Have you been considering whether or not to pursue an advanced degree in creative writing—wondering what you'll get out of it, whether it will be worth it, and how much it will cost? If so, join Blake Kimzey and Mag Gabbert from Writing Workshops Dallas as they host a panel of local writers in an open discussion of the pros and cons—and ins and outs—of pursuing an MFA in creative writing. This FREE roundtable event will take place on Thursday, October 11th from 7:30PM - 9:30PM at Deep Vellum Books. Topics will include the application process, available funding, job applicability, and much, much more! Attendees are encouraged to bring their own questions, or to tweet them in advance: #MFAQs @DallasWriters. This FREE program is co-sponsored by Writing Workshops Dallas and Deep Vellum Books. To RSVP, click on the button below.
Thank you! We look forward to seeing you at Deep Vellum books on October 11th at 7PM! We'll send a reminder e-mail a few days before the event. Let us know if you have any questions between now and then!


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text:
The Play That Goes Wrong @ The Marlowe Theatre Review
The Play That Goes Wrong is a hilarious, highly physical and very silly comedy that had me absolutely roaring with laughter.
Courtesy of Helen Murray.
Based on an amateur theatre company putting on their annual production, The Play That Goes Wrong is a 1920's murder mystery in which everything that could possibly go wrong, does – with hilarious consequences. It is so completely relatable, and has me laughing at things that I've experienced (a lot) in my job. A show made up of lost props, dodgy scenery, forgotten lines and typical theatrical rivalry.
The cast and crew of the production are incredible. Funny, highly skilled and completely able to engage an audience from before the curtain is even opened. The ability to act as amateurs performing in an amateur production is impressive, and feels completely real.
Each cast member is hilarious in their own right, particularly Max Bennett who plays Cecil Haversham. Chris Bean is the perfect director, despairing as his beloved production falls apart at the seam – whilst trying to hold everything together. Sandra Wilkinson as Florence Colleymore is simply fantastic, an over the top, flamboyant character who performs some impressive stunts too. Just when you think they couldn't go any bigger, they do!
It is so refreshing to be sat in a theatre with hundreds of people all laughing and giggling at utterly silly behaviour. The atmosphere is brilliant and extremely uplifting.
If you haven't seen it, why not? Go and see it immediately, you'll be laughing until you cry. I will be recommending it to everyone, regular theatre-goers or not. 5/5
Review written by Stacie Pollard.
The Play That Goes Wrong is currently showing at the Marlowe Theatre until Saturday 5th August. For more information on the production, visit here…
Chris Bean, Marlowe Theatre, Max Bennett, Sandra Wilkinson, The Play That Goes Wrong
2nd August 2017by Theatrefullstop
Edinburgh Fringe Festival 2017|Writer Apphia Campbell talks about her show 'WOKE'
Hero @ The Etcetera Theatre Review

redpajama_set_name: RedPajamaCommonCrawl


Dewhirst Group Plc manufactures and distributes clothing and toiletries. Operations are carried out in the United Kingdom, Malaysia, Morocco and Indonesia. Manufacture of clothing accounted for 91% of revenues for the year ended 14th Jan 2000 and toiletries accounted for 9%.
Dewhirst Group Plc operates in the Diversified Apparel Mfrs. sub-industry, which is a sub sector of the Apparel & Textiles industry. They supply clothing to companies such as Marks & Spencer's and also police uniform. This analysis compares Dewhirst Group Plc with, Worthington Group Plc (2000 sales: £26.47 million of which 100% was Textile Products). Worthington Group Plc manufactures, imports and distributes sewing threads, narrow textile fabrics, pocketing, waistbands, specialist linings, buttons, shoulder pads, interlinings, elastics and other trimmings and accessories. The clothing, home furnishing and industrial markets uses these products. All of the group's subsidiary undertakings are registered and operates in the United Kingdom.
Dewhirst Group Plc reported sales of £380.40 million for the year ending January of 2000. This represents a very small increase of 0.06% versus 1999, when the company's sales were £380.15 million. Sales at Dewhirst Group Plc have increased during each of the previous five years (and since 1994, sales have increased a total of 54%).
Just over half of the company's 1999 sales were in its home market of the United Kingdom: in 1999, this region's sales were £198.13 million, which is equivalent to 52.1% of total sales. In 1999, sales in Morocco were up at a rate that was much higher than the company as a whole: in this region, sales increased 35.3% to £88.76 million. Dewhirst Group Plc also experienced significant increases in sales in Malaysia (up 17.4% to £30.89 million). Although the company's overall sales increased, sales were not up in all regions of the world: sales in the company's home market of the United Kingdom were down 16.4% (to £198.13 million) and sales in Rest of Europe fell 18.2% (to £29.10 million) and sales in Rest of World fell 19.4% (to £1.42 million).
A Comparison of the Reuters Group PLC and Bloomberg L.P.


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text:
Lead Contact
Michelle Galpin
Email Michelle
In certain areas of their advice to clients, Advocates need to draw on actuarial advice and some specific examples are described below.
Apportionment of Trust Funds
Trust Funds, often set up under Wills, are a very effective way of sharing the benefit of assets between those who have a life interest and those who have a reversionary interest in the assets. However, circumstances do change, and the continuance of the trust may cease to be viable or appropriate. In such cases the assets need to be split between the holders of the various interests in an equitable manner. We are able to undertake the required actuarial review and report on an equitable division.
Claims for Damages
There are numerous circumstances where an individual may lose the enjoyment of a future income and wish to seek redress through the courts. In these cases it may be necessary to capitalise the lost income for the purpose of the claim or discussions between the parties to achieve a settlement. We are able to prepare a determination of the capital amounts or to review claims made or sums offered. Examples would be the loss of pension rights or loss of employment income following an accident.
Divorce Cases
In these cases there might, typically, be a dispute about the capital sum required to compensate for the loss of the benefit of the other partner's income or pension benefits. There could also be a dispute about the capital value of an existing income entitlement of one of the parties. In such cases we are able to advise on the impact of the factors affecting the determination of a capital sum or to review figures produced by other advisers.
In many of these cases our involvement would be confined to a written actuarial report. However, in some cases, we may be required to appear in court in person and we have experience of providing services as an expert witness.
Opinions Factsheets
Services for Advocates


text:
import os

from common import util
from common.util import LOG

class Client():
    def install(bundle):
        if not os.path.isfile("/usr/share/clear/bundles/" + str(bundle)) and \
            not os.path.isfile("/usr/share/clear/bundles/"
                               "openstack-all-in-one"):
            LOG.info("Installing {0} bundle".format(bundle))
            cmd = "clr_bundle_add -V {0}".format(bundle)
            if(os.path.isfile("/bin/swupd")):
                cmd = "swupd bundle-add -V {0}".format(bundle)

            try:
                stdout, stderr = util.run_command(cmd)
                if stderr:
                    LOG.error("swupd bundle-add: {0}\n{1}"
                              .format(stdout, stderr))
            except Exception:
                LOG.error("clearstack: cannot install"
                          " {0} bundle".format(bundle))

redpajama_set_name: RedPajamaGithub


Considering Transitioning to Vendor Managed Inventory? Read This First!
If you've been thinking about transitioning your inventory management over to a vendor managed inventory program, you likely have a slew of questions. Does the vendor you're considering have access to a large number of SKUs? Do they take steps to ensure the quality of the class "C" components that they're sourcing? Can they adjust stock levels, as needed, as new information comes to light? If these questions were asked of the team at ASF Components, our answer would be a resounding, "yes, absolutely." In this post, we're going to look at how our capabilities – and experience – can help you streamline your supply chain and make inventory management a breeze.
With the ability to source over 5,700 SKUs, you will never be left waiting for essential parts. Our vendor managed inventory program ensures that you have the parts you need, when you need them.
ASF Components can help you reduce your overall inventory by locating underperforming items. In doing this, we can help you increase your manufacturing space, leading to reduced lead times and lower costs.
One of the biggest factors in slow lead times is communication. When you work with us, you are constantly updated with the most relevant, pertinent information regarding your inventory levels. As a result, you can save money by directing your employees to act upon the information being given to you.
At ASF Components, we pride ourselves on our ability to source a massive number of class "C" components and, even more importantly, being able to deliver them in a timely, reliable fashion. Whether you need fastener nuts, stamping parts or bolts, we have the capability to source exactly what you need and deliver it exactly when you need it. If you've been considering VMI, we encourage you to contact us today to discuss your needs.


