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Technology as a Competitive Weapon
Why is it one company may pursue a technological advance and later reap rewards in the marketplace while another may pump as many resources into a similar project and never make it to the marketplace? The author of this article has studied nine companies that have R&D investments to see how those that use technology […]
Alan L. Frohman
From the Magazine (January 1982)
No one doubts anymore that to be more competitive with foreign companies U.S. manufacturers need to increase their investment in R&D. Indeed, technology can be a powerful weapon on the battlefield of economic enterprise. But increasing R&D investments alone does not ensure that companies will successfully exploit technology as a competitive weapon. In fact, some companies in fields such as optics, integrated circuits, software development, and chemistry have been leaders in technology development when their competitors had invested much more in the development of new technology.
For example, a major oil company invested roughly nine times more than a smaller competitor toward the development of a new butyl compound to be used in transportation. The giant oil company wrapped up its effort with the conclusion that the compound could not be successfully developed. Less than one year later, the smaller company introduced the compound to the market and is still reaping substantial profits from the product.
What accounts for the difference between the two companies' experiences? If it is not the amount of R&D investment alone, other factors must either inhibit or encourage the successful exploitation of technology. Given the hue and cry to harness technology more effectively for the sakes of both the national economy and individual businesses, managers should understand these other factors.
Many aspects of an organization—from technical talent to reward systems, from climate to equipment—affect the payoff a company will receive from its investments in technology. In my experience, however, companies that exploit technology well have three conditions in common:
1. Top management orientation. A majority of the top managers responsible for running the company or business have technical education and work experience in their companies. They are comfortable with and fluent in technical topics.
2. Project selection criteria. Managers allocate funds among projects that will support and maintain their technological leadership in specified areas.
3. Systems and structure. The decision-making systems and structure of the company reinforce the priority given to technological matters in two ways: (a) the company's systems provide a close connection between business and technological decision making; (b) the systems and structure for decision making on technological matters are consistent with the company's other systems.
How well a company satisfies these three conditions will determine where it falls on a continuum from those that rely heavily and effectively on technology as a competitive weapon to those that either do not rely on it or don't do it successfully. In this article, using nine companies as examples, I show how these three conditions are manifest at various points along the continuum. (See the sidebar for capsule descriptions of the nine companies.)
The Nine Companies Studied
Company 1, at the right end of the continuum, is a more than $1-billion consumer products manufacturer. It relies heavily on a wide range of technologies, including chemistry, to maintain its competitive position. Its market is homemakers, who have little appreciation for the sophisticated technology that goes into the product that is so easy to use. It is number one in sales in the industry, has an excellent technical reputation, and attracts and maintains top technical performers. A strong, central R&D organization dominates its technical development effort. Over the years it has steadily increased its investment in R&D at a rate more consistent than sales growth. A long succession of top-level officers has come from technical divisions of the company.
Company 2 is a multibillion-dollar aerospace company. It relies on technology to form a competitive edge and enjoys a strong reputation for technological advances. Based on the West Coast, it attracts top-quality scientists and engineers from all over. Its products incorporate very sophisticated technologies that the customer does appreciate. It continues to invest substantially in R&D.
Company 3 has sales of $4 billion of computers and related equipment. Like companies 1 and 2, it supports a strong R&D effort and enjoys a good technical reputation. It has not, however, exploited its technological leadership into market leadership. Recently it has begun to trim its R&D budget in reaction to sluggish sales.
Company 4 is the smallest company in the survey, with sales of $600 million. Only ten years old, it is now a market leader in its niche of computer software products, although competition is cutting its edge in the marketplace. The company hires top technical people who now dominate all its top management positions; its founder is now chairman of the board. Its investment in R&D has grown steadily, though a sales slump resulted in a cutback in R&D funds for two of the last three years.
Company 5 produces a variety of electrical devices, which are rapidly becoming quite mature technologies. Its top managers came from different disciplines. The company is noted more for its high-quality products than for its technological leadership. It is, nonetheless, a steady innovator and a firm supporter of R&D. It is the second largest company in the survey, with sales of more than $25 billion.
Company 6, like number 3, makes computers and related equipment. It has relied on a strong sales and service staff to support its market position. While management has viewed technology as important to the company's success, it has not emphasized new technology. Most top managers have excellent marketing backgrounds. It is the third largest company included in the sample.
Company 7 is a fast-growing chemicals company with sales of $3 billion. Over the last ten years it has focused its R&D efforts on short-range goals and has not added much to its technical capability. It has relied on a technically trained field staff and its R&D organization to support its technical service and sales organization.
Company 8, the largest company in the survey, produces transportation equipment. It has depended on a reliable product and a very motivated field sales organization to maintain its market position. Its R&D efforts, mostly divisionalized, are well managed but concentrate on putting out fires. A central R&D organization is struggling to forge a connection with the line organization.
Company 9, at the other end of the continuum, is a diversified $3-billion manufacturer of equipment. It relies mainly on cost competitiveness and a wide-ranging distribution network for its dominance in the marketplace. Its investments in technology have remained volatile, even though its business has grown remarkably well. Its recent top management appointments have come primarily from the financial ranks. Even though the overall technological content of its products is as great if not greater than that of company 1, it is not seen either inside or out as being as technologically innovative as that company. The product divisions control the technology and direct their attention toward solving customer problems.
To derive the companies' positions on the continuum (see Exhibit I), I asked knowledgeable business people, some of whom work for the companies and some who do not, to rate them according to the emphasis each places on technology and according to their effectiveness in using it as a competitive weapon in maintaining and developing their businesses. These ratings are not performance measures or value judgments. The numbers represent the respondents' ranking, with company 1 being rated as the most effective in using technology as a competitive weapon. That is, technology gives company 1 the greatest competitive advantage over its competition and company 9, the least. Each company is successful in its own market. Companies 1 and 9 are very respected on Wall Street and have shown strong sales and profit growth for a long time. While their strategies may be very different with respect to technology, each is effective in its particular markets and products.
Exhibit I Rating of companies in use of technology as a competitive weapon
But, if company 9 should decide to place more reliance on technology as a competitive weapon, in addition to examining the amount of resources directed toward technology, it would have to satisfy the three conditions I have listed and which I now discuss in greater detail. If it failed to meet those conditions, I predict that even with increased R&D investment that company would reap a disappointing return.
Condition 1: Technical Background of Managers
The majority of top managers in the companies that rely heavily on technology have strong technical backgrounds. Most of them have degrees in either science or engineering and a number have Ph.D.s, as well as experience in the technical organization of the company.
For example, company 2, the multimillion-dollar aerospace company, has drawn all of its top management from the ranks of its scientists and engineers. Its roster of top executives, as well as its board of directors, reads like a "Who's Who in Aerospace Science." Even its chief legal and financial officers have extensive technical backgrounds and, for the majority of their working lives, have worked in a technical organization.
In contrast, company 8, the large transportation equipment manufacturer, has drawn most of its top managers from the administrative side of the organization, usually from the financial divisions. Engineers in top management seats are in the minority and were selected because of their business experience rather than their technical backgrounds.
Industrial studies indicate that top management involvement is extremely important to the development of a successful technology strategy.1 In my sample, the companies that have managers with strong technological backgrounds put more emphasis on technology in their business decision making. The companies that place less reliance on technology find they are hampered by poor communication between technical and business managers.2 To meet this problem, the head of R&D in one company, with the help of a consultant, developed a three-day workshop to help nontechnical general managers responsible for the contribution of R&D to their bottom line learn how to participate in technological decision making. It dealt with topics on linking business and technical priorities, managing technological strategy, and planning technology.
Orientation & strategy
Over a nine-year period, one division in company 7, the fast-growing chemicals company, had three general managers. The division's market was more or less stable and the technology nearing full maturity. In the course of the nine years, however, the managers made dramatic changes in the business strategy, reflecting their orientations.
The first manager had a manufacturing background and emphasized building production facilities on a worldwide basis. He did not include his technology manager in top-level decision making. When the second general manager, who previously had been the head of the technical organization for a sister division, took over, he dramatically increased the R&D budget. He instituted technical strategic reviews to parallel the business reviews that his predecessor had started. He had built several remote technical units and spent much time in travel visiting the technical organizations underneath him. He reorganized the technical service units, which had reported to manufacturing and sales, so they would report instead to the research organization.
Several years later the second general manager was promoted and replaced by a third general manager who had been in the planning and financial organization for the previous ten years. He kept the R&D investment steady but abandoned the technical reviews his predecessor had established. He delegated to a corporate staff officer the responsibility for developing technical strategy and coordinating the R&D facilities. This third general manager carefully reviewed and pruned the proliferation of R&D projects that the second general manager had started. Finally, he again split the technical service function between the manufacturing and sales organizations.
In this company, managers first treated technology as a secondary concern, then as a primary one, then as secondary again. The company might have been successful adopting either view, but only one manager would have successfully exploited technology. This example serves as a reminder that while "structure follows strategy," strategy and structure may both follow, to some extent, the orientation of a strong leader.3 If top management is to invest more heavily in technology, it must place technology development in the hands of an administrator who is comfortable wielding it.
Pitfalls of a technically strong top management
The companies whose top managers possess a strong technical orientation have had difficulty avoiding two pitfalls. The first is emphasis on technology at the expense of other areas. The second is managers' overinvolvement in technical decisions.
For example, in company 1, the consumer products manufacturer, top management's first priority was technological innovation and the maintenance of a steady stream of new products. It did not, however, fully appreciate the financial consequences of its strategy. Because of rapid product turnover, manufacturing costs for each product never traveled down the well-known learning curve and the company never received the full benefit of its technological innovations.
Another aspect of this problem is the tendency of companies with a strong technical orientation to produce what they can make technically, which is not necessarily what customers will buy. In forming such a business strategy the companies sacrifice a healthy balance among their functions.4
Company 8, the transportation equipment producer, exemplified the second pitfall when its one top manager who had a technological orientation spent most of an afternoon designing an apparatus that was not important in a technological, aesthetic, or even functional sense. In several companies where top managers have strong technical backgrounds, the R&D managers complained that the managers spent too much time "engineering our projects"—that is, getting too involved in technical operations.
Condition 2: Criteria for the Technology Projects
Companies that exploit technology well do not just continually funnel more resources into that area; they sort out the tasks and set priorities using detailed criteria. In company 2, the aerospace manufacturer, the scientists and engineers in the technical organization allocate the available dollars to projects based on their determination of what will help the company stay abreast of the technology relevant to its business. The scientists and engineers regularly visit colleagues in their field at other companies and universities to get current information that will help them determine their annual budgets. Every two years, management reviews the budgets to ensure that dollars are well spent to maintain technological leadership.
In contrast, company 7 determines its technology budgets on a customer-by-customer basis. Its scientists and engineers spend much of their time visiting customers. While explaining proper use of the products, they discover the customers' needs. They use this feedback when they return to their laboratories.
Clearly, either strategy can be carried to an extreme. A company where scientists and engineers communicate only with other research organizations runs the risk of isolating its technical efforts from its business needs. On the other hand, a company that encourages its scientists and engineers to be market oriented runs the risk of focusing on only short-term priorities and yesterday's problems.
The criteria managers use to select projects are the central factors in determining the extent to which they actively support the development of technological leadership. In the companies surveyed, managers base decisions to start projects on five criteria: (1) supporting business goals, (2) maintaining and building technological leadership, (3) solving a customer's problem, (4) developing a window on technology, and (5) pursuing a technological advance. While the criteria overlap each other, the focus and initiating factors are different.
Support business goals
In companies where technology is exploited well, the technology unit selects projects that support business goals. For example, scientists in company 3 determined that to give a product the desirable performance characteristics for entering a new market, they needed a new chip configuration. The technology unit undertook the project and the business manager funded it.
Other criteria embodied in business plans that underlie project selection are reducing costs, developing new products, developing improved products, reducing the energy content of products, or creating process improvements to reduce dependence on scarce raw materials. Essentially, the business strategy determines these criteria with a view to maintaining a desired market position.
As the product matures, these criteria are likely to change. A product at the beginning of a life cycle is likely to require performance-improvement projects, whereas a mature product is more likely to need process-improvement and cost-reduction projects to support it.
Technological leadership
Protecting and establishing technological leadership is an important project selection criterion. For example, employees in company 1 have to work with certain lithium catalysts to ensure its products' good performance. To keep its leadership in this field, the company undertakes projects that provide a continuous stream of information and experience in the handling of lithium catalysts.
Solving a customer's problem
