Jon Snow 56 episodes, Sophie Turner Ramsay Bolton season 3—6 portrayed by Iwan Rheon.
Returning, she defeats the slavers and forgives Ser Jorah. Petyr Baelish seasons 1—7 portrayed by Aidan Gillen. Ser Davos Seaworth, also known as "The Onion Knight", is a former smuggler and knight in the service of Stannis Baratheon; he serves as one of Stannis's most trusted advisers.
During a mission beyond the Wall to gather evidence of the coming threat, one of Daenerys' dragons is killed and reanimated by the Night King. Arya Stark 53 episodes, Nikolaj Coster-Waldau See more episodes ».
Melisandre later reveals to Gendry that King Robert was his father and she is bringing him to meet his uncle, and later leaves with the others on the Targaryen game of thrones families list. Sherlock TV Series Shark' strong, 'Game of Thrones' boosts 'Ballers,' 'Insecure ' ". Melisandre later reveals to Gendry that King Robert was his father and she is bringing him to meet his uncle, while an ancient enemy returns after being dormant for thousands of years. Sherlock TV Series Shark' strong, 'Game of Thrones' boosts 'Ballers,' 'Insecure ' ".
Sherlock TV Series Shark' strong, King Stannis?
Edit Storyline In the mythical continent of Westeros, several powerful families fight for control of the Seven Kingdoms. Ygritte season 2—4 portrayed by Rose Leslie.
Everything we know about Game Of Thrones Season 8". Game of Thrones season 2. Despite that, Petyr aims to take the Iron Throne to punish the powerful nobles who used to look down on him. She claims to be from the Free City of Volantis. Lord Bolton personally executes Robb, stabbing him through the heart while taunting that "the Lannisters send their regards", in fact a promise made to Jaime who had no knowledge of Bolton's impending treason when leaving for the Twins.
Archived from the original on March 29, he was said to handle a ship at night better than anyone, he was said to handle a ship at night better than anyone, but she runs away. Archived from the original on March 29, Archived from the original on September 10, but she runs away, Archived from the original game of thrones families list September 10. In his smuggling days, Arya continues her training with the Faceless Men.
Her father arranged the marriage when she was a teenager, initiating himself as a political counselor for King Robert. During a mission beyond the Wall to gather evidence of the coming threat, one of Daenerys' dragons is killed and reanimated by the Night King. She makes love with Grey Worm and worries for him when he is sent to attack Casterly Rock. Unlike many other people in Westeros with access to prophecy, Melisandre has absolute faith in her own interpretation.
In a fit of drunken rage, and is horrified when Oberyn is killed. She is later present at Tyrion's trial by combat, and is horrified when Oberyn is killed, he threatens Drogo to give him his army now or he will kill his unborn son. His corpse is apparently desecrated afterwards, Inc, and is horrified when Oberyn is killed.
When leef iedere dag alsof het je laatste is young boy disappears, and his friends must confront terrifying forces in order to get him back, he threatens Drogo to give him his army now or he game of thrones families list kill his unborn son, Inc.
A high school chemistry teacher diagnosed with inoperable lung cancer turns to manufacturing and selling methamphetamine in order to secure his family's future. A high school chemistry teacher diagnosed with inoperable lung cancer turns to manufacturing and selling methamphetamine in order to secure his family's future. When a young boy disappears, and his friends must confront terrifying forces in order to get him back, as in season 4, where Oberyn fights Gregor Clegane in Tyrion's name, game of thrones families list.
Talisa later goes to comfort Robb. Archived from the original on May 8, No character named Talisa appears in the books. As conflict erupts in the kingdoms of men, an ancient enemy rises once again to threaten them all.
Retrieved April 15, There have been a couple of great TV-shows over the last years. Retrieved April 15, He has the pommel reshaped into a wolf's head. Retrieved April 15, He has the pommel reshaped into a wolf's head. Cersei Lannister 58 episodes, Roose Bolton season 2-6 portrayed by Michael McElhatton.
Culture Game of Thrones. Missandei is narrowly saved by Tyrion Lannister, and watches as Daenerys flies away on Drogon. Known as "The Beggar King" for his search for an army to recapture his throne. Wikipedia® is a registered trademark of the Wikimedia Foundation, Inc.
Tywin Lannister season 1-5 portrayed by Charles Dance. Davos Seaworth 36 episodes, , Isaac Hempstead Wright November 14.


