text:
package de.uni_mannheim.informatik.dws.winter.processing.aggregators;

/**
 * @author Oliver Lehmberg (oli@dwslab.de)
 *
 */
public class AverageDoubleAggregator<KeyType> extends AverageAggregator<KeyType, Double> {

	private static final long serialVersionUID = 1L;

	/* (non-Javadoc)
	 * @see de.uni_mannheim.informatik.dws.winter.processing.aggregators.AverageAggregator#getValue(java.lang.Object)
	 */
	@Override
	protected Double getValue(Double record) {
		return record;
	}

}


Chirps and Cheeps | Chirps and Cheeps Featured in The Buffalo News!
Chirps and Cheeps Featured in The Buffalo News!
A couple of weeks ago, respected birder and well known nature columnist, Gerry Rising, contacted me about featuring Chirps and Cheeps in his Sunday column, "Nature Watch". I was amazed and so excited I couldn't sleep for days!
At Gerry's request, he came out to the house and I, along with my husband, 3 children, and our 2 youngest grandchildren, had a lovely time visiting and chatting with Gerry about his columns, birding, in general, and a host of other topics. He must have gathered enough information because sure enough, Gerry's article about Chirps and Cheeps was in print in this past Sunday's edition of The Buffalo News! Wow!
I downloaded a pdf version of the article and saved it here just in case it disappears from the News: "Birder's enthusiasm is infectious".
You can find for Gerry's columns each Sunday in The Buffalo News. His articles appear on the last page of the paper on the Science page in the Viewpoints section. Shortly after publication, Gerry also adds his columns to his website at: http://www.acsu.buffalo.edu/~insrisg/nature/.
I believe I owe a thank you to Joel Malley too, for posting his love of this bird blog to the bird list group where Gerry got wind of it. Thank you, Joel!


I'm from Mexico. I'm in Paris for a little while, then I go to The Netherlands to study a master's degree in history. I left around 400 books stored in boxes back home (I'm thinking of relocating to Europe). I brought about 12 very heavy books over here (in spanish, mostly poetry, some classics). I swore I was not going to buy any more books. I couldn't. I can't. It's too heavy. I have enough. But I saw your edition of Tristram Shandy today in Shakespeare & Co (I have a horrible edition back home). Damn you! It's so incredible. Damn you! It's astonishing. I hate you. My back hates you. So beautiful. Why didn't I buy it today? I'm going to dream with it tonight and go back for it tomorrow.


text:
Amathia dhondti is een mosdiertjessoort uit de familie van de Vesiculariidae. De wetenschappelijke naam van de soort is voor het eerst geldig gepubliceerd in 2015 door Waeschenbach, Vieira, Souto-Derungs, Nascimento & Fehlauer-Ale.