By solving a customer's problem, usually by providing technical service, scientists and engineers can get ideas for new or improved products or process changes, especially if the customer is technically sophisticated, like the OEM customers of computer manufacturers. (A customer is broadly defined as the user of the product or process. It could be a manufacturing organization or a person who buys the product.)
A window on technology
Ten years ago, managers at company 6, a producer of computers and related equipment, decided that it was important to know how to work with nonsilver-based emulsions. Consequently, the company undertook a small research effort involving two people to develop a limited reservoir of experience with nonsilver-based emulsions, just in case the price of silver soared. Several years ago, when the price of silver started to rise, this effort provided a base for an expanded program within the company. The early building experience allowed the company to leap ahead in the field and to successfully exploit the new technology.
Pursuing a technological advance
Some projects, such as those leading to Land's invention of instant photography and Carlson's haloid (Xerography) process, are the result of technological push. The companies on the continuum provide evidence that managers still consider pursuit of a technological advance a good criterion for allocating money. For example, company 4 estimates that at least 50% of its R&D budget goes toward maintaining and developing technological leadership in areas that may have business payoffs.
On the other hand, company 7 estimates that 70% of its R&D dollars is invested in projects aimed at solving immediate customer needs. In this case R&D provides a technical service capability. Merely increasing the size of company 7's R&D budget without applying different criteria for resource allocation probably would not make company 7 a technological leader.
Reinforcing technological leadership
Companies on the right-hand side of the continuum not only put a greater proportion of their dollars on projects to maintain and develop technological leadership than companies at the left-hand side, they also publicize their technological competence. Companies 1 through 5 make a practice of inviting esteemed professionals to company-sponsored national seminars on areas of technology in which they see themselves as leaders. On more than one occasion, the companies have presented awards to people—not all of them employees—who had made substantial technical contributions to their particular fields.
Condition 3: Systems & Structure
A company's decision-making systems and structure reinforce the technology strategy in two ways. First, they connect the technology decision-making process with business decisions. Second, the decision-making systems and structure of the technology unit are compatible with those of the rest of the organization.
Linking business to technology In organizations that are leaders in technology, the involvement of the top business and technical managers in decision making, planning systems, the timing of decisions, and structuring the company itself all strengthen the link between technology and business goals.
Top management connection In companies that exploit technology effectively, the top business managers see themselves as responsible for making and approving technology decisions. In company 3, a manufacturer of computers and related equipment, the president reviews the technical plans and budget at regular intervals and is informed of major progress or delays with respect to key technological undertakings. He prides himself on his technological expertise and is the author of several articles in respected technical journals.
In company 8, in contrast, the top business managers communicate very little with heads of the technical unit. In company 6, the two groups communicate somewhat, but the top business managers do not really get involved in making technical decisions. One member of the company's planning staff describes it this way.
"The meeting at which the technical plan and budget are reviewed is unlike the review of other groups. Rather than stating alternatives, costs, risks, and consistency with the business plan, the technical plan is a statement of past contributions and promises for the future. Our management resigns itself to a leap of faith uncharacteristic of how it manages its other vital assets."
Planning systems In the companies where technology is a high priority, the planning systems incorporate the technology plan as an integral part of the business plan. For example, in company 2, all but the most fundamental R&D investments have to appear in the business plan of the businesses to which they are directed. The business manager is responsible for developing the technology effort and effectively integrating it into his plan.
In company 3, although no formal planning system exists, who participates in the strategy development meetings is evidence that the business and technical plans mesh. Heads of the technology units as well as business and other functional heads work together in a several-day session to develop the company strategy. The business plans and strategy statements for both companies 2 and 3 include assertions regarding technological priorities and steps for carrying out those priorities.
At the other end of the continuum, the technical plan exists as a document separate from the business plan. In company 9, scientists and engineers gather the data for the formal technology plan, which the vice president of research coordinates. Senior research management reviews the results but never formally presents them to senior business management, and the business managers do not incorporate them into their planning process.
Timing When the technology plan is presented can also reflect how important it is to the business plan. In company 5, top management reviews the business plan two months before it reviews the technical plan. In company 2, management reviews the business and technology plans at the same time.
In companies where the technology plan is presented first, management is likely to use it as an important factor in screening business ideas. Where the business plan is presented first, management might screen out promising technical ideas that seem inconsistent with it.
Of course, the two plans should be in balance. In company 1, the technical plan dominates and determines what goes into the business plan, so market research, financial assessments, and other elements are responsive to the end products of the R&D function. While this system maximizes the exploitation of the R&D organization, it does not necessarily produce optimal overall results.
In the companies that place little emphasis on technology's contribution to the business, top managers often "run out of time" for reviewing the technical plan. In companies 7, 8, and 9, the technical plan is presented after the business plan. In all three companies it has become something of a joke when, time after time, top management finds that it is either too late in the day or too close to some important deadline for them to spend much time going over the technical plan. The running-out-of-time phenomenon clearly communicates to the rest of the company, especially the technical people, that management thinks little of technology's contribution to the business.
Chief technical officer The fourth way companies have to tighten the connection between business and technology is to give the chief technical officer a major role in business and technological decision making. In company 9, the chief technology officer is not a member of the president's executive staff. While he has the same rank as other members of the executive staff, he is not included in the business strategy meetings and consequently is considered to have lower status. Because his connection with the business decision-making process is remote, the function he represents is considered rather unimportant.
In company 2, on the other hand, the chief technical officer sits in on the important business and strategy meetings. Others see him as having great influence—even more than the business heads—on strategic business decisions.
Structural ties In the nine companies, the impact strategy has on the internal structure is clear. In companies that rely heavily on technology in their strategy, such as companies 1 and 2, the chief technical officers report directly to the president, connecting the central research effort to top management. In companies 8 and 9, the chief technical officers report to a level below the president.
Size alone cannot explain the difference in reporting relationships. Until recently, the management of company 7 had not given technology a high priority in its business plan. But a new president, who wanted to raise that priority, appointed a chief technology officer who reported directly to him.
Support of other systems The pay, promotion, and hiring processes are also important communicators of the priority management attaches to technology. For example, in the companies placing great emphasis on technology, recruiters go to the top technical schools and offer top salaries to attract the best talent available. These companies put a high priority on bringing in new technical blood regardless of the state of the business. The companies also operate a dual promotion ladder.
In other words, the culture of the companies at the right side of the continuum supports the priority attached to technology.
Compatibility of the system & organization
In the companies where technology is an important competitive weapon, the degree of formality, the influence of business managers over functional managers, and the decision-making systems of the technical organization are more consistent with the rest of the organization than when technology is not a competitive weapon.
Degree of formality
In company 1, business planning and decision making occur in frequent, one-on-one meetings between the president and his major officers. The chief technology officer and the president often meet in this way. In company 8, however, business unit decisions and planning are relayed through a system of paperwork. Managers take a tremendous amount of time preparing studies and reports for review in councils at the top.
Quite different from this is the planning function of company 8's technology unit. It relies on informal meetings between the chief managers and the vice president for technology. People attending the meetings take few formal notes and form the final plan by briefly summarizing the presentations.
Influence of managers
In some companies, staff managers do little more than analysis; in others, staff managers in effect make the key decisions. Companies that rely heavily on technology as a competitive weapon either focus much of the responsibility for decision making on both technical and business managers or leave a lot to staff members on both sides.
In company 2, the staff rarely carries out major activities. The business manager is responsible for all decisions, including many activities—such as economic analysis, forecasting, and manpower planning—that other organizations usually assign to staff. The business managers are even expected to handle special projects by drawing on their line people. Consistent with this approach, company 2's technology managers, not staff, conduct the special studies and analyses necessary for decision making. (Even though the technical chiefs recognize that their managers lack some of the skills and interest for carrying out these studies, they think it is prudent to spend time doing it rather than operate inconsistently with the rest of the company.)
In company 6, the staff managers are much more involved in decision making. The top business managers have large and competent staffs that not only generate important reports but also are in positions to make recommendations on or approve or veto most decisions. The staff that works for the chief technical management is equally strong and has similar responsibilities.
In company 7, the mismatch is evident: the business planning staff is strong and makes important contributions to the business, but the technical staff is weak. Rather than develop a technical staff function capable of communicating with this group or influence the business planning staff himself, the chief technical officer tried to work directly with the president of the company, but with little success. Now, because it has a new president, the company is changing and the technology planning capability of the business planning unit is becoming stronger.
Approach to decision making
Company 4 has a strong bottom-up approach to decision making: line managers make decisions, which then bubble up to the higher levels for a final decision. The technology planning occurs in the same way: the people below the technical chiefs review their own projects and make recommendations for resource allocations consistent with their goals.
In company 1, the approach is top-down: top managers of the separate businesses get very involved in all levels of decision making and set the priorities of activities below them. In the technical organizations, top managers also have great influence over what the R&D facilities undertake.
Company 8 operates its research facilities in bottom-up fashion, relying heavily on input from below for resource allocation and priority setting. This is inconsistent with the top-down fashion in which the rest of the company operates.
Obviously, different functions operate in different ways, but it is important that they link effectively with the rest of the organization. Communication between functional groups deteriorates when the systems are not consistent with each other. Where such systems are not consistent, someone who acts as an integrator can be a help.5
I am not suggesting that the technology unit should operate in the same way as the rest of the company. Business and technology units differ as to the amount of uncertainty, time delay for information, and orientation of the people that is appropriate for each. I suggest, however, that top managers carefully examine the differences to ensure that they are not hampering the exploitation of technology by the rest of the business.
The Three Conditions Working Together
As I noted earlier, company 7, the fast-growing chemicals company, is beginning to place more emphasis on technology in its business and as a result is moving toward the right-hand side of the continuum (see Exhibit II). With the appointment of a new president who puts greater emphasis on technology, in a few years one can expect to see more top managers who have technical backgrounds. Also, criteria for allocating R&D funds will reflect an emphasis on developing and protecting leadership in key areas of technology.
Exhibit II Where companies fall on the continuum vis-à-vis three conditions for companies that exploit technology well
I also expect that the systems and structure of the organization will change so that the technological systems and structure are more in line with the other processes of the organization. In company 7's case, the shift in the line in the exhibit appears to reflect a company in transition.
In the case of company 4, however, the shift across the continuum indicates instability. The orientation of top management reflects the technical strategy that accounts for the company's success. But as the company has grown, its strategy has shifted. It is now at the mid-range in its emphasis on technology in its business strategy. Because the top managers are oriented toward technology, the company is in an unstable situation. The orientation of top managers must change if the company is to continue with its new strategy most successfully. (The top managers are aware of this unstable situation and are working to change it.)
Company 1 has a stable pattern. It shows operating consistency among the three conditions that reflects the high priority it attaches to technology as a competitive weapon.
Company 9, the large equipment manufacturer, also shows a stable profile. It places little emphasis either on technology as a major element in doing business or on technical credentials in the selection of its top managers. It allocates few dollars toward projects furthering technological advances, and the technological decision making is only distantly connected with decision making in other areas of the business.
To promote stability, a company's conditions of operations must be consistent not only with the priority attached to technology in the business strategy but also with each other.
All companies should not necessarily use technology more, or more effectively, as a part of their strategy. Rather, the profiles of the nine companies I studied suggest that a company's decision to rely more heavily on technology should be coupled with a commitment to satisfy the conditions necessary to implement it. There is evidence that companies can effectively move from one point along a continuum to another, as company 7 is doing. To be sure, this will not be an easy task. But in these times of a rapidly changing environment, it is imperative that a company develop the ability to strategically manage itself along the continuum described as well as its business.
1. George Steiner, Top Management Planning (New York: Macmillan Press, 1978).
2. For an article addressing this topic see Frederick W. Gluck and Richard N. Foster, "Managing Technological Change: A Box of Cigars for Brad," HBR September–October 1975, p. 139.
3. Kenneth R. Andrews, The Concept of Corporate Strategy (Homewood, Ill.: Dow-Jones-Irwin, 1971).
4. Michael E. Porter, "How Competitive Forces Shape Strategy," HBR March–April 1979, p. 137.
5. Jay W. Lorsch and Paul R. Lawrence, "Organizing for Product Innovation," HBR January–February 1965, p. 109; and Paul R. Lawrence and Jay W. Lorsch, Organization and Environment (Boston: Harvard Business School, Division of Research, 1967).
Read more on Decision making or related topics Technology, Project management, Competition and Competitive strategy
Mr. Frohman is president of Frohman Associates, Inc., a management consulting firm located in Lexington, Massachusetts. He has taught at Boston University's School of Management and now writes and lectures extensively on strategy, technology, and organization.


