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Natural gas was Canada's third largest source of energy production in 2018, representing 22.3% of all energy produced from fuels in the country. By contrast, the share of fuel-based energy production from natural gas in 2013 was 17.0%, indicating a growth rate of approximately 1.06% per year.

Reserves

As of 2017, Canada's gas reserves were estimated , 72% of which is from unconventional tight gas formations in Alberta and British Columbia.

Biogenic gas is produced at shallow depths by microbial activity. The most prolific biogenic gas deposit in Western Canada is the Southeast Alberta Gas Field (SAGF), which is located in southeastern Alberta and southwestern Saskatchewan in the Western Canada Sedimentary Basin and holds an estimated 1.42×1012 m3 of recoverable gas.

Gas hydrates are pure methane deposits formed at low temperature and high pressure conditions. They are typically found in the shallow sea in arctic permafrost regions and continental slopes. In Western Canada, the Mackenzie-Beaufort Sea and the continental slope off Vancouver Island are two areas which have undergone extensive exploration drilling and studies. The gas hydrate deposits in these regions are estimated to hold up to 11×1013 m3 of gas.

Production

As of 2017, Canada was the fifth largest producer of natural gas in the world with a total of . in 2017.

Liquefied Natural Gas Production
There are four LNG plants that serve Canada's domestic demand. Two additional LNG facilities are in the planning stages, with Stolt LNGaz slated to open in 2018 in Becancour, Quebec and Northeast Midstream planning two liquefaction plants in Nipigon and Thorold, Ontario.

Three LNG facilities are in operation in Western Canada as of 2018, and one more is slated to begin operations in 2018:

 Elmworth, Alberta LNG facility - Ferus Natural Gas Fuels Inc.
 Mt Hayes Ladysmith - FortisBC
 Tilbury LNG - FortisBC
Energir (formerly Gaz Metro) natural gas liquefaction, storage and regasification plant
Union Gas's Hagar LNG plant, the first to open in Canada

Ferus Elmworth LNG
Ferus Natural Gas Fuels Inc. (Ferus NGF) began operation of their merchant LNG facility in Elmworth, Alberta in May 2014. This facility can currently produce 50,000 gallons of LNG per day with an expansion capacity of 250,000 gallons per day. The facility receives lean gas from a nearby industry host plant.

FortisBC Mt Hayes LNG
FortisBC's Mt Hayes facility is located near Ladysmith, Vancouver Island. The facility was completed in 2011 and is owned in a limited partnership between FortisBC, Stz'uminus First Nation, and the Cowichan Tribes. The facility includes a liquefaction system, vaporization system, and storage tank and is connected to the main transmission line via two pipeline spurs. The primary use of the facility is for peak shaving storage, to ensure a steady supply of gas and maintain lower costs during peak demand periods for local customers.

FortisBC Tilbury LNG
The FortisBC Tilbury Island LNG facility is located in Delta, British Columbia and began operations in 1971. It has the capacity to liquefy 5,000 GJ of gas per day and stores up to 600,000 GJ. Expansion is underway to increase the liquefaction and storage capacities by 34,000 GJ and 1.1 million GJ, respectively.

Pipelines
Across Canada, interprovincial pipelines have the capacity to carry over  of gas and even more within the boundaries of the individual provinces. The construction of new natural gas pipelines is controversial. RCMP enforcement actions against Wet'suwet'en hereditary chiefs in 2020 and 2021 at the Coastal Gas Link pipeline led to wide spread protests across the country.

Domestic consumption

Electricity generation

In 2016 natural gas was used to provide 35% of all energy in Canada, double the amount supplied by  electricity. Electricity generated by natural gas was 8.5% of the nation's total. Natural gas is used to supply 50% of space heating, and 65% of water heating in homes, similarly 80% of businesses use natural gas for space and water heating. The industrial sector uses natural gas as a source of process heat, as a fuel for the generation of steam and as a feedstock in the production of petrochemicals and fertilizers. Provincially, Alberta is the largest consumer of natural gas at 3.9 billion cubic feet per day.

In 2018, the government of Canada announced the goal of phasing out the use of coal-fired power stations in favour of less polluting alternatives for electricity generation by 2030. In response, companies such as TransAlta and Capital Power began planning the conversion of their coal-fired power stations to burning natural gas. This transition is expected to increase overall domestic consumption of natural gas.

LNG consumption

Remote communities

In Canada there are approximately 188,525 people residing in 265 remote communities with a combined total annual electrical usage of 1,850 GW. The majority of these communities rely on diesel with a total annual fuel consumption of approximately 289 million L. Today, two of Canada's remote communities use natural gas as their primary fuel source.

Norman Wells, NT purchases excess electricity from a natural gas-fueled power plant operated by Imperial Oil that taps into its field for gas.
Inuvik, NT has one natural-gas run power plant which until recently was sourced locally from the Ikhil gas well in the Mackenzie Delta. The transition to LNG occurred in 2014 as production ceased in the well. The LNG was initially transported over 3,500 km from the Delta Tillbury plant. Today, Ferus' Elmworth facility supplies LNG to Inuvik, as well as the city of Whitehorse, which uses natural gas generators.

Industries
Industrial consumers use LNG to smooth or peak shave the sudden lower/higher demand periods that arise due to extremely cold or warm weather. The Tilbury LNG FortisBC facility currently operates as a peak shaving facility in Western Canada.  LNG is also used in heavy drilling, mining machinery operation, and fueling gas-fired electrical generating stations in remote mining locations.

 Caterpillar Inc.: An agreement was announced in 2013 between Caterpillar and Shell Canada to test new LNG hybrid mining trucks in their oil sands mining operations In 2017, Caterpillar Inc. released a dual fuel (LNG-diesel) retrofit kit for their 785C mining truck.
 Teck Resources began a pilot LNG project at their Fording River operation in 2015. Two hauling trucks were converted to dual diesel/LNG engines and LNG was provided by FortisBC.
 Stornoway Diamond Corporation has developed an LNG fueled power plant for the Renard diamond mine in Quebec.

Transportation
Some Canadian organizations have begun to transition away from diesel and gasoline and towards LNG fuel.

 BC Ferries signed an agreement with FortisBC in 2015 to supply 300,000 GJ of LNG annually to fuel three new passenger ferries equipped with dual fuel capacity (natural gas and diesel). The LNG is transported from the Tilbury facility by truck.
 Seaspan Ferries Corp purchased two hybrid (diesel-LNG-battery) ferries in 2017 to add to its fleet of vessels which deliver cargo from mainland Vancouver to Vancouver Island. LNG for Seaspan Ferries is also supplied by FortisBC's Tilbury facility.
 Vedder Transport of Abbotsford, BC owns a fleet of 65 LNG transport tractors, some of which were purchased from a failed LNG pilot project by Bison Transport. Vedder refuels their fleet using a private station which is supplied with LNG by FortisBC.
 Denwill Enterprises (Burnaby, BC), Sutco Transportation Services (Salmo, BC) and Arrow Transportation Systems (Kamloops, BC), own LNG transportation vehicles in their fleet and are supplied by FortisBC's Tilbury LNG facility
ENN Canada (a subsidiary of ENN Group) owns three LNG fueling stations in Chilliwack, BC; Merrit, BC and Grande Prairie, AB which service trucking fleets.
 the Canadian National Railway took part in North America's first pilot study using two hybrid (LNG-diesel)powered locomotives from 2012-2013 and in 2015, which transported freight from Edmonton to Fort McMurray. As of 2018, the project has not yet been adopted.

Trade
A large portion of Canada's gas is exported to the United States; in 2006,  per day. In 2018, Canada's annual net exports of natural gas totaled 57.5 billion cubic meters.

LNG export and import facilities
As of 2018, the Canaport LNG facility in New Brunswick, which opened in 2009, is Canada's only large-scale LNG terminal. The plant functions as a regasification facility. The plant receives LNG from the North Sea and the Caribbean and redistributes it to Atlantic Canada and Northeastern US. According to the International Gas Union's 2017 World LNG Report, Canada received 0.06 and 0.18 metric tonnes per annum (MTPA) from Norway and Trinidad, respectively, in 2016.

Since 2010, the National Energy Board (NEB) has received 48 applications for LNG import/export facilities in Canada. Of those applications, 24 LNG export projects were approved to service the Asian market demand. Canada's first LNG export to China occurred on November 22, 2017 by True North Energy, which transported 17 tonnes of LNG from Fortis BC's Tilbury plant in Vancouver. Because most of Canada's LNG export proposals are greenfield projects, the upfront capital costs are high compared to other international projects. However, small-scale LNG facilities are finding opportunities in Canada's domestic markets.

Policy

Alberta Legislation and Public Agencies

The public agency governing the energy and electrical distribution in Alberta is the Alberta Utilities Commission (AUC). The AUC is an independent and quasi-judicial agency that regulates transmission lines, electric substations, power generation facilities (i.e. power plants including wind turbines), and gas utility pipelines. According to the AUC Act (SA 2007), the Commission is made up of nine members appointed by the Lieutenant Governor in Council and each hold terms of up to 5 years. In Section 8(5), the Act outlines that the commission may make an order on appeals relating to disputes and are responsible for holding hearings and determining if utility projects are in the public interest. Ultimately, the approval for any LNG plant or project needs approval from the AUC.

Another important statute in Alberta is the Hydro and Electric Energy Act (RSA 2000). Under Section 11 of the Act, the AUC must approve the construction and operation of any LNG plant before production can begin. Section 19 explains that the AUC is responsible for granting or denying approvals, permits, and licenses. Additionally, the commission may demand modifications to the plans, specifications, or locations for LNG plants, before allowing a project to proceed. If the applicant wants to make minor alterations to a power plant, then the corporation must submit a Letter of Enquiry containing the need for the project, timing of construction, and environmental impacts. These provisions are specified in the Hydro and Electric Energy Regulation (409/83) under Section 12.

