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Two Pagosa artists in Farmington national show, Pagosa SUN, May 11, 2006
leannegoebel / May 12, 2006
Photos (clockwise, left to right): Linda Echterhoff and her Honorable Mention ribbon next to "Seed Pod"; "Cherries Under Ice," by Janet Collins, First Place; "Immigrant," by Barbara Giorgio, Second Place; "Missed Fortune" by Veronica Day, Third Place; "The Passage," by Gil Bruvel, Best of Show
Pagosa Springs artist Linda Echterhoff received an honorable mention in the "Gateway to Imagination" National Juried Art Competition at the Farmington Museum and Visitor's Center at Gateway Park. The $50 award was for her mixed media work, "Seed Pod" an organic floral structure made of cardboard, fiber pulp and packing tape.
Juror Jill Chancey, curator of the Lauren Rogers Museum of Art in Laurel, Miss., said of Echterhoff's sculpture: "I like this because it is a floral, but it's scruffy. It's sturdy, not delicate. I like the contrast between subject matter and material. It's very clever."
A Ph.D. candidate, the soon-to-be Dr. Chancey completed her dissertation on the abstract expressionist painter Elaine De Kooning. Her interest in abstract expressionism explains why Chancey selected another Pagosa Springs artist – Kathy Steventon. Steventon's oil painting of a cow, "Standing Gaze," was chosen for it's strong, visceral texture and painterly technique. "How can you not love a picture of a cow?" Chancey said.
Surprisingly, Chancey chose few other works that could be considered abstract expressionism for the Gateway show. However, my personal favorites in this vein were both works by New York artist Ha Rhin Kim: "Rotte Tree 2005-11" and "Rotte Tree 2005-03." These abstract figurative works are black and white with shades of gray; only the black is almost purple. The work is acrylic painted on white Mylar. The Mylar provides a vitreous quality to the opaque areas of paint, which contrasts with the crisp, fine lines of organic forms that look like the veins of leaves.
The Gateway to Imagination show is all over the place. It features traditional landscape painting, plein aire work in big gilded frames, contemporary painting, quite a bit of different photography, some digital prints, some bronze and ceramic sculpture, some pottery, a fiber quilted wall hanging, some metal art, a piece of silver jewelry and a lot of diverse painting from figurative, to abstract, from oil to pastel to acrylic and water media.
"Not everyone is going to agree with my choices," Chancey said, but then added: "The prize winners are of such clear quality that anyone would have picked them."
Quality? Yes. I'll agree with her on that point. But as I walked around viewing the work, considering what Chancey told me about her selection process. I found myself disagreeing.
Chancey made 105 selections from 342 submissions based on her belief that a successful work of art has two components: an interesting idea and successful execution. She said she was looking for "aesthetic quality and some evidence that the artist was thinking about something when creating the art. Good art represents an aesthetic resolution."
More than that, she deemed work to be most successful that expressed the idea of the past as part of one's present identity, of ancestor's traveling with us as we move forward. "The U.S. is a nation full of immigrants and their descendants; several artist refer explicitly to their immigrant heritage, while other draw on Native heritage," Chancey wrote in her statement.
I agreed with her selection for Best of Show: "The Passage" by Gil Bruvel of Wimberley, Texas. Bruvel's work is highly skilled. "The Passage" is a bronze sculpture of a female head representing the ocean and atop her head is a boat and in the boat is an armored man riding the waves. The patina is a gorgeous blue and the face is exquisite. This sculptor has not only mastered technique and aesthetic, but explores ideas and communicates those ideas to the viewer. As Chancey said of Bruvel's work:
"He has such a unique vision. I've never seen anything like this and the execution is excellent."
Bruvel's other sculpture, "Mask of Whispers" is a stainless steel female head, bound with other faces cut out and protruding from windows in the forehead and cheek. Bruvel manages this without stimulating the grotesque. The female face is beautiful, but bound by susurration.
I also liked her first-place winner: "Cherries Under Ice" by Janet Collins, Sedona, Ariz. The detailed colored-pencil drawing looked more like a photograph or a pastel painting than colored pencil. And the light glinting off the melting ice, dripping off the cherry is very nice. But this was a straightforward drawing of cherries covered in ice. I didn't see the artist pushing any boundaries or exploring any interesting ideas. It was simply masterful execution.
"Cherries Under Ice" did not fit in with her other top picks, which all expressed the idea that the past is always a part of one's present identity.
Her second-place winner, "Immigrant," by Barbara Giorgio, Selma, Ind., and her third-place winner, "Missed Fortune," by Veronica Day, Morris, Conn. both explore this theme using photographic techniques. Giorgio's work is a digital print while Day's work is a palladium print.
