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Lenovo Announces IdeaCentre A720 All-In-One
by Raja Rajan · Published January 10, 2012 · Updated January 10, 2012
Lenovo hitting out another device in the CES now, it unveils A720 all-in-one PC is the thinnest we have ever seen, the 27-incher comes with display can be tilted between 5 to 90 degrees, the idea behind that is 10-point multi-touch panel will be easier to use if it is lying at a near flat angle. Specification wise, it will offers with various Intel Core i processors, discrete NVIDIA graphics, and up to 1TB HDD or 64 GB SSD. The device will be hitting in the first half of the year, and will starts at $1,299. For more details read the press release.
Lenovo Stretches Innovation with New IdeaPad Yoga Flip and Fold Device
IdeaPad YOGA: Fusing the Ultrabook and Tablet for Four-in-One Personal Computing
CES 2012, Las Vegas January 9, 2012: Lenovo (HKSE: 992) (ADR: LNVGY) today announced IdeaPad YOGA, the industry's first multi-mode notebook with a 360 degree flip-and-fold design. Combining the tablet's ease-of-use with the ultrabook's functionality, IdeaPad YOGA gives consumers four-in-one personal computing, with four separate usage modes in one PC. Lenovo also announced today its new IdeaCentre A720, the slimmest 27-inch all-in-one (AIO) PC in the industry.
IdeaPad YOGA is the union of a stylish, powerful ultrabook and a portable 13.3" multi-touch tablet. YOGA's patented dual-hinge design is engineered to enable content consumption and creation spanning four intuitive usage positions ... notebook, tablet, stand, and tent ...in one computer, while offering higher durability1 and stability than conventional convertible form factors.
Not to be outdone, the IdeaCentre A720 all-in-one features a pioneering 27-inch screen that allows a more widely adjustable angle from -- -5o to 90o. An innovative screen hinge allows for a more comfortable use in any position and combines with a frameless display that supports 10-point multi-touch capabilities for a greatly enhanced multi-user experience.
"It is clear to us that consumers want their four screens: mobile devices, tablets, notebooks and smart TVs and they want them to work together seamlessly, anytime, anywhere. Whether a notebook that bends and folds, or an all-in-one that puts the 'wide' into wide-angle, today's announcements reflect our focus on delivering the inspirational innovations that consumers are looking for," said Yang Yuanqing, Chairman and CEO, Lenovo. "The IdeaPad YOGA multi-mode notebook redefines the convergence and convertible user experience by bringing together the best of traditional PCs, with the best of tablets and more."
IdeaPad YOGA Notebook: Four Experience Modes to Create and Consume
Created for the convergence of professional and personal lifestyles, the IdeaPad YOGA multi-mode notebook introduces an intuitive design that optimizes the user experience of both an ultrabook and tablet across four different usage modes notebook, tablet, stand and tent. Compared with conventional convertible form factors, YOGA's patented 360 degree dual- hinge flip design is more stable and durable,1 and enables an overall thinner and lighter hardware design. YOGA is the industry's thinnest convertible ultrabook measuring 0.67" (16.9mm) thin at 3.1 lbs (1.47kg). Powered by the Intel Core Processor family with a Windows 8 operating system, YOGA supports eight hours of battery life with up to 8GB RAM and 256GB SSD. As a full-size notebook, YOGA's svelte design includes small but meaningful details such as soft touch rubber paint on the exterior for strong grip, a leather cover on the palm rest, and side buttons designed for easier access for all usage modes.
As a multi-mode notebook, IdeaPad YOGA delivers a comfortable and natural user interaction when using it in any position. To enjoy multi-player touch-based gaming and social media on-the-go, the user simply folds back YOGA's screen for a portable 13.1" HD+ (1600 x 900) tablet with 10-point capacitive touch. For entertainment, reading, and web browsing, users can flip the YOGA's screen panel into a convenient stand or tent mode that saves space and brings the screen closer to the user. YOGA's versatile multi-mode form factor strikes an ideal balance between creating and consuming content, while at the same time, offering consumers an optimal experience of a notebook and tablet in a single device.
IdeaCentre A720 All-in-One: Taking Touch Experience in the Home to the Next Level
As the industry's slimmest 27" all-in-one and sporting a sleek metal exterior, the IdeaCentre A720 measures less than an inch (24.5mm)2 and combines a frameless display supporting 10-point multi-touch. The A720 continues Lenovo's heritage of svelte designs for the AIO by smartly positioning the PC at the base on the unit. Improving AIO design even further, the A720 is engineered to optimize the touch experience in the 'digital' home. The A720's widely adjustable hinge allows the screen to be pulled towards the user at an angle of -5o and folded back to an angle of up to 90o, making touch applications more comfortable over longer periods in any position.
To optimize the touch experience on the AIO, the A720's 10-point multi-touch display supports multi-user scenarios with greater accuracy. Powered by the Intel Core Processor family and NVIDIA GeForce graphics with up to 1TB HDD and 64 GB SSD storage, the A720 delivers an impressive home multimedia experience on a frameless high definition 16:9 wide-screen. With integrated entertainment features, such as room-shaking Dolby Home Theatre V4 audio, Lenovo High-Sense (720p HD) Webcam, and Lenovo IdeaTouch (a suite of touch-optimized applications and games), the A720 is an ultra stylish and fun addition for the modern home entertainment center.
The IdeaPad YOGA multimode notebook will be available in the second half of 2012 with an estimated starting retail price of $1,199. The IdeaCentre A720 all-in-one will be available in the first half of 2012 with an estimated starting retail price of $1,299.
Raja Rajan
Raja is obsessed with technology and Cricket for as long as he can remember. Nowadays he work as a freelance developer and writer for PrimeInspiration.com
www.primeinspiration.com
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Info Chris Wallace is a Fox News anchor and host of Fox News Sunday. He has won many awards throughout his career in journalism.
Wallace was born on 10/12/1947, a son of journalist Mike Wallace. He attended Harvard University, then became a reporter for WNBC-TV (NBC 4) in New York City (1975). In the 1980s, Wallace was the chief White House correspondent for NBC News (1982-1989). He served as weekend host of NBC Nightly News (1982-1984, 1986- 1987), then as anchor for Meet the Press (1987-1988). He has covered every presidential campaign and convention beginning with 1980.
Wallace worked at ABC News from 1989 until 2003. He was senior correspondent for Primetime Thursday and alternate host for Nightline.
Throughout his career, Wallace has earned numerous awards, including two Emmy Awards, the Dupont- Columbia Silver Baton, the Peabody Award, the Sol Taishoff Award for Broadcast Journalism, and the Paul White Award for lifetime achievement and service to electronic journalism from the Radio Television Digital News Association.
Wallace has been affiliated with Fox News since 2003. He currently is the anchor of Fox News Sunday. He has covered all major political events of the past years, including such important interviews as the first interview of Mitt Romney after the 2012 election and several interviews with President Obama.
Wallace has been a moderator of several presidential debates. In the 2007-2008 cycle, he moderated debates in SC, NH, and FL. In the 2011- 2012 cycle, he moderated several primary debates. In the 2015-2016 cycle, Wallace was a co-moderator of the First Republican Presidential Primary Debate held in Cleveland.