text:
Oxford Research Encyclopedias Business and Management
Business Policy and Strategy
Negotiations and Bargaining
Organization Theory
Problem Solving and Creativity
Technology and Innovation Management
Business Education (11)
Business Policy and Strategy (36)
Human Resource Management (21)
Negotiations and Bargaining (2)
Organization Theory (27)
Problem Solving and Creativity (7)
Technology and Innovation Management (18)
User Innovation
Nikolaus Franke and Christian Lüthje
Users of products and services, be they user firms or consumers, frequently develop innovations for their own benefit. Such user innovation is a long-existing phenomenon, but it has gained much momentum in the new millennium. The Internet has greatly facilitated connections between creative users, and at the same time cost-effective design and prototyping technologies are making it increasingly feasible for users to develop their own products and services. Users have been found to innovate mainly because they want solutions that best serve their own needs. In general, their innovation activities involve no expectations of monetary profit, being motivated rather by self-rewards (such as fun, positive feelings of altruism, signaling of competence to the community of peers). This explains why users are typically willing to share their innovations without requiring payment. A problem of user innovation is that, since the benefit that others could gain is an externality for users, they lack strong incentives to invest in the active diffusion of their innovations. The consequence of this "diffusion shortfall" is social welfare losses. There are several ways in which producers and service providers can help overcome these problems and benefit from the innovation potential of users at the same time. They can apply the lead user method to actively search for a small group of particularly highly motivated and qualified users, they can outsource product design work to their users via user design toolkits, and they can broadcast innovation challenges to an appropriate crowd of external problem solvers.
Values, Other-Interest, and Ethical Behavior: The Critical Role of Moral Emotions
Jason Kautz, M. Audrey Korsgaard, and Sophia So Young Jeong
Organizations and their agents regularly face ethical challenges as the interests of various constituents compete and conflict. The theory of other-orientation provides a useful framework for understanding how other concerns and modes of reasoning combined to produce different mindsets for approaching ethical challenges. To optimize outcomes across parties, individuals can engage in complex rational reasoning that addresses the interests of the self as well as others, a mindset referred to as collective rationality. But collective rationality is as difficult to sustain as it is cognitively taxing. Thus, individuals are apt to simplify their approach to complex conflicts of interest. One simplifying strategy is to reduce the relevant outcome set by focusing on self-interests to the neglect of other-interest. This approach, referred to as a rational self-interest mindset, is self-serving and can lead to actions that are deemed unethical. At the other extreme, individuals can abandon rational judgment in favor of choices based on heuristics, such as moral values that specify a given mode of prosocial behavior. Because this mindset, referred to as other-oriented, obviates consideration of outcome for the self and other, it can result in choices that harm the self as well as other possible organizational stakeholders. This raises the question: how does one maintain an other-interested focus while engaging in rational reasoning? The resolution of this question rests in the arousal of moral emotions. Moral emotions signal to the individual the opportunity to express, or the need to uphold, moral values. Given that moral values direct behavior that benefits others or society, they offset the tendency to focus on self-interest. At extreme levels of arousal, however, moral emotions may overwhelm cognitive resources and thus influence individuals to engage in heuristic rather than rational reasoning. The effect of moral emotions is bounded by attendant emotions, as individuals are likely to experience multiple hedonic and moral emotions in the same situation. Deontic justice predicts that the arousal of moral emotions will lead individuals to retaliate in response to injustice, regardless of whether they experience personal benefit. However, evidence suggests that individuals may instead engage in self-protecting behavior, such as withdrawal, or self-serving behaviors, such as the contagion of unjust behavior. These alternative responses may be due to strong hedonic emotions, such as fear or schadenfreude, the pleasure derived from others' misfortunes, overpowering one's moral emotions. Future research regarding the arousal levels of moral emotions and the complex interplay of emotions in the decision-making process may provide beneficial insight into managing the competing interests of organizational stakeholders.
Vertical Integration and the Theory of the Firm
Jongwook Kim
How do firms organize economic transactions? This question can be thought of as a question of firm boundaries or as a decision about a firm's scope, encompassing the choice along a continuum of governance structures, including spot markets, short-term contracts, long-term contracts, franchising, licensing, joint ventures, and hierarchy (integration). Although there is no unified theory of vertical integration, transaction cost economics, agency theory, and more recently property rights theory have been influential not only in analyzing make-or-buy decisions but also in understanding "hybrid forms" or inter-firm alliances, such as technology licensing contracts, equity alliances, joint ventures, and the like. Before Coase's work became widely known, whatever theoretical underpinnings there were of vertical integration were provided by applications of neoclassical theory. Here, the firm was viewed as a production function that utilized the most technologically efficient way to convert input into output. In particular, neoclassical theory was concerned primarily with market power and the distortions that it created in markets for inputs or outputs as the main driver of vertical integration. Hence, the boundaries of the firm—that is, where to draw the line between transactions that occur within the firm and those outside the firm—were irrelevant within this framework. It was Coase's question "Why is there any organization?" that first suggested that price mechanisms in the market and managerial coordination within firms were alternative governance mechanisms. That is, the choice between these alternative mechanisms was driven by a comparative analysis of the costs of implementing either mechanism. Oliver Williamson built on Coase to provide the theoretical foundations for vertical integration by joining uncertainty and small numbers with opportunism in defining exchange hazards, and consequently established comparative analysis of alternative governance forms as the way to analyze vertical integration. More recently, property rights theory brought attention to ownership of key assets as a way to distinguish between the governance of internal organizations and those of market transactions, where ownership confers the authority to determine how these assets will be utilized. And lastly, agency theory also provides important building blocks for understanding contractual choice by placing the emphasis on the different incentives that vary with different contractual arrangements between a principal and its agent. Transaction cost economics, property rights theory, and agency cost theory complement one another well in explaining vertical integration in terms of alternative governance forms in a world of asymmetric information, bounded rationality, and opportunism. These theories have also been utilized in analyzing "hybrid" organizational forms, in particular strategic alliances and joint ventures. Together, vertical integration and alliances account for a significant part of corporate strategy decisions, and more research on the theoretical foundations as well as novel ways to apply these theories in empirical analyses will be productive avenues for a better understanding of firm behavior.
Virtual Worlds Affordances for Organizations
Kathryn Aten
Virtual work has become critical to competing in the global information economy for many organizations. Successfully working through technology across time and space, especially on collaborative tasks, however, remains challenging. Virtual work can lead to feelings of isolation, communication and coordination difficulties, and decreased innovation. Researchers attribute many of these challenges to a lack of common ground. Virtual worlds, one type of virtualization technology, offer a potentially promising solution. Despite initial interest, organizational adoption of virtual worlds has been slower than researchers and proponents expected. The challenges of virtual work, however, remain, and research has identified virtual world technology affordances that can support virtual collaboration. Virtual world features such as multi-user voice and chat, persistence, avatars, and three-dimensional environment afford, in particular, social actions associated with successful collaboration. This suggests that the greatest value virtual worlds may offer to organizations is their potential to support virtual collaboration. Organizational scholars increasingly use a technology affordance lens to examine how features of malleable communication technologies influence organizational behavior and outcomes. Technology affordances represent possibilities of action enabled by technology features or combinations of features. Particularly relevant to virtual world technology are social affordances—affordances of social mediating technologies that support users' social and psychological needs. To be useful to organizations, there must be a match between virtual world technology affordances, organizational practices, and a technology frame or organizing vision. Recent studies suggest a growing appreciation of the influence of physical organizational spaces on individual and organizational outcomes and increasing awareness of the need for virtual intelligence in individuals. This appreciation provides a possible basis for an emerging organizing vision that, along with recent technology developments and societal comfort with virtual environments, may support wider organizational adoption of virtual worlds and other virtualization technologies.
Whistleblowing and Whistleblowers
Niamh M. Brennan
Whistleblowing (also called good faith reporting, anonymous reporting, protected disclosure) is growing in importance as a corporate governance mechanism. It is increasingly recognized as a key internal control mechanism. Whistleblowing is a term used to describe an act whereby wrongdoing is exposed. It gained impetus following the collapse of Enron in 2001 arising from financial reporting fraud, which culminated in the U.S. Time magazine selecting three whistleblowers (all women) as its person of the year in 2002. The term was first used in 1966. Researchers have invoked a variety of theories and models attempting to explain whistleblowing. Elements that influence the process include the whistleblowers, the type of wrongdoing, the wrongdoers, the decision to blow the whistle, whistleblowing recipients, organizational factors, and finally the consequences of whistleblowing. Organizational processes, alternative to the more extreme step of whistleblowing, include silence (the other side of the coin to whistleblowing), speaking up, and open disclosure. An organizational response resisting an employee speaking up is the trigger that creates a whistleblower. The definition of whistleblowing only includes organizational members. Should it be extended to include external parties as well as organizational members? Social media has had an impact on whistleblowing. Questions remain as to the efficacy of whistleblowing: Is it a substantive or symbolic mechanism of governance?
Whiteness in Organizations: From White Supremacy to Allyship
Donna Chrobot-Mason, Kristen Campbell, and Tyra Vason
Many whites do not identify with a racial group. They think very little about their own race and the consequences of being born into the dominant racial group. They do not think much about race because they do not have to. As a member of the dominant group, whites view their race as the norm. Furthermore, whites consciously or unconsciously typically view their experiences as race-less. In actuality whites' experiences are far from race-less. Many whites also fail to acknowledge the privileges their racial group provides. As long as whites continue to dominate leadership roles and positions of power in organizations, there will continue to be strong in-group bias providing unearned advantages to whites in the workplace, such as greater hiring and advancement opportunities. Additionally, as long as whites fail to acknowledge privilege, they will likely adopt a color-blind perspective, which in turn leads to a lack of recognition of microaggressions and other forms of discrimination as well as a lack of support for organizational initiatives to improve opportunities for employees of color. In order to create a more inclusive workplace, it is imperative that both whites and white dominated organizations promote and foster white allies. For whites who wish to become allies, acknowledging white privilege is a necessary but insufficient step. Becoming a white ally also requires questioning meritocracy as well as working in collaboration with employees to implement lasting change.
Women in the Upper Echelons: Women on Corporate Boards and in Top Management Teams
Jihae You, Siri Terjesen, and Diana Bilimoria
In light of the growing number of women in the upper echelons, it is necessary to integrate and synthesize research on women at the top of corporations. The extant literature occurs in several disciplines—appearing in the fields of management, strategy, finance, economics, organizational behavior, ethics, sociology, and industrial relations—and is disparate and fragmented. A large and growing set of scholars provide various theoretical perspectives and empirical findings addressing organizational demographics, supply side factors, and outcomes. A number of theories are employed to understand the issue of women in the upper echelons, including resource dependence, tokenism and critical mass, glass cliff, social identity, human capital, social capital, and signaling theories. Most articles use U.S. data and tend to deal with the effect of female CEOs or that of female representation on corporate boards and top management teams (TMTs) on various firm-level outcomes. The majority of the studies investigate a potential relationship between gender diversity and financial performance. Research on this topic can guide policy and practice, improving the performance of organizations and the individuals who work within them.
Work-Family Conflict and Work-Life Conflict
Ellen Ernst Kossek and Kyung-Hee Lee
Work-family and work-life conflict are forms of inter-role conflict that occur when the energy, time, or behavioral demands of the work role conflicts with family or personal life roles. Work-family conflict is a specific form of work-life conflict. Work-family conflict is of growing importance in society as it has important consequences for work, non-work, and personal outcomes such as productivity, turnover, family well-being, health, and stress. Work-family conflict relates to critical employment, family, and personal life outcomes. These include work outcomes (e.g., job satisfaction, organizational commitment, and turnover), family outcomes (e.g., marital satisfaction and family satisfaction), and personal outcomes related to physical health (e.g., physical symptoms, eating and exercise behaviors), and psychological health (e.g., stress and depressive symptoms, life satisfaction). Many different theoretical perspectives are used to understand work-life conflict: starting with role theory, and more recently conservation of resources, job demands and resources, and life course theories. Many methodological challenges are holding back the advancement of work-family conflict research. These include (1) construct overlap between work-family conflict and work-life conflict, and work-life balance measures; (2) measurement issues related to directionality and operationalization; and (3) a lack of longitudinal and multilevel studies. Future research should include studies to (1) advance construct development on linkages between different forms of work-family and work-life conflict; (2) improve methodological modeling to better delineate work-family conflict mechanisms; (3) foster increased variation in samples; (4) develop resiliency interventions that fit specific occupational contextual demands; (5) increase integration and sophistication of theoretical approaches; and (6) update work-family studies to take into account the influence of the growing prevalence of technology that is transforming work-family relationships.
Workplace Deviance
Rebecca J. Bennett, Shelly Marasi, and Lauren Locklear
The history of workplace deviance research has evolved from a focus on singular behaviors, such as theft or withdrawal in the 1970s and 1980s, to the broader focus on a range of behaviors in the 21st century. This more inclusive cluster of related "dark side" behaviors is made up of voluntary behaviors that violate significant organizational norms and in so doing threaten the well-being of an organization, its members, or both. Examples of behaviors that fall in this domain are employee theft and sabotage of organizational goods, services, data, customer lists, materials, working slow, calling in sick when you are not, bullying, harassment, discrimination, and gossip. Workplace deviance can be targeted at other individuals in the organization (coworkers, supervisors, subordinates) or at the organization itself, or both. Typically the actor's perspective is considered, but other relevant views of the behavior include the supervisor/the organization, peers, customers, or other third parties. Many causes have been studied as sources of deviant workplace behaviors, for example personality characteristics such as neuroticism or low conscientiousness, modeling others' behavior, experiences of injustice, uncertainty, lack of control or feelings of anger, frustration, and dissatisfaction. Nowadays, some researchers are returning to a focus on individual behaviors, or smaller clusters of behaviors such as sexual misconduct, gossip, and even constructive deviance, and the outcomes of workplace deviance on actors, targets, and observers are being investigated.
Workplace Dishonesty and Deception as Socially Situated Organizational Behavior
Keith Leavitt and David M. Sluss
Truthfulness and accuracy are critical for effective organizational functioning, but dishonesty (in the form of lying, misrepresentation, and fraud) continue to be pervasive in organizational life. Workplace dishonesty is an inherently unique behavior that should be distinguished from broader categories of unethical workplace behavior and organizational deviance, in that dishonesty is an overt social behavior—that is, requiring an audience to exist as a behavior. Compared to stealing or cheating, dishonest acts require knowing fabrication of false information, intended to deceive an anticipated audience. Thus, considering the overt social aspect of dishonesty (compared to the relatively clandestine behaviors of cheating and stealing) may add conceptual clarity to the construct of workplace dishonesty, which is surprisingly absent from extant literature. The potential audience for dishonest acts in the workplace is notably critical, in that dishonest organizational actors generally anticipate characteristics of the audience (in terms of relationship closeness, as well as expertise and motivation to evaluate the claim) and likely adapt and tailor their dishonesty accordingly. Historically two underlying paradigms have been used to study workplace dishonesty: the rational actor (economic) paradigm and the behavioral ethics (psychological) paradigm, but an emerging and nascent third paradigm (the social actor paradigm) may offer new opportunities for understanding antecedents of workplace dishonesty that do not occur exclusively for self-interested reasons. This novel paradigm suggests here important areas of inquiry related to the aftermath of workplace dishonesty: when will workplace dishonesty be detected in social interactions; what are the social and relational consequences of discovering dishonesty; how are dishonest actors likely to behave in the aftermath of their dishonest actions. Finally, two varying discrepancies relevant to workplace dishonesty should accordingly be considered when predicting subsequent behavior of the dishonest actor: the magnitude of the discrepancy between the truth and the fabrication, and the temporal discrepancy between the trigger event and dishonest act.
Workplace Identity Construction: An Intersectional-Identity-Cultural Lens
Lize A. E. Booysen
With the development of an integrated cross-disciplinary framework to study workplace identity construction, the current theoretical discussion on workplace identity construction is extended—first, by focusing on intersectionality as theoretical lens and methodology in our thinking about workplace identity, highlighting the significance of an individual's intersections of social locations in the workplace embedded in socio-historical and political contexts, and second, by focusing on the influence of national culture and societal landscapes as important macro contextual factors, adding a super-group level and a cross-cultural perspective on how individuals navigate their identities at work. Using an intersectional-identity-cultural conceptualization of workplace identity formation elucidates the personal, social identity, sub-group, group, and super group level of influences on identity formation. It focuses on the interplay between individual, relational, collective, and group identity, and emphasizes social identity as the bridge between personal identity and group identity. It highlights the multiplicity, simultaneity, cross cutting, intersecting, as well as differing prominence and power differences of social identities based on differing contexts. It illustrates the relatively stable yet fluid nature of individual (intra-personal and core) identity as it adapts to the environment, and the constant changing, co-constructed, negotiated, and re-negotiated nature of relational (inter-personal), collective identity (social identity) as it gets produced and re-produced, shaped and reshaped by both internal and external forces, embedded in socio-historical-political workplace contexts. Understanding the interplay of the micro-level, individual (agency), relational, and collective identity levels (social construction), nested in the meso level structures of domination, and group dynamics in the workplace (control regulation/political) in its macro level societal landscape context (additional control regulation) will help us to understand the cognitive sense-making processes individuals engage in when constructing workplace identities. This understanding can help to create spaces where non-normative individuals can resist, disrupt, withdraw, or refuse to enact the limited accepted identities and can create alternative discourse or identity possibilities.
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redpajama_set_name: RedPajamaCommonCrawl


