The Tour Group consisted of seven field agents with the University of KY Extension Service. Also included in the group was an employee of the KY Dept of Energy, Office of Mine Safety & Licensing, and the Big Sandy Community and Technical College.
The Tour Group visited the D&D Cattle Ranch, located in Perry County, KY which is a working ranch that was developed as the post-mine land-use purpose after the coal located at the site was removed through the Mountain-Top Removal Mining Method. Ranch manager/operator, Mr. Larry Clay explained the history of the Ranch and its operations to the Tour Group.
The Challenger Learning Center of Kentucky, located on the campus of Hazard Community and Technical College provides NASA related programs for students in 4th- 8th grades that emphasizes the importance of the disciplines of science, math, and technology. The Tour Group visited the center and saw a presentation on the different programs the Center offers, including the Mars Invasion 2030-From Coal Camp to Space Camp Program, designed for fourth grade students. The Mars program illustrates many of the similarities between the Space Program and the Coal Mining Industry, as well as many of the job skills required to be either an Astronaut or Coal Miner. The picture shows members of the Tour Group with NASA vests on which are used by students participating in the Space Simulator program.
The tour participants go through a Safety Orientation prior to going underground at one of TECO's Perry County Coal's mines. The group viewed a forty-five minute video familiarizing them with the mining complex, followed by instructions and hands-on experience with using the Self Rescuer apparatus, which all individuals are required to have on their person when entering an underground mine.
The group suits-up for the trip down-under!
Participants head for the man-trip for the ride into the mines.
The last stop of the Tour was at the Appalachian Regional Reforestation Initiative's (ARRI) test site located at the former Star-Fire Surface Mine complex near the Perry/Breathitt County border. The tour began with lunch at the Goose Pond picnic shelter with Mr. Paul Rothman and Dr. Don Graves explaining the history of the reforestation project and its current status. The group then proceeded to the first in a series of test sites where they received information relating to that particular cell and how it was different from the subsequent cells. This was followed by a walking tour of several test cells with a stop at an outdoor classroom site. The participants learned how the different species of trees grew so big in a relative short period of time, thus the core of the Reforestation Program.
*NOTE* Dr. Don Graves is the retired Chairman of the University of Kentucky's Department of Forestry, and is widely known as the founder of the Reforestation Initiative in the state of Kentucky.
Mr. Paul Rothman is the state's Chief Environmental Scientist and works out of the Commissioner's office of the KY Department of Natural Resources. Mr. Rothman has been involved with the Reforestation Initiative in Kentucky since the beginning of the program along with Dr. Graves.


text:
Buck Institute riding wave of interest in…
San Anselmo Creek bridge
Buck Institute riding wave of interest in science of aging
The Buck Institute for Research on Aging has received a second grant from the National Institutes of Health and will launch a $70 million collaboration with a new Berkeley nonprofit dedicated to developing high leverage technologies, the Novato-based nonprofit announced this week.
Buck Institute professors Judith Campisi and Birgit Schilling have been awarded a five-year $12.7 million grant to identify and characterize senescent cells in human ovaries, breast tissue and skeletal muscle. Senescence refers to a process by which aging cells stop dividing but do not die.
Last month, the Buck Institute announced that Campisi, a pioneer in the study of cellular senescence, and Lisa Ellerby, a Buck neuroscientist, had been awarded a five-year, $14.3 million grant to look for connections between aging cells and age-related dementias such as Alzheimer's disease.
Kris Rebillot, a spokeswoman for the Buck, said that for the institute,"The $27 million sets a new record for grant awards announced within a 30-day period."
In addition to that, the Buck announced it is entering into a joint effort with the Berkeley-based Astera Institute – dubbed the Rejuvenome Project – to develop data on the biological mechanisms underlying the aging process with the goal of potentially impeding the process. The data generated will be shared freely with other researchers.
The Astera Institute, a 501(c)(3) nonprofit, was founded in July 2020 by Jed McCaleb, an early pioneer in blockchain and cryptocurrency. This year Forbes ranked McCaleb 377th on its annual list of the 400 wealthiest Americans with a net worth of $3 billion.
In December 2020, the U.S. Securities and Exchange Commission sued Ripple Labs, which McCaleb helped to found, for selling cryptocurrency tokens which the SEC classified as unregistered securities.
Astera is currently focusing its efforts on four areas: longevity, artificial general intelligence, metascience, and frontier engineering.
"The Rejuvenome is the quintessential moonshot project in longevity," McCaleb said in a statement. "If we are successful it will provide the most complete picture ever of how best to intervene in aging and will produce powerful new avenues for drug development."
The goal of the Rejuvenome Project is to fill in crucial gaps in basic understanding about the mechanism underlying aging and to determine whether combining various interventions developed to extend longevity will produce a synergistic effect.
In the past, due to funding constraints and infrastructure limitations, smaller research projects have been conducted independently of each other with little research into combination therapies.
Over a period of seven years, Rejuvenome will conduct a series of large-scale lifespan studies in genetically diverse mice. Researchers will test interventions known or suspected to extend longevity both singly and in combination.
The lifespan of the roundworms was increased by 10 times in experiments in which multiple genes were rendered inoperative in the worms, and a combination of three compounds extended lifespan in flies beyond the effects of any of the individual components.
The Buck will be handling the project's "wet lab" operations, which involve the manipulation of liquids, biological matter, and chemicals, while Astera will oversee the "dry lab" aspects, involving computation and analysis using artificial intelligence.
Remy Gross, the Buck's vice president in charge of business development and technology advancement, said Astera is funding the project with $70 million of its own money. Gross said it has not yet been determined how much the Buck will be paid for the work it will do.
Buck Institute CEO Eric Verdin said in a statement that the breadth and depth of the Rejuvenome Project "has the potential to redefine scientific understanding of how to best intervene in the aging process."
The announcement of the two NIH grants is indicative of how the Buck Institute's fortunes have turned for the better since Verdin was named CEO in late 2016. The institute's expenses exceeded its revenues by $137,569 in the fiscal year ending in June 2016 with a $29.9 million total budget.
One reason cited then for the Buck's financial difficulties was a reduction in NIH funding. From 2012 through 2016, the NIH's program level funding increased by an average of about 1% per year. Despite former President Donald Trump's attempts to slash the NIH budget, NIH program level funding increased by just under 6% per year from 2017 to 2021.
Phyllis Faber, noted Marin environmentalist, dies at 95
Marin commission neutral on airport housing sites
"It was really paradoxical," Verdin said. "I think this created a reaction by Congress, which holds the purse, to increase the NIH budget."
The Buck's government grant revenue has increased from $12.5 million in fiscal year 2016 to an estimated $23 million in the current 2022 fiscal year.
Verdin said funding of the NIH's National Institute on Aging (NIA) has been particularly strong of late.
"A lot of that funding at NIA has come towards Alzheimer's," Verdin said. "So we have benefited from some of this."
Verdin noted that the Buck's revenue from philanthropy and corporate sponsorships has also grown resulting in the institute's operating budget increasing to an estimated $51 million in the current fiscal year.
"The science of aging is coming of age," Verdin said. "It was a frontier research area when we started. It has become one of the hottest areas in biological research. We are incredibly well positioned to capitalize on this."
Buck Institute
MarinHealth Medical Center nurses say staffing levels are unsafe
Judge puts new California law policing doctors' COVID speech on hold
7 fruits experts say you should eat each week for better health

redpajama_set_name: RedPajamaCommonCrawl


text:
[![Chat](https://badges.gitter.im/chat.svg)](//gitter.im/lighterio/public)
[![Version](https://img.shields.io/npm/v/cedar.svg)](//www.npmjs.com/package/cedar)
[![Downloads](https://img.shields.io/npm/dm/cedar.svg)](//www.npmjs.com/package/cedar)
[![Build](https://img.shields.io/travis/lighterio/cedar.svg)](//travis-ci.org/lighterio/cedar)
[![Coverage](https://img.shields.io/codecov/c/github/lighterio/cedar/master.svg)](//codecov.io/gh/lighterio/cedar)
[![Style](https://img.shields.io/badge/code%20style-standard-brightgreen.svg)](//www.npmjs.com/package/standard)

Cedar is a Node.js log, designed to be fast, extensible, and super useful.

### Powerful features

* Modifiable logging prefixes, formatters, and stringify functions.
* Logs which are functions, allowing shorthand calls.
* A `console` transport with color unicode symbols and helpful code snippets
  inside stack traces.
* A `file` transport that can rotate by day, hour or minute.
* A `multi` transport, which supports `cluster`, sending worker logs to the
  master process.

### Quick Start

Add `cedar` to your dependencies.
```bash
npm install --save cedar
```

Create a log, and use it.
```js
var log = require('cedar')([
  {
    transport: 'console' // Default.
    level: 'trace' // Default.
  },
  {
    transport: 'file',
    level: 'info',
    path: 'log/${YYYY}/${MM}/${DD}/app_${HOST}.log'
  }
]);

log('Log a string'); // Shorthand.
log.debug(['or', 'an', 'array']);
log.trace({or: 'JSON of course'});
log.log('and', 'multiple', 'arguments', 'are', 'supported.', true);
log.info('This message will also log to file, based on `level`.')

log.trace('This gets formatted as a trace message, with a stack trace');
log.debug('This gets formatted as a debug message.');
log.log('This gets formatted as a log message.');
log.info('This gets formatted as an info message.');
log.warn('This gets formatted as a warning message.', error);
log.error('This gets formatted as an error message.', error);
log.fatal('This gets formatted as a fatal error message.', error);
```

## Convention & Configuration
Each Cedar transport has properties with defaults that can be
overridden using a config object. They also have getters and
setters, allowing you to change them later.

