text:
Shemp Howard
Howard in Brideless Groom (1947)
Samuel Horwitz
(1895-03-11)March 11, 1895
Brooklyn, New York, U.S.
November 22, 1955(1955-11-22) (aged 60)
Hollywood, California, U.S.
Home of Peace Cemetery, Los Angeles, California, U.S.
Comedian, actor
Gertrude Frank (m. 1925)
Moe Howard (brother)
Curly Howard (brother)
Joan Howard Maurer (niece)
Samuel Horwitz (March 11, 1895 – November 22, 1955),[1] known professionally as Shemp Howard, was an American comedian and actor. He was called "Shemp" because "Sam" came out that way in his mother's thick Litvak accent. He is best known as the third stooge in the Three Stooges, a role he played when the act began in the early 1920s (1923 –1932), while it was still associated with Ted Healy and known as "Ted Healy and his Stooges"; and again from 1946 until his death in 1955. Between his times with the Stooges, he had a successful solo career as a film comedian.
2.1 Show business
2.2 Solo years
2.3 The Three Stooges: 1946–1955
5 Tributes
6 The "Fake Shemps" and legacy
7 Filmography
Howard was born Samuel Horwitz in Manhattan, New York on March 11, 1895, and raised in Brooklyn. He was the third-born of the five Horwitz brothers, sons of their Lithuanian Jewish parents Solomon Horwitz (1872–1943) and Jennie Horwitz (1870–1939). Irving and Jack were his older brothers; Moses and Jerome were his younger brothers.
Howard's first name, Shmuel (after his grandfather), was anglicized to Samuel, and his parents and brothers usually called him Sam.
Career[edit]
Show business[edit]
Shemp's brother, Moe Howard, started in show business as a youngster, on stage and in films. Moe and Shemp eventually tried their hands as minstrel-show-style "blackface" comedians with an act they called "Howard and Howard—A Study In Black". At the same time, they worked for a rival vaudeville circuit, without makeup.
By 1922, Moe had teamed up with boyhood-friend-turned-vaudeville star Ted Healy in a "roughhouse" act. One day Moe spotted his brother Shemp in the audience and yelled at him from the stage. Quick-witted Shemp yelled right back, and walked up onto the stage. From then on he was part of the act, usually known as "Ted Healy and His Stooges". The Howard brothers were the original Stooges; Larry Fine joined them in March 1928. On stage, Healy sang and told jokes while his three noisy stooges got in his way, and Healy retaliated with physical and verbal abuse. Shemp played a bumbling fireman in the Stooges' first film, Soup to Nuts (1930), the only film where he played one of Healy's gang.
After a disagreement with Healy in August 1930, Moe, Larry and Shemp left to launch their own act, "Howard, Fine & Howard," and joined the RKO vaudeville circuit. They premiered at Los Angeles's Paramount Theatre on August 28, 1930. In 1931 they added "Three Lost Soles" to the act's name, and took on Jack Walsh as their straight man. Moe, Larry and Shemp continued until July 1932, when Ted Healy approached them to team up again for the Shuberts's Broadway revue "Passing Show of 1932," and they readily accepted the offer. In spite of their past differences, Moe knew an association with the nationally known Healy would provide opportunities the three comics were not getting on their own.
On August 16, 1932, in a contract dispute, Healy walked out of the Shuberts's revue during rehearsals. Three days later, tired of what he considered Healy's domineering handling of the Stooges' career, Shemp left Healy's act to remain with "Passing Show," which closed in September during roadshow performances and after pan reviews in Detroit and Cincinnati. Shemp regrouped to form his own act and played on the road for a few months. He landed at Brooklyn's Vitaphone Studios for movie appearance opportunities in May 1933. When he split from Healy, Shemp was immediately replaced by his and Moe's younger brother Jerry Howard (known as Curly).[2]
Solo years[edit]
Shemp Howard, like many New York-based performers, found work at the Vitaphone studio in Brooklyn. Originally playing bit roles in Vitaphone's Roscoe Arbuckle comedies, showing off his comical appearance, he was given speaking roles and supporting parts almost immediately. He was featured with Vitaphone comics Jack Haley, Ben Blue and Gus Shy, then co-starred with Harry Gribbon, Daphne Pollard, and Johnnie Berkes, and finally starred in his own two-reel comedies. A Gribbon-Howard short, Art Trouble (1934), also features then-unknown James Stewart in his first film role. The independently-produced Convention Girl (1935) featured Shemp in a very rare straight role as a blackmailer and would-be murderer.
Shemp seldom stuck to the script. He livened up scenes with ad-libbed dialogue and wisecracks, which became his trademark. In late 1935, Vitaphone was licensed to produce short comedies based on the "Joe Palooka" comic strip. Shemp was cast as "Knobby Walsh," and though only a supporting character, he became the series's comic focus, with Johnnie Berkes and Lee Weber as his foils. He co-starred in the first seven shorts, released in 1936–1937. Nine of them were produced, the last two done after Shemp's departure from Vitaphone.
Away from Vitaphone, Howard unsuccessfully attempted to lead his own group of "stooges" in the Van Beuren musical comedy short The Knife of the Party. It was a rare failure in an otherwise successful solo career. In 1937 he followed his brothers's lead, moved to the West Coast, and landed supporting-actor roles at several studios, predominantly Columbia Pictures and Universal. He worked exclusively at Universal from August 1940 to August 1943, performing with such comics as W. C. Fields (playing Fields' bartender in the film The Bank Dick, 1940); and with comedy duos Abbott and Costello and Olsen and Johnson. He lent comic relief to Charlie Chan and The Thin Man murder mysteries. He appeared in several Universal B-musicals of the early 1940s, including Strictly in the Groove (1942), How's About It? (1943), Moonlight and Cactus (1944) and San Antonio Rose (1941), in the latter of which he was paired with Lon Chaney, Jr. as a faux Abbott and Costello. Most of these projects took advantage of his improvisational skills. When Broadway comedian Frank Fay walked out on a series of feature films teaming him with Billy Gilbert, Gilbert called on his closest friend, Shemp Howard, to replace him in three B-comedy features for Monogram Pictures, filmed in 1944–45. He also played a few serious parts, such as his supporting role in Pittsburgh (1942) starring Marlene Dietrich and John Wayne.
The Three Stooges: 1946–1955[edit]
Moe, Shemp (bottom centre), and Larry in Malice in the Palace
During 1938–1940 and 1944–1946, Howard appeared in Columbia's two-reel comedies, co-starring with Columbia regulars Andy Clyde, The Glove Slingers, El Brendel, and Tom Kennedy. He was given his own starring series in 1944. He was working for Columbia in this capacity when his brother Curly was felled by a debilitating stroke on May 6, 1946. Curly had already suffered a series of strokes prior to the filming of If a Body Meets a Body, 1945, and in January 1945, Shemp filled in for Curly at a week-long appearance at the St. Charles Theatre in New Orleans.
Shemp agreed to fill in for Curly in Columbia's popular Stooge shorts, knowing that if he refused, Moe and Larry would be out of work. He intended to stay only until Curly recovered; but as Curly's condition worsened, it became apparent that Shemp's association with the Stooges would be permanent. Curly died on January 18, 1952, at the age of 48.
Shemp's role as the third Stooge was much different from Curly's. While he could still roll with the punches in response to Moe's slapstick abuse, he was more of a laid-back dimwit as opposed to Curly's energetic man-child persona. And unlike Curly, who had many distinct mannerisms, Shemp's most notable characteristic as a Stooge was a high-pitched "bee-bee-bee-bee-bee-bee!" sound, a sort of soft screech done by inhaling. It was a multipurpose effect: He emitted this sound when scared, sleeping (done as a form of snoring), overtly happy, or dazed. It became his trademark sound as the "nyuk nyuk" sound had become Curly's. Because of his established solo career, he was also given opportunities in the films to do some of his own comic routines.
During this period, The Three Stooges ventured into live television appearances, beginning on Tuesday, October 19, 1948 with Milton Berle on his Texaco Star Theatre program.
Shemp appeared with Moe and Larry in 73 short subjects—or 77, counting four that were made after Shemp's death by incorporating stock footage. The trio also made the feature film Gold Raiders (1951). Shemp suffered a mild stroke in November 1952, but recovered within weeks. The medical episode had no noticeable effect on his remaining films with the Stooges, many of which were remakes of earlier films that also used recycled footage to reduce costs.