I found myself drawn to diverse works. In color photography, I loved "Fish Wanting to Fly," by Jefferey Jue, Oakland, Calif., a playful, yet thought provoking and brilliantly executed photograph. For movement and texture I liked "Annexation of Control" by Jennifer Peel, Tyler, Texas, graphite and latex paint on paper mounted on canvas. For whimsy, David Edgar's "Bluetail Reef Cruiser" and "Goggle-Eyed Swallow Tail," fish made from recycled plastic containers. I found myself transfixed by the aboriginal detail and maze-like paths in "Satellite 781," an acrylic and ink composition by Julie King, Nacogdoches, Texas. And I kept coming back to "Unified Theory of Forces" by Nancy Pollock, Santa Fe, a layered canvas of oil paint with a tree in a box on the left side of the canvas and mathematical formulas peeking through layers of paint are.
The Gateway show is an interesting collection of work from 85 artists in 28 states. I suppose, given the name of the show, "Gateway to Imagination," I was hoping for more works that challenged existing concepts and ideas, for works that pushed the boundaries. I think that is why I liked the work of Ha Rhin Kim – because I'm not exactly sure how the artist achieved the technique.
However, I felt Chancey's focus on immigration, a hot political issue, influenced her choices more than the aesthetic resolution of the work. Perhaps immigration is on many artists' minds, or perhaps in the difficult challenge of trying
to rank diverse works of art, she grabbed at a theme and used it to award prizes.
Gateway to Imagination is on display through July 15, at the Farmington Museum and Visitor's Center at Gateway Park, 3041 East Main Street, Farmington, N.M. (505) 599-1174. Hours: are Monday to Saturday, 8 a.m.-5 p.m.
Copyright Leanne Goebel. May not be used without permission.
May 12, 2006 in ART.
At Farmington show, Durango artists win national recognition, Durango Herald, May 22, 2007
Diverse art show filled with quality, professionalism, Durango Herald, May 9, 2006
Making a Handmade Difference in Pagosa Springs
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September 13, 2018 By Randi Hutter Epstein Leave a Comment
Does Love-Making Stop when Dementia Starts?
I was giving a menopause talk the other day and as it often happens when I talk to small groups of women, the lecture morphed into a conversation. That is to say, that people in audience shared their own stories—low libido, vaginal dryness, hot flashes, to name a few.
We had spent the better part of the hour talking about the history of hormone replacement therapy and the current guidelines—most it was research from my book. But here's was struck me. When I was walking out of the conference room, a 78-year-old woman—the oldest women in the audience by far—approached me to say that her sex life was nearly as good as ever. She and her husband still have intercourse at least once a week, not as active as they were a half-century ago but going strong enough. The flames of attraction are flickering.
And yet, for an increasing number of elderly couples, the issue is not so much about sex drive or partnership, but whether to maintain a physical intimacy when a partner shows signs of dementia.
Until now, this has been a topic considered taboo.
"The lack of basic information about sexual behavior, function and desires in this growing population is a problem," said Stacy Lindau, a professor of obstetrics and gynecology at the University of Chicago and director of WomanLab, a web-based platform for information about sex and aging that offers resources about sex and dementia.
Because of the dearth of information, Lindau's team conducted one of the first nationally representative sex surveys of the elderly, including 3,196 adults. These latest results, reported in the September issue of the Journal of the American Geriatrics Society. found that for home-dwelling people with dementia and with a partner, more than half are still have sex.
Dr. Monica Christmas, a gynecologist who works with Lindau and directs the Menopause Program at the University of Chicago, told me that years ago an elderly couple came to see her regarding painful intercourse. The wife was showing signs of Alzheimer's disease; she often didn't recognize her husband. Christmas worried about the ethics of it all. Was the husband forcing himself on his wife? After a lengthy discussion, she didn't think so.
"You have this man taking care of his wife, someone he was married to for 40 years, and she's not the same person as she was but he's accepting her for who she is," said Christmas. "In an innate sense, somehow the intimacy brought her back to the wife he loved, for a brief moment you feel like you're the couple you used to be." And she added, would there be something in the intimacy of the moment, something innate, that resonated with the patient?
For now, many of these questions are unanswered—and may continue to be unanswerable. But they are ones that need to be addressed. Lindau's study is a step in the right direction. Or as she added, "Our study does point to the potential value of adding sexual life planning to advance directives. The idea of sexual advance directives would enable a person to both say what they'd want in terms of a sex life with dementia and to say what would be acceptable in terms of spouse having an extra-marital sexual relationship."

redpajama_set_name: RedPajamaCommonCrawl


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Workplace Inspiration
The Rise of Co-working
A Growing Workplace Movement
As one of the fastest-growing workplace movements of the last decade, co-working enables people from diverse backgrounds to work together in a common space. The number of co-working spaces around the world has increased by nearly 700 per cent since 2011. Globally, an estimated half a million people work in more than 7,800 shared workspaces today (Figure 1),1 a number which is expected to climb to 37,000 over the next two years.2 The rapid expansion of co-working has transcended its origins as an alternative to traditional office space, originally favoured by technology, start-up and freelancing communities. Today, a broad range of businesses — ranging from technology and professional service firms to consumer product companies — form a growing ecosystem that recognises the value of flexibility, community and shared resources. Businesses of all sizes and types — ranging from small start-ups to global enterprises — choose to locate employees or teams in shared work environments, either temporarily or on an ongoing basis.