For example:
```js
// Set the log `level` in a configuration object.
var log = require('cedar')({level: 'warn'}); // "warn", "error" and "fatal".

log('log');         // Ignore.
log.error('error'); // Log "error".

// Assign the `level`, thereby invoking its setter.
log.level = 'debug';

log('log');         // Log "log".
log.error('error'); // Log "error".
log.trace('trace'); // Ignore.
```

#### log.level `string`

Configures the minimum level of logging that is shown (default: `trace`).
```js
var log = require('cedar')();
log.level = 'debug';
```

Setting to a level from this list will enable logs of that level and all
of the levels after it: `debug`, `trace`, `log`, `info`, `warn`, `error`
and `fatal`. Setting the level to `nothing` will stop all logs.

#### log.prefixes `object`

Customize prefixes for the color log messages.
```js
require('colors');

var log = require('cedar')();
log.prefixes = {
  trace: 'TRACE: '.cyan,
  debug: 'DEBUG: '.magenta,
  log:   'LOG:   '.grey,
  info:  'INFO:  '.green,
  warn:  'WARN:  '.yellow,
  error: 'ERROR: '.red,
  fatal: 'FATAL: '.red
};
```

#### log.space `string`

Configures the spacing that stringify uses.
```js
var log = require('cedar')();
log.space = '  ';
```
The default is two spaces.

#### log.format `function`

Customize the message format, given 3 arguments.
```js
var log = require('cedar')();
log.format = function (message, prefix, type) {
  return prefix + message + ' from log.' + type + '!';
});
log.info('Hello'); // "INFO Hello from log.info!"
```

## Transports

Cedar currently supports 4 main transports: "base", "console", "file" and
"multi". Each transport takes an optional configuration object.

### Base

The base transport writes to a stream, and other transports extend it.
```js
var fs = require('fs');
var writeStream = fs.createWriteStream('my.log');
var base = require('cedar')('base', {stream: writeStream});
base.log('Write this string to `my.log`');
```

### Console

The `console` log writes to `process.stdout` with pretty colors.

Console is the default transport, so the following are equivalent:
```js
log = require('cedar')();
log = require('cedar')('color');
```

### File

The `file` log writes JSON messages to a file. In addition, it acts as a
simple event emitter so you can receive notifications when file rotation
events occur.
```js
var file = require('cedar')('file', {
  path: 'log/app_${YYYY}-${MM}-${DD}_${HH}:${NN}_${HOST}.log'
});
file.info('This will go into a file.');

var console = require('cedar')();

file.on('open', function (path) {
  console.log('Opened "' + path + '" for logging.');
});

file.on('close', function (path) {
  console.log('Closed "' + path + '".');
});
```

### Multi

The `multi` log writes to multiple logs at once. Its configuration object
is an array of configurations with transports specified by a `transport`
property.

```js
var log = require('cedar')([
  {transport: 'console'},
  {transport: 'file', level: 'info', path: 'log/app_${YYYY}-${MM}-${DD}_${HOST}.log'},
  {transport: 'file', level: 'error', path: 'log/${YYYY}/${MM}/${DD}/error_${HOST}.log'}
]);
```

## More on Cedar...
* [Contributing](//github.com/lighterio/cedar/blob/master/CONTRIBUTING.md)
* [License (ISC)](//github.com/lighterio/cedar/blob/master/LICENSE.md)
* [Change Log](//github.com/lighterio/cedar/blob/master/CHANGELOG.md)
* [Roadmap](//github.com/lighterio/cedar/blob/master/ROADMAP.md)

