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COMPLAIN ABOUT JAMES
Kanye West's New Album Contains Coded Message Saying Kardashians Are Holding Him Against His Will
By James J. Hamilton
Kanye West's new album The Life of Pablo reportedly contains a coded message saying that the Kardashian family is holding the Grammy-winning rapper against his will.
According to a story published yesterday in the Boston Globe, the newspaper's Spotlight investigative team recently received a package from a source identifying himself as "L. Odom." The package contained a complex cipher and the words "No More Parties In L.A.," which is the title of a song from The Life of Pablo, the seventh studio album by West, who married Kim Kardashian in 2014.
Globe journalist Mike Rezendes (who was portrayed by Mark Ruffalo in the Oscar-winning film Spotlight) spent days poring over the cipher while listening to "No More Parties In L.A." and eventually cracked the code. Rezendes reports that the song's lyrics contain a message from West which, when decoded, states: KARDASHIANS HOLDING ME AGAINST MY WILL SEND HELP I AM A GENIUS.
In the wake of this revelation, footage has surfaced from a 2015 red carpet event in which West can allegedly be seen repeatedly blinking "SOS" in Morse code.
The FBI issued a statement saying it is looking into the situation, and the Globe's Spotlight team said it intends to get to the bottom of this story, citing the possibility that there may be many more people besides West who have been held against their will or otherwise abused by the Kardashians.
Posted by James J. Hamilton at 11:20 AM
Labels: fake news, Kanye West, Kim Kardashian, Spotlight
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A Beer Cloaked in Secrecy. An ale whose mysterious and unusual palate will swirl across your tongue and ask more questions than it answers. A beer brewed clandestinely and given a name whose meaning is never revealed. Why #9? Why, indeed. A sort of dry, crisp, fruity, refreshing, not-quite pale ale. #9 is really impossible to describe because there's never been anything else quite like it. Fermented with our 150 year old strain of top-fermenting English yeast.


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In A Multi-Vector Trap: Who Will Guarantee The Security Of Ukraine?
By Oleg Gorbunov
In the end of September Ukraine raised an important issue during the UNO General Assembly – who will guarantee the security of non-nuclear states? Which is the point to strive for neutrality if it will result into vulnerability? In this respect "Politcom.ru" asked the experts the following question: how do you assess the possibility of the signing of an international treaty that would guarantee the security of Ukraine and other states, which refused of its nuclear potential and/or which are not included into international military blocks?
Vladimir Fesenko, Director of the Gorshenin Institute of the Problems of Management (Kiev):
Basically, it is possible, and for Ukraine it's really desirable (to increase the level of international security guarantees and territorial integrity of Ukraine). One thing is guarantees as a Memorandum, and the other – guarantees, stipulated in a full-value international treaty. But the development of the kind of treaty, especially within a multilateral format, demands thoroughness, taking several years as a rule. Today we are talking only about political declarations. If they will be followed by definite and systemic diplomatic actions, then we can also dwell on the prospect of this idea in practice.
Alexey Martynov, a historian, Center for Political Science and Technologies Analysis (Donetsk):
As historic practice and modern trends prove, they can sign any declarations, treaties and other documents on security guarantees, but in reality, everything in the world will be decided by the leading powers, first of all – nuclear ones. In this case, as the attempts of Yanukovich show, Ukraine can easily be a sort of initiator of such projects. However, this proves the weakness of international lines of Ukrainian state in this issue, the intention of Ukrainian authorities to use at least somehow its post-soviet nuclear-free status to enhance specific personal significance within the international arena. In general, the kind of initiatives can face international approval, especially in the west and if the kind of treaty is signed Ukraine will be promised charitably various guarantees, but in reality Ukraine will keep one fulfilling the function of the arena for geopolitical trainings and inner political ventures. In the modern world only a nuclear status or a unique status, as of Switzerland, can guarantee potential security. But Ukraine is not Switzerland, and the policy of demonstrative "multi-vector" or a unilateral "west-direction" will not give more respect to Ukraine either from the USA with the European Union, or from the Russian Federation.
Sergey Baranov, the Head of Information-Research Department of the Center of Social-Conservative Policy (Kiev):
It's unlikely, as it's not profitable for NATO and not that good for China and Russia. In the essence, this is a documental cofirmation of multipolarity, but for the states, following BRIC, i.e. weakening already developed main centers of multipolarity, contradicting to the USA.
Translated by EuroDialogue XXI from politclub.info

redpajama_set_name: RedPajamaCommonCrawl


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redpajama_set_name: RedPajamaGithub


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Cost For Raccoon Removal Services What will scare away raccoons? Repel® Granules, which is a dog and cat repellent, can be sprinkled around any area where the raccoons gather, be it roof, attic, trash area etc. Keep BBQ grills clean or stored in a secure place. When...
Raccoons are one of the few extinct species that have profited from the spread of humans. Despite the devastation of much of the creatures' natural habitat over the past few decades, populations in North America have skyrocketed. Raccoons are versatile enough to thrive successfully in suburban, urban, and rural settings. Raccoons scavenge for trash and pet food in residential areas while eating birds, insects, fruits, nuts, and seeds in woodlands. Some raccoons forage in areas where people live and then spend the day sleeping in the woods. Others live in buildings, both occupied and unoccupied.
Do raccoons kill cats? But while dogs may attack a raccoon, a cat will generally pretend to ignore coons, and try to be 'co-incidentally' elsewhere while the beast is around. Since raccoons usually ignore or avoid cats, the two species often get along fine by not getting along together at all. This does not mean that conflict may not arise.
Can humans get raccoon roundworm? The species commonly found in raccoons is Baylisascaris procyonis. When infective eggs of this roundworm are ingested by humans, Baylisascaris larvae hatch in the intestine and travel through the organs and muscles. Infected raccoons shed millions of eggs in their feces.
Anyone who has had a garden, cooler, or garbage can broken into by one of these animals knows that they have some of the most dexterous hands in all of nature. The first people to notice their unusual paws were Native Americans. The Powhatan phrase aroughcun, which means "animal that washes with its hands," is where the English word "raccoon" originates. Similar thinking went into the naming of the raccoon by the Aztecs. Mapachitli, which means "one who takes everything in its hands," was its given name. Mapache is now a Spanish word that means "raccoon."


My mom is my biggest supporter. Although she's not vegan, and doesn't always share my view on animals, she has always shown her support—whether it's going out of her way to make separate vegan dishes and desserts for me at family gatherings, or reading all my Facebook and blog posts.
But if you're vegan, you know that it's more than that. It's about refusing to be complicit in the horrifying abuse and mistreatment of animals for those fleeting moments of enjoyment. Just because we don't physically and directly harm the animals, it doesn't mean we're any less guilty than the slaughterhouse worker who does the dirty work for us.
Every time we pull out our credit card or cash, we're merely paying the hitman—even if our food looks nothing like the animal that was murdered by the time we pay ... whether it's a churro, ice cream, a hot dog or a steak.
Refusing to eat meat or animal byproducts is also about putting your money literally where your mouth is. It's using your money as your voice—leveraging your buying power to show that there is a demand for vegan food, and that people want ethical options.
So if I ate only half a churro, does that make me less guilty than if I were to eat a whole churro? Does that make me less guilty that maybe only one egg was used, versus two? No. A churro is a churro, and a life is a life. Male chicks were still ground up alive because they're of no use to the egg industry. It's not just about the unhatched chick that was used for a churro or a scrambled egg; it's also the horrific abuse in the factory farming industry, which includes sending millions of male chicks into grinders as soon as they're born.
If you don't draw the line somewhere, it becomes too easy to justify eating half a churro, one scoop of ice cream versus two, a bite of chicken or steak, etc. It's important to stand firmly with your decision once you've drawn the line--out of principle, out of compassion, and out of respect for the billions of animals who are forced into a life of misery, pain and suffering, trauma and violent deaths to satisfy our food cravings.
I am not saying that if you are transitioning or working toward a vegan/plant-based diet, that you must take an all-or-nothing approach. In such cases, I think it's a positive thing that you're even putting in the effort to adopt a plant-based diet by reducing your consumption of meat and animal byproducts.
I'm just saying that once you've made your decision to abstain from such foods, it's important to stick to your convictions. And if you believe that one life is just as important as thousands of lives, it's easier to maintain a clearly defined boundary when you're faced with situations in which the lines are blurred--like eating a half churro versus whole, or a bite of a steak versus a whole steak.
While some may see your refusal to eat certain foods as futile to saving an animal's life, you know that it means so much more. Standing your moral ground when it comes to your daily dietary choices may seem inconsequential to the casual observer, but it's a powerful act of defiance against the norms, and of maintaining that inner peace you found once you made the connection that all lives matter and became vegan for ethical reasons.