Figure 1. Worldwide, the number of co-working spaces and co-working members has risen dramatically over the last decade.
Organisations have adopted co-working in a variety of ways, adapting the style to suit their particular needs. In some cases, companies are encouraging their remote or work-fromhome employees to join co-working spaces to reap the benefits reported by independent co-workers. These benefits include enhanced collaboration, productivity and job satisfaction. Other companies have launched satellite offices or incubators at existing co-working spaces, enabling employees to collaborate with outside partners, researchers and customers on a consistent basis. Such shared office environments allow companies the flexibility to devote dedicated space to facilitate these activities on an as-needed basis, without the stringent terms of a typical 10-year commercial lease. Co-working also enables organisations to provide the additional amenities and built-in flexibility which are increasingly essential to attracting and retaining talent in today's competitive marketplace.
Organisations are finding that co-working can be part of an effective business strategy in other ways as well. For businesses with an underutilised real estate portfolio, co-working can create an extra revenue stream in these otherwise unused pockets of space. The average cost of unused space in the USA is US$25 per square foot or more, according to the Building Owners and Managers Association (BOMA) 2015 Office Experience Exchange Report.3 By leasing vacant office space to current vendors, subcontractors and business partners with whom they collaborate regularly, companies can maximise business efficiency while monetising these valuable real estate assets. Although co-working spaces can be more expensive than traditional office space on a per-square-foot or per-squaremetre basis, they can provide corporate real estate (CRE) professionals with more flexibility when accommodating organisational shifts and expansions as well as when exploring new ways to support specialised teams.
This paper explores the following themes:
the inception and expansion of the coworking movement;
influences driving the continued evolution of co-working spaces;
how co-working best practices are applied to corporate work environments;
why co-working should matter to CRE professionals
The Evolution of Co-working
The global co-working movement can trace its origins to the emergence of 'hackerspaces' in the mid-1990s. These open workplaces provided physical spaces where people with common digital technology interests could gather to work on projects while sharing ideas, equipment and knowledge. Brian DeKoven, a game designer, coined the term 'co-working' in 1999, identifying a working style to facilitate collaboration and meetings. DeKoven's goal was to introduce a noncompetitive process that would foster greater collaboration and support among traditionally isolated and hierarchical businesses.4 A few years later, a broader concept of coworking emerged with the 2005 launch of the first official collaborative workspace: the San Francisco Coworking Space, located in the city's Mission District. The brainchild of computer programmer Brad Neuberg, this non-profit cooperative offered an alternative work community which combined the freedom and flexibility of independent working with the structure and community of traditional offices. By 2008, there were 75 co-working spaces in operation across North America and Europe. By 2011, the movement had expanded into Asia, gaining significant popularity in Mumbai, Singapore, Hong Kong and other cities with limited office space and rapidly growing start-up communities. Co-working also took root on the African continent, particularly in South Africa.
Figure 2. According to MBO Partners' annual 'State of Independence in America' report, 17.8 million people are now full-time independent workers; in addition to the full-time independents, another 12.4 million 'side-giggers' take on part-time independent work.
The co-working movement continues to experience rapid growth. The number of shared workspaces nearly doubles each year and serves an increasingly broad community of users worldwide, including 30.2 million independent workers currently employed in the USA (Figure 2).5 Helping to drive this expansion is the growing class of entrepreneurs who work as sole practitioners in their own business ventures — known as 'solopreneurs' — as well as those who take on part-time independent assignments — sometimes referred to as 'side-giggers'. Colleges, universities and other learning institutions are an important part of this evolution. Through the creation of on-campus 'makerspaces', students across all disciplines are increasingly introduced to collaborative, hands-on learning environments where they can discover and explore ideas more organically than in a traditional classroom. Typically housed in unused libraries, classrooms or storage areas, these spaces continue to expand beyond their engineeringschool origins.
