I found a Google Calendar jQuery library and implemented those scenarios. This would allow my wife to manage her schedule in Google Calendar instead of having to update HTML on her site.
I used Jasmine to build and test these customizations because I didn't think it was really necessary to setup CI and run these tests before every change to the site as I was only updating the site every couple of months. The tests themselves are pretty simple. This one simply tested the function that checked to see if the class was today or tomorrow.
Not the most elegant solution but given I don't update the site much, whenever I found a new scenario or found a problem, I had 7 tests in total I could run to make sure nothing broke. I stored them in a text file in my Webstorm project and I'd simply copy/paste the code and scripts into Jasmine, run them, make edits and then update my code.
Well today I discovered that the API's this library was using are now defunct and a 403 message was being returned. Whoopsie.
A wise manager of mine had a simple way of dealing with problems. First, get the cow out of the ditch. Next, figure out how the cow got into the ditch. Finally, do something to prevent the cow from falling back into the ditch.
I commented out the script and restored a previous static calendar from Git and posted it.
Root Cause on the Cow!
Why was I using such a complicated solution to an easy problem?
There are more options, but I want to (eventually!) get to the point! There are 2 main learnings I took away. One about personal responsibility and one about the importance of craftsmanship.
Sounds a lot like BLAME!
I quickly skipped over Justify and Obligation and moved onto Responsibility. I'll explore the options with my wife and find out what solution would work best for her.
I went through Christopher Avery's Responsibility in a matter of seconds. Mostly because I was self-aware about going through the process. I knew I'd blame someone or some thing and then I'd blame myself, then I'd figure out a solution.
Knowing this, I simply waited until system 2 in my brain came back online and told my wife "Oh, bummer…give me a sec and I'll fix it". My brain freaked out, but my mouth didn't.
Technically, this isn't a hard problem to solve. If your application has a strong dependancy on stuff outside of your control (like 3rd party integrations), there are plenty of solutions. Develop tests that run nightly to validate the integration. It doesn't have to validate everything, only the highest risk items. For mission-critical applications, this can happen during every check-in. It might be overkill in some cases but attention to detail matters.
Another solution is to use production monitoring to catch these problems in real-time. I could have a script running hourly in production to test response codes. If anything other than a 200 OK response happens, I can act. I can set a threshold that if a response code of 404, 403 or 500 happen I can retry X number of times and then default to a static calendar or link directly to the ugly google calendar.
The solution can be as elegant as it needs to be. Obviously given what I'm doing with this class calendar, I'm not going to spend a week building some over-the-top solution for a website that gets 40 – 50 unique visitors every day.
What I usually see happen is developers add error logging and some Ops person gets a daily summary email of a whole bunch of exceptions they have no idea how to handle. Eventually someone higher up finds the problem and yells at somebody and the cow is taken out of the ditch. Unfortunately no guard rails are put up to prevent the cow from falling back into the ditch.
This one seemingly small incident compounds over time and one day the organization wakes up and finds themselves technically bankrupt. Then they think Agile is going to swoop in and solve all these problems.
It'll certainly magnify them, but it won't solve them. How these problems are solved is up to the people doing the work. The only thing they need is to be empowered by management to do it.


text:
Q: Nginx and Express: Do I need to mirror the headers set by Express in my server block? **Edit: As mentioned, the solution is to mirror the headers in my nginx config/server block, but I've still got no idea why that needs to be done :/

I understand that questions involving headers are often asked, especially when it comes to preflight requests and the No 'Access-Control-Allow-Origin' header error.
However many of the answers seem to involve setting the headers in the nginx server block, but seem to skip over why the combination of nginx/reverse-proxy/express might cause problems (if that is actually my issue)
So I guess my question is why locally my server returns the correct headers, but when requests are proxy_passed by nginx they don't.
The proxy itself seems to be working - navigating to api.example.com/email in the browser works, but doesn't in postman, if that's in any way helpful.
Anyway, appreciate it if anyone has any ideas
Local preflight request headers:
Accept: */*
Accept-Encoding: gzip, deflate, br
Accept-Language: en-US,en;q=0.9
Access-Control-Request-Headers: content-type
Access-Control-Request-Method: POST
Cache-Control: no-cache
Connection: keep-alive
Host: localhost:3550
Origin: http://localhost:4600
Pragma: no-cache
Referer: http://localhost:4600/
Sec-Fetch-Dest: empty
Sec-Fetch-Mode: cors
Sec-Fetch-Site: same-site
User-Agent: Mozilla/5.0 (Windows NT 10.0; Win64; x64) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/110.0.0.0 Safari/537.36

Local response
Request URL: http://localhost:3550/email/
Request Method: OPTIONS
Status Code: 200 OK
Remote Address: [::1]:3550
Referrer Policy: strict-origin-when-cross-origin
Access-Control-Allow-Credentials: true
Access-Control-Allow-Headers: Origin, X-Requested-With, Content-Type, Authorization, Accept
Access-Control-Allow-Methods: GET, POST, PUT, PATCH, DELETE
Access-Control-Allow-Origin: http://localhost:4600
Access-Control-Expose-Headers: Content-Disposition
Allow: GET,HEAD,POST
Connection: keep-alive
Content-Length: 13
Content-Type: text/html; charset=utf-8
Date: Mon, 27 Feb 2023 10:18:43 GMT
ETag: W/"d-bMedpZYGrVt1nR4x+qdNZ2GqyRo"
Keep-Alive: timeout=5
X-Powered-By: Express

Live site preflight request headers
Request URL: https://api.example.com/email/
Referrer Policy: strict-origin-when-cross-origin

Provisional headers are shown
Learn more
Accept: application/json, text/plain, */*
Content-Type: application/json
Referer: https://example.com/
sec-ch-ua: "Chromium";v="110", "Not A(Brand";v="24", "Google Chrome";v="110"
sec-ch-ua-mobile: ?0
sec-ch-ua-platform: "Windows"
User-Agent: Mozilla/5.0 (Windows NT 10.0; Win64; x64) AppleWebKit/537.36 (KHTML, like Gecko) Chrome/110.0.0.0 Safari/537.36

Server block
root /var/www/api.example.com;