redpajama_set_name: RedPajamaGithub


Alan Crane brought his son and nephew into his highly successful carton company. He was doing everything right —until their management styles began to collide.
STORIES OF ALAN CRANE'S TEMPER are legendary at the Crane Carton Co. in Chicago. Typical was the day that Alan, while patrolling the plant, found a loaded pallet blocking the fire door. According to a veteran employee, the company founder and general manager blew his stack, chewing out the nearest worker and ordering the poor man to stop what he was doing and got a forklift to remove the merchandise immediately.
When the lift arrived, the veteran employee says, "he shoves this guy out of the way, jumps on it, and moves the staff himself, and, for good measure, he cusses out a couple of other guys who had nothing to do with the situation."
Employees still talk about the time when, because of a paperwork error, a batch of cardboard for a packaging order was printed on one side with black instead of blue. "It was pretty bad around here," says another worker. "Alan yelled at everybody. He just couldn't understand how such a terrible thing could happen."
Old-timers in the company didn't always like Alan's style but they understood and tolerated it because they knew bow hard he had worked to build the company. Alan, and a partner whom he bought out when he retired, started the company in 1962 with $7,500 worth of used machinery. Alan steered Crane Carton successfully through the sixties when industry giants were swallowing up the little guys one by one. In 20 years he had made it one of the largest independent manufacturers of cartons in the country, with gross sales that this year could reach $26 million.
Alan's accomplishments perhaps excused his occasional tantrums. During the eighties, however, his style of dealing with people began to create real trouble. By 1982, the company had 115 employees, many of whom were members of a new generation and remembered little of the pioneering days. They were frequently upset by Alan's penchant for countermanding orders, dressing people down in public, and keeping everyone on edge.
This management style exploded when Alan brought his nephew, Andy Weil, and his son, Bruce, into the company. The three had distinctly different styles and personalities, and when they began working together, face to face, on a daily basis, sparks were generated throughout the company.
Andy Weil was a corporate airplane pilot before coming to Crane Carton in 1981. He arrived a year ahead of Bruce, who had taught skiing and worked as a firefighter in Vail, Colorado, for a couple of years after college. Both had previously worked summers at the company but they were not given management titles when they joined the business full time. After an apprenticeship, Andy, now 42, gravitated to the factory and eventually moved up to plant manager. Bruce, 34, started selling and became sales manager. His sister, Jennifer, 37, joined the company two-and-a-half years ago, after a career as a teacher and a technical writer; she's now one of two customer service reps.
Andy was a perfectionist who insisted on managing by the book and was controlled emotionally. His obsessiveness about detail sometimes brought him into conflict with Crane's workers. His approach to managing was bound to clash with Alan's. "You get emotional and you're dead," he believed. "The employee remembers your biting comment. You have to carefully weigh what emotion can do to your effectiveness."
Soon after coming aboard, Bruce Crane took a keen interest in all levels of the Crane operation — even more interest, some said, than was appropriate. More laid back and soft-spoken than his father, Bruce nonetheless had strong ideas about how a well-managed company should be run. He believed successful company leaders respect lines of authority and delegate to middle managers in order to help them gain self-confidence. He argued with his father about losing his cool in front of employees, ignoring organizational channels, and trying to run the company singlehandedly.
For several years life at Crane Carton was more tension-filled than any of the three men at the top had anticipated. Alan certainly had never expected, when he brought on Andy and Bruce, that he was laying a minefield for himself in his own company. Unlike many founders, Alan was willing to share power. He was not thinking about retiring; far from it. He simply felt it was "time to hand over a little responsibility, to let the second generation start running things." According to all the family business gurus, he was doing the right thing.
What he could not fully appreciate was how painful the process of bringing in a new generation can be. To a great degree, his collision with his son and nephew typified generational conflicts that occur when an entrepreneurial company has grown beyond the reach of its founder and must develop an organized style of management. Some of the hottest battles of succession are fought around issues of leadership style.
"Me skills that make for a successful entrepreneur not only aren't well suited for later growth and development, they must be overcome if a transition to a new stage is to occur," says Craig E. Aronoff, director of the Family Business Forum at Kennesaw State College in Marietta, Georgia. Leon Danco, director of the Center for Family Business in Cleveland, puts it this way: 'The entrepreneur-founder is like a bush pilot, flying by his wits and instincts. You can't fly a commercial plane that way. He's now got to go by the gauges, and share responsibility with people who have special expertise."
Crane Carton is now flying more by the gauges. The 66-year-old founder, and his son and nephew, have come through most of the storms of transition, and today the company is managed in a much more professional manner. Given their differences at the start, their success is a tribute to the art of compromise.
ALAN CRANE acknowledges that his style is different from both Bruce's and Andy's. "I'm not an organized person," he says. Sitting in his office at the factory, his antique, rolltop desk cluttered with papers, Alan keeps glancing nervously at the clock on the wall. "I don't function well thinking through several solutions and taking a lot of time to decide which is best. I'd rather make 15 decisions right now and face the fact that three or four are going to be wrong than sit around talking. But I'll tell you this: Time is not your friend in a job shop!"
In the years when Crane Carton was hell-bent for growth, Alan's machine-gun style of decision making served it well. By the early eighties, Crane was making 10,000 tons of paperboard yearly, which it turned into packages ranging in size from little boxes for spark plugs to big ones for pizza pies. The paperboard was cut to customers' exacting requirements, printed in up to six colors at each run, shaped, glued, and shipped at the rate of more than 2 million cartons a day.
Alan knew everyone in the plant by name. They knew he and his partner had created the business by spending their mornings visiting customers, their afternoons cutting and laying out patterns, and their nights running the presses. Alan took off few weekends in those days. He occasionally worked 22 hours straight. His hands-on approach was his greatest asset. He was just as apt to be wielding a wrench on a malfunctioning printing press as poring over the books in the office. Older employees always took the long view when Alan went on the warpath. "Sure, he's a hard man to work for," says Nat Randle, printing foreman and a 14-year veteran. "But he's straight and fair. You don't get that everywhere."
Unlike his father, Bruce Crane has an abundance of dark hair and Tom Selleck-like bushy eyebrows and mustache. Unlike his father, he has no clock on his office wall. "My father and I are very different persons," Bruce says. "I tend to plan things carefully, move more slowly, and reevaluate my decisions. I don't have the same drives as my father."
Although Alan was far from pleased when his only son dropped out of college at 19, acquiring a steady girlfriend, a customized Ford van, and very irregular living habits, their relationship, survived. Bruce later returned to school, earning a degree in physics from Grinnell College. But he still resisted settling down. "There were things I just had to get out of my system," recalls Bruce, who is now married and has a daughter. "I didn't want to jump into the work world and spend my life as a frustrated skier."
Company veterans recall Andy Weil's early days as a plant manager with wonder and alarm. "He picked up this industry like a sponge," says one. "There isn't anything mechanical that he can't fix." That ability translated into plant efficiency and quick solutions to complex problems. One worker recalls calling Andy at home in the middle of the night because a printing press had broken down and no one could find the malfunction. "Right over the phone he told me what to do," says this employee. "It was like he had a set of blueprints in his head."
Some older employees had problems with Andy's style. One 15-year veteran recalled that Andy was always taking notes. "Everything had to be just right," the man says. "You couldn't talk to him or he'd get mad." Unlike his uncle, however, Andy did not display his displeasure with outbursts of temper; he tended to hold it in and remain silent. Even today, emotion for him is the enemy.
Andy's style was shaped in part by his piloting experience. A graduate in aeronautical engineering from Western Michigan University, he flew corporate jets for an Ohio company for 10 years. Over the desk in Andy's office is a large color photograph of the instrument panel of a Beechcraft Starship, a marvel of engineering design and precision. Andy himself is a handsome man with the everything's-under-control manner of the airline pilot in a television ad. He is direct but very careful in his comments — no need to alarm the passengers.
In some respects he found the transition from flight to factory not too difficult. "The technical aspects of flying cover only about 20 percent of the job," he says. "The other 80 percent is working effectively with your co-pilot, building confidence so you don't make snap decisions." At Crane, he adds, smiling, "the worst thing you can do with a thoughtless decision is bankrupt the company; in the air, a bad decision could have more permanent results."
If Andy thought Crane managers had to "fly by the gauges," however, his uncle was still the adventurous bush pilot who was in on every decision. "The company had been a one-man show," Andy says. "Alan was on top of everything all the time. And when a mistake occurred, he wanted everything changed right away." Andy had learned it was important to develop capable middle managers answerable to him and confident in their own responsibilities. But his efforts to delegate often backfired. Andy was, after all, not a Crane; he could claim neither the authority of the father, nor — when Bruce joined the firm — the aura of the only son.
Bruce and Andy did not mesh perfectly either. Since Bruce was in sales and Andy in the plant, they had different, sometimes conflicting agendas. Bruce wanted the customer's needs met on schedule, did not appreciate delays, and freely offered ideas for improving operations. One employee says that Bruce tended to become "a kind of Tinkerbell, bouncing in an out of situations and offering his advice uninvited. And since he was the boss's son, people felt they'd better listen." Although he carefully weighed alternatives before making a decision, the decisions too often were his and only his. When members of his salesforce encountered obstacles within the company, his style was to run interference personally for them — an indication that he may be more like his father than he realizes.
Alan did not take counsel humbly from his son or nephew. Employees recall that he occasionally clashed openly with Andy on the factory floor. His arguments with Bruce were apparently behind closed doors. Alan would inevitably get his way. But Bruce and Andy also had another strategy for resisting Alan's actions. At times, they simply tried to wait him out.
On one occasion, Alan insisted that a chalk board be mounted near the truck dock and that forklift operators be required to keep a running tally on it of what they load onto trucks. That way the company could track items that customers may complain were missing from a shipment. Bruce contended that Alan's idea was fine for a small company, but given Crane's output, it would consume too much of the forklift operators' time. As for Andy, he felt that a better way to ensure that orders were filled accurately was more efficient paperwork and better coordination between front office and factory foremen. He proposed a method by which a clerk would double-check the order after it went from factory to loading dock and keep a tally on paper. Alan said, "Put up the board!"
They didn't do it. That created a state of unresolved tension that lasted for weeks, until Alan observed that the paper check was producing acceptable results and quietly dropped the chalkboard ultimatum.
SUCH RUN-INS ARE TYPICAL of many family firms in which a personal style of management still prevails. John L. Ward, a professor at Loyola University and author of Keeping the Family Business Healthy (Jossey Bass, 1987) argues that once an organization grows past 40 employees "effective informal communication begins to suffer ... and the organization needs to replace the leadership of a powerful individual with the leadership of powerful management systems."
Bruce and Andy felt that Crane Carton needed such systems. They believed that Alan didn't see the larger implications of his behavior. In the case of the blowup over the pallet blocking the fire door, for example, the founder had ordered the nearest man to pull up a forklift and he, Alan, had personally moved the obstacle. But, notes Bruce, that didn't explain how the load got there in the first place. And it didn't take into account what happens when an employee is suddenly pulled off a job. "The carton industry is so lean," Bruce says, "that we don't have any spare workers standing around, so if you grab someone who's been loading pallets on a truck, you set up a chain of delays and complaints that can cost you a customer in the long run." Besides, he says, the "quick fix" embarrassed an innocent worker and undercut the authority of the foreman.
SIX YEARS LATER the climate is much different at Crane Carton. The three top bosses generally deal with one another in a calmer, more reflective manner. They meet weekly along with the chief financial officer and the company's quality assurance specialist. They rely on their department heads for information, and Alan feels more relaxed about staying in his office instead of roaming the plant looking for answers himself.
Without anyone waving a white flag, confrontation has yielded to compromise. For everyone, life in the plant is less hectic. Eustaquio Romero, a cutting pressman and 12-year Crane employee, remembers the turmoil at the top but feels he was not overly disturbed by it because he had always been treated fairly. "Things are better now," he says. "Not perfect, but better."
Bruce has discovered that modem management doesn't come as easily in life as in a textbook. He acknowledges it takes time and effort to solicit and honor the views of others.
Andy says he has come to appreciate the difference between working with a co-pilot in a company jet and running a carton factory. "If I go in talking about team spirit all the time, I'll only get frustrated," he says. "Everybody isn't enthusiastic about the job." He is trying to learn to be a good listener. "Our employees are our greatest asset, more important than the printing presses and the die cutters and the lift trucks. Without them, we're nowhere."
Most remarkable, even Alan seems to have gotten religion. "I'm convinced I have to go through the proper supervisor when I see something wrong out on the floor," he says. "I don't go to employees directly anymore. And I don't lose my temper either."
How come everybody at Crane Carton now sounds so upbeat? What accounts for this seemingly triple change of heart in men with such basic differences of style and viewpoint?
Ironically, Alan was both a big part of the problem and a big part of the solution. At his suggestion, the three began to consult with Peter Chinetti, an industrial management psychologist who has worked with family-owned businesses since 1968. None of the family members recall the precise issue that brought them to the psychologist, though Bruce says that it happened in 1984 when his cousin and father were often "at each other's throats."
In the beginning, all three met with the psychologist for hard "honesty sessions," in which he tried to show each one how he is perceived by the other two. None of them could handle criticism and were inclined in difficult situations to blame rather than seek constructive solutions, Chinetti says. Alan felt Andy was too rigid and wouldn't listen to him. Alan, in his dealings with Andy, could be punitive and vitriolic, which made his nephew resentful. Bruce's difficulties with Andy were complicated by Bruce's feeling that his cousin did not share his feelings and did not socialize enough with him outside the office.
Chinetti worked with Alan to show him why his behavior was getting reactions that were precisely the opposite of what he wanted. He taught Andy ways to avoid pushing Alan's "hot buttons," and also coached him on a looser management style that would support his employees rather than making them fear they would "get their heads cut off for a mistake."
As for Bruce, Chinetti tried to convince him that he and Andy didn't have to be close pals for them to have a good working relationship. The cousins had very different personalities and interests outside the office. Chinetti emphasized to Bruce that Andy would never be the kind of person who talks freely about his emotions and personal life. But they didn't have to go camping or play golf together or socialize frequently in order to support each other in the business. They didn't have to be the best of friends in order to work toward common objectives.
The Crane family's strong sense of loyalty has encouraged compromise. Alan may have a mercurial disposition, but his storms tend to pass quickly; none of the three seem to carry grudges.
Alan's apparent willingness to provide for the family's future in the business strengthens the family ties. About 18 years ago, when Bruce was only 16, Alan changed the structure of the firm from a corporation to a limited partnership, establishing more than 50 trusts which have ownership in the names of various family members and their present and future decendants, including Alan's six grandchildren and his second wife. He says he set up the trusts partly as a way of passing ownership to the next generation without incurring a heavy inheritance tax, and partly to protect the family from liability lawsuits.
The trust arrangement means that Alan is no longer the majority stockholder. There is always the possibility that the nonfamily trustees, who have voting power, could gang up and oust him. "I think the legal arrangement says something about the trust and respect he's always had for us," Bruce says. "You don't do something like that if you're selfish and insecure."
Alan says, 'They could kick me out tomorrow. I know that, and I've never given it a minute's thought. I know these people."
Another saving grace at Crane Carton was its understanding workforce. The nonunion company has always paid wages that were competitive with the best in the industry; the Cranes provide excellent benefits (a family health insurance plan with a $400 deductible costs $10 a month) and has a history of extending itself in time of need. "Alan may rant and rave around here," says one worker, "but if you've got a personal problem and go to him, the man is a marshmallow. You can go to Andy and Bruce, too — same thing."
Cranes' employees have noted the changes taking place in their bosses. Several commented on Andy's sensitivity and maturity. "He's grown in the job," says one. "He's turned into a caring person." A few others, however, contend that Andy's listening skills are still in the formative stage.
Alan has cut down his schedule a bit in recent years, as a concession to age. He works only 10 hours or so a day and is taking more time off with his wife. Characteristically, he goes about his recreation with a passion. He is an accomplished skier (a family addiction), shoots golf in the upper eighties, and works out regularly. Still, Alan brings work home and even talks about it when he's "relaxing" on his 40-foot cabin cruiser on Lake Michigan.
The family business literature is filled with stories of founders who have fought against change even when it was clear that, without it, the business would sink. Alan Crane was not one of those. It is significant that Alan himself suggested that the family consult a psychologist. Alan seems proud of his conversion. To illustrate, he mentions a recent incident in which a clerical error led to a printing overrun that produced 140,000 more sheets than the customer had ordered. "I didn't raise my voice," Alan recalls. "I never said a word." He bit his lip, he adds, because "yelling isn't effective," and also because "frankly, I can afford to take a loss nowadays."
Jennifer Crane says the error, in fact, cost the company tens of thousands of dollars. It was discussed, but at a regular staff meeting, during which she says Alan joined other managers in trying to identify the reasons for the slipup and ways to prevent it. Alan's reaction, she feels, suggests how he has mellowed.
WHILE THE GOOD ALAN has surely changed, some it doesn't come naturally and Bad Alan occasionally reappears. "You have to understand that Alan is a self-starter," says Don Roscoe, the company cost estimator and a 24-year employee. "So bureaucratic system comes hard for him. In the beat of battle, he'll still circumvent it at times, and then we have to put it back on track."
Crane Carton is doing very well. In 1990 the company expects to gross up to $26 million, churning out paperboard boxes at up to 60,000 an hour. By any standard, the company operates a highly efficient plant. Rejects by customers comprise only about one-tenth of 1 percent of production, and the amount of paperboard lost through cutting, trimming, trial runs, and error comes to less than 7 percent a year; both are considered excellent figures in the industry.
Asked if he worries that the second generation may not be able to handle the pressure, Alan's comment is revealing. He says that if he spent as much time talking and planning as Bruce and Andy do, sales would plummet by 50 percent.
If his conversion is not complete, if after years of counseling Bad Alan occasionally shows his face, it only confirms how difficult it is for anyone to unlearn long-standing behavior patterns. As with many reformed business founders, the battle to keep Bad Alan under control is likely to continue.
Alan quickly recovers from his point. "Now don't get me wrong," he says about Bruce and Andy. "They're both doing a damned good job. They have great intelligence and boundless energy. They've taught me things. I'm proud of them."
Product: Cardboard boxes for everything from Crest toothpaste and A.C. Delco spark plugs, to cheese, crackers, and popcorn.
Founders: Alan Crane and George Duncan, partners.
Family involvement: Son, daughter, and nephew of Alan Crane.
Ownership: Stock distribution to 50 trusts in the names of numerous family members.
Goal: Replace personal, one-man management with modern corporate organization and procedures.
When kids and other relatives come into the business, the owner bears most of the responsibility for seeing that they work out. Alan Crane of Crane Carton has given a lot of thought to what it takes to successfully manage family members.
"First," he says, "you must be exceedingly secure and independent. If you live vicariously through your son or daughter, the arrangement will fail, because you can't accept the kids' mistakes. You take everything as a reflection on yourself. The kids need the right to make mistakes; they need permission to fail. That means separating your life from theirs. And that doesn't come easy."
Second, Alan says, "You have to listen to what they have to say. And that's hard too, because a parent is used to telling his child what to do, even after the child is an adult. If it's a regular employee who comes to you with a problem, you try to study it objectively, from the problem's point of view. With your child, you may try to solve it yourself, and tell the kid, then and there, what to do, even when dealing with his own children."