As co-working continues its mainstream expansion, the movement is also extending its reach from primarily urban areas to less populated locations, as well as taking place in non-traditional venues such as hotels, abandoned warehouses and former churches. This rapid growth has spawned the creation of a new class of officesharing business venture. Perhaps the most prominent and ambitious example is WeWork, the New York-based business that currently serves more than 50,000 members at 77 locations across North America and Europe. Since its founding in 2010, WeWork has raised US$1.43bn and its valuation has soared to US$16bn, which positions the company as the world's sixth-mostvaluable private company, making it nearly as valuable as the largest publicly traded office real estate company, Boston Properties.6
WeWork continues to attract an increasingly diverse tenant mix — ranging from General Electric to pharmaceutical giant Merck to the Guardian news publication. Companies have tended to place primarily research and development (R&D) and innovation teams and, to a lesser extent, human resources (HR) associates in co-working spaces. Many of WeWork's business members are also choosing to use the space for employees whose organisational roles fall outside the realm of those traditionally associated with coworking spaces. At the WeWork Manhattan location, for example, KPMG rents about 75 desks which it splits between workers who provide business services to start-ups, and another team that advises corporate clients on technological innovation.7 Other multiple-location business ventures are being developed by serial entrepreneurs, primarily in the USA and across Europe. Second Home, a members-only workspace based in London, recently announced European expansion plans that will begin with the opening of a Lisbon location in late 2016.8
Although current co-working spaces vary in terms of business model, size, specialisation and amenities, most are set up to accommodate individuals or groups that are not typically employed by a single organisation, but share certain values and are interested in the synergies which can occur from working with like-minded people in the same space. According to a 2015 survey conducted by Emergent Research, the average age of co-workers is 39 years old, and 52 per cent are male; only 9 per cent work for companies with more than 100 employees (Figure 3).9
Figure 3. The average age of a co-working space member is 39, as reported by Emergent Research; only 20 per cent of members are younger than 30 and 7 per cent are older than 60.
Why Businesses Embrace Co-working
A broad range of mid and large-sized corporate organisations have chosen co-working strategies as part of their supplementary, and sometimes even primary, office solutions. These strategies typically follow one or more of the following scenarios:
Figure 4. Based on data from Emergent Research in partnership with Intuit Inc., the long-term trend of hiring contingent workers will continue to accelerate in the near future.
Placing individual employees in community co-working environments so they can experience the communal benefits reported by independent co-workers. This alternative is most often used for remote or work-from-home employees who are physically disconnected from co-workers.
Integrating co-working spaces within the company's office workplace strategy, either by leasing portions of an off-site co-working space to accommodate specific employee teams or by creating a co-working environment on site in an existing corporate-owned or leased office. This strategy is most commonly used for innovation, engineering and R&D teams as well as for HR professionals.
Leasing corporate facilities to vendors, sub-consultants, business partners or other non-employees for use as co-working space. This strategy has been embraced by firms with progressive cultures, primarily those in the technology sector.
Coca-Cola was an early adopter of internal co-working, establishing a 70-person space at its Atlanta headquarters in 2013. Created to stimulate innovation and entrepreneurial behaviour, the space is home to a 3-D printer and has hosted a series of start-up weekend events where Coke employees collaborate on new product ideas.
The unique advantage of integrating coworking spaces within an organisation's existing office environment is that it enables CRE professionals to continually adapt and experiment with office configurations, aesthetics and amenities until they hone in on an environment that is ideally suited to the individuals and teams working in the space. It also helps organisations to better identify the profiles of individuals and teams that are most likely to thrive in these co-working spaces. Worldwide, the ongoing shift towards free-agent employment is contributing to the proliferation of these corporate co-working strategies. As traditional employers continue to hire a growing number of contingent workers — such as freelancers, part-time employees and independent contractors — shared work and environments are a flexible, efficient strategy for accommodating this employment transition (Figure 4). Although business approaches to co-working vary widely, the goals that drive a co-working strategy are primarily focused on several common ideals: to attract and retain talent, drive innovation, build community, optimise productivity and use space more efficiently.
Support attraction and retention
Talent management is foundational for most businesses that choose co-working strategies. Human capital is the vital component that enables organisations to identify creative approaches to innovation, increase speed to market and quickly respond to customer demands. A projected talent shortage adds a sense of urgency to attraction and retention challenges. By 2020, the USA is projected to have 1.5 million too few workers with college or graduate degrees, while, for example, the workforce in France could be deficient by 2.2 million degree holders.10 Simulations of 25 major world economies conducted by Boston Consulting Group revealed crippling labour shortages by 2030. These projections include a shortfall of up to 10 million workers in Germany, 40.9 million in Brazil, 24.5 million in China, 2.3 million in Canada and 0.9 million in Italy (Figure 5).11 What is more, the turnover costs associated with recruitment, training, lowered productivity and lost expertise are significant. The average cost to replace an employee is one-third the annual salary of a new hire, according to US Labor Department estimates.12 Some estimates are even higher: a study by the Society for Human Resources Management (SHRM), for example, revealed that replacing an employee can cost between six to nine months of salary.13
Figure 5. Based on research from both McKinsey Global Institute and Boston Consulting Group, there will be a worldwide shortage of talent in the years ahead.
Figure 6. Only 13 per cent of employees worldwide are engaged at work according to Gallup research. The bulk of employees worldwide — 87 per cent — are 'not engaged' or are 'actively disengaged'.
Figure 7. The most cited 'pros' and 'cons' of jobs across industries and the globe according to millions of reviews collected by Glassdoor.