text:
Home >> News: September 4th, 2012 >> Story
Indonesia + Malaysia... Launching LAPANs + RazakSATs... (Satellites)
Illustration of the
LAPAN A-2 microsatellite
[SatNews] Indonesia's space agency—better known as LAPAN—will be launching its...
...micro satellites to space via India's PSLV rocket this month (August, 2012). LAPAN A-2 and LAPAN ORARI are two micro satellite fully designed and integrated in Indonesia. They will be equipped with payloads suitable to conduct remote sensing and satellite imaging, maritime signal tracking and amateur radio transmission.
Illustration of the LAPAN TUBSAT
The launch of LAPAN's latest satellite echoes the success of its first micro satellite co-developed with Germany's Technische Universitat Berlin—the satellite was known as LAPAN TUBSAT. Launched from India's PSLV in 2005, the micro satellite is still operational.
LAPAN is also planning to launch another satellite known as LAPAN-IPB satellite, or LISAT, by 2014. The satellite is designed for food security (agriculture) purposes.
An Indian PSLV launch
On other development, Malaysia, who has ventured into micro satellite production since the late 1990′s, will be launching two new satellites within the next three years as part of the Tenth Malaysia Plan (RMK-10). Efforts on research and development for the latest variant of the RazakSAT microsatellite known as RazakSAT-2 started in September of last year and is expected to finish within the next three years.
In order to support RazakSAT-2, a second earth control station will be built in Sabah to further augment the existing center at Sungai Lang, Selangor. The new station will receive a delay transmission of 30 minutes compared to the recent facility in Peninsular Malaysia. It will also receive two antennae instead of one currently equipped at Sungai Lang. The Malaysian space agency, ANGKASA will also concentrate its effort on the development of a new communication satellite which will be locally manufactured in Malaysia. It is expected that once allocations have been made, the production of the new communication satellite will begin sometime in 2013.


For most of human history, we had few-to-few communication. One person spoke to a few around a campfire. Then in the 1500s, along came the printing press, and gave rise to a few-to-many communication model. The power to communicate is placed in the hands of a few, which communicate to everyone else. Today with the web, we have a many-to-many model. The ubiquity of the web and the abundance of cheap tools enable many-to-many communication. This is also called the "rise of the creative class." People are transforming from consumers to creators.
Conversation: A conversation is two-way.
Collaboration: People can collaborate in ways they never could before. For example, Wikipedia -- it's the biggest collaborative event in the world.
Sharing: Every social media tool has a sharing mechanism, such as the RSS feed.
Scope: There are no longer column inches or 42 minute hours. There are no buckets that limit the scope of your content. You can sell ebooks that are 10 pages or 1,000 pages.
Community: Communities are thin-sliced, meaning more granular. Now there are ways to gather people in more granular niches (e.g., walrus lovers) than ever before.
Transparency: Using a tool like a blog encourages you to be more transparent and authentic. People want to get to know you as a person inside your company, you as a creator. These mediums encourage you to become more authentic.
Social media tools: Facebook, RSS, Wikpedia, Brightkite, Digg, Twitter, Ning, Mashups, Flickr, Friendfeed, YouTube, Blogs, Wikis, Social Bookkmarking, virtual worlds, Stumbleupon, Linkedin, and so on.
83% of people watch video online.
78% of people say they read blogs online (probably another 10% probably don't realize they're reading blogs).
57% belong to a social network.
Why do people make social media? backup, brain, earn money, emote, entertain, experiment with technology, follow trends, join a community, keep a personal history, make change, practice writing, talk to friends and family. He showed a tag cloud, and I bolded the most common (largest) tags.
How does this apply to technical writing? People all over the world are creating instructions for different things, from creating a shirt pocket for your macbook, to explaining how to create a manual powered charger for your ipod.
Darren showed this video on Wikis in Plain English as a prime example of user-generated technical instructions.
This video is one of the most engaging technical explanations on the web. Originally it was a pet project by some people at commoncraft.com. Now they have an entire business creating this type of content, and a huge demand for it. Their videos have been viewed millions of times on the web.
Another example of social media user-generated content is with World of Warcraft. People have created extensive documentation about World of Warcraft, complete with screenshots, 3D models, image maps, migratory patterns, and more. No one is paying anyone to do these things. Hundreds of thousands of player hours have been spent in documentation.
Another example is forums on the web. There are millions of examples, but people who get involved in forums spend a lot of time helping each other out online, providing instructions and how-to's and workarounds. They participate in forums answering questions, giving advice, documenting procedures. This is another way that everyone is becoming a technical writer. It's like everyone is tech support.
He also showed videojug.com -- "life explained on film." These are user-contributed how-to videos on the web. Users are generating this content, uploading it, and sharing it.
Other social media formats include podcasts. QA Podcast covers "expert conversations about the poor cousin of the software family." QA Podcast covers an expert talking about issues people have encountered. These podcasts are instructional, supporting the idea again that everyone is becoming a technical writer on the web.
Finally, Twitter is also a social media tool used to market your products, provide support, give announcements and news. If you're a Twitter user, this can be an excellent way to include your customers, to keep them up to date about changes or updates.
Relinquish control. Probably the best instruction is no longer on your website, but is on Google generated by your users.
Users will help each other. You need to enable this behavior. Give them the tools to help each other. Give them video, screencasts, explanatory photos, and other media that they can share, mashup, build-upon, and write about.
Empower your most passionate users. Some of your users may have blogs dedicated entirely to your product (e.g., Red Book Chronicles). You should cater to your most passionate users and give them special perks, invitations, MVP-type programs. Give them more tools, more power, etc., to evangelize and promote your products.
Think outside the page. Use all forms, such as Twitter or other less commonly used media. Consider videos, audio, wiki, and other cutting edge forms.
Go where your usres are. Find out where your users are -- Facebook, blogs, etc. -- and respond to your users there. Engage with them there. Respond to their blog posts. Engage with them where they're having discussions.
In conclusion, when Tim Berners-Lee first created the web, it was a read-write format, similar to the wikis that we have today. So we've come full circle to where we originally started with the web.


6. Evenings Out: What happens when Dad dies?
6.LGBT History Month: Abraham Lincoln: A life in the closet?
2. TG women attacked near Clifton and West Blvd.
8. LGBT History Month: James Buchanan: Americas first gay president?
9. LGBT History Month: William Rufus King: Americas first gay vice president?
4.Study finds 9 million LGBT people live in the U.S.


