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The Game of Work: Unlocking Employee Engagement and Energy | with Chuck Coonradt [Transcript]
Link to podcast episode: The Game of Work: Unlocking Employee Engagement and Energy | with Chuck Coonradt
Jesse Lahey: Welcome to the show, Game Changers. This is the show for CEO's, HR Executives and other business leaders to learn about internal gamification. Over the course of the series you will hear examples and pitfalls, discover how to assess when it's an appropriate strategy and learn to evaluate gamification partners and game design ideas.
I am Jesse Lahey and our guess today is Chuck Coonradt. Chuck has been called, "The Grandfather of Gamification." He is the author of the book, The Game of Work, first published in 1984 and frequently updated. Since 1973, Chuck has been teaching companies game-based principles that unlock keys to employee involvement, engagement and energy.
Jesse: Chuck, welcome to Game Changer.
Chuck Coonradt: Thank you. It's a pleasure for me to be with you today, Jesse.
Jesse: Chuck, you've been exploring game designed principles and using game based principles much longer, many years longer than most people have been talking about it. How did you originally come to some of those principles?
Chuck: Well, like many things, it was not what one would call strategic where you're well planned. It was serendipitous and an epiphany that I supposed all of us has a couple of in our lives. This was a real, pardon the phrase, game changer for me. I was doing consulting and calling on a company where they were building houses in a factory and they moved them down the line like Henry Ford did with cars only much slower.
I was in the second story window with the plant manager who was mid-fifties, mid-career, not happy about either and giving me the kids' today lecture. "The kids can't work, kids don't care, and kids don't have the same values we have," which I guess have been every generation to every generation forever.
He brought me over to the window, pointed down on the factory for and said what do you and your magic box of stuff going to do about that and what that was, was eighty twenty something working on a house to describe their pace you would need words like arthritic snails and wet cement. They look like mimes that had been drugged.
"So, what are you going to do about that? That's my problem."
If you ever sold anything, you know that when somebody gives you an objection and you don't have the answer, you're pretty dumbfounded and time kind of stops. I was in that category. Then I was rescued by the lunch bell because at that moment the lunch bell rang. I watch these eight guys drop those hammers like they were electrified and take off like somebody hit them with high voltage cattle prods where they ran fifty yards down the factory floor and found a basketball hoop.
Then I watched them play 42 minutes worth of four on four, shirts and skins. With the intensity of a game seven NBA finals, when at twelve forty two, magically, and again, no manager, no strategic plan, no instructional manual, they just knew what to do. Everybody had his or her jobs. The intensity was interesting, and at twelve forty-two, they stopped the game, picked up their sacked lunches, their coats and started walking back to the job where at one o'clock they were back on the clock, arthritic snails and wet cement.
Probably the most meaningful hour of my life because I looked at this manager, and I said, "I don't think it's a raw material problem." I saw something here that and we coined the tongue twister, "Why is it the people will actually pay for the privilege of working harder than they'll work when they're paid and we call that recreation?"
I just said, "What did I just see?"; "What were the differences?"
Over a period of time and counseling with my team and staff, we identified five principles that we call, "The Motivational Recreation," and it all came of that principle. The interesting thing about that was that it occurred in 1977, a full 30 years before people started claiming to have invented gamification. So, we're taking an interesting look at that from a distance.
Those five principles that we identified were number one: the feedback was more frequent in recreation than it was at work. You got feedback every time you took a shot with that basketball or any time you'd swing a golf club or a tennis racket, flick a fly rod, and pull a trigger on a shotgun, rifle or a pistol. That feedback is almost instantaneous.
Where at work we may do sales weekly, PNL's on a monthly basis and the overall bane of everybody's existence, the annual performance appraisal. So, we realized we have real gap in the feedback piece and that feedback really is a daily human nutrient. If people will get the right amount, they will change their behavior in many instances in a bad way. So feedback was great.
Number two: is that the score keeping was, I guess, the big word would be contemporaneous. We just said that the players knew the score while the game was in progress. So, they could change their behavior to win before time would run out. The difference between hockey, where that is true, and figure skating were you don't get a score until you're after done. You can't do anything about it. We found to be a significant element. Therefore, that's principle two.
Jesse: You know, can I just interject something there, Chuck. One of the things this reminds me of, is the similarity with lean management and the whole Toyota productions in their emphasis in keeping this visual management, keeping the score right where everybody can see it. Now you're saying it's, if you can have always be updated, that's even better but at least it needs to be always visible.
Chuck: Absolutely. High visibility, communication of what that score is, is critical. If you ever watched a power failure in a stadium, when the score board goes down, people just panic. Why would we play if the scorecards were not there? So, high visibility in the Toyota — there's a lot in the Toyota process that fits gamification. Like our work in the 1970's, the Toyota process really started to gain popularity in the seventies and the eighties.
In the seventies, we had something called, "Management By Objective." So, it was all about finding goals and measuring progress. So, I've never really claimed that this is some unique thing that Chuck Coonradt invented. It's more that I've discovered parallel universes, I guess.
The dichotomy between the way we treat these bi-principles in recreation and the way we just obliterate them in the work place. It's no wonder that we have two thirds of the American work force disengaged in their work and a half of them are severely disengaged, according to Gallup.
Jesse: That's right.
Chuck: The interesting thing is we haven't changed that. We haven't really moved that number very much. This is also somewhat scary.
Jesse: You're right. Well, go ahead and what's number three?
Chuck: Number three is that the goals are more clearly defined in recreation than they are at work. For me, "Goal Clarity," the best example I can think of, just imagine 22 kids in a school that don't speak the same language. No two of them speak the same language. You can give them two soccer goals, a ball, referee, a yellow card, a red card and everybody gets it. You can take 16 strategy thinkers and a super computer put it in a room and they have a hard time deciding where to go to lunch.
So, all of the goals in recreation are clear. You don't start on a golf course until you see the map of the course. You don't stand up to tee until you understand that it's a par four, par five, par three. What are the distances? What are the pitfalls? What are the things that drive that? So, the goal clarity is critical and it kind of marries up to principle four, which is the coaching, which is more consistent in recreation.
Parenthetically, we say, they don't change the rules on to the middle of the game. So, we're very committed, recreationally, to the consistency of a bat. You know, Sammy Sosa got in trouble for corking a bat. We're going to make sure the square grooves and the square wedge aren't too disadvantageous. Now the PGA is all uptight about belling the anchored putters, you know we're very big about consistency.
Whereas, at work too often we go from today we're chasing profit, tomorrow we're chasing sales. Now we're going to do quality then we're going to be safe. So, by taking and prioritizing the goals in business you get that consistency of coaching. Last, but we don't believe least, is that there's a higher degree of personal choice in recreation than there is in work.
We found that people will acknowledge management's right to set goals and to set ultimate outcomes. What people will fight you to the death over is their ability to have their own methods to achieve those goals. When you grant people personal choice, you get that all important word that we call, "Buy-in" that everybody is chasing with every new process, anybody has ever tried.
So those are the five principles and we identified those principles in '77 and they still remain to be core principles in gamification today.
Jesse: They do ring true to me as I think about both work situations I've been in, in companies I've worked with, as well as just even in games that I have liked over the years. When I was a kid, as a very young kid, you like games like "Candy Land" or the card game "War." By the time you're five and seven, you're already moving past them because they don't have any element of a personal choice. So just as an example there, that's one of the five where if you don't have personal choice, it's really not a fun game.
Chuck: Yes.
Jesse: That obviously links to some intrinsic motivation factors of what makes work engaging for us if we have a level of autonomy, we're more likely to be intrinsically motivated in the work that we're doing.
Jesse: Absolutely. One of the pitfalls that I'm seeing in the gamers' approach to this if you will, because since 2004-2007, depending on what source you look for, the term gamification came out of the video game players. That discipline has attempted to impact on workflows and processing in business. That's really gamification in a nutshell as we look at it today.
The interesting element that I've watched the gamers missed is this element of personal choice because it's inherent in video games in that if I pick, "World Warfare," I demonstrated my choice. You can't put a gun to my head and force me to play World Warfare. That's not the way the system works. However, when you try to bring the elements of gamification into the work place, the thing that many of the technologists have missed is this element of providing choice to the players and to the employee. So, it's a big part of what our listeners need to take into consideration as they do gamification in their business.
Jesse: It's interesting, that example of World Warfare, which I have not personally played. I've heard that it appeals to lots of different types of people part of this because they have to make a wide range of choices inside the game, too. There are some people that really want to go in, compete and kill people or whatever you do in World Warfare.
Then, there are others who are really more about exploring that world. I think, every time I've ever used a flight simulator video game, I've always just tried to see, "Can I drive this thing off the map?" I just want to go explore this virtual world.
So, you got the choice to whether or not play at all. Then inside, you've got variety of choices to make. So you're saying that's one of the downfalls, especially of work place based gamification where that's not something that's often designed into the system.
Chuck: That's true. Even to the point of being able to choosing my own avatar, the one I want to be. Do I want to be Mister Muscle? Which one of America's hero do I want to be like? I get to pick and choose those things. There's a high degree of choice in the electronic gamification. When people bring it to the work place, there is sort of a historical absence of choice that workers get.
What we found is that in our work is that when you get in and ask people about their methodology, "How do we get to this point?"; "How would you help us get to the goal?" You get engagement. I know that sounds simplistic. But in life, I think most of us would register the fact that we have simple principles.
Physical responsibility, how you get wealthy in America. Pretty simple principles. I think if we stay with the simple principles in a gamification process, you are going to get much greater acceptance.
Jesse: Now, you've been practicing these principles since the 70's. From your opening illustration, it was not video game based. There were very few video games in the market at that point. So, I am guessing that for a long you work was maybe not so influenced by video game, I'm wondering if you've seen your work change over the years. Generally speaking, when people talk about gamification now, they are talking about what we've learned from the world of video games. I wonder if you've seen that affect your work over the years.
Chuck: Well, it has a little bit. Interestingly enough, the first IBM personal computer was done in 1981. When I saw Lotus one, two, three get introduced in 1984, I absolutely looked like an aborigine watching a Polaroid picture develop. "Wow." I hope that's politically correct then. But I was like, "Wow, wow." My life just got great now. What has been really interesting is that we recognized that there's a kinesthetically earning sensation. You can get that at the joystick. You can get that of a computer keyboard.