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Jan.20
electoral-vote.com
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TODAY'S HEADLINES (click to jump there; use your browser's "Back" button to return here)
• Government Shuts Down
• Supreme Court Will Hear Muslim-Ban Case
• Only a Third of the Country Approves of Trump
• Vance Won't Run for the Senate
• Government Will Retry Menendez
• Sotomayor Survives a Health Scare
• Trump Administration Picks Jerusalem Embassy Site
• Russians' Twitter Trolling Worse than Originally Thought
Government Shuts Down
Congress never gets a budget done on time these days. In fact, the legislature is on a 20-year streak of passing continuing resolutions to give themselves more time. Eventually they do tend to figure it out, but not this year. After the House of Representatives passed (yet another) continuing resolution that the Senate refused to approve, the government shut down at 12:01 a.m. EST this morning. It's been 5 years since that last happened.
Certainly, a fair bit of effort went into trying to avoid this outcome. Senate Minority Leader Chuck Schumer (D-NY) spent hours at the White House trying to hammer out a compromise with Donald Trump, and then spent more hours back in the Senate trying to do with same with Majority Leader Mitch McConnell (R-KY). It was all for naught, as the Senate never came particularly close to getting something done before adjourning late in the evening. When the senators voted on the House's bill, having failed to come up with an alternative of their own, the GOP was able to peel off five red-state Democrats: Joe Donnelly (IN), Heidi Heitkamp (ND), Doug Jones (AL), Joe Manchin (WV), and Claire McCaskill (MO). That's not enough, even if they hadn't lost the votes of Jeff Flake (R-AZ), Lindsey Graham (R-SC), Mike Lee (R-UT), Rand Paul (R-KY), and...Mitch McConnell. The Majority Leader's "nay" vote was reportedly for procedural reasons, since a senator who votes in that way is allowed to ask that a bill be brought up for consideration again. In other words, he may try to jam this through a second time. If so, he needs to flip all the GOP naysayers, plus another four Democrats.
At the moment, the shutdown is primarily symbolic, since most government offices are closed for the weekend, and the ones that aren't generally don't shut down even when there's no budget. The primary consequence thus far, although it's admittedly a pretty dire one, is that Trump had to cancel his weekend golf trip to Mar-a-Lago. Never let it be said that the folks in Washington don't feel the consequences of their shenanigans.
The members of Congress also canceled their travel plans, so they could keep working on the problem through the weekend. White House Budget Director Mick "The Knife" Mulvaney, among others, is confident that everything will be straightened out in time for the open on business on Monday, telling CNN that, "I think you're going to see a deal." He may be right, but the members still face the same basic problem: They can't get on the same page. In particular, the House Freedom Caucus and Senate Democrats have diametrically opposed views on DACA, and both have numbers enough to make it difficult (the HFC) or nearly impossible (Senate Democrats) for leadership to ignore them. Something's going to have to give, and we've got about 36 hours left for that to happen after three months of it not happening. Failing that, a lot of people are going to have unpaid holidays on Monday.
Clearly recognizing the distinct possibility that a deal does not get done, both sides are spinning furiously in order to pin the blame on the other side. The Democrats have the easier case to make, since the GOP controls the levers of power. Sen. Pat Leahy (D-VT), for example, declared that, "It's hard for anybody with a straight face to say, 'Republicans control the presidency, the House and the Senate. I hope Democrats don't close us down.'" Further, Schumer and House Minority Leader Nancy Pelosi (D-CA) are claiming that they had a deal with the President, and that he walked away from it after talking to some of his conservative advisors. The Democrats have also taken to calling it the "Trump Shutdown." This is a response to the White House, which has been calling it the "Schumer Shutdown" for the last 48 hours. Fox News pundit Sean Hannity, who can always be counted on to tote the red team's water, argued that the Democrats are willing to put undocumented immigrants ahead of American citizens. Expect to hear that talking point a whole lot more if the government is still closed on Monday.
Who is going to win the battle of spin? Well, historically, the party in control of Congress during a shutdown takes the blame. The data we have at hand suggests that the pattern will hold this time. A WaPo/ABC News poll says that 48% of voters are pointing the finger at Trump and the GOP, while 28% think it's the Democrats' fault. Quinnipiac has it at 53%/34%, while CNN's numbers are 47%/31%. Significantly, the polls also reveal that independent voters blame the Republicans by a 2-to-1 margin, while Democratic voters think that holding the line on DACA is well worth risking a government shutdown. The icing on the cake, such as it is, comes from Twitter, where the top-trending tag worldwide on Friday night was #TrumpShutdown. Undoubtedly, party leaders on both sides are aware of these numbers, which means that a deal to protect the dreamers is very likely before the weekend is out. (Z)
Supreme Court Will Hear Muslim-Ban Case
Yesterday, the Supreme Court agreed to review the legality of Donald Trump's most recent ban on people from six majority-Muslim countries entering the U.S. The U.S. Court of Appeals for the Ninth Circuit ruled that the ban violated U.S. law. The administration appealed to the high Court, which will take up the case in April and will rule by June.
The ban has been extremely controversial since Trump has himself said that it was intended to keep Muslims out of the country. The Justice Dept. has defended the ban by saying the president has broad authority to determine whom to let into the country and whom to bar. The Ninth Circuit Court disagreed, however, and ruled that while the president can ban specific people from entering the country, he doesn't have the authority to ban entire religions or nationalities. In effect, the Supreme Court will have to decide precisely how much authority the president has in this area.
The Court has a large number of hot-button cases on its agenda this year, including a case about a baker who doesn't want to bake cakes for gay weddings, partisan gerrymandering, an Internet sales tax, and sports gambling. (V)
Only a Third of the Country Approves of Trump
With today marking the one year anniversary of Donald Trump's inauguration, it's a good time to take stock of how well he is doing. The Los Angeles Times published a poll yesterday that gives a good impression. To start with, 32% of Americans approve of Trump, 55% disapprove, and 12% are neutral. This is the worst any president has scored at the one-year point since polling of this sort began after WWII. Worse yet for him, 42% said they strongly disapprove and only 15% strongly approve. Trump is also dragging down the Republican party, with 51% preferring a Democrat for the House and 40% preferring a Republican.
Trump's approve/disapprove numbers vary quite a bit by region of the country as follows: Northeast (27%/59%), Midwest (37%/47%), South (32%/54%), and West (30%/60%). The breakdown by race is like this: whites (41%/47%), blacks (5%/80%), Latinos (18%/67%), and other (26%/56%). The one bright spot for Trump is that 49% of whites without a college degree support him while 37% don't. Whites with a college education are strongly against Trump with only 28% approving and 65% disapproving. (V)
Vance Won't Run for the Senate
Mitch McConnell has been trying hard to sign up Hillbilly Elegy author J.D. Vance to run for the Senate against Sen. Sherrod Brown (D-OH) after state treasurer Josh Mandel dropped out. Yesterday, Vance announced that he wouldn't make the run due to family and work obligations. Unless someone else of note gets in the race quickly, it looks like Donald Trump's preferred candidate, Rep. Jim Renacci (R-OH), will get the nomination without too much of a problem.
It is not surprising that Trump backs Renacci, as Renacci has supported Trump though thick and thin. Most recently, he defended Trump for calling Haiti, El Salvador, and countries in Africa "shithole countries." Most other Republicans were aghast when Trump said this. Gov. John Kasich (R-OH) said: "It's a terrible comment" and Paul Ryan said the remarks were "very unfortunate."
Renacci was originally running for governor, but when Mandel dropped out (due to his wife's health problems), Renacci decided to run for the Senate instead. (V)
Government Will Retry Menendez
The federal government put Sen. Bob Menendez (D-NJ) on trial for corruption last year but the trial resulted in a hung jury. Now the feds want to try again. What a difference a year makes, though. If Menendez had been found guilty last year and forced out of the Senate, then-governor Chris Christie would have appointed a Republican to replace him, changing the delicate partisan balance of the Senate. As a consequence, Democrats were quietly rooting for him to be acquitted, so as not to lose the seat. Now that Gov. Phil Murphy (D-NJ) has been sworn in, everything changes. If Menendez is found guilty and quits now, the governor will name a Democrat to the seat, thus keeping the partisan balance the same. Since Menendez is up for reelection in 2018, probably most Senate Democrats are quietly hoping that he is found guilty and quits so they will get a candidate with a lot less baggage in November. (V)
Sotomayor Survives a Health Scare
For the past year, Democrats have been praying (to the extent that Democrats pray) that Supreme Court Justice Ruth Ginsburg's health holds out for at least three more years. The health of the other justices wasn't really on the radar until yesterday, when Sonia Sotomayor was treated by emergency medical services. She has had type I diabetes since she was a child and the medical scare yesterday was due to low blood sugar. She recovered after being treated and was able to work afterwards.
She controls the disease with a combination of insulin injections, glucose tablets, and regular checks of her blood sugar. When her new law clerks arrive each fall, she explains to them how to detect that she has low blood sugar and how to treat it. (V)
Trump Administration Picks Jerusalem Embassy Site
Reaction to the Trump's administration's decision to move the U.S. embassy in Israel from Tel Aviv to Jerusalem was overwhelmingly negative. Since this is the kind of thing that can take a long time to work out, Team Trump could easily have dragged its feet until the whole thing was forgotten or was some other president's problem. That's not the plan, however, as a decision has been made to move into an existing building owned by the U.S. government. That will allow the relocation to take place sometime in 2019.
Actually, the move would have taken place sometime this year if Donald Trump had his way. It was Secretary of State Rex Tillerson who insisted on such trivialities as waiting until a proper security system is installed. It would seem that someone, at least, has heard of Benghazi. And all of this news adds to the general impression that the President's primary concern is the (short-term) PR victory he's trying to score with the base. (Z)
Russians' Twitter Trolling Worse than Originally Thought
It could be a long time before we fully understand the full extent of Russian meddling in the election of 2016 (if we ever do). The latest bearer of bad news is Twitter, which announced that it has identified 3,814 accounts that are likely under the control of the Kremlin-linked troll farm called the Internet Research Agency (IRA). The press release does not make clear if @realdonaldtrump is one of the 3,814.
The activity of these troll accounts was quite extensive. They produced a staggering 176,000 tweets in the 10 weeks preceding the election, which were then retweeted endlessly by another 50,258 automated accounts tied to the Russian government. At least 700,000 users interacted with the troll tweets; those folks will be notified by Twitter this week. Of course, the social media platform has no way of knowing how many millions of additional users read those tweets without any interaction. And, apparently, no particular ability to police its users. (Z)
Email a link to a friend or share:
---The Votemaster and Zenger
Jan19 Shutdown Looms
Jan19 Trump Administration Wants to Protect People with Moral Objection to Doing Their Jobs
Jan19 Trump Has Changed His View on the Wall, Except Maybe He Hasn't
Jan19 What Is Bannon Worth to Mueller?
Jan19 FBI is Investigating Whether Russians Gave Money to the NRA to Help Trump
Jan19 Trump Announces "Fake News" Awards
Jan19 Trump Just Can't Help Himself
Jan19 Trump Hasn't Talked to Obama
Jan19 Help Wanted: AmeriCorps Spokesman
Jan18 Bannon Has Agreed to an Interview with Mueller
Jan18 GOP Tries to Avoid Government Shutdown
Jan18 Flake Compares Trump to Stalin
Jan18 Democrat Wins Special Election in Deep-red Rural Wisconsin Area
Jan18 California GOP Concerned that No Republican May Be on the Ballot in the Top Races
Jan18 More Cheatergate Details Exposed
Jan18 No-prah?
Jan17 Mueller Subpoenas Bannon
Jan17 Bannon Testifies Before House Intelligence Committee, Gets Subpoenaed Again
Jan17 Credibility Is Like Virginity: You Only Get to Lose It Once
Jan17 Fox Spiked Daniels Story
Jan17 Doctor Has "No Concerns" About Trump's Mental Capacity
Jan17 Which 2020 Candidate Does Trump Fear Most?
Jan17 Manafort Trial Won't Start Before September
Jan17 Pawlenty Won't Run for the Senate
Jan16 Trump Celebrates Martin Luther King Jr.'s Birthday by Golfing
Jan16 Trump Attacks "Dicky Durbin" for Confirming "Shithole" Remarks
Jan16 Bannon Sure Misjudged His Own Popularity
Jan16 A Trump Campaign-Promise Scorecard
Jan16 DNC Is Ready to Fight--with Itself
Jan16 Ryan Squeezed by Conservatives on Immigration
Jan16 Trump Has Conflicts of Interest
Jan16 State of the Union Could Get Ugly
Jan15 Republican Insiders Expect to Lose the House
Jan15 Cook Updates House Ratings
Jan15 Retirements to Watch For
Jan15 House Resignations and Special Elections
Jan15 Democrats Have Good Gubernatorial Prospects
Jan15 White House Spars with WSJ
Jan15 Shitholegate Continues
Jan15 Trump Waives Punishment for Banks
Jan15 Romney's Running
Jan14 Hawaii Hit in Missile Attack...Oops, Never Mind
Jan14 Twitter Won't Shut Down Trump
Jan14 Russian Hackers Trying to Infiltrate Senate
Jan14 Chelsea Manning Running for U.S. Senate
Jan14 Trump Slams Democrats Over DACA
Jan14 About that Oil Drilling...
Jan14 Porn Stars Are Coming Out of the Woodwork
Jan13 Trump's Comments May Increase the Chance of a Government Shutdown Next Week
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redpajama_set_name: RedPajamaCommonCrawl


text:
Jovan Pavlović (Sremski Karlovci, Habsburg Empire, 10 February 1843 –  Cetinje, Principality of Montenegro, 6 April 1892) was the founder of newspaper Pančevac in Pančevo in 1869, and Minister of Education in Montenegro, from 1885 to 1892.