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Home › BOBBY WOMACK: ACROSS 110TH STREET - BBC MUSIC BIO DOCUMENTARY FILM
BOBBY WOMACK: ACROSS 110TH STREET - BBC MUSIC BIO DOCUMENTARY FILM
Bobby Womack's musical career has been an almost unprecedented rollercoaster ride.
Starting off on the streets of segregated America, Womack launched himself into what became an epic adventure. In the 1950s as a youngster he was travelling the gospel highway with the Womack Brothers. By the 1960s, he was being mentored by Sam Cooke who schooled him in the ways of R&B, while James Brown also drilled him into shape. Soon, the Rolling Stones and Wilson Pickett were queuing up to record his songs.
In the early 1970s, not long after Janis Joplin covered one of his compositions, Bobby was with her just hours before she died. He played rhythm guitar on Sly & the Family Stone's Family Affair before becoming a major soul star in his own right with hits like Across 110th Street, Woman's Gotta Have It and Harry Hippie.
In the second half of the 1970s, his disastrous country and western album, as well as disco mania, savaged his career. But Bobby rose again in the 1980s with his famed 'Poet' trilogy of albums. Then, after semi-retirement and a stint with the Gorillaz, he recorded 2012's The Bravest Man in the Universe album with Damon Albarn. It was the start of a magnificent Indian summer for one of soul music's greatest artists.
With incredible access to Bobby Womack himself, plus contributions from Ronnie Wood, Damon Albarn, Bill Withers, Chuck D, Antonio Fargas, as well as close family and friends, this film brings one of the most diverse and fascinating post-war musical careers vividly to life.
Exclusive DVD bonus material includes Bobby's complete concert performance at England's 2013 Glastonbury Festival.


BTL is dedicated to providing its customers with continuous and consistently excellent services, regardless of the client or size of the project, and believe that the implementation of ITIL® practices will help them achieve this.
ITIL® (the IT Infrastructure Library) is the most widely accepted approach to IT service management in the world. ITIL provides a cohesive set of best practices, drawn from the public and private sectors internationally.
Sonya Whitworth, Operations Director BTL, states "BTL are keen to adopt practices that improve the service and increase the value we offer to our customers. We believe that the ITIL® philosophy will go a long way in helping us achieve this. To demonstrate our commitment, all of our Senior Management Team and staff involved in the service lifecycle are now ITIL® qualified".


We are glad to inform you that TIDEX exchange has become an exempted company incorporated under the laws of Cayman Islands.
All deposits are safe and all processes are secure.
We have big plans in developing the company and community.


Bent Creek Preserve, our premier new home community in Naples, features resort-style amenities including a lakeside clubhouse with a fitness center and event salon, pool and spa, Har-Tru tennis courts, pickleball and bocce ball courts, and other outdoor enjoyments, like the beautiful lakes and lush landscaping that can be found throughout the neighborhood. Our Sanctuary Collection of single family homes includes six distinct designs with living areas ranging from approximately 2,700 to over 4,200 square feet. Thoughtfully designed to cater to a variety of lifestyles, one and two-story floor plans feature 3 to 5 bedrooms, 2.5 to 3.5 baths, dens, great rooms and 3-car garages. This gated residential community is conveniently located close to I-75 for easy access to all of the shopping, dining, entertainment and recreational venues offered on Southwest's Florida coast.
public (K-6 ) 1.49 mi.
Have you been to this community? If so, help other home shoppers and leave a review for Bent Creek Preserve - The Sanctuary Collection.


In order to meet out the requirements of neutral refractories where safe working temperature is not more than 1300 deg cent. we are manufacturing Moderate Heat Duty bricks of standard/special shapes and size as per customer requirements.We manufacture these Moderate Heat Duty bricks by adopting wet process technology which results in developing very high compressive strength in our bricks ,thereby improving the performance ..For the places where safe working temperature is more than 1300 deg cent we recommend High Heat Duty Bricks & Super Heat Duty Bricks to our customers. These Moderate & High Heat Duty Bricks are generally used in Cast iron foundaries, Cupolas, Rolling Mills, Lancashire Boilers, Rice Mill, Mini Steel Plants, Boiler Arches, High Pressure Boilers, Checkers of open hearth furnaces, Oil fired furnaces, Glass Factories & Other miscellaneous industries.