text:
Melina Marchetta is the author of Looking for Alibrandi, Saving Francesca, (On the) Jellicoe Road (On the Jellicoe Road = Australian title, Jellicoe Road = US title), and the recently-released Finnikin of the Rock (US release date 2010). Looking for Alibrandi had a first print-run sellout within two months, was made into a movie, and won many awards, including the coveted Children's Book Council of Australia (CBCA) Book of the Year Award (Older Readers), and had a film made of it. Melina taught English and History full time, for ten consecutive years, at a city high school for boys. She's now a full-time writer in Sydney, Australia. To find out more about her, visit http://melinamarchetta.com.au/.
How did you get started writing?
I used to scribble in high school. Nothing at all profound. My problem, however, was that I had poor handwriting and I could never read back what I wrote. Strangely enough, life changed for me when I learnt to type. I'm a freak with a keyboard and it all begins with a blank screen for me.
Could you describe your road to publication for us?
I finished my first draft of Alibrandi six months after I began writing it. Then I rang all the publishers listed in the phone book. I was told the manuscript had to be double spaced, include a synopsis and that 1 in every 2000 manuscripts sent to them were accepted per year. It was rejected about six or seven times over the next seven years.
What is your biggest inspiration?
People's faith and their sense of wonder. I lose mine constantly so I need to surround myself with those who have plenty of it.
Did you always know you wanted to write for teen readers?
No, but I always knew I was going to write about teenagers, especially those nearing the end of their schooling life. It's an interesting age; one of the first times you make your own decisions, whether it's leaving school or choosing university/college courses or choosing to hang out with people you want to, rather than have to.
How long does it take for a book of yours to go from genesis to publication?
Looking For Alibrandi – 7 years.
Saving Francesca – 18 months
On the Jellicoe Road (Jellicoe Road in the US) about eleven years but I wrote this version in 18 months.
Finnikin of the Rock – 16 months. (I wrote Finnikin as a full time writer and it made a difference because I was writing about 6-7 hours a day)
You were initially published in Australia before the US and elsewhere. From the experience you've had, what are some of the biggest differences you've found between the two markets?
Not a big difference in the two markets except, of course, that there are thousands more novels published in the US each year. The big difference has been between novels with regards to technology, regardless of which country. No one was really blogging when Francesca came out and there wasn't even the internet when Alibrandi was published so I had no idea how people felt about my novels except when I went to festivals and schools. You had to wait until a newspaper reviewed it before you know what the outside world thought of your work.
I also remember the whole editing process with Alibrandi being done via fax. And to really show my age, I had never used a computer until I started writing Alibrandi.
Your debut, Looking For Alibrandi, won many prestigious awards. There was even a movie made. What was that experience like? How did you like the film?
I wrote the script for the film which is very rare for a novelist, but the producers thought I did good dialogue and could pull it off. They involved me in everything. I spent the whole of my school holidays watching 2000 teenagers audition. My students were in all the major school scenes. When the boys watched it at the cinema, they laughed through the whole funeral scene because it was so strange seeing themselves up on the big screen as pall bearers. The producers even used my grandmother's house for Josie's nonna's house. I'm very proud of that film. It came out on the same day as Gladiator and we still managed to get full houses. Every time I went to see it with friends or family they would clap wildly when my name appeared in the credits. Very uncool, but no one cared.
What makes a good writer?
1. A great observer of the world. 2. Perseverance (I re-wrote the prologue of Finnikin more than fifty times and re-wrote the whole novel of Alibrandi about ten times) 3.Good writing comes from good reading. Read Read Read.
Do you have any advice for aspiring writers out there?
Do not give up after that first rejection. It's like any other rejection. It will hurt like crazy, but you need to remember that most writers have been rejected. You have to put ego aside when you're writing and listen to criticism. When you're so close to your writing, you think it's a work of art. Most times, at first draft stage, it's not.
Of the books you've written, which one is your favorite?
Too hard to answer really, but I'll try. I think writers always love the novel they've just finished. I feel very close to Finnikin of the Rock and am crazy mad about Finnikin and the diabolical Evanjalin. But Jellicoe Road made me feel very brave and it gave me the confidence to write Finnikin, which is my first fantasy. Deep down though, it's probably Francesca. It's a very personal story to me.
What are your habits while writing? Do you listen to music or have any other interesting rituals?
I always burn two soundtracks when I'm preparing to write. One is for the music in the novel and the other is the music I need to listen to which gets me into their world. If you've read Jellicoe I would truly suggest you download Flame Trees. It's the song the boy-in-the-tree-in-her-dreams listens to and it's an Australian classic from the 80's. Although I don't mention the title, when Taylor is in the car with Raffy and Griggs and Santangelo, they're listening to Crystal by New Order. The song Jude and Webb discuss is Whole of the Moon by The Waterboys. My friend found one of those websites that tell you what song was number 1 the year you were born and his was The Gambler, so that's why Kenny Rogers gets a mention in the novel because Ben burnt us all a copy and we had to listen to it every time we went on a road trip.
Now tell us: Does writing YA rock or what?
Well you're obviously speaking to the converted. I'm going to name drop here and say that I had lunch with Rachel Cohn today because she's in Australia for a writer's festival and when I think of novels like her You Know Where to Find Me and Patrick Ness's The Knife of Never Letting Go and the work of the gorgeous Markus Zusack and Randa Abdel-Fattah and Maria Boyd and Megan-Whalen-Turner (I'm obsessed with her Attolia trilogy) and the hundreds of others I could go on about, there is a passion in the writing that blows me away. There is a lack of pretention in YA writing and as a result, heart and soul.
Is there anything about being published that took you by surprised? Speaking of being published, could you tell us what the best and worst parts about it are?
A lot of writers are pathologically shy, but when your novel comes out you have to get out there and talk talk talk. Sometimes that's the best and the worst, depending on your audience.
I read that you're a teacher. I also read that Looking for Alibrandi is taught in Australian schools. Have you ever had to teach your own novel to a class of yours? If so, could you describe what that was like, the experience of being both the author and the teacher?
I write full time now but I taught at a boys' school for ten years (probably obvious if you read Francesca) and had to teach Alibrandi twice because it was on the NSW school syllabus for Year 12. I had taught most of these guys for at least 3-4 years so we knew each other well. They once laughed at the polka dot outfit one of the characters wore to a school dance. I had to remind them it was written in the eighties. I remember on the last day of class they stuck a note on my desk saying, "Look Miss, we found her" and it was a J Alibrandi in the telephone pages. Another time I set a writing task for my senior students and I did the task myself and we all read our own out loud (they thought theirs were better than mine). Mine ended up on page 190 of the US edition of Jellicoe. I loved teaching. I don't miss the marking (grading) but I miss being in the classroom on a good day. I'm lucky because at least once or twice a year I get an invitation to do a week long writer-in-residence in a school.
What is something most people would be surprised to find out about you?
I left school when I was fifteen. There is certainly life after that. Some people, like me, work things out at a difference pace.
What's your biggest career dream? What's your biggest dream outside the realm of writing?
I write a book. People read that book. People love that book. That's as big as the dream gets. Anything more is a bonus.
Outsider the realm of writing my biggest dream is to live in a cul-de-sac with every person I love in the world, where everyone has their own family or personal space but we get together around a massive table at night and talk.
What can we expect to see next from you?
Finnikin of the Rock will be released in Australia this September and in the US in 2010. I keep on saying it's a fantasy for non fantasy readers. It's about claiming a lost homeland, led by two incredibly passionate and hot-headed young people named Finnikin and Evanjalin who have two very different ways of achieving the same result. Soon I'll be tackling Tom Mackee's story. He was one of Frankie's friends from Saving Francesca.
Fill in the blanks!
My favorite word in the English language is solace.
Anne of Green Gables was a book that changed my life because when Anne Shirley hit Gilbert Blythe over the head with her slate, I was hooked on reading.
If I had my choice of the next place I want to visit in the world, I would choose New York because it's where I find solace.
The most unforgettable day of my life was when I was in fourth grade and in love with the boy who played Captain Von Trapp in our Sound of Music production and he looked at me while he sang Edelweiss.
Now, it's time to see your creative side! Make yourself a question and then answer it, please.
Q: What would Josie Alibrandi, Frankie Spinelli and Taylor Markham have to say to each other if they ever met in a counselor's office?
A: They would discuss Marchetta's neurotic need to place them in conflict with their mothers when she has always had a brilliant relationship with her own. Josie would have a massive issue about the fact that her story is the shortest, Frankie would have the middle child syndrome and Taylor would complain that everyone is always comparing her to Josie and Francesca.
(Steph: You guys have to admit that's the best author-made question ever.)
Thanks, Melina!
Girl Week is a week-long event here on the blog celebrating strong YA heroines and feminism. Find out more about it here.
Labels: author interview, FANGIRL, Girl Week
I love Anne of Green Gables and The Sound of Music! =)
Carol(ina) said...
Whoa, great interview. I haven't read any of her books *gasps* yet but I will soon! :)
Eeeeeeeeee! Okay, I don't even have to post for you to know that I am tres, tres, tres excitited about this post! He he!
Love, love, love Melina Marchetta! :D
RR2 said...
Saving Francesca was just incredible! I haven't read her other books but my sister owns On the Jellicoe Road. I'll have to steal, ahem, borrow it from her soon.
Oh, and I have an obsession with the Attolia trilogy, too. Best. Series. Ever.
I love her books. Great interview.
Beth F said...
Great post and interview. And thanks so much for introducing me to a new author.
Anne of Green Gables and The Sound of Music reference at once? I think I love Melina even more now!
Loved the shout-out to the Attolia books; those are some of my faves.
I utterly hate that I have to wait until 2010 for Finnikin. Except I have friends doing a Maymester in Australia next year . . . I can totally give them money and a list of books to buy me! It's perfect!
OMG MELINA MARCHETTA!! I LOVED LOVED Jellicoe Road. The first book EVER I actually felt like "An OMG wow that freakin crazy" (the scene where Jonah tells Taylor why he really was at the train station) while reading the book and not to mention how ever single main or minor character were freaking impressive in their own way.
Anyway, those were some excellent questions and answers. And I have to agree that is one of the best author-made question ever.
LOVED the interview. And guess what I'll be reading over Christmas break? Yep, the first two book published by Melina prior to Jellicoe Road. Except I don't know which one to read first Looking for Alibrandi or Saving Francesca. I sense a dilemma.
Okay sorry for the super weird long comment. This what happens when you find out about GIRLS WEEK at Reviewer X's. (yes, I was deprived of the computer this whole week-needed to prep for Chem test which was today)
btw Girl Week=LOVE
Ooh, must go and download those Jellicoe Road songs now.
Steph I think I love you. Being an Aussie seeing this interview was so exciting that I squealed (and I loathe squealing). Melina Marchetta is an awesome author who's books really speak to teens. Ask any girl in Australia around my age about 'Looking for Alibrandi' and the gushing is immediate.
Jellicoe and Francesca are amazing also and I have just bought Finnikin. I love this author so much that I send Alibrandi to Sarah Dessen as a thank you. (I wonder if she read it).
I love her author question and answer, shows her great insight and humour. Allibrandi was the first novel that really spoke to me as a teen and is forever in my heart. Josie is real.
She's amazing. I totally worship her writing. It's brilliant.


