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The essential guide to the 22 most common leadership styles
Get to know the 22 types of leadership from the 3 most common personality profiling tools. Which of the leadership types is yours?
Some people are simply born leaders. That's at least how it appears standing on the outside looking in at that peer who seems to just get it. They're confident, intelligent, insightful, influential, purpose-driven, and they know how to rally support. But most of us possess most of those characteristics. So what gives?
Leadership is a long-term discipline, a process that takes time. This learning process starts by first better understanding ourselves and then understanding what makes different people—different types of leaders—successful.
Daniel Goleman, the famous psychologist and author of Emotional Intelligence and many Harvard Business Review articles, has a knack for turning scientific data into manageable life lessons. According to Goleman, two key ingredients make a great leader:
Emotional intelligence: the ability to recognize, understand, and manage our own emotions and the capacity to empathize with the people around us
Self-awareness: the ability to have mindful knowledge of our own character and the reasons behind our actions
In other words, mastering the art of leadership depends on understanding our own personality.
"Becoming a leader is synonymous with becoming yourself. It's precisely that simple, and it's also that difficult."
That quote was said by Warren Bennis, the person widely recognized as the pioneer of the contemporary field of leadership studies.
Unconscious leaders do the things they do automatically, following the habitual practices that have worked before. They aren't very self-aware and are therefore more susceptible to cognitive biases.
Seasoned leaders, on the other hand, are conscious of their actions and operate from a state of mindful awareness. They have a pragmatic approach to solving problems and reward people according to merit. When dealing with challenges, they let go of their egos and habitual patterns and open up to external feedback.
The first practical step on your growth journey as a leader is to understand your leadership style. But no matter where you are starting from as a leader, you can get better if you increase your level of self-awareness.
What is my leadership style?
There are many different leadership types and approaches to leadership profiling. Unfortunately, each tool can only offer a limited perspective on what is a sophisticated matter—the way we behave and interact in the workplace.
To help you figure out your leadership type, I'll explain the 3 most common profiling systems or "personality decoder" tools:
The Enneagram system of 9 personality types
Goleman's 6 leadership style
The Leadership Development Profile survey assessment created by Suzanne Cooke-Greuter and Bill Torbert.
I. The Enneagram system of nine leadership styles
The Enneagram (from the Greek words "ennea" meaning nine and gram meaning something "written" or "drawn") is a model of the human mind that uses 9 interconnected personality types. The exact origin of the Enneagram is unknown, but similar ideas can be traced back to the 4th century. Today the Enneagram has been adopted by many companies as a way to better understand and empower their teams. Tobi Lutke, the CEO of Shopify shared:
"Shopify is very partial to Enneagram, it has worked very well for us. In our internal system, you can see the Enneagram of everyone else, and it tells you what nuances, what means for how to work together…We want to find out what areas people have a fixed mindset on and try to get them to acquire a growth mindset." (Source)
The model is represented by a nine-pointed graphic that represents the nine types of personalities:
The Enneagram map is grouped into three buckets of three based on the idea that humans process information through three forms of intelligence or "centers of intelligence": the head, the heart, and the body.
The head — responsible for thinking and analyzing
The heart — accountable for our emotions
The body — the center of sensing the physical
We use all three centers of intelligence, but one of these centers plays a dominant role in the expression of our personality.
The nine leadership styles as taught by the Enneagram:
Each of the nine types has three sub-types (for a total of 27 sub-types) that provide additional personality nuances to help you find your correct type with greater precision.
"The three subtypes are defined by which of the 3 "instincts" is dominant. We all have all 3 animal instincts — for self-preservation, establishing social relationships, and the instinct for one-to-one bonding — that help us function in the world and keep us safe. And just as each person favors one center and one type within the center, we each favor one of these three instincts as kind of a "first line of defense."
—Beatrice Chestnut, "The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace"
Type One: The Reformer
As, the Reformer, these leaders are the principled perfectionists in the workplace.
Self-preservation Ones are the true perfectionist of the nine types. They are self-controlled, often to the point of being overly critical of themselves. As perfectionists, they finesse every detail of their work
Social Ones have a teaching mentality and try to make things perfect for the world around them. They're intellectual and noble. Famous examples of this subtype are Gandhi and Nelson Mandela
One-to-One Ones are usually the more impatient of the Reformers, often having a clear idea of how things ought to be done — they believe they know the right way. And while they might come off as critical, they mean well. For these Ones, learning to frame their feedback in a more constructive way is an area of growth.
Type Two: The Helper
Type Two leaders project themselves as people-pleasers. They seek rapport and approval from the rest in the workspace.
Self-preservation Twos are playful and charming, which is why people are so naturally drawn to them. Of the Helper subtypes, these Twos tend to be more wily and unrestrained.
Social Twos earn the following of others by relying on their natural ability to influence. They like to take the lead and prove themselves as leaders among a broader audience
One-to-One Twos are overly generous and can be codependent; they need to take care of everyone else. In working so hard to please everyone, these leaders may sometimes come off as overbearing. Offer these Twos help, and then offer a second time.
Type Three: The Achiever
The Achievers, as the name implies, are focused on meeting goals and hitting business targets. They are hard-working, highly focused, and competitive.
Self-preservation Threes are the hardest working of the Three subtypes. For them, it's essential to be recognized as accomplished, but they avoid talking in a boastful manner. Self-preservation Threes are very often modest.
Social Threes have a competitive edge and want to appear perfect in the eyes of others. In the workplace, they strive for validation from their employees and peers. They are self-assured and driven by targets. They work hard to reach their goals and climb the corporate ladder.
One-to-One Threes are image-conscious and try to prove themselves by supporting others, sometimes at the expense of their own success.
Type Four: The Individualist
The Individualists are creative and expressive.
Self-preservation Fours may often come across as egotistical. But pause, and remember that while they appear strong on the outside, they are emotionally sensitive on the inside. This is their nature.
Social Fours are emotionally sensitive. They compare themselves to others, believing they are somehow inferior. They express their emotional truth to connect with others and build relationships.
One-to-One Fours have a penchant for comparing themselves to others, often casting a bad light upon themselves. Similar to Self-preservation Fours, they are emotionally sensitive. However, these Fours don't hide it. They express their emotional truth to connect with others and build relationships.
Type Five: The Investigator
The Investigators are knowledge-seeking and extraordinarily insightful. Of all Enneagram leadership types, this one is the most analytical and logical. But they are also the most likely to cut themselves off and fall into introverted tendencies.
Self-preservation Fives, as extreme introverts, are more detached than the other subtypes. In the workplace, they often appear self-reliant, which stems from their perceived state of alienation. Remind them you're here when they need you.
Social Fives are the extroverted subtype of Investigators. They are incredibly knowledgeable and often become experts in their fields. Social Investigators are the type of people that you will find at conferences and events meeting with like-minded individuals and absorbing new ideas.
One-to-One Fives are great listeners and conversationalists. They are the friendliest of the Five subtypes. They're patient, curious, and very open to sharing their thoughts and feelings with their coworkers.
Type Six: The Loyalist (also known as the Security Seeker)
Type six people are engaging, trustworthy, loyal, and committed leaders. Trust is of imperative importance for all Type Six subtypes. They are natural leaders.
Self-preservation Sixes are friendly, genuine, and tactful; they stand by their coworkers and everyone they appreciate. However, they also tend to become anxious and fret when they feel unable to take care of themselves.
Social Sixes can resemble Twos, as they're concerned about other people's opinions and do their best to fit in society. Social Loyalists tend to be extraordinarily dedicated and self-sacrificing to their cause or group.
One-to-One Sixes are disciplined, and they project energy and physical strength. It's no wonder they people find it easy to follow these leaders. They too, however, have fears and weaknesses (they just happen to be hidden behind to image of strength they project.)
