The "old-Bavarian ducal town on the balk of the river Lech (founded in the year 1264 by duke Louis II, 29,000 inhabitants approx.) and situated on the Romantic Road shows the visitor its medieval side. The historic-romantic town-center, embedded into a charming small-town silhouette may invite you for a walk through the town. Large fronts of row houses open the view of monuments with dallying gables, jutties, and little towers. In the west, the almost totally conserved former town fortification with round towers and brick walls rises proudly. One part of the ancient wooden parapet shows there a particularly picturesque view. Hospitality, cultural activities, and sports events, amidst of a idyllic hilly landscape make your sojourning there extraordinary varied.
church "St. Afra im Felde" (built in 1710 at the place where Saint Afra died a martyr's death), pilgrimage chapel "Maria Alber" (1686, baroque).
Museum in the Wittelsbacher Schloss (amongst others clocks made in Friedberg and faiences, prehistory and early history, rural and civil culture) with special expositions .
Opening hours: Saturday, Sunday and Bank Holidays 11 to 17 o'clock; Guided visits for groups on appointment € 50,--. ticket: € 3,--.
From April to October guide town/church, for children as well visits; thematic tours: "Historische Brauereikeller" (historic brewerie), "Romantische Stadtführungen (romantic town visit with following Candle-Light-Dinner) in autumn and advent; special visits on demand: 40,-- €; guided hiking and biking tours. For detailed information contact tourist office.


text:
Q: Overriding component's auto generated childrens css; Angular In Angular, there is an ui-select component which is generating spans for it's visual:

as you can see this span has auto-assigned css class of ".btn" which is coloring component to a certain color - the color of all sort of buttons through the application.
What I need is to override this through drop down is not a button and thus it need not to look like one.
In order to override this, I have assigned "search_drop" class to the parent div with an !important attribute, as you can see.
css definition for "search_drop" is:
.search_drop {
    font-family: HPSimplified, Arial !important;
    color: black;
    background: none !important;
}

Result is however the same.
Can you, please, advice how to override the span's style? The .btn css class needs to stay unchanged.
Thanks!

A: try
.search_drop .ui-select-match .btn {
    font-family: HPSimplified, Arial !important;
    color: black;
    background: none !important;
}

to get the right level of specificity.
This will only affect .btn classes within the ui-select components

redpajama_set_name: RedPajamaStackExchange


text:
27thjune04
Fisher take on TV stars in Charity game
FISHER Athletic manager Wayne Burnett has organised a charity game against SKY TV's Dream Team on Sunday 4th July (kick off 1.00pm), writes Stephen McCartney.
Burnett's daughter Kitty was born twelve weeks premature and spent over five months in the Neo-Natal Unit and went through numerous procedures to stay alive.
Harchester United take on Dr Martens (Southern) League Division One East outfit Fisher Athletic in aid of Queen Mary's Neo-Natal Unit for premature babies. Gates at the Surrey Dock's Stadium, Salter Road, London SE16 open at midday.
Spectators have a chance, if they win the raffle, to star in Sky One's Dream Team.
This will be a fun packed day for all the family and a chance to meet the cast of Sky One's Dream Team, who will happily sign autographs and pose for pictures. And it's all in the name of a good cause - giving premature babies a better chance.
Send in your club's news to Stephen McCartney
Email: stephen@mccartney2000.fsnet.co.uk

redpajama_set_name: RedPajamaCommonCrawl


text:
Melanie Wilson
By joshjones in Interview
Melanie Wilson is a London based writer, performer and sound artist. She makes performances, installations, films and audio works that centre on the use of sound. She has written and directed (and is performing in) the forthcoming play 'Autobiographer' – an evocative and compelling portrait of a 76-year-old woman's life and her memories through the lens of dementia. It's on at Toynbee Studios from 17th April – 5th May. Josh Jones asked her some questions.
How did you get into what you do?
I began to make my own work after finishing an MA at Central School of Speech and Drama in 2000. I meet some brilliant collaborators Emma Benson and Peter Arnold soon after, and together with the help of Louise Blackwell and Kate McGrath, things began to take shape.
Was writing a play about dementia pretty draining?
It was certainly very emotional and challenging to write and make the piece, but it was also ever so rewarding. Primarily I set about constructing a portrait of a woman's life; an affectionate woman, living a full and vital life and who is lucky enough to have had a close bond with her family. This woman, Flora, also happens to have dementia, so whilst the effects of the disease draw her ever further away from herself, the performance works to draw the audience ever closer to the character, and this I think is one exciting facet of live performance that has made the experience of making this piece as thrilling as it has been tricky.
Did you find out any interesting and surprising facts about the illness when you were researching it?
I discovered a small percentage of people can begin to suffer from the disease as early as their 30s, and that many people can live quite functional lives for many years with the help of medication. There is a great deal of unhelpful and hysterical press coverage about the disease, which makes a first glimpse at it seem terrifying and irredeemable. It is a serious condition, but there is also lots that can be done to live well with it.
Have you eaten in the Toynbee restaurant? It's stupidly great food.
Not eaten there yet, but have been taken by the coffee and the red wine so far!
How do you go about writing? Do you lock yourself away or wander the heaths and parks of London shouting the words into a dictaphone. Or, you know, some other way.
It really is a mixture of all of those things, minus the dictaphone. Southwark Park is very effective. If I have organised myself well, I can also go off for solitude and head wracking by the sea in north Devon.
Some very exciting new sound projects in Cologne and Berlin, and the making of a new solo show.
Photo: Tom Medwell


St. Clair Country Club was founded in 1916 and is committed to providing outstanding food, service, and amenities to its approximately 840 members. We have a rich history and are regarded as one of the top Private Country Clubs in America!
We have several dining rooms which provides many options for members who dine at the Club regularly or are coming to celebrate special occasions. We are looking forward to a busy Fall and Holiday season and need to add to our strong team of service staff!
We are looking for enthusiastic, hardworking applicants who are seeking a job in a fun, fast paced work environment. Experience waiting tables or working in a restaurant is not necessary but having a positive attitude and a strong work-ethic is!
Weekend and evening availability is very important, and applicants must be at least 16 years of age.
Server Assistants are a vital part of service team and are responsible for the set up the dining rooms in the evening, clearing tables, assisting a la carte servers, and helping clean up at the evening's conclusion. Set up can include preparing each table, setting up buffets, serving water and bread to each table as they arrive. A server assistant's main duties during the evening can vary based on the situation, but, in general, they must be able stay focused while staying on their feet and moving about freely. Good communication skills are key, as is being able to follow directions, being a team player, and efficiently meeting the physical demands of the job. A positive attitude while on the job is also essential!


text:
> Hotels Near London Victoria
Hotels Near London Victoria
Find the best placed to stay near London Victoria
London Victoria Station was opened in the 1860s to link the West End of London with areas in the South and East of England, such as Brighton and Chatham. It remains a vital transport hub for the South East to this day, and serves millions of passengers annually with its links to the London Underground and Victoria Coach Station, as well as the regularly-running Gatwick Express.
Not only is it the point of arrival for many travellers to London, but the station is also located ten minutes from iconic British attractions, such as Buckingham Palace, the Houses of Parliament and Westminster Abbey, and it sits a stone's throw from London's West End theatre district. If you're catching an award-winning show like Wicked or Hamilton, check into a hotel near London Victoria to top off the experience.
NOVOTEL LONDON BLACKFRIARS
2.8KM AWAY
Less than 10 minutes from London Victoria on the District and Circle Lines, the Novotel London Blackfriars' position between Southbank and City of London is perfect for both business and pleasure.
Choose from Superior or Executive rooms with 32" TV screens, mini bars and media hubs. Rain showers are separated from the rooms with high-tech screens that transform from clear to opaque at the touch of a button. For extra space, book a Suite room which includes a modern and separate, spacious living area.
In between sight-seeing, return to the hotel to enjoy the indoor, heated swimming pool, fitness centre and relaxing sauna. There's also the fun and funky on-site Jamboree Foodfest and Bar, which serves international cuisine with craft beers and cocktails for you to explore and enjoy.
With the option of a late check-out up to 5PM, you can relax and experience everything London and the Novotel London Blackfriars have to offer.
Catch the circle line from London Victoria to London Paddington and check into the Mercure Hyde Park for a truly extravagant stay in the city.
The boutique style townhouse is located in a peaceful garden square and, with its high ceilings and Victorian style windows, it has a wonderfully whimsical feel. There are king, twin and family rooms available that each overlook the garden square, providing the full London experience for any kind of traveller.
The building might be classically-styled, but the hotel fittings are completely up to date. Enjoy aircon, spa showers, luxurious bedding and interactive TVs in every room. There's also a fully equipped fitness centre and gym on site, as well as a welcoming bar and restaurant that serves drinks and a range of dishes from breakfast through to late night snacks.
With the stunning and expansive Hype Park just minutes away, a stay at the Mercure Hyde Park is an intrinsically London experience.
IBIS STYLES LONDON KENSINGTON
The chic and contemporary Ibis Styles London Kensington is just minutes from Earl's Court Tube Station, making it an easy 10-minute journey from London Victoria on the District Line.
The newly refurbished rooms are bright and minimalist with full air-conditioning, high-speed WIFI and comfortable beds. With double, twin, family and even solo rooms available, every traveller will be able to find a space to suit their needs.
Start the day with an all-inclusive, continental-style breakfast before you head out to nearby attractions, including the Royal Albert Hall, the National History Museum and Kensington Gardens. Pop back in to make use of the mini-gym or to grab a cocktail at the cosy and chic Lobby Bar.
MGALLERY VICTORY HOUSE
If you're looking for a luxury hotel near Victoria Station, book your stay at MGallery Victory House. At just 3km from the station, guests can travel to the hotel by car in 17 minutes, or just ten using public transport.
The hotel itself is set inside a heritage site overlooking iconic Leicester Square, amongst many of the city's iconic theatres, boutiques and fine dining spots – perfect for guests who are looking to indulge.
Find a Hotel in London Find a Hotel in Brighton
The best of South Bank
Seeing London's Best for Less
Top things to do in Bern
Our tips to discover Geneva
Enjoy a cold beer
Auckland for all!
Holiday season, fly away
Lugano Infographic
Christchurch to Akaroa day trip
Fez, the city next door