  # Add index.php to the list if you are using PHP
  index index.html index.htm index.nginx-debian.html;

  server_name api.example.com www.api.example.com;

  location / {
    proxy_pass http://127.0.0.1:3001/;
  }

redpajama_set_name: RedPajamaStackExchange


text:
PODCAST: Is a Recession Coming?
With a lot of recession talk out there, we might just talk ourselves into one. We take that risk with Jim Patterson of The Kiplinger Letter. Also, dollar stores: deal or no deal?
By Sandra Block, David Muhlbaum
Subscribe FREE wherever you listen:
Apple Podcasts (opens in new tab) | Google Podcasts (opens in new tab) | Spotify (opens in new tab) | Overcast (opens in new tab) | RSS (opens in new tab)
15 Best Things to Buy at Dollar Stores (Dollar Tree Included) (opens in new tab)
17 Worst Things to Buy at Dollar Stores (Dollar Tree Included) (opens in new tab)
Kiplinger's Economic Outlooks: GDP (opens in new tab)
Why Inverted Yield Curve Panic Is Overdone (opens in new tab)
Kiplinger's Economic Outlooks: Fuel Prices (opens in new tab)
How Gas Prices Are Determined (opens in new tab)
David Muhlbaum: There's a lot of talk of recession out there. Is our economy going to experience one soon? Jim Patterson, managing editor of The Kiplinger Letter, will take that question head on. We'll also revisit dollar stores for a deal or no deal review with Bob Niedt, Kiplinger's retail specialist. All coming up on this episode of Your Money's Worth.
David Muhlbaum: Welcome to Your Money's Worth. I'm kiplinger.com senior editor David Muhlbaum, joined by my co-host, Kiplinger senior editor Sandy Block. Sandy, how are you doing?
Sandy Block: I'm good, David. I'm just doing great.
David Muhlbaum: Okay, good. Well, good. Well, we're going to break from tradition here today and we are going to have a guest on our opening segment. So say hi to the good people, Bob Niedt.
Bob Niedt: Hello, hello.
David Muhlbaum: Yeah. Bob has the retail beat here at Kiplinger (opens in new tab), and that includes dollar stores. It didn't go unnoticed, shall we say, that I made a somewhat sniffy sounding remark about dollar stores in our last episode. So in fairness to, well, dollar stores, I thought we should have Bob on to talk about what dollar stores do well and what they don't, from a consumer point, that is. What's the deal and what's not? But before we dig in, Sandy, just to follow up, where did you buy that $3 bottle of wine when we were talking about this?
Sandy Block: Well, actually, I bought two bottles of wine. One was $5, one was $3. It was at a Dollar General outside Berkeley Springs, West Virginia.
David Muhlbaum: Got it. Now, okay, and so Bob, this brings me to one of my classic definitional questions to start out. First of all, it proves that not everything in a dollar store is a dollar anymore. Sometimes not even the dollar items are... Anyway, we'll get to that. But you write about dollar stores in the generic, but we've got several big chains, right? There's Dollar Tree, Dollar General, Family Dollar. And plus, sometimes there's still some of these holdout independent little stores, right? So the guidance you're going to give us, can we apply it broadly?
Bob Niedt: I would say for the most part, a little bit, but a little bit no. For example, Dollar Tree is the biggest dollar store in the U.S. And Canada. They also own Family Dollar, so they're one in the same. Dollar General is a separate entity. Dollar Tree is the one that sticks more closely to the everything is a dollar, now $1.25, rule. The other stores, they may go up to $5. Not much higher than that, usually though.
Sandy Block: So as David hinted in his snarky way, I know my way around dollar stores and I do shop there. I got some very nicely priced dog treats there just last week. But Bob, am I doing it right? What are the best things to buy at dollar stores?
Bob Niedt: I have some of my favorites, and I think at the top of the list is greeting cards from Dollar Tree. They're made by Hallmark. They're quality cards. And usually, you can get two for a dollar. Straight dollar up, two of the cards. The really nicer ones, they're a dollar each, but they're never over that amount. Another-
David Muhlbaum: They're not even $1.25.
Bob Niedt: No, they-
David Muhlbaum: They're a dollar.
Bob Niedt: ... stuck those at a dollar.
Bob Niedt: Reading glasses is another one. If you're like me and you have reading glasses everywhere, in your car, in different rooms in your house, you can get them for a dollar there, whereas they're probably $7 or $8 at the grocery store. So those are two of the favorites for me.
Sandy Block: And those are really good ones, because I know from my experience with my father, he would lose them constantly. But now, Bob, maybe... And the greeting cards, I definitely see that, because in a drug store, they'll cost you like $5 or more.
Bob Niedt: Yes.
Sandy Block: So that's a significant savings. But what are some of the things that you shouldn't buy at a dollar store? And please don't say wine, because it's too late for me.
Bob Niedt: Well, I haven't seen wine at Dollar Tree, so not familiar if they're doing that at all anyway.
David Muhlbaum: I really hope they do a private label, because that would just sell it. Dollar Tree Wine, yeah.
Bob Niedt: Some of your worst things to buy, it's batteries. They're mostly off-brand batteries. Sunbeam is what they usually carry. They're really for like remote controls and stuff like that. They're not really good batteries. What else?
David Muhlbaum: It's like the chemistry is different, right? They're not alkalines. They're-
Bob Niedt: Right, exactly.
David Muhlbaum: Yeah, they're like the generic things that get shipped to you with a new product so they can say, "Batteries included," but you don't actually want that battery.
Bob Niedt: Yeah, they won't last, for sure.
David Muhlbaum: Right. You don't want to go out and spend your own money replacing that battery with another not good battery.
Sandy Block: Absolutely.
Bob Niedt: Right. Other categories are wellness products. You should probably stick with the drugstore varieties or Costco or something like that. I'd steer clear of those. School supplies are usually pretty cheaply made. I'd steer clear of those. What else?
Sandy Block: Well, Bob, are there some things that aren't necessarily bad, but not really a deal? I mean, some people think they're saving money at a dollar store and they're really not.
Bob Niedt: Right. Tools, for one thing. If you're going to buy a tool from a dollar store, don't expect it to last.
Sandy Block: That's a good one.
Bob Niedt: Toys and costumes. There's two other categories. The toys are very cheaply made, and I noticed that they have a lot of small parts in them too.
Sandy Block: Could be dangerous, yeah.
David Muhlbaum: So we're talking about comparing dollar store items to drug stores or big chains like Walmart, but Bob, it's hard to make those comparisons sometimes because the quantities are so different. Can you talk a little bit about how you do that when you're reporting on this and how a consumer should pay attention when they're shopping?
Bob Niedt: Well, you could do it simply by the shelf tag. Let me backup a bit. As you mentioned, David, a lot of the items in the dollar stores are packaged by like food companies for dollar stores, so that the package size might be different. A can of soup might be a different size. So what do-
David Muhlbaum: But the brand is recognizable, but the quantity is different.