Type Seven: The Enthusiast (also known as The Adventurer)
Enthusiasts tend to focus on the future, unconsciously moving away from the discomfort and problems of the now. They are optimistic and excited idealist of our workspace. They are adventurous and view life as a fun-filled game. But they also tend to be prolific achievers and practitioners. The multidisciplinary generalists on our teams are an example of Type Seven people.
Self-preservation Sevens are the most pragmatic type of Enthusiasts. They are energetic and outgoing but also practical and ambitious. Aware of their tendency to get distracted by their brilliant ideas and future projects, this self-preservation type tends to take measured risks and plan carefully.
Social Sevens tend to take responsibility for their team. They can be idealistic and sacrifice their personal goals for the greater good of a group or cause they believe in.
One-to-One Sevens are the dreamers, the visionaries. They tend to distract themselves from the bland reality of their workday with the prospects of a better, optimistic future. That image of the future is one many others want to believe in.
Type Eight: The Challenger (also known as The Leader)
Type Eight leaders are decisive and dominant. They employ courage, power, control, and justice to make an impact in the world. Following the beat of their own drum, they tend to break the rules.
Self-preservation Eights get things done by being direct and self-assertive. They are straightforward business people with a low tolerance for frustration and disorder.
Social Eights are remarkably protective of the people they care about. Social Challengers are the mentors of our world. Like the rest of the Challengers, they're also defiant to authority, but they tend to be less confrontational than the rest.
One-to-One Eights are the rebels of the 27 subtypes. They are passionate and contentious rule-breakers. They like to be in control, and they can get defensive when that control is threatened.
Type Nine: The Peacemaker
Type Nine leaders are peaceful, empathetic, calm, and compassionate. They are the pacifiers of our work environment. Peacemakers tend to focus on creating harmony and alleviate any tensions that may have arisen due to conflicts in the workspace. Maintaining positive feelings with others is a top priority for them.
Self-preservation Nines tend to be the most passive of the three types. They find comfort in routine activities and align their behaviors and actions with their values and beliefs.
Social Nines are always busy, moving, and working on things. They are easy-going and fun to be around. They love to get involved in group activities and working hard to support the common cause.
One-to-One Nines care about the agenda and opinions of the others around them. They are less commanding and tend to be very understanding and accepting of others.
Learn your Enneagram type in less than 5 minutes
As you embark on the journey of understanding your leadership style, you may feel overwhelmed by all of the possible profiling methods and Enneagram leadership types. To make your life a little bit easier, let the FAST Enneagram Test guide you in finding your personality type by asking you 36 brief questions.
Additional resources and readings on the Enneagram system
The 9 Types of Leadership: Mastering the Art of People in the 21st Century Workplace by Beatrice Chestnut
The Road Back to You: An Enneagram Journey to Self-Discovery by Ian Morgan Cron and Suzanne Stabile
The Enneagram in the Workplace: Better insight into yourself and others by Oscar David
II. Goleman's 6 styles of leadership
Daniel Goleman, author of "Emotional Intelligence," believes that leadership is a fluid practice that can be approached strategically.
Problems at work arise all the time. And like water adapting its shape to every form, Goleman thinks that executive leaders should adjust to different leadership styles as different situations dictate.
The best leaders, according to Goleman, are skilled in four or more types of leadership and flexible enough to switch between styles to best serve the needs of a particular event.
In his report, Goleman introduces us to six leadership styles:
The coercive style
The authoritative style
The affiliative style
The democratic style
The pacesetting style
The coaching style
Each style works best in different situations and must be employed based on the goal that the leader is trying to achieve.
Let's dive into the six types of leadership Goleman detailed.
1. The coercive style
The coercive style of leadership could be described as extremely autocratic. By using fear, bullying, and sometimes even humiliation, the coercive leader gets people to do whatever he or she tells them to do.
If it this style is to be assumed, it is best used in situations of crisis where a rapid turnaround is required.
To visualize the coercive style in practice, close your eyes and imagine Steve Jobs in one of his more less-than-thrilled moments.
Thought not especially forceful, Jobs demands immediate compliance when he has to get a conference room full of journalists to turn off their devices. This style provides speedy rewards but has adverse long-term effects on a team's dynamics.
2. The authoritative style
Authoritative leaders are best at assembling teams towards a shared vision. This style is employed by the brave dreamers, fearless leaders, and change advocates of our times. The hallmark of the authoritative style leaders is their ability to change people's way of thinking. By defining a clear vision, the authoritative leadership type is used to pioneer new fields, create new product categories, and dominate markets.
A prominent example of this leadership style is Marc Benioff, founder of Salesforce, who had the vision for a cloud platform in a time when the widely adopted industry standard was on-premise license-based software. What started with a well-organized stunt with the bold motto "The end of software" and a small team of product engineers ended up being one of the most used B2B SaaS products in the world today.
3. The affiliative style
In the affiliative style, people come first. Affiliative leaders are best at keeping people happy and creating harmonious work relationships.
This style promotes strong relationships as more important than business goals. Affiliative leaders are natural relationship builders; they use positive feedback and personal encouragement to create a loyal following in the workspace.
The affiliative style is best used when team morale is low, and team-building and bonding activities are needed.
A famous figure that exemplifies the affiliative leadership style is the retail magnate and investor Warren Buffett.
4. The democratic style
The democratic leader invests in getting to know people's opinions and ideas in order to build trust with them. He or she relies on collaboration and team communication to forge consensus in stressful situations.
While they have the authority to make the final decision, democratic leaders involve the whole team in the decision-making process. Employees are encouraged to participate in discussions, and their opinion is equal to the leader's opinion.
The democratic style may sound like the most balanced management style, but it has its drawbacks. One of the most vivid shortcomings can be endless meetings where questions are pondered to no end.
Jack Dorsey, one of the founders of Twitter, represents the democratic management style in business:
"Although Dorsey has returned in the role of executive chairman, Twitter remains minimalist and collaborative.
Both Dorsey and Twitter represent the new wave of democratic/participative leadership in business. Like Dorsey, Twitter has taken several years to find its compass." — What is Democratic/Participative Leadership? How Collaboration Can Boost Morale
5. The pacesetting style
Like the coercive style, the pacesetting leadership style finds a place in the leader's arsenal but must be used with caution and in rare occasions.
A key characteristic of the pacesetting style is its "lead by example" mantra. The leader sets high work performance standards for the team and themselves. He or she is obsessed with getting results quickly at the expense of diminishing someone else's efforts and taking over their work.
Pacesetting leaders rarely provide clear guidance and expect employees to pick up tasks fast enough on their own.
Due to the lack of patience and direction from this type of leader, employees and followers feel pressured and morale quickly drops. The pacesetting style has an overall negative impact on the work climate and should be used sparingly.
6. The coaching style
Kenneth Blanchard and Paul Hersey in the late 1960s were the first to explain the coaching leadership style. Later, in 2002, Goleman documented the coaching style as the last of the six types of leadership.
The coaching leader acts more like a counselor and advisor than a traditional employer. He or she provides plentiful feedback and is good at delegating tasks and assigning challenging jobs to the team.
Unfortunately, Goleman writes, very few executives adopt the coaching style due to being pressured by the rest of their responsibilities and lack of time.
To become a great leader, learn many styles
Many reports, including the one from Goleman, indicate that the most seasoned leaders can switch between leadership styles. To create a positive climate in your work environment, you should learn and practice the authoritative, affiliative, democratic, and coaching styles. However, don't be intimidated by the idea of learning this many styles. Pick the one that you feel most beneficial or relevant to your current work situation and start practicing it.
Additional resources and Goleman's leadership types
"Leadership That Gets Results" by Daniel Goleman
Primal Leadership by Daniel Goleman