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UQ looks into recycling waste for wealth
Waste metals could provide up to 70 per cent of Australia's metal consumption each year.
Researchers from The University of Queensland are looking at an untapped vein of metals, potentially worth $2 billion a year, but it won't be found in a mine.
Dr Glen Corder, from UQ's Sustainable Minerals Institute (SMI), said a new research collaboration was looking at the logistics of generating wealth from waste by mining above-ground resources.
"The potential reward from recovering and recycling waste metals is significant, worth up to $2 billion a year to Australia," Dr Corder said.
Dr Corder, a Principal Research Fellow with SMI's Centre for Social Responsibility in Mining, said research at the centre and University of Technology Sydney had found there was five million tonnes of metals such as iron, aluminum and copper in landfills and discarded products.
"Those metals could provide up to 70 per cent of Australia's metal consumption each year," he said.
The Wealth from Waste research collaboration, launched today, is a three-year research project lead by the University of Technology, Sydney, with partners including the CSIRO, Monash University, Swinburne University of Technology and Yale University.
"The project aims to identify economically viable options for the recycling of metals from existing products in Australia," he said.
"Our team will be looking at the barriers and opportunities from such an approach."
For more details on the Wealth from Waste program visit www.csiro.au/Organisation-Structure/Flagships/Minerals-Down-Under-Flagship/mineral-futures/wealth-from-waste-cluster.aspx"
Media: Dr Glen Corder, 0401 994 948, or Andrew Dunne SMI Communications Manager, 0433 364 181.
ABOUT SMI & CSRM
SUSTAINABLE MINERALS INSTITUTE
The Sustainable Minerals Institute is made up of seven research centres whose disciplinary roots lie in people, environment and production. Established in 2001, the Institute's research covers all facets of mining from exploration to site rehabilitation. The Institute has approximately 350 staff including 100 postgraduate students. For more information go to www.smi.uq.edu.au
Centre for Social Responsibility in Mining
The Centre for Social Responsibility in Mining is committed to improving the social performance of the resources industry globally. Its focus is on the social, economic and political challenges that occur when change is brought about by resource extraction and development. Part of UQ's Sustainable Minerals Institute CSRM partners with the world's biggest resource companies, industry bodies and NGOs to improve their sustainability performance. For more information, please visit www.csrm.uq.edu.au
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Generative Change Management
Creating Positive Organisations and Flourishing People
by Penny Shapland-Chew
Generative Change Management by Penny Shapland-Chew gives insights and new ideas about how to lead and manage change. It is intended for leaders and managers in small to medium sized organisations.
This eBook explains how to undertake a strategic review and it suggests ways of avoiding the pitfalls of change management where business change is seen as a one-off effort to move an organisation from where it is to some fixed future state. It also considers the need for continuous change and how really listening can ensure you are alert to the adjustments and innovation that's needed. It is intended for leaders and mangers in small to medium sized organisations and offers them coaching questions which support good leadership and management.
It is about how to make sure that your organisation is the most successful it can be by listening to and working with the people and the systems upon whom it depends for its existence. It is about building a healthy organisation which can deliver high levels of performance over time. It is about how to manage change in a way which gets the best out of people because they feel settled, valued and motivated.
Penny Shapland-Chew is a coach, consultant and facilitator who works with change - in individuals, teams and organisations. She is a Fellow of the Institute of Leadership and Management, with wide-ranging experience over twenty years in the arts and creative industries. She has also been part of founding and growing several new organisations and has worked in the public sector. She has been involved in numerous change programmes and has developed expertise in the people and organisation aspects of leadership and management. Over the last ten years, she has been exploring personal and professional development in depth and aims to share her understanding of how to create successful and positive workplaces where people can flourish.
Why change?
The pace of change and implications
What to change?
Creating an organisation which is more than the sum of its parts
When to change: two different curves and a shock
Stages in an organisation's growth
Continuous change and periodic strategic review
Continuous change: Agile
Data which indicate you need to change
How to lead and manage: systems and processes versus soft skills
John Kotter's eight step process
Still Moving Approach to change leadership
Implementing Change
It's lonely at the top
About leadership and power
Involving and motivating everyone in the organisation
What you can do to manage stress caused by change in the organisation
More about listening to staff
What people want – diverse views and aspirations of different generations in the workplace
Baby Boomers (born between 1946 and 1964)
'Millennials' (born between 1981 and 2000)
What ideas do your staff have about the culture of your organisation?
Bringing about change through system leadership
What are system leaders?
Arnel Moran
Great guide and reference.
Penny Shapland-Chew
I really enjoyed reading it and the way that you have woven a meaningful thread through so many heavyweight reference materials is impressive – thank you for writing it.
Penny Shapland-Chew is a coach, consultant and facilitator who works with change - in individuals, teams and organisations. She is a Fellow of the Institute of Leadership and Management, with wide-ranging experience over twenty years in the arts and creative industries. She has also been part of founding and growing several new organisations and has worked in the public sector. She has been involved in numerous change programmes and has developed expertise in the people and organisation aspects of leadership and management. She includes the dynamics of whole systems as well as what is going on for individuals within those systems. She has been exploring personal and professional development in depth over the last ten years and aims to share her understanding of how to create successful and positive workplaces where people can flourish.


This Israeli film by Sameh Zoabi, an Arab Israeli, comes to us boasting a number of awards but that doesn't prepare us for the treat of this thoroughly enjoyable and unpretentious story. "Tel Aviv on Fire" is one of those gems––think "The Band's Visit" or "Tony Erdmann"––that grab and delight from the opening scene to the very end, with nary a slackening of rhythm.
Salam (Kais Nashif, a well-known Palestinian actor) works as coffee boy and general helper on the set of a highly-successful romantic series on Palestinian television, with the eponymous title "Tel Aviv on Fire," watched by Israelis and Palestinians alike who eagerly await each episode, vicariously living en famille every twist and turn of the stories and discussing them nonstop. Through a series of circumstances, Salam who is an underachiever and doesn't seem to have much future in anything becomes not only the main screenwriter but is goaded at the Ramallah checkpoint which he has to cross every day to go to work by an Israeli officer who is an admirer of the series and sees a chance to help write the script.
The film doesn't eschew the complications of the daily life of most Palestinians, including those who, like Salam, live in Israel but work in Ramallah, hub of the Palestinian Authority, but treats it with realism, which is unavoidable, and humor, which always helps. The pace, acting, excerpts from the purported series, the impossible car traffic between Palestinian territory and Israel, the living apart but together, all meld in a seamless whole.
"Tel Aviv on Fire' is pure joy—don't miss it.


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La Sala és una masia de Folgueroles (Osona) inclosa a l'Inventari del Patrimoni Arquitectònic de Catalunya.

Descripció
Es tracta d'una masia de tipus senyorial. És de planta gairebé quadrada i coberta a quatre vessants. Per la part de llevant s'uneix a la masoveria. La façana està situada a migdia presenta dos portals rectangulars a la planta un dels quals es sobreposa a un antic arc rebaixat, al primer pis s'hi obren balcons i al segon badius. A la part de ponent s'hi distribueix diverses finestres i una galeria inscrita dins d'un arc de mig punt a nivell del primer pis. El mur nord dona al carrer conegut per la rambla, i a nivell de planta hi ha petites obertures amb reixes de ferro forjat i amb arcades a l'interior. A la part de ponent, hi ha un portal que tanca la lliça i els jardins, el qual llueix l'escut d'armes de la casa i presenta unes decoracions amb boles de pedra, decoracions herrerianes que també trobem a l'església parroquial. Construïda amb lleves de pedra unides amb morter de calç i alguns sectors arrebossats al damunt. Els elements de ressalt són de pedra picada i badius de totxo.

La masia, és avui convertida en masoveria d'una casa senyorial. De planta rectangular, coberta a dues vessants i amb el carener perpendicular a la façana orientada a migdia. Consta de planta baixa, pis i golfes. Presenta un portal rectangular i dues finestres a la planta baixa, una finestra i dos balcons al pis i una finestra a les golfes. Al mur de llevant s'adossa una cabana coberta a dues vessants, la de llevant més prolongada. El portal és d'arc de mig punt i l'extrem de llevant dona l'aparença de ser un afegitó. A ponent s'adossa un ampli casal senyorial. Davant la casa hi ha un espai enjardinat i una lliça, amb un portal d'accés a llevant i un altre a ponent. És construïda amb lleves de pedra unida amb morter de fang. Les obertures són de pedra ben treballada.