Bob Niedt: Yes. In some cases the name is recognizable. There's a lot of off-brands in the food category as well. But the best way to compare is to compare what it costs per ounce. The item, the chicken noodle soup or whatever it is, compare it to what it's being sold for in a grocery store. And you'll find that you don't have some really good bargains there at the dollar store.
Sandy Block: Bob, I like to buy, and tell me if I'm wrong here, is wrapping paper at the holidays.
Bob Niedt: Wrapping paper's good. It's disposable and it's going to be thrown away anyway, so you don't have to worry about quality so much. But the thing about the wrapping paper at dollar stores is it's usually in smaller lots. The rolls are much smaller, different sizes. So you might be not making it out so well buying wrapping paper there.
David Muhlbaum: If you're thinking on a square foot basis.
Bob Niedt: Right.
Sandy Block: Yeah.
David Muhlbaum: Right. Well, cool. Well, Bob, I know there are more in your lists, more details about what is good (opens in new tab) and what is not so good to buy at dollar stores (opens in new tab), and obviously, we will link up so people can dig into the gory details there. Thank you for joining us today.
Bob Niedt: Thank you so much. It was a pleasure.
David Muhlbaum: Coming up in our main segment, we'll talk about the prospect of an economic recession and whether we're at risk of talking ourselves into one. Stick around.
Is a Recession Coming? (Jim Patterson)
David Muhlbaum: Welcome back to Your Money's Worth. For our main segment today, Sandy Block won't be joining us. She's getting an early start on her Memorial Day weekend. Good for Sandy. It will just be me talking with Jim Patterson, managing editor of The Kiplinger Letter, about the economy and the prospects of recession. And yes, that's the same Jim Patterson we had on a few weeks ago to talk about surging fuel prices (opens in new tab), because it seems to be all economy all the time. So we're going to have Jim on here to talk about the future of that economy. Welcome, Jim.
Jim Patterson: Thanks, David. Great to be back.
David Muhlbaum: Okay, I'm just going to cut to the chase here. Lots of people are talking recession. Are we going to have one soon? What is the forecast?
Jim Patterson: Well, let me give you the short answer first. We think that we probably can avoid recession here in the U.S., But there is a lot of legitimate reason to worry about recession. That's why you're hearing a lot of concerns about recession on Wall Street. That's why you're seeing the stock market act very nervously these days. So we certainly understand why people are worrying about it, and there's a lot of legitimate causes for concern that we can talk about here. The big elephant in the room right now is the Federal Reserve, which is raising interest rates pretty rapidly to fight inflation. And there's a long history of when the Fed hikes rates, that can lead to recession. It goes too far. It slams the brakes on the economy too hard as it tries to get inflation under control, and we end up with an economic downturn, oftentimes an actual outright recession. So that's what you're hearing a lot of from Wall Street right now. And that's what we wanted to address in our recent page one story in The Kiplinger Letter. Is there enough reason to worry about a recession right now? And we think based on all of the economic indicators we're seeing, we don't see a sign of outright recession coming. We think the economy's going to slow down, but stay out of a recession.
David Muhlbaum: Okay. Well, now I'm going to press you on timing. This is for 2022. The Kiplinger Letter is saying growth is going to weaken, but not go negative this year.
Jim Patterson: Right. Right. That's right. We think we're going to slow down under perhaps 2% or around 2% GDP growth (opens in new tab), which is not a booming economy. It's not exciting like what we had in 2021, coming out of the COVID downturn. But that's a lot better than actually going into a recession. And we are staying alert to the possibility that things could slow down more perhaps in 2023. We've been telling our readers about some of the warning signs to look out for. If a recession really does appear to be imminent, there are certain indicators that are pretty reliable that tell you that one might be coming. It's just that right now, we're not really seeing those clear warning signs going off.
David Muhlbaum: Okay, so but what are they? What should people be watching for?
Jim Patterson: There's a few big ones that our research indicates are pretty reliable indicators here. The first to look at is what happens with the unemployment rate. Right now, unemployment is really low (opens in new tab). The unemployment rate that's reported in all the headlines is 3.6%, and we actually think it could get a little bit lower even as the year goes along. But historically, if you see an increase in that unemployment rate of about half a percentage point from whatever the lowest point in the economic cycle is, that's a pretty strong warning that a recession is coming. That shows a real weakening in the labor market, which is a big part of the overall economy. Another warning sign to look out for is something called the inverted yield curve (opens in new tab), which is a-
David Muhlbaum: Yes. Yes, yes, yes.
Jim Patterson: Right. That's a technical sounding term. I'll talk about it in non-visual terms. That just means that if interest rates on long-term government bonds, which are normally higher than on short-term government bonds, if they fall so that the interest rate on those long-term bonds is lower than short-term bonds, that's called an inverted yield curve. For instance, if the interest rate on the 10-year Treasury gets below the interest rate on the 2-year Treasury note, that would be an example of an inverted yield curve. And that's usually a pretty reliable indicator that financial markets are betting on economic weakness in the near future. In other words, a recession.
David Muhlbaum: Did we reach that at one point earlier this year? Did we actually invert or we flirt with it?
Jim Patterson: We technically did, I think for a matter of a day or two. And we think that that's probably not a great clear indicator of a recession coming. It literally was a matter of a day or two. And there are other parts of the yield curve that economists look at. For instance, the difference between the yield on the 10-year Treasury note and the 3-month Treasury bill. That's a really bad situation if the yield on the 3-month bill gets higher than the 10-year note, and we didn't come anywhere near that. So we didn't see really a clear recession signal from that very brief inversion of that one part of the yield curve. It's definitely something to pay attention to, but we don't think that has the statistic sort of significance of a long-lasting inversion of the yield curve.
David Muhlbaum: Got it. Well, there are yield curves and there are yield curves.
Jim Patterson: Right, exactly.
David Muhlbaum: To go back to the question of the unemployment rate for a second to really dig in, the metric that I thought where I was supposed to pay attention to was job creation ahead of the unemployment rate. Am I missing something here?
Jim Patterson: Well, job creation tells you what's going to happen with the unemployment rate in the future. Same thing with job losses. Actually, probably the best real-time data to look at for the labor market is the Department of Labor's weekly-
David Muhlbaum: Weekly unemployment claims?