But you can also get that with a piece of paper and a ruler and a four function calculator, putting together the most simple visible score cards. So, honestly, Jesse, that's where we started. It was like "Plot, draw a line, plot and run an average."
So elemental but we find that even today that people trust what they can touch. If you can get somebody on that, talking about that Toyota line and contemporaneous score keeping, if you get somebody who is over there almost literally marking on a wall when they have completed the next run or somebody is going back and saying, "We just had another safe day in this plant. We're going to go to the wall and put up safe, 'one more safe day'." We're going to move from a hundred to hundred and one safe day of operations.
Those kinds of kinesthetic learning are really critical to get in people's engagement. Many people love to trust what they can touch. If you watch somebody with a controller, if you watch somebody with the Wii games, I mean any of this stuff that gyroscopically allow you to play tennis, bowling, golf and all of the things that we have right now. All of that is emblematic or symptomatic, if you will, of this kinesthetic learning.
Think of the huge engagement that you get from people of all ages. What's kind of interesting is that you'll watch people who have never played on a controller or joystick, you give them a Wii controller in their hand, tell them to use it like it were a golf club or a racket and they are drawn in like quicksand. To me it's just a manifestation of engagement at these simple levels.
Jesse: Just a quick pause from this interview with Chuck Coonradt to tell listeners about a game we're playing and have some fun throughout the series. First, we're giving away five copies of Chuck's book, The Game of Work. To win one of the copies of the book, send me a Tweet at Jesse Lahey mentioning this episode number six.
This episodes' clue, which is the letter, "D" as in Daniel, and whether you prefer a hard copy or a kindle e-book if you win. We'll pick a winner at random from the first 50 emails we receive. Also there will be other tests include in each of the first 14 episodes in the, Game Changer series as well as in, Engaging Leaders podcast episode 38 featuring Kevin Werbach .
From those 15 clues, if you can be the first person to guess the secret phrase, you will win $100 gift card from Amazon. Everyone who guesses it correctly will be honored on our Game Changer Genius Board.
Jesse: For employers, what are some useful areas to apply Gamification approach? Do you have any case study to share with us?
Chuck: Well, sure, if we have another two days we could do a case study. There is some obvious one. People have said, "The Sales Game" is a big one. One of the things that we've been very successful with is the scorecard, which we call "Mean Days Between Sales." For the person who's not going to sell every day, for the person who's not in a call center where they're going to get some multiple transactions.
But for the large process seller, for the real estate seller, for the car salesman and for the person who's been doing large scale industrial stuff, we have designed the game, if you will, "The Scorecard". So that a person goes back and looks at their history sees how frequently they have been successful and starts to measure how long it takes them to get the very next transaction and whether that individual is getting a transaction every five days in some situation or maybe its 50 days.
The game allows them to post each day as getting closer to their objectives. We've seen 200% and 300% improvements in sales as a result of that. Looking at how well you do each transaction in a production field. Say we did a major amount of work in soft drink industry with both of the big two and a number of others.
One of the things that happen in any production process where you fill in stuff up, is that you have that change over at your work. It's easy to produce if you're making 12-ounce diet soft drinks and those things run for a day or a day and a half on the same product line in the same container. You can be really productive.
But when you're trying to run a three liter grape, the sales of which are not significant enough to even matter but we still have that product line. You have to change that product over you got to get different stuff in the filler, you have to change the test. So, change over times is very critical in terms of productions.
Going back to your point about the Toyota process, once we have several opportunities to track what's happened in the past, we then have an inherent goal setting processes which, "Just to be better than we used to be," and you celebrate doing that changeover in less time and with less complexity than you did in the previous area. That hangs there, somebody brings it up, "It's what we are intending to do," we know the game before we start and we celebrate better than we used to.
Those are some of the things that you have to keep simple, tie it absolutely to the business at hand and make sure that the game, the gamification or the process is not something that draws us away from the business but something that draws us into the business.
Jesse: Speaking of the potential for unintended consequences, let's say drawing away from the business; are there some pitfalls that we should be aware of?
Chuck: Well, there are probably three of them. Number one is the one we just talked about and that is that you don't want to go do a game for game's sake. Somebody said [inaudible 00:24:27], "Boy, you know what I think what we can do? I think we can do, "Fast and Furious Four," relative to our maintenance guys. We can get them jacked up and they'll be excited. However, if they're not doing their job with the game, then that's a huge problem.
The second biggest pitfall that I see is that you have to make sure that the feedback that's coming from the game is the same feedback that's coming from the coach. If I'm out and I'm building up badges or I'm running up a leader board or any of the other things that are analogous to Mario collecting his little gold coins, if you remember.
But I've got a manager who does not engage in that process and is saying, "Oh, that's a bunch of young kid crap that you're just doing and I don't think it's driving our production up. Why don't you forget the computer, get your butt over here and let's get to work."
If you've got feedback coming from the person who's going to do your performance appraisal and your income changes is not consistent with the game then you've got fundamental errors.
So, we always work in rolling out the game of work from the CEO's down. You have to cascade the implementation throughout the organization from the top. If I'm looking at the feedback and the gift of feedback, if you'll think about it in that way, as a management privilege because they're closer to the information and then I'm going to share that gift of feedback where the people are actually doing the work because I want to improve the workplace experience for the team.
Jesse: That's interesting that you come back to this principle of feedback, which was the first of your five principles. Is it first because it perhaps signifies a priority there? Is it the most important?
Chuck: I have to confess, as John Wooden said, "It's what you learn after you think you know it all that really matters." When we wrote the book, Jesse, we have goals for first: score keeping second and feedback, I wouldn't say it was an afterthought but it wasn't really a primary discovery for us at the early epiphany.
But the more we implement it, the more we shared and the more we recognized what it took to change and the more we saw the difference between work and recreation. Feedback became our number one principle because it is the difference between work and enjoyment. It's the feedback that you get.
If you've ever been involved in a process where you were working against the deadline, you were trying to get a broadcast put together. You were trying to open up a grocery that's kind of industry that I came out of.
You see that you have this huge energy and this huge effort because people are getting very frequent feedback about what's going on. I loaded grocery trucks for three summers to work my way through Michigan State and this is—you don't really want to know how long ago that was. I like to try to tell people the game of work was a junior achievement project in [inaudible 00:28:07]. It's not working so well for me.
We used to have ten thousand pounds, per man-hour, that we were loading in these trucks. So, you would load a forty thousand pound truck in four hours, I still remember that. But it was a big deal to make those numbers and get that stuff done and we celebrated it as we finished out our shift.
Yes, I suppose that that had an impact on how my thinking came to be. But feedback, and here's another thing, I don't want to take you down too many trails, if you think about it in our society, the denial or the withholding of feedback is the most severe psychological punishment we inflict on someone.
So, you can go back and look at solitary confinement, you can look at brainwashing as a first step or solitary confinement as a first step in the brainwashing process. The Greeks call it being Ostracized, our military academy call it, "The Silent Treatment," around most houses they call it the, "Big Chill," you know you walk in, "Hi, how are you?"
"What's wrong?"
"Can I do anything?"
So, when you take feedback away, it's painful. There's lot of research around that. What's interesting is, that's true in every place except at work where we think it's standard operating procedure. If it isn't today broke, don't fix it and no news is good news, which you don't know can't hurt you. So, if you go around and look at either the formality of a Gallup survey for employee engagement or just go out and talk to folks, you will find that no one feels over appreciated. So, we have a huge feedback gap and appreciation gap in America.
Jesse: Well, I've heard Gallup report that the least engaged employees are those that get zero feedbacks from their managers and the ones that get, even if they only get negative feedback, they are actually pretty well engaged. They are well over that fifty percent level. Of course, the most that you can guess are the ones that get both positive and negative feedbacks but that negative feedback is much better than no feedback in terms of engaging people.
Chuck: Absolutely, that's one of the—we have six principles of feedback and that's the sixth one, is that people would rather take negative feedback than get no feedback at all. We see it on kids who act up when you come home at night and they try to tell you about the room being clean and what they did in pre-school today. Then you go, "I'm sorry, I'm reading a paper.";"I'm cooking, I don't have time."
You know, the next thing you're going to hear from that kid is broken glass or a sibling's scream or a half sob laid on a dining room table like. But that kid's going to get some feedback. So, that's why we are so zealous, I guess, about changing the way we deliver feedback in the workplace.
The border for us, the keyword, the key adjective is that the feedback needs to be appropriate. So, it's not that it's all rose colored glasses and all Pollyanna and yes, Johnny and everybody gets a ribbon for showing up, it's not that. It's that the feedback is appropriate to the behavior and the behavior is what drives the results.
Jesse: Chuck, where can people find out more about you and your work?
Chuck: Well, thank you for asking. Our web page is Gameofwork.com. You can email us at game@gameofwork.com. One of the things that people can do with that email is to request an executive summary of our book, The Game of Work. Happy to send that along to them electronically and our 800 number is (800)438-6074.
I'd be happy to engage with anybody out there who's struggling with their own gamification and see what kind of help we can give them over the phone and see what else we can do to share this, it's almost 40 years now that we've been playing the game. One of the great joys of having that much experience is to share with people and help them avoid some of the pitfalls that we've dropped into over the years. So, we love it. We love giving back and we appreciate the resurgence that gamification is enjoying today
Jesse: Fantastic. Chuck Coonradt is the author of the, The Game of Work. Chuck, thank you for joining us on Game Changer.
Chuck: Thank you for having us.
Jesse: And we'll provide the contact information and links that Chuck mentioned in our show notes, which you can find at, EngagingLeader.com/GC6 as in Game Changer Episode six. That wraps up today show, Game Changers." Don't miss our next episode when we'll feature our next interview with a plug and play gamification solution provider focused on health and wellness. We'll be talking to Blake Squires, the CEO of Movable, which is an activity awareness program with social and rewards components. Don't miss it.
If you have enjoyed this series, be sure to check out the weekly leadership podcast, Engaging Leader. Where my guest and I share more ways to communicate, engage and lead with greater impact. Until next time, remember, life is short. So, keep it fun.