Further complicating these HR challenges, only 13 per cent of employees worldwide are engaged at work, according to a 142-country study of 180 million employees conducted by Gallup in 2013.14 In the survey, 87 per cent of respondents reported that they were either 'not engaged', meaning they lacked motivation and were less likely to invest discretionary effort in organisational goals or outcomes, or were 'actively disengaged', indicating they were unhappy and unproductive at work and liable to spread negativity to co-workers (Figure 6). This translates to approximately 1.2 billion disengaged workers. Addressing these disengaged and dissatisfied employee populations requires employers to recognise, among other issues, the significant impact of the physical work environment on job satisfaction and an organisation's overall performance. A broad poll of millions of company reviews across industries and the globe on the job and recruiting site Glassdoor revealed that the work environment was the second biggest job like of employees and a poor work environment was the third biggest job gripe (Figure 7).15 These insights build a compelling case which suggests that the workplace environment must become a strategic imperative in both the war for talent and advancing an organisation's mission.
Additionally, as businesses seek to attract junior-level employees to their organisations, they are discovering the importance of replicating the environments offered on today's college campuses, where an estimated onethird of US business incubators are located.16 Influenced by their campus experiences, millennials are entering the workforce with an expectation that they will have access to similar environments where they can collaborate, explore and create. Many technology businesses have responded with the development of distinct spaces, competitions and events to attract and motivate employees at all levels. One example is the Microsoft Garage, a project lab that invites employees to work on projects which may have no relation to their primary function within the company. Located in Bill Gates' former office on the Microsoft campus, the space is open to employees at any level and from any company division. Similarly, LinkedIn's [in] cubator programme allows any employee with an idea to organise a team and pitch a project to executive staff once a quarter. Facebook hackathons encourage the company's engineers to unleash their talents and creativity in all-night coding sessions, one of which spawned the social network's ubiquitous 'Like' button. These examples take the spirit and advantages of co-working and imagine their logical end, creating literal room for unforeseen discoveries and valuable innovations.
Drive innovation
Because co-working spaces are conducive to creativity and idea sharing, they are ideal work environments for innovation, engineering and R&D teams. The dynamic energy and start-up vitality present in co-working spaces support efficient product or process development, enabling businesses to generate and commercialise ideas quicker to gain a competitive advantage in the marketplace. The flexibility and culture of co-working spaces also provide businesses with the opportunity to leverage external R&D expertise without making a capital-intensive investment. By providing organisations with a line of sight to local networks of innovators and entrepreneurs, co-working spaces offer companies valuable opportunities to connect with local talent and broaden their innovation pipeline.
Less formally, businesses can use co-working spaces to host ongoing programmes to generate new ideas. Coca-Cola created its start-up weekend as a way to inspire internal staff to develop innovative ideas. The company also hosts an incubator programme that allows it to invest in and sometimes acquire or license from its business partners. AT&T created the Foundry, a network of research centres within which its engineers work side-by-side with handpicked start-ups, corporate partners and third-party developers to bring new products to market.17
Co-working also allows businesses to expand into new markets with little risk. AstroLabs, an entrepreneurship consulting firm based in the Middle East, partnered with Google to open a co-working space and educational centre in Dubai. The space, which is Google's first in the Middle East and North Africa region, helps start-ups to scale their ventures and expand globally. Located in the Dubai Multi Commodities Centre (DMCC) free zone, the tech hub features a Google for Entrepreneurs Device Lab, a quiet area designed for programmers and a coffee area that is open to the public.
Figure 8. Top drivers for joining a co-working space based on a survey of more than 200 US co-workers by Ross School of Business at the University of Michigan.