He first studied jurisprudence at Belgrade's Grandes écoles in 1863, and continued his education in social sciences in Geneva and Munich, where he completed his studies in sociology.

Invited by Dr. Ljubomir Nenadović to head the staff of the newly-founded Commercial College in Pančevo, 25-year-old Jovan Pavlović, recent graduate of the University of Munich, arrived in mid-1868 with an ambition to assume the post of dean and launch a newspaper Pančevac. His career met with success despite the challenges of the time and place.

Sources
 Министар Јован Павловић, часопис: Босанска Вила, Сарајево, 10. 4. 1892. , pp. 160
 Јован Павловић, Министарство просвјете
 Јован Павловић Биографија

References

 Adapted from Serbian Wikipedia:   https://sr.wikipedia.org/sr-ec/%D0%88%D0%BE%D0%B2%D0%B0%D0%BD_%D0%9F%D0%B0%D0%B2%D0%BB%D0%BE%D0%B2%D0%B8%D1%9B_(%D0%BC%D0%B8%D0%BD%D0%B8%D1%81%D1%82%D0%B0%D1%80)

1843 births
1892 deaths
Serbs of Montenegro
Montenegrin politicians

redpajama_set_name: RedPajamaWikipedia


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text:
package mandala

// Window is an interface that abstracts native EGL surfaces.
type Window interface {

	// Swap display <-> surface buffers.
	SwapBuffers()

	// Bind context to the current rendering thread.
	MakeContextCurrent()

	// Get the size of the window as width,height values.
	GetSize() (int, int)
}

redpajama_set_name: RedPajamaGithub


text:
Sinopec Corp. | CN
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China Sinopec >> Sinopecnews
Sinopec Exploits Shale Oil in Shengli Oilfield with Estimated Reserves of 458 Million Tons
o Producing 171 tons of shale oil daily, the Fanye-1 Well sets China's highest production record for a single shale oil well.
o 1 million tons of shale oil production capacity expected to be built in the next five years.
o Initial estimates of shale oil resources in the region amount to 4 billion tons.
BEIJING, Nov. 3, 2021 – The four designated shale oil prospecting wells in the East Exploratory Area of Shengli Oilfield of China Petroleum & Chemical Corporation (HKG: 0386, "Sinopec") reported high oil flow on November 3, among which the Fanye-1 Well achieved peak daily oil production of 171 tons, setting the highest shale oil production record of a single well in China.
Sinopec Exploits Shale Oil in Shengli Oilfield with Estimated Reserves of 458 Million Tons.
A strategic breakthrough in shale oil exploration in Shengli Oilfield, the record-breaking achievement has exhibited the area's bright prospects for shale oil exploration and development. Shengli Oilfield has reported the first batch of shale oil geological reserves to reach 458 million tons by current predictions. Preliminary estimates have shown that shale oil resources in the region amount to more than 4 billion tons marking a practically new territory for increasing reserves and production in eastern China.
Shale oil is the petroleum resource stored in the micro/nano-sized pores of shale layers. The shale oil developed in Shengli Oilfield is at a depth of over 3,000 meters at a temperature reaching 170 degrees Celsius in a storage space that's finer than a hair. The low degree of geological evolution, high density, poor fluidity and difficult development scenario have challenged techniques including drilling and fracturing.
To solve problems in shale oil exploration and development, Shengli Oilfield has innovated three major technologies to break through the bottlenecks. It has carried out more than 40 types of shale oil research at various levels, including the National Basic Research Program of China (973 Program) and major special projects, in the past decade such as:
o Establishing a shale oil accumulation and enrichment model in continental faulted basins to develop shale oil optimization evaluation technology that uncovers the "hiding places" of shale oil;
o Developing high-quality fast drilling technology with synthetic-based drilling fluids to enable efficient drilling of horizontal wells of over 2,000 meters at depths below 3,300 meters;
o Accomplishing multi-scale combined network fracturing technology that allows shale oil to discharge on hundreds of artificially manufactured millimeter-level "highways".
At the moment, Shengli Oilfield is fully equipped for the comprehensive exploration and development of shale oil. The company is working on technologies for longer horizontal sections, multi-layer and three-dimensional development, innovatively applying the "well factory" model to speed up the establishment of a national-level shale oil development pioneering zone in the Jiyang continental fault basin.
"The next step for Sinopec Shengli Oilfield is to continue conducting in-depth research and improving engineering capabilities to support the increase of large-scale shale oil reserve and production. It's expected shale oil production capacity reaching 1 million tons will be built in the next five years, consolidating production yield and energy security resilience in China," noted Kong Fanqun, Assistant to the President of Sinopec and Executive Director of Sinopec Shengli Oilfield.
Sinopec has also reported major breakthroughs in the field of shale gas exploration, including the establishment of China's first large-scale shale gas field, the Fuling shale gas field; the discovery of China's first deep shale gas field, the Weirong shale gas field, the first phase of which has built a production capacity of 1 billion cubic meters in 2020; as well as the Dongye Deep 2 key shale gas prospecting well in Sichuan Basin that has been tested to produce 412,000 cubic meters of high-quality shale gas daily and marked significant achievement in the exploration of ultradeep shale gas at a depth of over 4,000 meters.
Information source:SINOPEC
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It is vital that the assumptions on which arguments for rapid and large scale transfer of land to small holders rest on solid evidence, by William Beinart and Peter Delius.
These are now very diverse. In sugar, forestry and wool for example, there may now be around 50 000 smaller black farmers who connect with major companies both for production and marketing and this is probably the fastest growing area of smallholder production.
Based on our recent contribution to CDE's VIEWPOINTS series, Smallholders and land reform: A realistic perspective.
• Beinart and Delius are Emeritus Professors at Oxford and Wits Universities respectively.


Our Margo Jumpsuit is utterly charming and romantic. Crafted from our delicate floral lace and featuring a soft peplum overlay and signature flared leg silhouette, this style will be in heavy rotation in your warm weather wardrobe. Complete the look with a statement fringe earring and metallic platforms.