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text:
Q: Set a placeholder value to Select component Material UI v1.0.0-beta.24 I'm using in a test project the v1.0.0-beta.24 from Material UI, the "Dropdown" menus work different from the previous version so what I want to do is to set like a placeholer in the Select component.
In my example with a previous versión I had this:
<DropDownMenu
  value={this.state.DivisionState}
  onChange={this.handleChangeDivision}>
  <MenuItem value={''} primaryText={'Select division'} />
  {this.renderDivisionOptions()}
</DropDownMenu>

So in the new version the primaryText property is not supported, this is my code:
import React from 'react';
import Select from 'material-ui/Select';
import {MenuItem, MenuIcon} from 'material-ui/Menu';
import {DatePicker} from 'material-ui-pickers';
import { FormControl } from 'material-ui/Form';
import { InputLabel } from 'material-ui/Input';

import cr from '../styles/general.css';

export default class Example extends React.Component {
  constructor(props) {
    super(props);
    this.state = {

      DivisionData: [],
      DivisionState: '',

    };
    this.renderDivisionOptions = this.renderDivisionOptions.bind(this);
    this.handleChangeDivision = this.handleChangeDivision.bind(this);

  }
  componentDidMount() {
    const divisionWS = 'http://localhost:8080/services/Divisions/getAll';

    fetch(divisionWS)
      .then(Response => Response.json())
      .then(findResponse => {
        console.log(findResponse);

        this.setState({
          DivisionData: findResponse.divisions,
        });
      });

  }
  handleChangeDivision(event, index, value) {
    this.setState({ DivisionState: event.target.value});

  }
  renderDivisionOptions() {
    return this.state.DivisionData.map((dt, i) => {
      return (
        <MenuItem
          key={i}
          value={dt.divDeptShrtDesc}>
          {dt.divDeptShrtDesc}

        </MenuItem>
      );
    });
  }
  render() {
    return (

                  <FormControl>
                    <InputLabel htmlFor="name-multiple">Division</InputLabel>
                      <Select
                        value={this.state.DivisionState}
                        onChange={this.handleChangeDivision}
                        autoWidth={false}
                      >
                        {this.renderDivisionOptions()}
                      </Select>
                  </FormControl>

    );
  }
}

So any help on this would be nice.
Regards.

A: just provide the following attributes in Select
displayEmpty
renderValue={value !== "" ? undefined : () => "placeholder text"}

replace the value with your variable.

A: I don't know how to put code in the comments...
renderDivisionOptions() {
  <MenuItem
    key={1}
    value={this.state.placeholder}>
      'placeholdertext'
  </MenuItem>

  return this.state.DivisionData.map((dt, i) => {
    return (
      <MenuItem
        key={i}
        value={dt.divDeptShrtDesc}>
          {dt.divDeptShrtDesc}
      </MenuItem>
    );
  });
}

does this work? its super hacky, but I can't believe they don't support placeholder text anymore.

A: You're using InputLabel with htmlFor="name-multiple", but there is no input with that name.  You need to provide one by setting the input prop on Select:
  <FormControl>
    <InputLabel htmlFor="name-multiple">Division</InputLabel>
      <Select
        value={this.state.DivisionState}
        onChange={this.handleChangeDivision}
        autoWidth={false}
        input={<Input id="name-multiple" />}
      >
        {this.renderDivisionOptions()}
      </Select>
  </FormControl>

You can see this in action on the Simple Selects demo for the Select component.

redpajama_set_name: RedPajamaStackExchange


text:
Q: What should I do with comments that need to be edited? I have reputation 521, I can edit question and answer but not a comment. There is very helpful, but mistyped comment. Only one letter need to be changed. Should I flag it? I have no right do anything else.
Let us see the example:
There is a question:
Where is @Html.MailTo in MVC 4?
And the most usefull part of the answer for me is the comment: "marked up with a helper attribute e.g. [DataType(DataTypes.EmailAddress)]"
But it should be DataType.EmailAddress instead of DataTypes.EmailAddress.
I would like to delete the mistyped s, but I cannot. What should I do?

A: Usually you do absolutely nothing. Since the ability to comment was introduced, comments have been considered 2nd class citizens, and have no edit history at all (so you can't see what was changed and when and by whom).
There is virtually no capability to edit comments for regular users, the only exception being the original author of the comment can edit it at will for 5 minutes after it was posted.  You cannot edit anyone else's comment ever, regardless of reputation.
Moderators can edit comments, but this not a common practice and usually only done for serious issues (such as a useful comment that is very rude or offensive).  Small typos or grammar mistakes are often not changed, simply because it would be a full time job for a moderator to worry about cleaning things up.
The best thing to do if you encounter a typo in a comment that potentially can cause confusion is to leave your own comment and ask "@bobLoblaw do you mean .....?".
For the kinds of typos, I'm thinking of things such as:

*

*Forgetting a "not" or other typo/omission that causes the comment to say something other than what you think it was intended to mean

*A serious spelling mistake that changes the meaning of a post

*A significant typo in a code snippet that would have a different result than what is being intended.

Minor stuff like a missing "s" or a using its instead of it's should just be left alone.
Don't flag a comment for moderator attention to correct a typo unless the issue is so serious that it needs to be fixed.  Moderators have enough flags to handle, so they don't need a whole host of new ones asking them to capitalize "i" in thousands of comments.