text:
Q: How to avoid deep nested code with mongoose / node? I am trying to improve the readability of a biggish nodejs app that uses a lot of mongooose. The problem is that with a lot of dependent queries the callbacks get out of hand.
What are the practices of handling this issue?

A: There are three common solutions for your problem.
First one is async.js lib.
Second one is using Promises. There are more then one implementation of promises in node.js. I know three implementations:

*

*node promise

*vow

*Q promise
Third one is to use Fibers. There is fibers promise library that do all the tricky work for you.
There was plenty of similar questions before. For example, check this one.
All this libraries do the same thing - they make node.js asynchronous code pretty and readable. So, just choose one that looks simpler for you.
As for me, I prefer async.js lib.
Update: mongoose.js have its own build-in promise - mpromise. You can access it as mongoose.promise. But whenever you call exec() function on a query in mongoose it returns you a promise. I never actually used mongoose.js promises except for the REPL, but you may give it a try.


text:
Netelia arabs är en stekelart som först beskrevs av Embrik Strand 1911.  Netelia arabs ingår i släktet Netelia och familjen brokparasitsteklar. Inga underarter finns listade i Catalogue of Life.

Källor

Brokparasitsteklar
arabs

redpajama_set_name: RedPajamaWikipedia


text:
Sneijder agent meets with Man City and Southampton during England trip
by Tribal Football Staff 2014-12-22 11:09:59.000000
Galatasaray are reluctant to lose Wesley Sneijder in January.
The Mirror says Sneijder's dream of moving to the Premier League is being blocked by Galatasaray.
The Dutch midfielder's agent was in England last week testing the market for the skilful 30-year-old's next move.
Guido Albers, who also represents Southampton boss Ronald Koeman, spent a day with the south coast club before heading north.
Albers then met Manchester City football administrator Brian Marwood and Claudio Reyna, the director of football for the Blues' satellite club New York City.
But the Turkish club have now pledged to meet all Sneijder's contractual obligations to ensure he stays with them.
TransfersEPL News
Tribal Football Staff


The rapid rise of artificial intelligence (AI) promises to revolutionize society. Here, in Germany, AI is a key part of Germany's digital transformation initiative and although this surge will bring about many new opportunities, there are also many questions. Today, German citizens are increasingly wondering about the effects of AI on their daily lives.
On the 22nd of January 2019, TU Berlin held a session on "Fostering Responsible Innovation: A Conversation with Google's CEO Sundar Pichai." Hosted by Prof. Volker Markl (Chair of TU Berlin's Database Systems and Information Management Group and Chief Scientist of the German Research Center for Artificial Intelligence, Berlin Office), with an audience of over 1200 students (and other of TU Berlin's academic community), he had an opportunity to interview Mr. Pichai (as CEO of Google), pose audience questions, and hear his views on AI and its impact on society.
The interview (video) with Sundar Pichai is available in the TU Berlin YouTube channel.


Hmm, another "catch up" entry, for the last few days.
Had ballroom dancing on Tuesday evening and tonight. These have both been male majorities again - on Tuesday in particular, it started out as 8 boys/3 girls, and finished as 7/2. I dunno, anyone would think this was Imperial College or something :) Anyway, aside from that the classes have been fun - we did tango this week, and I think I'm now getting the hang of turning corners. That's it for the term now - lessons start again in the New Year.
Lectures this week have all been revision classes, so nothing too strenuous there.
Tomorrow's the last day of term (at Imperial and Kings), so the next few weeks will probably be fairly quiet without classes/undergrads around. But I've got some textbooks to read, and all the postgrads will be around for a while yet, so I won't be bored. In fact, we're hosting a Christmas dinner here on Saturday, then I'm meeting up with Durham friends next Tuesday, and I'm off to see "The Two Towers" on Wednesday.


text:
"""
    Person Registry, Controllers

    @see: U{http://eden.sahanafoundation.org/wiki/BluePrintVITA}
"""

module = request.controller
resourcename = request.function

# -----------------------------------------------------------------------------
# Options Menu (available in all Functions' Views)
def s3_menu_postp():
    # @todo: rewrite this for new framework
    menu_selected = []
    group_id = s3base.s3_get_last_record_id("pr_group")
    if group_id:
        group = s3db.pr_group
        query = (group.id == group_id)
        record = db(query).select(group.id, group.name, limitby=(0, 1)).first()
        if record:
            name = record.name
            menu_selected.append(["%s: %s" % (T("Group"), name), False,
                                  URL(f="group",
                                      args=[record.id])])
    person_id = s3base.s3_get_last_record_id("pr_person")
    if person_id:
        person = s3db.pr_person
        query = (person.id == person_id)
        record = db(query).select(person.id, limitby=(0, 1)).first()
        if record:
            name = s3db.pr_person_id().represent(record.id)
            menu_selected.append(["%s: %s" % (T("Person"), name), False,
                                  URL(f="person",
                                      args=[record.id])])
    if menu_selected:
        menu_selected = [T("Open recent"), True, None, menu_selected]
        response.menu_options.append(menu_selected)

# -----------------------------------------------------------------------------
def index():
    """ Module's Home Page """

    try:
        module_name = settings.modules[module].name_nice
    except:
        module_name = T("Person Registry")

    # Load Model
    s3db.table("pr_address")

    def prep(r):
        if r.representation == "html":
            if r.id or r.method:
               redirect(URL(f="person", args=request.args))
        return True
    s3.prep = prep

    def postp(r, output):
        if isinstance(output, dict):
            # Add information for Dashboard
            pr_gender_opts = s3db.pr_gender_opts
            table = db.pr_person
            gender = []
            for g_opt in pr_gender_opts:
                query = (table.deleted == False) & \
                        (table.gender == g_opt)
                count = db(query).count()
                gender.append([str(pr_gender_opts[g_opt]), int(count)])

            pr_age_group_opts = s3db.pr_age_group_opts
            dtable = db.pr_physical_description
            age = []
            for a_opt in pr_age_group_opts:
                query = (table.deleted == False) & \
                        (table.pe_id == dtable.pe_id) & \
                        (dtable.age_group == a_opt)
                count = db(query).count()
                age.append([str(pr_age_group_opts[a_opt]), int(count)])

            total = int(db(table.deleted == False).count())
            output.update(module_name=module_name,
                          gender=json.dumps(gender),
                          age=json.dumps(age),
                          total=total)
        if r.interactive:
            if not r.component:
                label = READ
            else:
                label = UPDATE
            linkto = r.resource.crud._linkto(r)("[id]")
            s3.actions = [
                dict(label=str(label), _class="action-btn", url=str(linkto))
            ]
        r.next = None
        return output
    s3.postp = postp

    output = s3_rest_controller("pr", "person")
    response.view = "pr/index.html"
    response.title = module_name
    return output

# -----------------------------------------------------------------------------
def person():
    """ RESTful CRUD controller """

    # Enable this to allow migration of users between instances
    #s3.filter = (s3db.pr_person.pe_id == s3db.pr_person_user.pe_id) & \
                #(s3db.auth_user.id == s3db.pr_person_user.user_id) & \
                #(s3db.auth_user.registration_key != "disabled")

    # Organisation Dependent Fields
    set_org_dependent_field = settings.set_org_dependent_field
    set_org_dependent_field("pr_person_details", "father_name")
    set_org_dependent_field("pr_person_details", "mother_name")
    set_org_dependent_field("pr_person_details", "affiliations")
    set_org_dependent_field("pr_person_details", "company")