How do I withdraw crypto currencies or crypto-based instruments to my wallet?
To withdraw the coins, please, make sure you do not have negative balance. Please, go to your Profile - Balance and check your balance on the wallets.
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text:
Wander into a Wilderness of Mirrors
January 4, 2017 March 14, 2009 by Ken Newquist
Wilderness of Mirrors
by John Wick
Buy it from Indie Press Revolution
A few years ago I ran a short-lived Spycraft 1.0 PBEM campaign. It barely made it out of the briefing stage, ultimately succumbing to the asynchronous maladies that doom most play-by-email games.
The campaign lived on in the back of my mind, and when Uncle Bear blogged about John Wick's Wilderness of Mirrors espionage RPG, it all came crashing to the forefront. I had to try this game. Recently my gaming group did exactly that, running it as a pre-game before our regular Friday night Star Wars session.
Wilderness of Mirrors is unlike anything my group's played before. It's a story game, with a dice mechanic that's used to determine whether the players or the game master has narrative control.
Everyone creates a spy that's defined by one of five characteristics based on archetypal spy roles: Saturn (the leader), Mars (the hitman), Mercury (the faceman), Vulcan (the fixer) and Pluto (the sneak). Players have 30 points to buy up ranks in these attributes, but here's the rub – it's easy to get one rank in any of them (you get that for free) but the second rank costs 4 points. Subsequent ranks in a skill go down from there; your third will cost you 3, your fourth will cost you two. This is the opposite of most RPGs (in which higher stats cost you more) and it means that it's easy to excel at one thing, but hard to be good at everything.
Those who are the best at what they do – who have the most ranks in a given category – gain access to a special ability. For example, the hitman can get an automatic kill while the face man can make one person believe anything. These abilities can only be used once per game; even if you have two equally competent hitmen, they can only pull off the perfect kill once.
Once players make their characters, the game master gives them their superspy assignment: rescue an ambassador, defeat an evil mastermind, recover a lost artifact, etc. Then the game master sits back and let's the players detail their cunning plan and the obstacles they'll face.
For our playtest, I borrowed the setup from my long-ago Spycraft campaign. A neo-Nazi group known as the Brotherhood of the Spear has stolen the Reinhart Papers from a holocaust museum in Philadelphia. The Papers include the half-mad ramblings and calculations written down by a German physicist during World War II; our heroes' job is to recover the papers from the Brotherhood's warehouse near the old Philadelphia Naval Yard.
Seed planted, I sat back and let the idea storm hit. And man, did it ever hit.
Though I'd originally envisioned the session as falling somewhere between James Bond and Mission Impossible, during the planning phase it quickly transformed itself into a sort of Hellboy/Austin Power mashup, complete with undead Doberman pincers and heroes with codenames based on lunchmeat. I credit/blame Brendan and his character "Salami Johnson" – a Austin Powers-style superspy – for the game's decidedly silly turn.
We ended up with the following "plan":
The ware house is a near the Naval Yard, but in a remote, out of the way location.(1)
It's protected by undead resurrected German Shepherds from the 1940s, with C4 collars (2)
There are cameras located everywhere (1)
Electrified, barbwire fence surrounds parking lot (1)
The warehouse is located on the Delaware River (1)
Warehouse isn't just a warehouse; it has multiple sublevels (1)
Poison gas – Xyclon-B gas – on sublevels (1)
The Nazis are trying to re-ceate ancient experiments (1)
Kol. von Striker is the commander of the base, and has a gun that shoots around corners. (1)
The prisoners are Jewish school children (all with Mossad training), unknown to Nazis (1)
Papers are held in a vault that is guarded by lasers. (1)
The vault itself is located in a pocket dimension (1)
The Nazis use special goggles to view the Papers. (1)
Frau Heinzentiz sexed Salami to death. He's back for revenge (1)
Warehouse doubles as a cloning facility for Nazi soldiers. (1)
Clones can only be killed by dismemberment because their internal organs have been redistributed. (2)
Italian and Japan neo-fascist ambassadors are on hand. (1)
Von Striker is deathly allergic cheese. (1)
Warehouse is located blocks from Pats and Genos (1)
Because they are clones they can all recognize each other on sight (1)
The Clones have a primitive Hive Mind (1)
A neo-Nazi sergeant is the central brain who coordinates them all (1)
Use Black hang-gliders to land on the roof. (1)
Distract dogs with hot dog gun. (1)
Salami has 12 hours to live. And is infected with Syphilis-X (1)
I think it's safe to say their imaginations pretty much ran amok coming up with this list, which yielded them 27 mission points. There wasn't a specific mission point cap mentioned in the rules, so I ran with it.
The game's core mechanic is pretty simple. The team leader – the Saturn – distributes the mission dice among the group based on how often he thinks their skills are going to come into play (or personal whim; either way works).
When a player takes a risk – like hang gliding into a neo-Nazi compound – they roll the appropriate attribute dice (e.g. Pluto for sneaking). They can augment their attribute dice by spending mission dice. They add up the results of the dice throw, and compare it to the following chart:
1–5: Operations Narrates
6–10: Operations Narrates with one Agent Veto
11–15: Agent Narrates with one Operations Veto
16–20+: Agent Narrates
The veto is in the spirit of improv comedy; it's not a question of saying "no", but instead saying "yes, but …"
So when the players hang-glided in, and one of them failed his Pluto (Sneak) roll, I was able to say "yes, the hang glider got you into the compound, but you fell short of the building. And you can hear the undead dogs growling…"
What followed was creative chaos. We've played a few games that have built-in mechanics for player narrative control (namely Battlestar Galactica and Serenity, both of which use the Cortex system) but this was the first one where the entire game is built around narrative control.
The story proceeded in fits and starts, as our heroes broke into the warehouse, confronted the clones inside, and played havoc with the story. Tweaks and edits were weaved into the narrative at every turn, and my job became helping to keep track of it all (ok, you're on the first sublevel, but remember that Jon added the poison gas was on sublevels 1 and 3…)
It took us about two and a half hours to play the game, with an hour of set-up, 30 minutes of goofing around, and 60 minutes of actual play. I used the optional "countdown" rules that gave me "Setback" points for every 15 minutes of real time that passed. I could use Setback to make the results of any risk check one result worse, usually to the heroes' detriment. In the end, our heroes recovered the papers and escaped the building just as it exploded. Alas, the school children were not saved, having been brain washed by the Nazis into being their loyal minions, and our heroes were not able to get them out before the building exploded.
The group had a blast, even though we ventured pretty far a field from your traditional espionage mission, and didn't exactly keep with the spirit of the game. I think this was to be expected when you go from playing a fairly traditional RPG like Dungeons & Dragons or Star Wars; Saga Edition to playing a narrative control game like Wilderness of Mirrors. Players had the chance to do whatever they wanted, all the while riffing off of one another's ideas. Once the weird/silly seed was planted, there was no turning back.
I think that I was too liberal in the Mission planning phase and focused them more on a) what they were encountering and b) how they were going to deal with it. I'd also want to limit their options more; 27 Mission Points gave them too many to spend. I think 15-20 would have worked better.
I say this because another important aspect of the game is Treachery; players can earn more Mission Points by betraying their fellow agents. Unfortunately, because there were so many Mission Points in play, my players never felt the need to betray one another – they had all the points they needed, and were having more than enough fun dealing with the neo-Nazi clone troopers. Increasing the scarcity of mission points would have made treachery much more appealing to my players.
As the Game Master (aka Operations) I found my job was primarily to nudge people back on track. The heroes had enough mission points to achieve their goals, usually with only a veto from me, so narrative control was firmly in their laps. I liked the Setback mechanic, which let me add more vetos, and occasionally seize narrative control, but I would like to have started with a small pool of such points. I think that would have made things more challenging for the players, and forced them to spend more mission points earlier in the game (which in turn increases the chances of treachery among players).
Our sense was that if we played it again, we'd likely take a more serious approach, and try and hew closer to the traditional spy genre. Going in the opposite direction, we all agreed that this could make for a fantastic Paranoia-style game. Our playtest certainly had some of Paranoia's zany energy, and it wouldn't take much to transport these rules to Alpha Complex.
I don't know that we'll play it again any time soon. It does work well as a one shot, but honestly we've got enough on our hands with our regular Star Wars campaign and the occasional board game. We had fun, but not that much fun that it would displace say, a Friday of Arkham Horror. There's not a lot here (heck, I think this review has more words than the game), which makes its $5 price tag a bit steep. However, like Uncle Bear noted in his write-up, at the time I bought this John Wick was also selling the PDF for his mammoth RPG Houses of the Blooded for $5, so in the end I think things worked out just fine.
Categories Game Reviews, Games, Playtest, Role-Playing Game Reviews, Role-Playing Games Tags Wilderness of Mirrors
Twitter Follow Friday: 3/13/09
Beware the Megadungeon


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Alan Dollar has been featured in Scoot! Magazine (Summer 2003 – #24) and has an amazing collection that spans all matter of toys and postcards and ephemeral materials. He has photos of everything up on his site — so much fun to look through!
This entry was posted in Miscellaneous and tagged alan dollar, lambretta, scooter, vespa by Tracy. Bookmark the permalink.


What do you think of our website? Do you think we managed to show a true image of Mindanao? What does our website lack? More articles? More photos? Has reading through the website changed your view of Mindanao and Mindanaoans? Why or why not? Do you think there are enough blogs on the internet covering Mindanao?


It was founded in 622 CE by Mohammed the Prophet (circa 570 to 632 CE) in Medina. It is the youngest of the world's great religions. Followers of Islam are called Muslims. An alternate spelling that is occasionally used is "Moslim"; it is not recommended because it is often pronounced "mawzlem": which sounds like an Arabic word for "oppressor". Some Western writers in the past have referred to Islam as "Mohammedism"; this is deeply offensive to many Muslims, as its usage can lead to the concept that Mohammed the Prophet was in some way divine.
Little is known about Muhammad's childhood. He was orphaned at the age of 6 and brought up by his uncle. As a child, he worked as a shepherd. He was taken on a caravan to Syria by his uncle at the age of 9 (or perhaps 12). Later, as a youth, he was employed as a camel driver on the trade routes between Syria and Arabia. Muhammad later managed caravans on behalf of merchants. He met people of different religious beliefs on his travels, and was able to observe and learn about Judaism, Christianity and the indigenous Pagan religions.
After marriage, he was able to spend more time in meditation. At the age of 40, (610 CE), he was visited in Mecca by the angel Gabriel. He developed the conviction that he had been ordained a Prophet and given the task of converting his countrymen from their pagan, polytheistic beliefs and what he regarded as moral decadence, idolatry, hedonism and materialism.
He met considerable opposition to his teachings. In 622 CE he moved north to Medina due to increasing persecution. The trek is known as the hegira . Here he was disappointed by the rejection of his message by the Jews. Through military activity and political negotiation, Mohammed became the most powerful leader in Arabia, and Islam was firmly established in the area.
By 750 CE, Islam had expanded to China, India, along the Southern shore of the Mediterranean and into Spain. By 1550 they had reached Vienna. Wars resulted, expelling Muslims from Spain and Europe. Since their trading routes were mostly over land, they did not an develop extensive sea trade (as for example the English and Spaniards). As a result, the old world occupation of North America was left to Christians.
Believers are currently concentrated from the West coast of Africa to the Philippines. In Africa, in particular, they are increasing in numbers, largely at the expense of Christianity.
Totaling approximately 1 billion believers, they form the second largest religion in the world. The number of Muslims in North America is in dispute: estimates range from under 3 million to over 6 million. The main cause of the disagreement appears to be over how many Muslim immigrants have converted to Christianity. Statistics Canada reports that 253,260 Canadians identified themselves as Muslims (0.9% of the total population) during the 1991 census. Those figures are believed to be an under-estimate; Islam is growing in numbers.
the Qu'ran are the words of Allah. This was originally in oral and written form; they were later assembled together into a single book, the Qu'ran. Its name is often spelled "Koran" in English. This is not recommended, as some Muslims find it offensive.
The Hadith, which are collections of the sayings of Mohammed.
Muslims follow a lunar calendar which started with the hegira, a 300 mile trek in 622 CE when Mohammed relocated from Mecca to Medina.
to recite at least once during their lifetime the shahadah (the creed: "There is no God but God and Mohammed is his Prophet"). Most repeat it at least daily.
to perform the salat (prayer) 5 times a day. This is recited while orienting one's body towards Mecca. It is done in the morning, at noon, midafternoon, after sunset and just before sleeping.
to donate regularly to charity through zakat, a 2.5% charity tax, and through additional donations to the needy as the individual believer feels moved.
to fast during the month of Ramadan [began 1995-FEB-2, 1995 (Year 1415); begins 1996-JAN-22 (Year 1416) and 1997-JAN-10 (Year 1417)]. This is believed to be the month that Mohammed received the Qu'ran from Allah.
Jihad (struggle) is probably the most misunderstood religious word in existence. It often mentioned on Western TV and radio during news about the Middle East, where it is implied to be a synonym of "holy war" - a call to fight against non-Muslims in the defense of Islam.
The vast majority of Muslims of Muslims have an entirely different definition of Jihad. It is seen as a personal, internal struggle with one's self. The goal may be achievement in a profession, self-purification, the conquering of primitive instincts or the attainment of some other noble goal.
Originally, in Islamic countries, there was no separation between religious and civil law, between Islam and the state. Turkey and some other countries have become secular states during this century. This is a controversial move in Islamic circles.
Followers of the Hanafi school are called Sunni Muslims and constitute a 90% majority of the believers. They are considered to be main stream traditionalists. Because they are comfortable pursuing their faith within secular societies, they have been able to adapt to a variety of national cultures, while following their three sources of law: the Quran, Hadith and consensus of Muslims.
Followers of the Jafri school are called Shi'ite Muslims and constitute a small minority of Islam. They split from the Sunnis over a dispute about the successor to Mohammed. Their leaders, Imams promote a strict interpretation of the Qu'ran and close adherents to its teachings. They believe in 12 heavenly Imams (perfect teachers) who guide the faithful from their locations in Paradise.
Sufism: a mystic tradition in which followers seek inner knowledge directly from Allah through meditation and ritual and dancing. They developed in the 7th century CE as an ascetic reaction to the formalism and laws of the Qu'ran.
Baha'i: an attempt to integrate all of the world religions. It was originally a break-away sect from Islam but has since grown to become a separate religion.
Black Muslim Movement (BMM): This is largely a black urban movement in the US. One driving force was a rejection of Christianity as the religion of the historically oppressing white race. It was started by Wallace Fard who built the first temple in Detroit. Elijah Muhammad (born Elijah Poole) established a second temple in Chicago and later supervised the creation of temples in most large cities with significant black populations. They taught that blacks were racially superior to whites and that a racial war is inevitable. The charismatic Malcolm X was perhaps their most famous spokesperson; he plaid an important role in reversing the BMM's anti-white beliefs. In its earlier years, the movement deviated significantly from traditional Islamic beliefs (particularly over matters of racial tolerance the status of the BMM leaders as prophets). This deviation is being reversed.
Visit http://www.cco.caltech.edu/~calmsa/calmsa.html for an impressive home page maintained by the Caltich Muslim Student Association (MSA). It includes essays on Islam and many links to other Islamic WWW sites.
Return to the OCRT home page.