A: In this situation you edit it into the answer.
If the answer is incorrect and corrected in a comment, which is itself incorrect then correcting the comment seems more than a little ridiculous. Add all the information into the answer instead and everything's in one place.
Be careful doing this. People sometimes don't like editing of code. Ensure that your edit summary states that you're moving useful information from a comment into the post and I would link to the documentation that proves you're correct. I know nothing about the subject so I'm not making the edit myself.
Don't be upset if your edit gets rejected. If it does all shrug your shoulders and move on; it's only an "s" after all; you'd hope people would work it out if they copied and pasted the code and got an error.
If your edit is approved you can flag all the comments as obsolete and help keep the place that little bit cleaner.


text:
Students march against Kavanaugh
Morgan Dobbins
Deputy Campus Editor
This past Friday, Oct. 5, nearly 100 students gathered in front of Westcott Fountain to march against Judge Brett Kavanaugh potentially being confirmed to the U.S. Supreme Court. Walking along College Avenue to the Florida Capitol building, students held anti-Kavanaugh signs and chanted. Despite the protests taking place across the nation, Kavanaugh was confirmed to the Supreme Court on Oct. 6.
Student groups like the Florida State University chapter of the National Organization for Women, FSU Generation Action Planned Parenthood and FSU College Democrats proudly attended and spoke at the rally. However, they were faced with students of other opinions who marched in an effort to counter protest.
Courtland Culver, membership chair of FSU College Republicans, was initially joined by two friends as he proposed that Kavanaugh should be confirmed.
"I am counter protesting because of a few things," Culver said. "An FBI [Federal Bureau of Investigation] investigation came back and said there is no corroborating evidence."
The FBI conducted an investigation into allegations of sexual assault committed by Kavanaugh, which were publicly heard in a testimony from Dr. Christine Blasey Ford.
The FBI contacted 11 individuals for an interview and were able to interview 10, including: Deborah Ramirez, who alleged that Kavanaugh had exposed himself at a dorm party at Yale University; Mark Judge, who Dr. Ford alleges was also in the room at the time of the assault and a few other classmates who were connected to the party.
After the investigation, the FBI concluded that there was nothing in these incidents that prevents Kavanaugh from serving as a Supreme Court Justice. These results were made available to all members of the U.S. Senate before the scheduled vote that would or would not confirm Kavanaugh.
"The other thing that really just ticks me off about this investigation is the fact that Senator Feinstein got a letter for Dr. Christine Blasey Ford about two and a half months ago and sat on it until right before they were about to slide the vote in," Culver said. "It's hard for me to believe you care about women's voices. It's hard for me to believe that you're taking women's allegations against another person seriously when you're sitting on these allegations for two months."
Dustin Daniels, the Democratic mayoral candidate for Tallahassee, marched alongside students before speaking to the group as a whole as the first guest speaker of the rally.
"We have to take moments like this to remind ourselves how important it is to elect the right people in positions of power," Daniels said. "This is a moment we have to remind ourselves that some people talk and other people walk."
For many, the issue with the U.S. Senate confirmation directly relates to their own experiences of sexual assault. According to the Rape, Abuse & Incest National Network, college aged women are three times more likely than the average woman to get sexually assaulted.
As the rally continued, more counter protestors arrived with signs voicing their support of Kavanaugh. Although they were counter protesting, the group was generally respectful and only rarely spoke over the invited speakers.
However, as a final picture was being taken, three counter protesters jumped in the picture, leading to a slight altercation in which one of the counter protester signs was destroyed, prompting law enforcement to step in and move the counter protesters to a public sidewalk further from the Capitol in an attempt to re-establish peace.
After the last photo, students dispersed, walking in groups back to campus.
The next day, the U.S. Senate voted to confirm Kavanaugh as the newest Supreme Court Justice. This decision by the Supreme Court fell mostly along party lines with a vote of 50-48 to confirm, even as women could be heard yelling "shame" in the gallery.
This decision is expected to be a key voting consideration for citizens as they head to the polls this upcoming November. Early voting in Florida will begin on Oct. 22, and the Donald L. Tucker Civic Center will serve as one early voting location easily accessible for students.
If you are not registered to vote, the deadline is Oct. 9. Visit leonvotes.org for more information.

redpajama_set_name: RedPajamaCommonCrawl


text:
Pati Ba Pintig ng Puso? (International title: Of Love and Lies / ) is a 2007 Philippine television drama romance series broadcast by GMA Network. Based on a 1985 Philippine film of the same title, the series is the second instalment of Sine Novela. Directed by Gil Tejada Jr., it stars Yasmien Kurdi and JC de Vera. It premiered on May 21, 2007 on the network's Dramarama sa Hapon line up replacing Muli. The series concluded on September 7, 2007 with a total of 80 episodes. It was replaced by Pasan Ko ang Daigdig in its timeslot.

Cast and characters

Lead cast
 JC de Vera as Aldrin Griego
 Yasmien Kurdi as Jenna

Supporting cast
 Eddie Gutierrez as Griego
 Chynna Ortaleza as Mabelle
 Karel Marquez as Agatha
 Arci Muñoz as Claire
 Jennifer Sevilla as Rosa
 Marco Alcaraz as Bien
 Pinky Amador as Nena
 Kier Legaspi as Franco
 Maureen Larrazabal as Betty
 Marcus Madrigal as Jeffrey
 Karen delos Reyes as Sosima
 Sweet Ramos as Kaykay
 Ramon Christopher Gutierrez as Ricardo

Guest cast
 Bea Binene as young Jenna
 Miguel Tanfelix as young Aldrin
 Krystal Reyes as young Claire
 Ella Guevara as young Betty

References

External links

2007 Philippine television series debuts
2007 Philippine television series endings
Filipino-language television shows
GMA Network drama series
Live action television shows based on films
Philippine romance television series
Television shows set in the Philippines

redpajama_set_name: RedPajamaWikipedia


text:
Lucas Henrique da Silva (born 5 February 1995), known as Lucas Áfrico, is a Brazilian professional footballer who plays as a central defender for Portuguese club Estoril.

Football career
On 27 June 2018, Lucas Áfrico signed a five years contract with Marítimo.

On 2 July 2021, he returned to Estoril on a permanent basis, after playing there on loan earlier.

References

External links

1995 births
Footballers from São Paulo
Living people
Brazilian footballers
Association football defenders
Campeonato Paranaense players
Associação Atlética Flamengo players
Santos FC players
Londrina Esporte Clube players
Primeira Liga players
Liga Portugal 2 players
Campeonato de Portugal (league) players
C.S. Marítimo players
G.D. Estoril Praia players
Brazilian expatriate footballers
Expatriate footballers in Portugal
Brazilian expatriate sportspeople in Portugal


text:
Q: Merging multiple files into one within Hadoop I get multiple small files into my input directory which I want to merge into a single file without using the local file system or writing mapreds. Is there a way I could do it using hadoof fs commands or Pig?
Thanks!

A: okay...I figured out a way using hadoop fs commands -
hadoop fs -cat [dir]/* | hadoop fs -put - [destination file]

It worked when I tested it...any pitfalls one can think of?
Thanks!

A: If you set up fuse to mount your HDFS to a local directory, then your output can be the mounted filesystem.
For example, I have our HDFS mounted to /mnt/hdfs locally. I run the following command and it works great:
hadoop fs -getmerge /reports/some_output /mnt/hdfs/reports/some_output.txt

Of course, there are other reasons to use fuse to mount HDFS to a local directory, but this was a nice side effect for us.

A: In order to keep everything on the grid use hadoop streaming with a single reducer and cat as the mapper and reducer (basically a noop) - add compression using MR flags.
hadoop jar \
    $HADOOP_PREFIX/share/hadoop/tools/lib/hadoop-streaming.jar \<br>
    -Dmapred.reduce.tasks=1 \
    -Dmapred.job.queue.name=$QUEUE \
    -input "$INPUT" \
    -output "$OUTPUT" \
    -mapper cat \
    -reducer cat

If you want compression add
  -Dmapred.output.compress=true \
-Dmapred.output.compression.codec=org.apache.hadoop.io.compress.GzipCodec

A: hadoop fs -getmerge <dir_of_input_files> <mergedsinglefile>

A: You can use the tool HDFSConcat, new in HDFS 0.21, to perform this operation without incurring the cost of a copy.