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CIRCA:List of Tools
Current revision as of 01:15, 21 July 2014 (view source)
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The following is a list of tools and services that can be used for managing projects. I don't necessarily endorse these.
=== Basic Tools ===
There are a number of basic tools that can be used in project management. See [[CIRCA: Basic Digital Humanities Technologies | Basic Digital Humanities Technologies]] for a more full list.
* Blogs can be used to provide news about a project or even as the interface to the project.
* Wikis can be used for documentation and shared documents.
* Email can be used (sparingly) for communication.
* Zotero can be used to manage a shared bibliography.
=== Publication Tools ===
There are a number of tools you can use for the project itself (rather than for managing the project.)
* http://works.bepress.com/ SelectedWorks] is a simple service that allows you to announce and distribute your academic work.
=== Project Management Tools ===
* Basecamp
* [http://www.iteamwork.com/ iTeamwork] is a basic project management tool on the web. It is a good clean and free tool for teams to manage tasks.
* Microsoft Project
=== Feedback and Survey Tools ===
=== Communication Tools ===
* [http://www.doodle.com/ Doodle] is an online scheduling tool for finding times for meeting.
* [http://mailchimp.com/ Mail Chimp] is an email list tool that you can use to send out newsletters and other communications. It is free and has lots of features, but this means it can take a while to figure out.
* Skype http://www.skype.com/ is good for conferencing
* Google+ https://plus.google.com is a social network site with good conferencing
* [https://www.systemli.org/en/service/etherpad.html Etherpad] is a live shared editing tool
* [http://www.elluminate.com/Services/Training/Elluminate_Live!/?id=418 Elluminate] is an instructional conferencing tool.
== Other Tools ==
There are all sorts of tools for specific tasks from graphics to audio tools. See [[CIRCA: Advanced Tools | Advanced Tools]] for a fuller list. Here are some of use to most projects.
* [http://www.allourideas.org/ All Our Ideas] is an online service for groups to gather and prioritize ideas.
* Photoshop
* Dreamweaver
== Other Lists of Tools ==
* [http://diytoolkit.org/tools/ Development Impact & You] is a site with tools for social innovation. Most tools are things like SWOT or Personas. For each tool they have nicely designed paper supports and instructions.
[[CIRCA:RockwellGuide | Return to Entry Page]]
Current revision as of 01:15, 21 July 2014
1 Basic Tools
2 Publication Tools
4 Feedback and Survey Tools
5 Diagramming, Wireframing, and Graphics Tools
6 Communication Tools
7 Other Tools
8 Other Lists of Tools
Basic Tools
There are a number of basic tools that can be used in project management. See Basic Digital Humanities Technologies for a more full list.
Blogs can be used to provide news about a project or even as the interface to the project.
Wikis can be used for documentation and shared documents.
Email can be used (sparingly) for communication.
Zotero can be used to manage a shared bibliography.
Publication Tools
http://works.bepress.com/ SelectedWorks] is a simple service that allows you to announce and distribute your academic work.
iTeamwork is a basic project management tool on the web. It is a good clean and free tool for teams to manage tasks.
Feedback and Survey Tools
Get Satisfaction is a service for managing customer feedback and conversations.
Survey Monkey is a free online tool for running questionnaires or surveys. Widely used.
Diagramming, Wireframing, and Graphics Tools
Cacoo is an online diagramming tool. It can be used for creating wireframes or flow diagrams. The first couple of diagrams are free.
Doodle is an online scheduling tool for finding times for meeting.
Mail Chimp is an email list tool that you can use to send out newsletters and other communications. It is free and has lots of features, but this means it can take a while to figure out.
Skype http://www.skype.com/ is good for conferencing
Google+ https://plus.google.com is a social network site with good conferencing
Etherpad is a live shared editing tool
Elluminate is an instructional conferencing tool.
There are all sorts of tools for specific tasks from graphics to audio tools. See Advanced Tools for a fuller list. Here are some of use to most projects.
All Our Ideas is an online service for groups to gather and prioritize ideas.
Other Lists of Tools
Development Impact & You is a site with tools for social innovation. Most tools are things like SWOT or Personas. For each tool they have nicely designed paper supports and instructions.
Return to Entry Page
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Q: Choice vs. Shuffle, Python I was wondering which of shuffle() and choice() was more efficient.
For example, I have a N element list long_list and need a random item from the list, is it quicker to do:
shuffle(long_list)
return long_list[0]