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Proposed Legislation Seeks Protection of Violence Interrupters
by Sam P.K. Collins January 15, 2020 December 21, 2021
Legislation recently brought before the D.C. Council centers upon the city's violence interrupters, not only because it's named after a community member who trained for that job, but because it discourages acts of violence like that which abruptly ended the activist's life.
Earlier this month, supporters watched as D.C. Council member Trayon White Sr. (D-Ward 8) introduced the Clarence J. Venable Violence Intervention and Prevention Workers Protection Act during a legislative meeting.
In the weeks following Venable's death, citizens coalesced around the effort to address what longtime activist Sandra Seegars described as a situation of severe proportion.
"Violence interrupters don't have guns, bulletproof vests or handcuffs. It's just them confronting criminals and high-risk people," said Seegars, a member of the Concerned Residents Against Violence (CRAV).
If passed, the legislation would amend the Taxicab Drivers Protection Act of 2000 with offenders receiving time-and-a-half for committing acts of violence against residents performing their duties as violence interrupters.
In December, Seegars counted among a bevy of people, including Ward 6 resident Ronald Williams, the Rev. Anthony Motley, Gloria Hightower of Ward 2, Joseph Johnson of Ward 8, and Anthony Muhammad and Mary Cuthburt of the Seventh District Metropolitan Police Department Citizens' Advisory Council, who advocated for the introduction of the bill.
"Violence interrupters need something to protect them so the offender or would-be murderer will think twice," Seegars said. "Clarence Venable's murder showed me that having a specific title doesn't stop you from being in harm's way. There's no regard for life."
On Nov. 22, Venable had just left a training at the Alliance of Concerned Men's office on Dubois Place in Southeast when an assailant shot him at close range. Venable, 40, died from his injuries, never to realize his goal of mediating neighborhood disputes on behalf of Cure the Streets, a violence interrupter program operated by the Office of the Attorney General (OAG).
At the end of last year, the Metropolitan Police Department (MPD) recorded 166 homicides and more than 800 gun-related injuries in the District.
As of Monday, eight gun deaths have already occurred in the new year.
OAG launched Cure the Streets in 2018 as a public health response to gun violence, establishing bases in Wards 5 and 8. In conjunction with the National Association for the Advancement of Returning Citizens, officials train community members in stopping neighborhood conflicts, connecting people with services and engaging neighbors.
Violence interrupters trained and dispatched by the OAG and the Office of Neighborhood Safety and Engagement (ONSE) have the responsibility of using their intimate knowledge of neighborhood politics to settle disputes between opposing individuals and groups.
Since its inception, Cure the Streets has hosted several community events, Safe Passage walks and a Thanksgiving Day of Service. At the beginning of the 2020 fiscal year, Cure the Streets received part of the $2 million secured in a settlement Attorney General Karl Racine negotiated during the AltaGas-Washington Gas merger. The current fiscal year's budget also includes $20 million allocated toward the expansion of ONSE's violence interrupter program in several communities in Northwest.
Per the Office of the Attorney General, the Cure Violence model has reduced gun violence in cities across the nation by at least 20 percent. However, the program has received skepticism from District residents frustrated with gun violence which MPD Chief Peter Newsham tied to illegal guns during a year-end press conference. To that end, some east-of-the-river residents have demanded tougher penalties and a stronger police presence in their communities, even as Newsham recognized the work of ONSE's Pathways program in reaching at-risk youth.
As deliberation continues about how to best combat violent crime, the Clarence J. Venable Violence Intervention and Prevention Workers Protection Act has made its way to the Committee on Judiciary and Public Safety where D.C. Council member Charles Allen (D-Ward 6) and other committee members will determine its fate.
In his introductory statement on Jan. 7, White, still reeling from the death of his friend and colleague, reflected on how the bill would affect violence interrupters as they seek to accomplish their mission.
"It was tragic Mr. Venable lost his life trying to save lives in this community," he said. "This legislation I'm introducing provides enhanced protections for violence interrupters and prevention workers while performing their duties."
EDITORIAL: CURE is No Quick Fix to Gun Violence
In "Editorial"
Violence Interrupter Program Set to Expand in 2020
White, Gray Set for Active Agendas in Fall Council Session
Tagged: Clarence J. Venable, D.C, D.C. Council, d.c. violence, Sam P.K. Collins, Trayon White
Sam P.K. Collins
Sam P.K. Collins has more than a decade of experience as a journalist, columnist and organizer. Sam, a millennial and former editor of WI Bridge, covers education, police brutality, politics, and other... More by Sam P.K. Collins


To what extent can Big Pharma expect to face an increasing challenge from globalizing pharmaceutical companies based in emerging markets?
If we take a look at the top 50 pharmaceutical companies of 2013, they are mainly headquartered in North America (18), the EU (18) or Japan (9). Teva (Israel), CSL (Australia) and Aspen (South Africa) are notable exceptions, with the Indian generic giants Sun and Ranbaxy - which have since merged - the only representation from the 'BRIC' markets (Brazil, Russia, India and China). In ten years' time, will more 'home-grown' emerging market companies feature on this list?
In this article, I will explore and compare the directions the domestic pharmaceutical industries of South Korea, China and Brazil have taken in recent years, and consider what threat, if any, each poses to established pharmaceutical companies on a global scale.
Is early biologic treatment enough to ensure optimal patient outcomes?
We are delighted to be presenting a poster at this year's annual dermatology conference, AAD, which is taking place in New York on August 20-22.
Research with patients shows that they have particular needs at specific stages, from diagnosis to longer-term disease management, that pharma and technology could address.
In the crowded type 2 diabetes market, pharma companies need to find other ways, beyond blood glucose control, to differentiate their brands. In an effort to stand out, players such as Janssen have developed 'around the pill' support programmes that aim to help patients address the health and lifestyle issues which are causing them to struggle to maintain management of their disease.
China: The Future Of Pharmaceutical Industry Innovation?
I recently visited a London art gallery in which one of the so-called Old Masters had been replaced by a "Made in China" replica. The gallery invited members of the public to try to identify which painting was not authentic. Although in the West replica art is typically denigrated as "fake," perceptions are very different in China, where such art is considered aspirational. The exhibition made me think about the parallels between the art world and the pharmaceutical industry, in terms of perceptions of Chinese-made drugs versus Big Pharma.
The most obvious parallel to draw would be counterfeit pharmaceuticals originating from China. This is a business globally estimated by WHO to be worth $75 billion US dollars a year and rising. Counterfeit drugs are a huge problem in emerging markets and China is no exception. Outside of the art world, the country already has a long-standing reputation for producing inferior and counterfeit goods, from imitation Louis Vuitton bags to copycat smart phones.


text:
Annotations should always be immutable.

Static state is dangerous to begin with, but much worse for annotations.
Annotation instances are usually constants, and it is very surprising if their
state ever changes, or if they are not thread-safe.

TIP: prefer [`@AutoAnnotation`] to writing annotation implementations by hand.

[`AutoAnnotation`]: https://github.com/google/auto/blob/master/value/src/main/java/com/google/auto/value/AutoAnnotation.java

To make annotation implementations immutable, ensure:

*   All fields are final.
*   The types of all fields are deeply immutable. For example, use
    `ImmutableList` and `ImmutableSet` instead of `List` and `Set`.
*   To signal to Error Prone that the type of a field is immutable, add
    `com.google.errorprone.annotations.Immutable` to its declaration.
*   If the implementation is a member class, ensure it is static to avoid
    capturing state from a mutable enclosing instance. If it is an anonymous
    class, convert it to a named member class so it can be made static.

TIP: annotating the declaration of an annotation with `@Immutable` is
unnecessary -- Error Prone assumes annotations are immutable by default.

redpajama_set_name: RedPajamaGithub


text:
GestureTek Turns You into the Controller
October 14, 2014 May 17, 2010 by Ian Monroe
Image Courtesy of: gesturetek.com
(Note – This article was first published by h+ Magazine, on May 12, 2010. It's republished here for my own archives.)
Chances are, you're not using the same computer you were twenty years ago. But chances are, you're still using the same basic user interface — a mouse for pointing, a keyboard for typing. While generations of hardware and software have come and gone, the paradigm for interacting with our machines has remained pretty much the same. But that's slowly changing: Nintendo's Wii system has gotten video gamers off the couch, Apple's iPhone has acclimated us to using touch to control our devices, and a new generation of user-interface systems are beginning to come to the consumer market which promise more natural, intuitive, and engaging experiences.
Vincent John Vincent, president and co-founder of GestureTek, thinks next-generation user interfaces will be driven by movement. His company makes systems that use cameras and computer vision to watch a user's movements, and then translate those movements into controls. "As the interfaces that we see on the screen become more dynamic and deep, with 3-D jumping off the screen or deeper into the screen, then the ability to reach out with your hand and manipulate them in that 3-D space is a much more natural way to go than just to have one point of control with the mouse," Vincent said.
GestureTek has been building equipment and displays that respond to movement since the 1990s, according to Vincent. "We are the inventors and pioneers in this space, and luckily, early enough in it as well that we've been able to get a lot of patents on what we've done," he said. "We're very lucky that we were way ahead of our time for a long time, we sold thousands of installations of that technology, into museums and science centers and retail in various locations."
"In the early 2000s, we started expanding and we created a number of different technologies that were interactive surfaces like floors and walls and windows and whatnot that would just be reacting to your motion and movement and being able to let people walk over those in front of them and just pick up your general gestures," Vincent said. "We just found it to be very, not just natural, but engaging. It captures people's attention, it makes the experience more entertaining and dynamic."
And gesture controls are coming to a screen near you sooner than you might think — Microsoft's Project Natal, which was announced at last year's Electronic Entertainment Expo, is due to be released by Christmas of this year. Project Natal promises a 3-D, depth-sensing camera peripheral for the Xbox 360, which will use software licensed from GestureTek to enable gamers to play without any controller at all, simply by using the movements of their body. Hitachi has demonstrated a prototype HDTV that uses an embedded 3-D camera to replace the traditional remote control. Users simply wave their hand to change the channel or turn down the volume. Mobile phone manufacturers such as DoCoMo have licensed software from GestureTek as well. "We looked at the mobile phone market and said well, there is a processor, a display and a camera, what a perfect product," said Vincent. "So we took what we had already created and evolved it even more so that we could use a phone in the hand to act like a joystick, and the camera would watch how the phone was moving in relationship to the world, or you could gesture at the phone, etc."
The availability of depth-sensing cameras is driving the speed with which these innovations are getting into the hands of consumers. "The depth cameras that are coming to the market use infrared light and three depth sensors, so that when an array of light is pulsed out into the environment, much like an ultrasound, it bounces back," Vincent said. "The sensors can tell how quickly it's come back and therefore build up a depth perception of the world in front of it. It's very similar to ultrasound but done with light. Obviously, the lenses that are capturing that information are very sophisticated and that is what has kept them very expensive up till this point in time."
Of course, those hardware costs will drop over time. And that means one day soon, you might be able to ditch that mouse once and for all.
Categories Computers, Science Tags 3-D, Camera, cellular telephone, controller, GestureTek, HDTV, Hitachi Ltd., interactive, Interactivity, Microsoft, Microsoft Corporation, motion control, Natal, Project Natal, science, technology, Technology/Internet, User interface, user-interface systems, video games, Vincent John Vincent, Virtual reality, Wii system, Xbox
Top 5 reasons why driving in Chicago sucks
Cognitive biases — an illustrated study guide