The Isolated Generating Units and Customer Choice Regulation (165/2003) enables Alberta to govern the provision of energy to areas separate from the interconnected electric system, as well as isolated communities. In Section 2, the regulations clearly state that the owner of the electric distribution system where an isolated community is located must get approval for the pricing and costs associated with providing energy to those communities. In order to develop an LNG fueled power plant in remote communities, utility companies need to follow a robust approval process established by the AUC. During this procedure, the utility companies are required to follow an intensive nine step process involving public consultations, hearings, appeals, and a final decision from the AUC. As part of the process, community support is required before proceeding with energy projects. In the nine step approval process, the first step is public consultation, which involves the applicant addressing concerns from various stakeholders. Next, the utility company is required to make an official application to the AUC. Then, the AUC issues a notice of hearing to any members of the public who wishes to participate in the approval process. The fourth step involves interested parties making submissions or objections to the application. The next step is an opportunity for consultation and negotiation. Shortly after, the AUC holds public hearings and makes the decision to either deny the project, approve it, or put conditions on the approval. The final two steps involve an appeal process for dissatisfied participants and the ultimate construction and operation of the LNG facility.

See also
 List of power stations in Canada by type
 List of countries by natural gas production
 Arctic methane emissions
 History of the petroleum industry in Canada
 Shale gas in Canada