    # Custom Method for Contacts
    s3db.set_method(module, resourcename,
                    method = "contacts",
                    action = s3db.pr_contacts)

    def prep(r):
        if r.representation == "json" and \
           not r.component and session.s3.filter_staff:
            person_ids = session.s3.filter_staff
            session.s3.filter_staff = None
            r.resource.add_filter = (~(db.pr_person.id.belongs(person_ids)))
        elif r.interactive:
            if r.representation == "popup":
                # Hide "pe_label" and "missing" fields in person popups
                table = r.table
                table.pe_label.readable = table.pe_label.writable = False
                table.missing.readable = table.missing.writable = False

                # S3SQLCustomForm breaks popup return, so disable
                s3db.clear_config("pr_person", "crud_form")

            if r.component_name == "config":
                _config = s3db.gis_config
                s3db.gis_config_form_setup()
                # Name will be generated from person's name.
                _config.name.readable = _config.name.writable = False
                # Hide Location
                _config.region_location_id.readable = _config.region_location_id.writable = False

            elif r.component_name == "competency":
                ctable = s3db.hrm_competency
                ctable.organisation_id.writable = False
                ctable.skill_id.comment = None

        return True
    s3.prep = prep

    s3db.configure("pr_group_membership",
                   list_fields=["id",
                                "group_id",
                                "group_head",
                                "comments",
                                ])

    # Basic tabs
    tabs = [(T("Basic Details"), None),
            (T("Address"), "address"),
            #(T("Contacts"), "contact"),
            (T("Contact Details"), "contacts"),
            (T("Images"), "image"),
            (T("Identity"), "identity"),
            (T("Education"), "education"),
            (T("Groups"), "group_membership"),
            (T("Journal"), "note"),
            (T("Skills"), "competency"),
            (T("Training"), "training"),
            ]

    # Configuration tabs
    tabs.append((T("Map Settings"), "config"))

    s3db.configure("pr_person", listadd=False, insertable=True)

    output = s3_rest_controller(main="first_name",
                                extra="last_name",
                                rheader=lambda r: \
                                        s3db.pr_rheader(r, tabs=tabs))

    return output

# -----------------------------------------------------------------------------
def address():
    """
        RESTful controller to allow creating/editing of address records within
        contacts()
    """

    # CRUD pre-process
    def prep(r):
        person_id = get_vars.get("person", None)
        if person_id:
            # Currently no other options available, but we could create hrm
            # & vol specific versions
            controller = get_vars.get("controller", "pr")
            s3db.configure("pr_address",
                            create_next=URL(c=controller,
                                            f="person",
                                            args=[person_id, "contacts"]),
                            update_next=URL(c=controller,
                                            f="person",
                                            args=[person_id, "contacts"])
                            )
            if r.method == "create":
                table = s3db.pr_person
                pe_id = db(table.id == person_id).select(table.pe_id,
                                                         limitby=(0, 1)
                                                         ).first().pe_id
                s3db.pr_address.pe_id.default = pe_id

        elif r.method in ("create", "create.popup"):
            # Coming from Profile page
            pe_id = get_vars.get("~.pe_id", None)
            if pe_id:
                s3db.pr_address.pe_id.default = pe_id

        return True
    s3.prep = prep

    output = s3_rest_controller()
    return output

# -----------------------------------------------------------------------------
def contact():
    """
        RESTful controller to allow creating/editing of contact records within
        contacts()
    """

    # CRUD pre-process
    def prep(r):
        person_id = get_vars.get("person", None)
        if person_id:
            # Currently no other options available, but we could create hrm
            # & vol specific versions
            controller = get_vars.get("controller", "pr")
            s3db.configure("pr_contact",
                           create_next = URL(c=controller,
                                             f="person",
                                             args=[person_id, "contacts"]),
                           update_next = URL(c=controller,
                                             f="person",
                                             args=[person_id, "contacts"])
                           )
            if r.method == "create":
                table = s3db.pr_person
                pe_id = db(table.id == person_id).select(table.pe_id,
                                                         limitby=(0, 1)
                                                         ).first().pe_id
                s3db.pr_contact.pe_id.default = pe_id

        elif r.method in ("create", "create.popup"):
            # Coming from Profile page
            pe_id = get_vars.get("~.pe_id", None)
            if pe_id:
                s3db.pr_contact.pe_id.default = pe_id

        else:
            from s3 import S3TextFilter, S3OptionsFilter
            filter_widgets = [S3TextFilter(["value",
                                            "comments",
                                            ],
                                           label = T("Search"),
                                           comment = T("You can search by value or comments."),
                                           ),
                              S3OptionsFilter("contact_method"),
                              ]
            s3db.configure("pr_contact",
                           filter_widgets = filter_widgets,
                           )

        return True
    s3.prep = prep

    output = s3_rest_controller()
    return output

# -----------------------------------------------------------------------------
def contact_emergency():
    """
        RESTful controller to allow creating/editing of emergency contact
        records within contacts()
    """

    # CRUD pre-process
    def prep(r):
        controller = get_vars.get("controller", "pr")
        person_id = get_vars.get("person", None)
        if person_id:
            s3db.configure("pr_contact_emergency",
                           create_next=URL(c=controller,
                                           f="person",
                                           args=[person_id, "contacts"]),
                           update_next=URL(c=controller,
                                           f="person",
                                           args=[person_id, "contacts"])
                           )
            if r.method == "create":
                table = s3db.pr_person
                query = (table.id == person_id)
                pe_id = db(query).select(table.pe_id,
                                         limitby=(0, 1)).first().pe_id
                s3db.pr_contact_emergency.pe_id.default = pe_id
        return True
    s3.prep = prep

    output = s3_rest_controller()
    return output

# -----------------------------------------------------------------------------
def person_search():
    """
        Person REST controller
        - limited to just search_ac for use in Autocompletes
        - allows differential access permissions
    """

    s3.prep = lambda r: r.method == "search_ac"
    return s3_rest_controller(module, "person")

# -----------------------------------------------------------------------------
def check_duplicates():
    """
        Person REST controller
        - limited to just check_duplicates for use in S3AddPersonWidget2
        - allows differential access permissions
    """

    s3.prep = lambda r: r.method == "check_duplicates"
    return s3_rest_controller(module, "person")

# -----------------------------------------------------------------------------
def group():
    """ RESTful CRUD controller """

    tablename = "pr_group"
    table = s3db[tablename]

    s3.filter = (table.system == False) # do not show system groups

    s3db.configure("pr_group_membership",
                   list_fields = ["id",
                                  "person_id",
                                  "group_head",
                                  "comments"
                                  ],
                   )

    rheader = lambda r: \
        s3db.pr_rheader(r, tabs = [(T("Group Details"), None),
                                   (T("Address"), "address"),
                                   (T("Contact Data"), "contact"),
                                   (T("Members"), "group_membership")
                                   ])

    output = s3_rest_controller(rheader=rheader)

    return output

# -----------------------------------------------------------------------------
def image():
    """ RESTful CRUD controller """

    return s3_rest_controller()

# -----------------------------------------------------------------------------
def education():
    """ RESTful CRUD controller """

    def prep(r):
        if r.method in ("create", "create.popup", "update", "update.popup"):
            # Coming from Profile page?
            person_id = get_vars.get("~.person_id", None)
            if person_id:
                field = s3db.pr_education.person_id
                field.default = person_id
                field.readable = field.writable = False

        return True
    s3.prep = prep

    return s3_rest_controller("pr", "education")

# -----------------------------------------------------------------------------
def education_level():
    """ RESTful CRUD controller """

    return s3_rest_controller("pr", "education_level")

# -----------------------------------------------------------------------------
#def contact():
#    """ RESTful CRUD controller """
#
#    table = s3db.pr_contact
#
#    table.pe_id.label = T("Person/Group")
#    table.pe_id.readable = True
#    table.pe_id.writable = True
#
#    return s3_rest_controller()

# -----------------------------------------------------------------------------
def presence():
    """
        RESTful CRUD controller
        - needed for Map Popups (no Menu entry for direct access)

        @deprecated - People now use Base Location pr_person.location_id
    """

    table = s3db.pr_presence

    # Settings suitable for use in Map Popups

    table.pe_id.readable = True
    table.pe_id.label = "Name"
    table.pe_id.represent = s3db.pr_person_id().represent
    table.observer.readable = False
    table.presence_condition.readable = False
    # @ToDo: Add Skills

    return s3_rest_controller()

# -----------------------------------------------------------------------------
def pentity():
    """
        RESTful CRUD controller
        - limited to just search_ac for use in Autocompletes
    """

    s3.prep = lambda r: r.method == "search_ac"
    return s3_rest_controller()

# -----------------------------------------------------------------------------
def affiliation():
    """ RESTful CRUD controller """

    return s3_rest_controller()

# -----------------------------------------------------------------------------
def role():
    """ RESTful CRUD controller """

    return s3_rest_controller()