Història
La primera notícia que hi ha de la casa data del 2 d'agost de 1227 en què el prior de Santa Maria de Ripoll en fa donació a favor de Guillem de Girona. L'any 1247 es referma l'establiment amb l'obligació de conservar les tines de vi i les sitges de blat. Fou segurament una de les masies que quedà deshabitada amb la pesta negra, ja que el 1435 el monestir de Ripoll en feia nova donació a Marc Sala. Un successor seu, en Josep Sala, fou nomenat capità d'infanteria de la vagaria de Vic l'any 1667 i distingit amb el títol de ciutadà honrat de Barcelona. La família Sala meresqué una condecoració de Felip per bé d'unir-se a la causa dels botiflers. Francesc Sala i Prats fou nomenat cavaller del Principat de Catalunya per Ferran VI l'any 1794 i fou privilegiat amb l'escut d'armes. Al  s'entroncaren amb la família Bru i passaren a anomenar-se Bru de Sala. Com moltes masies benestants de la comarca, la Sala fou ampliada i reformada. Es va crear un habitatge pels amos i l'altre per als masovers, estructura que encara avui manté. Fins a la guerra de 1936 la masia estava envoltada per un ampli mur que abastava gran part de l'actual plaça Verdaguer.

Referències

Patrimoni monumental de Folgueroles
Masies de Folgueroles

redpajama_set_name: RedPajamaWikipedia


The Hindre™ is a person whose purpose is to keep you down, drain your confidence, stunt your growth, hold you back, and prevent you from moving forward. They will hinder you from realizing your potential and living up to your expectations. They are stationed in households and organizations to thwart progress and stymie success by discouraging siblings and offspring from achieving their dreams. The Hindre™ will disillusion people who have the ability and talent to make a positive difference. (The illustration of the Hindre™ is provided by United Press syndicated cartoonist Charles Boyce, creator of "Compu-toon").
We encounter this nemesis of negativity at various stages of our lives. This individual is responsible for creating a hostile environment of exclusion that says we are not invited, we are not good enough and we are not wanted. The Hindre™ are in businesses and other organizations prepared to sabotage individuals viewed as a threat. They are active when difference enters an organization, so that the status quo is maintained. They are people who place fear in your heart by making you believe you are inadequate and do not have the skills to succeed, unless given special accommodations.
A first encounter with the Hindre™ is during your youth. Exposure is at school or in the home. They may lash out against you in the form of a bully, to hurt your feelings. The experience may have left you angry, embarrassed or ashamed. As you grow in age and maturity they show up in school, relationships, family, and activities and on the job. They are sometimes subtle or bold, undercover or out in the open, covert or overt in their actions. However, they may seem to support you, while discouraging you from taking a risk and disparaging you behind your back to diminish what others think of you.
The Hindre™ show up when people and ideas are the weakest and most vulnerable. In school when you are forming your dreams and goals for the future, they bring their brand of sarcasm, laughter, cynicism and ridicule to shake your confidence, break your spirit and damage self-esteem.
At work they appear in many forms. They may seem harmless, objective and well meaning. But they use their credibility to tear down your ideas and cast suspicion and doubt on your performance. If you are highly regarded, they may use language behind your back such as, "you would think with their education and experience they would know better or perform at a higher rate." These secret attacks are pervasive, persuasive and slowly reduce your standings in the eyes of peers and supervisors.
Talent will bring the Hindre™ to the surface. Talent activates their discouragement mechanism to hinder high performance. If you are silent and under performing they are dormant and content. But when you flex your creative muscles and express your skills, abilities and talent, they are pressed into action.
In business the Hindre™ lurks in the hallways, meeting rooms and work stations. They are dormant until someone threatens the status quo with new ideas, especially if these new ideas come from the wrong people. The Hindre™ always looks for reasons why ideas will not work and how the ideas of others may work better. They allegedly have the interests of business at heart, when they shift focus and direct their critique to the flaws in your perspectives.
The Hindre™ is sometimes driven by unconscious and conscious biases and prejudices. They restrict access to employment opportunities, neighborhoods, certain groups, membership to exclusive clubs for women and resources to complete a project or proposal.
The work of the Hindre™ has cost companies and countries billions of dollars annually in lost engagement and productivity, revenue and innovation. New ideas are suppressed. People are not fulfilled. Opportunities are passed or missed as the company is deprived of the full richness of its talent pool. On a larger scale entire neighborhoods and countries are deprived of entrepreneurs, leaders and positive role models. The Hindre™ is the ultimate Devil's Advocate, running unrestrained throughout our lives.
In meetings they shadow your comments. They come to life when their target begins to speak. When others speak they are relatively quiet, but when you talk, they are on the edge of their seats, ready to launch a counter offensive to pounce on your ideas. Many times, they will submarine your ideas as irrelevant and inappropriate, only to repackage as their own at a later date. Therefore, you should keep track of your ideas, so that when they resurface you can claim credit for them.
When you are aware of the existence of the Hindre™, they are very predictable. Your mindset will to prepare excessively to ensure that your comments are well thought out, yet open for constructive challenge. You can use the presence of the Hindre™ to make you stronger.
The Hindre™ is known for discrediting groups of people and diminishing their accomplishments by saying that they are in over their head, they only got here through a special program and alluding that they may not be qualified.
In Talent Management and succession planning meetings the Hindre™ is present. They shoot down candidates with little objective information, but with a plethora of subjective innuendos. They have done their homework and will twist the facts or limit the admission of positive information that could benefit talent to the organization. The Hindre™ want to restrict your movement and limit and deny access to people, assignments and information that will make you successful.
We must develop the vision to spot them in a crowd and to know that they exist even though we are not sure of their location. Being hidden may give them power if they can catch you by surprise. Sometimes exposure and the knowledge that you know who they are can rob them of their strength. You can develop techniques to question their comments or answer them in a thoughtful intelligent manner. When you are skilled you can cast doubt on their motives, which can be risky, without the audience support. If rendered ineffective, they may go away, go underground and try to discourage others or think of an alternative way to stunt your development.
You must build confidence and surround yourself with people who are supportive, mentors, coaches, true friends and trusted allies. If you do not place this fundamental fortress of protection in place, they will cause you to doubt yourself, especially if no one is coming to your assistance. You must develop effective allies who have your back and will alert you to attacks from unsuspected Hindre™. Occasionally, someone may ask two questions which you should take seriously.
How well do you know a particular person?
What does this person have against you?
This may be a warning advising you to be careful around a particular person. Listen carefully to these comments as they are trying to tell you something significant about the Hindre™ in your midst.
Not every critical person or critique is from a Hindre™. You must subject the comments to a qualifying test. If they are instructive and productive, you would accept them. If their comments mean well and will make you better, you should welcome them. Try to determine the intent and motives of the person, the value and benefits of the comments and the potential consequences of action and inaction.
The Hindre™ may be powerful. We need to resist, but we may not be strong enough individually to withstand their fury. We need advocates and allies to jump to our defense. We need to cultivate teams of believers who will stand next to us when we are challenged inappropriately.
The Hindre™ is active, damaging dreams, poisoning relationships, restricting productivity and stifling the growth of communities, countries and continents. The Hindre™ undermine the joy we could experience without the persistent nay saying, negative nemesis that seeks to deprive us of our greatness. We must be aware of their existence, their presence in our environment and their mission to undermine our effectiveness. They are among the secret forces of inclusion in our environment. Therefore, we must develop tools to nullify their impact and cultivate allies to support us and fortify our positions.
Do you want to create the right climate for your employees? Worker satisfaction and operational objectives are influenced by the culture in the workplace. Do you feel your employees are your most important asset? If they feel valued, employees will increase their level of engagement and tap into their discretionary effort to increase productivity. Leaders may have good intentions around workplace climate and culture. However, leadership success may be compromised by factors they may not have considered, such as, unconscious bias and micro-inequities.
Leaders may blunt their effectiveness by shutting out people and creating walls that block the contributions of individuals and groups within their teams. Unconscious bias and micro-inequities may cast a negative cloud over their culture, work environment and work life balance/effectiveness. The Know System™ (TKS™) will help you ask key questions to gather information to solve problems and make decisions. TKS™ is a philosophy to help you develop a strategy to address barriers to success. Leaders, who create a safe environment, are in position to discover and capitalize on the potential in their talent pool.
The subconscious mind takes in over 11 million bits of information per second. The conscious mind is only aware of about 40 bits of information per second. Therefore, 99.99% of our thinking is at the subconscious level. The mind uses bias to help us process the sheer volume of information it has to handle. It makes shortcuts to a new in processing the data quickly, but sometimes speed causes it to make mistakes. Additionally, the mind uses past experiences and other bits of information to fill in the gaps where there is missing data. This automatic processing can give rise to misinformation, invalid conclusions and inappropriate decisions.
Tesia T. Marshik, Ph.D, Associate Professor of Psychology, University of Wisconsin – La Crosse, in her lecture, Unconscious Bias and the Mind: Challenging the way we think about thinking1 (available on YouTube), mentions four distinct attributes related to our biases.
We know that biases are thoughts, ideas or beliefs that cause us to prejudge an individual or group. Sondra Thiederman, PhD, in her book 7 steps for Defeating Bias in the Workplace2, defines bias as an inflexible belief about a particular kinship group. She also says that biases are attitudes not behaviors. When biases are negative, they can cause us to unfairly interact with the target of our bias.
Unconscious bias by definition is bias that is outside of a leader's awareness. It can undermine the corporate culture and create tension that works against goals and objectives. Therefore, a strategy must be instituted. It must contain a system that minimizes harmful effects on the current culture. This strategy should address unconscious bias and micro-inequities.
Joseph Greeny, et al, in the book Crucial Conversations3 describes the relationship between our thoughts and actions. Initially, we see, hear or experience something which causes us to create a story around it. This story creates feelings that in turn are converted into actions. Unconscious bias affects the stories that we tell ourselves, which ultimately affect our behavior.
There is a large body of evidence to validate the existence, prevalence and effects of unconscious bias. Individuals involved in the studies would have categorically denied that they were biased, yet data conflicts with their impressions. These results may explain why women, people of color, those with age differences and disabilities may be at a disadvantage in some companies.
Micro-inequities are the negative micro messages that we communicate to others. They represent the manifestation of unconscious bias. Our conditioning, experiences and advertisements are embedded in our subconscious mind. Our actions are the fruit of our innermost thoughts and feelings.
Micro-inequities was coined by Dr. Mary Rowe8 in the 1970's to explain behaviors identified while working with female and minority students at the Massachusetts Institute of Technology. Dr. Rowe was an ombudsman who noticed many complaints from students that did not fall under the classic definition of discrimination. She discovered a pattern of behavior of subtle slights which could be verbal or non verbal. The cumulative effect of these devaluing messages affected the student's self esteem and self confidence. The actions of others made them feel unimportant, devalued and irrelevant. Micro-inequities is an apt description of their encounters.
Always rushing when certain people want to speak to themUnconscious bias and micro-inequities must be identified and minimized. Systems must be put in place and a language instituted to build commitment and accountability. Unconscious bias and micro-inequities may be addressed using The Know System™.
The Know System™13 is a technique to assist in developing a customized or standard standards method of addressing these issues. Organizations are implementing programs to address unconscious bias and micro-inequities. The Know System™ is a decision-making, problem solving model that can assist individuals and institutions in addressing unconscious bias and micro – inequities. The model can contribute to individual, team and organizational strategies to improve culture. It will allow them to use their creativity to tailor a training program that fits their needs.