References

External links
 Natural Resources Canada, Natural Gas Division


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Home»Eredivisie»Liverpool throw-in coach confirms new contract into 5th season – Liverpool FC
Liverpool throw-in coach confirms new contract into 5th season – Liverpool FC
Throw-in coach Thomas Gronnemark will be staying with Liverpool into his fifth season, with the Dane confirming that he has signed a new contract.
Gronnemark has been a staple of the Reds' training sessions since his appointment back in 2018, acting as a part-time coach within Jurgen Klopp's backroom staff.
The 46-year-old does not work exclusively with Liverpool, with Ajax, RB Leipzig, FC Midtjylland, KAA Gent and Brentford among the other clubs to have employed his services.
But he is perhaps best known for his association with the Anfield club, helping the likes of Trent Alexander-Arnold and Andy Robertson improve the quality of their throw-ins and, overall, the Reds improve their approach from the set-piece.
It serves to represent the relentless pursuit of success in all areas under Klopp, with the term 'marginal gains' one synonymous with the German's reign.
On Monday, as a 15-man squad were put through their paces outside at the AXA Training Centre, Gronnemark was spotted alongside Klopp and head of recovery and performance Dr Andreas Schlumberger.
And hours later, Gronnemark took to Twitter to confirm that he had signed a new one-year contract with Liverpool – along with three other clubs.
Proud to tell that I have signed a contract for my 5th season as a throw-in coach in Liverpool FC ?
and 3 other pro clubs.
I discovered throw-ins when I saw my big cousins doing long throw-ins in the mid 80's.
So, take your time when you meet a kid… you might start a passion. pic.twitter.com/9RHwcRq9Lh
— Thomas Gronnemark (@ThomasThrowin) July 18, 2022
This new deal keeps Gronnemark with the club for a fifth season, having made a big impression since his arrival four years ago in September.
Back in 2019, Klopp hailed the impact of Liverpool's unorthodox coach, insisting that, despite Gronnemark previously holding the world record for longest throw-in, his influence was not only on distance.
"We brought in Thomas and it changed our throw-in game completely!" the manager said.
"It's not obvious because when people talk about throw-ins they think it's a long throw-in and you head it in.
"Now we have 18 [different] throw-ins in other areas and we want to have the ball after these throw-ins.
"It makes no sense if you have a throw and then after comes a 50-50 situation. So how that improves is massive."
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Apollo 11 in Real Time!
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'Tornado of Darkness': We Saw the Total Solar Eclipse from a Plane (Video)
By Joe Rao 2016-03-10T13:04:29Z Skywatching
The total solar eclipse of March 8, 2016, as seen by Space.com skywatching columnist and other passengers aboard Alaska Airlines Flight 870 from Alaska to Hawaii.
(Image: © Joe Rao/Space.com)
Tuesday's total eclipse of the sun thrilled millions of skywatchers in the Pacific Ocean region — including 163 passengers aboard a flight from Alaska to Hawaii, who witnessed the spectacle from an altitude of 37,000 feet (11,000 meters).
I was one of those lucky airborne observers. Nearly a year ago, I approached Alaska Airlines with a proposal: alter the company's regular Anchorage-to-Honolulu flight plan on March 8, 2016, and delay takeoff by about 30 minutes, in order to place the aircraft — a 737-900 — in proper position to rendezvous with the moon's shadow as the solar eclipse tracked eastward over the North Pacific Ocean.
Thanks to a flight plan drawn up by fellow eclipse chaser Glenn Schneider, of the University of Arizona, and the pilot-in-charge on Alaska Airlines Flight 870, Capt. Hal Anderson, we were treated to an absolutely beautiful 113 seconds of total solar eclipse. One member of our flight, Mike Kentrianakis of American Astronomical Society, captured the spectactular video of the eclipse included in this report. [See photos of the 2016 total solar eclipse]
(Image credit: Joe Rao/Space.com)
The most memorable feature of Tuesday's solar eclipse was the approaching elliptical lunar shadow, which moved at nearly 8,000 mph (12,875 km/h) and loomed like a "tornado of darkness," as one passenger put it.
We were also treated to a gorgeous "diamond ring" effect and saw the sun's beautiful outer atmosphere, or corona, surrounding the blocked-out solar disc. Two ruby-red prominences were evident as well, jutting up from the sun's rim at roughly 12 and 2 o'clock (as viewed with 7 x 35 binoculars). We saw another beautiful diamond ring, and then, the total solar eclipse came to an end.
The passengers of Flight 870 were amazed and delighted by the celestial show. I was sitting with a father and three young children. The man, whose name was Owen, told me that his father used to tell him of seeing a total eclipse in Oregon in the late 1970s (probably the eclipse of Feb. 26, 1979), and that he always wanted to see one. Near mid-totality, as his kids gazed transfixed out the window, Owen slapped me on the back and said, "Wow!"
Another view of the total solar eclipse of March 8, 2016, as seen by Space.com skywatching columnist and other passengers aboard Alaska Airlines Flight 870 from Alaska to Hawaii.
Dan McGlaun of Indianapolis handed out eclipse glasses to all of the passengers. I had prepared a four-page flier for everyone that provided details about what the passengers should look for during the eclipse. After totality, Craig Small, a veteran of 31 solar eclipses — all seen under clear skies, amazingly — broke out his personal lucky charm: a large blue, white and red nylon eclipse flag, which was paraded up and down the aisle of the plane.
Tuesday's event was the 11th total solar eclipse that I've witnessed, and it extended my time "basking in the shadow of the moon" to 27 minutes and 5 seconds. This one was special, and it's most gratifying to know that I was able to make this all happen.
Editor's note: If you safely captured an amazing photo of Tuesday's total solar eclipse and would like to share it with us and our news partners for a story or gallery, send images and comments to Managing Editor Tariq Malik at spacephotos@space.com. This story was updated on April 15 to cite Mike Kentrianakis of the American Astronomical Society as the source of the video at top.
Joe Rao serves as an instructor and guest lecturer at New York's Hayden Planetarium. He writes about astronomy for Natural History magazine, the Farmer's Almanac and other publications, and he is also an on-camera meteorologist for News 12 Westchester, New York. Follow us @Spacedotcom, Facebook or Google+. Originally published on Space.com.
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Home International Encyclopedias almanacs transcripts and maps Pinochet, Augusto
Pinochet, Augusto
Encyclopedia of Genocide and Crimes Against Humanity
[NOVEMBER 25, 1915–]
Chilean dictator from 1973 to 1990
Recognized as one of the most ruthless and violent strongmen in the history of Latin America, General Augusto Pinochet's name became synonymous with human rights atrocities during the last quarter of the twentieth century. During his seventeen-year military regime in Chile, his security forces were responsible for the murders of 3,197 Chilean citizens. Of those, 1,100 were "disappeared"—abused to death and buried in still-secret graves, or thrown from military helicopters into the Pacific Ocean. An estimated 30,000 Chileans survived imprisonment and severe torture by agents of Pinochet's secret police—electric shock, beatings, near-drowning, and rape in secret detention facilities. In the mid-1970s, the Pinochet regime also organized a network of secret police agencies (given the code name Operation Condor) that coordinated the repression of groups and individuals who had been identified as opponents of the military governments of the Southern Cone (Argentina, Brazil, Chile, Paraguay, and Uruguay). Condor's methods included secret surveillance, kidnapping, interrogation, torture, and terrorist attacks. International efforts to hold General Pinochet legally accountable for human rights atrocities in Chile and acts of terrorism abroad led to his arrest for crimes against humanity in London in 1998.
Officials of Scotland Yard detained Pinochet on October 16, 1998, while he was recovering from back surgery at a private London hospital. He was served with an arrest warrant filed through Interpol by Spanish judges seeking to extradite him to Madrid to stand trial for "crimes of genocide and terrorism." For more than five hundred days, Pinochet was kept under house arrest in England; legal proceedings against him became a cause célèbre around the world. His detention became a leading symbol of the globalization of justice, and elevated and transformed the principle of universal jurisdiction—the ability of the international community to pursue the prosecution of dictators, torturers, and mass murderers beyond the borders of their home nations—into a precedent for future legal efforts against perpetrators of human rights crimes.
General Augusto Pinochet took power on September 11, 1973, during a U.S.–supported bloody military coup that overthrew the democratically elected Popular Unity government of Salvador Allende. In a country that had a long tradition of civility and constitutional rule, the military takeover was brutal and violent. In the six weeks that followed the coup approximately 1,500 civilians were killed, including some 320 to 360 who were summarily executed, according to U.S. intelligence reports. More than 13,500 Chilean citizens and several thousand foreigners were detained through mass arrests and sent to detention camps. Many of those were brought to Chile's National Stadium, which was transformed from a sports arena into a center for interrogation, torture, and execution. Two U.S. citizens, Charles Horman and Frank Teruggi, were among the hundreds who were killed there.
Born on November 25, 1915, Pinochet entered the military academy in Santiago at age seventeen and rose steadily through the ranks of the Chilean army over the forty years that followed. In late August 1973, he succeeded General Carlos Prats as Commander-in-Chief of the Army. In the months leading up to the coup Prats opposed the overthrow of the elected government; his forced resignation and his replacement by Pinochet enabled coup-plotting to accelerate.
As head of the powerful Chilean army, Pinochet outmaneuvered other commanders of the Chilean Armed Forces who had expected to govern Chile after the coup by way of a rotating leadership within the military junta. In June 1974 Pinochet pressured the other members of the junta to name him "Supreme Chief of the Nation." On December 18, 1974, he decreed himself "President of the Republic"—a title he kept until early 1990, when he was forced to yield power to a new civilian government.
During his seventeen-year rule Chile became a pariah state, internationally condemned for ongoing, systematic violations of human rights. Pinochet played a leadership role in initiating and overseeing many of these atrocities. One month after the coup, he authorized a death squad, led by his close associate General Sergio Arellano, to "expedite justice" in relation to civic leaders of the former Allende government—police chiefs, mayors, local union officials—who had been arrested in the northern provinces after the coup. Using a Puma helicopter, a five-member military team led by General Arellano flew to various northern cities and, at each stop, selected prisoners and shot or bayoneted them in the middle of the night. Over a period of four days, sixty-eight civilians were killed, having committed no crime other than serving in local community leadership roles under the elected Allende government. This series of atrocities became known as "the Caravan of Death."
Members of the caravan team were subsequently integrated into a new secret police force known as the Directorate of National Intelligence (DINA). Pinochet handpicked Colonel Manuel Contreras, a close friend of his in the Chilean military with no background in intelligence, to be director of DINA. United States intelligence reports described Contreras as a "strong character, with intense loyalty to President Pinochet. . . . [H]e will advance only with the personal support of President Pinochet" (Kornbluh, 2003, pp. 160–161). Between 1974 and 1977 DINA expanded into a massive, institutionalized force of repression in Chile, terrorizing Chilean society at every level. DINA agents conducted clandestine raids and arrests; it forced prisoners through a network of clandestine interrogation centers to extract information from them. Many DINA prisoners were tortured to death and then "disappeared." The U.S. military reported from Santiago that DINA was "becoming a modern day Gestapo" (Kornbluh, 2003, p. 160). One informant announced to U.S. officials, "There are three sources of power in Chile: Pinochet, God, and DINA" (Kornbluh, 2003, p. 153).
DINA served as the central pillar of Pinochet's power. It actively eliminated all leftist opposition to his regime in Chile, and Contreras assigned agents to spy on other military commanders and intimidate anyone who challenged Pinochet's authority. Through executive decrees Pinochet bestowed on DINA the authority to establish a virtual monopoly over repression in Chile. Officially, DINA fell under the jurisdiction of the military junta. In reality, Contreras reported only to—and only took orders from—General Pinochet. Contreras met with Pinochet every morning, at 7:30 AM, to brief him on DINA operations. United States intelligence agents reported: "The President issues instructions on DINA; is aware of its activities; and, in fact, heads it" (Kornbluh, 2003, p. 166).