III. Leadership Development Profile survey assessment
This is the last personality decoder in our comprehensive guide on types of leadership.
Suzanne Cooke-Greuter and Bill Torbert have created the Leadership Development Profile framework. It is based on more than 40 years of research and a dataset of over 6,000 people worldwide.
According to Cooke-Greuter and Torbert, all people carry a mix of leadership styles. They believe what differentiates leaders is not their management style, personality traits, or philosophy of leadership. It's their internal "action logic."
In its core, the Leadership Development Profile is a survey of 36 open-ended questions. Participants are asked to finish phrases such as "A good leader…"
Participators can answer that question in different ways:
"A good leader should always trust their own intuition."
"A good leader takes responsibility for their actions."
"A good leader provides constructive feedback to their employees."
Then, trained evaluators can assess which one of the seven developmental action logics functions as a leader's dominant way of thinking. Those seven action logics include:
The Opportunist
The Achiever
The Individualist
The seven action logics give some reliable pointers as to the qualities and types of leadership capability an individual possesses. Like the rest of the personality styles described in this guide, all of the action logics have their benefits and drawbacks.
1. The Opportunist
The Opportunist is a capable manipulator. This segment is characterized by being deceptive, self-oriented, egocentric, and distrustful. Their goal in the work environment is to win in any way possible by exploiting other people as opportunities.
Few Opportunists remain managers and executives for long unless they grow into one of the more effective action logics.
2. The Diplomat
The Diplomat has a more positive impact on the work environment than the Opportunist, but it also has its shortcomings.
While the Opportunist seeks to control the behavior of others, the Diplomat is focused on controlling his or her own behavior.
Diplomats avoid overt conflicts and always strive to please higher management. They are conformists that follow the usual protocol and group standards.
3. The Expert
Leaders wielding the Expert action logic are on an endless mission to improve their knowledge, both in their professional and personal lives. They rule by logic and proficiency.
Experts are problem solvers and perfectionists. They accept only objective feedback coming from proven sources and other experts.
Experts may struggle as managers, as they tend to think of themselves as always being right and are rarely open to feedback from subordinates. This is just another opportunity for growth.
4. The Achiever
Achievers are goal-oriented and success-focused. They're open to feedback and appreciate complexity and systems.
As managers, they both challenge and support their employees.
According to the research made by Cooke-Greuter and Torbert, 30% of people are identified as Achievers.
5. The Individualist
The Individualists are innovators of process. They have a fluid position in the workplace and are capable of assuming different roles in different circumstances.
People who have a dominant Individualist action logic are focused on themselves and less on business goals.
Individualists are great communicators. They work through building strong relationships with people from the other action logics.
6. The Strategist
The Strategist is proficient in creating personal and organizational transformations by connecting different action logics to a shared vision.
They understand the importance of principles, contracts, theories, and judgment. Strategists are great conflict-alleviators and handle team friction very well.
7. The Alchemist
Alchemists are adept at seeing the big picture in the organization. Their hallmark is the ability to create social transformations and reinvent their companies.
The Alchemist is good at dealing with immediate tasks while never losing sight of long-term goals. They're able to participate in historical transformations of their companies, creating symbolic analogies that speak to people's hearts and minds.
How to grow as a leader
Perhaps the most important finding from the research done with the Leadership Development Profile survey is that all of the action logics function as stepping stones. Leaders tend to evolve from one action logic to another. Different personal and work events can evoke that transformation: a promotion, changes in managerial practices, changes in the structure of the organization, etc.
More resources on the Leadership Development Profile survey
The Leadership Development Profile by Cleaveland Consulting Group, Inc.
"The 8 Most Common Leadership Styles & How to Find Your Own"
What type of leader are you?
In this post, we explored the three most popular personality tools—The Enneagram system, Goleman's leadership styles, and the Leadership Development Profile survey. Use it as a navigational map into the world of leadership.
Don't feel discouraged if this all feels unknown and overwhelming at first. In the words of Benjamin Disraeli, "To be conscious that you are ignorant of the facts is a great step to knowledge." Simply start by choosing the one system that resonates with you.
We'd love to know which of the 22 leadership types is yours? Share your answer with us on Twitter at @RangeLabs.
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TURKEY • WORLD
World leaders congratulate Turkish PM over poll results
Berlin, Washington offer congratulations as AK Party wins majority in Sunday's parliamentary elections
Monday in Ankara has seen an inflow of congratulatory official statements and phone calls offered to Turkey's Justice and Development (AK) Party Chairman and Prime Minister Ahmet Davutoglu for his party's electoral triumph.
According to a written statement released from the Turkish Prime Ministry Press Office, German Chancellor Angela Merkel phoned Davutoglu late on Monday to congratulate him on his success.
"Our Prime Minister stressed that the elections were held in a peaceful environment with a voter turnout of over 85 percent, which shows the maturity of Turkish democracy. Turkish people made their choice in favor of political, democratic and economic stability," said the statement.
During the phone conversation, both leaders also exchanged views on the recent developments in Syria, the fight against Daesh and the refugee crisis.
"They affirmed their resolve to reinforce the cooperation in these issues both on bilateral level and on multilateral platforms including the EU," it added.
In Washington, White House spokesman Josh Earnest congratulated the Turkish people on the elections, saying that the U.S. looked forward to working with the new government.
He also said the White House voiced its concerns — "publicly and privately" — over the freedom of press and speech in Turkey.
According to Turkish Prime Ministry sources — who were not named according to protocol — Turkish Republic of Northern Cyprus President Mustafa Akinci called Davutoglu in the afternoon to congratulate him on Sunday's poll results, which effectively gave the party a 317-seat majority in the country's parliament as it received 49.4 percent of the votes.
In a message sent to Davutoglu, Azerbaijani President Ilham Aliyev hailed the election results as a "bright manifestation of the Turkish community's national will and its support for stability, tranquility and development".
Aliyev stressed that his country shared the AK Party's joy in victory and wished success to all party members.
"From now on, our strategic partnership, which has passed the test of time, and exclusive relations will further broaden and consolidate," he added.
Greek Prime Minister Alexis Tsipras, Palestinian President Mahmoud Abbas and Pakistani Prime Minister Nawaz Sharif separately telephoned Davutoglu to congratulate him on his party's landslide election victory, according to press office of the Turkish premier.
Afghan First Vice President General Abdul Rashid Dostum said in a message addressed to Turkish President Recep Tayyip Erdogan and Turkish premier that he was "honored to gladly congratulate the success of the AK party and accordingly that of the great Turkish nation in the general election I closely followed."
Dostum also endorsed the Turkish government's decisions — taken as part of its anti-terror efforts following the deadly terrorist attacks that hit the country before the election — noting their significance for the security of the wider region.
Bulgarian Prime Minister Boyko Borisov also sent his congratulations, saying he expressed his "sincere belief that the democratic will of the Turkish people, reflected by their votes, will enable a collaboration for the Turkish state's development in all areas and accelerate the progress of bilateral relations".
The Iraqi Turkmen Front's Turkey Representative Hicran Kazanci also sent a written message to Davutoglu, saying the Turkish nation once again voted for AK Party as they chose stability, welfare and security, all of which he described as fruits of AK Party's 13 year-long rule.
According to preliminary results, the AK Party secured 49.48 percent of the vote — much more than had been predicted by pollsters — giving it a wide majority (317 out of 550 seats) in parliament.
Sunday's snap vote was called following an inconclusive general election in June, which saw no party win an outright majority. Almost five months of subsequent talks between parties failed to produce a coalition.
Etiketlerdavutoğlu Hicran Kazanci Northern Cyprus President Mustafa Akinci Turkish PM White House World leaders c World leaders congratulate Turkish PM over poll results
Russia plans to restore Assad regime's economy
Turkish PM celebrates election victory in Istanbul
Russia lifts further trade sanctions against Turkey
US resupplies PKK/PYD terrorists in northern Syria