Vesiculariidae

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Kuo Seng is the Business Tax Audit & Investigation (A&I) Leader at Deloitte Malaysia and has more than 30 years of experience in tax audits and back duty investigations. Kuo Seng's experience in A&I controversy management includes providing tax advisory/consultancy and managing compliance work for local and multinational companies as well as high net-worth individual clients and prudential audit review for tax risk management purposes. With the Malaysian tax authorities' shift in becoming more engaged with taxpayers, he focuses on prospects, working closely to bring the tax authorities and taxpayers together for early engagement, settlement negotiations, facilitation and amicable resolution of disputes through the Dispute Resolution Proceeding at the local tax headquarters.
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Ryan Crino, an RA at Hilbert, hosted an election night party for the Hilbert students. About 30 students attended, people had their different reasons for coming. The best reason being, "It's my room, I had to be here." The event was held in the Katherine apartment and started at 8pm. Cirino had handouts for everyone, listing the four main candidates and explaining all of their positions.
We started watching the ABC coverage, tallying the electoral votes of the results as they came in. Everyone expected Hillary Clinton to win, it was just a question of when the experts were going to announce it. Cirino did a good job ensuring that there was plentiful food and drink, we had enough on the off chance that election results would go far into the night. The conversation of the room was light, a lot of small talk, no one was really discussing politics for the first part of the coverage. Around 9:30 almost everyone left to go back to their rooms, only five devoted and fixated students remained and we would stick it out until the end.
The race turned out to be closer than what we had originally anticipated, we were still fully expecting Clinton to win even if it was a little closer. We discussed one of the lesser known presidential candidates, Andrew Basiago. (Look him up he's real.) This man claims that he has time traveled, been to mars and shot at dinosaurs. While obviously not a serious candidate to win, he is definitely interesting and helped us pass some time discussing conspiracy theories.
Then the election took a surprising turn, some key swing states had just closed their polls and Trump was ahead! A democratic strategist then said, "It's ok, because Florida isn't important to win, we're focusing on Colorado, Nevada and New Mexico." Presumably losing Florida was always a part of their winning strategy. On TV the talk was all about how, "Clinton is only down by a couple points." Instead the talking points should have pointed out how much Clinton was underperforming and how low the voter turnout was, which always helps republicans get elected. For example, in Wayne County, Michigan in 2012, Obama won by 48% of the vote, Clinton was edging out a 1 point lead there. That is important because she was definitely going to lose in the more rural areas, so she had to win with larger margins in the more heavily populated areas.
Around 10:15 we changed the coverage to the fox news station, they were the most up-to-date with their projections. But after a while the commentators run out of stuff to say and the room found them to be annoying. Most commentators were followed by cynical remarks by Hilbert students. "Why don't they just play rock, paper, scissors?" An exit poll came out saying that Trump won independents, 48% to 42%. The real surprise of the election was Florida! Not that Trump won this swing state but that they had a smooth election! They seemed to have enough ballots at all of their polling places, many congratulations is in order for the state election board of Florida!
Each swing state going to Trump became less and less of surprise. Trump winning Wisconsin was huge for the Trump campaign, the democratic blue wall had been pierced, Trump was on the verge of victory. Around 11:15 a Canadian immigration website reportedly crashed, presumably some people were not happy about the election results? As the election results were coming to an end the room became more engaged , a heavier use of political humor and puns were utilized to analyze what had just occurred throughout our country. "If Trump can win the presidency with no political experience, I better be able to get a job with my degree!" In the great political upset of modern history a total novice, an outsider, having never been elected to political office, won one of the most powerful and important positions in the world. Around 2:30 Clinton called Trump to concede, we were just waiting for Trump to give his victory speech. We were looking at, against all odds and established rules of politics, the 45th president of the United States, Donald J. Trump.
The room was disappointed that Trump had been elected, but they would not have been overly thrilled about another Clinton presidency either. Some had supported the third party candidates, knowing full well they they wouldn't win, but they kept their sense of moral and political high mindedness, to them Jill Stein and Garry Johnson would have been better alternatives. People were mostly hoping that Trump would not roll back some of the social progress that had been made, especially for the LGBTQ community, and that Trump would act responsibly and rationally, the big hope is that Trump said and did a lot of his strangeness just to get attention and that he will now act more like a world leader.


