


text:
Tommy played on when many of his
contemporaries had cried enough
As Tommy McConville's soccer career grew longer and longer, this remarkable sportsman's zest for the game showing no sign of diminishing, the question was frequently asked: "Well, what's his exact age."
I could tell, almost to the month, because when we were both at school we often faced each other in underage matches, Tommy playing for De La Salle, me for CBS. One of the games, I remember, took place in Dundalk's Athletic Grounds, a venue for many sports before it closed in the late 1950s, but always regarded as Louth GAA's spiritual home. We were both pitched around the middle of the field.
We probably clashed later on when wearing different GAA jerseys, Clan na Gael's and in my case, Gaels'. By then, however, Tommy was beginning to concentrate on soccer, and before again donning the Castletown club's green-and-gold, he would distinguish himself on soccer pitches throughout the world, playing with and against the game's very best.
It pleased me when, in August of last year, Tommy agreed to feature in the article which appears each week to the left of this page. It received favourable response, and Sports Editor, Gavin McLaughlin, has chosen to reproduce it in this edition. It's a short story, but still conveys, in his own words, the ups and downs of a magnificent career that was still running long after Tommy had celebrated his 40th birthday.
I never saw Tommy play at Oriel, or any other soccer ground for that matter, but still followed his career with interest. He was central to the European games that brought excitement to the town experienced by more than just those who cramme populated Oriel.
However, when he returned to the GAA fold, in 1985, I was there to record most of the the matches in which he played. That year, Clan na Gael, under Leslie Toal's astute leadership, won the championship, with Tommy in the starting line-up in each game, except the final. He was again involved, this time as a coach, when Clans won the title in 1993.
The esteem in which Tommy McConville was held right across the sporting spectrum was reflected by the attendance of representatives of many organisations at his Requiem Mass in the Church of the Redeemer and funeral to Kilcurry cemetery.