In September 1925, Shemp married Gertrude Frank, a fellow New Yorker. They had one child, Morton (1926–1972).
Shemp used his somewhat homely appearance for comic effect, often mugging grotesquely or allowing his hair to fall in disarray. He even played along with a publicity stunt that named him "The Ugliest Man in Hollywood". ("I'm hideous," he explained to reporters.) Notoriously phobic, his fears included airplanes, automobiles, dogs and water. According to Moe's autobiography, Shemp was involved in a driving accident as a teenager and never obtained a driver's license.[3]
Death[edit]
Crypt of Shemp Howard at the Home of Peace Cemetery
On November 22, 1955, Howard went out with associates Al Winston and Bobby Silverman to a boxing match (one of Howard's favorite pastimes) at the Hollywood Legion Stadium at North El Centro and Selma Avenues, one block above the Hollywood Palladium. While returning home in a taxi that evening, Howard died of a sudden massive heart attack, at the age of 60. He had just told a joke and was leaning back, lighting a cigar, when he suddenly slumped over on Al Winston's lap, accidentally burning Al with the cigar. Al thought Howard was playing a joke, since he'd been laughing moments earlier, but he was dead.
Moe's autobiography gives a death date of November 23, 1955, as do most subsequent accounts, because of Moe's book. But much of that book was finished posthumously by his daughter and son-in-law, and some details were confused. The Los Angeles County Coroner's death certificate states that Shemp Howard died on Tuesday, November 22, 1955, at 11:35 [PM] PST. Howard's obituary also appeared in the November 23 afternoon editions of Los Angeles newspapers, citing the death on the night of November 22.[4] A different account is offered by former daughter-in-law Geri Greenbaum, who says Howard's death happened just as their taxi came over the rise on Barham Boulevard, heading to Howard's Toluca Lake home.[citation needed]
Shemp Howard was interred in a crypt in the Indoor Mausoleum at the Home of Peace Cemetery in East Los Angeles. His younger brother Curly is also interred there, in an outdoor tomb in the Western Jewish Institute section, as well as his parents Solomon & Jennie Horwitz and older brother Benjamin "Jack".
Tributes[edit]
The Three Stooges earned a star on the Hollywood Walk of Fame at 1560 Vine Street on August 30, 1983.[5]
The "Fake Shemps" and legacy[edit]
Columbia had promised exhibitors eight Three Stooges comedies for 1956, but only four were completed at the time of Howard's death. To fulfill the contract, producer Jules White manufactured four more shorts by reusing old footage of Howard and filming new connecting scenes with a double, longtime Stooge supporting actor Joe Palma, who is seen mostly from the back.
Palma came to be known by Stooge fans as the "Fake Shemp". Later, director Sam Raimi and his childhood friend actor Bruce Campbell referred to anyone playing body doubles or stand-ins in other films as "Shemp" or "a Fake Shemp", in reference to these postmortem Stooge scenes.
The re-edited films range from clever to blatantly patchy, and are often dismissed as second-rate. Rumpus in the Harem borrows from Malice in the Palace, Hot Stuff from Fuelin' Around, and Commotion on the Ocean from Dunked in the Deep (all originals released 1949; all re-edits released 1956). The best-received and most technically accomplished is Scheming Schemers (again 1956), combining new footage with recycled clips from three old Stooge shorts: A Plumbing We Will Go (1940), Half-Wits Holiday (1947) and Vagabond Loafers (1949).[6]
When it was time to renew the Stooges's contract, Columbia hired comedian Joe Besser to replace Shemp. Columbia discontinued new Stooge comedies in June 1959, but kept the series going into the 1960s by reissuing Shemp's Stooge shorts to theaters, allowing Shemp Howard to remain a popular star for more than a decade after he died.
In Mel Gibson's TV biopic film, The Three Stooges (2000), Shemp Howard was portrayed by 'fake Shemp' Johnny Kassir, who donned a floppy, straight-haired wig.
Filmography[edit]
1930 Soup to Nuts Fireman Shemp
1934 Art Trouble Short Painter Short
1935 Convention Girl Dan Higgins
1937 Hollywood Round-Up Oscar Bush
1937 Headin' East Windy Wylie
1939 Behind Prison Gates Convict Kitchen Worker Uncredited
1939 Another Thin Man Wacky Uncredited
1940 The Lone Wolf Meets a Lady Joe - a Pickpocket Uncredited
1940 Millionaires in Prison Professor
1940 The Leather Pushers Sailor McNeill
1940 Give Us Wings Buzz Berger
1940 The Bank Dick Joe Guelpe
1940 Murder Over New York Shorty McCoy Uncredited
1940 The Invisible Woman Frankie
1941 Six Lessons from Madame La Zonga Gabby
1941 Buck Privates Chef
1941 Meet the Chump Stinky Fink
1941 Road Show Moe Parker Uncredited
1941 Mr. Dynamite Abdullah
1941 The Flame of New Orleans Oyster Bed Cafe Waiter Uncredited
1941 Too Many Blondes Hotel Manager Ambrose Tripp
1941 In the Navy Dizzy
1941 Tight Shoes Okay
1941 San Antonio Rose Benny the Bounce
1941 Hit the Road Dingbat
1941 Cracked Nuts Eddie / Ivan
1941 Hold That Ghost Soda Jerk
1941 Hellzapoppin' Louie
1942 Butch Minds the Baby Blinky Sweeney
1942 The Strange Case of Doctor Rx Det. Sgt. Sweeney
1942 Mississippi Gambler Milton Davis - Brooklyn Cab Driver
1942 Private Buckaroo Sgt. 'Muggsy' Shavel
1942 Strictly in the Groove Pops
1942 Pittsburgh Shorty
1942 Arabian Nights Sinbad
1943 How's About It Alf
1943 It Ain't Hay Umbrella Sam
1943 Keep 'Em Slugging Binky
1943 Crazy House Mumbo
1944 Three of a Kind Himself
1944 Moonlight and Cactus Punchy Carter
1944 Strange Affair Laundry Truck Driver
1944 Crazy Knights Shemp
1945 Trouble Chasers Himself
1946 The Gentleman Misbehaves Marty
1946 One Exciting Week Marvin Lewis
1946 Dangerous Business Monk
1946 Blondie Knows Best Jim Gray
1949 Africa Screams Gunner
1951 Gold Raiders Shemp
^ "Shemp's Birth Certificate". Threestooges.net. Archived from the original on 2013-12-15. Retrieved 2014-02-02.
^ Deezen, Eddie (January 18, 2012). "The Final Years of Curly (of Three Stooges Fame)". Mental Floss. Retrieved July 2, 2017.
^ Howard, Moe (1979) [1977]. Moe Howard and the Three Stooges. Broadway Publishing. ISBN 978-0-8065-0723-1.
^ "Comic Shemp Howard of 3 Stooges Dies. Veteran Actor, 60, Stricken by Heart Attack in Auto". Los Angeles Times. November 24, 1955. Retrieved 2011-08-12. Shemp Howard, 60, veteran stage and screen comedian and one of 'The Three Stooges,' died Tuesday of a heart attack.
^ "The Three Stooges". walkoffame.com. Retrieved 2018-04-20.
^ Forrester, Jeff (2002). Three Stooges: The Triumphs and Tragedies of the Most Popular Comedy Team of All Time, p. 151–152. Donaldson Books. ISBN 0-9715801-0-3.
Wikimedia Commons has media related to Shemp Howard.
Shemp Howard on IMDb
Shemp Howard at the TCM Movie Database
Shemp Howard at the Internet Broadway Database
Shemp Howard at Find a Grave
Moe Howard
Curly Howard
Joe Besser
Joe DeRita
The Three Stooges filmography
The Three Stooges Collection
Jerks of All Trades
The New Three Stooges
The Three Stooges Scrapbook
Kook's Tour
Moe Howard and the Three Stooges
List of supporting actors in Three Stooges films
The Three Stooges in popular culture
Yogi Bear and the Three Stooges Meet the Mad, Mad, Mad Dr. No-No
The Robonic Stooges
Stoogemania
"Swinging the Alphabet"
"The Curly Shuffle"
1984 arcade game
1987 video game
2000 TV movie
2012 feature film
The Three Little Stooges
C3 Entertainment
Tiny Brauer
Ted Healy
Rich Koz
Del Lord
Hugh McCollum
Christine McIntyre
Joe Palma/Fake Shemp
Fred Sanborn
Emil Sitka
Greta Thyssen
Elwood Ullman
Jules White
Retrieved from "https://en.wikipedia.org/w/index.php?title=Shemp_Howard&oldid=905721578"
Male actors from New York City
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The single-phase strontium ferromolybdate powder with the double perovskite structure has been synthesized by the citrate-gel method with superstructural ordering of iron and molybdenum cations of 88%. The formation of the SrMoO4 phase on the intergrain boundaries has been determined by means of the XRD studies, the Electrokinetic Sonic Analysis technique, and FESEM investigations of pressed Sr2FeMoO6-δ powders subjected to the isothermic treatment at 700 K and p(O2) = 10 Pa. The temperature dependence of the electrical resistivity in the temperature range 4.2-300 K has a metallic type in the single-phase Sr2FeMoO6-δcompound and the semiconductor type in the Sr2FeMoO6-δ-SrMoO4-Sr2FeMoO6-δ structure with dielectric sheaths. In the latter case, a hopping mechanism of charge transfer is observed. In the applied magnetic field, the temperature dependence does not change qualitatively; however, the resistivity decreases with increasing field, i.e., a negative magnetoresistive effect appears, reaching 43.6% at 10 T and 10 K. The external field forms a collinear spin structure, thus increasing the spin-polarized current through the energy barriers in the granular Sr2FeMoO6-δ-SrMoO4-Sr2FeMoO6-δ heterostructure.