The Know System™ is an intuitive methodology for gathering crucial information. It can help you create a mind map for data collection for analysis and implementation. Companies can use the creativity of their leaders and other employees to customize programs to address these issues at a local or national level. An opening exercise will familiarize everyone with the decision-making platform.
Use your imagination and include 4, 3 and 2 letter words, which may include a few colloquialismsThe words identified may include the following: Won, Know, Now, No, On, Own, Ow (pain), Wok, Ok, Wonk, KO (Knock Out), Wo (slow down). It is not necessary to use all of the words, but only those pertinent to your situation. Only use the words you feel are related to address the unconscious bias and micro-inequities in your culture.
Write each word at the top of its own page or column and answer the relevant questions. You may review The Know System™ diagram for assistance.
The Know System™ will have a positive influence on individual reflections and group conversations and discussions. Once you have selected the words, start thinking of how they apply to your situations. I will give you a few examples to get you started.
The first thing you may want to do is to select the word Won. This represents your vision, goal or objective. You want to determine what success or excellence looks like to you? Write this down to guide your thinking.
What do you know and what do you need to know about your organization and employees? What you need to know may be in areas crucial to maximizing our relationship with our employees. The next step is to apply Who, What, Where, When and Why.
What is the current state of the organization? Describe the climate as seen through the eyes of your employees. How is the client?
It is critical to establish priorities and to maintain focus by removing or deflecting assignments that detract from your objective. Employees need to know what is important, so that they can maintain their vigilance on the matters that are truly necessary to achieve your vision and your goals.
Sometimes you have to stir things up a bit. Just because something is always been that way, does not mean that it always has to be done that way. There are instances when the status quo must be revised. There may be a need to disrupt the traditional way of doing things in favor of something better.
The Know System™ can be applied to strategy development, problem solving and decision-making. This also pertains to unconscious bias and micro-inequities. Additional information can be found in my books The Isle of Knowledge14 and Unlock Your Leadership Greatness15.
Tesia T. Marshik, Unconscious Bias and the Mind: Challenging the way we think about thinking lecture at Learning Technologies Conference, 2016 (available on YouTube).
Sondra Thiederman, PhD, 7 Steps for Defeating Bias in the Workplace (Chicago, IL: Dearborn Trade Publishing, A Kaplan Professional Company, 2003).
Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler, Crucial Conversation (New York, New York: McGraw-Hill, 2002).
Cecilia Rouse & Claudia Goldin, Blind Auditions Key to Hiring Musicians, American Economic Review, September – November, 2000.
Marianne Bertran & Sendhil Mullainathan, Employers' Replies to Racial Names, National Bureau of Economic Research, 2004.
Malcolm Gladwell, Blink, (New York, New York: Little, Brown and Company, 2005).
Mahzarin R. Banaji & Anthony G. Greenwald, Blind Spot (New York, New York: Delacorte Press, 2013).
Mary Rowe, "Barriers to Equality, the Power of Subtle Discrimination to Maintain Unequal Opportunity," 1990.
Brigid Moynahan, Go Ahead: Sweat the Small Stuff, The Conference Board, 2005.
Stephen Young, Micro Messaging (New York, New York: McGraw-Hill, 2007).
Janet Crenshaw Smith, 58 little things that have a Big impact – What's Your MicroTrigger™? (Rockville, Md: Ivy Planning Group, LLC, 2006).
Orlando Ceaser, The Isle of Knowledge (Belleville, Ontario, Canada: Guardian Books, 2009).
Orlando Ceaser, Unlock Your Leadership Greatness (Chicago, IL: Watchwell Communications, Inc., 2014).
Loyalty – To be or not to be?
Loyalty is an awkward discussion topic within organizations. The relationship with our jobs is complicated. Layoffs, reorganizations, mergers and acquisitions, plant/store closings, and outsourcing jobs overseas have a negative impact on employers/employee relations and more row. Managers in some organizations think, "Why should I be loyal to my employees, after all this is business." Company survival trumps loyalty is their current mindset. Employees wonder if they should stick around.
Additionally, employees who were loyal to their companies find themselves out of work and feel betrayed and used by their former employers.
Loyalty is an intriguing concept. We know what it is and the circumstances where it should be exercised. It is emotional and enhances the value of a relationship. Relationships have expectations. If these expectations are not met or are threatened, loyalty is affected. When loyalty is coerced or forced, people will stay on the job until the right opportunity arrives to ease their conscience as they leave the organization.
We are loyal when someone or something is worthy of our trust. However, when there is a breach of trust, loyalty is retracted.
Loyalty must be discussed in the context of equality and reciprocity. After all, reciprocity is a part of the transactional currency of loyalty. The company is providing something to the individual and the individual performs the work commensurate with the salary and the environment. Loyalty involves fairness and keeping your promises. The employee's level of engagement reflects their level of appreciation for the services rendered. If the employee is treated fairly, allegedly, they will work hard, speak highly and positively about the company and remain a part of the organization. Loyalty is given as long as both parties fulfill their part of the obligation.
A leader who is loyal to their people may fight hard to justify retaining good people at the expense of others. An organization/leader that has a reputation of doing everything to minimize layoffs and retain employees can influence the number of loyal employees who choose to stay and speak highly of the company. Some companies may take less profit, in the short term, and minimize turnover in their organization.
What do you do to develop loyalty within your people? Some may argue that loyalty is not something that you develop, but like trust, is something that is earned. What steps can you implement that will save your business and earn loyalty from your employees? Do you show that you truly value their contributions? Do you adopt strategies that protect your people during the hard times until profit improves? Do you honor your promises and meet their expectations? Discuss the big picture to keep employees apprised of company challenges and performance, where appropriate.
Organizations will frequently make decisions and state that they were made in the best interests of the company. Budgets are cut; people are reassigned or displaced in order to improve the bottom line. Some leaders will not search for an alternative view that would spare jobs and careers. Leadership will quickly reduce headcount. This plants the seeds of defection, as people realize they are only a number, a statistic, headcount and a line item on a budget.
A selfish organization risk creating a selfish, culture where people stay or jump based on their individual needs being met. Therefore, everyone is treated as expendable. People respond by acting as mercenaries or hired guns. This removes the stability that people like to experience.
If a company reduces staff, so they can bring them back later, employees become stressed. They are constantly performing emotional gymnastics in a toxic environment. Conversely, if the company goes out of its way to inform and retain people and they know it, they may go out of their way to stay or deliver higher levels of engagement, retention and overall performance, to protect the company and their jobs.
Loyalty used to be defined in the context of fidelity, as it related to staying with an organization long-term. However, there've been countless instances where people passed up job offers from other organizations, only to be terminated by their own company. Individuals are angry at themselves for being loyal to a company and then the company does not show the same kind of loyalty to them. When did these stories circulate around an organization, people vow to never let that happen to them if they can help it.
What kind of mindset should you have in today's precarious job market? Should you keep your head down and not worry and everything will be alright and work itself out? Should you be open-minded to the flirtations from other companies promising a better deal? Should you put the word out that you are interested and seeking a different long term relationship? When people approach work with the mindset of the, "it's just a job," loyalty can be compromised.
Some people strategically interview internally and externally to keep their interviewing skills sharp. Their rationale is that it keeps them sharp for jobs inside and outside of the company. Other employees interview for ego and the self worth to see if they still have the skills desired by another organization. Others want to test their market value to benchmark for raises.
People are hired who have demonstrated the propensity to jump frequently from job to job. Their track record is firmly stated on the resume. They are hired hands or have a mercenary mentality. They have an unspoken understanding with management that they are there to fulfill an assignment or until they can't get something better. This may ultimately become a disadvantage.
I was impressed by a young man who fits the above the description. We met between sales calls and he asked if my company was hiring? He was very impressive; He went on to say that he was always looking for a better job. He made a very elaborate presentation of his thought process of always looking out for something better. As a hiring manager, I pondered the risk of recommending or hiring someone like him who was always looking to leave for greener pastures. Loyalty with him would be misplaced and could be detrimental to the survival of the new organization.
Loyalty is a learned trait. It is generally observed and imitated. Individuals learn from an environment where loyalty is practiced. They learn the components and the guiding principles and foundation regarding its use. Both parties in the employer/employee relationship are evaluating the value of the arrangement. Both groups are under enormous pressure to behave in a manner that is considerate of each other.
If a company lays off employees as a last resort, it may be the nature of the business that is the business required it. Employees may not like it, but ultimately will understand.
If an employee receives an outstanding offer from another company that could benefit them and their families, it may be the right decision to take the job. In some industries, it is the nature of the business to change jobs frequently to build a resume of different experiences. In each situation, the ideal objective is to be respectful of each other and perform in the best interests of all parties involved.
Loyalty also mandates that you honor your decisions, whether they are to work for the company, leave the company, hire or release employees; act in a manner that shows you are respectful and deliver the best you can in the relationship. You can always show loyalty by working as hard as you can, as long as you are on the job. An organization may have to reduce staff, as a last option to remain viable as a company. An individual may be faced with the tough decision to leave a job that has good to them; in today's turbulent times we should respond to these difficult situations with dignity and respect in all roles and for all employees. Loyalty must continue to be an important value for us. However, loyalty is strained and tested; we must combine it with trust to build stronger organizations and relationships that benefits all participants.
An interview is an excellent opportunity to blow your own horn, trumpet individual performance and brag about your accomplishments in a politically correct environment. However, in our team oriented culture, we sometimes forget that individual accomplishment is important. Frequently in an interview, candidates answer questions highlighting team accomplishments. They falsely believe the interview is a place only to celebrate team achievement. After all, we are constantly immersed in the value of effectively utilizing teams to reach corporate objectives. It seems only logical to use team vernacular in the interview to respond to the behaviorally based interview questions.
Candidates may fail to realize, that it is difficult for the interviewer, especially one who lacks a lot of interview experience, to extract an individual's role in team centered answers. Therefore it is incumbent upon you as a candidate to isolate and itemize your contributions to the overall success of the team. The interview therefore, becomes a safe place for you to clarify and celebrate your individual accomplishments.
As a member of the team, you are expected to use team specific language while working on the job. We know it is important for you to coordinate your activities and collaborate with others to achieve a synergistic effect. But in the midst of daily activities, it is important for you to keep a record of your unique input to the overall project. This may involve questions asked, suggestions made and challenges delivered to accepted practices or ideas. In a team oriented department / organization, it is sometimes difficult to separate individual results from team performance. However, a strategic approach is necessary to isolate and itemize your contributions, as you climb the corporate ladder or interview for a job in another organization.
You must develop a "We / I" mentality. State that "We achieved a certain result and I was able to contribute in this achievement;" Then specifically itemize your contributions. The "We / I" based orientation is hard to do at first, but with practice and training, it will become a natural part of your conversation. The conversation that helps you develop an up-to-date resume, examples to be used in an interview and information necessary to grow your skills and abilities. It is critical to have an accurate perception of your strengths and weaknesses, so that you will know where they need to be enhanced. If you know your strengths, competencies, abilities, skills and talents, you can utilize them to effectively and accurately assess results and explain your actions.