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Math Thinking and Learning Lab
Past Lab Members
Publications
2022-in press
Conlon, R. A., Barroso, C., & Ganley, C. M. (accepted). Young children's career aspirations: gender differences, STEM ambitions, and expected skill use. Career Development Quarterly.
Bertoldi, B. M., Tuvblad, C., Joyner, K. J., Ganley, C. M., Raine, A., Baker, L., Latvala, A., Oskarsson, S., & Patrick, C. J. (in press). Role of triarchic traits in relations of early resting heart rate with antisocial behavior and broad psychopathology dimensions in later life. Clinical Psychological Science, 21677026221081880.
Geer, E. A. & Ganley, C. M. (in press). Sex differences in social and spatial perspective taking: A replication and extension of Tarampi et al.(2016). Quarterly Journal of Experimental Psychology, 17470218221085117. OSF page
Perkins, E. R., Joyner, K. J., Foell, J., Drislane, L. E., Brislin, S. J., Frick, P. J., Yancey, J. R., Soto, E. F., Ganley, C. M., Keel, P. K., Sica, C., Flor, H., Nees, F., Banaschewski, T., Bokde, A. L. W., Quinlan, E. B., Desrivières, S., Grigis, A., Garavan, H., Gowland, P., Heinz, A., Ittermann, B., Martinot, J.-L., Martinot, M.-L. P., Artiges, E., Orfanos, D. P., Poustka, L., Hohmann, S., Fröhner, J. H., Smolka, M. N., Walter, H., Whelan, R., Schumann, G., The IMAGEN Consortium, & Patrick, C. J. (in press). Assessing general versus specific liability for externalizing problems in adolescents: Concurrent and prospective prediction of symptoms of conduct disorder, ADHD, and substance use. Journal of Psychopathology and Clinical Science, 131(7), 793-807.
Atit, K., Power, J. R., Pigott, T., Lee, J., Geer, E. A., Uttal, D. H., Ganley, C. M., & Sorby, S. A. (2022). Examining the relations between spatial skills and mathematical performance: A meta-analysis. Psychonomic Bulletin & Review, 29, 699-720. OSF page
Casey, B. M., & Ganley, C. M. (2021). An examination of gender differences in spatial skills and math attitudes in relation to mathematics success: A bio-psycho-social model. Developmental Review, 60, 100963.
Conlon, R. A., Hicks, A., Barroso, C., & Ganley, C. M. (2021). The effect of the timing of math anxiety measurement on math outcomes. Learning and Individual Differences, 86. OSF page
Ganley, C. M., Conlon, R. A., McGraw, A. L., Barroso, C., & Geer, E. A. (2021). The effect of brief anxiety interventions on math test performance. Journal of Numerical Cognition, 7(1), 4-19. (open access) OSF page
Barroso, C., Ganley, C. M., McGraw, A. L., Geer, E. A., Hart, S. A., & Daucourt, M. (2021). A meta-analysis of the relation between math anxiety and math achievement. Psychological Bulletin, 147(2), 134-168. OSF page
Lubienski, S. T., Ganley, C. M., Makowski, M., Miller, E., & Timmer, J. (2021). "Bold problem solving": A new construct for understanding gender differences in mathematics. Journal for Research in Mathematics Education, 52(1), 12-61.
Purpura, D. J., King, Y. A., Rolan, E., Hornburg, C. B., Schmitt, S. A., Hart, S. A., & Ganley, C. M. (2020). Examining the factor structure of the home mathematics environment to delineate its role in predicting preschool numeracy, mathematical language, and spatial skills. Frontiers in Psychology, 11, 1925. (open access)
Hart, S. A., Martinez, K., Kennedy, P. C., Ganley, C. M., & Taylor, J. (2019). The National Project on Achievement in Twins. Twin Research and Human Genetics, 22, 761-764.
Barroso, C., Ganley, C. M., Hart, S. A., Rogers, N., & Clendinning, J. P. (2019). The relative importance of math- and music-related cognitive and affective factors in predicting undergraduate Music Theory achievement. Applied Cognitive Psychology, 33, 771-783.
Hart, S. A., & Ganley, C. M. (2019). The nature of math anxiety in adults: Prevalence and correlates. Journal of Numerical Cognition, 5, 122-139. (open access)
Ferretti, N., Ganley, C. M., & Kofler, M. J. (2019). Unique and interactive effects of parental beliefs and child inattention/hyperactivity symptoms. British Journal of Developmental Psychology, 37, 300-307.
Ganley, C. M., Schoen, R. C., LaVenia, M., & Tazaz, A. M. (2019). The construct validation of the Mathematics Anxiety Scale for Teachers, AERA Open, 5, 1-16. (open access)
Geer, E. A., Quinn, J., & Ganley, C. M. (2019). Relations between spatial skills and math performance in elementary school children: A longitudinal investigation. Developmental Psychology, 55, 637-652.
Ganley, C. M., George, C. E., Cimpian, J. R., & Makowski, M. B. (2018). Gender equity in college majors: Looking beyond the STEM/non-STEM dichotomy for answers regarding female participation. American Educational Research Journal, 55(3), 453-487.
Hart, S. A., Daucourt, M., & Ganley, C. M. (2017). Individual differences related to college students' course performance in Calculus II. Journal of Learning Analytics, 4(2), 6-11. (open access)
Ganley, C. M., & Hart, S. A. (2017). Shape of educational data: Interdisciplinary perspectives. Journal of Learning Analytics, 4(2), 129-153. (open access)
Purpura, D. P., Schmitt, S. A., & Ganley, C. M. (2017). Foundations of mathematics and literacy: The role of executive functioning components. Journal of Experimental Child Psychology, 153, 15-34.
Lubienski, S. T., & Ganley, C. M. (2017). Research on gender and mathematics. In Jinfa Cai (Ed.), First Compendium for Research in Mathematics Education. Reston, VA: National Council of Teachers of Mathematics.
Hart, S. A., Ganley, C. M., & Purpura, D. J. (2016). Understanding the home math environment and its role in predicting parent report of children's math skills. PLoS ONE, 11(12): e0168227. (open access)
Ganley C. M., & McGraw A. L. (2016). The development and validation of a revised version of the Math Anxiety Scale for Young Children. Frontiers in Psychology, 7, 1181. (open access)
Ganley, C. M., & Lubienski, S. T. (2016). Mathematics confidence, interest, and performance: Gender patterns and reciprocal relations. Learning and Individual Differences, 47, 182-193.
Ganley, C. M., Vasilyeva, M., & Dulaney, A. (2014). Spatial ability mediates the gender difference in science performance of middle-school students. Child Development, 85, 1419-1432.
Ganley, C. M., & Vasilyeva, M. (2014). The role of anxiety and working memory in gender differences in mathematics. Journal of Educational Psychology, 106(1), 105-120.
Robinson, J. P., Lubienski, S. T., Ganley, C. M., & Copur-Gencturk, Y. (2014). Teachers' gender-stereotypical ratings of mathematics proficiency may exacerbate early gender achievement gaps. Developmental Psychology, 50(4), 1262-1281.
Response to commentaries on Robinson et al. (2014):
Robinson, J. P., Lubienski, S. T., Ganley, C. M., & Copur-Gencturk, Y. (2014). Are schools shortchanging boys or girls? The answer rests on methods and assumptions: Reply to Card (2014) and Penner (2014). Developmental Psychology, 50(6), 1840-1844.
Purpura, D. J., & Ganley, C. M. (2014). Working memory and language: Skill specific or domain general relations to mathematics? Journal of Experimental Child Psychology, 122, 104-121.
Lucariello, J., Tine, M., & Ganley, C. M. (2014). A formative assessment of students' algebraic variable misconceptions. Journal of Mathematical Behavior, 33, 30-41.
Ganley, C. M., Mingle, L. A., Ryan, A., Ryan, K., Vasilyeva, M & Perry, M. (2013). An examination of stereotype threat effects on girls' mathematics performance. Developmental Psychology, 49(10), 1886-1897.
Lubienski, S. T., Robinson, J. P., Crane, C. C., & Ganley, C. M. (2013). Girls' and boys' mathematics achievement, affect and experiences: Findings from ECLS-K. Journal for Research in Mathematics Education, 44(4), 634-645.
Laski, E. V., Reeves, T., Ganley, C. M., & Mitchell, R. (2013). Mathematics teacher educators' perceptions and use of cognitive psychology research. Mind, Brain and Education, 7(1), 63-74.
Vasilyeva, M., Ganley, C. M., Casey, B. M., Dulaney, A., Tillinger, M., & Anderson, K. (2013). How children determine the size of 3D structures: Investigating factors influencing strategy choice. Cognition and Instruction, 31(1), 29-61.
Dearing, E., Casey, B. M., Ganley, C. M., Tillinger, M., Laski, E., & Montecillo, C. (2012). Young girls' math and spatial skills: The distal and proximal roles of family socioeconomics and home learning experiences. Early Childhood Research Quarterly, 27, 458-470.
Ganley, C. M., & Vasilyeva, M. (2011). Sex differences in the relation between math performance, spatial skills, and attitudes. Journal of Applied Developmental Psychology, 32(4), 235-242.
Casey, B. M., Dearing, E., Vasilyeva, M., Ganley, C. M., & Tine, M. (2011). Spatial and numerical predictors of measurement performance: The moderating effects of community income and gender. Journal of Educational Psychology, 103(2), 296-311.
Vasilyeva, M., Casey, B. M., Dearing, E., & Ganley, C. M. (2009). Measurement skills in low-income elementary school students: Exploring the nature of gender differences. Cognition and Instruction, 27, 401-428.
Note. Lab members are in bold