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Same technique than the previous pack. I used the old pack of rocks I made.
Just lovely . Thanks so much yughues.
pixeld (4 years ago) Inappropriate?
These are really great. Thank you for allowing us to use them for free.


This recipe will make a delicious dessert and a mouth-watering treat. It is really easy to make and will please everyone, except your nutritionist, but once in a while it is so good to indulge yourself!
What I love is the crunchiness of the brown sugar and cinnamon melted on top of the puff pastry, and the fact that the cream cheese mixture inside the two layers of puff pastry melts in your mouth.
With the following quantities, there was enough delicious pastry for eight people.
Start by pre-heating your oven at 175 C (350 F).
Lay down the puff pastry on top of some parchment paper.
In a bowl, mix the soft cream cheese, the white sugar, and the vanilla extract together.
... add this mixture on top of one half of the puff pastry.
Fold the other half of the puff pastry on top of the cream cheese mixture.
Seal the two halves of the puff pastry together.
Melt the butter in a pan or in the microwave, and in a bowl, mix the brown sugar and the cinnamon.
Brush the top of the puff pastry, along with the seal parts, with the melted butter, and spread the brown sugar-cinnamon mixture on top of the butter.
Place your pastry in the oven for about 25 minutes.
Let it cool down a bit, cut in individual-portion squares, and serve.
*Note: If you are making this recipe for more people, just use two puff pastries, and skip step two of the recipe. You will simply use one puff pastry for the bottom and one puff pastry for the top, and don't forget to also double the quantities for the other ingredients.