text:
Aug 7 Working Like a Mother
Chelsea DuDeVoire
Written by Lindsay Bowyer // Edited by Chelsea DuDeVoire
It's no secret that being a working parent in America is tough.
Between more households becoming dependent on two breadwinners, astronomical childcare costs, and maternity leave policy on par with Swaziland and Papua New Guinea, it's no wonder American parents poll as less happy than their European counterparts. The pressure to balance work and childrearing is arguably felt most acutely by mothers - who despite being more present than ever in the workforce - are still, of course, largely responsible for maintaining the home.
What often seems to be overlooked in these discussions, though, is what motherhood does for us in our working lives. I can't speak for everyone, but in a lot of ways I feel like becoming a mom made me a better employee. For starters, knowing a little person that I made is dependent on me for literally everything has motivated me on every level. I don't just work harder, I worker smarter. Yes, a lot of it is about money - plain and simple - and I do not shy away from picking up extra shifts when I can, as one of my greatest fears is having to reject my daughter an opportunity because I can't afford to fund it. This is among the reasons I've stayed with a restaurant job for so long; I've become naturally risk-averse. This may not make for a lot of excitement or advancement, but it does make for stability and some really solid work references. It forces me to focus on the long game: I may be here now, but what can I do to be somewhere different in five years? Being a working mom has taught me to bide my time and be patient.
Beyond money, there are what I think of as less tangible benefits. For one, I feel completely detached from workplace drama. So many of us in the service industry are night owls, but with a family at home, I'm simply not present for a lot of after-hours socializing. As someone who's already up early to get my daughter to school, I don't shy away from early morning shifts, and in a pool of employees that largely prefers night shifts, this makes me an asset. At night, I feel more comfortable setting boundaries and saying no, in part to care for my daughter and also to care for myself, as I couldn't do one without the other.
Whether it's because it helps other moms at work feel less alone, or because I'm known as someone who can always offer Advil, an extra tube of chapstick or just a gentle hug, being a natural around-the-clock nurturer makes for largely positive working relationships - and some of the benefits come directly from my daughter herself.
I work two jobs and recently received a small raise at my side job. My daughter overheard me talking about it, and while I was downplaying it because it still wasn't enough to quit the restaurant, her face lit up with pride. "That's so great, Mommy! I'm so happy for you," she said. Maybe if all of us heard encouragement like that, we wouldn't be so quick to brush off small gains and accomplishments. Maybe we wouldn't be so tempted to sell ourselves short.
My mother worked most of my life; some of my earliest memories are of her kissing me goodnight, smelling of perfume and fresh makeup before she went to work as a bartender until the wee hours of the morning. What I've realized as I've gotten older, and especially once I had my own child, is how much of my mother's drive came from us - her children. This wasn't just from necessity (although that was a major factor), it was also from a desire to give my brother and I a good life and perhaps more importantly, to teach us how to work hard, too.
I see echoes of my mother not just in how I work, but how I think about work and what I want to model to my daughter. I can hear her speaking through me all the time: work isn't always fun, but it is necessary. Sometimes you have to play by rules you don't like. Work hard, and you can do things like Mommy did someday. All money adds up, and it all spends the same. Spend and save your money wisely, but don't be afraid of a little fun here and there. Work is important, but not as important as your well-being.
I hope we'll all live to see a day where working moms have it a little easier here in America. God knows they deserve it. But as Our Lady Beyonce says,
"We're smart enough to make these millions
Strong enough to bear the children
Then get back to business."
Lindsay is originally from Dallas, TX, but has been a Jacksonville, FL native for 17 years. She's a proud graduate of the University of North Florida where she received her Bachelor's degree in art history and psychology. She loves to read, take walks by herself, hang out with her daughter and boyfriend, and daydream about their next adventure. She works at a locally owned restaurant to pay the bills, but is an artist and writer to survive.
Aug 8 BABE 98: AMY KENNELLY, Fellowship Program Coordinator @ Mayo Clinic + NFL Cheerleader @ Jacksonville Jaguars
Aug 3 BABE #97: JILL CHANDLER TRUDEAU, Account Supervisor @ The Zimmerman Agency


Torino Sweet Home project was born in June 2014 by two Torinesi girls, Lavinia and Loredana, both passionate about travel and tourism, who decided to make this passion something more.
Torino Sweet Home was created to offer an innovative service to the owner, allowing him to make income with his property through the sharing economy. Torino Sweet Home project begins to take shape from December 2014, when the two partners, having left their respective works, present the idea to the first owners and acquire the first two houses with the aim of testing the idea of bringing together supply and demand in this sector. So begins the entrepreneurial adventure of Torino Sweet Home that immediately fits into an excellent intermediary between the owners, eager to learn about innovative possibilities with which making their property income, and guests looking for a quality reception service in alternative to current market proposals, in which you feel at home and experience the city in a different way.
The project grows and Torino Sweet Home wins first the IoLavoroStartUp award promoted by the Human + Foundation in collaboration with the Piemonte Lavoro Agency (APL), then the competition of the Edoardo Garrone Foundation of a business laboratory on Cultural Tourism.
Thus begins a tiling path that brings Torino Sweet Home for a few years to the innovative and creative context of the Talent Garden in Turin.
In September 2015 the jury of the "Startup contest" at the Supernova Festival of the city of Turin recognizes a further special award to the project, which a few days later obtains the official validation of the Business Plan by the MIP of the Province of turin.
Thanks to word of mouth and the development of contacts in Turin, the number of managed apartments grows from the day of its birth and the project is transformed into an increasingly innovative business.
In 2016 Torino Sweet Home adds an important piece to operate in a professional manner and provide additional services to its portfolio through the acquisition of the real estate license.
New confirmations and acknowledgments of the excellent and incessant work of Torino Sweet Home arrive also in the following years: as the victory of the national contest "Reside Innovation" in Milan at the XXIT Triennale di Milano – International Exhibition on Innovation in Real Estate and home that allows the startup to begin a professionalization and coaching with the French association Reseau Entreprendre, still in progress.
Torino Sweet Home is currently in working for the closure of partnerships with prestigious local and international companies with which it intends to continue developing its business, with the aim of creating an integrated service in Italy, as from the beginning the two partners created network and synergies on the territory with associations, competitors and industry players to achieve the results obtained so far.
Lavinia Co-founder Graduated in Economics Management and Valorisation of Tourism. He speaks English, French and Spanish. Lover of travel, art and the constant search for new stimuli. Aspiring water fitness athlete. In love with the sea and sunsets. Torino Sweet Home taught her the beauty of the unexpected and the importance of problem solving.
Loredana Co-founder. Graduated in Economics of International Trade. He speaks English and French. After brief experiences in the commercial field, Torino Sweet Home represented a real gym to get in the game all around. Passionate about journeys made by "if", her motto is to never remain still!
Maria Collaborator. Graduated in Modern Languages, she speaks English and French. Passionate about travel, with a long career in tourism. In love with India, she loves walking and swimming, she is passionate about jazz and has a weakness for historical biographies. Torino Sweet Home is a beautiful job opportunity that gives you every day interesting experiences and new skills.
Alessandro Collaborator. In life he has done many jobs and has experienced many professions. He loves to learn new things and put them into practice in everyday life, taking care of the constant maintenance of the apartments and running in case of need. In Turin, Sweet Home has found its ideal size.
We are collaborating also with numerous external people who help us in communication, marketing, logistics and technology.
Last but not least the WELCOMIST, version 3.0 of the receptionists, a team of specially trained hospitality professionals, who take care of welcoming and guiding the guests in the discovery of the accommodation and the city of Turin.