The Brit suffers from AV (Atrioventricular canal defect) that hinders his performance as his heart rate now maxes out at 90 beats per minute, meaning he can no longer ride hard.
So the Tour de France stage winner has opted for some electronic assistance, which he gets from his Ribble Endurance SLe e-road bike.
The 58-year-old told Cycling Weekly during a recent training ride: "Some days I feel better than others, but the fact my heart isn't working properly means my recovery is worse.
"If I go out for a four-hour ride, as I like riding for longer, then I'm laid up for the next two days.
Yates rides the newly launched Ribble e-bike, which the company says is the lightest in the world.
The Endurance SLe, designed with race geometry and Spanish ebikemotion system of a motor at the rear hub and battery stored in the downtube, weights just 11kg.
Yates retired in 1996, having won a time trial at the 1988 Tour de France and stages of the Critérium du Dauphiné, Paris-Nice and the Vuelta a España during his career.
He then turned to team management, and joined Team Sky in 2009 as a sports director before leaving in 2012.
After retiring from the peloton he continued to compete at a high level, competing in time trials across Britain.
Yates believes the years of intense training and riding have caused his health problems.
He said: "The fact I rode for 30 years, and much of it flat out – your heart gets bigger and my heart one of the chambers has dilated, and the valves aren't working properly.
"Under normal circumstances, when a pro packs up they just ride every now and again, but I just kept going until I couldn't go anymore.
His health issues prevent him from riding at the level he would like, which is where the electronic assistance comes in handy.
Yates has taken up a role as the ambassador for Ribble's e-road bike, and will be seen riding the machine near Benicassim in Spain and across Europe in 2019.
He said: "When you're healthy and you work hard you push yourself and it's a satisfying feeling.
"This is like you're trying to ride and you've got a bar across your chest.
"I can produce x amount of watts, so if I've got just a little bit of assistance it can make it enjoyable.


Welcome to the Ducati Hyperstrada Forums for Ducati Hyperstrada Riders!
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Venezuelan duo Chino y Nacho capped off their first visit to Canada with a performance at Sound Academy in Toronto on November 21, 2015.
Chino y Nacho released their first of four records in 2008 and won the 2010 Latin Grammy Award for Mi Niña Bonita in the Best Urban Album category.
Jesús Alberto Miranda Pérez (Chino) and Miguel Ignacio Mendoza Donatti (Nacho) delighted fans with songs from their seven year catalogue.


Richard Benyon, Esq., Englefleld House, Reading, and 17 Grosvenor-square, London W.
Royal Berkshire Hospital, London-road, Reading, — Her Majesty the Queen, patroness; Rev. George Bishop, chaplain; Owen Evans, house surgeon; D. B. Skey, secretary and house steward; Miss Ellen Smith, superintendent.
The Counties Lunatic Asylum (Oxford and Berks) is situated at Littlemore, Oxfordshire. R. H. H. Sankey, resident medical superintendent; J. M. Davenport, Esq., clerk to committee; Rev. Samuel Paris Hill, B.A. chaplain; Joseph John Andrews, steward and clerk.
Coroners for the County (1869) — A. D. Bartlett, Abingdon (Abingdon district); J. Alexander, Newbury (Newbury district); R. Clarke, Reading (Reading district); W. Wasbrough, Wantage (Wantage district).
The county police force consists of a chief constable, 8 superintendents, 2 inspectors, 12 sergeants and 91 constables — total, 114. Colonel Adam Blandy, of Reading, is the chief constable, and William Grant is the chief clerk and superintendent; the head quarters are at Reading, and the County Police Station is in the Forbury, Reading; the reserve force of the county is also stationed at Reading.
There are two county gaols, one at Abingdon and the other at Reading. The County Gaol in Bridge-street, Abingdon, is a plain stone building, erected in 1811, at an expense of £26,000: it includes a chapel and court house: it is now unoccupied. The County Gaol, Forbury, Reading, is a red brick castellated building with white stone dressings; Samuel Ferry, governor.
The Blackwater rises near Aldershot, and bounds the county on the south from Blackwater to Swallowfield, whence it falls into the Loddon; the Broadwater and Bull Brook rise near Swinley, and, uniting their streams at Warfield, fall into the Loddon under the former name at Twyford; Cole; Emme, rises near Bagshot, and falls into the Loddon at Sandford Mill; Enbourn, rises near Inkpen, and falls into the Kennet below Wasing; Isis; "the Kennet swift, for silver eels renown'd," enters at Hungerford, and joins the Thames by Reading; Lambourn, rises near the town of that name, and after a course of eleven miles falls into the Thames at Abingdon; "the Loddon slow, with verdant alders crown'd," and the subject of Pope's fable of Lodona, enters at Swallowfield, and falls into the Thames near Wingrave; Ock, rises in the vale of the White Horse, near Kingston Lisle, and unites with the Thames at Abingdon; Shaffield Moor Brook, runs from the chalk near White Waltham, and falls into the Thames near Monkey Island; the Thames, "Though deep yet clear; though gentle, yet not dull; Strong without rage; without o'erflowiog full," enters near Lechdale; and a stream which rises at Ginge, and falls into the Thames at Button Courtney.
Kennet and Avon Canal, from Hungerford to Newbury, act passed in 1794, opened 1798; Kennet river; Thames river, its entire course; Thames and Isis canal; Wilts and Berks canal, from Bath in Somersetshire to the Thames at Abingdon, undertaken in 1793, opened 1810.
Sheep, for which there is a great market at East Ilsley; swine, of which 4,000 are annually slaughtered at Farringdon for London; horses, at Abingdon and Farringdon. Barley; wheat; oak, beach, and fir trees. Peat, at Newbury.
Malt is made in great quantities. Abingdon, hemp-dressing; sacking; and coarse weather-proof coats. Greenham Mills near Thatcham, blankets. Newbury, serge, shalloon, paper, and cotton. Reading, pins, sacking, and ribbons. Temple Mills, Bisham, copper utensils. Wokingham, silk, gauze, and shoes.
Hundreds, 20; Boroughs, 4; Market Towns, 8; Parishes, 147; Parts of Parishes, 6; Divisions, 6; Liberties, 11.
Inhabitants. Males, 65,546; Females, 66,431; total, 131,977. By the census of 1831, 145,289.
Families. Employed in Agriculture, 14,769; in Trade, 8,773; in neither, 4,158; total, 27,700.
Baptisms in 1820. Males, 2,088; Females, 1,943; total, 4,031. Annual average of 1811 to 1820, 3,884.
Marriages, 1,002. Annual Average, 930.
Burials. Males, 1,211: Females, 1,216: total, 2,427. Annual Average, 2,306.
The Family Topographer; Samuel Tymms; 1834.


Fig.1 KLHL24 start-codon mutations identified in the five patients result in an N-terminally truncated protein.(a) Sequence chromatograms showing heterozygous c.1A>G (patients 1, 2 and 5), c.3G>T (patient 3) and c.3G>A (patient 4) mutations, affecting the start codon.(b) Expression profile of human KLHL24 determined by RT–PCR, showing ubiquitous expression in representative adult tissues, including skin. (c) Expression of KLHL24 protein analyzed by immunoblotting in 293T cells transfected with the indicated constructs. (d) Expression of KLHL24 proteins analyzed by immunoblotting in 293T cells transfected with the indicated C-terminally GFP-tagged constructs and untransfected cells (–).
Fig 2. (a) Stably expressed KLHL24-N28 shows markedly higher protein levels than the wild-type protein. MG-132 treatment for 8h increases the protein levels of KLHL24 but not those of KLHL24-∆N28. (b-c) Measurement of the stability of wild-type and mutant KLHL24-∆N28 proteins by cycloheximide (CHX) chase assays.
Fig4.(c) PSM (peptide spectrum match) score ratios for the proteins identified by mass spectrometry. (d) GST pulldown experiments indicate that GST-Kelch interacts with HA-KRT14. The two GST blots were cropped from the full-length blot shown in supplementary Figure 9c. (e) Coimmunoprecipitation experiments in HaCaT cells indicate that KRT14 interacts with KLHL24 and KLHL24-∆N28. (f) Immunofluorescent staining shows markedly reduced KRT14 levels in the basal keratinocytes of skin from patient 5 in contrast to normal skin.(g) Immunoblotting of skin samples shows a marked reduction in the amount of KRT14 in patient 5 in comparison to normal controls.
Figure 5. IF staining of pan-keratin, KRT1, keratin10 (KRT10) and loricrin on skin sections of Patient 5 and a normal control.
Figure 6. KLHL24 mRNA FISH experiment in skin samples of Patient 5: KLHL24 mRNA FISH (Magenta), KRT14 IF (Green). Arrows: upper periphery of the basal layer. Dot plot: quantification of the FISH intensity of the keratinocytes' cytoplasmic area with positive or negative KRT14 staining respectively.
Fig7. (d) Illustration of the CRISPR/Cas9-mediated knock-in and knockout strategies. (e) Photograph of a 20-weekold Klhl24c.3G/T male mouse (left) and its wild-type male littermate (right). (f) Cerebral tissue extracts from a Klhl24c.3G/T mouse, its wild-type littermate and a Klhl24-/- mouse were immunoprecipitated with an antibody to KLHL24 followed by immunoblotting.
Fig7. (g) Immunoblotting using skin extracts shows a reduction in Krt14 protein levels in Klhl24c.3G/T mice in comparison to a wild-type littermate. (h) Quantification of the relative intensity of the Krt14 bands for Klhl24c.3G/T mice (n = 5) and their wild-type littermates (n = 11) from five independent experiments.(i) Immunofluorescence of Krt14 in skin sections from a Klhl24c.3G/T mouse and its wild-type littermate.
Figure 8. Schematic of the disease-causing mechanism of KLHL24 mutations. (a) Under normal condition, KLHL24 protein is tightly controlled by autoubiquitination and turnover of KRT14 by CUL3–RBX1–KLHL24 is at a low level. (b) In the EBS cases we found, KLHL24-∆N28 is stabilized through abolished autoubiquitination. Overstabilized mutant KLHL24 leads to excessive ubiquitination and degradation of KRT14.
Feng, C., Lin, Z., Li, S., Wang, H., Yang, Y., & Tan, X. (2017). 474 Stabilizing mutations of KLHL24 ubiquitin ligase cause loss of keratin 14 and human skin fragility. Journal of Investigative Dermatology, 137(5), S82.