text:
The St. Philomena Chapel at NPH Haiti St. Damien Pediatric Hospital. Photo credit: Douglas Ford Rea
Father Rick Frechette, CP, D.O.
President, NPH Haiti
When Rick Frechette became a Passionist priest in 1979, his goal was to minister to the spiritual health of humanity. Little did he know that one day he would also minister to the physical health of orphaned children and the needy in a third world country.
Born in 1953, Frechette graduated from Assumption College in Massachusetts with degrees in math and philosophy. He next attended St. John's University in New York and studied theology as a seminarian, being ordained a priest in 1979. After a few years as a parish priest in Baltimore, he met Fr. William B. Wasson, founder of Nuestros Pequeños Hermanos (NPH), Spanish for Our Little Brothers and Sisters, and worked in Mexico in 1983 at an old hacienda that had been converted to a home for nearly 1,000 orphaned and abandoned children. As a priest and administrator, his next calling was to Honduras to help establish a second orphanage for NPH.
Mother Teresa's Sisters of Charity in Haiti directed Frechette to the next turning point in his life. The sisters were caring for babies born of dying mothers, frequently sick with AIDS. Many of the babies did not survive, but those who did needed care, love and a place to live. Wasson and Frechette visited the poor country and children's hospice and decided to begin an orphanage there. Today, Nos Petits Freres et Soeurs, French for "Our Little Brothers and Sisters," survives amidst political chaos, economic disaster and uncontrollable crime. Despite the obstacles, Frechette is determined to make a difference in the lives of children. During particularly violent years of embargo, when it was suggested that the NPH staff leave Haiti, Frechette said, "How could we leave the children? What kind of shepherd would leave when the wolf comes?"
Making a difference meant going back to medical school to learn how to minister to the children's physical needs, which resulted in his medical degree in 1998 from the New York College of Osteopathic Medicine, and becoming a general practitioner licensed in New York and Florida. "The poor people have scant access to medical care; even if they are lucky enough to get evaluated at a clinic, both scarcity of medicines and their relatively high prices prevent their getting treatment. Our own working conditions, especially in the poorest areas of Port-au-Prince, are tragic and are deplorable. We have little water, no electricity, few medicines and supplies," states the doctor-priest.
For over 30 years, Fr. Rick's duties included overseeing NPH Haiti's St. Damien 240-bed pediatric hospital, which provides long-term care to critically ill children and outpatient services to children and adults each year. Also Fr. Rick managed the operations of the NPH residential homes, schools and various community service programs. He has since handed these duties over to Haiti staff, who he has mentored over the past years.
In 1998, Fr. Rick founded the St. Luke Foundation, which creates dignified jobs in social service fields. These extensive programs now include over 30 street schools, water delivery to the slums, hospitals and clinics and burying the unclaimed dead from the city morgue.
Fr. Rick remains fully committed to advise, support and help in any way requested, the leaders of NPH Haiti and St Luke Foundation. He is confident in their zealous and proven ability to take up full leadership of these programs. as Haitians with good hearts and a deep convictions about what is best for their country.
Fr. Rick remains the acting President of NPH Haiti, overseeing an extensive array of programs. He also serves as the Ethical Medical Advisor for NPH International.
In 2012, Fr. Rick won the Opus Prize, a faith based humanitarian award that recognizes unsung heroes solving today's most persistent social problems.
Jacqueline Gautier, MD
Dr. Jacqueline Gautier is a pediatrician and graduated in 1981 from the Faculté de Médecine et de Pharmacie, Port au Prince, Haiti. She specialized in Pediatrics at the Hôpital de l'Université d'Etat d'Haiti from 1982 to 1985. She then spent one year fellowship in Infectious Diseases at Duke Regional Medical Center, USA, in 1986.
From 1986 to 1988 she was the chief of the pediatric department of Hôpital Albert Schweitzer, Haiti. Afterwards she served as a board member for this hospital for seven years.
After five years in private practice in Port au Prince, she became the first medical director of St. Damien in 1993, helping Fr. Rick Frechette, then current General Director, transform gradually a hospice for dying children to a well-known pediatric hospital for the vulnerable families in Haiti. In 2005, she established the HIV/AIDS department of St. Damien with funding from PEPFAR. The multidisciplinary team of this department cares for approximately 800 women and children receiving ART. St. Damien also offers a PMTCT program for pregnant women infected with HIV. Today the HIV/AIDS department of St. Damien is a point of reference in the country as well as a training center for physicians from other towns of Haiti to expand pediatric AIDS management in the country.
Dr. Gautier teaches Infectious Diseases in Pediatrics at the Faculté de Médecine et de Pharmacie, Université d'Etat d'Haiti . She is also currently the president of the Sociéte Haitienne de Pédiatrie: the Haitian Pediatric Society. Dr. Gautier became the CEO/Director of St. Damien in April 2012. Under her leadership St. Damien opened a residency program in September 2013 in collaboration with Hôpital Bernard Mevs/Project Medishare and the Université of Notre Dame d'Haiti to train a new groups of pediatricians ready to face the challenges of health care for Haitian children.


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Q: Are arbitrary intersection of open sets contained in discrete and trivial topology? Recall topology $\tau$ on set $X$:

*

*$\varnothing \in \tau$, $X \in \tau$

*$\bigcup\limits_{\alpha \in I} U_\alpha \in \tau$

*$\bigcap\limits_{i = 1}^n U_i \in \tau$

I am trying to show that both discrete and trivial topologies are topologies...item 1 and 2 seems to be obvious, and 3 also seems to be obvious but with a twist...

It seems to me that not only finite intersection are closed in the discrete and the trivial topology, but arbitrary intersection of either case is also closed in the two topologies

Note: "Closed" means "lies in"

Is my intuition correct?

A: Yes, that's correct, and not hard to prove!  Since the trivial (or indiscrete) topology is finite, all intersections in that topology are equivalent to finite intersections.  And since the discrete topology contains all subsets, in particular it includes any infinite intersection of subsets, because that is also a subset.

A: Yes, you are right. Note that everyone is closed in the discrete topology, then every intersection of subsets (finite or infinity) is closed. And all possible intersection of open/close subset on the trivial topology is the empty set and X.

redpajama_set_name: RedPajamaStackExchange


text:
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Renon's new cable car opened on May 23, 2009, offering a whole bunch of fantastic advantages for vacationers and local commuters alike : a generous schedule, short travel time and easy access. It's a true gem. It only takes 12 minutes for the gondolas to move from Oberbozen/Soprabolzano to Bozen/Bolzano –they depart every 4 minutes, so there's practically no waiting time.
The valley terminal is located conveniently close to the city center. The historical old town can be reached comfortably in a 10-minute-walk or a less-than-five-minute bus ride. And so Renon's cable car, constructed by the South Tyrolean company Leitner, has become a world-class model for public transportation. It unites all the advantages of an aerial tramway and a detachable gondola lift through the use of three cables (two support cables and one haul cable). The two support ropes make for an increased wind resistance, the spacious cabins hold up to 30 passengers, and bikes and strollers can also be brought on board. Thanks to the operation of up to eight cabins, a gondola departs every 4 minutes, and passengers can wave good-bye to restricting schedules and waiting times. During times of lesser demand and lower frequency of runs, gondolas are detached and thus energy can be saved.
A schedule with no limits.
Modern cabins that offer comfortable seating.
Breathtaking view of the Rosengarten/Catinaccio and Schlern/Sciliar, of Bolzano and the Überetsch/Oltradige area.
Travel with a clean conscience: Park your car - it's easier, more comfortable and a lot prettier to move around on the Renon mountain by public transit.
Ride the cable car for free with your RittenCard.
Save money on ticket rates with a value card, the Mobilcard or the RittenCard. Children up to the age of 6 ride free of charge.
Group discounts for groups of 10+ people: one way € 3,50 and return € 7,- for person.
If you don't have the RittenCard, a Mobilcard Day Pass is definitely the best alternative: only € 7.50 for "juniors" (kids ages 6-14) and € 15.- for adults.
Gondolas depart every 4 minutes at the stations in Bolzano and Soprabolzano until 9:00. Last run is at 10:45 pm.
The stations and gondolas of Cable Car Renon are handicap-accessible and wheelchair friendly.
There is a fee for dogs and they must wear a muzzle. Only lapdogs ride free of charge and without muzzle.