Pinochet's secret police not only carried out vicious acts of repression at home, but also sought to dispose of opponents of his regime abroad. In September 1974 DINA agents, using a car bomb, assassinated General Prats (Pinochet's predecessor as Commander-in-Chief of the army) who was living in exile in Buenos Aires, Argentina. The bomb also killed Prats's wife. A year later, DINA agents orchestrated the shooting of a leader of the Chilean Christian Democratic Party and his wife in Rome, Italy. In November 1975 Colonel Contreras decided to coordinate efforts with the military regimes of other Southern Cone countries to track down and eliminate dissidents in exile; he invited intelligence officials from Argentina, Paraguay, Uruguay, and Bolivia to come to Santiago and establish what he called an "Interpol against subversion in Latin America." This network of military intelligence services (the aforementioned Operation Condor) carried out violent, clandestine acts of terror in the region and throughout the world for more than five years.
Operation Condor quickly became the most sinister state-sponsored terrorist network in the Western Hemisphere, if not the world. In coordination with neighboring military governments, the Pinochet regime implemented surveillance, kidnappings, brutal interrogations, and the secret detention of political opponents in the Southern Cone, Europe, and even the United States. United States intelligence agencies eventually learned that "a third and reportedly very secret phase of 'Operation Condor' involves the formation of special teams from member countries who are to carry out operations to include assassinations" (Kornbluh, 2003, p. 324). In September 1976, with the assistance of Paraguay, agents of DINA traveled to the United States to undertake what has become the best known Condor plot: the car-bombing assassination of Pinochet's leading critic-in-exile, former Chilean Ambassador Orlando Letelier. That September 21, 1976, car bombing in downtown Washington, D.C., also took the life of Letelier's colleague, 25-year-old Ronni Karpen Moffitt, and was considered at the time to be the most egregious act of international terrorism to ever have taken place in the U.S. capital. Within a week of the assassination, the FBI reported that it had probably been the work of Operation Condor.
In the spring of 1978, when the U.S. Justice Department presented the Chilean military government with clear evidence of DINA's role in the car bombing, General Pinochet personally took the lead in covering up the crime and obstructing U.S. efforts to bring those guilty to justice. The CIA learned that Pinochet was pursuing a multifaceted plan to derail the investigation, which included protecting DINA director Manuel Contreras from prosecution; stalling on U.S. requests for evidence; tampering with witnesses—Pinochet ordered one member of the assassination team who wanted to turn himself over to the FBI to "stay at his post"; and intervening with the Chilean Supreme Court to assure that neither Contreras nor his subordinates would be extradited to Washington. Pinochet, the CIA reported, "has manipulated the Supreme Court judges and now is satisfied that the court will reject extradition of any Chileans indicted" (Kornbluh, 2003, p. 401).
Up to the point of the Letelier-Moffitt assassination, General Pinochet had enjoyed positive relations with the United States. In a private meeting in June 1976, Secretary of State Henry Kissinger said to Pinochet: "[I]n the United States, as you know, we are sympathetic with what you are trying to do here. . . . We want to help, not undermine, you" (Kornbluh, 2003, p. 201). After the assassination, however, President Jimmy Carter held Pinochet at arms length and openly pressed the regime to improve its human rights record. Initially, the Reagan administration supported General Pinochet as a forceful anticommunist ally and a kindred spirit in the furtherance of free-market economic policies. But by the mid-1980s, when the Chilean economy suffered a severe recession and the left wing of that nation began to reemerge as a significant political force despite continuing repression, the United States moved to support what the State Department called a "real and orderly transition to democracy."
In an effort to extend his dictatorship through to the end of the twentieth century, Pinochet called a plebiscite for October 1988. If a majority of Chileans voted "No" (to Pinochet), new elections would be held in 1989 and the military would turn over power to a civilian president. Although Pinochet expected to win, he developed a contingency plan that would go into effect if it appeared that he was losing. "Close supporters of President Pinochet are said to have contingency plans to derail the plebiscite by encouraging and staging acts of violence," one top-secret U.S. intelligence report stated (Kornbluh, 2003, p. 424). Pinochet would then institute a state of emergency and declare the election "invalid." When his own commanders failed to implement that plan on the day of the plebiscite, Pinochet attempted to get the rest of the junta to authorize the use of the armed forces to seize the capital and nullify the election. The junta refused. The campaign of "No" won.
General Pinochet turned over the presidency to a civilian leader, Patricio Aylwin, on March 11, 1990. Yet, he retained his powerful position as commander of the Chilean armed forces, a post from which he commanded the new civilian government not to pursue any prosecution of the human rights crimes that had been committed under his regime. "The day they touch one of my men the state of law ends," he warned (Constable and Valenzuela, 1991, p. 317). When Pinochet finally stepped down from the military command, in March 1998, he assumed the title of Senador Vitalica (Senator for Life), providing himself with additional legal immunity from prosecution inside Chile.
Early judicial cases filed against Pinochet by the families of his victims failed to overcome the legal obstacles his regime had imposed on the Chilean court system. Internationally, however, other avenues were being explored. In 1996, in Madrid, Joan Garcés, a Spanish lawyer and former aide to Salvador Allende, filed a criminal case with a special branch of the Spanish judiciary called the Audiencia Nacional, which accepted the principle of universal jurisdiction for offenses such as genocide, terrorism, and other crimes against humanity. For two years, however, Spanish authorities had no way of physically securing the target of their investigation. After Pinochet traveled to London on September 21, 1998, however, Garcés arranged for Judge Baltazar Garzón to send a detention request to Scotland Yard, under the European Anti-Terrorism Convention. A British magistrate signed an arrest warrant for Pinochet on October 16; late that evening, Scotland Yard detectives secured his room at the private London clinic where he was recuperating from back surgery, disarmed his bodyguards, and served him with a "priority red warrant" for crimes against humanity.
[THE CORRUPT DICTATOR]
For much of his career General Pinochet maintained the image of the incorruptible, if ruthlessly violent, Prussian-style officer. But in July 2004, a financial scandal shattered his carefully honed image as an austere, modest, professional soldier—a reputation that had distinguished Pinochet's career from other Latin American strongmen who were known as much for their greed as their repression.
A U.S. Senate Committee, investigating money laundering and foreign corruption at the Washington D.C.-based Riggs National Bank, uncovered detailed documentation on secret bank accounts Pinochet maintained outside of Chile after he was forced from power in 1990. The Senate investigation revealed that Riggs had opened multiple accounts for Pinochet and "deliberately assisted him in the concealment and movement of his funds while he was under investigation [in London] and the subject of a worldwide court order freezing his assets."
Pinochet's Chilean tax returns record an official income of $90,000 a year. But between 1994 and 2002, he deposited up to $8 million into three personal and three shell corporation accounts created by Riggs officials to hide his wealth. During his long detention under house arrest in London, he drew on these funds even as Spanish authorities seeking his extradition obtained a court order that his assets be frozen. After his return to Chile, Riggs officials arranged for $1.9 million in cashiers checks to be secretly couriered from the United States. At the same time as the Chilean courts declared him mentally incompetent to stand trial on human rights crimes, Pinochet was repeatedly conferring with Riggs officials on the surrepticious transfer of his monies, and personally cashing some thirty-eight checks—each one for the sum of $50,000—at different banks in Santiago.
Revelations of Pinochet's unexplained and hidden wealth, known in Chile as the "Pinocheques" scandal, cost Pinochet his legacy even among those who had benefited from his regime. His supporters in the military, the rightwing media, and Chilean economic elite, all who had backed the general against accusations of murder, disappearances, torture and terrorism, now abandoned him. The Chilean government initiated no less than three official criminal investigations—to identify the source of Pinochet's illicit funds, as well as to determine whether he was guilty of tax evasion.
The saga of Pinochet's arrest in London lasted sixteen months and caught the attention of the world community. His case was unprecedented: a former head of state detained outside his homeland for extradition to a third country. Already a recognized symbol of human rights atrocities, Pinochet became the leading symbol of the globalization of justice for perpetrators of such crimes. His arrest fostered hopes for many of his victims and their families that they might finally face him in a court of law. And the international effort to bring him to justice paved a legal path for similar prosecutions against other former dictators and military commanders accused of human rights crimes.
Pinochet lost all legal battles in Britain to prevent his extradition to Madrid. But behind-the-scenes political lobbying by the Chilean government, which found itself under intense pressure from the military to obtain Pinochet's release, and the resistance of José Aznar, the conservative Spanish prime minister who opposed Judge Garzón's effort to prosecute Pinochet in Madrid, appeared to convince British authorities to let Pinochet go. On March 2, 2000, British Home Secretary Jack Straw ruled that Pinochet had suffered a stroke that had resulted in mild dementia and therefore would be released on humanitarian grounds.
Pinochet returned to Chile the next day, believing himself to be finally free of legal threats. Within three days of his return, however, Chilean Judge Juan Guzman filed a legal request to have Pinochet's immunity lifted so that he could be prosecuted for disappearances associated with the Caravan of Death atrocities. On May 23, 2000, Chile's Court of Appeals surprised Chileans and the international community by voting to strip Pinochet of his immunity; the Chilean Supreme Court upheld that decision on June 5. In December, Judge Guzman indicted Pinochet as the "intellectual author" of the Caravan of Death; and in early 2001, for the first time, Pinochet was actually interrogated about his knowledge of and role in those crimes.
But, just as the British had released Pinochet on health grounds, eventually the Chilean courts yielded to the arguments of Pinochet's lawyers that he was "mentally unfit due to dementia" and therefore unable to stand trial for the murders and disappearances in the Caravan case. Pinochet then issued a statement that he was retiring from political life. "I have a clean conscience," he said. "The work of my government will be judged by history" (Kornbluh, 2003, p. 482).
At age eighty-eight, Pinochet did not retire quietly. In November 2003 he gave an interview to the Spanish language television network Telemundo, in which he described himself "as a good angel" who should be thanked for his contributions to Chile. Citing Pinochet's lucidity during the interview, Judge Guzman again petitioned the courts to strip Pinochet of his immunity—this time to prosecute him for murders relating to Operation Condor. On May 28, 2004, a Chilean court ruled that Pinochet could indeed stand trial for these crimes against humanity. While it remained likely that Pinochet would still escape justice through a decision of the Chilean Supreme Court to block his prosecution, the Condor case assured that he would not evade the verdict of history.
SEE ALSO Amnesty; Chile; Crimes Against Humanity; Disappearances; Immunity; Universal Jurisdiction
Burbach, Roger (2004). The Pinochet Affair. London: ZED Books.
Constable, Pamela, and Arturo Valenzuela (1991). A Nation of Enemies: Chile under Pinochet. New York: W. W. Norton.
Dinges, John (2004). The Condor Years. New York: The New Press.
Ensalaco, Mark (2000). Chile under Pinochet: Recovering the Truth. Philadelphia: University of Pennsylvania Press.
Kornbluh, Peter (2003). The Pinochet File: A Declassified Dossier on Atrocity and Accountability. New York: The New Press
O'Shaughnessy, Hugh (2000). Pinochet: The Politics of Torture. New York: New York University Press.
Peter Kornbluh
"Pinochet, Augusto." Encyclopedia of Genocide and Crimes Against Humanity. . Encyclopedia.com. 17 Jul. 2019 <https://www.encyclopedia.com>.
"Pinochet, Augusto." Encyclopedia of Genocide and Crimes Against Humanity. . Encyclopedia.com. (July 17, 2019). https://www.encyclopedia.com/international/encyclopedias-almanacs-transcripts-and-maps/pinochet-augusto
"Pinochet, Augusto." Encyclopedia of Genocide and Crimes Against Humanity. . Retrieved July 17, 2019 from Encyclopedia.com: https://www.encyclopedia.com/international/encyclopedias-almanacs-transcripts-and-maps/pinochet-augusto