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text:
Harri Kaloudis
Photo by Fancycrave on Unsplash
Psychological Safety At Work: what do psychologically safe work teams look like?
Mar 18, 2019·11 min read
[This text would not have been written without the support of Helen Sanderson (Twitter: @HelenWBTeam), a pragmatic and practical dreamer and founder of Wellbeing Teams, a revolutionary re-imagining of social care in England in the direction of humanity, hope, compassion and justice. I am grateful to Helen for her support to me and for her efforts to save us all in England from the indignities and suffering of the existing broken social care system. You can find more about Helen and Wellbeing Teams, at the end of this text. I am responsible for all mistakes and weaknesses in this text.]
1. Is your team at work psychologically safe?
Think for a moment about your work and the work team you are a part of. Ask yourself the following questions:
Do people feel comfortable in team meetings asking about things they do not know or they do not understand, or do they generally try to maintain an image of perfect knowledge about work matters?
Do people feel comfortable in team meetings raising difficult issues, concerns and reservations about specific pieces of work, about 'how things are done here' or about how well the team works together or do these conversations take place informally outside team meetings?
What happens when mistakes, near misses, failures and critical incidents happen? Is people's first reaction to distance themselves from them so they are not blamed or are they seen as opportunities for team learning?
How often do people give and receive feedback? Do people invite others who are not members of the team to give feedback on the team's work?
In team meetings, are all team members invited to contribute irrespective of their rank or job title?
Do you feel that your skills and talents are valued and utilised? Are you encouraged to contribute in any way you feel able to? Or do you feel you are you expected to stay strictly within the parameters of your role and to seek permission for doing anything else?
Have there been times when you felt that your contribution and efforts were compromised by others in the team?
Do people ask each other and the team for help when they need it?
In team meetings, do people feel comfortable expressing disagreement and offering dissenting views? Do team meetings include discussions and debates about work matters?
How much do you know of your team members as people outside work?
What picture do your answers to these questions paint of your team? How much would you say this picture relates to how happy you are with your team and your place in it, and to your team's performance?
2. What is psychological safety?
Researchers in academia and in business have found that these kinds of questions give us an insight into a very important dimension of teamwork: psychological safety. A team feels psychologically safe to its members when they share the belief that within the team they will not be exposed to interpersonal or social threats to their self or identity, their status or standing and to their career or employment, when engaging in learning behaviours such as asking for help, seeking feedback, admitting errors or lack of knowledge, trying something new or voicing work-related dissenting views. Interpersonal or social threats are things like: being branded negatively, e.g. as ignorant, incompetent, or disruptive; being responded to with ridicule, rejection, blame, disrespect, anger, intimidation, disregard; or, being punished e.g. with negative performance appraisals, unfavourable work assignments or reduced promotion prospects. Research has shown that the absence of such threats is strongly associated with team members bringing their whole self to work, expressing their creativity, talents and skills without self-censoring and self-silencing and learning actively on the job developing their capabilities and those of their team.
Amy Edmondson, professor of leadership and management at Harvard Business School and the most prominent academic researcher in this field, defines psychological safety as "the shared belief among team members that the team is safe for interpersonal risk-taking" [1] and explains that "team psychological safety involves but goes beyond interpersonal trust; it describes a team climate characterised by interpersonal trust and mutual respect in which people are comfortable being themselves" [2]. In the simplest of terms, you feel psychologically safe in your team if you feel at ease with admitting to a mistake, pointing out a mistake made by a team member, speaking about work-related matters without censoring yourself and trying out new things.
[1 Page 350 in Edmondson, A. 1999. Psychological Safety and Learning Behaviour in Work Teams. Administrative Science Quarterly, 44 (2): 350–383
2 Page 354 in Edmondson, A. 1999 as above]
Why is psychological safety important?
The business case for psychological safety
Described in this way, there seems to be a clear case for fostering and cultivating psychological safety in teams as a matter of employee wellbeing, welfare and job satisfaction and even a moral case on the basis of the values of employee freedom and empowerment. These should be adequate reasons for any organisation to take notice of psychological safety.