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A study was done to confirm the advantages of transit-oriented development (TOD) in increasing transit ridership and dispersing transit ridership distribution in a timely manner. To examine how the built environment of TOD influences the level and temporal distribution of metro ridership, 46 metro stations in Taipei City, Taiwan, China, were used as a sample, and cross-section analyses for 2004 were performed by using regression models and t-tests. Conclusions were reached on the basis of the empirical results. Daily ridership was positively affected by the floor-space area of the station areas, negatively affected by the percentage of four-way intersections, and insignificantly affected by mixed land use. Ridership dispersion in time was positively influenced by sidewalk length, negatively affected by retail and service floor-space area, and insignificantly influenced by density. The influences of density and pedestrian-friendly urban design on daily ridership differ significantly between weekdays and weekends, whereas the effects of all TOD characters on daily ridership dispersion differ significantly between weekdays and weekends. Finally, two potential applications of the empirical findings are discussed: TOD strategy directions corresponding to the studied cases and planning analysis for a specific station area.
Lin, Jen-Jia, Shin, Ting-Yu, (2008). Does Transit-Oriented Development Affect Metro Ridership? Evidence from Taipei, Taiwan. Transportation Research Record: Journal of the Transportation Research Board, 2063, pp 149-158.


text:
You are here: HomenextPlacesnextThe Clare Holy Wells ProjectnextSaint Niddaun's Well, Toberniddaun, Clondegad
Townland: Toberniddaun, Clondegad
Saint Niddaun's well is located on a hillock in the townland of Toberniddaun. It has been visited by people from the area for generations. There is a cillín or unconsecrated burial ground close to the well which once served as a burial site for unbaptised infants. A number of adult burials were also made at this cillín in the past.
The well is dedicated to Saint Niddaun who appears in local folklore with Saint Screabhán.
Local folklore that recounts that many years ago the Saints Screabhán and Niddaun met at the cascade in Ballyclohessy, Ballynacally. They were debating which of them would stay in the area and which would go north to Lissycasey. They blessed two sticks and threw them into the river and decided that the Saint whose stick flowed north would travel north.
After the sticks had been thrown into the cascade, it was Saint Niddaun who travelled north to Tubber. The name of that area was then changed to Tobarniddaun. It is believed that Saint Niddaun is buried near the holy well here. Saint Screabhán is said to have stayed and his well is located near the cascade in Ballyclohessy.
The townland name Clondagad holds a reference to this story. 'Cluain dá Gad' means 'The Meadow of the two Gads', or sticks.
The well is said to have healing powers for the eyes. Visitations would take place on three evenings after sunset and people would wash their eyes with the water and recite one Our Father, one Hail Mary and one Glory Be. It was believed by some locals that this would also apply to problems with the ears. The person suffering should pick moss, wet it, place it on the eyes and ears and return it to the exact spot from which it was taken.
There are mature oak and ash trees around the well. A large Scots Pine tree is at the back of the well and there are many whitethorn trees in the area, including at the cillín.
The village of Lissycasey is near the holy well site.
The prayer sequence at the holy well is outlined in the National Folklore Schools Collection, 1930s:
'A person doing a round would start in front of the altar by saying five Our Fathers and five Hail Mary's. Then he would continue up a hill at the eastern side of the well and down at the other side. During the round a decade of the beads was to be said and five rounds like that were to be done. The round was finished up by praying one round of the beads at the altar.'
There is also reference to the holy well in the Ordnance Survey Letters, 1839:
'There is a Holy Well in the Townland of Tobar-an-Fhiodain, from which the Townland takes its name.There are no devotions performed at it and I don't believe it ever had any claim to sanctity. There is a little burial place for children in the same Townland called Cille-Fiddain.'
Hester, M 'The Holy Wells of Ballynacally and Lissycasey', The Other Clare, vol.39, pp 74-77.
RMP-CL049-00702
Surveyed by Michael Houlihan
Clondegad (3)
Toberniddaun (1)


text:
KZNCOGTA announces support intervention in uThukela District
Councillors urged the newly elected administrator not to fear to implement the recommendations as contained in the terms of reference that guide his intervention processes. This was during the special council meeting of the Cooperative Governance and Traditional Affairs MEC Nomusa Dube-Ncube to take off some of the powers from the Uthukela District Municipality as a directive of KwaZulu-Natal Cabinet after the municipality has failed to deliver on its duties, which also impact on the basic service delivery. Mr Ayanda Makhanya was announced as the Administrator at the District Council Chamber in Ladysmith on 05.09.18
"We are very happy with the political and administrative stability in this municipality, our only concern is the revenue collection management which has compromised the financial position of the uThukela District Municipality". These were the opening words by KZN MEC for Cooperative Governance and Traditional Affairs Nomusa Dube-Ncube, as she announced a section section 139(1)(b) intervention into the affairs of uThukela District Municipality.
Dube-Ncube addressed the full council of uThukela District Municipality where she emphasised the role of the province and national government which is to support municipality. This intervention must be understood within the context of assisting this council to improve its treasury capacity. We are happy about the stability that exists at a leadership level. This support intervention is intended to help this council improve good governance, sound financial management and organisational capability.
"The level of performance in the financial area is below our expectations and we are concerned about the impact of this on service delivery. It is these pressing challenges that have necessitated this intervention and it is the only way we can be able to support because it is obvious this municipality will not be able to navigate these challenges on its own," said KZN MEC for Cogta Nomusa Dube-Ncube.
The recent audit opinion report by the Auditor-General as well as the financial liquidity state of this municipality is among the reasons that brought the urgency of this intervention.
"We want to help you improve the financial management controls and processes which have led to non-compliance, compounded by rapidly depleting cash reserves which limit expansion and development and thus impeding crucial service delivery at uThukela," said Dube-Ncube.
"We must also undertake a campaign to engage the community to pay for municipal services as this is among the major causes of financial distress in this municipality.
During this intervention we will improve the functioning of oversight committees such as the Municipal Public Accounts Committee and others and ensure that they are adequately resourced to perfom their functions. The same goes for uThukela' Audit Committee" said Dube-Ncube.
"We also want to address issues related to labour disputes and community protests. We also want to implement consequence management to those employees who are involve in sabotaging municipal infrastructure and service delivery leading to water disruption and negative impact on the local economy" said Dube-Ncube.
This intervention must be viewed as a measure to support and develop a recovery plan that will help this municipality emerge from the current challenges it is facing.
Going forward, KZN Cogta is therefore assuming uThukela council's executive functions related to financial management; the functions specified in sections 51, 66 and 67 of the Local Government Municipal Systems Act and the Water Services Authority function of the municipality. The department is also appointing a Ministerial Representative to prepare and implement a recovery plan for the municipality.
"Our representative will similarly ensure implementation of findings arising from any investigations into fraud or maladministration or corruption and to initiate new investigations where necessary and ensure implementation of all projects undertaken by the municipality, including unblocking projects that have stalled," said Dube-Ncube.
Dube-Ncube introduced Mr Ayanda Makhanya as the Administrator. Mr Makhanya is a seasoned local government expert and legal guru who has served in various senior position in municipalities in various provinces.
Dube-Ncube urged all councillors, staff and stakeholders to give the Administrator the support and for everyone to work together to turn the situation around.
Published September 6, 2018 By cogta_usr
MANDELA DAY MARATHON ORGANISING COMMITTEE CONGRATULATES WINNERS OF 2018 RACE
MEC Dube-Ncube welcomes initiative by Standard Bank which will see furniture being donated to schools in eThekwini