redpajama_set_name: RedPajamaCommonCrawl


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SEGA Interested in Bringing Yakuza and Persona Series to PC
For a long time, Japanese games weren't big PC adopters. With recent successes, SEGA is considering porting Yakuza and Persona games to the PC.
Sean Rehbein 2017-06-15 2 Comments 0 likes
For some time, Japanese games and the PC have not been a common pairing. Thanks to successful ports like Bayonetta and Vanquish, along with modern releases of many Japanese games, onto Steam, that Western audiences have never heard of, that may be about to change. According to an interview conducted by PC Gamer, SEGA has a list of games they're interested in sharing with PC gamers.
John Clark, vice president of commercial publishing with SEGA Europe, talked about how the company is just as interested in branching out to PC as their fans are. On the short list of game series, he says, that those at SEGA are interested in porting are Yakuza and Persona. These series are no slouches, at least not in Japan, and they have found recent success with their latest entries in the West. Both of them have a growing following of dedicated fans, who would no doubt be happy to pay for another copy if they could play it on PC.
The reluctance of Japanese games coming to PC has a lot to do with the Japanese view on PC gaming. In Japan, for years PC gaming sparked images of Western shooters and Japanese dating sims. Not to mention the expense turned many gamers away. Whether it be because of a changing perception in Japan about the PC, or because Japanese companies are willing to port to the PC for their Western audiences, the result is the same: a push for PC.
(This man is a hardened criminal; the Yakuza series likes to blend a serious story with wacky side quests and mini-games.)
Yakuza 0 and Persona 5 have been huge successes, both critically and financially, showing Japanese publishers that there's a market for these series in the West. Both games rely on the ins and outs of Japanese culture and lifestyle, so the fear was that Western audiences would be too confused by the tropes to enjoy the games. Thankfully, that has not been the case.
Both of these recent games have been huge selling points for the PS4. In an age of dwindling exclusivity, losing these titles to a second platform may not be something Sony would agree to, assuming they have control over that decision. What Japanese titles, that have until now not been on PC, would you like to see make the transition?
Sean Rehbein
I have been gaming for as long as I can remember. In fact my earliest memory was my mom bringing home a brown paper bag filled with an NES, Super Mario Bros./Duck Hunt, and The Legend of Zelda that she got from a garage sale. I'm avidly invested in gaming culture and news, so it makes sense that I would one day try to be a part of it from a creative standpoint. I do news, reviews, previews, opinion pieces, and guides.
That would mean Sony loses some exclusives, but then again is third-party companies doing it.
Since PC is eternally backwards compatible, I'm all for throwing them in there.
If Sony decided to open up their own e-shop on PC (I assume they haven't yet because view of PC gaming is still skewed toward niche in Japan, though it's changing), then I could see them pushing some of their exclusives out toward PC.
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New classes begin through the ACE program in Naples, Fla. the week of April 18, 2016. I'm teaching 3 writing classes. Stay tuned for summer offerings (I just turned in an exciting variety of classes)!
Have you thought about self-publishing but don't know where to begin? In this class we'll explore the options to discover the best route for your needs and project. Learn about all the steps involved and the decisions you'll need to make to wear the many hats of self-publisher. Click to register.