A: If you are working in Hortonworks cluster and want to merge multiple file present in HDFS location into a single file then you can run 'hadoop-streaming-2.7.1.2.3.2.0-2950.jar' jar which runs single reducer and get the merged file into HDFS output location.
$ hadoop jar /usr/hdp/2.3.2.0-2950/hadoop-mapreduce/hadoop-streaming-2.7.1.2.3.2.0-2950.jar \
-Dmapred.reduce.tasks=1 \
-input "/hdfs/input/dir" \
-output "/hdfs/output/dir" \
-mapper cat \
-reducer cat

You can download this jar from
Get hadoop streaming jar
If you are writing spark jobs and want to get a merged file to avoid multiple RDD creations and performance bottlenecks use this piece of code before transforming your RDD
sc.textFile("hdfs://...../part*).coalesce(1).saveAsTextFile("hdfs://...../filename)

This will merge all part files into one and save it again into hdfs location

A: All the solutions are equivalent to doing a
hadoop fs -cat [dir]/* > tmp_local_file
hadoop fs -copyFromLocal tmp_local_file

it only means that the local m/c I/O is on the critical path of data transfer.

A: Addressing this from Apache Pig perspective,
To merge two files with identical schema via Pig, UNION command can be used
 A = load 'tmp/file1' Using PigStorage('\t') as ....(schema1)
 B = load 'tmp/file2' Using PigStorage('\t') as ....(schema1)
 C = UNION A,B
 store C into 'tmp/fileoutput' Using PigStorage('\t')


text:
Q: Nodejs with TypeScript gives weird errors I am using TypeScript 1.5.0-beta and I am using Visual Studio Code to create a simple Node Server using an example that Anders Hejlsberg showed at build.
///<reference path="typings/node/node.d.ts"/>

import { createServer } from "http"

export function simpleServer(port: number, message: string)
{
  createServer((req, res) =>
  {
    res.writeHead(200, {'Content-Type': 'text/plain'});
    res.end('Hello World\n');
  }).listen(port, '127.0.0.1');

  console.log('Server running at http://127.0.0.1:1337/');
}

I have three issues
1) With this code, whenever I try to build the ts file either using Visual Studio Code or the command $ tsc server -m commonjs, it keeps giving weird errors like these
error TS1008: Unexpected token; 'module
, class, interface, enum, import or statement' expected

2) It also tries to build node.d.ts file that I am referencing and gives additional ":" expected error messages.
3) This is more of a Visual Studio Code question. How do we get VS Code to build all ts files in a project/folder and generate js files.
I followed the instructions for the typescript setup for VS Code but I still have to individually build each ts file to gen the js code.
I know grunt is one way to do it but as far as I know VS Code should be able to build all ts files in a folder like Visual Studio does. Please correct me if I am wrong.
Thanks.

A: Ok, I was finally able to figure out what is going on. Since I had Visual Studio 2013 and TypeScript 1.4 installed, it created the files under C:/Program Files (x86)/Microsft SDKs/TypeScript/1.0. So, every time I use the tsc command, it was always defaulting to version 1.0.3.0 which works with TypeScript 1.4 and not 1.5.0-beta. When I install TypeScript 1.5.0-beta through node, it created the files for new version under C:\Users\Krishna V\AppData\Roaming\npm\tsc
So, for #1, to fix the compilation version issue, I changed the task.json file to use the full path for the command and windows options. So, it will look like this
{
    "version": "0.1.0",

    // The command is tsc.
    "command": "C:\\Users\\Krishna^ V\\AppData\\Roaming\\npm\\tsc",

    // Show the output window only if unrecognized errors occur.
    "showOutput": "silent",

    // Under windows use tsc.exe. This ensures we don't need a shell.
    "windows": {
        "command": "C:\\Users\\Krishna^ V\\AppData\\Roaming\\npm\\tsc"
    },

    // args is the HelloWorld program to compile.
    "args": [],

    "isShellCommand": true,

    // use the standard tsc problem matcher to find compile problems
    // in the output.
    "problemMatcher": "$tsc"
}

For #2, seems like its a know issues with Node.d.ts being out of sync with TypeScript 1.5.0-beta and there are already similar issues with react.d.ts opened in git for this.
For #3, tsconfig.json only works with TypeScript version 1.5.0-beta and since tsc was using the wrong version, it was never using tsconfig. Now that its using the right version, its using the tsconfig and hence it builds all the files mentioned in tsconfig. For example, either of these (one with ES5 and ES6)
{
    "compilerOptions": {
        "target": "ES5",
        "module": "commonjs",
        "sourceMap": true,
        "removeComments": true
    },
    "files": [
        "server.ts","config.ts","models/user.ts"
    ]
}

OR

{
    "compilerOptions": {
        "target": "ES6",
        "sourceMap": true,
        "removeComments": true
    },
    "filesGlob": [
        "./**/*.ts"
    ]
}

In this case, it will compile the three files mentioned in first option or all ts files in option 2.

A:
1 - Module Error

This will be resolved when you move to tsconfig.json under #3 below

2 - Reference error with :

The syntax for the reference should be
import http = require('http');

3 - Automated compilation of ts files to js

*

*Configure tsconfig.json file with your settings

*(optional) turn on auto save feature in Visual Studio Code

*Configure a task in Visual Studio Code

*Use the watch feature in the TypeScript compiler

Here is the tsconfig.json
{
    "compilerOptions": {
        "module": "commonjs",
        "noImplicitAny": false,
        "removeComments": true,
        "preserveConstEnums": true,
        "target": "ES5",
        "sourceMap": true,
        "outDir": "../dist"
    }
}

Here is a defined task .settings/tasks.json
--p specifies that you want to compile via a tsconfig.json
--w specifies that you want to recompile when files are saved
You can refer to the compiler options here
{
    "version": "0.1.0",
    // The command is tsc.
    "command": "tsc",
    // Show the output window only if unrecognized errors occur.
    "showOutput": "silent",
    // Under windows use tsc.exe. This ensures we don't need a shell.
    "windows": {
        "command": "tsc.exe"
    },
    // args is the HelloWorld program to compile.
    "args": ["--p", "./PATH-TO-TSCONFIG-FOLDER", "--w"],
    // use the standard tsc problem matcher to find compile problems
    // in the output.
    "problemMatcher": "$tsc"
}

Node + TypeScript = Awesome!

A: I can't help you with #3, as I haven't quite tried out VS Code yet.  However, on #1 and #2, there are a couple things you need to do:
A.) Enable the CommonJS module type on the Typescript compiler.  In Visual Studio, you would do this by going to Project --> Properties --> Typescript Build, and changing the "Module system" to "CommonJS".  On the command prompt, you would do this by passing in the parameter "-module commonjs" to tsc.exe.  Sorry, I don't know how to achieve this in VS Code.
B.) I think the sample code should look something like this.  I'm not sure if Anders may have been giving a sneak preview of future syntax at the conference, but the following should work for you:
///<reference path="typings/node/node.d.ts"/>

import Http = require('http')

export function simpleServer(port: number, message: string)
{
    Http.createServer((req, res) =>
    {
        res.writeHead(200, { 'Content-Type': 'text/plain' });
        res.end('Hello World\n');
    }).listen(port, '127.0.0.1');

    console.log('Server running at http://127.0.0.1:1337/');
}


text:
Media > Music > Ben Folds Five and Fraggle Rock
Ben Folds Five and Fraggle Rock
By Philip Van der Vossen on September 17th, 2012
The video marking the long anticipated return of Ben Folds Five is out, and it's a pretty epic trip back into our childhood, featuring the Fraggles. The video is apparently a production of Nerdist :
The Official Music Video for "Do It Anyway," the first track from Ben Folds Five's much anticipated album THE SOUND OF THE LIFE OF THE MIND…featuring the Fraggles from Jim Henson's "Fraggle Rock"! Also starring Rob Corddry, Anna Kendrick & Chris Hardwick.
Make sure you stick with it till the end of the video, and you'll be treated to a bit of the Fraggle Rock theme song. Here is a behind the scenes look :
If you're a fan of Ben Folds Five, you're probably going to want to catch them live at the Virgin Mobile Free Fest in Columbia, MD next month. We'll be there to cover it live, and will be giving away a pair of tickets on our Facebook Page this week. Subscribe now for your chance to win!