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Organizational Change: A Crucial Component of Digital Transformation
The core of the 4th Industrial Revolution is a fusion of digital innovation and human interaction. This is resulting in wholesale changes to traditional business models and extraordinary organizational disruption. The non-linear speed and magnitude of these changes will continue to intensify rapidly, as advances in areas such as Artificial Intelligence (AI), Decentralized Knowledge Networks, Big Data, Machine Learning, Blockchain and the Industrial Internet of Things (IIOT) gather momentum.
From the outset of this latest industrial revolution, digital disruption was most rampant in companies where the product or service could be readily digitized. Those involved in media and entertainment, telecommunications, high tech, and financial services needed to reconstruct their legacy businesses in order to flourish.
We are now in the midst of a second wave of disruption that is far more pervasive. The focus today is on the broader area of business models and processes across all business ecosystems. Yet in many cases, digital business transformation will fail to reap the expected rewards. This is because the majority of transformations are focused on the digital rather than the business transformation.
In fact, it is critical to view digital transformation in terms of its overall impact on the organization. The ideal outcome is alignment not only with the business vision, but also a deep integration of the digital initiative with the purpose, day-to-day work and underlying ethic of the entire ecosystem. In so doing, the organizational purpose then becomes the driver of digital transformation, rather than the converse.
The Necessity of Organizational Change
The digital workplace embraces technology, culture, leadership, and business practices. However, the Achilles heel of any digital transformation effort is typically found in the realm of organizational change. Simply facilitating access to a digital cornucopia without helping workers plan for and respond to inevitable changes in the business model and work practices is a recipe for failure.
Michael Wade, the Cisco Chair in Digital Business Transformation, points out in his book 'Orchestrating Transformation' that even as companies invest heavily in digital transformation "the vast majority of organizational change efforts fail," and that "failure rates vary from sixty to eighty percent and don't seem to improve over time." Wade goes on to point out that digital transformation success is so rare that many executives have outlawed use of the word 'transformation' in their business initiatives due to connotations of "hype, frustration and fiasco."
The 2018 State of the Digital Workplace Survey found that two of the top three digital workplace priorities were 'Culture and Change' and 'Employee Experience,' while a Celonis study conducted last year found that almost three quarters of all C-suite executives interviewed believed that AI, machine learning and other automation tools were areas that needed increased spending. Importantly, the same executives acknowledged that digital transformation efforts were being siloed from the workforce and that not enough time was being spent identifying, analyzing and designing organizational support according to the needs of employees.
In working with high profile clients we have found that necessary organizational change as a result of digital transformation is much more challenging and complex than initially thought. New organizational growth maps are needed and traditional jobs need to shift to the nature of new work practices as business ecosystems evolve with new digital capabilities. After all, the traits of a successful digital transformation are increased agility, innovation and levels of collaboration that become deeply embedded in the culture of the organization. These are most evident in the ways individuals behave and teams interact.
In order for any business transformation to succeed, organizational change management must be an integral part of the process. After all, going digital is purely the means, not the end goal. Worker adoption and mastery is the key to the ultimate success of any digital transformation initiative. As such, employees need to be an integral part of the transformation conversation. We need particular clarity on how workers are expected to, and offered the opportunity to, step into the new behaviors that digital demands.
The bottom line is that focusing on the capabilities needed in the future state means determining whether the existing operation, workforce and technology enable the organization to realize the digitally-enabled goals that have been defined.
Of course, the perfect model for allaying seismic business disruption is rare. What is common, however, are organizational silos, a propensity to buy digital capabilities without clear business context, neglect of agile and digital-first redesign work practices, and poor strategic governance.
The Critical Role of Leadership in Digital Transformation
To take full advantage of digitally-driven opportunities, both digitally-wise leadership and a digitally-ready workforce are critical. Yet how do we build these new capabilities?
We need leaders to model the future state for people in order to show what 'good' looks like in the digital world. We need our digital ecosystems to work harder to support organizational change and to be worker-centric by design. In other words, these digital ecosystems must be contextual and iterative to the new work and support the decision-making practices we want people to use in the future state (i.e., unbiased, team-based, best-ideas-win-based, data-informed, etc.).
Digital transformation must be a CEO-driven business strategy and operating model that is focused on transforming organizationally, operationally and behaviorally. This in turn creates value through technology-enabled productivity and innovation while at the same time supporting the new digital business environment.
Senior leaders or managers may feel that their people are unwilling to adapt; unable to "learn to learn" as the new critical skill. As such, there needs to be a concerted effort to not only design for cultural change, but also a recognition that traditional operational models do not necessarily fit into digital solutions, and a reconsideration of how workers create and disseminate knowledge.
Leaders need to avoid thinking that half-baked organizational plans, such as those that are more focused on fixing pain points in the current state than imagining a new world and new work in the future state, are sufficient. They're not. That is an "illusion" of digital transformation because the hard organizational issues – business siloes, poor people leaders, inability to design organizations – are too tough to fix without disrupting the top of the organization.
From the worker's perspective, there will be new behaviors and new ways of working, and in many cases these can be contrary to previous performance expectations. Indeed, management must light the way by becoming 'Talent Champions' who focus on the capabilities that are needed in the future state as well as encourage and reward aligned behaviors.
If leadership is in a crisis of change and not doing what it needs to do to show its people the future, or if it knows where it's going and has not emphasized getting its people ready and onto the bus – it is putting its company, and its people, in jeopardy.
Leadership through organizational design is a crucial component of a successful digital transformation. It is essential to determine whether the company is ready to embrace and capably manage the disruption that implementing its digital ambitions will incur.
People in Digital Crisis – The Necessity of Acquiring New Skills
Once an organization's capability to create value in a digital world is understood, it is critical to focus on nurturing a workforce that possesses the ability to adapt quickly, is comfortable with change, is not afraid to take risks, is highly collaborative, and consists of critical, systems-based thinkers. These are not your traditional employee profiles, but rather a new breed of worker who will flourish in harmony with machines to realize the desired end state of any transaction.
A recent digital readiness survey by the Center for Creative Leadership found that the biggest challenge organizations face in their digital transformation efforts is insufficient internal skills. Similarly, Skifts 2018 Digital Transformation Survey found that over half of executives surveyed were struggling to find the technical talent necessary to deliver on their digital objectives, while a further third were neutral or 'not sure' whether this was the case. Along the same lines, a recent MIT/Deloitte study found that less than ten percent of executives strongly agreed that their employees had the skills and experience necessary to execute the organization's digital strategy.
Brian Solis, in his 2018/2019 State of Digital Transformation report, found that just 23% of organizations were specifically exploring ways to modernize the Employee Experience and engagement. The bottom line is that in most organizations there is no clear direction on what one should do as a worker to be viable in the future state. And, ironically, direction from the organization can't be prescriptive because it's an antipattern to the type of change that's needed.
What's needed is a holistic, strategic workforce plan aligned to the future business model – one based on transformative, not incremental, change. And, we need to encourage people to adapt those new work-aligned behaviors and mindsets. Only then we can expect our employees to put one foot in front of the other and to start walking toward that change.
The New Alliance of Workers and Machines
In an era of digital transformation there is an urgent need for partnership when it comes to human and machine work, one that empowers workers and teams in lieu of traditionally centralized control.
As the 4th Industrial Age gathers momentum, companies are picking and choosing their way through what some see as a digital minefield. When we talk about envisioning the workforce of the future, we need to understand which work will be consumed by humans and which will be handled by machines, and then ensure that the workers understand the scope and boundaries of their responsibilities.
One crucial piece to solving this puzzle is designing for people and their new relationships with machines. After all, we have learned from neuroscientists that uncertainty, volatility, complexity and ambiguity accompany major changes in organizational ambition. Just as the onset of the Industrial Age saw the resistance of technology-averse Luddites, the 4th Industrial Revolution is spawning a new form of challenge to workers that needs to be carefully considered. The goal of any digital transformation leader should be to combine the prowess of both humans and machines.
This evolving human-machine relationship – especially where people remain involved when work is not fully automated – is a crucial aspect of any digital transformation effort. As artificial intelligence and machine learning algorithms become ever more pervasive in the business world, the user experience (UX) and new digital relationships will take center stage.
The overarching goal of any UX initiative should be to make human work safer and more satisfying with a 'people-first' persuasion. To achieve this end, workers will need to be encouraged to engage in a "continuous learning" approach to hone their most marketable and sustainable human skills.
Even when the smartest transformative ideas are pursued, the obvious question remains as to how to motivate workers to cope in their new relationships with machines when those machines could well be poised to replace them in part or in whole in the future.
The Importance of Future Work Practices
The new digital organization is more knowledge-intensive than labor- or capital-intensive. Problems arise when the external digital strategy is not supported by people-ready practices and digital capabilities. We need new work practices to be successful in our evolving now-future as well as clarity around the informal work or culture that holds the model together. In other words, how might people be offered the opportunity (and be expected) to step into these new behaviors? Workers need answers to basic questions. What do I need to learn? How do I learn to do that? How can I try?
Short of leaders building these organizational changes from the ground up, companies can't just expect workers to "change." Change why (first)? Change what (second)? Change how (continually)? This causes the change crisis many companies are grappling with as a result of making change confusing, threatening, or vague. That makes change a personal problem without the new contexts of work that workers need, as individuals, to decide if these are changes that they are able or willing to undertake. When leadership and leading practices are absent, people don't have a fair chance to change, or they don't have enough time to adapt.
Workers will ultimately need to change a lot to survive in this brave new business world. What was required to be successful previously is not sufficient to achieve the same level of success today. Some workers may resist these changes, while others may not be motivated to do so for a variety of personal reasons, but often the leadership directive is unclear, or they're not given enough context to apply it themselves. Regardless, given the digital tsunami we are experiencing, it's odd when leaders are not actively redesigning their organizations to accommodate this rapidly evolving business model.
The following components should accompany any leader's call for change and should be considered features of any successful digital transformation.
Inspirational and visionary leadership that provides workers what is expected from them in terms of cultural, organizational and work practice alignment
Organizational clarity, as opposed to structural changes that do little more than rearrange chairs on the deck
Smart, iterative change management programs, rather than one-off "new day at work" sessions
People-centric digital work tools
Opportunities to work in cross-functional teams
Aligned, new recognition and reward systems
Designing the New Digital Organization
Digital organizations are more outcome-focused, continuously innovating and iterating at a fast pace. This means that to become an agile business, we need to transform the organization to deliver digitally by shifting towards a flexible, collaborative, self-organizing and fast-changing environment.
Needless to say, these new organizational perspectives need to be designed – and it's hard work. New capabilities need to be clearly aligned to the new business model and the gaps understood. People are needed who can design new human-machine interactions, yet there are few qualified people to do that, and methodologies are typically not sophisticated enough to deal with this challenge. This situation hearkens back to the days of human factors and ergonomics experts who were employed to design user interfaces before the advent of off-the-shelf solutions.
Organizations must rethink and integrate traditional organizational silos that separate administration from the front lines, that is, create multiple knowledge pathways that lead to bidirectional work practices and innovation. This is merely the initial foray into empowering the entire workforce to transition from traditional, hierarchical models to decentralized, multi-dimensional knowledge networks.
We also need to anticipate the new social contract with people and their employers. When we don't paint a bigger picture, when we minimize digital transformation to digital – we put people in a crisis situation. No matter how much potential reward a digitally-driven idea may promise, technologists cannot successfully solve the problem of disruption within the organization.
So what are the best ways to handle organizational disruption as the company reorients itself towards digital transformation, and workers require new tools and processes?
Organizations must evaluate how existing jobs may evolve in the digital landscape and determine whether or not the workforce has the necessary ability to handle these changes. New jobs with new skillsets may be created, while others will disappear.
In the same vein, rather than be rigidly constrained by traditional roadmaps, digital transformation demands a more aspirational approach, whereby a company can pivot as the overall vision evolves in a series of steps that can capably handle new waves of innovation and consequent rethinking of the employee experience. The broader question then becomes what kind of organizational change people can or can't handle.
Of primary importance is the need to develop workers competencies to meet the demands of digital transformation. For larger companies, and where necessary, this may be partially achieved through mergers and acquisitions. However, under any business-digital model, leaders must begin to evolve the existing workforce and be willing to address their leadership gaps and changes needed from the top.
The Neuroscience of Adult Learning
The Digital Enterprise – Moving from Experimentation to Transformation
5 ways for business leaders to win in the 2020s
The State of Digital Transformation
What HR Can Learn from Neuroscience
The Fourth Industrial Revolution: what it means, how to respond
The Hills and Valleys of a Digital Workplace Road Map
The Digital Workplace Is Not an IT Project
Change Management vs. Digital Transformation – What's the Difference?
6 change management essentials for digital transformation success
How Is Digital Transformation Different From Change Management?
Why employee engagement matters in digital transformation
Culture—a roadblock or a catalyst for digital transformation
Transforming the Digital Workplace through Employee Engagement
Most employees don't get 'digital transformation'
Digital is not the answer—transformation is
Securing the Future of Workers
Digital Transformation and Organizational Change: Fostering a Holistic Mindset
57 Percent of employees don't understand the meaning of 'digital transformation'
About this whitepaper
POSTED: July 11th, 2019
TAGS: business strategy, change management, digital organization, digital transformation, organizational change
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When you were a child, did you ever have an experience visiting a store or doctor's office where you felt like the person helping you out didn't like you simply because of your age? Some children don't notice in situations where the interactions are brief. Unfortunately, for children visiting the dentist, a dentist who doesn't like or doesn't work well with children can be far more devastating. The truth is that, especially in close interactions, a child should be very comfortable with the person who is responsible for their care. When it comes to their health, this is especially important.
There are many reasons why not everyone is a pediatric dentist. Let's look at some of those reasons and why considering a specialty pediatric dentist for your child or children is an appropriate choice.
Children's teeth are different than adult teeth. We all know that, and a dentist especially has to undergo the training to understand many of the differences. However, some dentists simply would rather focus on the treatment of adult oral health issues rather than those involving children. Lost baby teeth, braces in youth, and other issues that require a special knowledge of how children's teeth develop just may not be a dentist's cup of tea.
It's important to note that in addition to 4 years in dental school, pediatric dentists have to undergo an additional 2 years of residency training in dentistry for infants, children, teens, and children with special needs.
Often times, a dentist comfortable in taking care of both a child's teeth and adult's teeth are more knowledgeable and comfortable with their skills in a range of different patients.
Income is another factor. While in relative terms, a dental procedure for a child may realistically cost the same as that of an adult, some dentists like to specialize in working with adults so they can attract higher paying clientele. In the end, a dentist who only works with adults and doesn't take children as patients doesn't mean they are any more capable as dentists.
It's not something many dentists who only treat adults will readily admit to, but some of them just don't enjoy treating children. Some dentists will even get the training to treat kids, but find they can't hack it as well as they do with adults. This leads to our next point.
Beyond just having the knowledge to know how to treat dental conditions children will experience, pediatric dentists have to also know how to make their patients feel comfortable. It doesn't require much imagination if your patient is an adult. When they are a kid, they are going to have unique reservations about visiting the dentist. They may even be quite terrified. Dentists who only know how to ease the mind of an adult will find themselves at a loss when dealing with children.
This isn't to say that occasionally any dentist may be unable to calm a screaming child. The point is just that a pediatric dentist will have a better chance at making the experience a positive one for the child and for the parents. That has value in and of itself.
There is no reason to not visit a pedodontist for your children, especially if one is close to you. City Dental Kids & Braces is located at 1233 E 4th St, Suite B, Ontario, CA 91764. The trained doctors and staff at City Dental Kids & Braces look forward to seeing you in their office! Feel free to schedule an appointment for your children today! They will certainly be glad that you did!