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Monday, Jan 30 2023, 12:28 AM
US Domestic flights grounded by technical problems
THE KEVIN MCCARTHY ERA BEGINS
UK MOVES TO 'TURBO-CHARGE' LONDON FINANCIAL SECTOR
IMPLICATIONS FOR CAYMAN AS EU COURT BLOCKS PUBLIC ACCESS TO COMPANY OWNERSHIP
MAJOR CRYPTO FIRM COLLAPSE HOVERS OVER CAYMAN MEETING OF REGIONAL FINANCIAL REGULATORS
Philippines returns to work en mass
International 05 Jun, 2020 Follow News
Manila's roads were heaving again this week
Filipinos in their millions returned to work in the Philippines capital Manila on Monday, after one of the world's strictest and longest coronavirus lockdowns was eased to help resuscitate an economy battered by the closure.
Public transport such as trains and shuttle buses could operate in Manila but on a limited scale, forcing commuters to wait in long queues for hours, and leaving hundreds of workers stranded.
"I have to go back to work," said Steven John Cabusao, who walked several kilometres on his first day of work after being confined to his home for 11 weeks.
Cabusao, 24, who works as a maintenance planner at an aviation firm, said his need to earn a living outweighed his fear of the coronavirus. "The fear of contracting the virus will always be there."
With the third highest number of coronavirus cases and second highest official death toll in Southeast Asia, the Philippines also allowed the reopening of more businesses, and people can now leave home without government permits.
Manila's measures were among the world's toughest, on par with those of the Chinese city of Wuhan, where the coronavirus outbreak first emerged, and stricter than curbs at the peak of the contagion in Italy and in Spain, bringing the economy to a sudden halt.
In easing the measures, Philippine President Rodrigo Duterte sought to walk the fine line between protecting the country's 107 million people from COVID-19 while reviving the economy facing its biggest contraction in decades.
The Philippines has recorded a total 18,086 infections recorded, of which 957 led to deaths.


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Cerner Corp. describes new campus as largest in Missouri
KANSAS CITY, Mo. (AP) — Cerner Corp. says a $4.3 million campus that will be built over the next decade on the site o...
Cerner Corp. describes new campus as largest in Missouri KANSAS CITY, Mo. (AP) — Cerner Corp. says a $4.3 million campus that will be built over the next decade on the site o... Check out this story on news-leader.com: http://sgfnow.co/1dYzb31
The Kansas City Star Published 11:00 p.m. CT Jan. 16, 2014
KANSAS CITY, Mo. (AP) — Cerner Corp. says a $4.3 million campus that will be built over the next decade on the site of a former Kansas City shopping center will be the largest in Missouri.
The Kansas City Star (http://bit.ly/KnGFok ) reports that the North Kansas City-based medical records maker described the project Friday at a news conference attended by Gov. Jay Nixon and Kansas City Mayor Sly James.
Cerner executives say they expect the first building will be completed and 1,500 people working at the site in about 30 months. Eventually, as many as 15,000 are expected to work at the 4.5 million square-foot campus.
Cerner currently employs more than 9,000 people in the metropolitan area, with many of them based at an office complex in western Wyandotte County, Kan.
Read or Share this story: http://sgfnow.co/1dYzb31


text:
John Alexander(1897-1982)
The Man in the Net (1959)
Making his stage debut at age 16, John Alexander joined a Shakespearean repertory company and in 1917 appeared on Broadway in "The Merchant of Venice." Although he played many parts on both stage and in films, his best known role was that of the crazed Teddy Brewster--the son who thinks he's Theodore Roosevelt - in Arsenic and Old Lace (1944), a part he played both on stage and in the movie.
BornNovember 29, 1897
DiedJuly 13, 1982(84)
'Teddy Roosevelt' Brewster
Jack Riker
Mr. Dave McComber
The Best of Broadway
1955 • 1 ep
Actor46
Additional Crew1
Expand below
Car 54, Where Are You?
C.F. Cartwright
Judd Forrest
The Right Man
Wendell Mike
Sam Giller - Storekeeper
Sunday Showcase
The Man in the Net
Mr. Carey
General Strait
Lt. General Alexander
Lt. General Wheeler ...
Keep in Step
Adventures of the Sea Hawk
Crannington
The Mugger
Goodyear Playhouse
Charlie Wickes
The Elgin Hour
The United States Steel Hour
Sky Murder
stand-in: Donald Meek (uncredited)
performer: "Piano Sonata No. 11 in A Major, K.331, 3rd Movement, 'Alla Turca'" (1783?) (uncredited)
5′ 10½″ (1.79 m)
Newport, Kentucky, USA
New York City, New York, USA(undisclosed)
Genevieve HamperOctober 1928 - February 13, 1971 (her death)
Active on Broadway in the following productions:
Died at a board meeting of the Actors Fund of America in New York on 13-7-1982.


It's Friday night and you've been invited to a work get together last minute. What to do if all you've got for rags is the dull grey frock you wore into the office? Get yourself a bottle of magic perfume of course.Christina Aguilera has apparently come up with the perfect concoction for transforming your outfit in a spangly, suitable for clubbing number in the form of her new fragrance Secret Potion.
Why didn't we think of this before? Check out the commercial for the singer's scent in which she enters a lift to a penthouse bash and pops the little saviour out of her handbag. The blonde surprising doesn't choke on the blend – which she proceeds to spray in her face – and she's party-ready in seconds. Fab. Where can we get a bottle?