The house is just over 1 km from the main road on the crest of a hill and has a position of absolute privacy and exclusiveness. Arranged over two floors offers a total of eight beds. On the ground floor there is a kitchen, a living room with fireplace, dining room and a master bedroom with bathroom. The outdoor patio has a large table that seats 10, a solarium and barbecue area, that represents the perfect environment for convivial vacation days to spend with family and friends in the beautiful setting of the Tuscan hills, enjoying one of the many dishes of the excellent local cuisine, accompanied by great Tuscan wines.


Popular bloggers warned of a threat to their existence by proposed press reforms.
Fears that bloggers and small-scale news websites will be dragged into the new proposed system of press regulation, so facing crippling costs, appeared to be lifting on Friday when Labour and the Liberal Democrats agreed to table last-minute amendments in the Lords to make it clear they will be excluded.
The fear that bloggers and small-scale enterprises would be drawn into the Leveson net of regulation has provoked outrage.
A diverse group of bloggers including ConservativeHome's Tim Montgomerie, LabourList's Mark Ferguson, Guido Fawkes's Paul Staines, Lib Dem Voice's Stephen Tall and Political Scrapbook's Laurence Durnan, in a letter to the Guardian, warn of the unforeseen consequences of the law.
They write: "Even the smallest of websites will be threatened with the stick of punitive 'exemplary damages' if they fall foul of a broad range of torts encompassing everything from libel to 'breach of confidence'."
"The authors of these proposals should reflect on their remarkable achievement of uniting both Tom Watson and Rupert Murdoch in opposition." They add this appears to be the outcome of a botched late-night drafting process and complete lack of consultation with bloggers, online journalists and social media users, who may now be caught in regulations which trample on grassroots democratic activity and Britain's emerging digital economy.
But Labour and Lib Dem sources said they would be tabling manuscript amendments to the crime and courts bill in the Lords to remove the threat.
Two separate proposals have been suggested, either removing small businesses from the ambit of the proposed legislation or making it clear that not for profit groups would be excluded.
It is thought both proposals in the eyes of civil servants have technical deficiencies, or will prevent opportunities for big media to circumvent the exemplary damages legislation. Instead civil servants are working on proposals based on either size or turn-over.
It is understood cross party agreement has been delayed due to a reluctance from the Conservative ministers to become involved. The Conservative handling of the issue over the past fortnight has left many observers perplexed. Discussions are also being held on whether there is any virtue in the three party leaders meeting the newspaper groups next week to persuade them of the need to co-operate with the proposed new system of self-regulation.
Lord Black, the executive director of the Telegraph Media Group, is hoping to persuade peers on Monday that it would be "wrong in principle" to create a system allowing courts to award exemplary damages against newspapers who remain outside the approved regulator.
Black, who is a Tory peer and former director of the press complaints commission, was one of the most influential players behind the scenes in the newspaper negotiations with the government in the run up to Monday's deal.
Newspapers have been split over the Leveson deal but Black's bid to get amendments on exemplary damages removed will have the unanimous support of national newspapers – which have received legal advice from top barristers saying that the creation of a special class of punishment for one type of defendant would be contrary to Article 10 of the European Convention on Human Rights.
The House of the Lords will debate the Leveson amendments which have been tacked on to the crime and courts bill in a bid to get royal assent before the end of this parliamentary session.
There is not expected to be a vote on the matter and sources say Black will not be moving any amendments, "but others may".
A steering group of national newspapers, headed by the legal director of Trinity Mirror Group Paul Vickers, meets on Wednesday but the attitude of the big three groups appears to be hardening. One senior executive from one newspaper said it would be "a badge of honour" to be part of the breakaway group that gave "two fingers to Cameron".
The political fallout from the Leveson deal sealed on Monday continueswith former Lib Dem leader Paddy Ashdown claiming David Cameron made a colossal "strategic blunder" in pulling out of talks on the creation of a new regulator for the press.
Lord Ashdown said the Prime Minister had simultaneously damaged his standing with his own MPs, angered his supporters in the newspapers, and strained relations with his Lib Dem coalition partners.
In an interview with BBC Radio 4's The Week In Westminster, he said Mr Cameron managed to achieve the "Tory nightmare" of forcing Nick Clegg to line up with Labour.
"I have not seen an avoidable strategic blunder made by a British prime minister or indeed the leader of a British political party which matches that of Mr Cameron over Leveson," he said .
"He marched his troops up to the top of the hill and then he had to march them back down again.
"In terms of strategy, this seems to me to make the Grand Old Duke of York look like a military genius."
Brian Cathcart: a traitor to journalism – or voice of reason?


Recently, the electric power system has been undergoing remarkable changes, which are expected to continue in the years to come. The progressive liberalization of the electricity markets on the one hand and the unprecedented—and for many unforeseeable—penetration of renewables into the grid promises profound changes. On the consumer end, dispersed generation and bidirectional power flow will boost the development of what is generally referred to as the "smart grid". But also on the transmission side, there is growing mention of so-called "mega grids" that will have to be put in place in order to satisfy the ever increasing demand for electric power, but also in order to bridge the sometimes substantial distances between remote generation sites of renewable energy sources and consumers, not to mention the necessity of establishing interconnections between countries in the wake of the increased opening up of electricity markets. No wonder then that EHV and UHV grids have been greatly expanding over the past few years and are therefore attracting significant interest from the power community.
In this context, the 2nd International Colloquium on EHV and UHV in association with CIGRE and IEC will bring together key players in the electric power systems sector: transmission and substation engineers, generation engineers, system operators, designers, manufacturers, erection agencies, regulators, research institutions, testing laboratories and universities. The colloquium is a unique forum in which to share exciting new research and breakthroughs, raise issues or questions, discuss future directions, and network with leading professionals from all over the world.