Jim Patterson: ... unemployment claims. That tells you how many workers are making new applications to claim unemployment benefits because they've been laid off. And if you are starting to have more layoffs now, that will probably mean there's going to be fewer new jobs being created in the future. And if there are fewer new jobs being created in the future, eventually you're going to get an uptick in the unemployment rate. So there are different parts of the labor market or different indicators about the labor market that you can look at to try to gauge what's going on with the economy.
Jim Patterson: Right now, those workers filing claims for unemployment benefits are quite low. They're close to their lowest in the existence of the data series, I believe. They're certainly at a low enough level that we are not worried about a lot of layoffs happening right now. There's not a sign of that. So that suggests to us the labor market's going to stay very tight and probably the unemployment rate is not about to start rising anytime soon.
David Muhlbaum: Well, I think this is a good moment, since we're getting to definitions, to step back and check another definition, because listeners know I love definitional questions. There's a standard term for what a recession is. I mean, I may be a humanities grad, but I know there is one. But how about you explain it, Jim?
Jim Patterson: Okay, well, I'll explain it one humanities grad to another here. The traditional rule of thumb definition of a recession is two consecutive quarters of negative economic growth. Two quarters where GDP gets smaller rather than gets bigger. But that's not the official definition that we use here in the US. The official definition is a little ambiguous, actually. But the official designation of a recession comes from a group called the National Bureau of Economic Research, the NBER (opens in new tab). They're considered the arbiter of what is a recession, what is not a recession in the US. And they do not necessarily use that two consecutive quarters of negative growth rule of thumb that I just mentioned. I think typically if we were to have two consecutive down quarters, the NBER would probably label it a recession, but I don't think that that's their formal definition.
David Muhlbaum: In fact, didn't that question come into play with the last recession? I mean, that was a weird one, right?
Jim Patterson: It was a weird one because we did have two negative quarters, but one of those was an extremely negative quarter. That was, of course, when COVID caused the shutdown of so much of the economy.
David Muhlbaum: Yeah, it's like we fell off the cliff.
Jim Patterson: But then we bounced back very quick.
David Muhlbaum: Right.
Jim Patterson: Right, we fell off the cliff and then we bounced way back (opens in new tab). We had something like a negative 20 or 30% GDP number and then a similar sort of rebound to the upside the next quarter. So we had a very brief, extremely sharp contraction of what you might call an artificial sort of recession. Certainly in a recession we'd never really seen before where because various state governments were trying to control the spread of the coronavirus, there were all these orders to curtail a lot of economic activity. People weren't traveling, people weren't going into work. A lot of people were laid off because they couldn't do their jobs from home. So we had this really, really sharp drop in one quarter and then an extremely vigorous rebound as a lot of those restrictions were taken away and the economy reopened again. That's not your typical recession, certainly.
David Muhlbaum: So if the pandemic recession doesn't inform our future, it was a fluke, what are you looking to in the history for how things might go for us in the near term?
Jim Patterson: Looking back historically, I think whether you get a severe recession, a really deep, long-lasting one, or a shallower one, a lot of it has to do with whether that recession is related to some sort of financial crisis. Of course, storing 2008, 2009, we had the Great Recession, which was one of the worst economic downturns in US history. That was spurred, to a large extent, by the financial crisis we had involving subprime mortgages and how that affected our financial system. There was concern in the summer of 2008 that certain financial institutions were going to fail and what that would mean for the larger system.
So I think historically what you see is if there's some sort of crisis or panic in the financial system that causes a recession or accompanies a recession, that recession's probably going to be really severe, difficult to recover from. We certainly saw that after 2009. The recovery was slow. It was not a vigorous comeback. Growth was kind of anemic for a while. We had this slow but steady recovery of all the jobs we had lost. It took years and years.
Other recessions, where there hasn't been that element of financial crisis, tend to not last as long. They tend to not be as deep. We tend to come out of them faster. Think the recession around the turn of the millennium in 2000, 2001. Of course, we had a terrible stock market sell-off, especially in tech stocks. But the actual damage to the economy wasn't that bad, and we started to recover faster and more vigorously from that one.
David Muhlbaum: A terrible sell-off in tech stocks. Hmm.
Jim Patterson: Where have we heard that before?
David Muhlbaum: Where have I heard that before? But actually, in the Letter, you look to a situation to forecast how we might actually stay out of a recession. You look back to another time when the economy was wobbly, there was a sell-off in a market sector. But it turned out okay.
Jim Patterson: Right. That was 2016. A lot was different about 2016, but there were a lot of concerns about recession in 2016. We did see a pretty significant slowdown in the economy. What was going on then was a big part of the US economy, the oil and gas sector, was really struggling because commodity prices had really dropped a lot. There were a lot of energy companies that were either going bankrupt or flirting with bankruptcy because the price of the commodities they produced was so weak. And there was a lot of concern that that could spill over into the broader economy and cause an outright recession. And we didn't get that. We got pretty anemic growth in 2016, something like 1.4% GDP growth for a while. And again, that doesn't feel like great prosperity, necessarily, but it's a lot better than actually going into a recession.
So that's a case where there was a lot of legitimate concern about the R word, but we managed to... The damage stayed contained to one sector. It didn't spread. Wasn't enough to slow down the overall economy. And there's, I think, a hopeful case to be made here that something similar could happen where even though there's lot of headwinds, like the Federal Reserve raising interest rates, that there are also enough latent strengths in the economy to keep us growing even if it's not growing very fast.
David Muhlbaum: A good-enough economy.
Jim Patterson: A good-enough economy is better than a recessionary economy.
David Muhlbaum: Right. Okay, I find this sort of thing interesting, and I hope our listeners do, but also I find it a little, I don't know, futile. Because what is one supposed to do other than hope for the best outcome? But Kiplinger Letter readers, they can... Well, what can they do? I mean, if they're a business owner or manager, they could change purchasing, marketing decisions.
Jim Patterson: Right. That's been our advice to readers recently. That's true. You're right. When you hear about a recession coming, whether that's actually going to happen or not, it kind of feels like this steamroller bearing down on you and maybe you just hope that it doesn't hit.