It is 2am here in Japan right now. Got back not long ago from 3 days of backpacking and tenkara fishing. Dead tired, leaving early tomorrow morning to meet Dr. Ishigaki in Nagoya and then heading to the mountains again. I should be sleeping but couldn't wait to share a few photos that caught my eye when I was putting them on a hard drive. Tremendous time, some excellent video footage and more photography to come, including interviews with Mr. Sebata, video on tying the Sebata tenkara fly (really unique, you don't want to miss this one when it comes out), interview with Mr. Yoshida and more.
Fascinating Daniel. I can't wait to read more about your trip and to find out more on Mr. Yoshida as well as Mr. Sebata and his fly. Thanks for the update.
What fantastic pictures Daniel. You are clearly at peace!!
Great stuff and can't wait to see more.
I think you must have had a great time fishing with Sebata-san and learned a lot of new things. I am looking forward to hearing from you about him.
Oh man thats good stuff !
Also glad to see no report of close encounters with the before mentioned hornets.
Not meaning to jump over your later reporting but seeing Mr.Yoshida I suspected there might be something on his web site about this outing too.
南アルプス取材釣行 Southern Alps reporting fishing line..


text:
WWW.THENEWS.MX
Obesity surgery benefits may be bigger for teens than adults
By The News · 19 of May 2019 10:38:22
AP Photo, Miranda Taylor, No available, FILE - In this Wednesday, Nov. 4, 2015 file photo, Miranda Taylor, 20, poses for a portrait outside Christ College of Nursing and Health Science in Cincinnati. When she was 16 and weighed 265 pounds, she had obesity surgery. Taylor lost more than 100 pounds, along with severe depression, pre-diabetes and an obesity-related hormonal condition. "I feel awesome. It's like a new life," she says. (AP Photo/Michael Conroy)
Teens who have obesity surgery lose as much weight as those who have the operation as adults and are more likely to have it resolve other health problems such as diabetes and high blood pressure, a study finds.
The results suggest there's a benefit from not waiting to address obesity. Researchers say longer study is still needed to know lifetime effects of this radical surgery and that it's a personal decision whether and when to try it.
The study was published Thursday by the New England Journal of Medicine and presented at the Combating Childhood Obesity conference in Houston. The National Institutes of Health paid for it, and some researchers consult for makers of obesity surgery tools.
The damaging effects of obesity accumulate, and the risk of developing other diseases and dying prematurely rises the longer someone goes. Surgery is usually reserved for people who can't lose enough weight through other means — diet, exercise and sometimes medicines — and are severely obese.
Researchers led by Dr. Thomas Inge at the University of Colorado wanted to know whether it's better or safer to have it in mid-life, the most common time now, or sooner before many of those other health problems appear or do much harm.
They compared results from two studies of gastric bypass surgery, which creates a much smaller stomach pouch, in 161 teens and 396 adults who had been obese since they were teens. Five years after their operations, both groups had lost 26% to 29% of their weight.
Diabetes went into remission in 86% of teens and 53% of adults who had that disease before their operations; high blood pressure did the same in 68% of teens and 41% of adults. Some side effects were more common in teens, and they were twice as likely to need a second operation.
One troubling finding: Although about 2 percent of each group died, two of the teens did so from drug overdoses, suggesting substance abuse and self-harm may be a concern.
Overall, the results are consistent with an earlier study comparing teens and adults, Ted Adams of the University of Utah in Salt Lake City wrote in a commentary in the journal.
"Almost 6% of adolescents in the United States are severely obese, and bariatric surgery is now the only successful, long-term treatment option" for them, he wrote.
Most obese teens stay obese as adults, and adults who were obese as teens have worse health than people who started to weigh too much at an older age, but that doesn't mean it's the right choice to have surgery earlier than later, he warned.
Marilynn Marchione can be followed at @MMarchioneAP
The Associated Press Health and Science Department receives support from the Howard Hughes Medical Institute's Department of Science Education. The AP is solely responsible for all content.
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text:
Ch.09 Civil Liberties "Your rights as Americans" American Government.
Published byPosy Brooks Modified over 5 years ago
Presentation on theme: "Ch.09 Civil Liberties "Your rights as Americans" American Government."— Presentation transcript:
1 Ch.09 Civil Liberties "Your rights as Americans" American Government
2 Founding Documents Declaration of Independence - "We hold these truths to be self-evident; that all men are created equal, that they are endowed by their Creator with certain unalienable rights, that among these are life, liberty, and the pursuit of happiness." Constitution – framers believed in natural rights American Government
3 Writ of Habeas Corpus Art. 1, Sec. 9 "Produce the body" Requires government officials to present a prisoner in court and to explain to the judge why the person is being held American Government
4 Ex Post Facto Laws "after the fact" Being charged for committing a crime, that wasn't a crime when the person committed the action American Government
5 Bills of Attainder Legislative act that punishes an individual without judicial trial Court should decide guilt, not Congress American Government
6 Bill of Rights 1.Free speech, press, assembly, petition, religion 2.Right to bear arms 3.Prohibits quartering soldiers 4.Restricts illegal search and seizures 5.Provides grand juries, restricts eminent domain (gov can't take private property unless compensation), prohibits forced self-incrimination, double jeopardy (can't be charged for the same crime twice) American Government
7 Bill of Rights 6. Outlines criminal court procedure 7. Trial by jury 8. Prevent excessive bail and cruel and unusual punishment 9. Amendments 1-8 do not necessarily include all possible rights of the people 10. Reserves for the states any powers not delegated to Fed. Gov by Constitution American Government
8 14 th Amendment "privileges and immunities" – Constitution protects all citizens Due process – prohibits abuse of life, liberty, or property of any citizen, state rights were subordinate to Fed rights Equal protection clause – Constitution applies to all citizens equally American Government
9 Judicial Review Marbury v. Madison The power of the Supreme Court to judge the constitutionality of a law American Government
10 Legislative Action Sometimes laws can guarantee rights Ex. Civil Rights Act of 1964 American Government
11 Religion "Establishment" clause – prohibits the gov't from establishing an official church "Free exercise" clause – allows people to worship as they please American Government
12 Free Speech DOES NOT mean that you can "say anything you want"… but pretty close Restrictions Threat to national security Libel – false written statement attacking someone's character, with intent to harm Obscenity – not protected, hard to define – Ex. Pornographic material Symbolic speech – action to convey a message American Government
13 Right to Privacy Not in the Constitution Griswold v. Connecticut (1965) Roe v. Wade (1971) Yahoo and Google – search and e-mails? American Government
14 Due Process 5 th and 14 th Amendment Forbids national AND state gov to "deny any person life, liberty, or property without due process of law." Procedural – fair trial Substantive – fundamental fairness American Government
15 Search and Seizure 4 th Amendment Freedom from "unreasonable search and seizure" Prevent police abuse Ex. Mapp v. Ohio American Government
16 Self-incrimination 5 th Amendment No one "shall be compelled to be a witness against himself." Miranda v. Arizona 1966 American Government
17 Right v. Right Most cases are not simple They often pit two rights against each other Ex. – freedom of press v. national security American Government
Download ppt "Ch.09 Civil Liberties "Your rights as Americans" American Government."
AMENDMENTS The Bill of Rights.
Bill of Rights guarantees personal liberties
Exploring the Bill of Rights For the 21st Century
AP Government: Chapter 4
The Bill of Rights The First 10 Amendments to the Constitution
Civil Liberties "Your rights as Americans". Please answer the following questions 1.Do you have the right to privacy within the Bill of Rights? 1.Should.
The Rights of the People
Instructions for using this template. Remember this is Jeopardy, so where I have written "Answer" this is the prompt the students will see, and where.
WHAT ARE CIVIL LIBERTIES?. FOUNDING DOCUMENTS Declaration of Independence - "We hold these truths to be self-evident; that all men are created equal,
The First 10 Amendments to the Constitution
Exploring the Bill of Rights For the 21st Century.
What rights are protected under the Bill of Rights?
The Basics AMERICAN GOVERNMENT. The Bill of Rights  What is the Bill of Rights?  The Bill of Rights are the first ten amendments.  Why was the Bill.
 James Madison of Virginia  Promised a bill of rights that would outline rights guaranteed to the people of America.  Bill of Rights  First 10 amendments.
Bill of Rights 1791.
Civil Liberties "Your rights as Americans". Founding Documents Declaration of Independence - "We hold these truths to be self-evident; that all men are.
AP GOVERNMENT. CIVIL LIBERTIES  Civil Liberties are individual's legal and constitutional protections against the government.  Although our civil liberties.
Judicial Branch and Civil Liberties