Robert J Niewoehner, Captain, U.S. Navy, Ph.D.
Business schools have long valued case studies as a tool for both broadening a student's perspective, and provoking them to deeper consideration of complex situations. The challenge with case studies is assuring the portability of the lessons; we don't expect students to see situations imitating those they've studied, hence the goal must instead be habits of mind and principles of action which the student can portage to the circumstances of their professional lives. This paper evaluates the suitability of Richard Paul's Critical Thinking model as a template for evaluating engineering enterprise thinking habits and organizational behavior, using the Columbia Accident Investigation Board (CAIB) report as a case study. With minor refinement, Paul's model provides a powerful vocabulary for complicated case study analysis, and that familiarity with the model provides participants with both a mechanism for analysis and a means for portaging lessons to other professional situations and organizations.
In 1990, as a novice test pilot, I was privileged to attend the first flight readiness review for Northrop's YF-23. First flight is a risky event in an airplane program, and several dozen experts from across industry and government scrutinized the test team's preparation and plans. I had thousands of hours of flying in 25 different airplanes, but amongst these grey-beards I was clearly a novice to the hazards of experimental flight test. I had nothing to contribute, and so much to learn.
While impressed with the test team's professionalism, I was profoundly impressed by the scope and intensity of the questions posed by the gathered reviewers. Most were questions I would never have thought to pose. During a break, I occasionally asked a reviewer for the motive behind their question. Invariably I heard a story of an airplane damaged, pilot killed, or tragedy narrowly avoided. My three days in the back row provided an accelerated education in risk management. I walked away with rich lessons in the questions I should be prepared to answer as a project pilot, and questions I would later ask as a program leader.
Research in the traits distinguishing experts and novices has noted that experts ask richer questions, questions that are broader, deeper, and more complex, questions that do not balk at obstacles but ferret their way through difficulty [Bransford, 2000]. Novices do not even know what questions to ask, let alone the answers. Furthermore, novices either content themselves with simplistic answers, or suspend their inquiry in the face of complexity. The challenges for engineering leaders include, "How can we help our young engineers more quickly learn to ask more expert questions of themselves and others?" Teach them a model of Critical Thinking.
The analysis and evaluation of our thinking as engineers requires a vocabulary of thinking and reasoning. The intellect requires a voice. Richard Paul and his colleague, Linda Elder, from the Foundation for Critical Thinking, have proposed a critical thinking model documented in various sources [Paul & Elder], including over a dozen Thinkers' Guides that apply this model to diverse disciplines. Their Thinker's Guide to Engineering Reasoning specifically adapts Paul's model to the intellectual work of engineers, exemplifying the questions that experienced engineers ask of themselves and others [Paul, 2006].
This paper summarizes the Paul model including includes brief discussions of our approach in introducing the Paul model and vocabulary to students. Next, the findings of the Columbia Accident Investigation Board (CAIB) report are summarized for those who are not familiar with its contents [Gehman, 2003]. Importantly, we do not seek to re-analyze the CAIB's findings or recommendations, nor further excoriate those whose mistakes may have contributed to the mishap. We cannot improve on what we regard as a masterful contribution to the literature describing high technology organizations. No, it is instead the Paul model which is under examination. Our question was solely whether the Paul model was adequate to the purpose of opening the CAIB report and its complexities to undergraduate students in ways that they could retain and apply. We've used the same approach for in-service engineers and faculty development.
Engineers and scientists are quite comfortable working within the context of conceptual models. We employ thermodynamic models, electrical models, mathematical models, computer models or even physical models fashioned from wood or clay. Paul, Niewoehner and Elder apply a model to the way in which engineers think, an architecture whose purpose is aiding the analysis and evaluation of thought, that we might improve our thought.
The analysis and evaluation of our thinking as engineers requires a vocabulary of thinking and reasoning. The model that follows is not unique to engineering; indeed, its real power is its portability, adapting to any domain of life and thought. In so far as an engineer masters the rudimentary skills of critical thinking in the context of engineering, they have really appropriated the skills of life-long learning for whatever domain of learning their professional and personal lives lead them.
Consider a modern fighter, a system of systems, each of which is overseen by some microprocessor. Those computers constantly monitor the health of each system. Vital systems, such as flight controls, have up to four duplicate processors working in parallel. The flight control computers do not simply process the next aileron deflection, they also constantly ask one another, "Do you agree? Are we all healthy?" If one disagrees, it's "voted off." These health management technologies have provided much of the astounding improvement in the maintainability of today's airplanes and automobiles.
Likewise, a robust conception of critical thinking includes not only the process leading from information to a valid conclusion, it must also include the process by which we ask, in parallel, "Is my thinking healthy?" Critical Thinking simultaneously assesses its own quality. Critical thinking certainly entails logic, but it must also necessarily entail health management for our thinking.
The CAIB report provides engineering leaders with a masterpiece analysis of high technology organizational behavior. In summary comments, the board described NASA as bereft of deliberate meta-cognition.
Figure 1 depicts Paul's model. The goal, at the bottom, is the mature thinker, whose thinking skills and ethical dispositions act in concert, as evidenced by intellectual traits/virtues. The Elements of Thought comprise the tools by which we analyze intellectual work, our own and others, taking it apart to understand its constituent parts. Intellectual Standards are the criteria against which we evaluate the quality of intellectual work. Specifically, the model identifies the vital questions we should be asking ourselves and others. It's all about the questions!
The engineer does not work in isolation, but in the context of enterprises, cultures and communities, each of which represents divergent interests and perspectives. Furthermore, no engineer can claim perfect objectivity; their work is unavoidably influenced by strengths and weaknesses, education, experiences, attitudes, beliefs, and self-interest. They avoid paths they associate with past mistakes and trudge down well worn paths that worked in the past. The profession engineer must cultivate personal and intellectual virtues. The leader must both model and foster these traits with those they lead.
These virtues are not radically distinct from those sought by any maturing thinker, regardless of the discipline. They determine the extent to which we think with insight and integrity, regardless of the subject. The engineering enterprise does however pose distinct questions for the engineer in pursuit of such virtues.
Intellectual humility admits to ignorance, frankly sensitive to what you know and what you do not know. It implies being aware of your biases, prejudices, self-deceptive tendencies and the limitations of your viewpoint and experience.
Intellectual courage is the disposition to question beliefs about which we feel strongly. It includes questioning the beliefs of our enterprise culture and any sub-culture to which we belong, and a willingness to express our views even when they are unpopular (with management, peers, subordinates or customers).
Intellectual empathy is awareness of the need to actively entertain views that differ from our own, especially those with which we strongly disagree. It entails accurately reconstructing others' viewpoints and to self-consciously reason from premises, assumptions, and ideas other than our own.
Intellectual integrity consists in holding ourselves to the same intellectual standards you expect others to honor (no double standards).
Intellectual perseverance is the disposition to work our way through intellectual complexities despite the frustration inherent in the task.
Confidence in reason is based on the belief that one's own higher interests and those of humankind at large are best served by giving the freest play to reason. It means using standards of reasonability as the fundamental criteria by which to judge whether to accept or reject any proposition or position.
Intellectual autonomy is thinking for oneself while adhering to standards of rationality. It means thinking through issues using one's own thinking rather than uncritically accepting the viewpoints, opinions and judgments of others.
Fairmindedness is being conscious of the need to treat all viewpoints alike, without reference to one's own feelings or vested interests, or the feelings or vested interests of one's friends, company, community or nation; implies adherence to intellectual standards without reference to one's own advantage or the advantage of one's group.
Intellectual Curiosity motivates intellectual perseverance (above), and manifests itself as discontentment with unanswered questions. Curiosity does not explicitly appear in Paul's lists of intellectual virtues, though tacitly lauded in several of Paul and Elder's papers. We include it here because it explicitly appears in the CAIB report multiple times, and none of the other traits above adequately capture this vital trait.
The intellectual traits/virtues were introduced in a Technical Leadership seminar using a workshop format. Individuals within groups of 3-4 were assigned a trait which they then studied briefly from the Engineering Reasoning Guide [Paul, 2006, pgs 6-8] and then explained to their teammates. Successful rounds of this reciprocal teaching were conducted until the list of traits was covered. Students were then asked to write down a vignette illustrating how they had personally witnessed the positive contribution of one of the traits to a team on which they'd served, and likewise one vignette exemplifying how a deficit in one trait had adversely affected a team. The entire class was then polled to nominate particularly noteworthy stories for the entire class. We've conducted similar workshops on this topic in several contexts. By the time they're twenty, students have no shortage of applicable experiences from which to draw, whether athletic, academic, or extra-curricular, exemplifying virtue's relevance. Older participants easily recall multiple stories.
All thinking entails eight fundamental elements, whether it is about engineering, philosophy, cooking, sports, or business. These eight elements express eight questions that we can pose about any intellectual activity or subject. The eight elements, and their use in analyzing a document, were introduced by asking students to write out the purpose, point of view, data, etc. for the CAIB report [Paul, 2006, pgs 12-13]. These were then discussed Socratically as a class. The below summarizes/paraphrases students' responses. Note that these questions and this activity work with any topic in any field.
Q- What was the purpose of the CAIB?
A- The CAIB sought to identify the causes of the Columbia's loss and recommend actions for the resumption of U.S space flight activity.
Q- What questions did the CAIB principally try to answer?
A- What caused the loss of Columbia? What contributory factors may have been present? What actions should NASA and the U.S. government take in the future to reduce the likelihood of future mishaps.
Q- What point of view did the CAIB represent?
A- The CAIB was composed of senior engineers and leaders representing the military, government, academia, and industry. The report acknowledged other points of view, including the NASA workforce and astronaut office, the U.S. Congress, the aerospace industry.
Q- What did the CAIB assume?
A- All accident investigations take for granted that all accidents have causal factors traceable to both physical and cultural factors, and that understanding those factors can lead to improved safety in future operations. Additionally, the failures of complex systems are commonly traced to the complex interaction of many cultural and technological features surrounding that system. From the outset, the CAIB assumed that the answers wouldn't be simple. Additionally, they assumed that their recommendations would be taken seriously and would form the basis for both a return to flight and the future vitality of U.S. space activities.
Q- What information did the CAIB report?
A- The CAIB report is very expansive in the nature of the information reported. It describes the history of the Space Shuttle Program, including the varying political/budgetary climates in which it was conceived and operated over 30 years time. Additionally, it reports specific technical details of the Columbia's last flight and data from other previous flights bearing on the incident. It includes detailed transcripts of relevant team interactions (meetings, presentations, email) during the months leading to the accident. It analyzes the results of experiments conducted by the board to better understand the failure mechanism. Finally, the report details over a hundred pertinent "findings" and several dozen recommendations.
Q- What are the most significant concepts upon which the report rests?
A- The span of the report is very, very broad, including U.S. space policy and spending, program management, materials science, organizational behavior, government/contractor relations, flight mechanics, among many others. Particularly important concepts include risk management and accepted risk, failure trees, organizational behavior, safety, and leadership.
Q- What did the CAIB conclude?
Q- What are the implications of the CAIB?
A- The CAIB provided a foundation for the return to shuttle service two years after the publication of their report, reestablishing U.S. confidence in manned space flight, and providing the means for resumption of the International Space Station's construction.