or
return choice(long_list)

A: random.choice() will always be faster as it does lookups in constant time O(1)
random.shuffle() requires iterating over the full sequence to execute the shuffle and this would be O(n), and then your lookup which is constant time O(1)
The source code is available to read here

A: It will surely be faster to use random.choice.
You can figure this out pretty easily by looking at the code. (The random module in cpython is mostly implemented in Python, only the low-level random number generation is in C.) Here are the relevant parts, which happen to be right next to each other:
def choice(self, seq):
    """Choose a random element from a non-empty sequence."""
    try:
        i = self._randbelow(len(seq))
    except ValueError:
        raise IndexError('Cannot choose from an empty sequence') from None
    return seq[i]

def shuffle(self, x, random=None):
    """Shuffle list x in place, and return None.
    Optional argument random is a 0-argument function returning a
    random float in [0.0, 1.0); if it is the default None, the
    standard random.random will be used.
    """

    if random is None:
        randbelow = self._randbelow
        for i in reversed(range(1, len(x))):
            # pick an element in x[:i+1] with which to exchange x[i]
            j = randbelow(i+1)
            x[i], x[j] = x[j], x[i]
    else:
        _int = int
        for i in reversed(range(1, len(x))):
            # pick an element in x[:i+1] with which to exchange x[i]
            j = _int(random() * (i+1))
            x[i], x[j] = x[j], x[i]

The choice method only generates one random number, and uses it to index into the sequence it was given. The shuffle method, on the other hand, loops over the length of the sequence and swaps elements around as it goes. So choice will take O(1) time, while shuffle takes O(N) time.
In most cases, if you just need one value, you want to use random.choice. If you want several non-repeating selections, use random.sample. Only if you're going to use all the values should you use random.shuffle. Note that even if you do expect to select many items, you should still use random.choice if you want it to be possible for the same item to be picked more than once. Sampling and shuffling will never repeat items (unless the items were repeated in the input list).