Jim Patterson: But the practical things that people can do if they're concerned about the economy, if you're a business, this might be a good time to rethink some of the investments you were planning to make. Perhaps you might want to go slower or hold off on any sort of major investment, maybe whether it's new equipment, new real estate, hiring new workers. You might want to be more cautious about things that would make you more vulnerable if the economy did really go south and perhaps you had taken on a lot of debt to finance a new investment of some sort.
And I think the same thing could be said about consumers. Might be a good time to be more circumspect about major purchases. Is this a great time to be buying that boat you wanted for a long time? Or something like that. Or a new car, or maybe moving up to a bigger, more expensive house. It's not to say you stop doing your normal economic life day to day, but you might want to think more about the big risks that you could be potentially taking on, especially in terms of new investments, new expenditures.
David Muhlbaum: Well, that's good advice to the individual, but perversely, it's just the sort of thing that could make that recession actually happen, right?
Jim Patterson: Right. There's an element of self-fulfilling prophecy here. If everyone gets nervous at the same time about the economy and everybody seizes up and stops making those big ticket sort of purchases or investments that keep their business growing, that could lead to a vicious circle where fear of an economic downturn actually brings on an economic downturn. There's definitely always a large psychological component to the business cycle on the upswing and the downswing. I'm not saying that this is the root cause of recessions, but certainly recessions can be brought on or hastened or worsened by a lot of fear.
David Muhlbaum: Well, let's talk about those consumers en masse then for a moment, because clearly you've taken their pulse to make your forecast. How is sentiment?
Jim Patterson: Sentiment is not great, but it depends on which measure of sentiment you look at. There are a couple of big ones. The University of Michigan conducts a long-running and highly followed consumer sentiment survey (opens in new tab), and then The Conference Board does as well (opens in new tab). How those organizations conduct their surveys, they place different points of emphasis on what affects consumers. So one measure might be more sensitive to things like the stock market decline, and the people responding to that survey may be more prone to change their spending decisions, for instance, because they've seen their 401(k) or their other investment portfolios' value decline. Another survey may not put so much emphasis on that, but might put more emphasis on the labor market, which is very strong. Jobs are plentiful. It seems like practically everyone who wants to get a job can get a job right now. Wages are rising.
Jim Patterson: So sentiment varies depending on how you measure it, but there's no question that it's weaker than it was. There's a lot of consumer pain out there, of course because of inflation. You'd have to be living under a rock these days not to notice that the price of practically everything is up a lot. And certainly, consumers are feeling that. It's painful to fill up your gas tank. It's painful to go grocery shopping right now.
But at the same time, there are indicators that people are still spending. Retail sales are holding up. They're not necessarily doing great. And people are probably shifting more of their spending to things they can't do without, the basics, and maybe aren't spending as much on discretionary sort of goods. Whether it's electronics or other things they don't necessarily have to have. Things they might want to have, but maybe they can't justify it when milk and eggs and gasoline and other staples are rising so much. So it's not that consumers are feeling great, but it does seem like there are indications that consumers are holding up.
David Muhlbaum: I see. Yes, and I appreciate the attention being paid to the retail sector. I mean, the sales tell us what has happened, but there's a lot of attention being paid now to what retail firms are saying in their quarterly reports, their forecasts about what they see ahead. That's had some pretty dramatic effects on a number of retailers. Like, Target got whacked. Although, I can't exactly remember why, but I do know that their shares went down by like a quarter.
Jim Patterson: Yeah, there was a lot of downbeat news on a lot of retailers' earning calls, including Target warning about their rising costs eating into their profit margins.
David Muhlbaum: There you go.
Jim Patterson: Rising costs for freight shipping. They're paying more for the goods that they put on their store shelves. Their profit margins are being pressured as costs rise. And retailers, especially the Targets and the Walmarts of the world, probably are doing everything they can not to hit their customers with the full impact of their own cost increases, because they know their customers are cost-sensitive and they don't want to drive people away to some competing store. So yeah, we saw Target's stock drop by a quarter after they issued this downbeat earnings outlook, and we're seeing other retailers dealing with these same problems. This is the nature of high inflation. It puts a lot of pressure on budgets, whether it's a household budget or whether it's a major corporation's budget.
David Muhlbaum: Since we're talking about prices, let's quickly check in again on fuel prices, which are, of course, a Jim Patterson niche (opens in new tab). We are here on the cusp of Memorial Day weekend. Traditionally, the start of the summer driving season. In the face of $4, maybe $5 gas, do you think consumer demand will remain strong? There's not some price point where people go, "nah, staying home"?
Jim Patterson: I think there is such a price point where it becomes too painful to take that road trip if you don't have to go. And we're already starting to see some indications of that. Fuel consumption is already starting to trend down. We are just about at record high prices for gasoline on a national average basis. I always follow AAA's gas prices because they do such a great job of both providing a national average and then showing the state by state averages. I think currently there is no state in the country where gas averages under $4 a gallon. The overall national average is $4.60, which, again, when you don't adjust for inflation, is the highest we've ever seen. Some states are well over $5. In California, it's over $6.
Jim Patterson: So I think we are getting to that pain point where even though consumers really do want to travel, they want to get out. Sure, it's Memorial Day weekend, and every year people want to go on vacation. Especially this year after a couple of weird years with COVID and a lot of people not traveling much, not going to the beach, not going to see family as much, there's clearly a lot of pent up demand for R & R. People want to get out on the roads. And airline fares are very expensive, so more people are going to be driving, probably.
So demand is pretty good considering we're at these high prices, but there are some signs that people are starting to say, "I think I'm going to stay home." It's not like people are just ignoring the price they're seeing at the gas station. And as we get even higher, I think that effect will become more pronounced. We'll see a little more of what economists call demand destruction.
David Muhlbaum: Demand destruction. That is quite a term.
Jim Patterson: An ominous sounding term. It just means-
David Muhlbaum: Demand destruction.