Universal intellectual standards must be applied to thinking whenever one is interested in checking the quality of reasoning about a problem, issue, or situation. To think professionally as an engineer entails having command of these standards. The standards are not unique to engineering, but are universal to all domains of thinking. They may however have particular meaning or significance which is contextual or disciplinary. While there are a number of universal standards, we focus here on some of the most significant to engineering. Unlike the elements above, this list is not necessarily comprehensive and lists found in Paul's work do not always agree in detail.
Importantly, participants must be explicitly introduced to the notion of intellectual standards. High school and undergraduate students seem to recognize only two standards: "Did I get the right answer?" and "Am I done?" Defining intellectual standards, and helping students see that they are universal, helps them understand that good intellectual work is characterized by more than the right answer.
Clarity is the gateway standard. If a statement is unclear, we cannot determine whether it is accurate or relevant. In fact, we cannot tell anything about it because we don't yet know what it is saying. "Could you elaborate further on that point?" "Could you express that point in another way?" "Could you give me an illustration or example?"
A statement can be clear but not accurate, as in "Most creatures with a spine are over 300 pounds in weight." "Is that really true?" "How could we check that?" "How could we find out if that is true?" "What is your confidence in that data?"
A statement can be both clear and accurate, but not precise, as in "The solution in the beaker is hot." (We don't know how hot it is. "Could you give me more details?" "Could you be more specific?") Engineers commonly express precision in quantitative terms associated with the calibration of our instrumentation. We can't lose sight however that precision is also qualitative, bearing on the precision of our prose.
A statement can be clear, accurate, and precise, but not relevant to the question at issue. A technical report might mention the time of day and phase of the moon at which the test was conducted. This would be relevant if the system under test was a night vision device. It would be irrelevant if it had been a microwave oven. "How is that connected to the question?" "How does that bear on the issue?"
A statement can be clear, accurate, precise, and relevant, but superficial. For example, the statement "Radioactive waste from nuclear reactors threatens the environment," is clear, accurate, and relevant. Nevertheless, it lacks depth because it treats an extremely complex issue superficially. (It also lacks precision.) "How does your analysis address the complexities in the question?"
A line of reasoning may be clear, accurate, precise, relevant, and deep, but lack breadth (as in an argument from either of two conflicting theories, both consistent with available evidence). Broad thinking suggests questions such as: "Do we need to consider another point of view?" "Is there another way to look at this question?" "What would this look like from the point of view of a conflicting theory, hypothesis or conceptual scheme?"
When we think, we bring a variety of thoughts together into some order. The thinking is "logical" when the conclusion follows from the supporting data or propositions. The conclusion is "illogical" when it contradicts proffered evidence, or the arguments fail to cohere." Does this really make sense?" "How does that follow from what you said?" "But before you implied this and now you are saying that, I don't see how both can be true."
Fairness is particularly at play where either a problem has multiple approaches (conflicting conceptual systems), or conflicting interests among stake-holders. Fairness gives all perspectives a voice, while recognizing that all perspectives may not be accurate or equally valuable.
The following three standards are not found either in Figure 1 above, nor in Paul and Elder's writing. We have included them in our teaching because they have frequently caught our attention as defects in the work of our undergraduates.
The days are well past when great oratory meant hours, or great literature necessarily included chapter-long depictions of the field at Waterloo or the implements of the New England Whaling trade. Abraham Lincoln was derided for demeaning the fallen by his brevity at Gettysburg; his partner on the podium later confessed that the President had said more in several minutes than he had said in an hour. Concision does not connote short for brevity's sake (the sound bite), but rather an economy of thoughts whereby the thinking is deep and significant, and clarity is enhanced by the economy of words and/or images. In the hours building to the loss of the Space Shuttle Challenger, engineers understood the peril faced by launching at extremely low temperatures. Yet, they buried their management in insignificant detail such that their message was missed; their signal was obscured by self-generated noise [Tufte, 1997].
Suitability applies largely to our written and oral communications, seeking to be "fitting", "appropriate", or "suited to the purpose." Suitability entails selecting right tone and presentation for the audience. It is seldom easy to craft our speech or writing to squarely address the interests, knowledge, and abilities of our audience/readers.
The general facts surrounding the loss of the space shuttle Columbia on the morning of February 1, 2003, are well known. A piece of insulating foam broke away from the external fuel tank seconds after launch, puncturing the leading edge of the orbiter's left wing. The crew then spent fifteen days on orbit conducting a host of very successful science experiments, unaware that their spacecraft had been catastrophically damaged. On re-entry, hot gas tore through the interior structure of the wing, leading to wing failure, disintegration of the vehicle, and the death of the crew.
Unfortunately, the board's findings on organizational behavior have not been as broadly discussed. The technical story is fascinating; the CAIB's discussion of organizational behavior is heart-rending. The real meat lies here for those who lead or will lead technical organizations, because it's a tragic story of bright, devoted, hard-working professionals whose leaders allowed the team's thinking to stray adrift, killing seven of their friends and scattering an irreplaceable national asset across the Southwestern United States. We regard the CAIB report as required reading for all leaders in high technology enterprises not because of what they might learn about the threat of insulating foam to spacecraft, but rather the threat that uncritical thinking poses to even the nation's most successful, talented and hard-working teams. We'll briefly summarize the organizational piece for those unfamiliar with this second most disturbing facet of the Columbia mishap.
Surely in these grand tragedies we have the grist of poignant lessons for future leaders. Our issue as engineering educators and leaders is modeling consideration of the board's findings in such a way that students can extract lessons about how to think about thinking in organizational contexts, rather than simply reiterating criticism of the actors' mistakes. We want them to portage worthwhile, generalizable lessons from situation to situation, much as a canoe might be portaged from one body of water to another.
The pages that follow are extracted directly from the CAIB Report, Chapter 6, "Decision Making at NASA." They summarize a very lengthy section 6.3, "Decision-Making During the Flight of STS-107," which detailed the substance of multiple meetings and extensive correspondence within and between program teams as decisions were made regarding the condition of Columbia during its final mission. The left column is verbatim from the report; our italicized remarks are to the right note, with vocabulary from Paul's model underlined.
We've chosen this section for emphasis because it describes the dysfunction of a specific team, involving small meetings and personal communications, rather than the report's broader treatment of the dysfunction of an entire agency or U.S. space policy. The team setting is more accessible to the undergraduate who can more readily imagine themselves in a team setting than executive management, and it is for that setting that we seek to first prepare them.
In the course of examining film and video images of Columbia's ascent, the Intercenter Photo Working Group identified, on the day after launch, a large debris strike to the leading edge of Columbia's left wing. Alarmed at seeing so severe a hit so late in ascent, and at not having a clear view of damage the strike might have caused, Intercenter Photo Working Group members alerted senior Program managers by phone and sent a digitized clip of the strike to hundreds of NASA personnel via e-mail. These actions initiated a contingency plan that brought together an interdisciplinary group of experts from NASA, Boeing, and the United Space Alliance to analyze the strike. So concerned were Intercenter Photo Working Group personnel that on the day they discovered the debris strike, they tapped their Chair, Bob Page, to see through a request to image the left wing with Department of Defense assets in anticipation of analysts needing these images to better determine potential damage. By the Board's count, this would be the first of three requests to secure imagery of Columbia on-orbit during the 16-day mission.
Clear recognition of the need for better data.
Excellent initial inferences based upon scant preliminary data.
"out-of-family" meant out of NASA's experience base.
As Flight Day Three and Four unfolded over the Martin Luther King Jr. holiday weekend, engineers began their analysis. One Boeing analyst used Crater, a mathematical prediction tool, to assess possible damage to the Thermal Protection System. Analysis predicted tile damage deeper than the actual tile depth, and penetration of the RCC coating at impact angles above 15 degrees. This suggested the potential for a burn-through during re-entry. Debris Assessment Team members judged that the actual damage would not be as severe as predicted because of the inherent conservatism in the Crater model and because, in the case of tile, Crater does not take into account the tile's stronger and more impact-resistant "densified" layer, and in the case of RCC, the lower density of foam would preclude penetration at impact angles under 21 degrees.
On Flight Day Five, impact assessment results for tile and RCC were presented at an informal meeting of the Debris Assessment Team, which was operating without direct Shuttle Program or Mission Management leadership. Mission Control's engineering support, the Mission Evaluation Room, provided no direction for team activities other than to request the team's results by January 24. As the problem was being worked, Shuttle managers did not formally direct the actions of or consult with Debris Assessment Team leaders about the team's assumptions, uncertainties, progress, or interim results, an unusual circumstance given that NASA managers are normally engaged in analyzing what they view as problems. At this meeting, participants agreed that an image of the area of the wing in question was essential to refine their analysis and reduce the uncertainties in their damage assessment.
Conspicuous lack of intellectual curiosity on the part of leadership.
Some team-members continued to recognize the inadequacy of the data.
Each member supported the idea to seek imagery from an outside source. Due in part to a lack of guidance from the Mission Management Team or Mission Evaluation Room managers, the Debris Assessment Team chose an unconventional route for its request. Rather than working the request up the normal chain of command – through the Mission Evaluation Room to the Mission Management Team for action to Mission Control – team members nominated Rodney Rocha, the team's Co-Chair, to pursue the request through the Engineering Directorate at Johnson Space Center. As a result, even after the accident the Debris Assessment Team's request was viewed by Shuttle Program managers as a non-critical engineering desire rather than a critical operational need.
Insufficient clarity regarding the extent of team-member's discomfort with lack of imagery (data).
When the team learned that the Mission Management Team was not pursuing on-orbit imaging, members were concerned. What Debris Assessment Team members did not realize was the negative response from the Program was not necessarily a direct and final response to their official request. Rather, the "no" was in part a response to requests for imagery initiated by the Intercenter Photo Working Group at Kennedy on Flight Day 2 in anticipation of analysts' needs that had become by Flight Day 6 an actual engineering request by the Debris Assessment Team, made informally through Bob White to Lambert Austin, and formally through Rodney Rocha's e-mail to Paul Shack. Even after learning that the Shuttle Program was not going to provide the team with imagery, some members sought information on how to obtain it anyway.
e) inaccurate assumption that rescue was infeasible.
These assumptions were accepted as fact.
Some perseverance displayed by those willing to circumvent bureaucratic obstacles.
Debris Assessment Team members believed that imaging of potentially damaged areas was necessary even after the January 24, Mission Management Team meeting, where they had reported their results. Why they did not directly approach Shuttle Program managers and share their concern and uncertainty, and why Shuttle Program managers claimed to be isolated from engineers, are points that the Board labored to understand. Several reasons for this communications failure relate to NASA's internal culture and the climate established by Shuttle Program management, which are discussed in more detail in Chapters 7 and 8.
Other parts of the report attribute this behavior to lack of intellectual courage on the part of team-members, and lack of empathy on the part of management.
An inexperienced team, using a mathematical tool that was not designed to assess an impact of this estimated size, performed the analysis of the potential effect of the debris impact. Crater was designed for "in-family" impact events and was intended for day-of-launch analysis of debris impacts. It was not intended for large projectiles like those observed on STS-107. Crater initially predicted possible damage, but the Debris Assessment Team assumed, without theoretical or experimental validation, that because Crater is a conservative tool – that is, it predicts more damage than will actually occur – the debris would stop at the tile's densified layer, even though their experience did not involve debris strikes as large as STS-107's. Crater-like equations were also used as part of the analysis to assess potential impact damage to the wing leading edge RCC. Again, the tool was used for something other than that for which it was designed; again, it predicted possible penetration; and again, the Debris Assessment Team used engineering arguments and their experience to discount the results.