The objective of "We / I" is not to put yourself in competition with your team members. It is not an opportunity to tell how you are more important to the team than your teammates. Part of the success of the team is the collective contributions of each member and the synergy created to get results. The idea of working in order to get credit for your actions can be counterproductive to the smooth working of the group. I believe the old adage that states," consider the amount of work that can be done if we didn't worry about who got credit for the results." It is important in a team setting for everyone to work for the betterment and efficiency of the team to succeed as a unit.
Many organizations will tout the value of their teams. Some of these organizations will design their incentive programs to reward team performance. However, they will also assess individual performance. They will breakout or itemize individual performance through concentrating on particular behaviors. Recognizing these individual behaviors and distinctions are important when deciding career growth, promotions and succession planning.
Do not want the interview to incur the extra effort required to probe for individual contributions. You should provide concrete examples of your ideas; strategies and challenges that helped the team become better. You do not want to make it difficult for them to determine if you were an active member of the team or a member hiding behind the team's reputation with very few ideas of your own. Interviewers look for the leadership role played in achieving results, rather than someone who just served as a follower or implementer of the ideas of others.
Candidates are frustrated by a perceived inconsistency between a team oriented culture and individualistic specific questions in an interview. When they receive the feedback that they did not specifically itemize their contributions to the team, they are confused. They feel as if the organization is sending mixed messages. Therefore, organizations need to clarify and ask people working in a team environment to track their individual contributions to the team and the reasons behind the request. We can compare this to team performances in other areas of our lives, whether in the field of athletics, academia, music or community activities. Success may be measured by the overall group achieving a goal, but there may be individual statistics, ideas, questions or actions that help the group reach its objectives.
If you're working in a group where team performance is paramount, undoubtedly you are constantly thinking about achieving team objectives. These thoughts about achieving objectives will lead to actions that will inspire, challenge or push the team toward success, however it is measured. There will come a time when this project, job or assignment is over and you decide to move on to a different role. When you arrive at the different role, at some point in the interview, they will want to know the success of your team and your role in helping that team excel. The more clarity they can gain around your contributions, the better they will be able to determine if you are a person they need to fill the vacant position. Protect your career, assess your contributions and establish a system to itemize your contributions to the overall success of your group, team, Department or organization. This will lead to better interviews and pave the way for a successful career through clearly stating the scope of your performance.
Have you discovered that you were an extra in a job interview, when you thought you were auditioning for the lead role? Usually, you do not find out about this reality, but if it is discovered, how do you handle the knowledge? Allow me to use the movie metaphor throughout this article to make a few points that will hopefully be of benefit to you.
When interviewing internal candidates within an organization, there is usually a preferred candidate. This person is the odds on favorite, a person who it is their job to lose, who will get the job unless they are an embarrassment and fall on their face during the interview. Don't be naïve going to the interview thinking that this is not a reality. What can you do to shift the odds in your favor or set yourself up or your next career move?
Secondly, even when interviews involve candidates from outside the organization, judging by recommendations, review of resumes, and telephone screening, there are still candidates who on paper, the interviewer may feel have an edge. What should be your mindset going into the interview? You should assume that you are interviewing against a pool of talented individuals and securing the job will require your best performance. You cannot be distracted by the competitive field of talent. You should feel thankful for the chance to show the world why you are the person for the job and did deliver a powerful, mind altering performance.
Prepare yourself for a courageously effective interview, as if you were competing against the most potent candidates in the universe. You must know yourself thoroughly and be ready to present your credentials in the most authentic, persuasive and powerful means possible. Your focus should be on delivering the best audition, reflective of your skills and abilities, to perform the job at a very high level. Your research into the organization should enable you to craft a strategic vision of how you could do the job better than anyone else. You should visualize yourself in the job, performing the job and achieving beyond managerial and company expectations.
It is company policy in many organizations to post a job, even when a person has been identified to fill the position. This may seem like a sham, but it does provide an opportunity for other people to audition for the vacancy. It may feel as if you are going through the motions and it may feel unfair, but it provides an opportunity that would not be there without the Human Resource Department (HR) involvement.
I have been on both sides of the situation. I have had people who were targeted for a specific role as a part of their professional development. When the role became available, I wanted to immediately put them in the job, however I was told by HR that the job needed to be posted and others given the opportunity to pursue the position. In other words, the people had to earn the position. HR wanted people throughout the organization to have a chance to pursue available and appropriate positions. Otherwise, people would leave jobs and be replaced based on favoritism and preferential treatment. It was better for the organization and the rationale made sense to me. However, it was incumbent upon the interviewers to be open-minded. This was a challenge and everyone had to be held accountable, which required challenging the judgment of everyone involved in order to arrive at a fair and equitable decision. There were instances where initial feelings were changed, based on the skills and abilities of a better candidate.
I have experience interviewing for a job when I knew I was a part of a crowd scene. I was an extra, to allegedly give credibility to the interviewing process. I did not want the job, but I was encouraged to interview for the job because it would be beneficial for my career. Interviewing for a job requires preparation time, which I did not want to spend because I wanted a different position. I did not want to deliver a poor interview because it would take me out of consideration for the job I really wanted. The feedback I received, after I did not get the job, was they could tell that my heart was not in the interview. I thought that was amazing, since I told them in the beginning that I did not want to interview for the position. My presence in the interview, gave credibility to the person and the interview process. It also showed my willingness to be a team player.
Initially, I felt they could have given the job to the individual without putting me through the process of preparing and executing multiple interviews. Serving as an interview extra however, ultimately worked in my favor. He was an amazing candidate and ultimately I got the assignment I wanted.
How should you perform when you suspect that you are an extra in the interviewing process? Should you follow through with the interview? Should you complain to those interviewing about your suspicions? Should you withdraw your name from consideration because you view it as a waste of time?
Your stellar performance could set you up for a recommendation from the interviewers for an even better positionThe moral of the interview process is that even though you may knowingly or unknowingly be an extra in the interview process, it is a golden opportunity to network and showcase your talents. It can be the move that can set you up for an even greater job, building relationships, advocates and individuals anxious to recommend you and potentially bring you onto their team.
Overqualified! Is this a real concern or a convenient excuse?
Many companies do not give interview feedback to external candidates? But, when feedback is delivered, many of the applicants will hear these dreaded words, "You are an excellent candidate, but I am afraid you are overqualified for the position." These words, intended to placate the candidate, often leave them frustrated and disillusioned.
There are a tremendous number of talented people in search of a new job. In many instances they are willing to work in jobs that are below their educational level, income history or experience. They want to work. They want to take care of their families, pay their bills and be productive contributors to society.
There are two attitudes about people that come into play in workplace scenarios. First, everybody likes to get added value, purchase something on sale or receive a bonus and a gift that is unexpected. They want to consider themselves lucky. This also applies to personal relationships. If a potential mate is interested in them and they are more attractive, with assets beyond their imagination, they consider themselves very fortunate. They are ecstatic when they gain something that exceeds their needs and expectations.
Second, no one likes to be tricked, used, manipulated, taken advantage of, fooled or exploited. If they hire someone and before they can give them a satisfactory return on investment, they leave the organization, people are left feeling they wasted their time and resources. If people invest time in a relationship and it is severed prematurely, they are disappointed and possibly angry.
Both of these philosophical dynamics come into play when companies are interviewing to fill vacant positions.
There are facts that are known prior to the interview. Interviewers know whether or not a person's qualifications match the needs of their assignment. If the person is overqualified, they know it before the interview. If being overqualified is a knockout factor for the assignment, the person should not be invited to the interview. It is wasting their time and company time. If they are brought to the interview, the assumption is that the organization is open-minded to consider them as a temporary or permanent fit for the job.
If they are invited to the interview and rejected, here are some of the potential real concerns and convenient excuses.
They told the interviewer, in so many words, they would leave the company if something else became available With real concerns, interviewers have serious doubts about the person's interest in the assignment. The organization knows, they are only available because a job that matches their background is not ready. They want the person to be happy and productive, but they are skeptical. They do not believe the candidate is ready for the lower paying job. They don't want to take the risk to see if they could handle it. The interviewer wanted to be sold on the fact that they were capable of making the adjustment to the new job.
The overqualified line was given because it is the easiest explanation.
The candidate was so impressive in the interview that they were seen as a potential threat to vulnerable careers in the organization.
Convenient excuses are used to hide the real reason for not giving someone a job. The excuses could indicate that someone was interviewed to meet a federal regulation to include certain individuals in a candidate pool. Company personnel have to be consistent when offering this explanation to candidates after the interview. When a candidate finds out that they were rejected as overqualified and other individuals with similar experiences were hired, they could cause problems.
They are gauging seriousness as to whether the person really wants the job and would really stick around for a while.
The company feels the overqualified person is only interested in them because their real interests is not available.
They want to know that the job will be stimulating enough. They want them engaged and not disruptive to the team.
How can they make them feel that it is their lucky day that they are available to benefit the organization?
Convince them that they are hopeful that this opportunity will lead to something to benefit their career.
They may wonder if they are patient enough to stay with them and learn the job and contribute at a very high level.
Display belief in their ability to make it work, that they have thought it through and it is more than a desperate ploy, but an opportunity to show their humility while using their skills and work ethic to make a difference.
As discussed earlier, people like it when they can obtain greater value. If an organization can bring someone in the workforce that has skills above and beyond what is expected of the job and they are willing to accept the money offered and can hire them on a trial basis and groom them for greater things, it may be a risk worth taking. The hiring decision can be fraught with risk. Many times hiring a candidate who is not overqualified, can result in, them leaving shortly after being hired.
There isn't a problem getting someone or being someone that is overqualified. The company, under the right circumstances, could use the person's skills and experiences to enhance their organization. They could use their leadership to develop their peers. They could ideally be someone they would like to groom to fill other positions in the company down the road.
In this competitive work environment, people who are overqualified are constantly being hired, while others are being turned away. It is important for candidates to continue interviewing for the right job, and to be strategic and look at other positions to determine and how they can add value broaden their portfolio.
When individuals are told they were overqualified, this may mean they were unable to address the real concerns potentially posed by their resume. It could also be an indication that the interviewer took the easy way out and resorted to a convenient excuse.