At its core, co-working seeks to create strong communities and foster synergies, adding greater value to everyone who participates in the scheme. The dynamic energy of these spaces helps people to feel like they are part of something larger than themselves and that others care about their success and want to help propel their ideas forward. A 2014 survey of more than 200 US coworkers conducted by researchers at the Ross School of Business at the University of Michigan confirmed that belonging to a community was the most common reason for people to seek out a co-working space. Eighty-four per cent of respondents cited interaction with people, followed by random discoveries and opportunities (82 per cent) and knowledge sharing (77 per cent) (Figure 8).18 Additionally, a growing body of empirical research supports the link between positive social connections at work and beneficial health and productivity outcomes. In studies conducted by Gallup, it was concluded that close work friendships boost employee satisfaction by 50 per cent, and people with a best friend at work are seven times more likely to engage fully in their work. Although most of today's office environments promote formal and informal collaboration, they typically lack opportunities for serendipitous idea sharing among a broader community of complementary individuals or businesses. In contrast, co-working spaces can provide people with greater opportunities to meet a wider variety of new people and discover new ideas, identify talent, make deals and host events that target potential customers, partners and collaborators. Akerman, LLP, a top 100 US law firm based in downtown Miami, established a satellite office at The LAB Miami, a business incubator in Miami's Wynwood Art District, in 2013. According to Chairman and CEO Andrew Smulian, the strategy is part of the firm's 'institutional commitment to weave our lawyers — in Miami and across the firm's national platform — into the fabric of the grassroots entrepreneurial movement'.19
Optimise productivity
Co-working spaces are highly productive when compared to employees working on their own. Eighty-four per cent of individuals surveyed in a 2015 study of 1,500 co-workers in 52 countries reported they were more engaged and motivated since joining their co-working community, 82 per cent cited an increase in the size of their business network and 83 per cent reported a decrease in their sense of isolation (Figure 9, Page 5).20 People often say they prefer to work in coworking spaces because they believe that their performance will improve more rapidly than in a traditional office environment or at home. They cite factors such as built-in peer accountability, a fast-paced environment and flexible amenities as key elements which contribute to their productivity. Co-working spaces also allow individuals control over their work environments, enabling them to choose how, when and where they work. This inherent flexibility contributes to a 'judgment-free' environment where work schedules are expected to be variable, and there is no pressure from others to conform to a consistent 9–5 work pattern. In a post-occupancy study conducted by Knoll of Galvanize 1.0, a technology business incubator and shared workspace in Denver, members reported spending one-third of their time away from their desk and splitting their time equally between focused work and interactions with others.21
Co-working may also allow employees to reduce unproductive time spent in commuting back and forth to distant corporate facilities. Plantronics Inc., which develops audio communications products and solutions for businesses and consumers, allows its employees to choose whether to commute to its headquarters office in Santa Cruz, California, work from home or join one of nine NextSpace co-working locations.
Because of the breadth of people and resources available in co-working spaces, they are effective learning environments. Knowledge-sharing opportunities include traditional workshops and presentations as well as online coursework, peer-to-peer exchanges and mentoring programs.
Figure 9. According to research by the Global Coworking Unconference Conference and Emergent Research, co-working membership increases engagement, motivation and other business objectives.1
Improve space utilisation
Co-working strategies can lower a company's real estate costs and provide greater flexibility in procuring and managing space. As a business strategy, co-working can be more cost-efficient than creating dedicated office space in certain markets with a large percentage of highly mobile employees. For businesses seeking to quickly enter new geographic markets, co-working also provides a more efficient alternative to planning, designing, constructing and relocating to a new permanent office space. When Amazon initiated a strategic expansion into the Boston market in 2012, for example, the online retailer opted to lease space at CIC Cambridge, a co-working community located in the heart of the city's technology hub. The space served as a temporary outpost for Amazon until the company could build out a permanent local office location. Even after the build out, CIC Cambridge continued to provide overflow space to Amazon, as necessary, to accommodate the company's local growth. As the structure of work becomes less fixed to a particular time and place, the traditional CRE model of assigning all employees to particular spaces and assigned desks in a single building is increasingly viewed as an unproductive investment. Because a significant percentage of workspace in a typical corporate office setting is vacant at any given time, co-working represents a logical strategy for improving space utilisation and overall efficiency.
Perceived Drawbacks
Despite the many benefits of co-working, several negative perceptions may deter companies from seriously considering external co-working spaces for their employees. Following are some of the most common concerns.
Galvanize 1.0 offers choice by creating a space for many purposes
Designed to give entrepreneurs and innovators the best chance for a successful launch of their new ventures, Galvanize created an 'innovation ecosystem', which is a space defined by growing start-ups through capital, community and curriculum. Its ecosystem offers support for every phase of the business development process, ranging from shared areas for one or two people to large suites for ten or more (Figure 10). The space is designed to facilitate this collaboration and start-ups are encouraged to work together and draw in ideas from various points of view. The Galvanize motto states: 'Chance favors the connected mind' and, as a result, work areas, amenities and collaboration areas — ranging from touch-down 'hot desk', a public café with premium coffee to media enclaves with plug-and-play technology — are abundant throughout the space (Figure 11).
Figure 10. A variety of work and collaboration areas are planned throughout the Galvanize ecosystem.
Figure 11. The hub of Galvanize is a café, bar and lounge area, where guests and co-working members are encouraged to convene over food and drink to exchange ideas.
Inconsistent office culture
Because a co-working space is often composed of individuals representing diverse organisations, there may be limited ability to shape or change an office culture to reflect an organisation's unique values. It also can be more difficult to maintain a common team spirit when employees are working at different locations with distinct atmospheres.
Lack of connection
Due to their co-location and in-person interactions with other co-working members, employees working in an off-site co-working space might actually develop closer relationships with colleagues from other companies rather than building a collaborative bond within their own organisation. In addition, these remote employees may feel a disconnection from day-to-day business operations and might worry about being overlooked for career development opportunities.
Excessive noise and distractions
The acoustical challenges and visual distractions that can interfere with concentration in any open plan space layout may be even more significant in a transitional co-working environment. The wide range of businesses, roles and personalities present in these spaces can contribute to an unpredictable environment that lacks the common courtesies of a traditional office.