What Edmondson and others have demonstrated, however, is that there appears to also be a strong business case for promoting and cultivating psychological safety in work teams. The most widely advertised study that makes the business case for psychological safety was Project Aristotle by Google. Google's People Analytics found that psychological safety was both the aspect most reliably shared by high performing teams (amongst a set of five traits that separated high performing teams from the others with the remaining four being structure and clarity, dependability, meaning, and impact) and also the most foundational of these traits, that is, without psychological safety, you cannot have a high-performing team. Project Aristotle as well as other studies have found that psychological safety is strongly associated with objective (e.g. sales revenue) and subjective indicators of team performance (e.g. ratings of team performance by team members and managers, customer satisfaction with team products). The strongest effect of psychological safety on team performance appears to be through its beneficial effects on team learning with studies reporting psychological safety enabling the faster adoption of new technologies (process innovation), the faster adaptation to new market circumstances and customer requirements, the early identification of potentially catastrophic risks, and the faster development of innovative products.
2.1. A closer look at psychologically safe teams
Research across different industry sectors and teams of different configurations in different countries has found that teams with psychological safety are identified and distinguished from psychologically unsafe teams on the basis of: what team members say about how they present themselves at work; what team members believe and say about their colleagues in the team; team norms and culture, i.e. the ways people treat and interact with one another, their shared beliefs and attitudes, and their routine practices; and, finally, by team capabilities.
- how people present themselves at work
In teams that are psychologically safe, team members feel comfortable to be themselves and to actively learn on the job with their colleagues. Team members do not feel they have to wear a mask at work of flawless, self-sufficient, hard-nosed professionalism which they need to constantly maintain and protect. Instead, they can show up at work without feeling that they have to hide their vulnerabilities and imperfections.
- what team members say about their their team members
In psychologically safe teams, team members express mutual respect, trust and interest in each other as people. Team members do not attack each others' knowledge, competence, motivation, personality or character. Opinions and arguments are decoupled from the personality of the person expressing them.
- what team members say about their team's norms and culture
Psychologically safe teams are experienced as interpersonally riskless and liberating particularly with regards to collective, shared learning and collaboration. The most diagnostic topics of whether a team feels safe or threatening are: the handling of mistakes, near misses, failures and critical incidents; whether everyone's voice and input are encouraged, acknowledged and appreciated; whether information sharing and debate are open and not overly constrained by differences in rank, job title, seniority or other dimensions of power inequalities e.g. age, gender, race; whether dissent and difference are encouraged and appreciated; the team's attitude to controlled risk-taking, experimentation and failure; and, giving and receiving feedback.
Psychologically safe teams protect their members' learning efforts from the negative social responses learning behaviours and actions may be met with in different settings. Team members feel free to express themselves, ask questions, seek feedback, ask for help, critically scrutinise, discuss mistakes and everyday problems, experiment, fail in their experiments, offer dissenting views, raise difficult issues, concerns and problems, and propose 'crazy' ideas. They can do these things without feeling the threats of being negatively labelled, blamed, embarrassed or punished.
In more detail,
Errors, mistakes, everyday problems and 'niggles', near misses, critical incidents and failures are reported and recorded honestly and transparently. The time is taken for these to be discussed openly and candidly, viewed as opportunities for learning how to prevent their recurrence by improving work systems but also as potentially protective of potentially larger and more consequential failures or errors. The team takes the time and effort to engage in 'second order' problem solving. 'First order' problem solving is the quick fixing of issues as they appear so as to stop them disrupting normal workflow. 'Second order' problem solving involves identifying the root causes of problems and taking action to address these rather than their signs and symptoms. The team takes ownership of mistakes instead of blaming, accusing or scapegoating individual team members. The team proactively seeks to identify errors and problems it may have missed in its processes or outputs by seeking feedback and asking for help from external stakeholders, e.g. colleagues in other teams, customers, and also by engaging in frequent experimentation and testing.
The team protects a portion of its working time against production and efficiency pressures to engage in open, thoughtful and inclusive debate. Contributions are invited, encouraged and appreciated from all members irrespective of rank or job title. Psychologically safe teams practise free and open questioning in the sense of challenging current or established ways of working and of not accepting things as given or as being beyond careful, considered examination or critical inquiry. Teams value the critical examination of proposed plans and projects irrespective of who the originator of the proposed action is. Psychologically safe teams encourage the expression of dissenting views on work matters and harness their internal diversity and difference. Teams do not value conformity, passivity and self-censoring on work-related matters.