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News, reviews, tips and guides for the biggest and best games
David Purcell
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FIFA 22 release date: prices, EA Play Live reveal, Ultimate Team, pre-orders
❘ Published: 2021-01-26T14:02:30
❘ Updated: 2021-10-06T02:59:55
FIFA 22gutenberg
FIFA 21 will be keeping Ultimate Team, Career Mode, and Pro Clubs players entertained for now, but in due course, all eyes will turn to EA SPORTS. 'When is FIFA 22 coming out?' will soon be on our minds, and here's everything we know so far.
FIFA 22 release date
FIFA 22 EA Play Live reveal (E3)
FIFA 22 prices for UK & US
Champions Edition
Ultimate Edition
FIFA 22 EA Play early access
How to pre-order FIFA 22
Leaks and rumors
Xbox Series X|S and PlayStation 5 players were treated to the first next-gen version of a FIFA game, and for the most part, the community has been disappointed with the transition. It started with excitement surrounding new goal celebrations, a fresh camera setup, and of course, improved graphics.
However, with the next title, there is a huge window of opportunity to really show us what's possible with the improved technology. After focusing heavily on gameplay changes for FIFA 21, it will be interesting to see where developers focus their attention next.
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Players are hoping to see FIFA 22 take the franchise to the next level in 2021.
EA SPORTS are expected to launch FIFA 22 on Xbox Series X|S, PS5, and PC on October 5, 2021.
This is not yet confirmed, but rather an estimated launch window based on last year's release date. For FIFA 21, they rolled the game out on October 6, a Tuesday in the first week of the month. It wouldn't be a surprise if that were to happen again this time.
EA Play Live 2021 is expected to take place in June, near E3.
EA SPORTS is expected to drop a load of first-look information on FIFA 22 with their EA Play Live event, usually held in June. We can expect that event to take place again in 2021.
We're usually treated to the first FIFA 21 trailer during the event, so that's likely to feature during EA Play Live. After being given a glimpse of what these games could look like on next-gen with FIFA 21, fans will be expecting to see things step up another level this time.
As for Ultimate Team, in years gone by we have seen many new features announced in June. These include revamps to the FUT Champs competitive tournament, while other details have been left a little later for the separate game reveals for each mode. It's likely that we see a bit of both for FIFA 22.
Pro Clubs was cast aside, by all accounts, with FIFA 21. Fans will be hoping that there's more attention given to the mode this year, and after seeing so many frustrated by a lack of changes last time, exciting things could be on the cards.
Career Mode received its largest update in years last time, but players will expect more around the Player Career experience this time. In the past, we've seen The Journey give the community something to play through, but an overhaul of the original Player Career would be a popular pick. Nothing has been confirmed so far, so we'll have to wait and see.
The official price list for all editions has not yet been confirmed, but they aren't likely to differ much from last year.
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FIFA 22 Standard Edition is expected to cost $59.99 / £59.99 and will be released last, of the three editions.
FIFA 22 Champions Edition is expected to cost $79.99 / £79.99. This usually includes a number of FUT Packs for Ultimate Team, released weekly, and three days Early Access,
FIFA 22 Ultimate Edition is expected to cost $99.99 / £89.99. This is expected to included weekly FUT Packs, three days of Early Access, and a guaranteed Ones to Watch player, for pre-orders.
Jumping into FIFA early will cost you, either via EA Play Early Access or buying a special edition.
Another way to gain Early Access to the title will be to sign up for the EA Play subscription service. By doing this, you will gain access to the next game for 10 hours, and after those have expired, you will have to wait until the release date to continue your progress. The prices can be found below for this.
Monthly: $4.99 / £3.99
Yearly: $29.99 / £19.99
EA Play is also included in the Xbox Game Pass Ultimate, for those who play on Xbox One and Xbox Series X|S.
FIFA 22 will be one of the most highly anticipated games in 2021.
Finally, if you would like to pre-order the game, all you have to do is follow these steps later in 2021. The game is likely to open up for pre-orders after the June EA Play Live reveal.
Load up FIFA 21 on Xbox, PlayStation, or PC.
Scroll through the main menu and head over to the right side of the screen.
From there, select 'Pre-order FIFA 22′ when the option is available.
As of March 2021, there have been no leaks or rumors posted about FIFA 22. Should they come to light, we'll include them in this section in the future.
This article will be updated with new information as and when it's made available by EA.