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We Have a Lot Going on This Week & Next for the Active Investor… Workshops, Meetings, Webcasts & More!
Mon, Jan 10th: Haves & Wants Speed Marketing Replay is Online!
This is our very first Haves and Wants Speed Marketing Session that we recorded live at our January 3, 2011 New Year Atlanta REIA Meeting. This is a new 30 minute session at our Atlanta REIA Main Monthly Meeting that starts at 6:00 PM on the 1st Monday of the month and is hosted by Joe Thompson. Join us at our next Atlanta REIA Meeting on Feb 7th at W Hotel Atlanta Perimeter and you too can take part in the Speed Marketing Session. Thanks Joe and Alan for making this possible. Watch Now!
If you already registered for Ron LeGrand's Fast Track to Wealth Seminar on Jan 15th, you are invited to the Pre-Event Call at 12:00 PM Noon on January 11th to prepare you for the upcoming training event. You must register for the workshop to get the call in number and password. This is a VERY IMPORTANT CALL and may result in getting you a deal. We will talk about hot to collect leads and what to expect. Ron will be calling many of these leads at the training event. If you haven't signed up, Register Now so you can be on this important call.
On the 2nd Tuesday of each month at 7PM ET, Kimberlee Frank is going to teach you real world investing strategies and techniques that work in today's troubled economy and real estate market. Register for the Webcast Now!
The Haves and Wants Meeting, run by Joe Thompson, is a weekly investor's brainstorming and deal making jam session held at 5 Seasons Brewing located at 5600 Roswell Rd in Sandy Springs (Map) at the "Prado". They meet EVERY Thursday (except major holidays) from 1:30 PM till approximately 3:00 PM.
The Atlanta REIA South Monthly Meeting, run by Reggie Jackson, is held on the 2nd Thursday of each month at 6:30 PM at Ryan's Restaurant located at 5425 North Henry Blvd in Stockbridge, GA (Map). Please show up at 6:30 PM to eat and network before the meeting officially starts at 7:00 PM. Atlanta REIA Members may attend at no charge. Guests may attend for $5.00.
Immediately after the Atlanta REIA South Monthly Meeting, we will reconvene at the Stockbridge Taco Mac (Map) for Late Nite Networking. We hope you will come out and eat, drink, network, learn and have fun with us!
Would you like to spend a day with a real estate investing legend? This is your personal invitation to join Ron LeGrand at his Fast Track to Wealth Seminar on January 15th starting at 8AM (Registration starts at 7AM) at the Renaissance Atlanta Waverly Hotel located at 2450 Galleria Parkway SE in Atlanta, GA. Click here for more information or to register online.
Movers and Shakers is a new educational and networking subgroup led by Gordon Catts for intermediate and advanced investors rather than new investors. The group meets on the 3rd Monday of each month at the 5 Seasons Brewing located at 3655 Old Milton Parkway in Alpharetta, GA (Map). The doors open at 11:00 AM and the program officially starts at 11:30 AM. Atlanta REIA members can attend at no charge and non-members for $5.00. Dyches Boddiford will be giving his "State of the Real Estate Market Address" and tell us what is in store for active real estate investors in 2011 so don't miss out!
Don Derosa is this month's special guest on the What's Hot in Real Investing Webcast. Everyone has probably heard about the hot new iPad. This month, Don is going to show us how he uses the iPad as an integral TOOL to run his real estate investing business and not just as a TOY. Register for the Webcast Now!
Atlanta REIA North meets on the 3rd Wednesday of each month at from 6:00 PM to 8:00 PM at 1960 Skylar Hill Dr, Suite D in Buford, GA (Map) in North Gwinnett County just a few miles from the Mall of GA. Special guests and topics to be announced soon. Atlanta REIA Members may attend at no charge. Guests may attend for $5.00.
Immediately after the Atlanta REIA North Monthly Meeting, we will reconvene at the Mall of Georgia Taco Mac (Map) for Late Nite Networking. We hope you will come out and eat, drink, network, learn and have fun with us!
On this special webcast, local real estate investor, expert and trainer Dyches Boddiford will be giving his "State of the Real Estate Market Address" and tell us what is in store for active real estate investors in 2011. This is a rare opportunity you don't want to miss… Register for the Webcast Now!
At this workshop, Gordon Catts will teach you insider secrets of locating property, lenders & other investors, as well as how to research ownership & mortgage information, sale prices, liens & judgments, etc. The Workshop will be on Saturday, Jan 22 from 9:30 AM – 4:30 PM at 1960 Skylar Hill Dr, Suite D in Buford, GA (Map). Click here for more information.
Atlanta REIA Charter Membership Status Ends January 31st!
Our Charter Membership Drive, which began on October 4th, will end on January 31st, 2011. This does not mean that you can't still become an Atlanta REIA Member, it just means that you will not forever be classified as a "Charter" or "Founding Member" of the Atlanta Real Estate Investors Alliance. Join Atlanta REIA Now for a little as $100/year! Again we thank you for your support!
Were you on the webinar we just had with real estate investing legend Ron LeGrand? Can you believe the incredible information he shared with us?
What's that? You missed it? Oh no! Or maybe you were on the webinar, but your kids were making noise in the background, and you missed a Pearl of wisdom or two.
Want to Learn Real Estate Investing From a Living Legend?
Last week, I interviewed the "Guru of all Real Estate Gurus," Ron LeGrand. The webinar was an amazing success and we maxed out our available number of "seats". We had quite a few people ask if there was a way they could watch a replay because they missed it or because there may have been a detail or two that they missed. You're in luck. We recorded it! And you can see it below.
Guess Who's Coming to Atlanta? WOW!
Did you read the blog post and email I sent to you yesterday? Did you hear the GREAT news?
Clear your calendar for Tuesday, December 21st for 7:00 PM ET, because… We're having a Webinar with the one and only RON LEGRAND!!!
This is THE guy who has single-handedly taught an uncountable number of students how to do real estate deals so well that they became millionaires.
December Meeting Was Our Best Meeting Yet!
There is nothing like a good speaker and a party with free food to turn out the crowds! Last night was, without a doubt, our best Atlanta REIA Main Meeting yet.
We want to personally thank David Lindahl for flying in to town and teaching us about commercial real estate as well as giving our members and guests free admission to his 2 Day Wealth Building Conference in Atlanta on December 11th and 12th. If you have not registered for the complimentary 2 day training, click here to Register Now for the Wealth Building Conference.
We also want to thank everyone who attended and joined Atlanta REIA last night as Charter Members. We are off to a great start as the new REIA group in town and really appreciate your ongoing support. If you haven't joined Atlanta REIA yet, click here for more information on our Membership Plans.
Our Charter Membership Drive ends on January 31st. This doesn't mean that you can't still become a member of Atlanta REIA, it just means that you won't be able to call yourself a Charter, Founding Member of Atlanta REIA… that small group of people and businesses too a chance on us and helped us get started. Thank you to all of our Charter Members. We really appreciate your support.
To help wrap up our Atlanta REIA Charter Membership Drive in January, we've asked Ron LeGrand to come speak to our group and focus on helping new investors get started making money in this down economy and trouble real estate market without having to spend a lot of their own money our use their own credit. Guests are welcome at next month's meeting as well as any members of the Georgia Real Estate Investors Association (GaREIA), North Metro Real Estate Investors Association (North Metro REIA) or any other REIA groups. We hope you will come out and join us next month to see Ron and see what our real estate alliance is all about.


You can view/preview Avon Brochures Online for 2018 here. The brochures shown here are to 'static' catalogs and are not linked to shopping sites. If you see something you like here, contact your Avon Representative. If you don't have an Avon Representative, come back during the campaign dates to complete your purchase on my eStore.
To shop the current Avon Brochure Online now, click here.
Connect with me via my 'virtual business card' here.


text:
Nagrada "Antun Branko Šimić", poznata i kao Šimićeva nagrada, je književna nagrada koju je utemeljilo Društvo hrvatskih književnika Herceg-Bosne.

Utemeljena je 1998. godine. Nosi ime po velikanu hrvatske književnosti Antunu Branku Šimiću.

Ova nagrada se dobiva za ponajbolje književno djelo člana DHK HB, ili za pisca podrijetlom iz BiH. Dodjeljuje se svake godine.