James B. Emmett | Innovation, Inspiration... Atlas Unleashed!
James B. Emmett born in December 1985 is an American illustrator, painter and digital sequential artist. James was born in New York City, New York. A Communication Design major at Pratt Institute he studied illustration with instructors: Floyd Hughes, Lynne Foster, Rudy Gutierrez, and Veronica Lawlor.
In March 2010, James collaborated with writer Robert James Russell on Ex Occultus: Seal of Solomon which was published by Saint James Comics. This first initial story was a completely illustrated job as it involved penciling, inking, adding digital tone work, and even lettering the entire story. Ex Occultus follows the exploits of adventurer and fortune-hunter Francis Wakefield, the gruff and grizzled Englishman with a tortuous past.
Following the release of Ex Occultus, James started promoting his work at various conventions and met Mark Mazz, chief creative officer of AtlasUnleased at Stony Brook University's I-CON Science Fiction 29. This chance encounter lead James to be one of the illustrators for an upcoming science-fiction graphic album titled, 2112: Storyteller.
In April 2010, James co-created the online strip Brink with fellow Marvel Intern alumni, Daniel Erenberg. Brink is the story of Marty Theodore Roosevelt High School student, Marty Brown and his formerly super-heroic parents.
James is currently at work on another comic venture titled Spindle with Gordon Hurley, keep an eye on his twitter account for all updates.


text:
About Motown Junkies
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I Disagree!
Motown Junkies
~ because it's what's in the grooves that counts
29. The Miracles: "(You Can) Depend On Me" (second version)
Posted by The Nixon Administration in Smokey Robinson & the Miracles, Writing credit: Berry Gordy, Writing credit: Smokey Robinson
Tamla T 54028 (B)*, February 1960
B-side of Way Over There
(Written by Berry Gordy and Smokey Robinson)
The original version of this song had come out six months previously on the flip side of the Miracles' previous single, the hastily-withdrawn The Feeling Is So Fine. Robinson and Gordy both liked the song, and so it was dusted off, re-recorded and pressed into service as the B-side of the following single, Way Over There.
The first version wasn't really up to much – a pretty but straightforward doo-wop ballad, with Smokey hitting a bewildering series of high notes against a warm, fuzzy backing as the Miracles provided some of their most enveloping harmonies. This version is somehow even fuzzier, and the recording is again poor, once more suffering noticeable levels of distortion on high notes at the top of Smokey's range, which is unfortunately where he spends much of the song.
The new recording makes everything softer, lusher and more hypnotic; the liner notes to The Complete Motown Singles: Volume 1 describe it as "dreamlike", and that's partly apt, since it's almost a lullaby.
When the time came to release a Miracles album in June 1961, it was the first version (rather than this re-recording) that ended up being used on the LP, Hi, We're The Miracles. A shame, because this is better than the first version, but I still don't think there's actually very much song going on underneath all the harmonising and vocal pyrotechnics. Pretty, though.
* Confusingly, Way Over There was released with the same Tamla catalogue number as The Feeling Is So Fine, meaning that the two distinct versions of (You Can) Depend On Me appeared as B-sides to two different Miracles singles, but both versions share the same catalogue number. Supposedly, these (rather frequent) catalogue cock-ups were to do with the ad-hoc, disorganised nature of Motown's earliest days, and stopped once Barney Ales got involved and tidied up the marketing and inventory side of things – but it's hard to shake the feeling they might have been doing this solely to drive collectors crazy some fifty years later. You gits.
MOTOWN JUNKIES VERDICT
(I've had MY say, now it's your turn. Agree? Disagree? Leave a comment, or click the thumbs at the bottom there. Dissent is encouraged!)
COVERWATCH
Motown Junkies has reviewed other Motown versions of this song:
The Miracles (original recording) (September 1959)
You're reading Motown Junkies, an attempt to review every Motown A- and B-side ever released. Click on the "previous" and "next" buttons below to go back and forth through the catalogue, or visit the Master Index for a full list of reviews so far.
(Or maybe you're only interested in Smokey Robinson & The Miracles? Click for more.)
"Way Over There" Barrett Strong
"Yes, No, Maybe So"
3 thoughts on "29. The Miracles: "(You Can) Depend On Me" (second version)"
John Plant said:
I've been meaning to take issue with you on this song for some time. It's at least a 7 for me, because I think there's some substance to the prettiness. The three-against-two of the title lyrics perfectly exemplify the sensual longing which pervades so many great Smokey songs. The passionate ease with which the vocal rhythms articulate themselves culminates in a kind of epitome of desire as Smokey cries out 'I love you' at the fade. The song is beautifully – and, I think lovingly – put together. As for the words, nothing earth-shaking – but nothing clunky either, and it all sounds sincere to me. I also enjoy the Temptations' take on the song on The Temptations Sing Smokey…
Robb Klein said:
I agree. Our host just doesn't like old-fashioned ballads. To him, they are dated.
Damecia said:
Absolutely agree. This song is just a miss for me. It is too slow and seems to chug along. The chorus seems to come at the end because that's the only part of the song I remember. I suppose this was one of those back in the day making out in the backseat type of songs (lol).
Have Your Say (dissent is encouraged!) Cancel reply
This is Motown Junkies, an unofficial track by track history of Motown: in-depth analysis and discussion of both sides of every Motown single ever released between 1959 and 1988. Enjoy!
Index of all reviews to date
Lucky Dip (a random review)
Best Music & Entertainment Blog
Wales Blog Awards 2012
693. The Four Tops: "Just As Long As You Need Me"
692. The Four Tops: "Shake Me, Wake Me (When It's Over)"
691. Marvin Gaye: "When I Had Your Love"
690. Marvin Gaye: "One More Heartache"
689. The Isley Brothers: "There's No Love Left"
144man on 592. The Spinners: "I…
Robb Klein on 593. The Spinners: "Tomo…
Bill Hales on 593. The Spinners: "Tomo…
Bill Hales on 684. The Elgins: "Darlin…
Bill Hales on 612. The Marvelettes: "D…
Donald White on 666. The Marvelettes: "D…
144man on 544. Martha & the Vandella…
Don'tMessWithWill on 544. Martha & the Vandella…
Steve Eaton on 354. The Supremes: "When…
Steve Eaton on 101. The Marvelettes: "S…
592. The Spinners: "I'll Always Love You"
Motown Junkies presents
"Discovering Motown"
a Motown radio show
Hand-picked hits, harmonies and hard-hitting soul from the world's greatest record label, specially chosen by Motown historian and writer Steve Devereux. Whether you're new to Motown or a seasoned veteran, you'll find something good here
LATEST EPISODES:
Soul Source Forum Great discussion forum.
Don't Forget the Motor City Keith Hughes' indispensable guide to Motown recording and songwriting information
Seabear Studios LG Nilsson's Motown discography and collection of label scans
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Discovering Motown: our radio show Listen to old episodes here
Check out our radio show:
Discovering Motown
This is Motown Junkies, an unofficial guide to every Motown single ever released, or planned for release, on every US Motown label (or via Tamla Motown in the UK), featuring reviews of each A-side and B-side in chronological order. New reviews appear every couple of days.
Think of it as an unauthorised track-by-track companion to the magnificent The Complete Motown Singles CD box sets, and beyond, with marks out of ten.
I'm NOT Paul Nixon.
More info about the blog (and me) can be found here. If you want to leave a comment on any review, please feel free to do so - all feedback, corrections, disagreements and encouragements gratefully received. If you've something you'd rather not say in public, I can be contacted at fosse8 at gmail dot com.
(Oh, and if you arrived here looking for the Motown Junkies music group, they're nothing to do with me, I'm afraid - but they are very nice people, and they can be found at www.motownjunkies.com instead.)
You can jump straight to the full list of reviews so far in the Master Index, or browse by label instead.
If you're looking for something a bit more specific, you can click an artist's name in the "Artist" menu at the top of the screen to see a little biography and all the reviews we've done for them so far. Only people whose records I've already discussed appear there at the moment - more names will be added to the lists all the time as I work my way through Motown's history, so do keep checking back!
Alternatively, the front page displays excerpts from the most recent reviews, and on the right hand side of the screen you'll see a list of the most recent entries and also a sampling of the most popular entries from the last 48 hours, as well as the latest comments left by visitors.
Dive in, explore and have fun!
This is an unofficial site, and is not affiliated in any way with Universal Motown, Hip-O Select or any of the artists referred to in the blog.
Where indicated, label scan images appear by kind permission of Lars "LG" Nilsson (as originally prepared for the Complete Motown Singles series).
Digital images courtesy of Gordon Frewin are supplied for use at motownjunkies.co.uk by arrangement. All applicable rights reserved. No unauthorised republication is permitted.
Many label images were kindly provided by Robb Klein, together with invaluable historical research.
All text © Motown Junkies, 2009-19. All rights reserved.


text:
Эвауд Плетинкс (; родился 10 октября 2002) — бельгийский футболист, защитник клуба «Ауд-Хеверле Лёвен».