Jim Patterson: ... buying less of something.
David Muhlbaum: Yes, okay. I'm going to pop in a link to Jim's most recent energy price forecast (opens in new tab), as well as a couple of interesting articles he's written (opens in new tab) about why gas prices are high, like what is going on in the market and what the factors and... You're really sort of putting on display your deep knowledge of the energy sector. So that's something to look at our show notes and check out.
But one last little sort of almost intramural question for you. At Kiplinger, we make forecasts for the stock market. We were just talking about those in a previous week. And we make forecasts for the economy, which is what your team does. And now the we I'm talking about is Kiplinger. Of course, there are individuals who do the research and the reporting behind those, but in the end, it's a Kiplinger forecast. So here's my odd question. Who do you think has it harder, the economic forecasters or the people saying what the S&P 500 is going to do this year?
Jim Patterson: Well, as the guy who's in charge of the team that does the economic forecasts, I would say my colleagues who have to worry about the stock market forecast have it harder, because there's so much psychology involved in trying to gauge what the stock market is going to do. I think it's not a precise science to try to tell you what the economy is going to do, but there is a lot of objective sort of analysis that goes into that. We have a great staff economist here at Kiplinger named David Payne (opens in new tab), who I work with closely, who crunches all these numbers and scrutinizes them. I think he does a great job of telling our readers what all this stuff means and what's going to happen next.
Now, I think it's even tougher to tell readers what the financial markets are going to do, because in the short term, stock market, the bond market, other assets are driven so much by sentiment and psychology and it's very tough to predict what other investors are going to be doing or thinking. So I'm grateful that we can just try to say, "Well, here's what the economy is going to do," because to us, that's more tangible. You can look at supply and demand and freight shipping and things that are concrete.
Jim Patterson: When it comes to the stock market, maybe the stock market has a great day or a terrible day because the chairman of the Federal Reserve said something that was interpreted as good or bad. And how do you guess what that's going to be day to day? So I really take my hats off to my folks who try to handle the investing outlook. I think they've got the toughest job.
David Muhlbaum: Well, this could be an interesting conversation next time we all get together in a human space and over a cup of coffee or maybe even a beer, at a work happy hour. So a little behind the scenes there, but I think it's insightful to understand how the sausage gets made, to some extent. And Jim, you do a great job of pulling it all together. Thanks so much for talking about the dismal science with us this week.
Jim Patterson: My pleasure, David. You made the dismal science fun today, so thank you.
David Muhlbaum: That will just about do it for this episode of Your Money's Worth. If you like what you heard, please sign up for more at Apple Podcasts (opens in new tab) or wherever you get your content. When you do, please give us a rating and a review. And if you've already subscribed, thanks. Please go back and add a rating and review if you haven't already.
To see the links we've mentioned in our show, along with other great Kiplinger content on the topics we've discussed, go to kiplinger.com/podcast. The episodes, transcripts, and links are all in there by date. And if you're still here because you want to give us a piece of your mind, you can stay connected with us on Twitter, Facebook, Instagram, or by emailing us directly at podcast@kiplinger.com. Thanks for listening.
Podcast Economic Forecasts Smart Buying
Sandra Block
Senior Editor, Kiplinger's Personal Finance
Block joined Kiplinger in June 2012 from USA Today, where she was a reporter and personal finance columnist for more than 15 years. Prior to that, she worked for the Akron Beacon-Journal and Dow Jones Newswires. In 1993, she was a Knight-Bagehot fellow in economics and business journalism at the Columbia University Graduate School of Journalism. She has a BA in communications from Bethany College in Bethany, W.Va.
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Steelers/Ravens Headlines Final Week Of Regular Season Plus Wisconsin/Maryland Headlines Local Hoops Weekend
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Big Ten/ACC Challenge Kicks Into High Gear Plus Capitals In Action And Massive Warriors/Suns Matchup Tuesday
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CORDIS Express takes a look at the news, events and ongoing research projects related to the 3D printing revolution.
© Thinkstock
Almost every day we discover a novel new application for 3D printing. We have seen 3D-printed body parts, 3D-printed guns, and just this week, Local Motors unveiled the world's first 3D-printed car which you will eventually be able to download and print yourself! While it was once an exciting niche, 3D printing, also known as additive manufacturing, has now entered the electronic consumer market at reasonably affordable prices. Large 3D printers are also being increasingly used in the manufacturing industry to produce bigger objects and for mass production. This is a revolutionary development. In fact, the European Commission's 'Futurium' says that 3D printing and digital manufacturing will change the world to a similar or even bigger extent than the Web did over the last decade. Try to imagine that! How can the effect be so enormous? By reducing the labour cost of manufacturing to near-zero %, 3D printing will completely modify the existing international division of labour. The ramifications will be huge – manufacturing capacity will be rebalanced between Asia and Western countries. This will reduce logistical costs and have a considerable impact on the container shipping industry, as well as on the carbon footprint of that industry. Mass-production will also be superseded by mass-customisation. This disruptive revolution will inevitably bring major societal, policy and innovation challenges. Industrial and research policies, including in the area of IPR, patents and standards, will have to respond to a new reality. With a number of traditional jobs being rendered obsolete, education systems and labour markets will also have to respond to new needs. We will also see a demand for new materials required to print increasingly complex goods, including nanotechnologies and genetically engineered bio-materials. This edition of CORDIS Express takes a look at the news, events and ongoing research projects related to the 3D printing revolution. - Meet Poppy, the 3-D printed robot set to inspire innovation in classrooms - Table-top 3D laser printer opens door to new world of small-scale innovation - Top inventors honoured at European Inventor Award 2014 - 3D food printing technology to help people with chewing difficulties - The next generation of 3D printers - 3D Printer for Silicon MEMS & NEMS - Advanced Materials World Congress 2015, Sweden - Manufacturing Performance Days, 8 - 10 June 2015, Tampere, Finland
Accelerating vaccine production with ceramic 3D printing
How to prepare SMEs for the uptake of additive manufacturing
Trending science: Printable tests to detect your winter flu!
Permalink: https://cordis.europa.eu/article/id/116040-cordis-express-3d-printing-will-change-the-world