Dobitnika nagrade proglašava Povjerenstvo za dodjelu.

Dobitnik dobiva plaketu, a dodjela je na Godišnjoj skupštini DHK HB. Ista se obično održava tijekom lipnja.

Isplata nagrade i predstavljanje nagrađenoga djela je u studenomu iste godine na Šimićevim susretima.

Dobitnici
 1998.: Gojko Sušac, za knjigu pjesama Jutarnja novost
 1999.: Zdravko Kordić, za knjigu pjesama Zipka i smrt
 2000.: Željko Ivanković, za knjigu pjesama (D)ogledi III. i Dubravko Horvatić, za knjigu pjesama Svjetionik
 2001.: Ante Matić, za knjigu pjesama Nebeska galija i Pero Pavlović, za knjigu pjesama Nebeske latice
 2002.: Andrija Vučemil, za knjigu pjesama Glas (na)glas za glas i Nenad Valentin Borozan, za knjigu pjesama lišce.teret od zrcala
 2003.: Ružica Soldo, za knjigu pjesama Sanjar
 2004.: Zdravko Luburić, za knjigu pjesama Molitva tmine
 2005.: Mile Maslać, za knjigu pjesama Vrijeme pripravnosti
 2006.: Borislav Arapović, za knjigu pjesama Prolomom
 2007.: Malkica Dugeč, za knjigu pjesama U riječ unjedrena
 2008.: Rajko Glibo, za zbirku pjesama Očitovanja i Antun Lučić za književno-znanstvene rasprave Veze ljudi, životinja i stvari
 2009.: Mile Pešorda, za pjesničku knjigu Baščanska ploča, poema
 2010.: Šimun Musa, za knjigu Studije i ogledi
 2011.: Ante Stamać, za knjigu Sabrane pjesme
 2012.: Anka Petričević, za knjigu pjesama Pjesme srca
 2013.: Julienne Bušić, za roman Živa glava
 2014.: Ivan Aralica, za roman Japundže
 2015.: Anto Zirdum, za roman Učiteljica modnog krojenja u Sarajevu 1914.
 2016.: Drago Čondrić, za Sedam velikih biblijskih poema
 2017.: Ljubo Krmek, za	Iz humske zemlje – knjiga druga
 2018.: Marina Kljajo-Radić, za	Pjesništvo Lucijana Kordića
 2019.: Joso Živković, za Tragom pokorenih želja
 2020.: Tomislav Marijan Bilosnić, za Havana blues
 2021.: Mara Cica Šakotić, za Cvjetni trg
 2022.: Stijepo Mijović Kočan, za zbirku lirske proze Bože moj

Izvori

 Dobitnici nagrade DHK HB
 Hrvati AMAC  Nagrada Antun Branko Šimić za 2007. pjesnikinji Malkici Dugeč, 27. svibnja 2007.
 Šimićeva nagrada, www.simicevisusreti.info, arhivirano 4. travnja 2022., pristupljeno 30. travnja 2022.

Vanjske poveznice
Mrežna mjesta
 Šimićevi susreti , službeno mrežno mjesto

Hrvatska lirika
Kultura Hrvata Bosne i Hercegovine
Bosanskohercegovačke književne nagrade