Previous Post Does your management practice this?
I asked a newly hired "Full Stack Developer" if he could tell me his definition of a "Full Stack Developer"…And received silence. Interacting with him in daily scrums I find that he's really a good front end developer. But there's so much to learn and keep learning and relearning…Development Churn…It's extraordinarily difficult to be a Full Stack Developer nowadays.


NICE International launched the Gates Reference Case, a principle-based standardised methodology for good practice in the planning, conduct and reporting of economic evaluation for informing priority setting in health.
Senior academics, donors and policy makers attended the launch at the Houses of parliament, which was hosted by APPG Global Health, chaired by Lord Crisp and Meg Hillier MP. There followed a technical workshop to discuss why and how the Gates Reference Case was developed and what it means for researchers, donors, and policy makers working in low and middle income countries as well as next steps in the development and implementation of the reference case.
The MEEP final report (PDF) contains the full Gates Reference Case and background to the project. A guide to the Reference Case – what it is, why it's important and how to use it – can be found here.
NICE International were joined by Prof Karl Claxton and Paul Revill from the University of York on a visit to the headquarters of the World Health Organisation in Geneva to discuss the Gates Reference Case and provide an update on the International Decision Support Initiative.
A roundtable discussion event was chaired by Kees de Joncheere, Director of the Department of Essential Medicines and Health Products. Also in attendance were individuals from various teams within the WHO, including Department of Health Systems Governance and Finance and the Policy Access and Use Unit. The roundtable enabled event enabled discussion about the Reference Case and its applicability to WHO programmes of work.
Following discussion with WHO staff, NICE International and colleagues from the University of York attended a meeting of the Health Economic Affinity Group, hosted by the Global Fund. The group aims to draw together individuals who work in institutions around Geneva who have in interest in health economics. More than 40 people from organisations such as WHO, Global Fund, UNITAIDs, the GAVI Alliance, and the Global Fund were in attendance. NICE International introduced the Reference Case and discussed the International Decision Support Initiative with the group. Professor Karl Claxton discussed the importance of a principle-based approach to the production of evidence to inform accountable and reasonable decisions.
These two events highlighted the continued relevance of the use of evidence in decision making and the wide applicability of the principles behind the Reference Case to a range institutions. These institutions make decisions which have a substantial impact on health care provision in many low and middle income counties around the world.
As focus on the processes and evidence supporting decision making becomes increasingly important, NICE International will continue to work with major partners to provide information and help.
Colleagues from University of York, Universiti Sains Malaysia, and NICE International held a Gates-Reference Case workshop session at the ISPOR Europe conference in Amsterdam in November 2014. The workshop was well attended and furthered efforts to reach out and engage with a range of different stakeholders with an interest in the Reference Case.
Mark Sculpher (University of York) provided an overview to the session and chaired discussion, Tommy Wilkinson (NICE International) presented the background and structure the Reference Case, Paul Revill (University of York) outlined each of the Reference Case principles and why they are important, and Asrul Shafie (School of Pharmaceutical Sciences, Universiti Sains Malaysia) provided an overview of the current status of economic evaluation methodology in Malaysia and some useful observations on the applicability of the RC to the Malaysian setting.
The workshop enabled some interesting discussion ranging from particular methodological specifications such as the DALY outcome measure to the status of the Reference Case going forward and applicability to high income countries.


Working after eight weeks - CALL ALREADY - The Worst Year!
Being released to work, FINALLY. I wasn't used to staying at home and not going anywhere, even if it was just to work. After all, I didn't drive. But now in a few more weeks, if I didn't have any breakthrough seizures, I could drive. I might have to wait longer than that because we needed another CAR.
Before I went out for surgery, the hospital had to hire a new person in the department. She didn't have much experience. Unfortunately my coworker would have to help train her without me. Training someone straight from ultrasound school takes time. Radiologists can be picky. People with no experience usually have to get the other coworker to scan behind them to make sure they didn't forget anything. Because of this she was taking all of the overnight CALL.
When I came back to work, the first question was "what night do you want to take call?" Excuse me? None right now. The first thing my coworker did was take a smoke break. After that she must have gone to the supervisor. When she returned to the department from her smoke break, I was called to his office. The first question was "When can you take call?" I had to remind him about epilepsy and needing sleep. If I took call, it could not be overnight. A few weeks went by, the word CALL was said at least once a day. I finally went to the supervisor and told him that I wanted to be transferred to another department. I didn't care where. This floored him. He said let him see what he could do.
Later that day, all three of us were in his office. They said change my schedule 11:00-8:00. Six to eight was the busiest E.R. time frame for us. I said o.k. Inside I thought only for awhile. I will be looking for another job.
Well, I lost the count of how many medications I had tried. I finally decided SURGERY!!! Yes, Surgery. Ten to thirteen seizures a month was enough! Off to Chapel Hill, NC for a second opinion and surgery. Chapel Hill here we come!
Back and forth keeping the road hot to Chapel Hill and back home. One study after another. Having a video EEG. Taken off of my medication to view my seizures. I had seven in one day! They thought it might take a week. My surgery finally Was SEPTEMBER 11,1997.
Thank the Lord for my wonderful family. My in-laws kept my daughter during my recovery. She would still go to the daycare, they would pick her up then let me see her for a while. My parents would take care of me while my husband worked. It was odd during this time that my mom had surgery on her neck and was out of work the same time that I was. We spent time together while we were out on leave from work.
We went back to Chapel Hill and I was told to work off of my medication by six weeks. If I did not have any problems by eight weeks, I had clearance to DRIVE!!! I had to follow up with my regular neurologist from now on because they released me. DRIVE!!!


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Alan earpice/mic with standard 2-pin plug to suit most popular PMR446, CB and Amateur handhelds.
The earpiece consists of a clear acoustic tube which is almost invisible when worn.
A switch on the mic/ptt allows vox use for radios with built-in vox facility.