A natural gas leak on Fredericton's north side late Friday morning forced up to 50 people from their homes and businesses and prompted the closure of at least one street, snarling traffic.
A two-inch pipeline on Hillcourt Drive was damaged during water and sewer construction work in the area, Enbridge Gas New Brunswick spokeswoman Sara Gourley told CBC News.
Crews responded shortly before noon and managed to squeeze off the flow of natural gas by 12:25 p.m., she said.
"There will be an investigation and to respect that process, it wouldn't be appropriate to comment any further at this time."
The leak comes on the heels of a series of gas explosions north of Boston Thursday that killed a teenager, injured at least 10 people and ignited fires in at least 39 homes.
In Fredericton, homes and businesses within 100 to 150 metres of the damaged pipe were evacuated as a precaution, affecting 40 to 50 people, said city spokesman Wayne Knorr, based on a conversation with fire platoon Cpt. Larry Seymour.
Fire and police crews responded to "secure the site and provide support as needed, i.e., evacuations, etc.," Knorr said in an email.
They remained on scene for about an hour, he said. Paramedics also responded.
It was a contractor digging in the area, said Knorr. "A utility locate had been done," he added.
Only one Enbridge customer had their natural gas service disconnected, said Gourley.
Traffic on Hillcourt Drive and Main Street was delayed for less than 45 minutes, she said.
Work is underway to repair the damaged line.


I arrived in Northern Ireland mid day on Thursday and headed straight for the shed to finish building the Supertwin in readiness for Cookstown the following day.
I only had a few jobs to do but each took 3 times longer than they should.
This was the first time I saw the freshly painted fairings, and it was worth the wait as they looked class.
I fitted the front sub frame,no problems with airport security this trip, and then set about fitting the tank.
Sadly a clip had broken off the petrol pipe attached to the tank so it was a quick trip to TAS again who as always were only too happy to help,thanks guys.
With the tank fitted it was onto the fairings. All was going well until we tried fitting the belly pan. Luckily Steve and Adrian were on hand to assist and between them they ground bits off, made brackets and got it fitted.
Once all together she looks mint as you can see.
I did manage to secure a quick test ride on a private road,which gave me a quick taste of how she felt.
I'm so pleased with how she turned out, it was worth all the work I think.
I'd hoped to have dropped the van off in the paddock Thursday evening but as everything took longer than expected to on Thursday we had to abort this plan and drive there Friday morning.
We found one of the last few spaces and set up home.
I was nervous about scruitineering as the 400 hadn't been run since Scarborough last year and the 650 had been finished just hours before.
Still both passed and so it was to practice.
I'd realised that up until now I'd had the 650 running, and I'd sat on it, but not at the same time, so really was in at the deep end.
Still all went well and the bike felt really good. My fastest lap was a 1.55, which didn't set the world alight but I was happy enough.
It was then off to race in Junior Support. I had a great dice and just lost out on the last lap.
I finished up with a best lap time of 1.53, so was heading in the right direction.
good as I remembered places I was using as reference points last year, which helped when I got back on the Supertwin as I'd been concentrating on the bike rather than the circuit.
After practice we returned home and waited with baited breath as weather reports for Saturday varied wildly.
master baker, delivered some of his wonderful lemon drizzle cake, we waited for racing to start.
The 400 was the first one out and I had a great battle with Yvonne and Darren, throughout the race.
Yvonne went flying passed on the brakes but she didn't get the bike stopped in time, so ran wide. She did this on three laps and on the last lap she got the bike stopped. Later she admitted it was the last 'do or die' type manoeuvre before she had to think of another over take.
The whole race was a dice between the three of us, at one point we were three abreast around the first corner.
It was one of those races I didn't want to end. When the chequered flag came out I finished last,but it was a truly great race. Apart from a great race I found I'd gone a second quicker than I did last year, so a good improvement and hopefully a good omen for the rest of the season.
The last race of the weekend for me was the Supertwin race.
Sadly I made a mistake with my gearing and watched as the rest of the field pulled away.
On about the third lap I had waved yellows showing, so slowed. I rounded the corner to see a policeman climbing over a wall. I wondered what could have happened to cause this, I found out soon enough.
A farmer who lives on the circuit is not a great fan of racing so does all he can to disrupt the racing.
In the past he has put diesel on the road, scattered nails on the circuit and this year rolled a bale of straw in front of racers, as well as aiming his cattle feeder to throw feed at the racers, which is what I came across. It's such a regular event that police are stationed at points around his farm to catch him in the act.
I'm not going to get on my high horse about this, but basically this guy is attempting to murder with each of his actions. Ok closing roads is an inconvenience but so is getting stuck behind tractors and having to avoid mud that farmers can't be bothered to clean up outside their gates,which by the way is against the law. Get a grip mate.
Despite this I got my lap time down to 1.52, so am pleased with my progress so far.
All in all it was a grand weekends racing and am now doing a few odd jobs in preparation for Tandragee this weekend.
Fingers crossed I will continue to improve on the 650, which I do feel quite confident on, and we all have a great, safe weekend.
So hopefully I will get an update to you as soon as I can.
Nice one Stu, every second counts.