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Longer answer: Yes, of course, silly person. Just don't break things.
I'll go a bit further. It is the Christian's duty in civic affairs to hold powers to account when they see injustice done. There is more than one way of doing that, of course, and participating in or organizing massive protests is one of those ways.
It is not a trite Sunday school lesson to say that Christians owe their deep allegiance to God, not to whoever is in office. And when we see injustice being done—the systemic mistreatment of others supported by the regime—Christians have a duty before God to speak up somehow.
And one thing that most certainly should never be said is that protesting against our political leaders is simply a form of protesting against God.
Aligning any political regime with the divine realm is called "civil religion." Though common in American politics, biblically speaking, civil religion is bad. Way bad.
This isn't the Middle Ages, where God puts kings on the throne and they rule by divine right. God is not superintending our election process. God did not put Trump in the White House any more than God put Obama, the Bushes, Clinton, or Reagan in the White House. We did. And Christians have had the obligation to hold to account all of them, those we voted for and those we didn't.
Remember that the first Christians had all sorts of opportunities to align their movement with political power, but they rejected that option each and every time.
Jesus is about is the kingdom of God (aka the kingdom of heaven), which is neither something "up there" nor an attempt to "make Israel great again" but a transformation of God's people to be "salt of the earth" and "light of the world" (5:13-16).
Jesus's kingdom is here and now (not up in heaven at some future time) but neither is it to be aligned with any political entity. To be honest, I am miffed that so many Christians don't seem to see that (paging Franklin Graham).
The "kingdom" Christians are about is one where we pray to God as Jesus prayed, "Thy kingdom come, thy will be done, on earth as it is in heaven." The Christian's number one political priority is to be instruments of manifesting God's will "on earth as it is in heaven," and that is a full-time job that requires much wisdom and that not only transcends parties and politics but is a call to critique them.
In my opinion, nowhere do Christians have a more visible and obvious responsibility to be salt and light, to embody the will of God, than when other humans are disenfranchised, treated unjustly, or unfairly—which is to say, treated less than fully human.
I could go on, and I think I will.
Take the Apostle Paul. In his context, following Jesus meant de facto not giving his unquestioned and full allegiance to Rome. Calling Jesus "Messiah" (Greek: "Christ") was to call him the true and anointed king (which is one of the things that made the Romans so nervous about him). Calling Jesus "Lord," as Paul does about every other sentence, is to say in effect that Caesar, the regime, is not.
Following Jesus involves a counter-political commitment—namely to declare full allegiance to Jesus as the true king, even if the regime you are living under (as Paul's Rome was) provides you with stability, safety, and peace. More so if people suffer or are disenfranchised by it.
Paul, along with other earlier followers of Jesus, had a complicated relationship with the Roman Empire. Paul was a citizen of Rome, as we read in Acts 22:25, but he also wrote that the Christian's citizenship is in heaven (Philippians 3:20)—which, again, doesn't mean pie-in-the sky-escapism, but that the Christian's true and deep identity is first and foremost with that "kingdom" Jesus talked on and on about: the earthly manifestation of the will of God and the critique of power.
Christians today are no less called to be instruments of that reign while we too live in that complex relationship with earthly political entities, those nations that Isaiah reminds us are to God but a drop in a bucket and dust on a scale (Isaiah 40:15).
And then there's the wild and whacky book of Revelation, the last book of the New Testament. As complicated as this book's imagery is, the bottom line is clear enough for people who study such things: It's all about the ultimate failure of power politics and that the true resistance to such is allegiance to King Jesus, who is depicted not as a Samson-like slayer but as himself the slain lamb of God sitting on the throne.
Let that irony sink in. True "power" is manifest symbolically in a slain lamb who defeats the enemy by the sword. Yes, violent imagery dominates this book, but that is because we are reading ancient apocalyptic literature which fed off of the rhetoric of violence and combat. Just note that the "sword" Jesus fights with comes out of his mouth (Revelation 2:16, 19:15). No one should read this book as a manifesto to justify endless cycles of political dominance through violence in the name of God (as does "The Battle Hymn of the Republic").
Christians by definition have dual citizenship.
We are humans living here and now under systems of government, but we are also living in and trying to embody here and now our deeper "heavenly" citizenship. Navigating that dual citizenship is tricky, and Christians will not always agree on exactly when and how it should be done. But I take it as non-negotiable that the Christian's first allegiance is to God and God's kingdom. Doing so is why we are "saved" in the first place—not to escape this world but to help transform it.
So, is it OK to protest against our political leaders? Such a thing need not even be asked.
Just don't break anything—except the idolatrous practice of civil religion.
Pete, I have benefitted a great deal from your Old Testament studies, but I don't recall ever reading anything like this from you. I love it! This is more or less exactly what I have concluded about politics and the kingdom of God. I am a citizen of two kingdoms, but I can give my ultimate allegiance to only one of them. Jesus is Lord, and Caesar is not!
Yes, we are to hold accountable, participate, et al. BUT…the weapons of our warfare are not carnal (petitions, protests, boycotts, etc.). We can influence history more by prayer and by being the loving example of God to the world. I would concur that believers are permitted to protest, but that is not as fruitful as spending that time in intercession, giving alms to the poor, etc. (All things are lawful, not all things are profitable said Paul.) Let's judge these protests by their fruit. How much love, joy, peace and harmony/reconciliation have or ever will result from this weekend's protests? Trying to influence our nation with the weapons of the world (protests) is like bringing a knife to a gun fight. Jesus has given us weapons greater than any firearm. In case anyone's interested…ALL I've written is penned with humble love. I ask that you love me enough to (gently, please!) tell me if you see error/sin in my comments. Or even better: Pray for me!
I'm having trouble with the idea that "protests, petitions and boycotts as the weapons of this world", not sure how they can be categorized this way. Petitions, protests, and boycotts are merely tools for political engagement. My understanding of the weapons of this world falls in the category of violence, physical force, not speaking up for what you believe to be right. The passage from Revelation could actually be used to support exactly these tools of engagement: ie Jesus' tongue is the sword used against the powers and principalities of this world. Of course people can use these tools with aggression and violence, but that does not negate the use of them for peacefully protesting, petitioning and boycotting.
How much love, joy, peace, and reconciliation resulted from the Montgomery bus boycott, lunch-counter sit-ins, the Selma march, the Freedom Rides, and the March on Washington for Jobs and Freedom?
Because in the short term, the immediate effects of those actions didn't spread more "love, joy, peace, and reconciliation"; on the contrary, they brought into the open the violence of the racist structures that the civil rights marchers were protesting and disobeying, violence which had previously been hidden from the white public's view.
But in the long term, of course, no person of conscience would deny that the civil rights movement was needed and their cause was just, and the social reforms won by their advocacy were completely necessary (even if some would say they were also incomplete, both in their scope and execution). America was a more just place in 1970 than it was in 1950, thanks to their confrontation and unrelenting sacrifice. We rightly consider people like Dr. King, Rosa Parks, Ralph Abernathy, and John Lewis to be great American moral heroes because of what they did to make our country a better place.
It is the Christian's duty to nonviolently confront and resist unjust or wicked structures, systems, or individuals in government. My Christian faith is the reason I marched on Saturday against rising fascism, racism, hate, and oppression.
Short-term carnage from peaceful protesting is an apocalypse of sorts. An unveiling/revealing of the evil that is lurking beneath the surface.
That's what happens when you poke around in our culture with the dowsing rod of injustice and hit a sore spot of evil. It rears its head in all its ugliness and fights like hell against those calling it out. Once revealed, it can be addressed, confronted, and hopefully cleansed.
Peaceful marches in the civil rights movement and peaceful protests led by Ghandi in India did bear fruit. There is no reason that these forms of protest can't be in conjunction with prayer, charity and compassion. The prolife movement has evolved into just such a coordinated effort.
This is Not unchristian, it is part of Christianity from the beginning.
To those who took time to reply/comment: Thank you! To those who prayed for me: THANK YOU! I think the comments and conversation were helpful and fruitful for me and for that I am humbly grateful.
Thanks for making evangelicalism great again with these blog posts of yours, Pete.
Christians even if they disagree with some policies should not repeat untruths (or alternative facts?) about a man's birthplace and his religion A Christian should strive for honesty in their conversation and not repeat falsehoods.Should I strive to ensure that everyone in society gets a fair shake in accessing healthcare, a decent living wage and a sustainable environment or just allow everyone to survive or sink on their own.
Nearly spit my beer out this was so funny.
Nice. I'm not a Christian but I like your interpretation of the Gospels. On the mark and timely.
Have you seen the BBC'S short clip using Plato to look at the rise of tyrants when morality has left a democracy?
Anyway. Well done. I look forward to hearing more.
Ever since his campaign, Trump has a lot of Christian supporters across globe, which is perplexing to me. A lot of Christians outside of US like the idea of having a Christian-supported free world leader primarily because the influence of US's economic and political power as a sign of 'God bless America.' Your article is a good reminder of the true 'kingdom' we are the citizen of.
I do have a question. A lot of supporters of 'civil religion' use Jonah and the repentance of Nineveh as the model of a nation/city turning to God and received blessing from God. I wonder what is your take on this? Is this just a case of ancient tribal thinking? Does it justify preaching or influencing the political leaders?
Bingo. Nailed it! Thanks Pete.
"Just don't break anything—except the idolatrous practice of civil religion." Love this! Yes, fighting injustice with injustice is not justice. I like the verses in 2 Corinthians that talk about how Godly sorrow leads to salvation, and a readiness to see justice done, not Religions.
I was never a fan of Obama (except in 2008 when I was too young to vote) but I don't think it right to say that Obama was never my President. I thought he was a bad one and a terrible one and a man wrong more often than right but he was my President and now my former President.
I think Scripture does state that whoever is in charge was appointed by God in Romans 13.
But I do not dispute that if a leader is not following the law of God that he should not be scolded for doing such.
Ultimately, I don't think it right for a Christian (or anybody for that matter) to claim that a man who is now the leader of your nation is somehow not your leader because he has been placed there by God. God operates in history and yes, even in an election, he is ultimately the one who appoints our leaders. Everything happens according to his will, not ours.
Even if my leader was Hitler, I would not state that Hitler was not my Chancellor. I would criticise and scold him for being out of line with the teachings of God until he finally repented but I would not claim a fiction he was not my Chancellor.
Yes, of course he's "my" President (even though it makes me throw up in my mouth a little to type that). It was a constitutionally valid election, despite the fact that Trump lost the popular vote. But if you don't remember other presidents, especially Obama, being despised as human beings, you haven't been paying attention. I don't know how many times right-wingers (Ted Nugent, for example) described both Barack and Michelle Obama as sub-human apes.
I hear you Alan… I guess I'd put Nugent in the "extremists aside" category as I mentioned. Agreeing there were terrible things said about Obama(s). The "horrific/terrible" things said about President Obama – I believe – came out of the hearts of racists. I don't think any "thinking citizen" looked at Obama and said he was the kind of person I heard so many say DT was/is because of, well, see youtube. To the point of the article, I am simply trying to point out that I don't think ANYONE ever ran an election like DT to the point that every other day people thought that what he said would end his campaign. It is still absolutely amazing that he won considering the facts of everything he did and said. His supporters would have to agree and – if I remember right – DT would agree! They didn't think they'd win according to election interviews we all watched. Makes it even more mind-boggling, huh? I can't remember any president ever being vilified like him because of, well – EVERYTHING (his past, present [meaning campaign], and potential for having the nuclear codes, for example). That's the reason people can't call him their president or support him.
Being British, I just cannot get my head round the American view on the President. We tend to think that all politicians are like bankers, estate agents and used car salesmen, crooks on the right side of the law. We've also found that having a riot does change their minds. Surely if the Americans really thought they had to obey their appointed leaders they'd still be part of the UK?
To your learned and scholarly essay on resistance to empire in the NT, I would like to add that civil protest like we see today wasn't an option in the 1st-century Roman Empire (that I know of). We live in a political system that gives us the constitutional right to public protest–to petition OUR government for redress of grievances.


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Very interesting tale ultimatefinance.co.uk Hours earlier Hezbollah supporters fired shots in the air at emotional funerals held for victims of the deadliest blast in Hezbollah's south Beirut stronghold since 1985. Some 300 people were wounded.