Inaccurate conclusions based on unjustified extrapolation of assumptions. The tool's severe predictions were dismissed not on the basis of logic, but on a history which showed that foam had never previously been a safety of flight issue.
As a result of a transition of responsibility for Crater analysis from the Boeing Huntington Beach facility to the Houston-based Boeing office, the team that conducted the Crater analyses had been formed fairly recently, and therefore could be considered less experienced when compared with the more senior Huntington Beach analysts. In fact, STS-107 was the first mission for which they were solely responsible for providing analysis with the Crater tool. Though post-accident interviews suggested that the training for the Houston Boeing analysts was of high quality and adequate in substance and duration, communications and theoretical understandings of the Crater model among the Houston-based team members had not yet developed to the standard of a more senior team. Due in part to contractual arrangements related to the transition, the Houston-based team did not take full advantage of the Huntington Beach engineers' experience.
A new support team failed to admit when they were over their heads (Intellectual humility).
At the January 24, Mission Management Team meeting at which the "no safety-of-flight" conclusion was presented, there was little engineering discussion about the assumptions made, and how the results would differ if other assumptions were used.
Engineering solutions presented to management should have included a quantifiable range of uncertainty and risk analysis. Those types of tools were readily available, routinely used, and would have helped management understand the risk involved in the decision. Management, in turn, should have demanded such information. The very absence of a clear and open discussion of uncertainties and assumptions in the analysis presented should have caused management to probe further.
Inadequate intellectual perseverance and curiosity.
While the debris strike was well outside the activities covered by normal mission flight rules, Mission Management Team members and Shuttle Program managers did not treat the debris strike as an issue that required operational action by Mission Control. Program managers, from Ron Dittemore to individual Mission Management Team members, had, over the course of the Space Shuttle Program, gradually become inured to External Tank foam losses and on a fundamental level did not believe foam striking the vehicle posed a critical threat to the Orbiter. In particular, Shuttle managers exhibited a belief that RCC panels are impervious to foam impacts. Even after seeing the video of Columbia's debris impact, learning estimates of the size and location of the strike, and noting that a foam strike with sufficient kinetic energy could cause Thermal Protection System damage, management's level of concern did not change.
Insufficient intellectual perseverance and curiosity.
The opinions of Shuttle Program managers and debris and photo analysts on the potential severity of the debris strike diverged early in the mission and continued to diverge as the mission progressed, making it increasingly difficult for the Debris Assessment Team to have their concerns heard by those in a decision-making capacity. In the face of Mission managers' low level of concern and desire to get on with the mission, Debris Assessment Team members had to prove unequivocally that a safety-of-flight issue existed before Shuttle Program management would move to obtain images of the left wing. The engineers found themselves in the unusual position of having to prove that the situation was unsafe – a reversal of the usual requirement to prove that a situation is safe.
Confused purpose (emphasis was justifying the safety of the next mission in lieu of recovering the current mission).
Other factors contributed to Mission management's ability to resist the Debris Assessment Team's concerns. A tile expert told managers during frequent consultations that strike damage was only a maintenance-level concern and that on-orbit imaging of potential wing damage was not necessary. Mission management welcomed this opinion and sought no others. This constant reinforcement of managers' pre-existing beliefs added another block to the wall between decision makers and concerned engineers.
Sociocentric blindness. No breadth of inquiry. No cultivation of dissenting points of view.
Another factor that enabled Mission management's detachment from the concerns of their own engineers is rooted in the culture of NASA itself. The Board observed an unofficial hierarchy among NASA programs and directorates that hindered the flow of communications. The effects of this unofficial hierarchy are seen in the attitude that members of the Debris Assessment Team held. Part of the reason they chose the institutional route for their imagery request was that without direction from the Mission Evaluation Room and Mission Management Team, they felt more comfortable with their own chain of command, which was outside the Shuttle Program. Further, when asked by investigators why they were not more vocal about their concerns, Debris Assessment Team members opined that by raising contrary points of view about Shuttle mission safety, they would be singled out for possible ridicule by their peers and managers.
Communication did not flow effectively up to or down from Program managers. As it became clear during the mission that managers were not as concerned as others about the danger of the foam strike, the ability of engineers to challenge those beliefs greatly diminished. Managers' tendency to accept opinions that agree with their own dams the flow of effective communications.
No cultivation of dissenting points of view.
After the accident, Program managers stated privately and publicly that if engineers had a safety concern, they were obligated to communicate their concerns to management. Managers did not seem to understand that as leaders they had a corresponding and perhaps greater obligation to create viable routes for the engineering community to express their views and receive information. This barrier to communications not only blocked the flow of information to managers, but it also prevented the downstream flow of information from managers to engineers, leaving Debris Assessment Team members no basis for understanding the reasoning behind Mission Management Team decisions.
Here's a team that showed perseverance, running their questions to ground by end-running the bureaucracy. Their ad hoc study simulating landing with a blown tire showed the crew would survive, so they allayed their own concern.
The Shuttle Program, the Mission Management Team, and through it the Mission Evaluation Room, were not actively directing the efforts of the Debris Assessment Team. These management teams were not engaged in scenario selection or discussions of assumptions and did not actively seek status, inputs, or even preliminary results from the individuals charged with analyzing the debris strike. They did not investigate the value of imagery, did not intervene to consult the more experienced Crater analysts at Boeing's Huntington Beach facility, did not probe the assumptions of the Debris Assessment Team's analysis, and did not consider actions to mitigate the effects of the damage on re-entry. Managers' claims that they didn't hear the engineers' concerns were due in part to their not asking or listening.
This is a catalog of what's already been said.
As will be discussed in Chapter 7, safety personnel were present but passive and did not serve as a channel for the voicing of concerns or dissenting views. Safety representatives attended meetings of the Debris Assessment Team, Mission Evaluation Room, and Mission Management Team, but were merely party to the analysis process and conclusions instead of an independent source of questions and challenges. Safety contractors in the Mission Evaluation Room were only marginally aware of the debris strike analysis. One contractor did question the Debris Assessment Team safety representative about the analysis and was told that it was adequate. No additional inquiries were made. The highest-ranking safety representative at NASA headquarters deferred to Program managers when asked for an opinion on imaging of Columbia. The safety manager he spoke to also failed to follow up.
Deficient Intellectual Courage, Curiosity, and Perseverance.
Management decisions made during Columbia's final flight reflect missed opportunities, blocked or ineffective communications channels, flawed analysis, and ineffective leadership. Perhaps most striking is the fact that management – including Shuttle Program, Mission Management Team, Mission Evaluation Room, and Flight Director and Mission Control – displayed no interest in understanding a problem and its implications. Because managers failed to avail themselves of the wide range of expertise and opinion necessary to achieve the best answer to the debris strike question – "Was this a safety-of-flight concern?" –some Space Shuttle Program managers failed to fulfill the implicit contract to do whatever is possible to ensure the safety of the crew. In fact, their management techniques unknowingly imposed barriers that kept at bay both engineering concerns and dissenting views, and ultimately helped create "blind spots" that prevented them from seeing the danger the foam strike posed.
The real tragedy- the Point of View of the crew and their families didn't intrude (Intellectual Empathy and Fairness). The focus on keeping the program schedule (a confused purpose) trumped ensuring the safety of the mission in progress.
Because this chapter has focused on key personnel who participated in STS-107 bipod foam debris strike decisions, it is tempting to conclude that replacing them will solve all NASA's problems. However, solving NASA's problems is not quite so easily achieved. Peoples' actions are influenced by the organizations in which they work, shaping their choices in directions that even they may not realize. The Board explores the organizational context of decision making more fully in Chapters 7 and 8.
Here the board hints at implications of their findings, yet to be discussed.
Throughout the above, vocabulary from all three parts of the Paul model—Standards, Elements, and Traits—are applicable to understanding the team's thinking.
Another meaty paragraph, found in chapter 7, "The Accident's Organizational Causes," holistically evaluates the NASA leadership culture, and provides another condensed opportunity for applying the same methodology.
-Managers failed to follow the data through to the full range of implications (breadth).
- Though the foam was discussed repeated in team meetings, no decision-maker demanded, "Can you prove that Columbia has not been harmed?" This was the question at hand, but was not asked.
- An ungrounded assumption, "the crew can't be rescued," was confused as an inference which then justified inaction.
- Intellectual curiosity cited as an indispensable attribute of a solid safety culture.
- The organization was not metacognitive; it was not thinking about its thinking.
-In sum, the organization wasn't thinking critically.
As with any case study, the goal is not preparing students for decisions identical to those faced by the Space Shuttle Program. The goal is instead fostering a recognition that organizations must not only think, but that they must also think about their thinking. A learning organization is necessarily meta-cognitive, both thinking and thinking about its thinking. This is true both for the team and the team-member.
But in order to think about their thinking, they must also recognize the key questions they're to ask themselves. Paul's model suggests broad classes (genera) of questions that critically thinking teams and team-members will ask themselves. Lastly, the teams will recognize and foster members' growth in intellectual virtues: demanding integrity, honoring humility, cultivating fairness, praising empathy.
As we surveyed the CAIB report, we found that the board's broadest findings all fit within the model's bounds, once we'd added "Intellectual Curiosity" to the list of traits. Some findings did not fit due to the specialized discussion, such as those pertaining to centralized vs. decentralized organizations, or particulars with respect to safety management. These are surely beyond the goals of such a model.
More importantly, the model provided participants with a ready point of entry into a complicated story with numerous interwoven sub-plots. It permitted them to recognize the necessity of not only thinking, but thinking about thinking (metacognition). It permitted ready identification of broad classes of common organizational errors and the challenges facing leaders, without being mired in the details of NASA's particular errors. This latter is what we hope they might portage.
Extracts of Paul, Niewoehner and Elder's Engineering Reasoning are used with permission from the Foundation for Critical Thinking.
This is certified to be a work of the U.S. Government and may not be copyrighted under U.S. law.
Bransford, John D., Brown, Ann L., and Cocking, Rodney R. (editors), How People Learn: Brain, Mind, Experience, and School (expanded edition), National Academy Press, Washington, D.C., 2000.
Gehman, H.W. et. al., Columbia Accident Investigation Board, Report Volume 1[CAIB], August 2003.
Moore, David T. Critical Thinking and Intelligence Analysis, Joint Military Intelligence College, Occasional Paper 14, May 2006, pg. 2.
Paul, R.W. and Elder, L., Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life, Prentice-Hall, Upper Saddle, NJ, 2002.
Tufte, Edward R. Visual Explanations, (Graphics Press: Cheshire CT, 1997), pg. 45ff.
Captain Rob Niewoehner, USN, PhD is Director of Aeronautics at the US Naval Academy. Prior to joining the Naval Academy faculty, he served as a fleet F-14 pilot, and then as an experimental test pilot, including Chief Test Pilot for the F/A-18 E/F Super Hornet, throughout its development.
Manager, Joint Strike Fighter Program Manager, and Vice Commander of the Naval Air Systems Command. Prior to joining the Naval Academy's faculty, he served as Associate Administrator of NASA for Deep Space Exploration.
This paper is adapted from a similar paper with the same title, by Niewoehner, Steidle and Johnson, which won "Best Paper" in the Engineering Management Division, and "Best Conference Papers" at the June 2008 Conference of the American Society of Engineering Educators. (http://www.asee.org/conferences/annual/2008/Highlights.cfm#Awards ).
This paper omits findings pertaining exclusively to the undergraduate setting.