# -----------------------------------------------------------------------------
def tooltip():
    """ Ajax tooltips """

    if "formfield" in request.vars:
        response.view = "pr/ajaxtips/%s.html" % request.vars.formfield
    return dict()

# =============================================================================
def filter():
    """
        REST controller for saved filters
    """

    # Page length
    s3.dl_pagelength = 10

    def postp(r, output):
        if r.interactive and isinstance(output, dict):
            # Hide side menu
            menu.options = None

            output["title"] = T("Saved Filters")

            # Script for inline-editing of filter title
            options = {"cssclass": "jeditable-input",
                       "tooltip": str(T("Click to edit"))}
            script = '''$('.jeditable').editable('%s',%s)''' % \
                     (URL(), json.dumps(options))
            s3.jquery_ready.append(script)
        return output
    s3.postp = postp

    output = s3_rest_controller()
    return output

# =============================================================================
def human_resource():
    """
        RESTful CRUD controller for options.s3json lookups
        - needed for templates, like DRMP, where HRM fields are embedded inside
          pr_person form
    """

    if auth.permission.format != "s3json":
        return ""

    # Pre-process
    def prep(r):
        if r.method != "options":
            return False
        return True
    s3.prep = prep

    return s3_rest_controller("hrm", "human_resource")

# END =========================================================================

redpajama_set_name: RedPajamaGithub


text:
The 1910 Pennsylvania Gubernatorial election was held on November 8, 1910. The main candidates were Republican John K. Tener, Democrat Webster Grim, Keystone Party leader William H. Berry, and Socialist John W. Slayton.

Candidates

Democratic
 Webster Grim, State Senator (from Bucks County)
 running mate: Thomas Greevy, attorney (from Blair County)

Keystone
 William H. Berry, former Pennsylvania State Treasurer (from Chester County)
 running mate: Clarence Gibboney, attorney (from Philadelphia County)

Republican
 John K. Tener, U.S. Congressman (from Washington County)
 running mate: John Reynolds (from Lancaster County)

Campaign
The election was mired in scandal. The main focus was on the Pennsylvania state capitol building, which cost $13 million to build, of which $9 million went for furnishings. Although the state Republican machine remained powerful, its reputation was in shambles, as five insiders were arrested in connection with the capitol cost overruns. Boies Penrose, the U.S. Senator and Republican boss searched for a candidate with high name recognition but little political experience to improve the standing of his organization. Penrose chose Tener, a famous 19th century baseball player who had kept a low profile as a banker until running for Congress in 1909.

Democrats, meanwhile, tried to turn to Berry as their candidate, as they believed he had the perfect reform image due to being the catalyst in uncovering the scandal. Berry was initially opposed by attorney Cyrus Munson, a party boss, but after he withdrew due to health concerns, Penrose attempted to infiltrate the Democratic convention. His move resulted in the nomination of State Senator Grim from Doylestown, and reformers from both parties attempted to rally behind Berry, who ran under the banner of the "Keystone Party". George W. Guthrie unsuccessfully ran for the party's nomination.

Although Penrose viewed Tener as a pawn, he was a viable campaigner in his own right. Tener took much more progressive stances than Penrose had envisioned, supporting education expansion, greater public finance for road construction, and women's suffrage. Tener also ran on his wholesome image as an old time ballplayer in an era when gambling concerns overran the sport. While Tener was unable to gain a majority of the vote, he was able to defeat Berry, as Grim, who had the support of the party machinery, split enough of the progressive vote to lead to a Republican win.

Results

|-
! style="background-color:#FFCC00; width: 3px" |
| style="width: 130px" | Keystone
| William H. Berry
| align="right" | 382,127
| align="right" | 38.27

References

1910
Pennsylvania
Gubernatorial
November 1910 events


text:
It's Movie Time
By John DeSando • Apr 11, 2019
Writer/director/actor Estevez deftly captures modern dilemmas of homelesness and authority.
Grade: B
Director: Emilio Estevez (Men at Work)
Screenplay: Estevez (Bobby)
Cast: Estevez (The Way), Jena Malone
Runtime: 1 hr 59 min
By: John DeSando
"The public library is the last bastion of democracy that we have in this country!" Anderson (Jeffrey Wright)
A challenge to democracy, a defense of the first amendment, and a complex standoff between police and protesters is what writer/ director Emilio Estevez expertly does in the docudrama, the Public.
With echoes of Dog Day Afternoon and One Flew Over the Cuckoo's Nest, Estevez gives an authentic feel to this urban drama in one of the country's most conservative communities,
Like Dog Day's Sonny, protagonist Stuart Goodson (Estevez) is an innocent caught in his idealism and foolishness. Stuart manages a library and becomes involved in a homeless demonstration on perhaps the coldest Cincinnati night. The sufferers want refuge in the library, and the city erroneously considers their sit-in to be a hostage situation.
With the always interesting Alec Baldwin as Detective Ramstead negotiating, the scene gets tense, but Stuart is cool enough to keep talks going without giving in. Other characters are equally underwritten such as Jena Malone's librarian and Christian Slater's prosecutor/mayoral candidate. Especially the homeless characters, most are underdeveloped or emblematic of a single trait.
Stuart, however, is fully written but too goody for my taste. Although the writer/director clearly supports the protesters' point of view, the screenplay also allows moments when the authorities can be praised for keeping the peace but criticized for neglecting the plight of the homeless. With this complex characterization and motives, Estevez find a satisfactory drama amid some obvious stereotypes and clichés.
It's a good story played out everyday in different forms. The plight of the homeless and disadvantaged is eternal.
John DeSando, a Los Angeles Press Club first-place winner for National Entertainment Journalism, hosts WCBE's It's Movie Time and co-hosts Cinema Classics. Contact him at JDeSando@Columbus.rr.com