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SOMM WINE SHOP IBIZA
SOMM Wine Distrubution
SOMM Wine Distribution
At SOMM Wine Distribution we chose our producers with the utmost care. All the wines we work with have been selected by our team of highly experienced sommeliers. Wines with a great level of definition, style and immediate deliciousness. More often than not, from high altitude vineyards throughout the great wine regions of Europe. Contact us for our price list. We deliver throughout Ibiza and Formentera during the whole year.
Akutain | Rioja Alta
This is traditional Grower Rioja at its best! Bodegas Akutain strives to produce wines in the traditional style set forth by the Grandes Bodegas, but on a much smaller scale, and most importantly to singularly reflect the wind-swept, high elevation terruño of Rioja Alta. Akutain has begun converting their highest elevation vineyard, Gembres, to organic viticulture, with the rest of the estate following suit.
Altavins Viticultors | Terra Alta
Altavins was created in 2001 by Joan Bautista Arrufí and Jordi Casadó. From the very beginning, this winery has worked towards putting the traditional Terra Alta grape varieties in their true hall of fame. This is a small winery with production limited to 120,000 bottles per vintage therefore, utmost care have been given to growing the grapes and transforming them into superb quality wines.
Adegas Gran Vinum | Rias Baixas
Adegas Gran Vinum is a family winery owned by Enrique Pineiro. In 1998 the Val do Salnes subregion was added to D.O. Rias Baixas spurring a renewed focus on quality wines. Adegas Gran Vinum reacted by adding new vineyard plots on steep, sandy, south-facing slopes, near the ocean which minimized temperature swings and extended maturation times giving more spice, saline and fruity varietal character to the wines.
José Luis Aristegui | Valdeorras
José Luis Aristegui made his first wine in 2011, and have in less than 10 years managed to become one of the reference producers for natural wine in Galicia. From his modest winery in the village of A Rúa de Valdeorras he produce a few thousand bottles annualy, with minimal intervention techniques. His grandfather planted the vineyards in the 1930s, the grapes include Mencia, Godello and Garnacha Tintorera. The Atlantic influence and personality of José Luis marks the style of these highly quaffable wines.
Cara Nord | Conca de Barberà
When Tomas Cusine, Xavier Cepero and Eric Solomon started working on a project there was no doubt that a mountain would be involved. A short list of the benefits of altitude would include: interesting geology, drainage, poor soils, diurnal temperature shifts and higher UV exposure. Cara Nord are wines from Sierra de Prades in the DO of Conca de Barberà located between the Priorat and Costers del Segre. Like many DOs in Spain it has an ancient history of winemaking dating back to at least the middle ages if not far earlier.
Ca´n Verdura | Mallorca
Tomeu Llabres of Ca´n Verdura opened the doors to his winery in 2012, still today it's located in a garage outside the town of Binissalem. His wines are all energy and youth, unlike any others on the island. They are all produced with minimal intervention methods, and in minuscule quantities. Tomeu is representing the most rebellious, modern and extravagant side Mallorca. Of course we had to work with Tomeu Llabres!
Costers del Priorat | Priorat
The wines of Costers del Priorat are all about elegance and balance, far away from the strong and over-extracted wines of the past. Winemaker Jose Mas Barberà has a diffrent approach, spontaneous fermentations with the yeast from the vineyad and the use a multitude of vessels that allow air exchange. These are some of the techniques he uses to achieve power through elegance. The blended cuvées, Petit Pissarres and Pissarres are perfect introducion to his style, in the single vineyard wines Clos Cypres and Clos Alzina he takes it one step further.
Dominio Romano | Ribera del Duero
In 2005, the Cusiné family, following a long tradition of passion and dedication of elaborating wines in the Penedès as Parés Baltà and in the Priorat known as Gratavinum decided to initiate a new project in the Ribera del Duero, applying the guidelines set by the first winegrowers of the region. In order to achieve this we selected vines that reflect best their philosophy: old Tinto Fino vines spread in different zones of the denomination, trained in bushes. We also distrubute the Gratavinum wines.
HIKA | Getariako Txakolina
Getariako Txakolina is the largest of the three sub-regions, located close to the coastal town of San Sebastián. HIKA is one of the newest wineries in town, build on passion and enthusiasm for creating an exclusive, modern and elegant txakolí. The vineyard is managed in an environmentally friendly way without herbicides and all labour is manual. Their first and only wine is impossible to ignore, full of vibrancy, a fresh citrus nose and with a juicy palate with round succulent stone fruit flavours.
Exopto | Rioja Alavesa
Winemaker Tom Puyaubert arrived in Spain at the beginning of 2000, leaving his native Bordeaux in order to settle in La Rioja and increase sales for a French cooperage. In 2003, he decided to set up Bodegas Exopto. Toms winery demonstrates to perfection a complex balance between modernity and tradition. All the Tempranillo vineyards are located in the town of Abalos, in the Rioja Alta, where the climate enjoys an Atlantic influence. The Garnacha and Graciano vineyards are mostly situated on the hillsides of Monte Yerga in the south of La Rioja.
Martínsancho | Rueda
Martínsancho is the late Angel Rodríguez' 17th-century vineyard, a local legend responsible for the preservation of Rueda's indigenous Verdejo grape. The vineyard is now run by his children. Cuttings from here were used in 1976 to establish a 25-acre vineyard planted in the traditional head-pruned fashion and dry-farmed. Low-yield Verdejo apports viscosity and a long finish while retaining a delicate floral nose. The family does only one wine.
Más Candí | Penedès
Ramón Jané broke 500 years of family tradition in 2006 by vinifying a portion of his grapes with his wife Mercé Cuscó and best friend/oenologist Toni Carbó as Mas Candí—they had always sold their crop to large cava producers. They remain grape growers first, farming biodynamically on the inland edge of the Garraf massif, and plan to keep their production limited. Over centuries of tasting, the Jané family has tailored their farming to focus on indigenous Xarel.lo, which grows best in their living calcareous clay soils.
Navarro López | Valdepeñas
Bodegas Navarro López was founded in 1904 as a modest family winery by Don Juan Sánchez Megía. The original winery still stands today in the town of Valdepeñas. At SOMM we are working with a special range of wines called Don Aurelio from the families own vineyards in Valdepeñas . We consider these wines to be some of the most competitively priced in Spain.
Legado de Orniz | Toro
We are fans of the wines of Enriqueta and Diego since the first vintage in 2010. Epitafio and Triens has from day one been one of the purest expressions of the Tinta de Toro grape. Epitafo comes from two of the highest vineyards in Toro (San Román de Hornija) the over 100 year old "Monte Viejo" and "La Victoria".
Sedella | Axarquía (Costa del Sol)
Founded in 2006, Sedella is the personal viticulture and enological project of Lauren Rosillo, a innovative winemaker that is extremly respected among his peers. The small vineyard is located in Sedella a small town of 400 people, has 2.5 hectares of vineyards rooted in historical steep slopes of slate. The cultivation of the hundred-year-old vines is executed in an artisan manner, using draft animals, Roman plows and ancient techniques.
Sierra de Toloño | Rioja Alavesa
High up in the foothills of the Sierra de Toloño, in Rioja Alavesa, Sandra Bravo works in some of the oldest, and highest altitude vineyards in Rioja, growing Garnacha, Tempranillo, Viura and some Graciano. This young winemaker who worked in France, New Zealand, and Italy before coming back to her native land translates the mountainous landscape into pure and expressive wines. Sandra Bravo is awarded `Wine Maker of the Year 2019´ by Tim Atkin.
Parra Jimenez | Cuenca
Spain lagged way behind the rest of Western Europe in embracing organic agriculture, so the brothers Parra (Francisco, Javier & Luis) could be said to have pioneered organic wine production in sun-blasted Castilla La Mancha, even though their work began in the 1990s. With 3 vineyard sites in the region and a winery 'Cuesta Colora' with a capacity of 2 million litres, they are major players in the arid land of Don Quixote.
Réquiem Hispania | Ribera del Duero
Requiem Hispania is a Garage Winery located in Ribera del Duero. An independent air-conditioned cellar contains all the 150 selectioned French oak barrels from the the very best producers. Jean François Hebrard and his Spanish team is trying to make Ribera, but with the elegance of a Pauillac. The wines are made with 100% Tinto fino (Tempranillo) from very old bush vines with different orientations. The soils are rich is sand and claim-loam and vines from 70 to 120 years old.
Señorío del Júcar | Albacete
The two Cueva Llana-wines from Señorío del Júcar are both grown in a privilaged spot by the river Júcar in eastern Spain. The river makes its way through the massive limestone formations forming a canyon with cliffs over 200 metres high. The vines that produce Cueva Llana Shiraz are located at an altitude of 850m, which is beneficial to the ripening process since this keeps the grapes fresher. For the white Macabeu this privilaged terroir results in a complex wine with aromas of mango and pineapple. Both wines come with an Organic certification.
Soto I Manrique | Sierra de Gredos
This is a new project that shows great promise, fresh wines from Garnacha grown in the trendy Gredos mountain region. Loved by sommeliers on Ibiza since the first day we started selling them. At Soto I Manrique they work as natural as possible avoiding any kind of external elements that can vary the personality of the varieties. It's a full corporate social responsability project. The respect for the natural enviroment where they work, solidarity with the workers, the love for the vineyards and the promotion of the wines through the world compose the dna of the company.
Veronica Ortega | Bierzo
Veronica Ortega might be young, but her experice in winemaking surpasses many of her older colleagues. She has worked with Alvaro Palacios, Daphne Glorian, Raul Perez, Comte Armand and DRC. She farms small plots in Bierzo planted with up to 80 year-old Mencia vines. The limestone soil has a high proportion of sand which give her wines aromatic complexity and lively mineral acidity. Most fermentations include 30-50% whole clusters. Her wines are as natural as they get, nothing added, nothing taken away.
Vinyes del Terrer | Tarragona
This Morell family estate is comprised of nine parcels on the outskirts of Tarragona on Spain's Mediterranean coast. The vineyards lie within a mile and a half of the sea, and their soils are composed of calcareous loam derived from fossil limestone, which is referred to locally as lumaquela. Viticulture is sustainable and yields are held to a scant 1.5 tons per acre. Careful berry selection is followed by natural fermentation and aging during one year in seasoned barriques seeking minimal wood influence.
Chavy-Chouet | Meursault
Romaric Chavy took over the domaine from his father Hubert at just 22 years of age. He started at the wine school in Beaune at the age of 12, before working as an apprentice for his godfather François Mikulski. Incredibly experienced for such a young winemaker, Romaric is totally focused on realising the unbelievable potential of his stellar vineyard portfolio. About 40% of Romaric's vines are in Puligny-Montrachet, where he has parcels in spectacular sites such as Les Enseignères, Premier Cru Les Folatières and Premier Cru Champ Gains.
Château Les Valentines | Côtes de Provence
These are some of the finest Provence-style rosés. The winegrowing estate is classified AOP Côtes de Provence and is more than a century old. The estate used to bring the grape harvest to the local cooperative, but when Gilles and Pascale Pons took over in 1997, they decided to make their own wine. They built a modern winery and called the domaine "Les Valentines" after their children, Valentin and Clémentine. Château Les Valentines now covers approximately 100 acres.
Domaines Rollan de By | Bordeaux
When Domaines Rollan de By designs their wines, they want to give the best interpretation of the essence of the Medoc, obtaining the perfect combination of 4 components : the soils, the grape varieties, the environment and the expertise of the teams. Thanks to this constant work, the estate has successfully made its way to become one of the over-acheiving estate in the Medoc.
Julien Brocard (Les 7 Lieux) | Chablis
The "Les 7 Lieux" range of wines are showcasing seven diffrent Biodynamic vineyards in Chablis. They are produced at the Domaine Jean-Marc Brocard winery as a creative endeavour by Julien Brocard. All the wines are fermented in foudre and produced with minimal intervention practices. They have released a small amount of stellar wines since 2013, we have selected the very best of these to our portfolio at SOMM.
La Ferme du Mont | Valréas
Vintage after vintage La Ferme du Mont renews the tradition of the lasting bond between extraordinary grapes and their unique soil to produce wines of excellence. Owner and Winemaker Stéphane Vedeau and his team use their passion to produce the finest wines. As an independent family business, La Ferme du Mont has a duty to offer excellent service to its clients, to establish and maintain long term relationships and to preserve the land ready to pass on to the next generation
Weingut Mayer | Wien
With selective harvesting, Mayer guarantees elegant varietal characteristics and an animating structure of the wines. Due to the great variety of single sites, soils with strongly varying chalk content and old vines (average age of productive grapes – 30 years) Mayer am Pfarrplatz specializes, besides Gemischter Satz, on Riesling and Grüner Veltliner. The Gemischter Satz (already the fourth generation) is harvested on the basis of Grüner Veltliner, Riesling, Zierfandler, Pinot Blanc, Rotgipfler from 3 parcels on Nussberg.
Cantine Sacchetto | Prosecco
The Sacchetto company was established in the early '900s, in the Veneto region where the wine was an integral part of the history, culture and economy. The founder was Sisto Sacchetto, who set up the vine and wine-making trade in the early postwar period. Thanks to his technical and sales skills, the flourishing trade developed into a more structured reality between the '50's and the '60's, the Italian economic boom years.
Castellare di Castellina | Chianti Classico
Castellare di Castellina has vineyards covering 33 hectares on the hillsides of a natural south-east facing amphitheatre, at an average height of 370 meters above sea level. The vines are aged between 7 and over 45 years, and yields per hectare are kept very low to obtain the maximum quality. Excellent exposure to the sun, good water drainage and a mixed soil containing limestone marl, galestro and little clay produce well-structured, intense wines, both red and white, suitable for long ageing in the bottle.
Cantine Buglioni | Valpolicella
Everything started back in the summer of 1993, when they purchased an old farmhouse surrounded by three hectares of vineyards and two hectares of olive groves. In the year 2000 – after completing the renovation of the farmhouse and its underground cellar – did they turn to the prestigious Oenology Institute of San Michele all'Adige, in Trento, to find a young enologist to join the team. Diego Bertoni took up the challenge and is still the enologist.
Feudi del Pisciotto | Sicily
If Tuscany and Piedmont are the regions that produce Italy's most excellent wines Sicily, on the other hand, one of the country's most historic wine regions, has in recent years been increasingly asserting itself as a land of great wines. The estate dates back to the 1700s and was one of the largest in Sicily.
Rocca di Frassinello | Maremma
The Rocca di Frassinello project was inspired by a very simple idea – or should we say a very simple need: to replicate the model of excellence set in motion by the Castellare di Castellina winery in a new region. They set their sights on the central Maremma area, between Bolgheri and Scansano, where a sort of geological foot can be found, with the same characteristics as the Chianti and Montalcino terrain.
San Leonardo | Trentino-Alto Adige/Südtirol
San Leonardo is the magical heir to a tradition known the world over as Bordeaux blending. Dreams and heritage mingle to bring you a wine that conveys all its land-rooted character and genuine territory-focused appeal. A powerful yet elegant red, San Leonardo brings together the colours, aromas and savours of Cabernet Sauvignon, Carmenère and Merlot aged in small oak barrels, melding them harmoniously into a uniquely intense, full-bodied wine with superb depth of flavour.
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Fill in the form below and we will contact you.
Address: Carrer Venda de Can Llàtzer, 9, 07814 Santa Gertrudis de Fruitera, Illes Balears
Anders Enkvist: +34 682 936 115 | info@sommibiza.com