text:
Mountain | Idaho
A Discussion With Idaho Governor C.L. "Butch" Otter
Jennifer LeClaire
Apr/May 07
Otter's positions may not always be popular with the news media, but he isn't looking for the media's approval. He's looking to make smart moves for his state. Otter is committed to improving public schools, expanding community colleges, and stimulating an economic environment where businesses can prosper. Listen in as he outlines some of his priorities as Governor.
On healthcare. My top state-government priority will be effectively and efficiently implementing the Medicaid reforms enacted by the legislature last winter, while assessing other changes that might be needed to ensure the system meets the growing demand within our available resources. I also will emphasize encouraging and providing incentives for wellness and preventive healthcare. I do not believe it is the job of government to provide healthcare coverage to everyone. I believe government's role is to provide an economic, regulatory, and legal climate in which individuals and employers can afford to provide themselves, their families, and their employees the healthcare coverage they need. That means combating frivolous lawsuits that drive up the cost of medical malpractice insurance and ultimately reduce access to healthcare. It means working to provide adequate reimbursement rates and incentives that encourage providers to meet the needs of our rural communities; and it means working closely with providers and insurers to make sure limited resources are focused where they are needed most.
On energy. As a member of the House Committee on Energy and Commerce, I helped put together our nation's first comprehensive energy policy in more than a dozen years. As Idaho's Governor, I will use that extensive background to ensure that our state's energy resources are ready to meet the challenges of growth. Idaho is a net importer of energy. About 40 percent of our electricity and virtually all our motor vehicle fuel come from out of state. That leaves us with two choices - generate more energy here at home or ensure the infrastructure is in place to efficiently and effectively bring the people and businesses of Idaho the energy they need. Denying the realities of the energy marketplace, waiting for some new technology, or putting all our eggs in the basket of renewables is not the answer for Idaho's energy needs. As Governor, I will face the future head-on, and act decisively to meet the challenges.
On technology. "From potato chips to computer chips" has become a pretty familiar slogan for Idaho's economic diversity efforts. And that's appropriate. Our state, known worldwide for agricultural products and scenic beauty, has a growing reputation for producing some of America's best and most advanced high-tech products. Visionary individuals and companies like Hewlett-Packard and Micron Technology paved the way. But Idaho's continuing high-tech success, in every corner of our state, has even more to do with the quality of the people working in laboratories and on production lines, and the extraordinary sense of ownership that our citizens and communities have invested in technology businesses. Idaho is committed to providing an economic, educational, and regulatory climate that fosters high-tech growth and progress.
On water management. We have a problem with water rights now because of a failure of the state to mind its business when it comes to the appropriation and diversion of water. We simply haven't managed that scarce resource as required by law. We need to own up to that failure and do something about it. In my administration, we will enforce the law and follow the court's ruling. That's why I'm calling for this water summit to reason our way forward - to protect the time-honored doctrine of first-in-time, first-in-right, while seeking to repair the damage that the state's neglect has caused on this issue.
The Scoular Company Selects Jerome, Idaho, for Alternative Protein Manufacturing Complex
Perspecta Starts Construction on Meridian, Idaho, Operations Complex
Ravenswood Solutions Opens Boise, Idaho, Operations Center
Amazon Chooses Nampa, Idaho for Fulfillment Center
Emsi Expands With New Headquarters in Moscow, Idaho


For many years the Porsche 911 has been a car that enthusiasts around the world have aspired to own at one time or another and its classic lines has either made drivers fall in love with it or just plain loath it. It's also one of few cars that offer performance and style in an evergreen package. Why I say evergreen is because the Porsche 911 basic design has not changed much and it is by far the most successful model from the prestigious German carmaker and has been so for a long time.
On its 1964 introduction it was the first Porsche to really break away from the original VW Beetle profile while still maintaining many hints of the Beetle layout, particularly the air-cooled engine mounted behind the back wheels. Today it continues to rise in its asking price despite its age and this is why it will probably be the most admired car in history.


TradiePad are the experts in Mobile Technology Training for the Trades and Services sector. We work with an extensive range of apps and software that integrate with a variety of accounting platforms. From job and project management to communication systems and timesheets, TradiePad can help find the right tools to suit your clients' needs.
TradiePad is recognised as Xero's preferred Cloud Integrator for Construction, Trades and Services; Apple Consultants Network accredited; an Apple Mobility Partner (1 of only a handful of Cloud Integrators in the group worldwide) and we are an authorised Google G Suite reseller.
In 2016 TradiePad teamed up with fellow expert Cloud integrators SMB Consultants to form a collaborative partner program for Bookkeepers and Accountants called CloudIntegration.Partners. CloudIntegration.Partners (CIP) provide an unrivalled resource to our members which allows them to offer their clients integrated solutions for the retail, hospitality, construction, trade and wholesale verticals all from one location.
Specialisation is key. CIP offers you certified industry experts at your fingertips who advise on the perfect solution to suit your clients business. Register your leads all in one place and CIP will pair you with an experienced consultant who offers a complete service of setup, training and ongoing support tailored especially to your client.
Teaming up with CIP will allow you to focus on your core accounting, bookkeeping and advisory services while providing an overall solution for your clients. The end result is a happy customer who has received an exceptional level of attention and service, and you can be confident they have the right tool to suit their operations and the ongoing support to help it continually grow and prosper.
We invite you to partner with CIP and help your clients embrace technology while growing your client base and expanding your offering too.
HOW CAN A CLOUD INTEGRATOR HELP ME?
FIND OUT IN THIS FREE DOWNLOAD!
Do You Need A Cloud Integrator?
I've run the Compliance Bookkeeping practice for 14 years, and throughout that period I have always looked for the perfect Productivity Tools for my various clients. Once the domain of large IT firms with large Implementation fees, the new generation of cloud apps was exactly what my clients needed. And that was when I lucked into TradiePad.
Clinton and his team are the perfect implementation partners. They utilise a tried and true methodology of determining the best fit for the client, through their scoping sessions, and when a bookkeeping partner is required in my area, they hop on the phone and call me. They map out the complexities of the Clients business needs, setup the system, and train the client. I setup their accounting system, and together we flick the switches that make it all real.
Together, we work in lockstep to help get the client into a position where the client can live up to the TradiePad motto, Lose the Paperwork, Find the Time! I have clients that swear by TradiePad and their level of friendly, professional, and knowledgeable support, and I swear by them as well!
So thank you again for helping my clients grow and prosper.
I came across TradiePad while researching which software might suit some of my Tradie clients. I sat in on a scoping session they did with a client and quickly realised that I didn't need to try and become an expert in Cloud Mobility software as these guys had already done the "hard yards".
TradiePad advised that a job management software would tick the most boxes for my client, then sent them a proposal outlining the training schedule and implementation costs, including support. This whole process was very smooth and simple and the client is now embracing the new technology and see a measurable ROI.
At CUBE Consulting we teach our clients to work smarter, not harder.
We know you can't do it all yourself, and that's what we teach our clients. You need to build the right team of trusted advisors around you to help with the right advice. Clinton and his team at TradiePad are our go-to guys. They have a great understanding of the App environment, and what's likely to work best in any given business. Their training, follow-up and support are first-class, and they help our tradie business clients take their operations to a much higher level.
Cube Consulting Group work with hundreds of small business owners around Australia, and TradiePad help us deliver great results faster. We can't speak highly enough of their professionalism, expertise and attention to detail in the way they support our clients.
I am fully aware that the best outcomes occur from specialisation. I specialise in accounting, business advice and compliance, and while I consider myself an expert in Xero, I simply cannot stay on top of all the add-ons in the Xero space. I leave that to independent experts like TradiePad.


Frigatebirds are large, lightweight birds. All five species in this family are mostly black, with long, pointed wings and tails and long, hooked bills. They are exceptional gliders and can hang in the air for hours without flapping their wings. Because they cannot take off from the water, they do not swim, but they will dip down to the water's surface and grab food, or steal food from other birds. They typically eat flying fish, squid, jellyfish, and other sea creatures at the water's surface. They are not migratory but may wander widely, and generally land on islands or shoreline trees to rest. They are colonial nesters, and males display by inflating large throat pouches. Frigatebirds are one of few seabirds that are sexually dimorphic: females generally have more white on their mostly-black plumage, and are about 24 percent larger than males. Females build nests with materials gathered by males, and both sexes help incubate and feed a single chick. Frigatebirds are long-lived birds with prolonged nesting cycles. Young can be dependent on the adults for up to two years, and do not begin to nest until they are between five and 11 years old. Once they begin breeding, they nest once every one to four years.


Marine software and remote asset management solutions for the shipping, oil and gas, and naval defense industries.
Helm delivers solutions to address all departments of tug and barge marine operations for compliance, documentation, maintenance, and resource management. Helm has been providing solutions to the market for over 20 years with over 3,000 vessels using their solutions to enhance their operations.
ShipNet provides a fully integrated ERP solution for shipping companies, covering the full range of chartering and operations, finance and accounting, technical management, procurement, and disbursement management. With offices in 8 countries, ShipNet delivers market leading solutions to a worldwide customer base which includes over 300 of the most successful shipping related companies.
A truly international organization, SpecTec spans offices in 15 countries. The company's market leading solution, AMOS, is a full featured enterprise solution suite for remote asset maintenance, spare parts and stock control, purchasing and procurement, quality and safety document management, voyage management and personnel management. In addition, SpecTec provides the IDEA software suite for efficient vessel management designed specifically for the shipping and yachting industry.