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IntroductionUber, infamous reputation for successfully disrupting the taxi
University/College: University of Arkansas System
IntroductionUber, a ride sharing multinational company, which has achieved meteoric growth since its upstart in 2009. It has since achieved an infamous reputation for successfully disrupting the taxi industry, providing a better alternative to private transport customers, offering a more efficient and interactive experience for their journeys.Although Uber achieved monumental success initially, they have been subjected to poor profit turnover, and a plateau in 2017 due to an unstable leadership and management style. Its disruption in the industry has led to backfires and internal complications, causing a murky reputation for the company worldwide.Uber's rise and fall in their management have led the company to success but may ultimately lead them into their demise, if the issue is not solved in time. This case study will reveal how an aggressive management style has carried the company, and how utilising Mintzberg's "Craft" approach will help sustain it.BackgroundThe company, Uber, came to fruition 9 years ago, and is considered the biggest threat to taxi industries across the globe. With 30,000 employees under the company, and around 350,000 drivers contracted around the world, the company is mainly male-dominated, especially those in managerial positions. Less than 40% of employees are female.Travis Kalanick, The Co-founder and ex-CEO of the company, implemented an aggressive and win-at-all cost attitude to the business, which may have enabled them to achieve initial success, but in the year of 2017, they were yet to turn a cent of profit. A former product engineer has reported the work environment to be highly hostile, favouring male staff members.The culture within the company was also described to be lacklustre, as Kalanick's focus was on his incredible vision. He was tenacious and hell-bent in his success, disregarding rules and people. His poor leadership and management lead the company to turmoil and resulted in his resignation.Identification of issues and problemsThe problem with Uber stemmed from Kalanick's reliance on his team, and his tunnel visioned approach to management. This was portrayed with his free-wheeling approach to workplace harassment, as the company protected managers who harassed female subordinates and penalised those who tried to stand up for themselves. The male superiors in the company were always ready to take advantage of their colleagues in a pursuit of advancements. The competitive environment Kalanick mustered with the founding of his company, has now backfired and he is the basis of it. The bureaucratic style characterised by Max Weber's Theory defines that technical efficiency leads to humanised workforces; redefining employees as cogs in a machine with no concern for ethical behaviour, which is a very similar situation to which Uber is currently in.Another problem with the management of Uber, is their "Laissez-faire" style of governing, and the company's lack of participation in Corporate Social Responsibility. This was especially shown, when Uber were actively aware of the recalled Hondas they rented out to drivers in Singapore but chose not to act upon the faults. Regarding Mintzberg's managerial style, Uber requires a balance of all three aspects to succeed. They excel in the "Science" and the "Art" aspect, but extremely poor in the "Craft" aspect. Showcasing that Uber operates in a heroic and dispirited management, resulting in a disconnected management, which would be evident in the decrease of employee morale. Possible solutionsChanging Uber's employee interactionAdvantagesAs Uber emphasises less stress on scientific work culture through more personal interactions, their employee will start to have an uprise in moral and organisational culture. This will increase motivation, therefore improving workplace culture, and enabling workers to become more innovative. This will allow a more sustainable workplace within the company and ultimately, healthier employees. DisadvantagesA caveat in changing the interaction style to a more personal one, is that executive staff would increase their travelling time in order to have more, for example, face-to-face meetings. Start investing into Corporate Social ResponsibilitiesAdvantagesAllows for the company to build in a fashion that may interest society and the environment, which in turn could increase the positive reputation of the company. Companies with a solid corporate social responsibility may also find it easier to recruit and retain employees as the company holds a more 'humane' approach to doing business. This may also hold true to attracting capital inflow from various sources. The company's image may become one that is trusted, and so may draw investors from all over. DisadvantagesThe main purpose of a business is profit making, but as the company starts to invest into corporate social responsibilities, it starts to shift away from this purpose and may decrease its profit. This would also lead to an increase cost in production, which further the expenditure of the company. The initiative to align itself to follow corporate social responsibility may make the business more cumbersome to run.Changing managerial workplace policies and valuesAdvantagesReduces internal conflict, keeping everything manageable as these policies may create procedures and methods to uphold the policies and values. It provide the workers with the knowledge about what is expected of them, such as behaviors and performance standards. It creates a more fair and unbiased methods for dealing with complaints and misunderstandings, which in turn may demonstrate the good faith that the workers will be treated fairly and equally.DisadvantagesThere would be a risk of turmoil in the firm and added cost for the firm. As these policies and values are adjusted into the firm, it may take time and resources to establish these changes. Training may be incorporated to ensure that the employees are fully informed and equipped with the knowledge required to implement these new policy changes. In circumstances such that the employees may disagree with the new policy adjustments, further cost of time and resources may be required to reach an agreement, or that corrective actions may be required if an employee fails to act accordingly to these new changes in policies and values.Proposed solutionsIn order for Uber to be successful in the forthcoming years, the culture of the organisation would have to change. Given the resignation of Travis Kalanick, things may already be heading into the right direction, but the newly appointed CEO, Dara Khosrowshahi would need to implement drastic changes in policies and values from deep within the corporation. The established policies would have to improve liaison between lower ranking staff, decreasing self-aggrandisement between managers and their subordinates; allowing for a more homogenous relationship. The new policies will also have to address the sexual harassment allegations Uber was infamous for, drawing a distinct line for the human resources department, helping them differentiating between what is acceptable in a professional work environment.Introduction of the new policies will pave newgrounds for the company's values, changing the fundamental belief of each individual. The guiding principles will assist people in understanding what is beneficial or detrimental in Uber, moving everyone towards a common goal. As Uber has also struggled with diversity, this unified belief will help merge all the differences from different cultures and genders.RecommendationsStrategy 1 - Organising training sessions and meetingsHuman resources will designate specific training sessions or meetings every month for all managers and staff, regarding the new policies, reminding them what the company's values stand for. This will ensure all members of Uber will be informed on all their decisions, and will accept the consequences if they don't comply. If these training sessions or meetings cannot be carried due to time constraints, emails from the CEO should be sent out to everyone under the company, though this should not substitute monthly meetings, as face-to-face meetings are priority.Strategy 2 – Allowing females to hold a high positions in the companyDue to the company being the focus of sexual harassment claims in the media, introducing more female members into the board or senior leadership positions would help mend their sexist image to the public. This would also illustrate to the members within the company, that females are as valued just as highly as males. Creating a form of deterrence for misogynistic men trying to perform unorderly conduct.Reference Listhttps://www.recode.net/2017/3/28/15087184/uber-diversity-numbers-first-three-millionhttps://prkessler.wordpress.com/2010/https://www.theatlantic.com/business/archive/2017/11/organizations-sexual-harassment/546707/
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The Ochapowace Nation ( ocâpowês) is a Cree First Nation in southern Saskatchewan, Canada.