At the center of our faith as Catholic Christians is the gathering of the faithful for the celebration of the Eucharist each Sunday. It is our worship which forms us and reminds us who we are, members of the Body of Christ.
One of the gifts of the Second Vatican Council is the insistence on the importance "that all the faithful be led to that full, conscious, and active participation in liturgical celebrations called for by the very nature of the liturgy." [Sacrosanctum Concilium #14] We can no longer be content to "watch" Mass being "said", or be satisfied with being in the same room with the Mass while we pray the rosary or a litany. Now we are fully expected to pay attention, listen mindfully, and participate in a Mass that is structured to be sung as much as said.
The people are called to serve in many roles in the liturgy, primarily as members of a united assembly. Some are needed to serve in other roles as well, fulfilling other duties that contribute to the celebration of the liturgy.
Altar servers, lectors, extraordinary ministers of the Eucharist, psalmists, cantors, other musicians, sacristans, commentators, and ministers of hospitality are all needed to fill the roles that are not proper to a priest or deacon.
Current ministry schedules are easily accessible under the Calendar/Events part of the menu.


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Williams syndrome: cognition, personality, and adaptive behavior
Ment Retard Dev Disabil Res Rev. 2000;6(2):148-58. doi: 10.1002/1098-2779(2000)6:2<148::AID-MRDD10>3.0.CO;2-T.
C B Mervis 1 , B P Klein-Tasman
1 Department of Psychological and Brain Sciences, University of Louisville, Louisville, Kentucky 40292, USA. cbmervis@louisville.edu
DOI: 10.1002/1098-2779(2000)6:2<148::AID-MRDD10>3.0.CO;2-T
Williams syndrome is caused by a microdeletion of at least 16 genes on chromosome 7q11.23. The syndrome results in mild to moderate mental retardation or learning disability. The behavioral phenotype for Williams syndrome is characterized by a distinctive cognitive profile and an unusual personality profile. Relative to overall level of intellectual ability, individuals with Williams syndrome typically show a clear strength in auditory rote memory, a strength in language, and an extreme weakness in visuospatial construction. The personality of individuals with Williams syndrome involves high sociability, overfriendliness, and empathy, with an undercurrent of anxiety related to social situations. The adaptive behavior profile for Williams syndrome involves clear strength in socialization skills (especially interpersonal skills related to initiating social interaction), strength in communication, and clear weakness in daily living skills and motor skills, relative to overall level of adaptive behavior functioning. Literature relevant to each of the components of the Williams syndrome behavioral phenotype is reviewed, including operationalizations of the Williams syndrome cognitive profile and the Williams syndrome personality profile. The sensitivity and specificity of these profiles for Williams syndrome, relative to individuals with other syndromes or mental retardation or borderline normal intelligence of unknown etiology, is considered. The adaptive behavior profile is discussed in relation to the cognitive and personality profiles. The importance of operationalizations of crucial components of the behavioral phenotype for the study of genotype/phenotype correlations in Williams syndrome is stressed. MRDD Research Reviews 2000;6:148-158.
Copyright 2000 Wiley-Liss, Inc.
Adaptation, Psychological*
Behavior*
Cognition*
Personality*
Williams Syndrome / psychology*
R01 NS035102/NS/NINDS NIH HHS/United States
HD29957/HD/NICHD NIH HHS/United States
NS35102/NS/NINDS NIH HHS/United States


via Instagram http://ift.tt/2fyJiGv Male Western Black Widow.
My kiddos found it in a kitchen playset out back of grandmas house. It didn't like me blowing it away but he was very persistent in wanting to come directly at me. Luckily for him I wanted a picture more than I was scared of it.