Security, intellectual property and other competitive concerns
Although security breaches are possible in any office environment, they carry greater risk in an environment where individuals do not share the same employer and may not even know each other. With the transparency and openness that characterise co-working environments, businesses must be extra diligent at protecting their competitive assets, including intellectual property and confidential or sensitive company information. Most importantly, organisations need to consider their employees; in a highly competitive marketplace, co-working environments can provide an opportune recruitment location for competing organisations.
Why should CRE executives pay attention to co-working trends? In short, because people are a company's greatest investment, and their productivity and satisfaction are key to the organisation's future performance and overall competitiveness. Construction and maintenance costs represent 51 per cent of the total expenses of developing, owning and operating space in a typical office building, over the 25-year term of an occupational lease. The remaining 49 per cent of costs are devoted to mechanical and electrical (M&E) services, furnishings and other operational expenses.23 But, with salaries and benefits added to the equation, only 7.5 per cent of a company's total investment covers building construction and maintenance, while 8.5 per cent is devoted to furnishings, M&E services and other operational costs. The balance — 85 per cent — covers the salary and benefits costs of building occupants (Figure 14).24 As a result, factors that influence and improve the effectiveness of staff will have a far greater financial impact than those that only affect space efficiency. CRE and facilities departments which embrace co-working as a practical real estate strategy can contribute to improving an organisation's overall performance by providing flexible, productive work environments that foster collaboration, innovation, extended networking and passive recruiting. As co-working principles continue to evolve and influence broader 'co-learning' and 'co-living' concepts, businesses that integrate these progressive strategies into their own enterprises will be well equipped to meet the needs and expectations of the future workforce.
Figure 14. The cost of providing accommodation for office workers in terms of both capital construction costs and building operation costs is diminished by the costs of their salaries and benefits. 23
The business of serendipity — Civic Hall nurtures connections
'We're in the business of serendipity', stated Heidi Sieck, Chief Community Officer at Civic Hall, a work-and-community space in New York City (Figure 12).22 The space was established as a way to nurture connections focused on the technology which can improve the civic life of communities. Configured to support a range of activities — ranging from day-to-day working and collaborating to large group gatherings that include lectures, seminars, conferences and receptions — the space needs to be able to flex and adapt (Figure 13). This flexible functionality is fundamental to the design of the space, enabling the community centre to serve and connect a highly diverse population that ranges from business and government to academia, journalism and politics.
Figure 12. Creating serendipitous opportunities for connection and collaboration is a primary goal of Civic Hall and the space is designed and furnished to facilitate such meetings.
Download "The Rise of Co-Working" to Read the Full Paper
(1) Global Coworking Unconference Conference/Emergent Research (2015) 'Fifth global coworking survey', November, available at: deskmag.com. http://officeslicecoworking. com/wp-content/uploads/2015/06/GCUC-2015-Coworking-by-the-Numbers. compressed-1.pdf, Accessed 11 November 2015.
(2) Global Coworking Unconference Conference/Emergent Research (2014) 'Fourth global coworking survey', November, available at: deskmag.com. http://www.deskmag.com/en/the-coworking-market-reportforecast-2014, Accessed 11 November 2015.
(3) Building Owners and Managers Association (2015) 'Office experience exchange report', online. https://eer.boma.org/Boma/marketing.aspx, Accessed 6 December 2015. [only available to subscribers]
(4) Foertsch, C. and Cagnol, R. (2013) 'The history of coworking in a timeline', September, available at: deskmag.com. http://www.deskmag.com/en/the-history-of-coworkingspaces-in-a-timeline, Accessed 11 November 2015.
(5) MBO Partners (2015) 'State of Independence in America 2015', p. 5. https://www.mbopartners.com/uploads/files/state-of-independence-reports/MBO-SOIREPORT-FINAL-9-28-2015.pdf, Accessed 17 December 2015.
(6) Kesler, S. (2016) 'WeWork valuation soars to $16 billion', Fast Company, March, online. http://www.fastcompany.com/3057670/wework-valuation-soars-to-16-billion, Accessed 7 January 2016.
(7) Clark, P. (2016) 'Co-working spaces are going corporate', BloombergBusiness, February, http://www.bloomberg.com/news/articles/2016-02-19/co-working-spaces-aregoing-corporate, Accessed 7 March 2016.
(8) Butcher, M. (2016) 'Second Home raises $10.7m from Yuri Milner, Martin Lau, Index and plans Lisbon home', January, available at: techcrunch.com. http://techcrunch. com/2016/01/18/second-home-raises-10-7mfrom-yuri-milner-martin-lau-index-and-planslisbon-home/, Accessed 23 January 2016.
(9) Global Coworking Unconference Conference/Emergent Research, ref. 1 above
(10) Manyika, J., Lund, S., Auguste, B. and Ramaswamy, S. (2012) 'Help Wanted: The Future of Work in Advanced Economies', McKinsey Global Institute, New York, March, p. 5.