The team does not shy away from constructive 'task conflict' or 'creative abrasion' [3] i.e. "the productive disagreement over the content of one's decisions or ideas that leads to deeper cognitive understanding of an issue" [4]. Difficult and challenging issues are raised openly in team meetings rather than being discussed informally in corridors or around the water cooler. Members give voice to their doubts, anxieties, concerns, uncertainties and vulnerabilities. Individual, team and organisational fallibility are not taboos.
[3 Leonard, D. & Straus, S. 1997. Putting your company's whole brain to work. Harvard Business Review. [online]. Available at https://hbr.org/1997/07/putting-your-companys-whole-brain-to-work. (Accessed 27 June 2018)
4 Edmondson, A. C. 2002. Managing the risk of learning: psychological safety in work teams. In M. West (ed.). International Handbook of Organizational Teamwork. London: Blackwell]
The team encourages the identification and serious consideration of potential, early signs of ambiguous threats at a point where other teams might consider them as being of low priority. The team in this way tries to anticipate and fend off the possibility of catastrophic failures occurring.
Team members share information openly and often. Information is not used as a power or status instrument.
Team members learn on the job by experimenting, taking controlled risks and failing safely rather than in formal courses. Controlled, directed failure is not stigmatised or penalised.
The voice of all team members is heard and acknowledged and their skills and talents are valued and utilised. The 'person paid the most' does not have the monopoly of speaking or the final word. Differences of rank, status or job title are toned down so as not to obstruct the contribution of all team members. Accordingly, in psychologically safe teams 'image' and 'impression' management, office politics, one-upmanship and the 'rumour mill' are avoided.
Team members give feedback to one another frequently. The team frequently seeks the opinion and views of colleagues from other teams and of stakeholders external to the organisation e.g. customers and suppliers.
Team members are comfortable asking for help from one another and colleagues in other teams.
Table 1 below offers an illustration of the distinction between psychologically safe and unsafe teams through the words of people working in teams with and without psychological safety. Table 2 contrasts the team norms of psychologically safe teams to those of unsafe teams.
[1] Edmondson, A. C. 2004. Psychological Safety, Trust and Learning in Organizations: A Group-level Lens. In R. M. Kramer & K. S. Cook (eds.). Trust and Distrust in Organizations: Dilemmas and Approaches. Russell Sage
2.1.1. An unconventional image of the ideal employee
Tucker and Edmondson (2003 [5]) argue that psychological safety allows team members to show up at work in ways that would be considered troublesome for teams with low or no psychological safety. They argue that from the perspective of teams with low psychological safety, team members who prioritise shared, collective learning over maintaining the status quo will seem like:
- self-aware error makers, when it comes to their own mistakes, informing their team and others of any mistakes and errors they have made so that the consequences can be contained and that others learn from the situation. They invite and encourage others to let them know when they have made a mistake that they have not spotted themselves.
- nosy troublemakers, when it comes to the mistakes of others, letting team members know when they have made a mistake. They communicate without accusation or blame attributions.
- noisy complainers, when it comes to issues and problems with current work processes. Problems are 'patched' by the team member (first-order problem solving) but they are escalated to the people who can fix their causes (second-order problem solving).
- disruptive questioners, when it comes to performance improvement. Established ways of working are routinely and frequently interrogated for ways to improve them.
[5 Tucker, A. L. & Edmondson, A. C. 2003. Why hospitals don't learn from failures: organisational and psychological dynamics that inhibit system change. California Review of Management, 45 (2): 55–72]
Clearly, the picture of psychological safety painted in this text is idealised, without complications and difficult trade-offs and dilemmas. This was intentional as I wanted in this text to present clearly what it is that we are promised by the proponents and advocates of psychological safety. The difficulties, traps and downsides of working towards psychological safety merit their own consideration and exploration. However, given the counter-normativity of psychological safety not only in workplaces but also in other social institutions e.g. education, I thought that presenting an alternative vision of possible social relationships was worthwhile work in and by itself and a positive first step. Having said that the academic research on psychological safety suffers from severe conceptual and methodological weaknesses that are not fatal but they do need to be acknowledged and wherever possible addressed.
Wellbeing Teams
This work was undertaken as part of Helen Sanderson's vision for a new world of work and care in England. For a short introduction of the endeavour Helen and her colleagues have embarked on, see this:
"Together we may find some of what we're looking for - laughter, beauty, love, and the chance to create" Saul Alinsky - Rules for Radicals
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Senior leaders need to move the dial on diversity — by Kate Newhouse
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redpajama_set_name: RedPajamaCommonCrawl


The largest Front Month ETF is the United States Oil Fund LP USO with $1.56B in assets. In the last trailing year, the best performing Front Month ETF was the DSLV at 23.77%. The most-recent ETF launched in the Front Month space was the United States 3x Short Oil Fund USOD in 07/20/17.


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