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Jai-Alai players prepare to play a game at the once cultural icon in Miami, Aug. 22, 2013. The Jai-Alai fronton declared bankruptcy earlier this year. Despite the financial restructuring they will continue to entertain with Jai-Alai, concerts, and gambling.
Its second-quarter earnings report, showed Florida Gaming posting a $4 million operating profit for the three months that ended June 30. Casino revenues in those 90 days hit $19 million.
Tellez said it used to be so loud in the stadium that you couldn't even hear the ball. Now, the sound of that pelota hitting the wall at 180 miles per hour echoes throughout the empty arena.
Bartender Manny Rodriguez has worked at the arena for 35 years, or half his life.
The restaurant is now closed. The chairs are stacked on top of booths, where celebrities like Sylvester Stallone, Frank Sinatra and Gloria Estefan once ordered steak dinners.
Daniel Michelena came from France to play Jai-Alai in Miami. He won a world championship and ten triple crowns. Now he's a manager at the arena. He says Miami Jai-Alai had the best fronton in the world. On the biggest nights, the betting handle got up to a million dollars. Today, he says, it tops out at around $60,000.
In the late 80s and early 90s, Miami got the Heat, the Marlins, the Panthers and the Florida Lottery and Jai-Alai lost its hold. Then two of Jai Alai's former executives were violently murdered in connection with recently convicted Boston mobster Whitey Bulger. The neighborhood became more violent, as bands of robbers began targeting tourists.
Now, maintaining Jai-Alai matches bring a loss of a million dollars a year. But having Jai-Alai there allows the company to operate a casino - which opened 2 years ago, and brings in a million dollars a week.