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The Dowd Insurance Agencies Announces The Appointment Of Accounting Controller, Timothy J. Sterritt
The Dowd Agencies, a leading insurance provider serving New England for over 115 years, is pleased to welcome Timothy J. Sterritt, as accounting controller at its Holyoke office. Sterritt will play a key leadership role as a member of the senior management team, participating in and directing the agency planning process. He is responsible for planning, establishing, leading, controlling and maintaining systems and procedures to provide timely and adequate financial reporting and controls.
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"I am genuinely excited to join The Dowd Agencies, where I can leverage the insurance, financial and operational core competencies developed throughout my career in the financial industry," said Sterritt.
Sterritt, a Longmeadow, Massachusetts resident, is a Certified Public Accountant, Certified Financial Planner, and Chartered Life Underwriter; he also maintains membership in the American Institute of Chartered Property Casualty Underwriters. He comes to Dowd from Longmeadow-based Medvest LLC, where he was a financial manager for the start-up franchisor of urgent care centers throughout New England. In addition, Seterritt brings experience to Dowd from his lengthy tenure at Hartford, Connecticut-based Travelers Insurance Company.
Among Sherritt's areas of expertise are financial planning, insurance operations, auditing, planning and analysis, program management, accounts receivable, and general ledger. He holds a Bachelor of Science in Business Administration from the University of Massachusetts, Amherst.
The Dowd Insurance Agencies Announces Addition of Michael Levin as Account Executive
Wise Policies


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Home› Topics› Entertainment› Television› The Walking Dead
Fear The Walking Dead - News/Details/Rumours
NUTZZ
willowthewisp wrote: »
What channels will it be aired on, Fox like TWD?
For us UPC'ers
It's unclear at the moment who will have the rights for FTWD in Ireland. Setanta have stated that AMCtv will not be part of the Setanta offering in Ireland and is a UK only deal that applies to the BT TV service.
So unless AMC launches separately over here, it will leave the door open for the likes of RTE to snap up the rights if they chose to do so.
FOX will not be airing FTWD.
Thargor
Thats a bit ridiculous tbh, 1st pic especially.
SEASON 2 OF FEAR THE WALKING DEAD WILL CONSIST OF 15 EPISODES
The first season of Fear The Walking Dead, AMC's upcoming spin-off of The Walking Dead, hasn't even premiered yet but an extended second season is already in the cards. During the Television Critics Association Press Tour, it was announced that the second season of Fear The Walking Dead will consist of fifteen episodes, which is quite a bump up compared to the six which will make up its first season.
We already know that the first season of Fear The Walking Dead will take place in between the time of Rick's coma in The Walking Dead, but showrunner Dave Erickson said that there will still be some time to burn before we reach the point when Rick Grimes wakes up:
"By the end of Season 1 we know the world has changed and it is the end of the world as we know but it not yet at the point where Rick woke up in Georgia, we come to realize the world has changed but our characters are still insulated from all of what has happened, part of what they will see in Season 2 will be that."
Fear The Walking Dead will premiere on August 23, 2015 with an extended 90 minute episode while the sixth season of The Walking Dead is set to debut on October 11, 2015
Kleine Hundin
Oh I just found out that Hulu will be streaming it which is handy as I already have a subscription to Hulu. I'm going to start my countdown.
Fear The Walking Dead is a stupid title for a spin off series, dont know why it took so long for that to occur to me...
Thargor wrote: »
A little explanation on it;
After AMC confirmed that the series would be called Fear the Walking Dead, critics and fans alike instantly ripped the title. Erickson and Alpert noted it was a long process to solidify the title that was what the original script was called. We wanted The Walking Dead in the title and we wanted to avoid: The Walking Dead: Los Angeles. So we put something in the beginning," Erickson said, noting that the show has become more known as Fear in the months since the series pickup (and subsequent 15-episode second season) was announced. The showrunner also previewed that Ruben has a line of dialogue that incorporates "fear in the coolest way." "There was practical reason to do it but it speaks to what the characters are going to go through and where the show is going to go to a certain degree."
DrPhilG
Provided we get someone in Ireland to show the damn thing!
A behind the scenes look;
Okay review from the AV Club who I find I usually agree with:
http://www.avclub.com/review/amcs-promising-fear-walking-dead-goes-back-beginni-223892
FreudianSlippers
I think AV Club does excellent reviews, but the "grade" always ends up being higher than I would have expected reading the review. Harsh but fair critique of the episodes, but I would have expected a B- at best based on the review.
They do appreciate the pacing of Fear which is good - they criticise TWD for the pacing and say that so far it seems they have learned from the mistakes of TWD.
CramCycle
FreudianSlippers wrote: »
Is it possible though that, as with TWD, its just an explosive first episode or two and then settles back down.
Hopefully it won't be, and that its mere location on the timeline means that it has to be explosive for most of the time, at least this season.
Yes LA should be in full on swarm mode, if not they'll have really messed it up. How to do that on a budget though, hope its not all poor CGI.
By the sounds of it that's almost certainly not going to happen in the first season. There will be some zombie action immediately though.
ricero
This is just my thoughts but id be shocked if the male lead lives into the second season. I can see them trying to have a strong female lead in this series as rick is the male lead in the other walking dead show.
Sorry if I've missed it, but have the Irish viewing details been confirmed?
DrPhilG wrote: »
No, there has been no official word on Irish rights apart from Setanta confirming it won't be part of their package here.
Delta2113
I don't watch The Walking Dead season after season - have seen the odd episode and liked it.
I am considering getting in to Fear The Walking Dead from the start. Will it matter that I don't watch The Walking Dead?
Delta2113 wrote: »
It will be completely separate from The Walking Dead (and the comic) so it will make no difference if you've seen it or not!
Not overly impressed tbh.
Already dont like the main cast. I can see the couple not lasting as a couple for long. He will be too nice and willing to trust people and she will be like evil Rick
the addict son will just spend the whole series looking for heroine and the daughter will just be missing her fella until a hotter older fella comes along and then uses her and she toughens up and becomes a bad ass
Lovely Bloke
ah well, stop watching then.
naughto
omicron persei 8 wrote: »
id use here as well it would be the best 2mins of here life:D
Baldy Conscience wrote: »
just my opinion after 1 ep.
I'll watch them all and my opinion very well may change, as opinions often do.
naughto wrote: »
where do i know her from?
She's also in The 100 on the CW network.
NUTZZ wrote:
That's right!!! The grounder leader girl. Looks different without the warpaint
Cantona's Collars
The son in this was in Harry Potter as Tom Riddle,spotted him playing the same junkie character in an episode of Sense8.
His father plays Stannis Baratheon in GOT.
The first episode was better than some of the reviews online,the slow buildup and the tension of knowing shit is going to hit the fan made it very watchable and I'm looking forward to more of this.
Pain in the arse that this isn't on TV in Ireland!
I may wait for it to hit DVD or Netflix etc.
Hank Scorpio
I thought this was an excellent first episode, great acting and dialogue
jonon9
You can watch it online.