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Tactics Ogre: Let Us Cling Together Review
See PixlBit's Review Policies
On 04/26/2011 at 12:22 PM by Kyle Charizanis
While a remake, this solid tactics game is one that fans of the genre shouldn't miss.
For anyone who likes RPGs, Tactics RPGs, or books.
Tactics Ogre is what you might call a "Tactics RPG." This means that it's like an RPG in every way except that battles occur on a pseudo-3D grid. If you've ever played Final Fantasy Tactics you'll know what to expect. I've even seen an ad for Tactics Ogre that explicitly said "from the creators of Final Fantasy Tactics." It's practically a sequel. Right off the bat I can tell you that if you like that game, you're definitely going to like this one.
FF Tactics is a good name to associate with, but it's not like Tactics Ogre needs it. I had a lot of difficulty finding anything wrong with this game. You would have to be completely disgusted by the genre not to at least like it. It's not the most innovative game, but it's not trying to be, either. The focus seems to have been on just not making any mistakes.
This game is also extremely thorough. It's really designed for people who like to customize every little thing about their party, so if that's you, there's another reason to play it. Starting at the first town you can change classes, buy new equipment, assign and learn abilities, and just generally wade through a sea of menus. Of course, you don't have to try out everything right away, but the option is there. Put it this way: my first non-tutorial battle was two hours in.
Visually, Tactics Ogre is impressive. It doesn't push the graphical limits of the PSP, but the developers clearly put some thought into its art direction. The rich color palette makes it look kind of like a storybook, which is pretty much the theme of the whole game. I guess the only graphical weakness is the sprite work. They're kind of small and non-expressive. In the game's defense, though, there are probably practical reasons for going with lower detail. In most battles you can use up to 12 units, which means between you and the bad guys there will often be around 24 units on the field at once. Larger sprites would make it hard to see what's going on, and might even cause framerate issues. In any case, the attack and magic animations are noticeably better-looking than the sprites that use them.
The character portraits are realistically drawn and very nice to look at. I'm pretty sure they got the concept artist from Vagrant Story to design the characters. They look quite different from the more typical anime drawing style, which makes sense, since the game is going for more of a classical realism aesthetic.
The game's music is very appropriate. It's not an amazing soundtrack, but it fits the game perfectly. Like the visuals, Tactics Ogre's music has a consistent classical, historical, epic feel to it (yet another FF Tactics similarity).
One of the game's main selling points is its story. It really feels like you're watching as someone writes a history book. Except unlike the history books I've read, it's really interesting. You jump into the middle of an ongoing conflict, and your side has already lost a major battle. Pretty soon you find yourself on the way to an enemy stronghold to win back your clan's captured leader. The game does a good job of making you feel like you're a small part of a larger conflict. The protagonist in Tactics Ogre is definitely not "the chosen one" and he doesn't have any sort of mysterious magical powers. He is just a really dedicated guy with some combat skills. His experiences are more like a lens through which you see the overarching story.
Both FFT and Tactics Ogre have a great storyline, but FFT (the original, anyway) suffered from a poor translation. Charming as it was, it kind of killed the mood at times, and to be honest I'm still not completely sure what happened in that game. Tactics Ogre has no such problems. The story is easy to follow (but not simplistic) and the characters have more normal conversations. The dialogue does a very good job of maintaining an "Olde English" tone without being gimmicky about it.
I've saved the best for last: the battle system. Above all else, Tactics Ogre is fun to play. The grid-based battle system adds an element of positioning to the standard RPG formula. For instance, one of the earlier battles proves to you how useful it is to have the high ground. The enemy's archers higher up on the tower have no trouble reaching your weaker magic users, but you can't really counter-attack from the ground. It's also important to make sure you don't spread your party out too much. Stronger units have to form a front line to protect weaker ones, but playing too defensively will just get you mowed down by archers and enemy mages. There's always a delicate balance that has to be achieved. Luckily, it's exactly hard enough to be worthwhile but not frustrating.
Part of the reason the battle system is so fun is that your party is highly customizable. Specifically, it's the system of learning and assigning skills across classes that really draws you in. The skill system is (WHAT A SURPRISE) similar to FF Tactics'. Both games essentially have you fight, gain skills points, and spend those points on class-specific skills. The main difference is that Tactics Ogre lets you use mix and match skills with more freedom. Instead of dividing them up into command skills and movement skills and so on, Tactics Ogre just gives you a number of skill slots that you can fill with whatever you want. And more slots can be added as the game progresses. It's highly customizable this way, but not every combination is compatible. You can't make a warrior with Fire magic, for instance. This kind of depth is what makes it so fun to bring a carefully designed party into battle.
The "Chariot Tarot" system allows you to go back to an earlier point in a battle and see what would happen if you had acted differently. I know that sounds cheap, but really, Tactics Ogre is hard enough that it balances itself out. And going back to an earlier turn doesn't make the game re-evaluate its probabilities; that monster is always going to get a critical hit unless you do something different beforehand. It's more like a convenience, really. Most of the time I just forgot about it. Later on, this effect extends outside of battle, and you can go back to key points in time to redo the game from that point. This one isn't problematic at all. It's more like a strategic auto-save feature.
Here's something I was sure I'd hate, but didn't: MP starts at 0 and fills up automatically as the battle progresses. Final Fantasy Tactics Advance 2 did this, and it was one of my reasons for not wanting to play it. But in Tactics Ogre it really doesn't get in the way. Maybe I was just glad that it didn't fill up by exactly 10 every turn. In any case, don't be put off by automatic MP refilling. It's actually pretty nice not to have to ration your MP so carefully.
Another thing that seems bad at first is that you level up classes instead of individual characters. At the end of the battle, it's "Warrior" that gets the experience, not Denam. It's kind of weird, but this also doesn't get in the way. It's really useful for recruiting new units, since they join your party at the level of their class instead of level one. And recruiting units is more important in Tactics Ogre than FFT, since you need "classmarks" to change between classes. Most classmarks are easy to find, so it's not a hassle to switch between the main ones, but it makes it exciting to run into an unfamiliar enemy in a fight. Killing them might make them drop a classmark and unlock a brand new class.
The only thing I'd want to see added to Tactics Ogre is a feature in newer Fire Emblem games which allows you to highlight enemy units to keep their attack range visible on the field. I found myself having to check how far enemy units could move then mentally adding in their attack range, especially for ranged units. It would have been nice to have that tedious work done automatically.
Nothing seems particularly wrong with this game. I'm not saying it's a masterpiece, but at the same time I can't think of any major flaws, only little inconveniences. The visuals, sound, story and gameplay are all good. I guess the developers really know their stuff.
In our reviews, we'll try not to bore you with minutiae of a game. Instead, we'll outline what makes the game good or bad, and focus on telling you whether or not it is worth your time as opposed to what button makes you jump.
We use a five-star rating system with intervals of .5. Below is an outline of what each score generally means:
All games that receive this score are standout games in their genre. All players should seek a way to play this game. While the score doesn't equate to perfection, it's the best any game could conceivably do.
These are above-average games that most players should consider purchasing. Nearly everyone will enjoy the game and given the proper audience, some may even love these games.
This is our middle-of-the-road ranking. Titles that receive three stars may not make a strong impression on the reviewer in either direction. These games may have some faults and some strong points but they average out to be a modest title that is at least worthy of rental for most.
Games that are awarded two stars are below average titles. Good ideas may be present, but execution is poor and many issues hinder the experience.
Though functional, a game that receives this score has major issues. There are little to no redeeming qualities and should be avoided by nearly all players.
A game that gets this score is fundamentally broken and should be avoided by everyone.
#Playstation #Psp #Tactics ogre #Let us cling together #Final fantasy tactics #Square enix
Kyle Charizanis Staff Alumnus
You can counter with bows! How cool is that? Someone shot an arrow at one of my units with a bow and the counterattack ability, and he shot one right back.
Jason Ross Senior Editor
Looks like I'll be adding something to my PSP to-buy list. It might take a while, but I'll try to get around it sooner than later.
Genre: Strategy
Online Pass: No
ESRB Rating: ESRB - T for Teen
Online Play: Yes
Developer: Square Enix
Publisher: Square Enix
Version Reviewed: PSP
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inFAMOUS 2 Hands On Preview on 06/03/2011 at 11:09 AM


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