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The Riots In France Aren't Just About Gas Taxes, But About The West's Decline
The yellow jacket protests are just a small symptom of a much larger problem––the decline and fall of once-magnificent France.
By Auguste Meyrat
This past week, Parisians in yellow safety vests took to the streets to riot against French leadership. They have defaced the Arc de Triomphe, thrown rocks at policemen and soldiers, and lit fires all over the city. Macron literally had egg on his face and continues to suffer abysmal approval ratings, while the current protests enjoy high approval ratings in the country, despite the destruction.
Most commentary (which happened all over France, not just Paris) has focused on the fuel tax increase as the main reason for the protests, as though the French have never paid exorbitant taxes before. It has also characterized the yellow vest protests as a recent event, but they had been going on for weeks before they became violent these past few days.
Macron and the French media have unsurprisingly tried to pin the protests and riots on Marine Le Pen's racist minions without evidence, while residents in France have claimed that the protesters are mostly middle-aged Frenchmen with no political affiliation.
Losing the Body and Soul of France
While protests and car-burnings are actually common in France, what's happening now is much worse than usual and will not go away anytime soon. What observers should know is that this is not about fuel prices or Macron's incompetence; this is about the fall of the West.
People have long complained of France losing its soul by becoming a secularized, progressive, socialist welfare state shortly after two miserable losses in the two world wars. After being known for its fine arts, beautiful landscapes, rich Catholic tradition, genius philosophers and scientists, and famous monuments, people now see France as a stagnant irrelevant pool of decadence (this descent is captured well in Thomas Merton's description of the country in Seven Storey Mountain).
It is the land of nasty writers like Celine and Michel Houellebecq, nasty singers like Serge Gainsbourg, and nasty architecture like the Musee de Pompidou. All the same, most Frenchmen didn't seem to mind this decline as long as they could have shorter workweeks and socialized health care.
As a result of losing its soul, France has also been losing its body—its people, communities, business, and infrastructure. Like the rest of the developed world, the French are having fewer children and compensate for the population loss by taking in more immigrants. Consequently, the Parisian slums keep expanding while French villages gradually disappear.
The lucky few French workers who actually have a job labor under heavier tax burdens and can afford little. Middle-class families are lucky if they own a small apartment, an economy car, and a set of cheap clothes from China. The luxury products sold on the Champs-Elysees and elsewhere are mainly for the rich.
The most striking sign of decline in France for people visiting, however, is the disintegrating infrastructure. The government will go to great lengths to keep its landmarks safe and relatively clean, but it cannot hide the graffiti that mars everything, from train cars to buildings. It also cannot extinguish the stench of urine, feces, and body odor from the homeless, permeating every public space. Even if the roads are kept up in most places (thanks to high fuel prices, high tolls, and light, fuel-efficient cars), the subways and trains are decades old and decrepit.
To make matters worse, French cities feature ghettos of unassimilated immigrants who pose an ever-increasing drag on the economy and culture. They do not speak French; they do not work; some of them follow Muslim Sharia law; and they make up much of the country's poverty, crime, and terrorism ("no-go zones"). They also collect handsome taxpayer benefits. For this reason, the protesters are also calling for France to vote against the UN migration pact, an agreement that would undermine participating countries' efforts to regulate migration.
The Elites Fail to Respond to a Dying France
Those in charge of France, a very obvious class of elites, have responded by covering their eyes and ears, holding their noses, and spewing out platitudes about diversity and the global community. Naturally, the media and academy support them and allow them to rule over the French very much like the aristocracy before the French Revolution. Shilling for the European Union, climate change, and birth control while railing against nationalism and Trump, childless yet youthful Emmanuel Macron is the perfect symbol of this group.
For those wondering who the other choices for president were, there was Francois Fillon, a center-right candidate accused of hiring and paying family members for work they didn't do, and Marine Le Pen, politician who was forced to take a psychiatric examination for tweeting images of ISIS murders. Like his predecessor, Francois "Mr. Normal" Holland, Macron just had to stay boring and maintain the status quo to win the presidency.
It is this whole miserable state of affairs that the French are protesting. France, and most other countries in the Western world, are on an unsustainable course. Taxes, the political establishment, ghost towns in "La France profonde," nationalism, globalism, and the rest of it are all symptoms of the same underlying malaise.
The riots and protests are also symptoms. Although perhaps cathartic, they will not solve anything. People who resort to violence have rejected the merits of reasoned debate and fair elections. The French who used to be so proud of their republic are now opting for mob rule.
As history can attest—most notably the French Revolution—mob rule doesn't end well. If it succeeds in toppling a government, it almost always results in an autocracy, like that of Napoleon. If it doesn't succeed, it leads to a corrupt oligarchy or elite that doubles down on anti-democratic practices, like what's happening in EU countries today.
Angry Masses, Disconnected Elites, and No True Leaders
For real reform, the people need leadership—intellectual leaders, political leaders, and economic leaders. In other words—and populists will undoubtedly cringe at this—they need their own elite. Unlike their American cousins across the pond, French conservatives do not have an elite. They have angry masses of people who have rejected the status quo, but have not seriously embraced a clear path forward.
Hating the EU, the UN, mass migration, Macron, and high taxes will not lead to constructive reform. Only if this energy is channeled into articulating a vision for transcendent, cohesive ideals such as limited government, free speech, free market capitalism, and a return to orthodox Christianity will the French have any hope of returning to their former glory.
As for the rest of the world, they should take heed at what is unfolding in the streets of Paris. In many ways, France is simply further along in the progressive experiment than other countries in the West. English Prime Minister Theresa May's cowardice in carrying out Brexit will likely spark similar kinds of protests, and Angela Merkel is now paying immigrants to leave Germany in order to keep the peace in her country.
The United States is different only in that it is a few decades behind. Conservatives here do have an elite (although a much smaller, less influential one than liberals), which is divided between those who support Trump and those who don't (although the latter is quickly disappearing). Nevertheless, many conservatives fear that Trump may be the last Republican president before the inevitable decline brought on by liberals' stranglehold on the culture. Once that decline comes, Americans will take to the streets and voice their grievances like the French people are doing now.
So let the events in Europe be a warning to Americans here: progressive policies will slowly but surely work their ruin on any society, and it's incumbent on conservatives today to counteract this by supporting their own elite and exercising the civic duties responsibly (i.e. voting for good candidates, challenging injustice, and defending essential freedoms). Not only should this be done for posterity, but for the sake of protesters around the world who are fighting for the same things.
Auguste Meyrat is an English teacher in the Dallas area. He holds an MA in humanities and an MEd in educational leadership. He is the senior editor of The Everyman and has written essays for The Federalist, The American Conservative, and The Imaginative Conservative, as well as the Dallas Institute of Humanities and Culture. Follow him on Twitter.
civilizational collapse civilizational decline elites Emmanuel Macron Europe France fuel taxes gas taxes green energy Marine Le Pen riots Western Civilization Yellow Jackets


One of the first things that you have to do as the personal representative is to contact HM Revenues & Customs (HRMC) as soon as possible. You will be given certain forms and instructions for filling them out. Make sure to have the deceased's full name, address and NI Number on hand.
If the person paid their tax through PAYE – you have to fill in form R27 (Potential Repayment to the estate form) either partially or fully.
If the person paid tax through Self-Assessment – you will have to fill in form R27 and a Self-Assessment form.
Form R27 is used to calculate if any tax is owed or rebate due. The form will require information about the person's income and capital gains.
The Self-Assessment tax return form is meant to support form R27 and will mainly ask for information about the person's capital gains, student loans and tax rebates if applicable.
Form R40 is used for claiming tax rebates if they are due.
Income Tax Allowance: the deceased will get their full tax allowance for the year of their death, as well as any blind person's and married couples allowance if applicable.
The banks and building societies need to be informed of the account holder's death as soon as possible, to avoid accruing tax on the interest and therefore the estate.
If the deceased was employed, no National Insurance contributions will be due after the date of death. If the deceased was self-employed, you have to contact the HMRC and cancel any standing orders for Class 2 contributions.
Whenever money is made from selling property or possessions of the deceased, you have to pay Capital Gains Tax. If you transfer the assets to the beneficiary under the conditions of the will or rules of intestacy (no will), no Capital Gains Tax will be payable on it by you. Find out the details from HMRC as you may not need to fill in the Self-Assessment tax return.
Before doing probate, you will need to at least partially pay the Inheritance Tax as the personal representative. Inheritance Tax applies to the estate left behind by the deceased if it is above a certain value (after exemptions).