Клубная карьера
Выступал за молодёжные команды бельгийских клубов «Герардсберген», «Зоттегем» и «Веттерен». В 2012 году стал игроком футбольной академии клуба «Зюлте Варегем». 19 января 2019 года дебютировал в основном составе «Зюлте Варегем» в матче высшего дивизиона чемпионата Бельгии против «Антверпена».

Карьера в сборной
Выступал за сборные Бельгии до 17, до 18 и до 19 лет.

Примечания

Ссылки
 Профиль на официальном сайте «Зюлте Варегем»
 Профиль на сайте Королевской бельгийской футбольной ассоциации

Футболисты Бельгии
Игроки сборной Бельгии по футболу (до 21 года)
Игроки ФК «Зюлте Варегем»
Игроки ФК «Ауд-Хеверле Лёвен»

redpajama_set_name: RedPajamaWikipedia


Discover what tools Kitchen Safe is using!
Hi, my name is David Krippendorf and I am the founder and inventor of the Kitchen Safe.
In just a few short years, the Kitchen Safe went from an idea to being sold all over the world.
The Kitchen Safe is the world's first time-lock container featured on Shark Tank and designed to help people avoid junk food and other temptations. Simply place an item in the Kitchen Safe, close the lid, and set the timer. Once the timer is set, and the button is pressed, you're locked out!
The safe remains locked and cannot be opened until the timer reaches zero. There are no overrides or secret back-doors - once it's locked, it's locked! The timer can be set in one minute increments for up to 10 days.
I invented the Kitchen Safe for snacking on food. What we've found is more than half of our customers use it for other items: cell phones, cigarettes, alcohol, cash & credit cards, etc.
I had put on some extra pounds from snacking on junk food before dinner, and so I wanted something to help me enjoy the occasional dessert, without allowing me to snack throughout the day.
My first solution involved my wife Jenny hiding the junk food, but in the event of a strong craving, I could find anything.
After playing hide and seek with my cookies for a few years, the idea dawned on me. If I had a container with a timed locking mechanism to store my food, I would not be able to snack, and my Wife and I could stop with the hide and seek games.
So, I went about creating the concept of the Kitchen Safe. With the Kitchen Safe, I need only muster 10 seconds of will-power, to put items in the container, in order to avoid snacking for an entire week.
Also, 12.5 Million children are obese, resulting in medical conditions such as heart disease, type 2 diabetes, and strokes. Medical costs associated with obesity are estimated at $147Bn.
While I'm not a health expert or dietician, I know the Kitchen Safe can help others because it has helped me. Since I started using the Kitchen Safe, I have avoided the mid-day snaking and lost 5-10 pounds thus far.
Now that I know the Kitchen Safe is effective, it has become my mission to make this great tool available for others to benefit from as well.
I had this great idea, but lacked any experience or knowledge of how to develop a product or bring it to market. The idea sat there as a sketch for years, until one day I realized if I didn't commit to making it happen, I would look back and regret it.
I reached out to Ryan Tseng, a classmate with a background in design, and over the last 18+ months we worked together to develop the Kitchen Safe.
The secret is that no one knows how to start a company until they start a company. We all learn best by doing. So, if you want to start a company, then start a company!
We worked with a few US based firms that helped us design the product. The process took several months as we worked through several issues and found ways to improve the design.
For instance, we considered having an override, or allowing you to reset to zero. That sounds good in theory. However, anytime there was temptation, we would simply remove the batteries - thus a version with an override is no better than a container without a lock.
We then evaluated several factories and selected the best one. This involved flying to China, touring several factories, and getting bids.
Once we found a factory we liked, we started with a small test batch. The first batch had some issues, but overall was pretty good. We gave the factory feedback and they made improvements.
Even now, after producing thousands of units, we still give feedback and make improvements. We have adjusted the colors, the smoothness of the dial, and improved the display.
Building an online store is one of the many things required to launch a business. It takes a lot of time and effort, learning by doing through trial and error, and listening to feedback from customers.
Pick something easy to remember, easy to spell, easy to remember, and not easily confused with other companies.
We had heard too many stories where a company starts, then has to pay $50K or even $100K to buy their domain because another company owns it. So, before we committed on a name, we checked to see if the domain was free. We ended up buying a few options that we were considering.
We hired someone off craigslist to take photos of our product. It was done all within a small budget of $500 in less than a week.
We looked at several e-commerce websites to get best practices. Why reinvent the wheel? What pages did they have, what were their terms of service, etc. We then sketched it out and paid a developer to code it.
Shopify can then connect you with a programmer to build the site.
5. Turn it on and test it.
The best way to start is to start. What I mean by this is open for business. Our website wasn't anything special, but it got us going. Over time, we learned what worked well and what didn't.
We started with just pictures of the product. But by the end we had our current website - take a look at TheKitchenSafe.com.
It has pictures of people using it, shows some of the features, explains uses, answers common questions, and shows off the great press we received.
We made several improvements including a complete redesign.
A great product and customer experience is the best form of marketing.
Remember the last time stumbled upon a product so cool and different that you couldn't wait to tell others? That's viral marketing and it is the fastest and cheapest way to grow product sales.
A product that is fun, effective and simple to use and works well makes people happy.
They want to use the product. We receive emails all of the time from customers telling us how much they love the Kitchen Safe. They tell us about all the uses, how they've bought several more and tell all of their friends.
People love the look of iPhones and dislike some of the other phones out there.
Who wants to show off an ugly product?
Sometimes things don't go well. Items are lost or broken in the mail, the customer ordered the wrong version, etc. It happens. We decided to not outsource this to a call center in India, but instead handle each call or email ourselves.
Customers are impressed and we see them buy more and refer us to others.
We were fortunate to receive a lot of press as the Kitchen Safe is unique and interesting. It's been featured on Time Magazine, USA Today, Today Show, Good Morning America, Shark Tank and a host of others.
It's been called "brilliant", "life changing" and "a smart cookie jar". The key to great press is to be responsive. When someone from the press reaches out, we are happy to send them a free sample and answer any questions.
The Kitchen Safe is doing well. We have expanded internationally with distribution into Canada, Europe, and Asia.
We are in the process of developing a suite of related products.
The first being the kSafe PRO Smart Container that has increased functionality with a tracker and iPhone app. The kSafe Pro will allow people to unlock to connect activities and rewards that matter to them: Jog 5 miles and earn a snack, pay credit card and earn spending money, drive home and then can have a beer, etc..
Starting a company is an emotional roller coaster. Things go great one day, then terrible the next. Will the business flourish or crash? One day you find out you you'll be on a national TV show, the next day they call back to cancel. There were several times where we questioned if the business would be a financial success.
Knowing the product helps our customers live better lives, kept us going strong as we knew our work was important. Have passion and a higher purpose for your startup will not only increase your willingness to make it happen, but make the experience more enjoyable and fulfilling.
Once you have a decent product, the difference between success and failure is almost all about how hard you work, or the "hussle". There are so many ways to incrementally improve a business and grow revenues by 1%, 5%, or even 10%. When you compound each of these improvements, you end up with 50%, 100%, or 500% growth over time.
We learned early on that customers are more than happy to tell you what they want. They'll tell you what they like about the product and what they don't. In our case, we had customers telling us they wanted a larger size for iPads, and a smaller portable size for iPhones. So, we created each of these sizes and tested them.
Our sales more than doubled as a result.
However, you also need to listen to the numbers as sometimes something they want, they may not be willing to pay for. We had customers request we make a "pink" colored lid. We made it, and very few were sold and are discontinuing it. One of the great things about startups is you can listen to customers, test it, and then keep what works and move forward!
Amazon, Shopify, Shipstation are the main 3. We're a huge fan of these services as they work well together and are easy to manage.
I often listen to Business Radio by Wharton. They have several shows, and often feature entrepreneurs who speak frankly about how they started and grew their businesses.
Apple started with a couple of guys making the computers by hand (that's true, you can look it up). So, don't worry about every step, just start with Step #1, then once finished go to Step #2, and with hard work and luck, you'll build a great company!
Figure out what product you're going to sell, and make a prototype.
How much did you invest in the original design and pro-typing phases?


text:
The Frantz Round Barn is a historic building that was located near Grand Junction in rural Greene County, Iowa, United States. It was built by Beecher Lamb in 1911. The true round barn measured  in diameter. The barn was constructed in concrete block from Mid-Iowa Concrete of Grand Junction. It featured a  tall central silo that was  in diameter. The interior had a circular around the central silo on the first floor. The second floor had stalls for 12-14 horses, a circular, haymow, and granary. The barn was listed on the National Register of Historic Places since 1986. It has subsequently been torn down.

References

Infrastructure completed in 1911
Buildings and structures in Greene County, Iowa
Barns on the National Register of Historic Places in Iowa
Round barns in Iowa
National Register of Historic Places in Greene County, Iowa


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