MIN: 12.5" x 10", MAX: 35" x 29"
MIN: 12.5" x 10", MAX: 36" x 29"
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MIN: 10" x 12", MAX: 26" x 31"
MIN: 11" x 10", MAX: 31" x 29"
MIN: 10" x 14.5", MAX: 26" x 38"
MIN: 10" x 13", MAX: 28" x 36"
MIN: 10" x 11.5", MAX: 28" x 32"
MIN: 13.5" x 10", MAX: 38" x 29"
If Alex McClure has provided you an access key for a private gallery, enter it here.
"Site was easy to use. Custom sizes no problem. Turnaround was FAST and quality is great. Will use again."
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text:
Linda Bernardi: How To Profit From Provocation – #9
Would you like to learn how to profit from provoking change in all aspects of life?
Linda Bernardi will show you how.
Linda is an author, entrepreneur, speaker, and innovative provocateur. She joints us on Bulletproof Executive Radio to talk about how disrupting the status quo will improve your life and the world at large.
With leadership experience spanning more than two decades, Linda Bernardi possesses a unique vision and a fierce commitment to promoting innovative, disruptive ideas and technologies. In her role as "innovation provocateur," Linda helps organizations break free of their comfort zone, defy conventional wisdom, and shatter outdated paradigms in their quest for market-changing products, services and methods.
In Provoke Linda asserts that only by creating a collaborative, global "culture of disruption," in which provocative questions and creative destruction are nurtured and encouraged at all levels of the chain of command, can organizations maintain the innovative fire that ultimately leads to excellence.
Did you know you can get a free PDF download of every transcript of every episode of Bulletproof Executive Radio by entering your email address in the box on the right side of this page? You also get a free copy of the Bulletproof Diet, the Bulletproof Shopping Guide, and much more.
Why in order to be successful, you're going to have to be uncomfortable.
Why people respond to disruption with a negative attitude.
The way entrepreneurs and employees of the future will have to act in order to make a living in our modern economy.
How you will need yo change your approach to business and creativity to be successful.
How a "Culture of Disruption" will foster brilliance and innovation.
What happens when businesses refuse to accept or pursue disruption.
How even the lowest paid employee can leverage their power to invent and disrupt the status quo.
How to provoke change without being ostracized (or fired).
How to overcome the most common barriers to disruption.
How you can disrupt current standards to create success in any environment.
How government restrictions affect the ability of a business to create and lead.
What happens when one company tries to disrupt the market by copying the work of another.
Why success and change is possible even in a fragile economy.
The shortcomings of our current educational system when it comes to encouraging change.
The questions you need to ask yourself in order to see if you're a disruptor, or a follower.
A sneak peak inside Linda Bernard's new book, Provoke.
Provoke by Linda Bernardi
LindaBernardi.com
AnthonyColpo.com
More Podcasts From Dave Asprey
Fast Fitness! 40 Seconds, 3 Times a Week – Lance Dalleck, Ph.D. – #657
Unite Mind & Body to Achieve Health & Healing – Dr. Andrew Weil – #656
How Foods are Harming Your Kids – Steven Gundry, M.D. – #649
Learn How to Direct Your Brain's Pathways – Dr. Tara Swart – #647
Zeo Personal Sleep MonitorSleep Cycle
Supplements & Food
Wilderness Family Naturals Coconut Milk
Upgraded™ Whey Protein
Hydrolyzed Collagen Protein
Grass-Fed Meat
Kerrygold Grass-Fed Butter
Medium Chain Triglyceride (MCT) Oil
Click here to download PDF of this transcript
Dave: Today's cool fact of the day is that a lot of vegan products aren't actually vegan. Most bread you buy at stores today has a preservative known as calcium caseinate in it, which is a by-product of dairy manufacturing. Now, I wouldn't eat bread because it has wheat and because caseinate isn't good for you, but vegans maybe ought not to eat most bread either.
We're here today with Linda Bernardi who's an author, entrepreneur, speaker, and innovation provocateur. She's here today to talk about constructive disruption. She's got leadership experience spanning more than two decades and she's really interested in promoting innovative disruptive ideas and technologies. She's actually the author of an upcoming book she's going to be telling us about. She's helped organizations and people break free of their comfort zone, defy conventional wisdom, and shatter outdated paradigms.
You can figure out that's why we would invite her to be on the show. Shattering outdated paradigms isn't just fun, it's actually profitable too. As the creator of the Bernardi Leadership Institute, she's engaged with companies all around the globe as a speaker and coach and consultant. She's an active entrepreneur. She's a technologist and educator, an investor, and a board member. In fact, she and I have a lot in common that way.
She's a founder of StraTerra Partners, which is a technology strategy consulting firm. On top of all of this, she's got a Master's Degree in Applied Statistics from UCLA and she just became a vinyasa yoga instructor right in the midst of launching her new book. We found that particularly interesting on the blog, how high performance people like Linda can actually find a way to work in that side of things as well in order to increase their own performance.
Linda, welcome.
Linda: Oh, thank you. Thank you very much for that wonderful introduction.
Dave: Tell us a little bit about yourself and your unique philosophy of constructive disruption. Why do people need to know about this?
Linda: My philosophy has always been unless we disrupt, and disrupt in the most positive sense, we are not going to be able to innovate. That really started when I joined BBN, a think tank, right out of graduate school where we had about six, seven thousand scientists and we effectively looked at solving very complex problems.
To do that, we first had to start from scratch. When you try to solve a problem and you have to go from a particular paradigm, you're going to be highly limited. We have to look at every problem, whether it was way back looking at how do we design ARPANET, which became the Internet. How do we design the first switch for routers or how do we design the first operating system?
It really requires that you start from scratch. Unless we do that, we are highly limited. When there is this concern about this disruption change, it forces people to start from a point that they're at and it's very difficult to truly innovate unless you're willing to look at any problem that you're starting from the beginning.
Constructive disruption, or what I call disruption, is necessary in order for us to innovate. Whether we're innovating in technology, whether we're innovating in our life, whether we're innovating in our health, we have to be able to embrace the possibilities that disruption brings about.
Dave: Okay. Walk us through what a constructive disruption would look like?
Linda: If we just, instead of calling it constructive disruption, just call it disruption, and we take the example … I'll give a couple of examples, one that works and the other one that doesn't. I'm using an example that a lot of the listeners might identify with if we use the example of Apple.
When Apple was a computer company and Jobs came out with trying to introduce music with the iPod and it completely disrupted the music paradigm, right? Because prior to that, we had had Netscape who had failed. Everybody thought that was insane. Here you are, a computer company, really entering the music world. You completely disrupted your business model because iPod had nothing to do with computers. The rest of it is history.
It changed the entire way that music got accessed globally. Right when you're doing that, Apple decided, "Well, we're going to become a phone company." That's disrupting really my computer business and my music business. Now, I'm going to go after the phone business. Of course, the phone companies, my big telco clients thought that was insane because a computer/music company couldn't be a phone company. Right when that was done, you decide, "I'm going to enter another field, a tablet, and I'm going to introduce the iPad." The story goes on. It's when you make those massive changes where incredible stuff happens.
If we look at another example where that failed, and that really is sad for me. Will you take Kodak? The world was evolving. We were going to digital and Kodak was holding on to its business model and wasn't innovating. Imagine what would have happened a decade ago if Kodak would have said, "We're going to this digital world. How are we going to play in it?" Imagine the possibility of there being the Kodak platform and the Kodak possibility.
If you look at, say, Amazon, and look at what Amazon did when it came out with EC2 and it had a very strong retail business. It came up with something that had nothing to do with that business. Or it went to retail when it was having a very successful book business. We can come up with a lot of examples where unless we really are willing to look at something new ground up that what we … If all we're doing is massaging the existing paradigms, we are really not going to be able to make those massive changes that we need to make.
Dave: Okay. That makes sense. You've also said if you want to be successful, get ready to be uncomfortable. Why is this disruption uncomfortable for people, both just individual people or even for organizations?
Linda: Absolutely. My book, "Provoke," that is coming out in a couple of weeks, the first thing that it says is "Be prepared to be uncomfortable." When I give lectures, the very first thing that I say is "You're going to become very uncomfortable." Because in anything that we do as human beings, we need to believe that we're perfect. We need to hang on to those things that we do very well.
When somebody comes along and says, "You know, there's another way of doing something" or possibly, "The way that you're doing it is not the best way" or "There's a brand new thing we can go after." Because it's an unknown and because it disturbs the environment that you feel so comfortable with, whether you're an individual or whether you're a corporation, the first reaction is discomfort, and in some cases, extreme disdain where I've had some clients who have been absolutely uncomfortable. We have finished the meeting. They have said we have nothing to do with each other. As you can probably imagine, Dave, they are now my biggest customers.
The book actually goes through the five stages of rejection before we get into talking about how we're going to go ahead and disrupt. I think it's just a natural human reaction to want to protect the thing we think we're very good in, because we feel that that's being taken away or shattering. In fact, it's when we embrace it that we become much stronger in what we're doing.
Dave: Okay, that makes great sense. Then how do you go about introducing those disruptions to people? This is sort of a personal question. The nutritional stuff that we do on the Bulletproof Executive is disruptive. I'm telling people, "Well, I can eat 4,000 calories a day. I can eat a stick of butter a day. In fact, I do it on purpose and all of my blood chemistry is better as a result of it. Here's why it works." It's absolutely disruptive to somebody who's been eating a bowl of sticks and twigs every morning for their life.
Now, it's a question there, but some people go, "Oh my god. That's stupid and you're going to die," and "We're all going to die," and "It's no good." Then other people say, "I just tried it and I lost twenty pounds in a month and I've never felt better." What's the difference between those two personality types and how do you approach the people who are maybe change-resistant?
Linda: It's interesting. I would say what I have found is thateverybody wants change, but there are levels and grades of appetite for change. If we talk about an individual level, I think it's because we have been taught these things. Shattering that belief, that if I eat a stick of butter a day, that, of course, is going to clog my arteries. Sometimes the same individuals aren't paralleling that well, "What am I doing to burn during the day?"
If I'm not eating anything and I'm not working out in any way, then it really doesn't matter what I'm eating because my body is not burning. When Dave says, eat a stick of butter, he doesn't mean eat it and sit and watch TV. He means eat that and then change your lifestyle. I think the issue is that deep down individuals have a discomfort about changing things. I'm finding that there are some individuals, hopefully over time less and less and definitely far less in the younger, below 40 population than above, that embrace possibility.
When you do that, you don't have a preconceived notion about what the outcome needs to be. You're willing to experiment because you're intrigued. You want to challenge your body. Part of it is the appetite for challenge. Part of it is, frankly, lack of laziness because when you're proposing something, it requires that the other person has to take action, and action has an unknown.
It's an experiment and you have to be willing to do that experiment, maybe another, maybe another. At a personal level, I think, that's what I encounter is that people are afraid of change. They are afraid of changing life routines. That might be one of the reasons why people resist things.
Dave: It's interesting that you call out the difference in age groups there. I'm pushing forty, I turn thirty-nine in a couple of weeks, but I find that I'm spending a lot of time on the Bulletproof Executive with people who are ten plus years younger than me and are just so involved and so interested in this. Then there's another group of people who are older than I am too who are basically saying, "I'm ready for change. I don't want to feel the way I'm feeling. I want to perform better. I want to do better."
I do see what you're saying where people maybe just embrace change more easily when they're younger but people who are older are generally wiser, according to tradition. Is what you're saying a natural process, that as people become more senior at companies, they become older, they become more change resistant because they're older? I mean, is this mostly just driven by age?
Linda: Honestly, I'm finding more and more as … Let's backtrack for a moment. As the economy is changing and people are staying in jobs longer and the envelope of what is the age is changing; the age of entrepreneurs that I deal with, or the people that I work with. My youngest genius entrepreneur is seventeen and the old one is seventy. That's a pretty large gap in age.
Dave: Yeah.
Linda: That particular seventy year old is a phenomenal seventy year old. I don't sit with him thinking I'm with a seventy-year-old because every time we're talking, sparks are flying. It's like, "Oh, what if we can go do that?" I think we're entering an era where we're redefining age and it's no longer the categories of 17 to 25, 25 to 35, those arbitrary break points. I really think that this meant people are who they are and they're completely different and people embrace disruption, change, in very different ways.
I think it's, in my opinion, it's completely unrelated to age. As this envelope is changing because you could basically, today, if you're an entrepreneur and you have an idea and you have a thousand dollars, you're on Amazon, you're getting your infrastructure, you're rolling out your idea, right?
Dave: Right.