Winds of Lindy: Toddler Crib?
It's getting about the time when my toddler should have her crib exchanged for a bed. She looks peculiar behind the bars of her crib, like a creature in an unusual habitat, but with an odd familiarity stemming from long nights of trying to get our baby to sleep. She's not a baby anymore. Not that she really spent much time in there sleeping during her infancy.
We have the new bed, waiting in the shed. A cute house with a shelf and a window. She has already delightedly approved, as she checked it out when we brought it home. She didn't know it was a bed, as it was missing the mattress. To her it was some awesome castle that she asked to see again for days. She'll love it. She's probably ready.
The idea of her climbing out of bed and exploring at will and unattended while I think she is sleeping terrifies me. Even if she only has access to her room. I can just see myself checking on her as much as I did when she first slept in another room. Which was, what? Not until five or six months old?
What if she tries to climb her book shelf? What if she unplugs her fan and tries to stick something else in the socket? What if...?
Oh, the scenarios I could contrive if I let myself think too much! It reminds me of Aunt Josephine in A Series of Unfortunate Events. "Watch out for that cart. It might break free and run us over." She saw the danger in absolutely everything. Everything! I used to see the danger in all things. I'd envision the dramatic mishaps and doleful inconveniences constantly throughout my day. The result of a combination of bad experiences, witnessing too much attention grabbing, and my mom's strong desire to teach by pointing everything out.
I'm not as crazy anymore. I'm a little subdued, due to necessity. Now, in my current situation, my anxiety could really be quenched with diligent and thorough baby proofing. Well, toddler proofing. This little girl sees everything. Watches everything. Explores everything. Copies everything. She wants to put things where mommy and daddy put them and use things how mommy and daddy use them. I've already learned not to wash the toilet in her presence.
But I can't guard her forever. I try to be ever-present and let her explore safely. But her freedom is expanding. She's going to cause some trouble eventually. Apparently, as children my brother and I made a nice, big breakfast in bed for mom. A concoction complete with coffee grounds to add some pep. And, of course, the accompanying mess.
I'm not worried about messes. She has dumped the dog dishes all over the floor. Dumped her smoothies all over the table. Dumped her toy boxes down the stairs. Dumped my purse on the street. Dumped the groceries in the supermarket (clean up, meat isle). Dumped whatever she can into the bubble bath (cardboard and toilet paper mixed in a bath does not create a clean baby). All intentionally, by the way. In addition to her exploring, she is helping all the time. We are used to messes. Very used to messes.
Whether clean or disheveled, my desire is that she remain as safe as we can make her. And there are so many stories online about freak accidents. Of course, I don't want to be another who didn't take care and then regretted it.
But I also don't want to be the one who over-sheltered or minimized opportunities and growth due to fear.
Keeping the crib for a while isn't going to create any emotional damage for my little munchkin. I see no reason to rush it. Though my mother insists she will try to climb out and injure herself.
I'll just have to make the decision every day. And, today she still has a crib. Next week, she probably will as well.


Steward Green has been in business over 10 years providing business solutions for its clients. We have also been providing sUAS results for the last 5 years, speaking nationally about FAA sUAS compliance, safety, economics, quality and application. We have performed work in many states across the US, mostly in the energy sector. We are FAA certified to fly commercially (both day AND night), maintain systems' and pilots' certifications, as well as possess the proper aviation liability insurances.
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Planet Wheel
Galactic Map
Surface Features
Star Names
Bayer Stars
Flamsteed Stars
Other Stars
- HR (BSC) Stars
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Messier Objects
Caldwell Objects
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Sagittarius Arm
The Milky Way Galaxy is structured as barred spiral, and emerging from the end of its central bar currently closest to the Solar System are a pair of galactic arms. One of these, the Scutum-Crux Arm, is a long, dense structure that passes between the galaxy's core and the Sun's current position, and continues to spiral on around the entire Galaxy.
Also emerging from the near end of the bar is a second arm, far less dense than the major Scutum-Crux Arm. This arm forms a trailing filament that passes between the Scutum-Crux Arm and the Sun's current position before trailing off into intergalactic space. While this minor arm is sometimes called the 'Sagittarius Arm' in its entirety, the full structure is more properly called the 'Carina-Sagittarius Arm'. The term 'Sagittarius Arm' properly refers to the parts that lie in the inner Galaxy, where it passes through the constellation of Sagittarius as seen from Earth.
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CreateCo may submit project proposals and quotes to you based on your requirements supplied. Specifications proposed and development costs quoted are based on our interpretation of the details supplied by you. These costs are subject to change once the final requirements of the project are known or if the initial requirements supplied at the time of quoting were to change.
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Former Manchester United forward Eric Cantona has said that Jose Mourinho "is the wrong manager" for the Red Devils, insisting that Pep Guardiola should be in charge at Old Trafford.
Mourinho has continued to attract criticism despite United finishing second in the Premier League last season, 19 points behind Guardiola's record-breaking City side.
Meanwhile, a report from the Daily Mail claims Raiola will meet with Italian giants Juventus later this month.
"But it is early in the season [for United]. too early to tell", he said.
Parker was a far more straight-laced Paul to pull on the United shirt, and hasn't been impressed with the recent chaos at the club.
"It would be great for the fans, like it was with Alex Ferguson - he allowed players to be creative, treated them as individuals". Either Mourinho will leave after another poor season and United will hire Zidane, a manager who excels in managing big egos and balancing a top heavy squad, or United will be forced into selling him after another poor season. "No fun, no creativity".
"I would like to coach and if they called me I would go". The club I can not name.
United boss Jose Mourinho and Pogba now have a fractious relationship which is often played out through the media and Wright is concerned that neither man is likely to back down.
And it would be the first major hurricane (Category 3 or higher) to hit the East Coast since Jeanne, which struck Florida in 2004. The National Hurricane Center said Florence's maximum sustained winds on Friday night were estimated to be 60mph.
"When we talked about exploring digital assets that it was going to be exploration that would be evolving over time", he said . Initially, when Goldman Sachs stated that they wanted to review their plans about being involved in the cryptomarket.


Wootton Park School is a growing school that is seeking to appoint an inspirational Teacher of Primary to join our current talented team from September 2019.
WPS opened in 2016 with two Reception and four Year 7 classes. We will grow exponentially year on year until we reach 1260. Currently housed in a first rate, bespoke modular building, we will move into our £20 million state-of-the-art school building in 2019/20.
WPS offers a first-rate and unique learning environment, ensuring high levels of academic achievement and personal development for all, while promoting the value of public service and building a stronger society. As an all-through (4-19) school, we believe this brings a significant number of benefits to learners and staff, and we seek staff who share this vision with us.
The ideal candidate will be totally committed to securing the best outcomes for all our learners and will 'go the extra mile' to do this. You will ensure provision of an appropriately broad, balanced, relevant and differentiated curriculum for learners studying in the curriculum area, in accordance with the aims of WPS and the curricular policies. You will be required to support the overall progress and development of learners within your curriculum area.
All members of our team must be committed to maximising potential and continuous improvement, and be willing to participate fully in all aspects of school life within and beyond the classroom. Our quest for excellence, must, however, also be combined with our unwavering commitment to care and support. Therefore, anyone seeking appointment to this role must demonstrate warmth, humour, resilience, and above all, emotional intelligence in order to uphold the values of our school.
- Supportive professional development following a coaching model.
- Excellent future opportunities for progression.
- Opportunity to innovate and significantly contribute to curriculum development.
- Exemplary learner behaviour and engagement.
- An exciting place to work with great colleague support.
If you are inspired by this exceptional opportunity to join us at this early stage of our journey to excellence, we want to hear from you!
Wootton Park School is committed to safeguarding and promoting the welfare of children and young people and expect all staff and volunteers to share this commitment. Offer of a position is subject to receiving satisfactory references and an enhanced DBS Disclosure.
Please note we do not accept CVs and references will be applied for at the shortlisting stage.
Wootton Park School reserves the right to close early on receipt of sufficient applications.


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Alan W Black is a Scottish computer scientist, known for his research on speech synthesis. He is a professor in the Language Technologies Institute at Carnegie Mellon University in Pittsburgh, Pennsylvania.

Black did his undergraduate studies at Coventry University, graduating in 1984. He earned a master's degree from the University of Edinburgh in 1986 and a Ph.D. from the same university in 1993. After working at the Advanced Telecommunications Research Institute International in Kansai Science City, Japan and at the University of Edinburgh, he took a research faculty position at Carnegie Mellon in 1999. In 2008 he became a regular faculty member with tenure at CMU.

Black wrote the Festival Speech Synthesis System at Edinburgh, and continues to develop it at Carnegie Mellon. He has also worked on machine translation of speech at CMU, and is the co-founder and was chief scientist at Cepstral, a Pittsburgh-based speech translation technology company.

References

External links
Faculty web page at CMU

Living people
Scottish computer scientists
Alumni of the University of Edinburgh
Carnegie Mellon University faculty
Year of birth missing (living people)

redpajama_set_name: RedPajamaWikipedia