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Insider Mediators appointed in Bangsamoro Transitional Assembly
Source: Wikipedia - The President Duterte and the Chairman of the Bangsamoro Assembly are praying
Our work with the Bangsamoro Insider Mediation Group continues in 2019, entering its third year. Over the years, together with the United Nations Development Programme (UNDP), we have trained a total of 130 people in mediation and negotiation skills. They form an informal network of Bangsamoro from different backgrounds, including MILF, MNLF, women groups, youth groups, CSOs and government officials. This informal network and the meditation and negotiation skills that its members had acquired, played an important role in getting the peace agreement ratified. However, with the start of the implementation of the peace agreement and the formation of the new Bangsamoro Autonomous Region, the context of the work has changed.
One of the biggest changes is that Insider Mediator members are now part of the government of the new autonomous region. Fifteen of the 130 trained Insider Mediators have joined the Cabinet and/or the Bangsamore Transitional Assembly, three of them in the position of minister. In addition, another twelve Insider Mediators hold senior positions in the legislative and executive branch.
Three of the Insider Mediators from the Philippines during a meeting in Bangkok in December. From left to right: Atty. Jose Lorena, Atty. Omar Sema and Atty. Naguib Sinarimbo. Mr. Lorena and Mr. Sema are now members of the Bangsamoro Transitional Assembly and Mr. Sinarimbo is the new Minister for Interior and Local Governance. All three were part of our training sessions in the Philippines, while both Mr. Sema and Mr. Sinarimbo also participated in our two-week programme for Insider Mediation in The Hague.
In a session in Davao at the end of March we evaluated the priorities of the IM group and the ways the group can move forward. Some of the priorities discussed are:
ensuring a smooth functioning of the government;
bridging possible divides in the Assembly;
support the rebuilding of Marawi;
community mediation.
We also discussed a more formalized structure to the network, with a functioning secretariat and a membership with certain requirements, such as following the training by Clingendael Academy.
Acknowledging that peace requires active work, the Insider Mediators are acutely aware of the challenges ahead and difficulties still to overcome. As ever they remain committed to building consensus among the Bangsamoro and use mediation in conflict prevention and conflict resolution. We are proud of the work they have done so far and pleased to continue our support to the group in our cooperation with the UNDP.
For an impression of the work done by the Insider Mediators in the Philippines, please see this video.
The training programme for Insider Mediation in the Philippines is part of our partnership with UNDP on Insider Mediation and part of our project Negotiation Training as a Conflict Resolution Instrument which is made possible by the Netherlands Ministry of Foreign Affairs.
Wilbur Perlot
Deputy Director Clingendael Academy
Historic peace in the Philippines
Clingendael trains negotiators and mediators in the Philippines
Clingendael and UNDP train Insider Mediators


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redpajama_set_name: RedPajamaGithub


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ГЕС Zhuolan – гідроелектростанція на острові Тайвань, яка використовує ресурс із річки Da'an, котра дренує західний схил вододільного хребта та впадає до Тайванської протоки.

У 1985-1992 роках на невеликій правій притоці Da'an річці Liyutan звели греблю, котра утворила доволі значне водосховище з об'ємом 126 млн м3. Слід за цим взялись за реалізацію гідротехнічного проекту Shihlin, який передбачав перекидання до цього сховища води із верхньої течії Da'an – в об'ємах втричі більших за власний водозбір. Da'an перекрили бетонною греблею висотою 8 метрів та довжиною 254 метри, котра утримує невелике сховище з площею поверхні 0,3 км2 та об'ємом 0,65 млн м3 (корисний об'єм 0,64 млн м3).

Від греблі Shihlin вода через дериваційний тунель подається до розташованого за 5,2 км запобіжного балансувального резервуару, ще за 0,3 км від якого знаходиться підземний машинний зал станції Zhuolan. Останній обладнаний двома турбінами типу Френсіс потужністю по 42,4 МВт.

Відпрацьована вода по відвідному тунелю довжиною 1,1 км потрапляє у струмок Jingshan, а потім у сховище Liyutan.

Видача продукції відбувається через підстанцію, розраховану на роботу під напругою 161 кВ.

Можливо відзначити, що у другій половині 2010-х років заплановано спорудити після водосховища Liyutan ще одну гідроелектростанцію.

Примітки

Zhuolan


"I also hope that my example ... will serve to teach my children what is possible."
I'm a "Working mom on a quest for balance in stilettos". My children are 7 and 3-years-old, and we have another one on the way. I'm a wife to Andre Smith. And I'm also an attorney for a healthcare system, an adjunct professor, and a public speaker. In my "spare time" I maintain a social media presence via my chatonsworld.com web site, @Chatonsworld account on Twitter, and @chatonsworld account on Instagram. Obviously I like to write and communicate.
Balancing all of my roles is my biggest challenge. Indeed, Corporate America is still not very accommodating to working parents, and many organizations do not have formal flexible work policies. The culture and lack of flexibility makes balance incredibly hard. Still, I'm driven by high standards and a vision for the lifestyle I want to provide for my kids. My income matters to my family, and my family matters to me, so I try to do it all. I also hope that my example -- trying, working hard, and persevering despite these challenges -- will serve to teach my children what is possible.
One of the keys to our success has been lots of organization, planning, and focus. And understanding that we may drop the ball from time to time. We experimented with outside help too and had full-time nannies that were with us ~10 hours/day for a while. Last year we tried going without help, but it only lasted for two months. It clearly wasn't a long-term solution because it would have required our daughter, 6-years-old at the time, to give up all of her activities. Right now we have help that includes pick-up and drop off for our daughter's activities so she can continue with them.
My son reuniting with his nanny. It's a love fest every time!
Luckily I have good role models at work, and my mom worked the whole time I was growing up so I know it can be done. Maybe being a working parent is like childbirth. After powering through my own drug-free child birth experience, just like my mom had done, I asked her why she hadn't told me about the pain. It seemed like it might have been worth mentioning! She said "Nobody talks about it because if we did nobody would do it." So, like I said, maybe it's the same for working parents.
People tell me that I need to power through the working parent struggles to get to the glory, and I'm in it for the glory of my kids. Hopefully these people are right!
Chatón T. Turner is a mother, wife, senior associate counsel (attorney) at the University of Pittsburgh Medical Center, and adjunct professor at the University of Pittsburgh School of Law. You can follow her via @Chatonsworld on Twitter, @chatonsworld on Instagram, and via her chatonsworld.com web site.


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Home » News » Crisis Intervention Strategy Task Force to Hold First Public Meeting on Monday at 1 PM
Crisis Intervention Strategy Task Force to Hold First Public Meeting on Monday at 1 PM
NEW ORLEANS - The Crisis Intervention Strategy Task Force (CISTF) will hold its first meeting on Monday, August 23, at 1 PM to begin building out a citywide effort to reimagine emergency response in New Orleans.
The CISTF, created by City Council President Helena Moreno, was tasked with building a strategy to enact Crisis Intervention teams in New Orleans through thorough engagement with the community and public safety stakeholders. As described in the task force legislation, its purpose is to "provide recommendations concerning the implementation of a crisis response program for Orleans Parish."
"The community has been clear about their desire to see mental health and substance abuse emergencies addressed through compassionate care, not through the criminal legal system," said Council President Moreno. "We need to meet these challenges with the appropriate response and lend help where it is truly needed. What's more, these types of crisis response programs successfully save money and help us focus our limited law enforcement resources where they're needed most."
The Council has directed the CISTF to complete three specific responsibilities within a six-month timeline from its initial meeting:
Engage stakeholders and the community;
Inform a strategic policy framework through research on the current state of Orleans Parish emergency response to behavioral health and substance abuse crises; and
[most importantly] Develop specific legislative recommendations to effectuate a health crisis intervention program here in New Orleans.
Moreno continued, "I thank the members of the task force for serving and look forward to engaging in this process over the next several months to make this policy a reality."
The meeting will be held virtually via zoom. For live coverage or to offer public comment, click here.