Linda: We're entering an era where people are able to do things without the old paradigm constraints. Suddenly, the world is learning about these people and you could have somebody designing a phenomenal game in Scandinavia or somebody in Siberia is designing a new app. We don't know who those people are, what their ages are. As the world evolves where possibility is available to people readily, that breaks down the paradigms that age brought about where you had to have certain amount of experience to get to this point.
Now, entrepreneurs are of any age. It's really changing the mindset of people. At the same time, I think yes, there are very conservative organizations where maybe in the work environment that's more prevalent where older ones are more resistant. I mean I'll be at the Department of Defense. I see the most vibrant people embracing change and that's our largest organization that we ever have.
This is changing, Dave. I think we're seeing a big change coming about where age is no longer the issue. It's people embracing the possibility and the fact that due to the economy, people aren't thinking, "I should be golfing at sixty-two." They're thinking, "Hmm, what's my next job at sixty-two?" That's changing the playing field.
Dave: Oh, yeah. Definitely, that's an underlying theme in the Bulletproof Executive. We're saying you actually can change your native intelligence. You can increase your working memory. You can increase your IQ by at least a dozen points, and oftentimes significantly more. People can do that at any age. What you're saying then is that it's much more important to look at where you fit with your comfort level around change and how comfortable you are embracing disruption. That's far more important than age when it comes to looking at how you can interact in a new economy that's coming around.
Linda: Absolutely, yes. I think I would just add onto that, that it's about becoming comfortable with change and pushing yourself to embrace change, whether that's change in how you adapt to technology because probably your and my grandmother right now are iPad using, Skyping people. That's a change, right?
That generation is now completely evolving. They're embracing technology the same way a nine-month-old now can interact with technology. Barriers for what is permissible in age are changing. It's really making people comfortable at all levels: individual, corporate, global, that change is a wonderful thing and the worst that can ever happen if you try to disrupt is a momentary change. You always have the choice to come back to where you were. Imagine the possibility if you're willing to change something.
Co-host: Linda, you're talking about how these massive shifts are changing and how different age groups are beginning to interact with technology. What would happen to innovation and the economy if the … or what happens when the government places regulations on what businesses can and can't do? Does that limit the ability of individuals to perhaps pursue these ideas? Does it help them? What do you think the role is there?
Linda: I think the government can put limitations, but I think we have now entered an era where individuals globally feel completely empowered about what it is they can do. They have use of technology. I think that this is far less an issue, in my opinion, now globally than it would have been in the past particularly with mediums like social media where communication is occurring. Even in the tightest government regulated countries, there are still ways to speak and express. I think that we're entering an era where government regulations, I'm finding less and less of them that are going to control human behavior.
Dave: Well then, if you're in a … Let's say you are the lowest paid member in a company. You're in an entry-level job. What kind of power then do you possess in a company that's maybe less regulated and you have all these change embracing abilities? What does that mean for you and your power?
Linda: Here's an interesting paradigm. Think about that same lowest paid individual … Before we answer that question let's look at that person, the rest of his or her life. That person is still completely connected to the world if they so choose to be. They can interact. They can evolve. They are using technology. If you take that organization or company and we say, "Okay, that same person in the lowest paid position, there's a misconception that, first of all, one of the paradigms that I break apart in a book is that we're going to do away over time with all these command and control layers within companies that have protected corporations the way they've been designed.
Instead of that, really, what that's doing is stifling innovation. Putting that aside for a moment, even the lowest paid person in whatever their task is, there is probably a better way that that task can be done. When I talk to those people and I do go spend time because this is a very common question when a 200,000 person company and I'm going in their company and I'm talking and the hands go up and go, "Hey, I'm at the lowest level of the totem pole. What control do I have if they tell me to do something, I have to do it?"
Fact is there's probably a better way to do anything that you are doing and it's a matter of the courage and the desire for the person to want to do it better. I don't know of any organization that thrives on stifling doing things better. Organizations are afraid of change because they're afraid of the focus but there are still ways of doing anything that you're doing better, because if we accept that there isn't, then we're accepting there's only one way to do it and we're also accepting there's no way to make it better.
Even at that level, there can be a change which then starts trickling around. That would be the way I would approach that question.
Dave: What you're saying is that companies can improve themselves through the process of maybe gradual, incremental small step improvement just by enabling pretty much everyone at every level to make small changes every day that move the company in the right direction.
Linda: Absolutely. The thing we have to remember, Dave, is that for the first time ever in the history of technology and in the history of corporates and structures, we live in a world where technology is now available to anywhere, anyone, anytime. Remember the time that we used to go into our companies and all we had was the mainframe and that was our connection to the world so the company could shut-off browsing and you were disconnected?
Fact is everyone today has a smart device. They are connected to the outside world. Companies recognize that. People are using apps. They're becoming interesting. They're doing things so no matter where you are in this chain, you're still improving because every day in your daily life you are using online banking. You're using your credit card. You're scanning stuff. Want it or not, you're shifting.
That inevitable shift, no matter level of a person we're talking about, is occurring in their daily life. Corporations understand that that's coming and there's absolutely zero value in controlling or limiting what that person is going to do because they have their smart device and they're connected at any time. Remember that now people are connecting to mediums like social media and they're talking about things. Corporations actually have a strong vested interest to make sure that the employees are satisfied because there are a lot of channels for people to talk about.
Dave: That's definitely true in my day job where I spend most of my time during the week. I'm vice-president at an internet security company, so I deal with that intersection quite a lot.
Linda: Exactly.
Dave: I will still point there that because people are now empowered, they can help a company perform better. I was really struck by your incremental comment there about how that works because the nutritional things that we recommend for people to become higher performance on the website, it's not "Do this diet and you're wrong," it's a map that says, "Every time you're sitting down, here's a guide to choosing incrementally a food that's going to do more of what you want it to do to increase your personal power."
You can't go wrong with a map like that. You can go left, you can go right. The next time you sit down, you can go left o right. It's not like I failed or I didn't fail. It's an incremental approach to improvement versus an all or nothing model, which I don't think works for companies or for individuals, not anymore.
Linda: Correct. I think that companies, up until about two years ago, I'd be struck when I'd be going into a very large company, over a 100,000 people in a variety of different verticals, and we would be talking about this social enterprise, the social power. I would hear comments like, "Oh yeah, that's Facebook. That's what they do in the background."
Believe it or not, one of the biggest things we now spend time on: "How are we going to use the social enterprise fabric better internally and externally?" In a phenomenal way, this is changing how people are perceiving their daily tasks. To go back to the first question which is well, if you're at the lowest level and you're doing something, you're still highly connected. You still have an influence. Technologically, this is a phenomenal time to be in, in terms of the possibility to innovate.
Dave: Okay. You sold me on the idea that innovation is happening and that disruption is important. In fact, disruptive technology has been a part of my job title for almost like, I think, almost twenty years now. God. I definitely believe this, but I've also seen some times when a lack of dissension, a lack of disruption, or groupthink comes into place and this happens in groups of people. It happens at companies. Do you have any examples of where really negative things have come out from groupthink?
Linda: I honestly don't. I have a lot of negative examples of what happens when it doesn't happen. I think I shared with you Kodak as a company that was phenomenal. It decided to really not look at what's happening in the world and not go disrupt, and I wouldn't use the word dissent because disrupt in this model, the way I use it, is around really changing a business paradigm, experimenting with different possibilities. Dissent might imply some sort of a negative action.
In the disruption world, if we take another example, it would be RIM and Blackberry and the fact that RIM really chose to not really look at what's happening in the outside. I was a nine year avid Blackberry customer. I had every single Blackberry that came out, the speed, the efficiency, and eventually, this year finally, I had to buy an iPhone because RIM chose to not listen. If you look at what happens in these companies, that don't evolve, that don't disrupt, they will and are going out of business. Their business models are failing.
Now, in the past, that took a much longer time because the consumer was not as involved. Today, the market is driving what happens to a company if the company does not disrupt because the market now speaks, connect, has power. More and more companies today are learning how to become attuned to listen to what the market wants and they're realizing, "If we don't evolve, disrupt, the market will not be our customer." That's forcing a lot more disruption, Dave, than we have or seen in the past or will … and this will just … this pace will grow dramatically over time.
Dave: Okay, that makes great sense. What do people do to say, "All right, I'm ready. Maybe I'm young. I'm still in school." I think you had some questions about how this all interacts with an educational system and what people can do in schools. Go ahead.
Co-host: This is one of the questions I was thinking of before the interview. You mentioned earlier how you've never run to a company that thrives or just wants to stifle innovation or keep disruption from occurring. Do you think that's really a place where disruption can occur easily? Or do you think the current school systems and colleges are set up in a way that encourages critical thinking instead of lack of disruption?
Linda: It's a very good question but it's a loaded question, right? Because there's so much that's flying through my mind to try to answer. Let me break it down into schools as in below 12 and college. As an example, there are splinter groups that came out. Montessori came out. Montessori school system says, "We are going to base it on experimentation and we want an environment that we really don't care about the standardized tests. We want to grow the child's mind." Now, of course, Montessoris are private and you go back to the large public school systems. Of course, whenever you have a system that has to accommodate tens of millions of students, you have to have some metric that's standardized, but within even those environments, magnet schools got created.
You always have people that look at things and say, "Is this the best way to do it?" That doesn't mean we have to abolish the standardized exams because unfortunately we still need something, some measure to categorize students, are they really smart, are they not? We all know that, for example, an SAT score, perfect SAT score, doesn't mean a perfect student. It means somebody that was a really good test taker. Does that mean that we can immediately come out tomorrow morning, and you and I decide we're going to do away with all standardized tests and we're going to come up with a new model?
Unfortunately, in a system where education is not funded, where we're not really paying attention to these things, we are holding on to very old standards. Can it change? The answer is yes. Is it easy to do? No, because public school teachers are so badly paid that as it is, it's very difficult. To go to those people and say, "Now, on top of everything, come up with a new paradigm, create a change." That's not likely, but is it impossible? No, because even within systems, we find systems that are very different and if we look outside of the U.S., we find very different below 12 education systems.
Now, if we go into the college environment, that's where we really are embracing free thinking because if we're talking about the students, the students have choices about which schools they go to, for the most part. When they're in those schools, they have choices about what they study and students are the freest of the thinkers. They are the free atom that's out there.
Unfortunately, what constrains them is that they have to get a particular grade and they have to get a particular degree and they choose to go into a particular job. Suddenly, when hordes of them are going into Wall Street, they're studying those degrees to go there, but does that mean there isn't free thinking? Possibly no. There absolutely is. In my book, "Provoke," there's an entire chapter on academia and my issues about the lack of involvement that students have and professors have that we shouldn't be really that worried about getting tenure. Frankly, if you're good, you will have it.
We should be more concerned about doing things and schools, whether it's below 12, above 12, that's the purest form of a Petri dish. It's an experimental place. It's a place to really test things. Unfortunately, people are just going through the journey as if it's a job and they go at it, ten years later, I want tenure and I want this and I want that. That's what's killing things.
I would evolve that question and I say, "How much of this is up to us and how we're handling things versus things that are out of our control?" I would contend that it is up to us, but just like the initial part of the interview when we were talking about people's resistance to change, let's start asking the question, "Is it that there are constraints throughout academia? Or is it that people within academia are resisting change because of the consequences?"