text:
Home > Colleges > brainstorm > contributions > 165
How Dublin Dealt With The 19th Century Cholera Epidemic
Alan Hilliard, Technological University DublinFollow
3. MEDICAL AND HEALTH SCIENCES, Nursing, History
Updated / Monday, 30 Mar 2020 15:58
The Clocktower building in TU Dublin's Grangegorman campus was built in 1816 and originally called the Richmond Penitentiary. It housed the Dublin Cholera Hospital when the cholera epidemic was at its height in 1832.
Hilliard, A. (2020). How Dublin dealt with the 19th century cholera epidemic. Updated / Monday, 30 Mar 2020 15:58.


text:
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Guardians of the Galaxy 2 [Blu-ray+DVD+Digital]
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Guardians of the Galaxy, Vol. 2 on Blu-ray
Marvel Comics' troublemaking, spacefaring adventurers return in this exciting sequel. This time, the Guardians of the Galaxy-Star-Lord (Chris Pratt), Gamora (Zoe Saldana), Drax (Dave Bautista), Rocket (voiced by Bradley Cooper), and Baby Groot (voiced by Vin Diesel)-join forces with some old foes as they encounter Ego (Kurt Russell), an ancient and powerful cosmic being who also happens to be Star-Lord's father. With Karen Gillan, Michael Rooker, and Sylvester Stallone. Widescreen; Soundtrack: English. Two-disc set.
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"the Services" means any service provided or procured by the Coach to or for the Client.
The singular includes the plural and the feminine includes the masculine and vice versa. Headings are for ease of reference and shall not affect the construction of these conditions.
(c) receipt of payment by or on behalf of the Client by the Coach for Services to be provided to the Client.
2.2 These Conditions are the only conditions upon which the Coach provides Services and shall be incorporated in the Contract to the exclusion of all other terms and conditions.
2.3 It is the responsibility of the Client when providing details of her specific requirements for Services to indicate clearly her requirements.
3.1 The Client shall not be entitled to cancel a Booking (or any part of a Booking) and seek any refund of monies paid in advance in respect of a Booking which has been accepted by the Coach. The Coach is not bound to agree to any such cancellation notwithstanding any purported cancellation from the Client.
3.2 Cancellation and or rescheduling of a previously agreed Booking or any part thereof should be mutually agreed between the Client and the Coach at least 48 hours in advance.
3.3 It is the responsibility of the Client and the Coach to inform each other of any inability to attend scheduled Bookings and to resolve any issues relating to cancellations and rescheduling of Bookings.
4.1 If the Client fails to comply with her payment obligations the Coach may withhold or suspend the performance of the Services prior to performance.
4.2 If any sum due from the Client to the Coach under the Contract is not paid on or before the due date for payment all sums owing from the Client to the Coach shall immediately become due and payable.
4.3 The Client shall not be entitled to set off against sums due to the Coach under the Contract any amount claimed by the Client from the Coach whether under the Contract or some other contract between them or on any other account.
5.1 Nothing in this Agreement shall impose on the Coach any liability in respect of any representation, suggestion, opinion or comment with regard to the Services provided by the Coach. Any diet plan followed by the Client is at the choice of the Client and the Coach accepts no responsibility or liability for in respect of it. Weight loss by the Client is not guaranteed. The Coach's liability under the Contract shall be limited to the aggregate amount of fees received from the Client.
5.2 The Services and all information relating to them will be kept confidential by the Coach. If in the opinion of the Coach the Coach considers that the Client poses a risk to himself or to others the Coach reserves the right to pass on this opinion to other agencies which can provide assistance to the Client.
6.1 By signing these terms and conditions, either digitally or physically, the Client is consenting to the Coach holding their personal information which will be held securely under password protection.


text:
from __future__ import unicode_literals

from django.db import migrations, models

class Migration(migrations.Migration):

    dependencies = [
        ('leagues', '0004_auto_20170220_2001'),
    ]

    operations = [
        migrations.AddField(
            model_name='leg',
            name='has_junior_masters_age_groups',
            field=models.BooleanField(default=False),
        ),
    ]

redpajama_set_name: RedPajamaGithub


text:
Q: Are there any tools for automatically moving from testing to production servers? Are there any tools for automatically moving code from testing to (stage and then to) production?
We are running on a LAMP stack and don't want to rely on FTP access?
Other than that, is there some BASH or PERL script out there for this same process?
Our production servers cannot run SVN or HG which we use for development.

A: Check out PHING.  It's very flexible and you can extend it with raw php code if you need to...  It does (and can do) a whole lot more than just moving things around (including testing, building, documenting, etc)...
As for the file-transfering bit, you can connect to the remote server using a bunch of built in methods (including but not limited to FTP, SCP, SFTP, RSYNC, and more)...

A: You could SVN checkout the production copy onto the production server and use http?

A: Check out Capistrano it might be what you need, simple and doing job as you would expected.

A: We use RepliWeb, it's somewhat pricy, but extremely flexible, offers rollback capability, notifications, task execution, scheduled moves, and so forth.