If you have a question regarding an order you have placed, need personal ordering assistance or would like to speak with a customer representative who can assist you with any question—we're here to help! For the quickest response please email us at info@beachdecorshop.com. Our goal is to provide you with a prompt response. Please include your phone number if requesting a return phone call.
Gift Certificates Email us at info@beachdecorshop.com to purchase a gift certificate. There are no shipping charges for Gift Certificates.
Gift Wrap & Gift Card Beach Decor Shop can gift wrap your gifts. This option appears before a customer adds a product to their shopping cart. In Customer Notes section of the last page of checkout, please enter what occasion the gift is for. We will do our best to match an appropriate wrapping paper to your occasion. For example: Christmas, Birthday for Him, Birthday for Her, Wedding, For Him & Her, and so on. Add your Gift Message in Customer Notes. This is where you'll input your message for the gift card. Invoices will not be enclosed in packages sent to gift recipients.
Company Orders We offer discounts on large orders excluding some sales items that are already discounted to our lowest price. Such discounts will be applied manually by a Beach Décor Shop customer representative. If you're seeking gifts related to a specific theme, and you don't find it here, ask us to look for you!
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Orders that shipped via a free shipping promotion will be charged up to a 25% restocking fee. In some cases, non free shipping orders that are returned may incur up to a 25% restocking fee. Email us to find out which products incur such a fee when returned. Furniture, custom made and personalized products are final sale. If a item is Final Sale it will be listed on the product's page. Please see custom stock status on product page for other final sale products.
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We employ state-of-the-art data encryption to ensure safe and secure transactions on our site. Beach Décor Shop secures data and transactions using a Secure Socket Layer (SSL) encryption. SSL is the standard security technology for creating an encrypted link between a web server and a browser. This link ensures that all data passed between our web server and your browser remains private and secure. This system is used by literally millions of websites worldwide to secure internet transactions between the server and the customer.
Beach Decor Shop not only protects you when you enter your credit card details, we protect you on every page that requires personal information, not just credit cards. You'll know when you enter a secured area. You'll notice that http:// is replaced by https:// (the 's' standing for 'Secure'). We cannot guarantee or warrant the security of any information transmitted through our website. You do this at your own risk.
If you have any concerns about ordering online, please email info@beachdecorshop.com your order details and a customer representative will contact you for credit card information.
Warranties Many of the products sold by Beach Decor Shop come with a limited warranty provided by the product manufacturer. While Beach Décor Shop will attempt to facilitate any warranty work between our customers and the manufacturers, all warranties are provided solely by the manufacturers. Beach Décor Shop makes no express warranties of any kind and disclaims any implied warranties, including the implied warranty of fitness for a particular purpose and the implied warranty of merchantability. Beach Decor Shop shall have no liability to any person or entity with respect to any liability, loss or damage, caused directly or indirectly by the use of performance of any product sold by Beach Decor Shop. Your rights vary from state to state.
Beach Decor Shop reserves the right to modify or update these terms and conditions at any time without prior notice; therefore, please review this page whenever you visit www.BeachDecorShop.com.
Sometimes there may be information on our Web Site that contains inaccuracies, typographical errors, or omissions that may relate to product descriptions, pricing, and availability. Beach Decor Shop reserves the right to correct any inaccuracies, errors, or omissions (including after orders are placed).
We welcome your feedback, and encourage comments regarding sought out products. Such feedback/comments remain the exclusive property of Beach Decor Shop. We reserve the rights to use such submissions for whatever purpose. Beach Decor Shop is not obligated to compensate you in any way.


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Karpeles: Mt. Gox Could Repatriate $6 Billion in Bitcoin
by Atis. Sh
Mark Karpeles, the former CEO of Mt. Gox, in a Forkast interview, said that the Japanese trustee could release the remaining hoard of Bitcoin (BTC) owned by the failed cryptocurrency exchange in the foreseeable future.
While success is often considered as the ability of one to bounce back after hitting rock bottom, Mt. Gox's former CEO Mark Karpeles is living proof of that. What used to be the biggest Bitcoin (BTC) exchange in the world crumbled after a hacker exploit left the giant $500 million short, resulting in the failure of Mt. Gox.
Mark Karpeles has returned, and in doing so, he is establishing a company based on the lessons he has learned. UNGOX intends to be the first international rating organization for crypto exchanges, with Karpeles hoping to become the Moody's of the crypto industry.
Karpeles is also releasing an Mt. Gox non-fungible token (NFT) alongside the debut of the firm. The NFT will allow former clients permanent free access to the website and the solutions provided by the company.
Being among the world's initial Bitcoin (BTC) exchanges, back in July of 2010, Mt. Gox began automated trading, at which time 80% of the total Bitcoin (BTC) trading volume was represented by the exchange. Four years later in February, a hacker attack stealing most of the holdings resulted in the bankruptcy filing of Mt. Gox.
However, the exchange had about 200,000 Bitcoin (BTC) before it went defunct. These have gained price surges dramatically after the bankruptcy, implying that creditors may be able to recover even more than what they had lost in 2014.
Though the trustee liquidated around 50,000 Bitcoin (BTC) for $600 million years ago, the other Bitcoin (BTC) are now valued at over US$6 billion, and Karpeles says that they are expected to be dispersed soon.
It is undeniable that Mark Karpeles beat some near-impossible odds. While the failure was damning, he turned the other cheek by getting something useful out of it. Even the moniker UNGOX represents a re-making of Mt. Gox which was synonymous with the failure of crypto exchanges. Mark Karpeles posits that "following Mt. Gox's bankruptcy, goxed (sometimes written goxxed) has become a synonym of losing cryptocurrencies due to faulty Bitcoin exchange or wallet that screwed up."
He also said that "After the Mt. Gox bankruptcy, I have been following the developments in the crypto space, and I have seen some exchanges taking steps to prevent a second Mt. Gox. For instance by implementing transparency reports. Despite this, the trend died down very quickly and today's situation for many exchanges is very similar to what led to Mt. Gox's bankruptcy."
Coincheck, a cryptocurrency exchange in Tokyo, admitted in January 2018 that a hacker had taken around 58 billion yen, equivalent to $532 million from its assets. Customers grew concerned about the destiny of their cryptocurrencies when damages topped even the Mt. Gox damages, and it was disclosed that the corporation had disregarded security concerns.
Nevertheless, the firm's CEO back when the problems went down, Koichiro Wada, was never apprehended by authorities on allegations of breach of trust or other lesser offenses in an attempt to reprimand or even seem to reprimand the crime that had just been committed.
UNGOX will give bitcoin exchanges and associated companies grades based on inspections in important areas including tech, openness, people, as well as the legal framework. Karpeles said that "there are many things that can be seen with the right knowledge and experience, but most people do not look closely enough or lack the experience to recognize red flags."
UNGOX has taken the Japanese credit rating companies' business model by which a rating agency is to contact an entity prior to conducting a rating. Karpeles said that they "will also be asking for cooperation and confirming accounting information, management, and procedure," by adding that "if a company cooperates, it will allow us to more accurately score them based on the information they provide, such as security policies."
The newest rating company will make available information on current cryptocurrency projects and enterprises and their risk level, which will not be all-inclusive or general, but rather there will be a rating and other information for every service provided. This will be done in cooperation with impeccable staff, their research and findings, and a proprietary algorithm as well. While the ratings themselves will be available and free of charge, additional information, rating changes, history report with ratings and active alerts will be available upon subscription.


As of 9/1/17, the Texas Real Estate Commission began requiring all 30 hour course final exams to be proctored. Proctoring ensures that no cheating occurs when the student takes an exam. Proctoring means an unbiased party must watch you take each exam. We recommend finding a volunteer at a library, school or church, as they will often proctor at no charge. If you are purchasing a 6 course Pre-license package, choose our $399 package for this option.
Many students can't find an appropriate proctor or don't want the hassle of trying to find one. Therefore, Learn Texas Real Estate Online has partnered with an online proctor service company called ProctorFree.
Basically, all you need is a webcam and speakers, as ProctorFree will video you taking your exams. Their system is designed to detect anomalies such as the student opening a new browser or window, looking down at a book, notes or cell phone, another person entering the room, etc. The video is flagged where any anomalies are present and then reviewed by a human at ProctorFree, as well as Learn Texas Real Estate Online, to ensure no cheating occurred during the testing process. If you want to have your Pre-license package include the proctor service for all 6 exams, choose our $489 option, which has a fee of $15 per exam included.
Individual courses are also available with or without proctoring services by ProctorFree.
Should you choose the $399 option (or single course option without proctoring) and later decide to purchase proctor services from ProctorFree, please inform Learn Texas Real Estate Online via email, that you want to do so and let us know which exam you want to be proctored by them. At that time, you will also need to click on the Paypal link below to pay $17 before you can take the exam. That link will allow you to pay using a debit card, a credit card or Paypal.
NOTE: Setting up standalone proctored exams can take up to 24 hours and can only be done on weekdays, since two of the three parties involved are not available on weekends or holidays. However, once your exam is set up, you can take it 24/7, since a human is not involved at the video stage. You will receive an email from Learn Texas Real Estate Online to let you know you are set up and able to take the exam.
Purchase Proctoring Service for individual courses. $17 each.