This is the online e-book collection of Brill's Series in Church History and Religious Culture (BSCH), containing all volumes, from the first volume in 1970 onwards. Editors: Wim Janse and Fred van Lieburg.
Based on a broad understanding of religious traditions, such as Judaism, Christianity, and Islam, and their interconnections, the series focuses on the history of religious experiences, values, and ideas –of groups as well as influential individuals- in their intellectual, social, and political settings. The series emphasizes the interregional, transconfessional, and comparative dimensions of religion in its expression, mediation, consumption, and institutionalization. It contains monographs, source editions, collections of articles, and conference proceedings.
The collection also contains the predecessor of BSCH, the Kerkhistorische Bijdragen (vols. 1-21), which was never published in electronic format. Part of this series was a subseries with text editions of documents by prominent Anabaptists, Documenta Anabaptistica Neerlandica.


Choose a page number then click on the arrow buttons to hear the words.
This new edition of Usborne's best-selling language series is packed with stickers and colourful scenes from everyday life. Children will love matching the words on the picture stickers to the relevant words printed along the top of each page. All stickers are reusable and there is an easy phonetic guide to pronunciation at the back.
Heather Amery was born and brought up in Bath, Somerset. Heather has written over a hundred books for children, including alphabet books, science and history books, craft books, classical fairy tales, a series for beginner readers called Farmyard Tales, Bible stories, and Greek Myths. She has also compiled word books, song books, and books of poetry.


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