A: webistrano for a pretty UI for managing capistrano

redpajama_set_name: RedPajamaStackExchange


text:
/*	$NetBSD: arcemu.h,v 1.2.2.1 2004/07/23 06:58:14 tron Exp $	*/

/*
 * Copyright (c) 2004 Steve Rumble
 * All rights reserved.
 *
 * Redistribution and use in source and binary forms, with or without
 * modification, are permitted provided that the following conditions
 * are met:
 * 1. Redistributions of source code must retain the above copyright
 *    notice, this list of conditions and the following disclaimer.
 * 2. Redistributions in binary form must reproduce the above copyright
 *    notice, this list of conditions and the following disclaimer in the
 *    documentation and/or other materials provided with the distribution.
 * 3. The name of the author may not be used to endorse or promote products
 *    derived from this software without specific prior written permission.
 *
 * THIS SOFTWARE IS PROVIDED BY THE AUTHOR ``AS IS'' AND ANY EXPRESS OR
 * IMPLIED WARRANTIES, INCLUDING, BUT NOT LIMITED TO, THE IMPLIED WARRANTIES
 * OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE ARE DISCLAIMED.
 * IN NO EVENT SHALL THE AUTHOR BE LIABLE FOR ANY DIRECT, INDIRECT,
 * INCIDENTAL, SPECIAL, EXEMPLARY, OR CONSEQUENTIAL DAMAGES (INCLUDING, BUT
 * NOT LIMITED TO, PROCUREMENT OF SUBSTITUTE GOODS OR SERVICES; LOSS OF USE,
 * DATA, OR PROFITS; OR BUSINESS INTERRUPTION) HOWEVER CAUSED AND ON ANY
 * THEORY OF LIABILITY, WHETHER IN CONTRACT, STRICT LIABILITY, OR TORT
 * (INCLUDING NEGLIGENCE OR OTHERWISE) ARISING IN ANY WAY OUT OF THE USE OF
 * THIS SOFTWARE, EVEN IF ADVISED OF THE POSSIBILITY OF SUCH DAMAGE.
 */
#ifndef _ARCEMU_H_

#include <sys/param.h>

#include <mips/cpuregs.h>

#include <dev/arcbios/arcbios.h>
#include <dev/arcbios/arcbiosvar.h>

int arcemu_init(void);

#ifdef _ARCEMU_PRIVATE

/* Platform identification */
static int	arcemu_identify(void);

/*
 * IP12 Emulation
 */

/* Prom Emulators */
static void	arcemu_ip12_init(void);
static void *	arcemu_ip12_GetPeer(void *);
static void *	arcemu_ip12_GetChild(void *);
static char *	arcemu_ip12_GetEnvironmentVariable(char *);
static void *	arcemu_ip12_GetMemoryDescriptor(void *mem);

static void	arcemu_ip12_eeprom_read(void);
static void	arcemu_ip12_putc(dev_t, int);

/* Prom Vectors */
#define IP12_PROM_REBOOT		(void *)MIPS_PHYS_TO_KSEG1(0x1fc00000)
#define IP12_PROM_POWER_DOWN		(void *)MIPS_PHYS_TO_KSEG1(0x1fc00018)
#define IP12_PROM_INTERACTIVE_MODE	(void *)MIPS_PHYS_TO_KSEG1(0x1fc00018)
#define IP12_PROM_PRINT			(void *)MIPS_PHYS_TO_KSEG1(0x1fc00080)

/* ARCBIOS Component Tree. Represented in linear fashion. */
static struct arcbios_component ip12_tree[] = {
	{	COMPONENT_CLASS_ProcessorClass,	COMPONENT_TYPE_CPU,
		-1, -1, -1, -1, -1, -1, -1, NULL			},

	/* end of list */
	{	-1, -1, -1, -1, -1, -1, -1, -1, -1, NULL		}
};

/*
 * Unimplmented Vectors
 */

static void	arcemu_unimpl(void);
static void	arcemu_unimpl_void_void_noret(void)
				__attribute__((__noreturn__));
static void	arcemu_unimpl_void_void(void);
static void    *arcemu_unimpl_voidptr_void(void);
static void    *arcemu_unimpl_voidptr_voidptr(void *);
static uint32_t	arcemu_unimpl_Load(char *, uint32_t, uint32_t, uint32_t *);
static uint32_t	arcemu_unimpl_Invoke(uint32_t, uint32_t, uint32_t, char **,
								   char **);
static uint32_t	arcemu_unimpl_Execute(char *, uint32_t, char **, char **);
static uint32_t	arcemu_unimpl_GetConfigurationData(void *, void *);
static void    *arcemu_unimpl_AddChild(void *, void *);
static uint32_t	arcemu_unimpl_DeleteComponent(void *);
static uint32_t	arcemu_unimpl_GetComponent(char *);
static uint32_t	arcemu_unimpl_SaveConfiguration(void);
static void    *arcemu_unimpl_GetMemoryDescriptor(void *);
static uint32_t	arcemu_unimpl_GetRelativeTime(void);
static uint32_t	arcemu_unimpl_GetDirectoryEntry(uint32_t, void *, uint32_t,
								  uint32_t *);
static uint32_t arcemu_unimpl_Open(char *, uint32_t, uint32_t *);
static uint32_t arcemu_unimpl_Close(uint32_t);
static uint32_t arcemu_unimpl_GetReadStatus(uint32_t);
static uint32_t arcemu_unimpl_Seek(uint32_t, int64_t *, uint32_t);
static uint32_t	arcemu_unimpl_Mount(char *, uint32_t);
static char    *arcemu_unimpl_GetEnvironmentVariable(char *);
static uint32_t	arcemu_unimpl_SetEnvironmentVariable(char *, char *);
static uint32_t	arcemu_unimpl_GetFileInformation(uint32_t, void *);
static uint32_t	arcemu_unimpl_SetFileInformation(uint32_t, uint32_t, uint32_t);

#endif /* _ARCEMU_PRIVATE */

#endif /* _ARCEMU_H_ */


text:
Moraches is een gemeente in het Franse departement Nièvre (regio Bourgogne-Franche-Comté) en telt 118 inwoners (2009). De plaats maakt deel uit van het arrondissement Clamecy.

Geografie
De oppervlakte van Moraches bedraagt 14,9 km², de bevolkingsdichtheid is dus 7,9 inwoners per km².

Demografie
Onderstaande figuur toont het verloop van het inwonertal (bron: INSEE-tellingen).

Externe links

Gemeente in Nièvre

redpajama_set_name: RedPajamaWikipedia