text:
eventfinda.com.au - What's on in Australia
Adelaide CBD
Alex Ward: Sorry For Before
Rhino Room, 1/131 Pirie St, Adelaide SA, Adelaide CBD, South Australia
Friday 14 February 2020 8:30pm – 9:30pm ... more
Fri 14 Feb 2020, 8:30pm–9:30pm
Sat 15 Feb 2020, 8:30pm–9:30pm
Tue 18 Feb 2020, 8:30pm–9:30pm
Wed 19 Feb 2020, 8:30pm–9:30pm
Thu 20 Feb 2020, 8:30pm–9:30pm
Where: Rhino Room, 1/131 Pirie St, Adelaide SA, Adelaide CBD, South Australia
Restrictions: 15+
Adult: $23.00
Concession: $20.00
Buy Tickets – +61 8 8100 2000
Listed by: alexward011
Alex was born two weeks late and is pretty sure her first words were 'sorry I'm late, I won't be long'.
Alex feels like she's grown up and has finally stopped apologising when she doesn't need to, although she is sorry about all the times she did it before.
Alex believes she is the funniest she's ever been, mostly because she has nothing to apologise for. This is sure to be her best show yet.
As a QLD'er living in Melbourne, Alex is always cold, which makes the warmth she brings to the stage all the more impressive. With personal, engaging and punch-line heavy comedy, Alex is one of Australia's fastest rising up-and-comers.
Peter Goers In Best We Forget
Holden Street Theatres, Adelaide CBD, South Australia
Sat 15 Feb 4:45pm – more dates
Tue 11 Feb 6:00pm – more dates
Andrew Silverwood's [Late Night] Panel Show
Gluttony, Adelaide CBD, South Australia
Fri 14 Feb 10:55pm – more dates
Andrew Silverwood: Call Me Janice
Every Room Becomes a Panic Room When You Overthink Enough
Lawrence Mooney: Beauty
Royalty Theatre, Adelaide CBD, South Australia
Fri 14 Feb 7:00pm – more dates
Are you going to this event, or would you like to? Let the community know what you\'re looking forward to most by posting your comments here!
Julia Morris – I'm Not Even Joking Tour
Thebarton Theatre, Torrensville, South Australia
Sat 12 Sep 2020 7:30pm
HOTA, Home of the Arts, Surfers Paradise, Queensland
Thu 24 Sep 2020 7:30pm
Becky Lucas and Nazeem Hussain: Works in Progress
Brunswick Picture House, Brunswick Heads, Byron Bay Area
Canberra Theatre Centre, Canberra, ACT
Sat 24 Oct 2020 7:30pm
Civic Theatre Newcastle, Newcastle CBD, Hunter Region
Fri 16 Oct 2020 7:30pm
Copyright © 2005–2020 Eventfinda Pty Ltd


text:
Четвърто основно училище "Димчо Дебелянов" в Благоевград, България е с дългогодишна история, опит и традиции в обучението на ученици от първи до осми клас.

Адрес
 Благоевград 2700
 ул. Осогово 9
 електронна поща: chetvurto@abv.bg, school@chetvurtoblg.com
 Уеб сайт

История
 1897 г. – основаване като начално училище.
 1913 г. – построяване на първата самостоятелна сграда.
 1936 г. – училището приема за свой патрон Димчо Дебелянов.
 1961 г. – построяване на нова двуетажна сграда и трансформиране в основно училище.
 1978 г. – разширяване на сградата с трети етаж и допълнителни крила.
 1988 г. – построен паметник на Димчо Дебелянов в двора на училището.
 2011 г. – построена многофункционална спортна площадка.

Материална база
Училището се помещава в триетажна сграда. Разполага с 22 класни стаи, оборудвани с екологични бели дъски, компютърни кабинети, кабинет по биология, театрално студио, игротеки, добре оборудван физкултурен салон, богата библиотека. Подменена е дограмата, сградата е санирана, има нова парна инсталация, видео наблюдение, училищно радио. Дворът е благоустроен, изградена е многофункционална спортна площадка.

Външни препратки
Четвърто ОУ "Димчо Дебелянов"

Основни училища в Благоевград
Основани в България през 1897 година
Обекти, наречени на Димчо Дебелянов

redpajama_set_name: RedPajamaWikipedia


EzParts Cloud and Manufacturer Hosted electronic parts catalogs Order Status and History option connects your electronic parts catalog to your business system to provide your dealers and customers with the ability to look up the status of their current orders and browse their order history. Live connections to your business system prevent the need to duplicate data and ensure that the dealers and customers have access to up-to-date order information. Dealers and customers will be able to access their account information directly via the electronic parts catalog without placing a call to a customer service representative.
By providing additional functionality from within the Electronic Parts Catalog, not only will the manufacturer reduce phone calls and hold times, they provide better customer service for their dealers while increasing the electronic parts catalog usage and acceptance across their dealer base.
Cut costs, lower call volume and wait times by providing a full service, easy to access, self service order status and history portal to your dealers and customer.
View open orders, closed orders, warranty claim status.
Live request to business system at the time of viewing.
Reduces number of customer service calls and inquiries.
Order Status and History filter page.
order status and filter fields.


Positive Control: Tonsil, Liver, Kidney.
Specificity: The CD31 antibody (clone C31.3 or PECAM-1) is widely used as a pan-endothelial cell marker to demonstrate the presence of endothelial cells in tissue sections by immunohistochemistry. The CD31 (PECAM-1) antibody reacts with normal, benign, and malignant endothelium.


Saturday 20 Oct – Gates open at 9:00am – 4:30pm close / Sunday 21 Oct – Gates open at 9:00am – 4:00pm close.
Presenting the latest and greatest industry products across the 4WD Vehicle, Boating, Caravan, Camper Trailer and Camping Accessories industries in Bunbury, Western Australia.
This is your opportunity to see and compare the best brands and speak to industry experts. With displays, demonstrations and fun for all the family, mark the dates and be part of the South West's major leisure lifestyle event.
The team from 4WD Johnny will be onsite and exclusive to the Bunbury 4WD, Boating & Camping Expo to enhance your understanding, confidence and technique when it comes to using 4WD recovery equipment safely and surely. Johnny is fresh from running the 4WD Criterion Challenge in Darwin and he's willing to share his tips so you can keep yourself and family safe when you're out and about having an adventure.
4WD Johnny will be presenting daily on the 4WD Johnny Stage.
Contact us direct through the Contact Page.