text:
Gladston Galliza
He is a Brazilian singer, guitarist, composer, and producer.
He releases his first album entitled Viver Você (1994), together with the composer César Nascimento.
In 2004 he recorded his second solo album "Fascínio" where he asserts himself as a composer.
This work is a collaboration with the poet Daniel Lesmes, a perfect fusion between Brazilian rhythms and other Latin American rhythms including even some Spanish ones.
In recent years he has participated in various musical works such as the album "Um pouco de Mim", a songbook by the important Brazilian songwriter Sergio Natureza and also, in 2012, he performs in the album "Orillania" by the Argentine pianist and composer Carlos Aguirre.
He has toured in Japan in 2008 with the Uruguayan musician Hugo Fattoruso and the Japanese percussionist Tomohiro Yahiro.
He has recorded: "Intimo" – 2010, "Alvorada" – 2011, "Tres Calles" – 2014, "Lados" – 2015, "A vontade e o Vento" – 2018.
Gladston continues to perform on the Spanish-American scene with his group and also developing work as a producer for other artists.
(photo: Giuliana Flister)
Contact: Gladston Galliza
Email: gladston.galliza@gmail.com
Web: http://www.gladstongalliza.com


A PubRelco Interview of Sir Ruggero Maria Santilli. with Scientific and Industrial implications.
A1. Einstein did not accept the uncertainty principle of quantum mechanics, namely, the impossibility to identify the position of a particle with classical precision. For that reason, he made his famous quote "God does not play dice with the universe." Einstein believed that quantum mechanics is an "incomplete theory," in the sense that it could be broadened into such a form to recover classical determinism at least under special conditions. The same argument evidently applies to quantum chemistry.
Q2. We understand that you proved Einstein's vision in physics.
A2. Yes, as reported in your preceding interview, I provided three physical broadening of quantum mechanics along Einstein's vision, the first was done by including irreversibility over time of energy releasing processes, the second was done via the representation of particles as they are in the physical reality (extended, deformable and hyperdense), and the third was done via the use of a suitable mathematics showing the existence of the so-called 'hidden variables' in quantum axioms, such as those for spin and angular momentum. I also provided examples of particle pairs whose mutual distance recovers indeed classical determinism under extreme conditions, as predicted by Einstein.
Figure 2. A conceptual rendering of the hydrogen molecule at absolute zero degree temperature without the bond of valence electrons showing no attractive or repulsive force between the two hydrogen atoms..
Q3. Are you claiming to have proved Einstein's vision also in chemistry?
A3. Einstein's vision on the lack of final character of quantum mechanics has implications for all of 20th century sciences. Therefore, the lack of confirmation of Einstein's argument in chemistry would imply the lack of actual achievement of Einstein's vision.
Figure 3. A conceptual rendering of the hydrogen molecule according to quantum chemistry showing the repulsion (rather than a bond) between two point-like valence electrons due to their equal charge..
Q4. Can you please outline the main aspect of the confirmation in chemistry?
A4. With the understanding that quantum chemistry did achieve historical advances, I did not accept quantum chemistry as being a final theory since my graduate studies at the University of Torino, Italy, in the mid 1960s, because of a truly fundamental insufficiency, namely, the inability by quantum chemistry to identify the attractive force bonding together atoms into molecules. Consider for simplicity the hydrogen molecule H2 at absolute zero degree temperature. When the two electrons move in independent orbits (Figure 1), the hydrogen molecule cannot exist due to the absence of any possible bond. In fact, the two hydrogen atoms are bonded into H2 by the bond between the two valence electrons with antiparallel spin. By following Einstein,, I could not consider quantum chemistry to be a complete theory because according to the basic axioms of quantum chemistry, valence electrons should 'repel' each other due to their equal charge, without any known possibility of admitting their attraction (Figure 2). There was no doubt in my mind that the understanding of the attractive force between valence electrons required a 'completion' of quantum chemistry precisely along Einstein's vision. Following decades of research including contributions by various colleagues, quantum chemistry was completed into a covering theory known as hadronic chemistry; the attractive force between valence electrons was clearly identified; and the 'completed' theory was proved to verify molecular experimental data..
Figure 4. A conceptual rendering of the hydrogen molecule according to the completion of quantum chemistry into hadronic chemistry illustrating the first and only known attractive force between valence electrons caused by non-potential interactions due to deep penetration of extended wavepackets .
Q5. Can you please outline the main steps of the indicated achievements?
A5. I had to accept the chemical evidence establishing the existence of a strongly attractive force between valence electron pairs. This can only occur via a new interaction not representable with quantum chemistry which interaction can only be non derivable from a potential. In turn, the representation of the new attractive force could only be done by 'completing' quantum chemistry into a broader theory.
Q6. How did you achieve the needed 'completion' of quantum chemistry?
A6. I accepted the evidence hat valence electrons are not point -particles as represented by quantum chemistry (Figures 1 and 2), because they are characterized by wavepackets as big as nuclei. I also accepted the experimental evidence that the wavepackets of valence electrons are in conditions of deep mutual penetration (Figure 3). This allowed me to identify the new force as being of contact type, thus not being derivable from a potential.
Q7. How did you develop these ideas into a viable 'completion' of quantum chemistry?
A7. The biggest difficulty was mathematical, rather than chemical, because the mathematics of quantum chemistry can only represent potential forces between point particles. A mathematics for the representation of non-potential forces between extended valence electrons did not exist and, therefore, had to be built. When I was at the Department of Mathematics of Harvard University inn the late 1970s under DOE support, I proposed a new mathematics based on the generalization of all products AB between arbitrary quantities A, B, into the form A*B = ATB called 'isotopic' in the sense of being axiom-preserving, where T represents precisely the new non-potential forces (see my 1978 monographs with Springer-Verlag Foundation of Theoretical Mechanics, particularly Volume II). This allowed Einstein's 'completion' ofd the mathematical structure of quantum chemistry into a form admitting the d new forces. Applications and verifications could only be done thereafter.
Q8. Please outline the main chemical aspects with links to technical publication for interested chemists.
A8. The new forces were first identified in physics and verified with the representation of the synthesis of mesons (see Section 5 of the 1978 Harvard paper). Following that, In collaboration with the University of Cambridge Ph. D. physicist A. O. E. Animalu, we applied the new mathematics to the representation of the attractive force between the identical electrons of the Cooper pair in superconductivity (see the 1985 paper). In view of encouraging results in superconductivity, I conducted systematic studies that lead to the first and only known 'attractive' force between a valence electrons pair in molecular structures nowadays known as the isoelectronium (see the 2001 monograph Foundations of Hadronic Chemistry, see also the independent reviews by V. M. Tandge, and by E. Trell). In collaboration with the chemist Don D. Shillady of Virginia Commonwealth University, we proved that the 'completion' of quantum l molecular models into the form admitting an explicitly attractive force between valence electron pairs permitted the first known exact representation of experimental data of the hydrogen molecule, and of the water molecule.
Figure 5. From the left, Profs. R. M. Santilli, A. O. E. Animalu and D. D. Shillady.
Q9. Could you please indicate how the representation of the hydrogen molecule according to Figure 3 verifies Einstein's argument?
A9. When the two valence electrons have independent orbits as in Figure 1, quantum mechanics is exactly valid and so is the uncertainty principle, namely. it is impossible to identify with classical precision their mutual distance. By contrast, when the two valence electrons are represented as extended particles in conditions of deep mutual penetration with ensuing non-potential forces as in Figure 3. the mathematics (let alone the physics) underlying the uncertainty principle is inapplicable (see Post 10 of the preceding interview), and the mutual distance between the two valence electrons approaches classical determinism.
Q10. Does the academic community admit the lack of an actual bond in the hydrogen molecule according to quantum chemistry?
A10. No. The indicated insufficiency is one of several best kept secrets in the best graduate schools in chemistry around the globe.
Q11. Can you indicate the reaction by chemists to your achievement of an explicitly attractive force between valence electrons?
A11. With due exceptions, the reaction by chemists has generally been that of extreme repulsion because, in academia, basic novelty is an enemy to be assassinated at whatever cost. But I believe that such a negative reaction is a rather normal part of the scientific process for basically new vistas because, sooner or later, scientific evidence always emerges.
where m is the mass of an electron.
1) The attractive Hulten potential behaves like the Coulomb one at short distance, thus absorbing the repulsive Coulomb potential in Eq. (5) resulting in the desired attraction with a mere re-definition of the Hulten constant Q.
2) As it is well known, the Hulten potential has a finite number of energy states. Hence, there can only exist a finite number of isoelectronia.
where A and B are positive quantities depending on various local values, see for details Eq.s (5,15) page 171 of [loc. cit.].
3) The application of the model, which i did with Don Shillady, to the representation of the experimental data of the hydrogen molecule, and of the water molecule yields numerical values of the A and B quantities, in particular, the value B = 1 under which spectrum (7) is reduced to one single value for n = 1. Therefore, the isoelectronium can assume one and only one configuration.
A few words of caution are now in order. The isoelectronium can only be formulated via hadronic chemistry and its underlying new isomathematics. The lack of knowledge of these methods generally results in inconsistencies that often remain unknown to users of conventional methods In fact, rudimentary Eqs. (2) to (7) are expressed via conventional mathematics but they are the projection of the actual equations on isospaces over isofields.
For instance, for the correct formulation of Eq. (2), coordinates r have to be isocoordinates r* - rU, where U is the isounit, U = 1/T; momenta p have to be isomomenta p* formulated via the isodifferential calculus; the Hamiltonian and other operators have to be isooperators defined on an iso-Hilbert isospace over the isofield of isocomplex isonumbers, etc. My suggestion is to understand first the mechanism for achieving the needed attractive forces between identical electrons and then pass to its rigorous formulation. Best wishes. Ruggero M. Santilli (Email: research@thunder-energies.com).
Figure 6. A conceptual rendering of the structure of the isoelectronium denoting two valence electrons with antiparallel spins under deep penetration of their wavepackets, as occurring in reality.
Lwe29ty - Post 3, I am glad to see that this open exchange does indeed stimulate important questions. Here is my view. When the electrons are represented as point-like particles, quantum mechanics applies, and the EPR argument is inapplicable. However, when the electrons are represented with extended wavepackets in condition of mutual penetration, the sole existence of one energy level of the Hulten spectrum, Post 2, their mutual distance (see Figure 6) can only have one value, such as 10-15 cm, thus recovering classical determinism in clinet with Einstein's vision. Ruggero Maria Santilli (Email: research@thunder-energies.com).
This insufficiency prevents the identification of the characteristics of the constituents of a bound state with non-linear interactions (in our case, the valence electrons when members of a valence bond). This and other limitations have caused the general lack ion consideration of non-linear interactions in quantum chemistry.
A reason I could not accept quantum chemistry as a final theory is that it is linear in the wavefunction, while chemical reality is expected to be non-linear, particularly in the case of deep mutual penetration of the wavepackets in valence bonds where interactions are non-linear, non-local and non-Hamiltonian. Isomathematics was constructed in such a way to reconstruct linearity on isospaces over isofields. In fact, when you go to the abstract level, the non-linear isoproduct H(r, p)T(ψ*,...)ψ* can be written in the isolinear form , H(r, p) × ψ*, namely, a form which is linear on isospaces over isofields, but its projection tin on conventional spaces over conventional fields is non-linear. This is due to the fact that all non-linear terms are embedded in the isounit I(ψ*,...) =1/T(ψ*,...) > 0 that, being positive-definite, is topologically equivalent to the conventional unit "1", thus explaining why non-linearity disappear at the abstract level. I hope these comments have been of assistance in your study of a basic aspect in the search of new advances. Ruggero Maria Santilli (Email; research@thunder-energies.com).
Hello Vdr39yu - Post 7, thanks for an additional quite important question. Unfortunately, my knowledge of the structure of the isoelectronium is rather limited because I was satisfied by the fact that the isoelectronium as a quasi-particle allowed an exact representation if molecular data that could only be approximately represented with quantum chemistry. However, most of the research done for the constituents in the synthesis of the neutron from the proton and the electron applies to the constituents of the isoelectronium. Here are a few comments.
In view of the indicated mutations, the constituents of the isoelectronium are not conventional electrons, but new particles called isoelectrons defined as isounitary isoirreducible isorepresentations of the Lorentz-Poincare'-Santilli isosymmetry on the the iso-Hilbert space over isofields, see the 1995 monograph Elements of Hadronic Mechanics, Volume II. As far as I can see, the spin and magnetic moment of the isoelectrons in the isoelectronium have conventional values, but I expect a mutation of their charge because potentially necessary to turn a Coulomb repulsion into an attraction. Hence the identical isoelectrons constituting the isoelectronium can be identified rather accurately via the isoirrep of the Lorentz-Poincare'-Santilli isosymmetry under the subsidiary constraints of recovering chemical molecular data. Sincerely, Ruggero Maria Santilli (Email: research@thunder-energies.com).


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