text:
Domingo Ghirardelli
Domingo Ghirardelli, founder of the Ghirardelli Chocolate Company 1
Domenico "Domingo" Ghirardelli (February 21, 1817–January 17, 1894) was the highly successful founder and patriarch of the Ghirardelli chocolate empire, and a long-time Oakland resident.
Born in Rapallo, Italy to parents Madelena and Giuseppe Ghirardelli (a food merchant), he was an apprentice with Romanengo's, a local chocolate maker.
In 1837, at the age of 20, Ghirardelli married his first wife Elisabetta "Bettina" Corsini (1817–1846) in Italy.
Ghirardelli was politically aligned with Giuseppe Garibaldi, the father of the Italian unification movement. When Garibaldi fled a death sentence in Italy and went into exile in South America, Ghirardelli and his young wife Bettina followed, moving to Montevideo, Uruguay, where Domenico worked at a coffee and chocolate establishment.
Fearing instability due to Uruguayan border disputes and seeking better opportunities, in 1838 the couple relocated to Lima, Peru, where Ghirardelli opened a confection shop next door to American expat James Lick, who was a cabinet and piano maker. While in Peru, Ghirardelli learned to speak Spanish, and began to refer to himself as Domingo (the Spanish version of Domenico).
Following the death of Bettina in 1846, he remarried in 1847 [or 1849] to Carmen Alvarado Martin (July 16, 1829–September 18, 1887), a young widow with an infant daughter after meeting her in Lima, Peru.
The California Gold Rush led Lick to emigrate to San Francisco in January 1848, taking with him, among other valuables, 600 pounds of Ghirardelli chocolates. So popular were the chocolates that Lick wrote to Ghirardelli, persuading his good friend (and his family) to join him in San Francisco … and to bring more chocolates!
Upon Ghirardelli's arrival in 1849 he tried his hand as a gold prospector in mines near Jamestown and Sonora. When that proved unsuccessful, he opened a general store in San Francisco, which catered to needs of miners. In 1852 Ghirardelli turned to what he know best, opening a chocolate shop.
Ghirardelli Chocolate Company
[More to come!]
1870 Recession / Ghirardelli-Mangini Bankruptcy
A recession swept the nation in 1870, then the Panic of 1873 triggered the Long Depression (1873–79). This financial instability led to Domingo Ghirardelli and business partner/son-in-law Angelo Mangini being forced to declare bankruptcy in 1870 [or 1871 … searching for court records]. Mangini disappeared, leaving Ghirardelli to deal with the financial difficulties, dramatically scale back and rebuild the company.
In addition to the Ghirardelli Chocolate Company in San Francisco, Ghirardelli owned several other businesses/stores, as well as extensive real-estate holdings in Oakland and neighboring communities. In 1872, the first enterprise he sold was his general merchandise store located in Hornitos, operated by his step-daughter Dominga and her husband Frank Barbagelata.
By 1874 everything else Ghirardelli owned was auctioned off, including the beautiful Ghirardelli House, its contents and all his other properties and stores, with the exception of the Ghirardelli Chocolate factory in San Francisco. Proceeds from the auctions netted only $111,450.
Ghirardelli Family
Carmen and Domingo Ghirardelli raised eight children of their own, plus Carmen's daughter from a previous marriage, Dominga Martin Barbagelata (1846–?)
Daughter: Virginia Ghirardelli Mangini (1847–1867)
Son: Domenico "Domingo" Ghirardelli, Jr. (Ghirardelli executive, 1849–August 10, 1932)
Son: Gieseppe "Joseph" Nicholas Ghirardelli (Ghirardelli executive and Vice President, February 7, 1853–May 11, 1906)
Son: Caesar Ghirardelli (1854–1864)
Daughter: Elvira Ghirardelli Sutton (January 11, 1856–January 25, 1908)
Son: Luigi "Louis" Ghirardelli (Ghirardelli executive, November 30, 1857–February 14, 1902)
Daughter: Angela Ghirardelli Jorgensen (artist, January 3, 1858–January 19, 1936)
Son: Eugenio "Eugene" Ghirardelli (merchant, May 1862–disappeared 1909; legally declared dead 1921)
In 1862, when oldest daughter Virginia was 15, Ghirardelli let her marry Angelo Mangini, who worked at the time as the company bookkeeper. The Ghirardelli's first grandchild, Aurelia, was born on July 18, 1863. Angelo Mangini, the son-in-law, became a full business partner in 1868. Unfortunately, Virginia died young at the age of 20. It appears that Aurelia was being raised by her grandparents after Virginia's death, and certainly was with Domingo and Carmen three years later when Angelo—described as "fidgety"—vanished in 1870. Mangini, accused by a business associate of embezzling over $10,000, "fled to parts unknown."
Ghirardelli sent the three oldest of his five sons to boarding school in Genoa, Italy. Domingo, Jr. and Joseph, each gone for approximately seven years, returned to attend the Jesuit Santa Clara College before beginning their business careers with Ghirardelli & Sons. Third son Caesar died at the age of 10 while away at boarding school, which may be why the two youngest sons seem to have not been sent abroad for their education.
Domingo Ghirardelli, Jr. died in 1932, while his widow Addie lived on until 1950.
As an art student at the California School of Design, taking classes from acclaimed landscape artist Christian Jorgensen, daughter Angela, described as "a wealthy young society girl" captured Jorgensen's heart and the two married in 1880. From all accounts theirs was a happy and comfortable marriage. The Ghirardelli family fortune meant that Christian could focus on his painting, while they traveled throughout Europe, wintered in Carmel, and lived in Yosemite Valley from 1899 to 1918. Various celebrities, including President Roosevelt in 1903, visited the Jorgensens in their Yosemite home. The couple, who had two children, lived out their last years in a Piedmont home, with Christian Jorgensen passing away on June 24, 1935, and Angela dying just 6 months later. Angela, Christian and daughter Aimee are all buried in the Ghirardelli family mausoleum in Mountain View Cemetery.
Youngest son Eugene did not seem to fare as well as his other more successful siblings. He did not work for Ghirardelli & Sons as did his older brothers, but tried to run his own venture, E. Ghirardelli Mercantile Company, which failed, leaving him to be sued in Superior Court. Eugene married Rosie (or Rosa) Capelli, with whom he had two children, but in 1909 he "ran out on his wife and disappeared" and was declared legally dead by his wife in 1921.
Oakland Homes
The Pardee Home Museum Newsletter of November 1999 states that the Ghirardelli family lived in at least eleven homes in Oakland, starting with the Ghirardelli House on 3rd and Jefferson Streets, which was auctioned off due to the bankruptcy. Further, the Newsletter writes of "Ghirardelli's widow died at 1227 Chestnut" but as Carmen died in 1889, and Domingo died five years after her in 1894, the reference was clearly a typo as "widow" should have been 'wife.'
Other Oakland addresses credited to the Ghirardelli family was a son living "at Market and 19th," another son who lived at 1147 Poplar Street, and one of the daughters who lived at Union Street and 14th Street.
The Notorious Cemetery Relocation
In 1878 Ghirardelli's granddaughter Aurelia Mangini became extremely ill and when it became apparent that death was imminent, the family sent for the Catholic priest to administer last rites. Several accounts of what followed have circulated over the years: the priest thought Domingo Ghirardelli had not donated enough to the church; there was a heavy rainstorm; the priest was drunk. Whatever the reason, the priest never came and young Aurelia died on January 3, 1878.
Carmen Ghirardelli, a devout Catholic, was devastated, and from that day on Ghirardelli forbade the entire family from ever entering a Catholic church.
At the time of Aurelia's death, all deceased Ghirardelli family members were buried in the Ghirardelli family mausoleum in Saint Mary's Cemetery. So angry was Ghirardelli that he had a second Ghirardelli Mausoleum, with a Masonic symbol carved above its entrance, built in neighboring Mountain View Cemetery. Since the Vatican forbids Freemasonry, this was clearly a further jab at the Catholic church.
Then one night sometime in 1890 [need to confirm exact date], Domingo and his sons took a horse-drawn wagon to St. Mary's Catholic Cemetery and moved the Ghirardellis buried there (including Aurelia) to Mountain View Cemetery next door.
Domingo Ghirardelli seems to have been the only Ghirardelli to move his family out of Saint Mary's Cemetery. According to cemetery officials, many Ghirardellis are still buried in Saint Mary's. The original mausoleum in Saint Mary's still stands, though it was later sold to an unrelated family.
Ghirardelli family mausoleum in Mountain View Cemetery, Oakland, California 2
Ghirardelli-Mangini Bankruptcy Settlement
According to an article in the San Francisco Call, "Creditors Wait 40 Years for Money: Ghirardelli-Mangini Bankruptcy Proceedings Settled. After pending 40 years, the bankruptcy proceedings in the estate of Domingo Ghirardelli and Angelo Mangini, the original manufacturers of Ghirardelli's chocolates, were brought to a close yesterday in the United states district court when Judge George Donworth signed the petition confirming the sale of 223.39 acres of land in Richmond to W. H. Spaulding for $124,631. Many of the creditors, old and bent with age and limping on canes, were present. These creditors had been waiting all these years to realize 100 cents on the dollar. But even now their claims will not be satisfied in full. They will receive about 75 cents on the dollar.
On Sunday, September 18, 1887 Carmen Ghirardelli passed away at the age of 58 while at the home of her sister, who resided at 1227 Chestnut Street in Oakland. The funeral for Mrs. Ghirardelli, who had lived in Oakland for 30 years, was held at the Church of the Immaculate Conception on Tuesday, September 20, 1887.
While on an extended vacation to his hometown of Rapallo, Italy, Domingo Ghirardelli died of influenza on January 17, 1894. His body was returned to Oakland and buried in Mountain View Cemetery with the rest of his family, just as he had requested.
There are currently 23 Ghirardelli relatives buried in Mountain View Cemetery, along with Jorgensens, and assorted other spouses, grandchildren, etc.
Although Find A Grave lists Carmen Ghirardelli as being buried in Saint Mary's Cemetery, officials at Mountain View Cemetery confirm that Carmen is interned at Mountain View Cemetery, along with her husband Domingo and family.
As Carmen Ghirardelli died in 1887, and Lives of the Dead states Domingo Ghirardelli and sons did not move the deceased family members from Saint Mary's to Mountain View until 1890, it appears that Carmen was originally buried in the family mausoleum in Saint Mary's Cemetery, then relocated to Mountain View Cemetery. This would explain why Saint Mary's has no record of Carmen being buried there, but Mountain View does, and would also explain why Ghirardelli descendants posted two different burial sites for Carmen on Find A Grave. Perhaps Ghirardelli, wanting to not upset his deeply religious Catholic wife, waited until after her death to move the family.
Politicians and Entrepreneurs: Domingo Ghirardelli Museum of the City.org 1
Aurelia Ghirardelli Our Oakland Blog
Domenico "Domingo" Ghirardelli Lives of the Dead by Michael Colbruno
The Ghirardelli Story by Sidney Lawrence (Grandson of Alfred Ghirardelli; Great great-grandson of Domingo Ghirardelli; Head of Public Affairs at the Smithsonian) The Free Library
Ghirardelli's Heritage—160 Years Ghirardelli official website
Domingo Ghirardelli Wikipedia
Ghirardelli Mausoleum—Private Mausoleums
Friends of Mountain View Cemetery
Domenico Ghirardelli NNDB
Ghirardelli-Mangini Bankruptcy Proceedings Settled The San Francisco Call (May 10, 1910)
Exhibits at Three Northern California Museums Highlight Treasures of Pardee Home Collections Pardee Home Museum Newsletter November 1999
Griepenstroh and Gripenstraw families RootsWeb (Note: all information from this website must be cross-checked for accuracy before use)
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Here you can find what you need to know about Mossy Point, NSW, including house prices in the area, median values, annual growth, recent sale prices, maps, a suburb profile and much more.
There have been 22 Houses sold in Mossy Point in the past 12 months with a median sale price of $554K, up -14.19% annually. It takes on average 85 days to sell with vendor discounting of -6.32%.


text:
Q: pyspark: Stage failure due to One hot encoding I am facing the below error while fitting my model. I am trying to run a model with cross validation with a pipeline inside of it.
Below is the code snippet for data transformation:
    qd = QuantileDiscretizer(relativeError=0.01, handleInvalid="error", numBuckets=4,
    inputCols=["time"], outputCols=["time_qd"])

    #Normalize Vector
    scaler = StandardScaler()\
             .setInputCol ("vectorized_features")\
             .setOutputCol ("features")

    #Encoder for VesselTypeGroupName
    encoder = StringIndexer(handleInvalid='skip')\
        .setInputCols (["type"])\
        .setOutputCols (["type_enc"])

    #OneHot encoding categorical variables
    encoder1 = OneHotEncoder()\
        .setInputCols (["type_enc", "ID1", "ID12", "time_qd"])\
        .setOutputCols (["type_enc1", "ID1_enc", "ID12_enc", "time_qd_enc"])

    #Assembling Variables
    assembler = VectorAssembler(handleInvalid="keep")\
             .setInputCols (["type_enc1", "ID1_enc", "ID12_enc", "time_qd_enc"]) \
             .setOutputCol ("vectorized_features")

The total number of features after one hot encoding will not exceed 200. The model code is below:
    lr = LogisticRegression(featuresCol = 'features', labelCol = 'label',
    weightCol='classWeightCol')
    pipeline_stages = Pipeline(stages=[qd , encoder, encoder1 , assembler , scaler, lr])
    #Create Logistic Regression parameter grids for parameter tuning
    paramGrid_lr = (ParamGridBuilder()
                 .addGrid(lr.regParam, [0.01, 0.5, 2.0])# regularization parameter
                 .addGrid(lr.elasticNetParam, [0.0, 0.5, 1.0])# Elastic Net Parameter (Ridge = 0)
                 .addGrid(lr.maxIter, [1, 10, 20])# Number of iterations
                 .build())
    cv_lr = CrossValidator(estimator=pipeline_stages, estimatorParamMaps=paramGrid_lr,
                        evaluator=BinaryClassificationEvaluator(), numFolds=5, seed=42)
    cv_lr_model = cv_lr.fit(train_df)

.fit method throws the below error:

I have tried increasing the driver memory but still facing the same error. Please suggest what is the cause of this issue.