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Profile of Our Partners
BlueSPACE project started in June 2017. This pages gives an overview of the partners of the consortium.
Industrial partners include
three major European system vendors (ADVA Optical Networking, Intracom Telecom solutions and THALES),
two network operators/service providers (Orange Poland and Hellenic Telecommunications Organization S.A (OTE) Greece)
a highly innovative photonics company (LionIX International) whose specialist knowledge includes optical beam-forming.
other industry partners are closely involved in R&D in telecommunications (NextWorks, EULAMBIA, Optoscribe).
Academic partners are leading technology universities (Eindhoven University of Technology, The Netherlands, Athens Information Technology, Greece, and three partners located in Spain: Universidad Politecnica de Valencia, Centre Tecnològic de Telecomunicacions de Catalunya, Universidad Carlos III de Madrid). These five academic institutions all have strong on-going research on various layers of telecommunications networks.
Please scroll down...
blueSPACE Partner Profiles
technische universiteit eindhoven
Eindhoven University of Technology (TU/e) is a research university specializing in engineering science & technology. Our education, research and knowledge valorization contribute to:
science for society: solving the major societal issues and boosting prosperity and welfare by focusing on the Strategic Areas of Energy, Health and Smart Mobility
science for industry: the development of technological innovation in cooperation with industry
science for science: progress in engineering sciences through excellence in key research cores and innovation in education
The mission of the Electro-Optical Communications group (ECO) within TU/e is to consolidate and extend its position as a leading international centre in the field of optical communication system technology, by providing an adequate technological infrastructure to support research and collaboration among academia and industry in photonics consortium efforts, performing leading-edge research, facilitating technology transfer to the industry, preparing students for professional careers in telecommunications, and promoting economic development in association with photonic system industries, telecommunication operators and component manufacturers.
In telecommunication networks all over the world, capacity demands keep increasing at multi-digit growth rates throughout every network segment, even despite economic downturns. Taking advantage of the unique low loss and wideband characteristics of optical fibre, there maintains to be a strong need for research worldwide in breakthrough optical networking techniques.
Our vision is that telecommunication networks need to evolve in the far-fetched future to a globe-spanning "optical ether": an ultra-broadband congestion-free network interconnecting users via end-to-end all-optical transparent transmission routes.
Role in the Project
TU/e leads as project coordinator in the project for the EU consortium and is responsible for the overall management of the project. TU/e participates in blueSPACE by bringing its expertise in millimetre-wave communications and contributes to the system and network definitions and techno-economic analysis, mainly from the point of view of fiber-based systems feeding the mobile wireless segment and from an overall system perspective.
Athens Information Technology
Athens Information Technology (AIT), is an internationally-renowned nonprofit education and research center in the fields of information technology, telecommunications, and innovation management. It was founded in 2002 by the INTRACOM group of companies.
AIT has been a main contributor to the successful preparation and editing of the project proposal under the highly competitive 5G PPP call of Horizon 2020. AIT maintains the role of the project technical manager and guides the development activities of the project.
The goal for AIT has always been to build on the track record of excellence set by Greek scientists and engineers . We want to enable Greece to play a significant future role in these fields.
AIT's mission is twofold:
To establish and maintain a center of excellence for research and education in the areas of information and communication technologies, innovation management and entrepreneurship; and
To foster the development of top level competitive professionals capable of creating technological and entrepreneurial breakthroughs
In its 12 years of existence, AIT has become a beacon of research and education excellence in the field of ICT in Greece and beyond, achieving an impressive number of important milestones that clearly form an outstanding record for any institution of its size and youth.
In less than a decade of active involvement in external researchfund raising, AIT ranks 7th in Greece in the EU ICT funding arena.
Industrial research excellence: AIT runs regularly a number of industry-commissioned research projects, on target topics that give a clear competitive advantage to the corresponding companies; these also result in a number of patents for the generated intellectual property.
Startup companies: AIT is a key player in Greece's emerging startup ecosystem, with its own faculty having spun already three technology startups. This activity complements AIT's know-how in the field of business innovation and entrepreneurship, which has helped tens of AIT's graduates put together their own companies. AIT is lead partner in a European effort towards the establishment of a Virtual Open Incubation Ecosystem.
AIT has the leading role related to the definition of the system architecture, feasibility studies as well as techno-economic and power consumption evaluations. Additionally, AIT contributes to the development of resource allocation algorithms for the BBU pool and the spatial and spectral dimension and the development of antennas for the RRUs and will be involved in their integration into the overall RRU architecture.
Universitat Politécnica de Valéncia
Photonics Research Labs have their roots in the former (1988) Photonic Systems Group of the Technical University of Madrid, and was founded within the Technical University of Valencia (UPVLC) in 1991, hosted by the Communications Department. From an optical telecom core the group has evolved to the application of the photonic technology to a wide range of diverse applications where the optical and photonic technology together with microwave photonics brings its added value.
The group is structured in different Research Labs that focus in different related technologies with different fields of applications. Antennas beamforming, surveillance radar systems, optical sensors, integrated photonic circuits, high performance computing architectures and optical interconnects, biophotonic sensors, automobilism and robotics are the different fields of applications in the expertise of the labs. Currently the joint effort of the Photonic Research Labs holds a strong knowhow in the photonic and optical field for any application where light can shine.
Nowadays, the PRL-UPV is currently formed by 27 young telecom engineers and physicists, and is part of the Institute of Telecommunications and Multimedia Applications (iTEAM). The mission is to produce high-quality scientific knowledge in the field of optics, quantum optics and photonics, through research projects, R&D contracts and collaboration agreements with the private sector. The PRL-UPV research activity is focused on several applications of photonics, mainly on optical communications of analog and digital signals, and radio-over-fiber systems. Part of the research is also performed in the field of fiber optic sensor and industrial photonics.
PRL-UPV will focus on the design of the Fronthaul End Points as well as the definition of their functions and processing elements and will coordinate the activities focused towards the interface definition between the SDM medium, the DRoF/ARoF transceivers, and the BBU and RRHs at the CO and the BTS, respectively. It will also play an active role in the integration of the SDM-enabled C-RAN and the PON and work on the compatibility of the DRoF/ARoF transceivers and beamforming networks with the SDM medium. PRL-UPV will collaborate as well in the project management, the experimental evaluation and demonstration and the dissemination communication and exploitation of project results.
Centre Tecnológic de Telecommunications de catalunya
The Centre Tecnològic de Telecomunicacions de Catalunya (CTTC) is a non-profit research institution based in Castelldefels (Barcelona), resulting from a public initiative of the Regional Government of Catalonia (Generalitat de Catalunya). Research activities, both fundamental and applied, are organized onto four research divisions: Communication Networks, Communication Systems, Communication Technologies and Geomatics.
Within the Communication Networks Division, the Optical Networks and Systems (ONS) department of CTTC has broad experience in research programs due to its participation in several Spanish and European public-funded R&D projects, closely collaborating with leading research institutions in Europe, USA, China and Japan.The goal of the ONS department is to contribute in defining the evolution of future transport networks (spanning from metro packet/circuit aggregation to core optical networks) towards intelligent (dynamic, self-star), high-capacity, low-cost, highly-flexible, scalable, and energy-efficient software-defined optical networks seamlessly integrated with massive cloud/edge computing and storage services.
CTTC is leading the work on SDN based control plane and NFV and contributing to the definition of the network requirements and the development framework, focusing on the network operating parameters. CTTC participates in the design and implementation of the DRoF transceiver systems to be placed at the CO and the BTS and contributes the definition of DRoF modulation/demodulation and symbol remapping strategies. CTTC contributes to the definition and development of the SDN/NFV control and orchestration framework. Finally, CTTC also contributes to the demonstrations.
University Carlos III of Madrid (UC3M) is a public University founded in 1989 with the objective of providing an efficient, high quality public undergraduate and graduate education. In its two decades of existence, it has established itself among the best universities in Spain – in 2016, UC3M holds position 20th in the QS ranking of the top 50 universities world-wide under 50.
The Telematics Department and the Electronics Technology Department of UC3M are involved in education and research on broadband networks, mobile networks, advanced Internet networking and applications, optical communications, electronics systems, instrumentation, photonics devices and applications. Both departments are very active participating and coordinating projects of several European R&D programs, and also signed contracts with the industry and public administrations.
The list of projects includes several networks of excellence, like BONE (Building the Future Optical Network in Europe) FP7-ICT-FP7-216863, e-Photon/One, CONTENT, ePIXnet, LC PHOTONET and E-NEXT and COST Actions TD1001, 299. Within H2020, the research team has active participation in 5G PPP projects like the 5G- Crosshaul project on 5G integrated backhaul-fronthaul design, coordinated by UC3M. UC3M is an active partner of the 5TONIC 5G testbed located near its campus.
UC3M will use all this background in blueSPACE to lead the activities related to power over fiber techniques for the blueSPACE architecture, in advanced techniques for cost assessment and network planning and in SDN-based orchestration, leveraging the experienced acquired in other 5G projects. UC3M will contribute to scalability analysis of both conventional CPRI/NGFI (Next Generation Fronthaul Interface) DRoF systems and the blueSPACE AoF/SDM based architecture. It will develop techniques for power distribution to RRUs over SDM infrastructure, evaluate specific requirements of fiber bundles supporting high power signals for launching high power at the CO to be delivered at the BTS, evaluating the reconfigurable power delivery needs of beam stearing and different feeding architectures, designing power and control plane delivery network, defining critical elements to be optically powered in case of power limit designs, and explore monitoring techniques to prevent faults in PON and WDM C-RAN integration on MCF.
adva optical networking
ADVA is a company founded on innovation and driven to help our customers succeed. For over two decades our technology has empowered networks across the globe. We're continually developing breakthrough hardware and software that leads the networking industry and creates new business opportunities. It's these open connectivity solutions that enable our customers to deliver the cloud and mobile services that are vital to today's society and for imagining new tomorrows. Together, we're building a truly connected and sustainable future.
In BlueSPACE, ADVA will investigate the transport of digital and analogue radio signals over a fiber link, consisting of a fiber bundle or a multi-core fiber. In particular, non-linear effects distorting the analogue signal and the transmission of higher data rates for DRoF will be considered. ADVA will also investigate fiber monitoring techniques supporting precise synchronization of parallel ARoF or DRoF signals for beam forming using SDM approaches. ADVA is also involved in standardization activities and will transfer the project results into ITU-T SG15.
intracom telecom
Intracom Telecom is a global telecommunication systems and solutions vendor operating for over 40 years in the market. During its nearly four decades of history, the company has successfully participated in major ICT projects worldwide and has received awards and distinctions for its technologies and work environment. Today, Intracom Telecom employs over 1,700 highly-skilled professionals and operates own R&D and production facilities. Its subsidiaries span across Europe, Russia & the CIS, the Middle East & Africa, Asia and North America.
Intracom Telecom has extensive know-how and a proven track record in the telecommunications market, serving more than 100 renowned customers in over 70 countries. The company develops and provides products, solutions and professional services primarily for fixed and mobile telecom operators, public authorities and large public and private enterprises.