The Beer Game Copyright by Professor John Sterman, MIT October 1984 Sources:http://www. sol-ne. org/pra/tool/beer.
Graph 1:Inventory and Backlog Graph 2:Orders Graph 3:Perceived order by Customers Slide 1:Facilitator Slides Slide 2:Facilitator Slides Slide 3:Facilitator Slides Slide 4:Facilitator Slides Slide 5:Facilitator Slides Slide 6:Facilitator Slides Slide 7:Facilitator Slides Slide 8:Facilitator Slides Contact Point for loan of Beer Game Set: If you or your unit is interested in playing this game and need assistance, please contact any of the 1Y LO participants, including the webmaster: Ms Sheila Damodaran at [email protected] gov. sg. The game sets are kept at TRACOM's Resource Centre (SIRC, TRACOM).
Contact: 3594241. Why play the Beer Game? The Fifth Discipline, pg 27 [Prisoners of the System, or Prisoners of our Thinking] This game was developed by Professor John Sterman of MIT to introduce people to fundamental concepts of systems dynamics. Participants experience the pressure of playing a role in a complex system, and come to understand first hand a key principle of systems thinking that structure produces behavior. The Beer Game is a simulation exercise – like a laboratory experiment, where one is able to see: ? The consequences of your decisions play out more clearly in real organisations; In effect it presents a microcosm of how a real organization functions. ? Shift in prevailing assumption of what is required of us for creating fundamentally different organisations; from a perspective of "the system we are trying to change is out there and we (as change agents) are trying to fix it" to "we and the system are inextricably linked together". It was first developed in the 1960s at the Massachusetts Institute of Technology's Sloan School of Management. Because it is a "laboratory replica" of a real setting (rather than reality itself), we can: Isolate the disabilities, and; ? Their causes more sharply than is possible in real organisations. Often this reveals that the problems originate in basic ways of thinking and interacting, more than in peculiarities of organisations and policy. Instructions for Running The Beer Distribution Game John Sterman October 1984 This document outlines the protocol for the beer distribution game developed to introduce people to concepts of system dynamics. The game can be played by as few as four and as many as 60 people (assistance is required for larger groups).
The only prerequisite, besides basic math skills, is that none of the participants have played the game before, or else agree not to reveal the "trick" of the game. 1. State purpose of Game: a) Introduce people to the key principle "structure produces behavior" b) Experience the pressures of playing a role in a complex system 2. Provide overview of production-distribution system: a) The game is played on a board, which portrays the production and distribution of beer (show board game). [pic] b) Orders for and cases of beer are represented by chips, which are manipulated by the players.
The players at each position are completely free to make any decision that seems prudent. Their only goal is to manage their positions as best as they can to maximise profits. c) Each brewery consists of four sectors: retailer, wholesaler, distributor and factory. One person manages each sector. d) A deck of cards represents customer demand. Each week, customers demand beer from the retailer, who ships the beer requested out of inventory. The retailer in turn orders beer from the wholesaler, who ships the beer requested out of the wholesaler's inventory.
Likewise, the wholesaler orders and receives beer from the distributor, who in turn orders and receives beer from the factory. The factory produces the beer. At each stage there are shipping delays and order receiving delays. These represent the time required to receive, process, ship and deliver orders, and as well be seen play a crucial role in the dynamics. e) If your participants are not familiar with the concept of manufacturing, shipping, and distribution, consider presenting these concepts initially before proceeding. Call the participants together at one board and demonstrate each step of the way carefully.
Often it is the lack of this information that causes the initial confusion of the game. You could say something like: "The Beer Game immerses us in a type of organization that is widely prevalent in all industrial countries: a system for producing and distributing a single brand of beer. There are four main characters in the story – a retailer, a wholesaler, a distributor and the Marketing Director of a brewery … f) The players at each position are completely free to make any decision that seems prudent. All they have to do is meet customer demand and order enough from your own supplier while avoiding costly backlogs.
They should manage their positions as best as they can to maximise profits. 3. State Basic rules: a) Have each team pick a name for their brewery (e. g. the name of a real beer). Have them label their record sheets with the name of their brewery and their position, e. g. retailer, wholesaler, etc. b) Have each person ante up $1. 00, or an appropriate amount, which will go to the winning team, winner take all (optional). c) The object of the game is to minimize total costs for your team. The team with the lowest total costs wins. Costs are computed in the following way: ? The carrying costs of inventory are $. 0 per case per week ? Out-of-stock costs, or backlog costs, are $1. 00 per case per week ? The costs of each stage (retailer, wholesaler, distributor, factory) for each week, added up for the total length of the game, determine the total cost. d) No communication between sectors. Retailers should not talk to anyone else, same for wholesalers, distributors, and factories. The reason for this is that in real life there may be five factories, several dozen distributors, thousands of wholesalers, and tens of thousands of retailers, and each one cannot find out what the total activity of all the others is.
The only communication between sectors should be through the passing of orders and the receiving of beer. e) Retailers are the only ones who know what the customers actually order. They should not reveal this information to anyone else. f) All incoming orders must be filled. If your inventory is insufficient to fill incoming orders plus backlog, fill as many orders as you can and add the remaining orders to your backlog. 4. Steps of the Game. a) Issue only Table 1 and Table 2 to all the participants. b) The game Facilitator should call out the steps as the game progresses. ) The first few times when the system is still in equilibrium the facilitator should go through the steps very slowly to make sure people have the mechanics down. d) Notice that of the six steps of the game, only the fifth, placing orders, involves a decision. e) The remaining five steps only involve moving inventory of beer or order slips or recording your position, and are purely mechanical. For the first few weeks the facilitator should tell everyone to order four units to keep the system in equilibrium. 5. Initialization of the boards: ) There should be twelve pennies or chips representing twelve cases of beer in each inventory. Each chip or penny represents one case. There should be four pennies in each shipping box and production delay. b) There should be order slips with "4" written on them, face down in each incoming and outgoing order box (orders and production requests). A supply of blank order slips should be available at each sector, as well as a supply of pennies or chips. c) The deck of cards with the customer demand should not be revealed in advance.
The pattern of customer demand that is most effective for first-time players is a pattern of (…. To be revealed after the game/debrief by the Game Leader). d) Each order deck should have fifty weeks' worth of cards, and the players should be told that the game will be fifty weeks long. Typically it's only necessary to run the game thirty-five weeks or so in order to see the pattern of fluctuation, but telling the players it will be fifty weeks prevents horizon effects, where they run their inventories down because they feel the end of the game is coming. 6. Tips for Facilitators: ) It's very helpful if the game facilitator makes sure that each team stays in step so that you can quickly glance around the room and see that everyone is at the right place. Remind the participants to follow the steps in order to keep pace of the game. b) The game facilitator should write the current week on the blackboard as the steps for that week are called out. c) In about the eighth or ninth week the retailer will run out of inventory and have a backlog for the first time. People do not understand the meaning of backlogs, or the cumulative nature of the backlog.
It is necessary to stop the game at this point, ask everyone to pay attention, and explain how backlog accounting works. Explain that: The backlog represents orders you've received, but have not yet filled, and which you must fill in the future, and d) The backlog is cumulative. "Next week you have to fulfill the incoming orders that you receive, plus whatever is in your backlog, if possible. If it not possible to fulfill the incoming orders, then the amount left over is added to the existing backlog and must be filled in later weeks. " (see Table 2). ) Emphasize at this point that backlog costs twice as much as inventory. You may need to do this one or two more times, and should be careful to check and be sure that they do in fact fill their backlog. It is helpful to write the following equation on the blackboard to help with backlog accounting (see below). Orders to fill = New orders + Backlog this week + last week + … f) The game can be played in as little as one and a half hours if the facilitator maintains a very brisk pace. The debriefing usually requires at least 40 minutes and can be expanded substantially. g) Consider having 2 persons to play each role.
One person is responsible for taking the decision and advancing the chips and order slips and the other person to maintain the figures and filling up Tables 1 and 2. The pair may switch their roles mid-way during the game. 7. End of game a) Halt the game after about 36 weeks (but play the game, up to that point as if it is going on to 50 weeks, to avoid unusual end-of-game moves). b) Ask each position on each team to calculate their total cost: c) Cost = Total inventory x $0. 50 + Total Backlog x $1 and to mark the total cost on the Record Sheet for the position d) Pass out Orders graph sheets – one to each position.
Ask each position to graph their own orders, week by week. Clarify to Factory that they will graph their Production Requests. e) Pass out Effective Inventory graph sheets – one to each position. Ask each position to graph the inventory week by week, showing any backlog as negative inventory. f) Team name and position must be indicated on all sheets. Once the graph is complete, have the players connect the dots with a bold magic marker (colour coded – Retailer = black, Wholesaler = blue, Distributor = green and Factory = red – to the board) for ease of viewing by the group. ) Pass out the Customer Order graph sheets to everyone except Retailers. Ask each person to sketch what he or she thinks the customer order rate looked like over time. Ask each to indicate a simple scale or maximum value. ? Ask retailers not to discuss anything about customer orders until after the debrief of the game. h) Collect all the sheets, and send players off for a break. i) During break: ? Calculate team costs to determine the winner and compute the average team cost. ? Tape sheets together (as shown below) and hang up team graphs.
STEPS OF THE GAME (Adapted) |Step # |General instructions |Specific Instruction to players playing the roles| | | |of Factory/ Retailer | | |Receive inventory (move chips from shipping delay 2 into current |Factory advance from production delay 1 to | | |inventory) and advance the shipping (from shipping delay 1 to |production delay 2. | |shipping delay 2). | | | |Use both hands to slide the chips over from respective boxes. | | | |Caution players not to move all chips into one box]. | | | |Look at incoming orders (check the order slip placed in your |Retailer draws consumer card. Follow | | |inbox) |instructions as in adjacent set. ] | | |Fulfill orders from your stock (your current inventory only). | | | |Move chips out into shipping delay 1 of the player downstream. | | | |All incoming orders must be filled. Facilitator to re-mention | | | |this step when the team has entered week 6/8) If your inventory | | | |is insufficient to fill incoming orders plus backlog, fill as | | | |many orders as you can and add the remaining orders to your | | | |backlog (use Table 2 to work out your cumulative backlog). | | |Record your balance inventory and/or cumulative backlog (in the | | | |latter case your balance inventory would have been reduced to | | | |zero) on Table 1. | | | |Advance the rder slips that you placed in the previous week from|Factory introduces production requests from | | |your outbox into the inbox of the player upstream. |previous week into production delay 1. | | |Take decision on the orders you wish to place for the upcoming | | | |week. Place your order slips in your outbox. | | | |Record your orders on Table 1. | FOLLOW-UP TASKS AND OUTLINE FOR POST-GAME DISCUSSION (Adapted) |Step # |Tasks and outline |Group Task | | |Remind participants of the objective |Emphasize that although they played the game to minimize cost, that's | | |of the game. |not the real purpose of the game. | | | | | | |The game is designed to: | | | |give players an experience of playing a role in a system | | | |show them how "structure produces behavior" | | |Request players tabulate total current|None. | |inventory, cumulative inventory on | | | |Table 1. | | | |Accounting: |None. | | |Record penalty of $0. 50 per item in | | | |inventory (at each stage). | | | |Record penalty of $1. 0 per item | | | |ordered but not filled. | | | |Plot inventory versus time (Chart 1) |Place charts at front of classroom for everyone to see (see typical | | |and unfilled orders (on Chart 1 also) |chart below). | | |versus time for your stage and for | | | |your company overall. | | | | | | |Plot order versus time (Chart 2) for |Place charts at front of classroom for everyone to see (see typical | | |your stage and for your company |chart below). | | |overall. | | | | | | | | | | | | | | | | | | | | | | |Ask participants: |Each of the players had the best possible intentions: to serve his | | |What's going through the minds of the |customers well, to keep the product moving smoothly through the system, | | |players? |and to avoid penalties. Each participant made well-motivated, clearly | | |What problems arose during the game |defensible judgments based on reasonable guesses about what might | | |playing? |happen.
Still there was a crisis- built into the structure of the | | | |system. | | | | | | | |Most people try to explain reality by showing how one set of events | | | |cause another or, if they've studied a problem in more depth, by showing| | | |how a particular set of events are part of a longer term historical | | | |process. | | | | | | |Have the participants illustrate this for themselves by looking at their| | | |own "explanations" for events during the game. | | | | | | | |Take a particular incident in the game, for example a large surge in | | | |production requests at the factory, and ask the person responsible why | | | |they did that. | | | | | | |Their answer will invariably relate their decision to some prior | | | |decision of the person they supply or who supplies them. Then turn to | | | |that person and ask them why they did that. Continue this until people | | | |see that one can continue to relate one event to earlier events | | | |indefinitely. | | | | | | |Wholesaler/Distributor may say: "I am ordering four/fives times my usual| | | |order. Maybe the retailer is ordering so much because they can't get | | | |any of the beer from me. Either way I have to keep up. I am dismayed | | | |the brewery had just stepped up production. How could they be slow? | | | |What if I can't get any of the beer and they go to one my competitors? | | |The backlog costs due. I am afraid to tell the accountant what to | | | |expect. " | | | | | | | |Retailer may say: "I ordered more just to be safe and to keep up with | | | |the sales. I don't want to get a reputation for being out of stock of | | | |popular beers.
By the time I call my backlogged customers, I am sold | | | |out before I can sell a single new case. What is that wholesaler doing | | | |to me? Doesn't he know what a ravenous market we have down here? I | | | |think of all the lost potato chip sales" | | | | | | | |Brewery may say: "Even after Week 14 I had not caught up with the | | | |backlogs.