Dave: In a couple weeks, I am giving a talk to the Thiel Foundation's 20 Under 20. This is a group of people who are under twenty years old who are given a grant essentially to not go to college. They're given $100,000 over two years and access to entrepreneurs like me who can advise them although I'm advising them on how to upgrade their brains rather than just entrepreneurial things.
It's one of those … it seems to be like a very disruptive model that says rather than going to school, use the world as your school and even disrupt education that way. Is this along the lines of what you're talking about in your book "Provoke" or is this … maybe it's something different? How does that work with disrupting education?
Linda: To bring an example, one of the brightest engineers that I work with who works in a company is seventeen and never went to college. There's always the debate we have when we sit around with guys that have MIT degrees and post-docs and he's in the room with them and he's thinking clear and less constrained. Now, that's an unusual event because this person is self-taught, so driven that overcomes that.
Those possibilities are definitely there. "Provoke" doesn't necessarily say that you have to be anti-something. It just says wherever you are, it can be done differently. Yeah, I mean a program that takes gifted people and gives them money and explores possibilities, magic is going to happen. Now, does that mean that that's what always has to happen? No, that's relative to the person receiving it because there are instances, and that may happen in the group you're dealing with, Dave, that it's not the matter of the money. People will get the money, but they don't know what to do with it.
There will be those who will get it and they'll see this as the nirvana of making the impossible become possible. That opens up the whole area of entrepreneurship and what happens when we pour money into entrepreneurship. That's another couple of chapters in the book talking about that but I think that that's an example of where something could happen by looking at things differently and taking these groups of students. I'm assuming this is a case where you're going to study them over time to see what happens. That would be my assumption.
Dave: I think that's what the Thiel Foundation is looking to do and to track their progress, and also just to choose some of the best and brightest that they can find. People who have already done amazing things and just say, "Well, if you're going to do amazing things, let us help you do the right amazing things using the arrows that we've had in our backs through lives of being entrepreneurs and of being successful."
How does this work with what you've called the disruptor test? It is something that's coming out in your book where people may ask themselves questions to figure out where they fit on that whole scale. I'm guessing that these entrepreneurs pretty much would score very high on the disruptor test but tell our listeners a little bit more about what is that test.
Linda: First of all, the biggest question that comes up whether I'm talking in a university or a big corporation or an environment, for example, at a conference that has people from different corporations. There is a misnomer that people think when we're talking about disruption, it implies everybody is an entrepreneur or should be an entrepreneur, or that entrepreneurism is necessarily the thing we all want to be.
In some ways, being an entrepreneur is like a job. You could be a dentist. You could be a doctor. You're an entrepreneur. Is it for everybody? Not really. Part of the clarification that I make to people, and almost, I have to tell you, they get so excited by this, is that you could still disrupt without necessarily leaving your job, putting your house on mortgage, raising money because you had a dream about a company. That's good for some people, not good for others.
The disruptor test concept is where is your appetite and your own personal desire to change whatever it is that you're doing, to do it better, to do it differently? I mean if you were, for instance, in HR, which is not necessarily a tech environment, etcetera, how could you be doing things differently that changes the way that you do things? If you're changing and disrupting and there's positive that comes out of it, which is efficiency, you're being happier about what you're doing. All of those are positive outcomes and that doesn't necessarily break things down.
There's a misconception when people hear disruption that they think that it's always about breaking down everything, restarting. No. It's maybe changing the way you look at things. There are people in any capacity that I meet that are intrigued by that and they live their lives by that and it motivates them. Then there are others that are very afraid of that, and hopefully by the end of the talk or the two-day session, they become very comfortable that, "Wow. This is almost, at an early stage, a thinking process. Am I willing to give myself the permission to think about what I'm doing differently?"
That is the very first thing that I ask people to do. Sometimes people really stop and say, "Of course, I give myself permission" and then they go, "No, you're right. I'm not because I'm so afraid nobody is going to allow me. Therefore, I never take the first step." If you go back to the original question of whether somebody in the lowest level of a company can do that, imagine if every level started doing that. If every level started ranking higher on the disruptor capacity, then change would happen inevitably, right?
Dave: Yes. I think that you'd also find a very high performance organization if everyone thought about what they were doing and looked for ways to do it better even across their own life as well as in the company. I think what you end up with is people who are continuously improving themselves and continuously improving their companies at the same time. It's that line between the two that's really where the Bulletproof Executive Blog lies that says if you improve yourself, you can improve whatever it is you're doing. Or you can be better at everything, whether you're an artist who's selling your own artwork on display at a museum or at an art gallery, or whether you're doing the traditional Silicon Valley, or the small company start up.
It doesn't really matter, but everyday make decisions that are better and you can be more efficient. By your definition of a disruptor test here, it sounds like people can even disrupt their own life when they wake up in the morning, before they even go into work. Would you agree with that?
Linda: Absolutely, and it's about … Absolutely, Dave. It's about raising the bar and looking at one another to raise the bar. If you and I are interacting, and I raise the expectation for myself on what I want this interaction to be, you will sense that and you will raise the bar. You will then raise that bar with somebody else that you're interacting with.
A lot of times, I love athletics because there is a bar that you can always raise. Imagine a triathlon where people got there and they said, "I am not having a good day. I don't think I'm up for this." What happens in the triathlon? They're there. They're going to go for it. Are they going to win? No, only one is, but they stimulate one another to go forward. It's not because everybody is going to win but it's because everybody wants to achieve that very high bar.
I believe that humans have enormous capacity. What's happened in the structure of academia, entrepreneurism, corporations, government, we have brought in so many systems of control that we've taken away that power. I fundamentally believe that probably there's an 80% higher intellectual capacity that people have that they are just not expressing. I don't believe that it's that they don't have because they're at a lower part of the job. I believe they have, but we haven't learned how to capture that and use it properly.
Dave: I think that's very well said. Linda, you mentioned that you just became a certified yoga teacher where you spent thirty-one days with eighteen hours a day of focusing on yoga and obviously exercise and the things that go with yoga, the meditative side of things, right in the middle of being a powerful consultant and right before publishing a book. Can you tell our readers why you would make a decision like that?
Linda: Absolutely. I've been an avid yoga practitioner, particularly power yoga, for a number of years. I really needed to take it up to the next level. In fact, right … It was exactly in the middle of writing the book where I just needed that clear my mind to be able to think clearly about what's going on. I got my power yoga certification, but in particular hot power, which is effectively ninety minutes in between 108 to 112 degrees. Our training was grueling, but it also required learning Sanskrit and learning a lot of different things.
The eighteen hour days were comprised of very demanding physical activity as well as then having to learn a new language, deciphering the sutras and understanding what is really going on. Completing that with fairly extensive and difficult exams and then going through your practicals. What it did is just completely cleared my mind.
I needed to get away. During that process, you don't have any phones. You're not connected and you're really focused on something very different. There is a famous sutra which says "chitta vritti nirodha" which is in Sanskrit means "Yoga begins when the fluctuations of the mind stop." We live in a world where we are in 99% fluctuation and 1% thinking so it was really an opportunity to be in a very quiet mental space, pushing the physical boundaries of the body to achieve what you didn't think you could do, and pushing that along with a group of people that were all … We all came from very different walks of life.
When it was completed, I really had a lot more clarity and I think we were able to do the latter part of the book. I mean it became enormously cleaner after that and faster and with a lot more clarity and vision. That was what it was about. Now, teaching is a key thing for me to do because it's now about the passion of transferring this, but not necessarily just the physical aspects of the teaching, but really helping people reach that level of mental calmness so that they can begin whatever else they're doing much better.
Dave: I love your description there. I advise people that I work with as a mentor to take up yoga or to use other techniques to help to calm their mind and to deal with stress because so many people are basically letting their mind to get in their way because they just don't have control of their brain. I went through a similar process when I was writing my book that's coming out through Wiley probably in about nine months.
This is a book about nutrition and about stress and about personal performance and even about … It's targeted towards pregnant women about how to have healthier, higher intelligence babies. What I did during that was I did a more biohacker focused, seven day retreat hooked up to an EEG machine, actually an $11 million research EEG machine that let me do the equivalent of 40 years of Zen meditation in seven days, so I could learn to clear my mind in a way that normally takes almost a lifetime to learn.
It's been really amazing because I sat down right in the last day of that and I wrote the entire outline for the book just in my notepad from one end to the other and that's what we're publishing. Yeah, once you get out of your own way, it's amazing what you can do. I find it really intriguing that you chose a similar path in order to also help your own mind focus and get clear. I think that's-
Linda: I think, Dave, you just hit on a very critical … the sentence, which it really deserves a moment of conversation, which is a book you and I ought to write together which is called "How Do You Get Out of Your Own Way?" because that is in fact the whole core of the problem. When the questions came up about how do you disrupt if you're not in an environment you can disrupt? How do you do this when this is not possible?
Truth of the matter, it is just all about you and what you have in front of you, whether it's physical things you want to achieve, whether it's … anything. It is we who are in our own way and it's a brilliant topic of a book you and I need to write together because once we learn how to remove our self from our own way is when everything happens. Disruption is right now stifled, whether we're talking about education, innovation, companies, government. Everything is stifled because of how people, the limitations they put in front of themselves, not about limitations that fundamentally exist.
Now, granted, it takes us reading a lot of books which probably you and I have to learn how to remove ourselves, but that is the passion of yoga, is helping people realize that one step at a time.
Dave: It is indeed. It applies so much more than people realize to ultra successful people. I sat in a room. I've done for quite a while breathing exercises, and one is called Art of Living. I've done them in rooms full of people whose net worth certainly exceeds $50 million; people who have been incredibly successful entrepreneurs over and over and over.
Linda: Had a hard time breathing.
Dave: They're all there because they recognize that taking some time to work on the hardware of their body through breathing was actually affecting the software, their brain, and that it was making them better people and better entrepreneurs. That's one of the techniques that we talked about on the blog and obviously something that you just spent a lot of time on over the course of your training in yoga.
I think it's key to being able to disrupt and being able to create and innovate, to be able to, like you said, get out of your own way. I'm really glad that we got to talk about this as part of the interview and I can't wait to read your new book, "Provoke."
Linda: Absolutely. They can find me by www.lindabernardi.com, L-I-N-D-A-B-E-R-N-A-R-D-I.com. My book, "Provoke," absolutely I encourage to read because I'm hoping what will happen is without a doubt, at the beginning, they will be very uncomfortable. I'm hoping they will sustain through and they will be highly entertained as they read it, but it's also a very critical way of looking at all the components that play in going from disruption to innovation.
I want people to, particularly at a time now where we're looking at things like Groupon going for an IPO, and I want people to look at that and say, "Does that make sense? Is that really innovation? Is that disruption to innovation? Is that financial model making sense?" I just want people to be part of the dialogue and they're invited to become members of the culture of disruption. In fact, when they get their book there'll be a membership card in there and the many talks that I give people get membership cards. I invite people to my blogs to communicate and become part of what I hope will make us better as a society.
Dave: That's a great goal and one that I very much support. Linda, thank you so much for spending time with us today here on the Upgraded Self Radio.
Linda: Thank you. My pleasure. Thank you so much.
Dave: Thanks everyone for listening to today's show. If you enjoyed this, you can help us by leaving a positive ranking on iTunes or even just by clicking Like on Facebook, or Twittering a link to our show.
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//February 2, 2018
Embattled Labour leader defiant after fresh calls to quit
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text:
Q: How is it possible to write f( *this, std::forward(args)... ) whereas f is only declared with F f; In this reply
https://stackoverflow.com/a/58737595
please, can you explan how it is possible to write :
return f( f, std::forward<Args>(args)... );