text:
7.3 Analytical Thinking
College Success7.3 Analytical Thinking
1 Exploring College
1.1 Why College?
1.2 The First Year of College Will Be an Experience
1.3 College Culture and Expectations
1.4 How Can This Book And This Course Help?
2 Knowing Yourself as a Learner
2.1 The Power to Learn
2.2 The Motivated Learner
2.3 It's All in the Mindset
2.4 Learning Styles
2.5 Personality Types and Learning
2.6 Applying What You Know about Learning
2.7 The Hidden Curriculum
3 Managing Your Time and Priorities
3.1 The Benefits of Time Management
3.2 Time Management in College
3.3 Procrastination: The Enemy Within
3.4 How to Manage Time
3.5 Prioritization: Self-Management of What You Do and When You Do It
3.6 Goal Setting and Motivation
3.7 Enhanced Strategies for Time and Task Management
4 Planning Your Academic Pathways
4.1 Defining Values and Setting Goals
4.2 Planning Your Degree Path
4.3 Making a Plan
4.4 Managing Change and the Unexpected
5 Reading and Notetaking
5.1 The Nature and Types of Reading
5.2 Effective Reading Strategies
5.3 Taking Notes
6 Studying, Memory, and Test Taking
6.2 Studying
6.3 Test Taking
7 Thinking
7.1 What Thinking Means
7.2 Creative Thinking
7.4 Critical Thinking
7.5 Problem-Solving
7.6 Metacognition
7.7 Information Literacy
8 Communicating
8.1 An Overview of Communication
8.2 Purpose of Communication
8.3 Communication and Technology
8.4 The Context of Communication
8.5 Barriers to Effective Communication
9 Understanding Civility and Cultural Competence
9.1 What Is Diversity, and Why Is Everybody Talking About It?
9.2 Categories of Diversity
9.3 Navigating the Diversity Landscape
9.4 Inclusivity and Civility: What Role Can I Play?
10 Understanding Financial Literacy
10.1 Personal Financial Planning
10.2 Savings, Expenses, and Budgeting
10.3 Banking and Emergency Funds
10.4 Credit Cards and Other Debt
10.5 Education Debt: Paying for College
10.6 Defending against Attack: Securing Your Identity and Accounts
11 Engaging in a Healthy Lifestyle
11.1 Taking Care of Your Physical Health
11.2 Sleep
11.3 Taking Care of Your Emotional Health
11.4 Taking Care of Your Mental Health
11.5 Maintaining Healthy Relationships
11.6 Your Safety
12 Planning for Your Future
12.1 Why Worry about a Career While I'm in College?
12.2 Your Map to Success: The Career Planning Cycle
12.3 Where Can You Go from Here?
A | Conducting and Presenting Research
B | Recommended Readings
C | Activities and Artifacts From the Book
Estimated completion time: 18 minutes.
Questions to consider:
How can you best establish component parts in thinking?
How can you use analysis to improve efficiency?
Thinking helps in many situations, as we've discussed throughout this chapter. When we work out a problem or situation systematically, breaking the whole into its component parts for separate analysis, to come to a solution or a variety of possible solutions, we call that analytical thinking. Characteristics of analytical thinking include setting up the parts, using information literacy, and verifying the validity of any sources you reference. While the phrase analytical thinking may sound daunting, we actually do this sort of thinking in our everyday lives when we brainstorm, budget, detect patterns, plan, compare, work puzzles, and make decisions based on multiple sources of information. Think of all the thinking that goes into the logistics of a dinner-and-a-movie date—where to eat, what to watch, who to invite, what to wear, popcorn or candy—when choices and decisions are rapid-fire, but we do it relatively successfully all the time.
Employers specifically look for candidates with analytical skills because they need to know employees can use clear and logical thinking to resolve conflicts that cause work to slow down or may even put the company in jeopardy of not complying with state or national requirements. If everything always went smoothly on the shop floor or in the office, we wouldn't need front-line managers, but everything doesn't always go according to plan or company policy. Your ability to think analytically could be the difference between getting a good job and being passed over by others who prove they are stronger thinkers. A mechanic who takes each car apart piece by piece to see what might be wrong instead of investigating the entire car, gathering customer information, assessing the symptoms, and focusing on a narrow set of possible problems is not an effective member of the team. Some career fields even have set, formulaic analyses that professionals in those fields need to know how to conduct and understand, such as a cost analysis, a statistical analysis, or a return on investment (ROI) analysis. You can learn more about these in Chapters 4 and 12.
Generate a list of at least two courses you are taking now that you think would routinely practice analytical thinking. Now, think of the profession you are interested in joining. How could the deliberate use of analytical thinking processes be beneficial for that career field? What are you currently learning about in your courses that apply directly to your chosen career path? Think of at least two ways analytical thinking would be used in the career field you are pursuing.
Establishing Component Parts
Component parts refer to the separate elements of a situation or problem. It might include the people involved, the locations of the people, the weather, market fluctuations, or any number of other characteristics of the situation you're examining. If you don't identify all parts of a problem, you run the risk of ignoring a critical element when you offer the solution. For example, if you have a scheduling problem at home and seem to never see your loved ones, the first step in thinking through this problem analytically would be to decide what is contributing to this unfavorable result. To begin, you may examine the family members' individual work, school, and personal schedules, and then create a group calendar to determine if pockets of time exist that are not taken by outside commitments. Perhaps rather than reading your homework assignments at the college library, you could plan to one day a week read with other members of your family who are doing quiet work. You may also need to determine how time is spent to better understand the family's use of time, perhaps using categories such as work/school, recreation, exercise, sleep, and meals. Once you sort the categories for all the family members, you may see blocks of time spent that would lend themselves to combining with other categories—if you and your significant other both exercise three times a week for an hour each time but at separate locations, one possible solution may be to work out together. You could alternate locations if both people have favorite places to run, or you could compromise and decide on one location for both of you—one week at the park, one week at the campus rec center. This may not ultimately be the solution, but after establishing the component parts and thinking analytically, you have provided at least one viable solution.
What if you look at the situation and decide you have too many component parts? Consider, for instance, how Amazon delivers packages every day. That's a lot of items going to and from seemingly countless locations within a relatively short time—sometimes within just one day. An organization such as Amazon must use a great deal of thinking and organizing to deliver goods and services.
Figure 7.9 Warehouse designers must think through complex problems and allow for a range of package sizes and shapes -- even ones they haven't yet seen -- to work within their systems. (Credit: Scott Lewis / Flickr / Attribution 2.0 Generic (CC-BY 2.0))
One way to maintain clear thinking with so many parts is hyper organization. Proper labeling (for Amazon to ship it uses the foundation of our mailing system, unique ZIP codes that each address must contain to be delivered) as well as a strong sense of categorization (fulfillment warehouses, customer return warehouses, grocery item warehouses, etc.) are necessary for Amazon to do business. If you were faced with a major research paper your freshman composition professor expects to be polished by the end of the semester, where do you start? What are the component parts of a high-quality research paper? What tasks do you need to finish and how quickly to accomplish the overall goals? A partial list might include generating ideas, selecting a topic, researching, reviewing the available literature, outlining, drafting, and reviewing. What if you encounter setbacks in any of the steps? Do you have a contingency plan? In the construction industry, engineers called this float, and they deliberately build in extra time and money in case problems arise on the project. This allows them to avoid getting off schedule, for instance if a severe storm makes access to the worksite impossible.
Figure 7.10 Construction planners and engineers allow for a range of contingencies and conditions they cannot control, such as weather, supply problems, safety adjustments, and so on. (Credit: Metropolitan Transportation Authority of New York / Flickr / Attribution Generic 2.0 (CC-BY 2.0))
Forging a Revolution
While most problems require a variety of thinking types, analytical thinking is arguably required in solving all. There was a time when manufacturing was completed by a few people who moved around a workspace to complete their projects. As companies grew, this became more and more inefficient, leading to the need for automation. Henry Ford, the early-20th-century American auto inventor, used analytical thinking to revolutionize the way companies increase production by inventing the assembly line. He perceived the problem in his own factory. When the demand for cars increased but his workers continued their work at the same pace, he analyzed their process to create something more efficient in the assembly line. This invention allowed one person to perform the same role over and over before sending the car chassis to another person who also performed the same role over and over as the evolving car moved down a sort of conveyor-belt system. The workers on Ford's assembly lines still had to think and make sure that the task for which they were responsible was properly constructed, free of defects, and ready to move to the next station; they just did this thinking about their one area of expertise. Instead of various skilled workers wasting time and energy moving themselves and their tools around the factory from one incomplete car to the next, possibly getting in the way of each other's work, the cars came to the workers. Ford vastly improved production rates and decreased manufacturing time by thinking about this then-new way of doing things.
In the 1960s, companies did not have a fast, reliable, and cost-effective way to deliver urgent documents or packages to each other. The standard mail system was slow but inexpensive, and the only alternative was a private courier, which, while faster, was prohibitively expensive. That's when Frederick W. Smith came up with the idea of a national, overnight delivery service as a part of an assignment in his undergraduate economics class at Yale University. As the story goes, Smith received only an average grade because evidently his professor wasn't all that impressed with the concept, but after analyzing the problems with the current system, thinking through his original ideas more fully, and refining his business plan, Smith launched FedEx, the largest, now global, overnight delivery service in the world.1 This isn't a parable about ignoring your professors, but a testimony to thinking through ideas others may not initially support or even understand; thinking can create change and always has. As with Ford's assembly line and Smith's overnight delivery service, any service we now use and any problem we may still face provides thinkers with opportunities to generate solutions and viable options for improvement. Your thinking may result in a new personal service, a cure for cancer, or a revolutionary way to deliver water to developing countries.
1"Online Extra: Fred Smith on the BIrth of FedEx." Bloomberg Business Week. 2004. Retrieved 1/28/20. https://www.bloomberg.com/news/articles/2004-09-19/online-extra-fred-smith-on-the-birth-of-fedex
Access for free at https://openstax.org/books/college-success/pages/1-introduction
Authors: Amy Baldwin
Book title: College Success
Book URL: https://openstax.org/books/college-success/pages/1-introduction
Section URL: https://openstax.org/books/college-success/pages/7-3-analytical-thinking
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