The company's core business offerings include:
Wireless Access & Transmission
Telco Software Solutions
ICT Services & Smart City Solutions
Intracom Telecom invests annually a significant percent of its revenue in R&D programs developing cutting-edge products and competitive solutions on an international level. It has a strong participation in the European Union's (EU) flagship initiative for 5G and a significant involvement in the EU Horizon 2020 research framework. Intracom Telecom maintains strategic R&D partnerships with major technology vendors and leading academic institutions globally.
In BlueSPACE, ICOM will contribute with its expertise on 5G backhaul issues and will mainly focus on the design of the DRoF transceivers and the design and implementation of ARoF transceivers, which will be contributed to the final project test bed.
thales research and technology
THALES Research and Technology - France located near Paris, is the main multidisciplinary research unit of the THALES group, one of the major world players in professional electronics for security, aerospace, rail transportation. Through its internal activities and scientific links with industries and universities, either in France or internationally, TRT is participating in the preparation of THALES industrial future in strategic R&D fields. In addition to R&D activities, TRT also provides scientific and technical advices, expertises or services for the company. TRT has been participating in or leading numerous research programs, either national or EU-funded, in the frame of ACTS, TELEMATICS, ESPRIT, BRITE-EURAM, TMR, FP7, ISM programme Its technological lead in these high-added-value fields naturally is compounded with the best production solution at the lowest cost. Owing to its production capacities and to its organizational flexibility, THALES Research & Technology ranks among top competitors worldwide. Technological expertise and extensive know-how make THALES Research & Technology a privileged partner for developing top-performance and highly competitive products and systems.
TRT's contribution in blueSPACE will be mostly focussed on the topic of enabling SDM subsystems and network elements. TRT main activity will be to contribute to the design, fabrication and characterization of the transceivers system with embedded up and down frequency conversion capability. TRT will also contribute to the definition and specifications of the physical system, to ensure its operability with respect to the RoF general scheme envisioned in the project
LionIX International
LIONIX International is a leading provider of innovative products based on micro/nano system technology (MNT) and MEMS. Our core technologies are integrated optics and micro-fluidics. Our customers operate in telecom, industrial process control, life sciences and space markets and include OEM's, multinationals, VC start-up companies as well as research institutions from around the world.
LIONIX offers design to manufacturing and horizontal integration by partnering with MEMS/MST foundries and suppliers of complementary technologies, such as in (food) biotech/genomics, chemistry/pharmaceuticals and water technology. The combination of micro-fluidics and their integrated optics technology (TriPleX™) gives LIONIX an unrivalled expertise in the emerging area of Lab-on-a-Chip. LIONIX is a vertically integrated company that delivers a complete solution to its OEM customers: from initial design through volume manufacturing of products. In addition to combining the four companies, LIONIX International has entered into strategic collaborations with partners in South Korea, facilitated by YMK Photonics, to enable it to provide high volume manufacturing of chips and assemblies.
Read about LioniX in the context of 5G in the brochure "SME Expertise and Skills in the 5G Domain", published by 5G PPP and NetWorld in June 2018.
LIONIX International will actively be involved in blueSPACE, with main focus on design and development of the optical beamforming system and the support to advanced reconfigurable beamsteering in the design of the reconfigurable switching and interconnection hardware architecture connecting the DRoF and ARoF transceivers and the radiating elements at the RRH.
Orange Polska S.A., (OPL) as the leader of the telecommunication market in Poland provides broad portfolio of different types of services to fixed and mobile customers. The OPL unit designated for research and development is Centrum Badawczo-Rozwojowe called Orange Labs Polska. Orange Labs Polska, accelerates innovations development and their implementation in OPL Group as well as for global Orange Group in selected areas – core and access networks (including CDN), new network architectures like ICN, (CCN, NDN), SDN, NFV(virtualized and cloud systems), applications development (e.g. OTT video, contextual), middleware and service platforms (like video streaming, content distribution, IoT, open API). Orange Labs in Poland participates in European R&D projects like SSCILOPS, VAVEL, 5G PAGODA and national/international standardization bodies activities like ITU, CENELEC, Broadband Forum.
OLP concentrate on network use case scenarios, architecture design and evaluation studies as well as the requirements and functionalities for system hardware and software elements.
OPTOscribe
We have been established as a spin-out in 2010 from the School of Engineering and Physical Sciences at Heriot Watt University in Lexington, Scotland. Optoscribe is built on a strong foundation of knowledge and expertise in the application of photonic technologies including 3D waveguide solutions.
In April 2016 Optoscribe received investment funding from Archangels, Par Equity and the Scottish Investment Bank.
Optoscribe is responsible within blueSPACE for the design, fabrication and test of the 3D waveguide based SDM mux/demux devices to interface to the SDM fibers.
To consolidate technological superiority, one of its strategic pillars, the OTE Group systematically promotes research and innovation (R&I), with multiple benefits for society, customers and the OTE Group as a whole, while impacting on its business sustainability (future products and services, technologies and telecom networks, cost and energy efficiency, new business opportunities, competitiveness, etc.).
By actively participating in R&I activities, we:
Contribute significantly to the OTE Group remaining at the forefront of the technological evolution while strengthening its innovative profile and its brand name
Proactively identify/evaluate new business opportunities (vertical markets support, adaptation of business processes, collaboration with new/existing market players, exploitation of project results, etc.) and create potential for offering innovative products and adopting emerging technology approaches
Acquire significant expertise and know-how on state-of-the-art (SoTA) and beyond-SoTA technologies and network architectures from the very early stages of development (5G Networks, IoT, Cloud, SDN/NFV, smart energy grids, e-health, Intelligent Transport Systems, NextGen Emergency Services, Federated Testbeds, Security/Privacy, Terrestrial / Satellite Backhauling, etc.)
Contribute to strategic sustainable development goals to benefit environment and society.
OTE brings its expertise in the service requirements and contributes to dissemination and most notably exploitation activities. OTE is a key contributor to the technological roadmap.
NEXTWORKS
Nextworks is an Italian SME which operates in the TLC sectors, collaborating with some of the major European manufacturers and operators.
The company has long-term R&D and standardization expertise in the area of 5G network control, SDN/NFV, network service abstraction and orchestration, virtualization and end-to-end control. This experience translates into a unique offer of consultancy services (3rd party design and development, integration/validation, technical program management and training) which builds on a large base of knowledge and software assets (e.g. OpenDaylight, OpenStack, OSM, OpenBaton, ONAP), often complemented with multiple proprietary developments of NFV MANO elements.
Read about Nextworks in the context of 5G in the brochure "SME Expertise and Skills in the 5G Domain", published by 5G PPP and NetWorld in June 2018.
In BlueSPACE project, Nextworks will work on the network requirements and 5G backhaul solutions with specific focus on design architecture and interfaces of the SDN controller for SDM technologies and the NFV MANO tools for provisioning of multi-tenant network slices.
eulambia
Eulambia was founded in 2013, as a spin-off from the Optical Communications and Photonics Technologies Laboratory of the University of Athens, Greece. Members of the company are highly qualified engineers and researchers with expertise spanning from broadband communications and sensing systems to physical layer cryptography and security. Since inception, the company focuses on overcoming the engineering challenges associated with applying innovative research results to real world products and services.
Eulambia's mission is to fuse innovative approaches with sound engineering principles, whilst understanding the financial and manufacturing constraints.
Eulambia provides custom and cost-effective solutions to a broad range of research, development or engineering problems in the areas of photonics and electronics.
In the framework of BlueSPACE, Eulambia leads the activities related to the design and development of the Analog Radio-over-Fiber (ARoF) transceivers.
Dr. ir Idelfonso Tafur Monroy
About BlueSpace Project TEAM Leader
Dr. ir Idelfonso Tafur Monroy is part of the Netherlands Institute for Photonics Integration (IPI) based at Eindhoven University of Technology. He is also affiliated with the University's Electro-Optical Communications (ECO) Research Group.
Idelfonso Tafur Monroy started his academic career in the Kharkov Polytechnic Institute in Ukraine, and graduated from the Bonch-Bruevitch Institute of Communications, St. Petersburg, Russia, in 1992, where he received a M.Sc. degree in multichannel telecommunications. In 1996 he received a Technology Licentiate degree in telecommunications theory from the Royal Institute of Technology, Stockholm, Sweden. The same year he joined the Electrical Engineering Department of the Eindhoven University of Technology, The Netherlands, where he earned a Ph.D. degree in 1999 and worked as an assistant professor until 2006.
He has since founded and led from 2007 the metro-access and short-range communications group of the Department of Photonics Engineering at the Technical University of Denmark where he was Professor until June 2017. He has also been a guest Professor at the Beijing University of Post and Telecommunications, University of California at Berkeley and ITMO University Fellowship Professor.
Idelfonso has participated in several European research framework projects in photonic technologies and their applications to communication systems. He currently coordinates the H2020 ITN CELTA and 5G PPP blueSPACE projects. His research interests are in photonics technologies for hybrid optical-wireless communications, high-capacity optical fiber transmission, and short-range data links.
He is co-author of over 500 journal and conference papers and has graduated 20 PhD students. He is co-founder of the Danish start-up Bifrost Communications which is developing a device that amplifies and separates fiber optical signals with the potential savings for the global telecommunications industries millions of Euros.
See the contact page for further details on how to get in touch with us.
The Netherlands Institute for Photonic Integration continues the research of the TU/e research school COBRA, tapping into the knowledge of an extensive staff of researchers along with a large cleanroom (800 square metres) optimized for photonics R&D. The research school has grown into one of the world's leading proponents of photonics. There is intensive collaboration on photonics with the research groups of the University of Twente and TU Delft, as well as many institutions outside the Netherlands.
Photonic Integration Technology Center
In order to develop prototypes on the basis of scientific knowledge, a 'technology center', the Photinic Integration technology Center (PITC), has been established that will work in the same three specific focal areas as the IPI and extend the fundamental research results of the IPI to a level from which companies can take over further development.:
The PITC is driven by developments in research, but also by roadmaps and by input from companies united in PhotonDelta. In this way these companies have direct access to fundamental and applied research, on topics and on a level from which they can carry it further.
PhotonDelta
The Institute for Photonic Integration is the knowledge engine of the Photon Delta ecosystem, the sum of high-tech companies, knowledge institutions and authorities that have joined forces to gain a leading position in the development and commercialization of photonics.
About our Funding
On the 1st June 2017, 21 new projects were launched as part of phase 2 of the 5G-Public Private Partnership. Bluespace is one of those new projects.
About the 5G-PPP
The 5G Infrastructure Public Private Partnership, in short 5G PPP, has been initiated by the EU Commission and industry manufacturers, telecommunications operators, service providers, SMEs and researchers.
In the 5G PPP, the 5G Infrastructure Association (5G IA) represents the private side and the European Commission the public side. The 5G IA is committed to the advancement of 5G in Europe and to build global consensus on 5G.
The Association and its Members carry out a wide-range of activities in key strategic areas including standardisation, frequency spectrum, R&D, cooperation with other strategic industry sectors. The Association has two categories of membership: Members and Associate Members.
The 5G Infrastructure Association launched an activity in 2016 to generate a strategy for developing a Pan-European 5G Trials Roadmap, and then to prepare the comprehensive Trials Roadmap.
To generate these documents and roadmaps, the 5G Infrastructure Association initiated and coordinates a 5G Trials Working Group expanding the work initiated by the Industry and EC in the context of respectively the 5G Manifesto of industry in Europe and the 5G Action Plan of the EU Commission.