Reserves

Reserves include:

 Ochapowace 71
 Ochapowace 71-1
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 Ochapowace 71-132
 Treaty Four Reserve Grounds 77, shared with 32 other bands.

References

First Nations in Saskatchewan

redpajama_set_name: RedPajamaWikipedia


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Best Hiking Trails in Zions National Park
Post category:Hiking / Hiking Trails
The Narrows Trail
Angel's Landing Trail
Observation Point Trail
Emerald Pools Trail
Canyon Overlook Trail
Pa'rus Trail
Over millions of years, the Virgin River carved out the 2,000-foot Zion Canyon. Right now, it is the fourth most visited national park in the United States, with over four million visitors per year.
Over the years, Zion National Park has gained popularity and sits among other national parks that top the go-to list for hikers all over the country. Aside from the spectacular views it offers, this national park is the home of great trails.
If you're planning to go on a hike, here are the best hiking trails in Zion National Park.
©tpl.org
The Narrows Trail tops the bucket list for most hikers. This trail stretches on for 16 miles, and the hiking takes a couple of days. The trail starts outside of Zion National Park, specifically in Chamberlain's Ranch, and the difficulty level depends on what approach you choose—bottom-up or top-down. The best time to hike on this trail is during the summer months from early June to late August. It closes during spring as the melting snow creates a large flow rate from the Virgin River and becomes unsafe to pass.
This trail gives hikers two options. One is known as the bottom-up while the other one is known as top-down.
The bottom-up way gives you the option to turn around at any point, which makes it ideal for those who opt to spend less time hiking. Hiking starts from the Riverside Walk, and the rest is up to you as you can turn around at any point.
On the other hand, the top-down option requires endurance as you need to finish the 16-mile distance. It will take a maximum of two days to hike it. If you choose this approach, the starting point will be the Chamberlain's Ranch going to the Temple of Sinawava.
One distinct difference between the bottom-up and the top-down hiking option is the Narrows Trail. The latter has fewer crowds than the former.
©Joe Braun Photography
Speaking of the most popular hiking trail in Zion National Park, Angel's Landing Trail ranks in first place. This trail extends 5.4 miles and reaches 1488 feet of elevation. It takes about two to five hours of hiking. The difficulty level categorizes as strenuous because of its steep and long drop-off cliffs.
Angel's Landing Trail is the most dangerous hiking trail in Zion National Park. According to the National Park Service, there were 11 fatalities on the park's trail starting from 2010 to 2020 due to falling. Wear hiking boots with no slip-sole and good tread. Always keep your distance from the edge of the cliff and watch your footing. Make sure to hold on to the chain rails. In cases with sudden weather changes, immediately seek higher ground before the rain. Don't pull dangerous stunts like taking a selfie near the cliff's edge.
Angel's Landing starts from the Grotto Trailhead. It makes Zion's Canyon shuttle the sixth stop. Just like the case in Observation Point, Angel's Landing offers one of the most jaw-dropping views among the Zion National Park trails.
Observation Point Trail stretches an 8-mile distance and a height of 2300 feet above sea level. This trail takes between four to six hours. Hiking this trail requires a strenuous level of difficulty. You can opt to hike in Observation Point via the East Mesa Trail, which shortens the path from 8 miles to 7 miles.
When you reach the highest point, the long and difficult walk rewards you with an incredible view. The view offers a magnificent panoramic view of what seems like the whole of Zion National Park. When you look down, the Virgin River extends through the valley, and Angel's Landing will meet your sparkling gaze.
To reach it, you need to take a shuttle that starts at 7 am at the earliest. The shuttle will drop you at stop number seven, the Observation Point's trailhead, where the Weeping Trail parking area is located. Spring and Fall are the best seasons to go, but you can go all year-round as long as the trail is free of ice and snow.
©Zion National Park
Compared to the previous trails mentioned, the Emerald Pools Trail offers a short distance of 1.5 to 3 miles, depending on the hiking distance you prefer. It is a family-friendly hike as the difficulty level falls in the easy category.
Emerald Pools Trail starts from the Zion Lodge, and you have a footbridge that you need to cross. This trail features three sets of pools—the Lower Emerald Pool, Middle Emerald Pool and Upper Emerald Pool.
The Lower Emerald Pool measures a round-trip of 0.6-miles. Here, you can see plants under two tall waterfalls and pools below it. This part of the Emerald Pools suit you when you have kids along or have an elderly person along with you.
After the Lower Emerald Pool follows the Middle Emerald Pool with the hiking trail getting tougher. The pools in this area are the streams making the waterfalls.
The final mile stretches along the Upper Emerald Pool. The hike up here makes it worth it because of the presence of the shaded area where you can relax while seeing a faint waterfall from the entrance of Heaps Canyon located just above it.
The Canyon Overlook Trail starts from Zion-Mount Carmel Tunnel.
This hiking trail makes an attraction in itself because of the way it curves and attaches itself to the side of the mountain, and as you go along, a wooden pathway hung on a cliff will suddenly greet you. The gem of this hike is getting into a hidden cave to relax or have a picnic.
Its distance measures one mile, and it takes an hour of walking. If you want one of the best hikes, then this trail suits you. It rewards you with the best Zion Canyon view without a strenuous hike. The difficulty level of this hike is moderate to easy.
Getting to this trail requires a car since the Zion Shuttle can't access it. Starting from the Visitor Center, go to the east entrance of Zion National Park by heading northeast of Highway 9. The trailhead is located near the ranger station by Highway 9.
Pa'rus Trail stands as one of the best trails because of how you can leash up your dog and go for a hike. It's the only trail inside the national park that allows your fur babies as long as you put them on a leash. It also allows bicycles inside the park. The name Pa'rus comes from the Paiute language which means "bubbling, tumbling water."
This trail measures 3.4 miles, located near Springdale. Overflow Parking Lot makes the most accessible path going to the South Campground if you decide to use this trail. The shuttle stops thrice in this trail which makes it easier to get back once you decide to hike the trail one-way. The three stops include Zion Canyon Visitor Center, Zion Human History Museum and Canyon Junction.
Hiking this trail lasts for about one to two hours and the difficulty level falls in the easy category. You can hike this trail year-round. However, March to May and September to November make the best months to go. July to August can be too hot for a hike because these months fall in the summer where temperatures in Utah can reach 100 degrees Fahrenheit at the peak of July.
Pa'rus gives spectacular views of the lower Zion Canyon. The trail comprises a well-paved pathway and beautiful bridges that take you across the Virgin River. This trail offers a wildlife view early in the morning as foxes, deer, coyotes and even occasional lions can be spotted in this area.
From the most thrilling to the most relaxing adventures, you can never go wrong with Zion National Park. If you want an extra-adventure that will test your endurance, trails such as Observation Point, Angel's Landing, The Narrow's top-down and Upper Emerald Pools will suit your taste.
On the other hand, if you are up to a more relaxed adventure, trails such as the Canyon Overlook, The Narrow's bottom-up, Lower Emerald Pool, Middle Emerald Pool or Pa'rus Trail will surely fit your preference.
Zion National Park implements the "Your Safety is Your Responsibility" rule.
Take note of these safety tips along the way as you explore the majestic national park to fully maximize your hiking experience.
Research for the possible weather conditions as you set the time of your hike so that you can bring the things that you need if the weather changes.
Familiarize yourself with the distance and destination through research and planning. In cases like accidents or getting lost, you won't get stranded because you know where to go.
Do not stray from the marked trails to prevent yourself from falling. Most reported cases of tourist injury or death are mainly caused by going off the trail.
Maintain a safe distance from the wildlife. Do not pet or even touch animals because you may provoke them, they may attack you.
A Guide to Camping for Beginners
10 Camping Safety Tips You Should Know
7 Truths That Take the 'Weird' Out Of Hiking Alone


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The 100/0 Principle
A story from The 100/0 Principle
What is the most effective way to create and sustain great relationships with others? It's The 100/0 Principle: You take full responsibility (the 100) for the relationship, expecting nothing (the 0) in return.
Implementing The 100/0 Principle is not natural for most of us. It takes real commitment to the relationship and a good dose of self-discipline to think, act and give 100 percent.
The 100/0 Principle applies to those people in your life where the relationships are too important to react automatically or judgmentally. Each of us must determine the relationships to which this principle should apply. For most of us, it applies to work associates, customers, suppliers, family and friends.
STEP 1 - Determine what you can do to make the relationship work...then do it. Demonstrate respect and kindness to the other person, whether he/she deserves it or not.
STEP 2 - Do not expect anything in return. Zero, zip, nada.
STEP 3 - Do not allow anything the other person says or does (no matter how annoying!) to affect you. In other words, don't take the bait.
STEP 4 - Be persistent with your graciousness and kindness. Often we give up too soon, especially when others don't respond in kind. Remember to expect nothing in return.
At times (usually few), the relationship can remain challenging, even toxic, despite your 100 percent commitment and self-discipline. When this occurs, you need to avoid being the "Knower" and shift to being the "Learner." Avoid Knower statements/ thoughts like "that won't work," "I'm right, you are wrong," "I know it and you don't," "I'll teach you," "that's just the way it is," "I need to tell you what I know," etc.
Instead use Learner statements/thoughts like "Let me find out what is going on and try to understand the situation," "I could be wrong," "I wonder if there is anything of value here," "I wonder if..." etc. In other words, as a Learner, be curious!
Principle Paradox
This may strike you as strange, but here's the paradox: When you take authentic responsibility for a relationship, more often than not the other person quickly chooses to take responsibility as well. Consequently, the 100/0 relationship quickly transforms into something approaching 100/100. When that occurs, true breakthroughs happen for the individuals involved, their teams, their organizations and their families.
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