At Week 16 I have finally caught up but the distributors had | | | |not asked for any more beer at all? Why did the order mushroom and then| | | |die? " | | | | | | | |"The orders have finally arrived but what's wrong with the retailers? | | | |Why have they stopped ordering? " | | | | | |Briefly describe what strategy you |After a few minutes (about 10) of discussion, look at the graphs of the | | |developed during the game for making |results. Ask them, "What commonalities do you see in the graphs for the| | |ordering decisions. |different teams? " | | | | | | | |Participants should see common pattern of overshoot and oscillation. | | | |This should be most evident in the effective inventory graph. | | | | | | |Get them to really see for themselves that different people in the same | | | |structure produce qualitatively similar results. Even though they acted | | | |very differently as individuals in ordering inventory result (there was | | | |free will), still the overall patterns (qualitative pattern) of behavior| | | |are similar. | | | | | | |This is a very important point–take as long as necessary to have them | | | |see it for themselves. | | | | | | | |Obviously at the factory, the Marketing Director will be blamed for any | | | |layoffs or plant closings that come out of this crisis – just as the | | | |wholesaler blamed the retailer and the retailer blamed the wholesaler | | | |and oth wanted to blame the factory. | | | | | | | |You might reflect at this point on what happens in the real world when | | | |such performance target oscillations are generated. The typical | | | |organizational response is to find the "person responsible" (the guy | | | |placing the orders or the inventory manager) and blame him. | | | | | | |The game clearly demonstrates how inappropriate this response | | | |is–different people following different decision rules for ordering a | | | |generated oscillation. | | |Plot what you think was the customer |After having had them all see the extent to which different people | | |order over time (Chart 3) during the |produce similar results in a common structure, you then need to move on | | |game. |to what is usually the most powerful point made by the game: that | | | |internal structure not external events cause system behavior. | | | | | | |The way to make this point is to ask the following question: | | | | | | | |"All of you who were not retailers, or who otherwise have not found out | | | |what the pattern of customer orders was, what do you think the customers| | | |were doing? " | | | | | | | |Most people usually believe that customer demand was fluctuating because| | | |they believe that the system fluctuations must have been externally | | | |driven. Most draw a curve which rises and falls, just as their orders | | | |rose and fell. | | | | | | |Get each of them (other than retailers) to see that they assumed | | | |fluctuating customer orders. | | |Retailer in your team to plot actual |Draw in each order rate graph the actual customer ordering pattern. The| | |customer order on the same chart. |small step from 4 to 8 orders should make a strong visual impression in | | | |contrast to the order rate fluctuations which often have amplitude of | | | |20- to 40-orders per week.
Moreover, the sustained oscillations | | | |generated by the system contrast sharply to the absolutely flat customer| | | |order rate after the step at week 5. | | | | | | | |The Retailer may respond with: "The demand never mushroomed. And it | | | |never died out. We still sell eight cases of beer – week after week. | | | |But you didn't send us the beer we wanted. So we had to keep ordering, | | | |just to make sure we had enough to keep up with our customers". | | | | | | | | | | | | | | |This simple exercise of getting them to see how, contrary to their | | | |expectations, the internal system structure is completely capable of | | | |generating fluctuating behavior is the most profound lesson they can | | |Are the oscillations due to external |learn from the game. | | |or internal reasons? | | | |It is important that they see this for themselves, as a demonstration or| | | |an experimental result, which they did, not as an idea of which you're | | | |trying to convince them. In fact, the game is an experiment in very true| | | |sense. The result of oscillating behavior was not predetermined. | | | | | | | |The assumption that the system's problems are caused by the customer | | | |stems from our deeply felt need to find someone or something to blame | | | |where there are problems. | | | | | | |Initially after the game is over, many believe that the culprits are the| | | |players in the other positions. This belief is shattered by seeing that| | | |the same problems arise in all plays of the game, regardless of who is | | | |manning the different positio ns. Many then direct their search for a | | | |scapegoat toward the consumer. | | | | | | |But when their guesses are compared with the flat customer orders, this | | | |theory is shot down too. This has a devastating effect on some players. | | |In the last 20 years, the beer game |If literally thousands of players all generate the same qualitative | | |has been played thousands of times in |behaviour pattern the causes of the behaviour must lie beyond the | | |classes and management training |individuals. The causes of the behaviour must lie in the structure of | | |seminars. It has been played on five |the game itself. | |continents, among people of all ages, | | | |nationalities, cultural origins and |When placed in the same system, people however different, tend to | | |vastly varied business backgrounds. |produce similar results. | | |Some had never heard of a production/ | | | |distribution system before; others had|In system dynamics we take an alternative viewpoint—that the internal | | |spent a good portion of their lives |structure of a system is more important than external events in | | |working in such businesses. |generating qualitative patterns of behavior. | | | |A system causes its own behaviour. In the game.
The structure that | | |Yet every time the game is played the |caused wild swings involved the multi-stage supply chain and the delays | | |same crises ensue. First there is |intervening between different stages (refer Tools on ST), the limited | | |growing demand that can't be met. |information available (refer Tools on TL) at each stage in the system, | | |Orders build throughout the system. |and the goals, costs, perceptions and fears (refer Tools on MM) that | | |Inventories are depleted. Backlogs |influenced individuals' orders for beer. | | |grow. Then the beers arrive enmasse | | | |while incoming orders decline. |These an be illustrated by this diagram: | | | | | | |By the end of the experiment, almost | | | |all players are sitting with large |Events | | |inventories they cannot unload –e. g. |(e. g. inventory backlogs and surges) | | |it is not unusual to find brewery and | | | |distribution inventory levels in the | | | |hundreds over hanging orders from | | | |wholesalers for 8-12 cases per week. Patterns | | | |(Panic behaviours / oscillations) | | | | | | | | | | | | | | | |Structure | | | |(only form of communication is through order slips, the use performance | | | |measures by inventory and order sizes and the effect of delays – from | | | |upstream) | | | | | | | |But also remember the nature of structure in a human system is subtle | | | |because we are a part of it and this means we often have the power to | | | |alter structures, which we are operating. | | | | | | | |How can such controlling structures be recognised? | | | | | | | |Characteristic pattern of order buildup and decline at each position, | | | |amplified in intensity as you move upstream from retailers to breweries. | | | | | | |Each position goes through an inventory-backlog cycle: first there is | | | |insufficient inventory and then there is too much. | | | | | | | |Assumptions of an external cause (e. g. the other players or the | | |Think of examples in your |customer) are characteristics of non-systemic thinking. | |organisations where you can apply | | | |these principles. When we feel: |How would such knowledge help us to be more successful in a complex | | |Too much work? |system – redefining your scope of influence? | | |Not enough information? | | | |Too many changes? |Each player adopts the simplest ordering policy possible – simply place | | |Not able to manage changes? |new orders equal to orders he received. When this strategy is followed | | |Someone is unfair to you? unswervingly by all the players, all positions settle into stability by | | |Customers are demanding? |Week 11. The strategy may generate persistent backlogs (may not be | | | |practical in real life as it invites competitors to enter the market) | | | |but it eliminates the buildup and collapse in ordering and the | | | |associated wild-swings in inventories. In 75% of teams that play the | | | |game, the "no strategy" position have a lower total cost. | | |Most players see their job as "managing their position" in isolation | | | |from the rest of the system. What is required is to see how their | | | |position interacts with the larger system – your influence is broader | | | |than simply of your own position. | | | |You pay close attention to own inventory, costs, backlog, orders, etc. | | | |(events).
You respond to new orders by shipping out beer. What this | | | |view misses, is the ways that your order influences your supplier's | | | |behaviour. Which in turn might influence yet another supplier's | | | |behaviour. For example, if they place a large number of orders, they | | | |can wipe out their supplier's inventory, thereby causing their | | | |supplier's delivery delay to increase.
If they then respond by placing | | | |still more orders, they create a "vicious cycle" that increases problems| | | |throughout the system (see below). Players that share the systems | | | |viewpoint tends to win – in order for you to succeed others must succeed| | | |as well. | | | | | | | |Causal Diagram of effect of systemic structure downstream & delays | | | |upstream | | | | | | | | | | |(see overleaf) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |What do you believe to be the causes |This is a good point to introduce learning disabilities and our ways of | | |of these problems? thinking in an organization: | | | | | | | |Fixation on events – Each player focuses on events giving very little | | | |power to alter the course of events at a structural or strategic levels. | | | |I am my position – because they "became their positions", people do not | | | |see how their own actions affect the other positions. | | |The enemy is out there – The game reveals the problems originate in | | | |basic ways of our thinking and interacting, more than in peculiarities | | | |of organisations and policy. Often when problems arise, people quickly | | | |blame each other – "the enemy" becomes the players at the other | | | |positions, or even the organization structure and polices and/or | | | |customers. | | |The illusion of taking charge – when they get "proactive" and place more| | | |orders, they make matters worse. | | | |The parable of the boiled frog – because their overordering builds up | | | |gradually, they don't realise the direness of their situation until its | | | |too late. | | | |Delusion of learning from experience – by and large they don't learn | | | |from their experiences because the most important consequences of their | | |actions occur elsewhere in the system, eventually coming back to create | | | |the very problems they blame on others. | | | |The Myth of the Management Team – the teams running the different | | | |positions become consumed with blaming the other players for their | | | |problems, precluding any opportunity to learn from each others' | | | |experience. | | |What could we do to potentially change|Analysis using Levels of Perspective tool: | | |the behaviour observed in the game? Espoused Vision: Everybody working as a team | | | |Vision-in-Use: I am my position | | |Check-up the Vision-Deployment Matrix. |Systemic Structure-in-use: No communications, minimising losses for | | | |one's position and overanticipating the orders | | | |Patterns-in-use: Are not able to meet orders in time and having to deal | | | |with delayed productions and over-doers in the long-run. | | | |Events: Is constantly reacting leading to frustrations and burnouts in | | | |the long-run. | | |Desired Systemic Structure: First, wait patiently for the beer that you | | | |have ordered but because of the delay, it has not yet arrived. Second, | | | |don't panic. It takes discipline to contain the overwhelming urge to | | | |order more when backlogs are building and your customers are screaming. | | | |Without the discipline, you and everyone will suffer. Third, assume a | | | |"No strategy" approach can actually work. | | |Shift in prevailing assumption of what is required of us for creating | | | |fundamentally different organisations; from: | | | |Firstly, a perspective of "the system we are trying to change is out | | | |there and we (as change agents) are trying to fix it" to "we and the | | | |system are inextricably linked together". | | | |Secondly, a perspective of serving the team rather than the "individual"| | | |is who counts here; watch out for Number One! | SUPPLIES CHECKLIST PER TEAM: |3 TEAMS |4 TEAMS |5 TEAMS |6 TEAMS | |Game Board |3 |4 |5 |6 | |Single Chips |600 |840 |960 |1200 | |Ten Chips |90 |120 |150 |150 | |Customer Deck (1) |3 |4 |5 |6 | |Order Slips (200) |600 |800 |1000 |1200 | |Graphs (4) |12 |16 |20 |25 | |Record Sheets (4) |12 |16 |20 |25 | |Pencils (4) |12 |16 |20 |25 | |Calculators (4) |12 |16 |20 |24 | |PER SESSION: |Masking Tape | |Four-color markers per team | |Magic Markers | |Debriefing Book | |Flip Charts | |Either white board to hold charts for each organization or space on a blank wall | |Previous game graphs | |Table set ups | [B]- Items are not available with the game set. Please provide required sets. [I]- Items are not available with the game set. Please make required number of copies. MOCK GAME BOARD [pic] Table 1: Cost of Inventory and Backlog Team Name: _______________________ Circle your position:WholesalerRetailerDistributorFactory Wk | | |INV 1 = | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | |This week's order from customer: _____ |This week's order from customer: _____ | |last week's backlog: + _____ |last week's backlog: + _____ | |total orders to ship: = _____ |total orders to ship: = _____ | |this week's shipments: – _____ |this week's shipments: – _____ | |this week's backlog: = _____ |this week's backlog: = _____ | Graph 1: My Inventory (including Backlog) Team Name: _______________________ [pic] Graph 2: My Orders Team Name: _______________________ [pic] Graph 3: My perception of orders by customer Team Name: _______________________ [pic] The Beer Distribution Game An Annotated Bibliography Covering its History and Use in Education and Research Prepared by John D. Sterman Sloan School of Management Massachusetts Institute of Technology Cambridge, MA 02139 (617) 253-1951 (voice); (617) 253-6466 (fax); [email protected] edu (email) April 1992; revised July 1992 The Beer Distribution Game dates to the earliest days of system dynamics.
The game has been used for three decades as an introduction to systems thinking, dynamics, cumputer simulation, and management. It has been played by thousands of people, all over the world, from high-school students to CEOs of major corporations. The references below provide useful information for those who want to follow up the experience of the game. These works describe the history of the game, the equations for simulating the game on a computer, the success of organizational change efforts based on the original model embodied in the game, the psychological processes people use when playing, and even how these processes can produce chaos. * ? Forrester, J. W. (1958) Industrial Dynamics: A Major Breakthrough for Decision Makers.
Harvard Business Review, 36(4), July/August, 37-66. The first asrticle in the field of system dynamics. Presents the production-distribution system as an example of dymanic analysis of a business problem. Reprinted in Roberts (1978). ? Forrester, J. W. (1961) Industrial Dynamics. Cambridge, MA: MIT Press. Contains a description of an early version of the Beer Distribution Game ? MacNeil-Lehrer Report, (1989) Risky Business – Business Cycles, Video, Public Broadcasting System, aired 23 October 1989. Videotape showing students in John Sterman's Systems Dymanics course at MIT playing and discussing the Beer Game. Relates the game to boom and bust cycles in the real world.
Excellent in debriefing the game, and helpful to those seeking to learn how to run the game. Copies available from System Dynamics Group, E60-383, MIT, Cambridge MA 02139. ? Mosekilde, E. , E. R. Larsen & J. D. Sterman (1991). Coping with complexity: Deterministic Choas in human decision making bahavior. In J. L. Casti & A. Karlqvist (Eds. ), Beyond Belief: Randomness, Prediction, and Explanation in Science, 199-229. Boston:CRC Press Shows how simple and reasonable decision rules for playing the Beer Game may produce strange nonlinear phenomena, including deterministic chaos. ? Radzicki, M. (1991). Computer-based beer game boards. Worcester Polytechnic Institute, Dept. f Soc Sci and Policy Studies, Worcester, Ma 01609-2280 Beer game boards in PICT format for Macintosh computers available on disk for $5. 00; all proceeds go to the System Dynamics Society. ? Thomsen, J. S. , E. Mosekilde, & J. D. Sterman (1992). Hyperchaotic Phenomena in Dynamic Decision Making. Systems Analysis and Modelling Simulation, forthcoming. Extends earlier papers by Moskilde, Sterman, et al. to examine hyperchaotic modes in which the behavior of the beer distribution system may switch chaotically among several different chaotic attractors (for afficionados, "hyperchaos" exists when a dynamical system contains multiple positive Lyapunov exponents). ? Roberts, E. B. , ed. (1978) Managerial Applications of System Dynamics.
Cambridge, MA: Productivity Press. Excellent anthology of early-applied system dynamics work in organizations, including analysis of efforts to implement the results of the model which led to the Beer Game. ? Senge, P. (1990) The Fifth Discipline. New York: Doubleday. Excellent non-technical discussion of the Beer Game, and systems thinking principles generally. ? Sterman, J. D. (1984). Instructions for Running the Beer Distribution Game. D-3679, System Dynamics Group, MIT, E60-383, Cambridge, MA 02139. Explains how to run and debrief the Beer Game, including layout of boards, set up, play, and discussion. Incorporates debriefing notes by Peter Senge.
Beer Game. (2016, Nov 06). Retrieved April 20, 2019, from https://phdessay.com/beer-game/.


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text:
Jiří Rosický (ur. 11 listopada 1977 w Pradze) – czeski piłkarz występujący na pozycji pomocnika. Jest bratem Tomáša Rosickiego i byłym zawodnikiem Sparty Praga, Atlético Madryt, Bregenz, Baumit Jablonec i Bohemians 1905.

Przypisy

Linki zewnętrzne
 Profil na PlayerHistory.com

Czescy piłkarze
Piłkarze Sparty Praga
Piłkarze Atlético Madryt
Piłkarze SC Bregenz
Piłkarze FK Jablonec
Piłkarze Bohemians 1905
Urodzeni w 1977
Ludzie urodzeni w Pradze

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