whereas f is only declared as :
    F f;
and we don't know that f is a function accepting 2 parameters a priori.
Thank you for your explanation.
I would be grateful for the deep explanations

A: It looks like you need some good C++ tutorial/book, specifically about templates.
The piece of code you're referring to is a templated struct.
template<class F>
struct y_combinator {
  F f;
 /* more code */
}

It means that whenever we want to use it we have to specify the template parameter.
y_combinator<int> y_int;

When we use our templated struct like that, the compiler will generate a new struct, let's call it y_combinator_int, and replace all occurences of F with int.
The important thing is that templates use duck typing, if you do something that's illegal/makes no sense, you will get a compile time error (currently such errors are really hard to read, but with C++20 we will probably get more human readable errors).
Overall templates are a very complicated subject, if you want to learn them you need to find a good tutorial/book.


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PAWHUSKA — Osage Nation Principal Chief John D. Red Eagle, who faces removal-from-office proceedings in less than a month, has announced that he intends to seek re-election. Red Eagle made his candidacy official Wednesday, on the third day of a filing period that will continue through Jan. 6. The embattled first-term incumbent was the third person to declare for the tribe's top executive office.
Geoffrey Standing Bear filed for principal chief on Monday and Margo Gray-Proctor joined the race Tuesday. The first person to file for the 2014 Osage Nation elections, Raymond Red Corn, declared Monday as a candidate for assistant principal chief.
A first-ever Osage Nation primary election is scheduled to be held March 10. General elections — which will include congressional races — are set for June 2.
Implementation of a primary format was approved earlier this year by a vote of the tribal congress earlier this year. The primary is designed to narrow the field of candidates for the two executive offices and avoid the need for a runoff — which in past election years has extended the tribal voting process into the summer.
Standing Bear, a local attorney, is one of 12 current members of the Osage Nation Congress. Gray-Proctor is a Tulsa business executive who has gained prominence in Native American organizations at the state and national levels. Red Corn currently serves as speaker of the tribal congress.
Last month, the Osage Congress voted unanimously to conduct a removal trial for Red Eagle over pending allegations of malfeasance in office, arrogation of power and disregard of constitutional duties and oath of office. The proceedings are scheduled to get under way on Jan. 13.
Red Eagle would be removed from office if found guilty of any of five alleged infractions advanced for the trial during congressional committee hearings held late last summer. Removal would disqualify him from holding any tribal office, according to the Osage Constitution.
Gray-Proctor is reportedly the first female to seek election as Osage principal chief. At least two other women sought the Osages' top leadership position under previous forms of tribal government, however. Unsuccessful bids were made in 1994 and 2002, tribal spokespersons said.


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3 And not only that, but we[a] also boast in our sufferings, knowing that suffering produces endurance, 4 and endurance produces character, and character produces hope, 5 and hope does not disappoint us, because God's love has been poured into our hearts through the Holy Spirit that has been given to us.
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