(11) Strack, R., Baier, J., Marchingo, M. and Sharda, S. (2014) 'The global workforce crisis: $10 trillion at risk', Boston Consulting Group, July, https://www.bcgperspectives.com/content/articles/management_two_speed_economy_public_sector_global_workforce_crisis/, Accessed 17 December 2015.
(12) US Labor Department.
(13) Allen, D. (2008) 'Retaining Talent', SHRM Foundation, p. 3.
(14) Gallup (2013) 'State of the Global Workplace', Gallup, p. 11.
(15) Glassdoor (2014) '10 Biggest Job Likes and Gripes of Employees'.
(16) Pappano, L. (2012) 'Got the next great idea?', New York Times, July, p. ED10.
(17) Waber, B., Magnolfi, J. and Lindsay, G. (2014) 'Workspaces that move people', Harvard Business Review, October online.
(18) Seppälä, E. and Cameron, K. (2015) 'Proof that positive work cultures are more productive', Harvard Business Review, December, online.
(19) Smulian, A. (2013) 'Akerman Senterfitt's Collaboration with The LAB Miami and the Local Startup Community Showcased in the Media', Akerman web site.
(20) Global Coworking Unconference Conference/Emergent Research, ref. 1 above.
(21) Knoll. (2013) 'Galvanize 1.0: In Focus, Knoll Project Case Study,' Knoll, Inc.
(22) Sieck, H. (2015) 'Civic Hall, Knoll Project Case Study', Knoll, Inc.
(23) Commission for Architecture & the Built Environment and British Council for Offices (2005) 'The Impact of Office Design on Business Performance', p. 44.
(24) Ibid.
Lapowksy, I. (2012) 'Why every company is now an incubator', Inc. Magazine, December, online.
Manpower Group (2015) 'Talent Shortage Study'
Spreitzer, G., Garrett, L. and Bacevice, P. (2015) 'Should your company embrace coworking?', MIT Sloan Management Review, Fall, pp. 27–29.
Trotter, A. (2013) 'Six lessons for corporations building innovation accelerators', Innosight Strategy & Innovation newsletter, August, online.
Verhoeve, W. 'A Look at Co-Working Spaces', Knoll, Inc.
STAY CONNECTED AND GET INSPIRED
Expanding from its beginnings as an experimental office concept for entrepreneurs and technologists, co-working has quickly emerged as an effective workplace strategy for a growing number of corporate organizations. A range of off-site and on-site co-working environments are being explored by businesses to support their ongoing expansion and organisational requirements while accommodating the shifting work preferences and values of an increasingly diverse workforce. Because these shared workspaces often can provide businesses with greater flexibility and efficiency than traditional office leases, the global co-working trend is expected to continue indefinitely. This paper explores the growth and evolution of co-working, including factors contributing to the global movement and specific examples of businesses that are benefiting from co-working strategies within their own organisations. The goal is to equip corporate real estate (CRE) executives with insights and resources to explore co-working as a practical real estate strategy which can contribute to improving an organisation's overall performance by providing flexible, productive work environments which foster collaboration, innovation, extended networking and passive recruiting. By embracing these progressive ideals, businesses will be well equipped to meet the needs and expectations of their future workforce.


The ExtraHop™ system monitors network and application performance by gathering data passively on the network. It offers deep and customizable analytics of wire data in real time.
Integrating ExtraHop with Splunk allows for long-term storage and trending of wire data and correlation of wire data with other sources, such as machine data from logs.
This guide assumes a general understanding of how to write and deploy ExtraHop Application Inspection Triggers, bundles, and other user-defined data-gathering methods in ExtraHop. To learn more about user-defined elements, go to the navigation bar in the ExtraHop Web UI and click the Help icon.
Go to TCP and click Add New.
Configure a TCP port with source type syslog and note the port.
In the ExtraHop Web UI, click System Settings and click Administration.
In the Host field, enter the host name.
Click the Protocol drop-down list and select TCP.
In the Port field, enter the port you noted earlier.
In an ECM-powered deployment, perform these steps on each node, not on the ECM.
In the ExtraHop Web UI, click Settings and click Administration.
In the Destination field, enter the host name.
Log in to the ExtraHop Customer Portal with your credentials.
From the Community menu, select Solutions Bundle Gallery.
In the list of bundles, click ExtraHop Splunk Bundle.
In the ExtraHop Web UI toolbar, click System Settings and then click Bundles.
Click Upload, paste the raw bundle data into the window OR upload a saved bundle in .json file format from your workstation, and then click Upload.
Click OK to save the bundle, reopen the bundle, and then click Apply to load the triggers.
Assign the triggers to appropriate devices and device groups (e.g., assign "HTTP Events to Splunk" to web servers).
Go to Devices and select a device from the list. Click the Select Action drop-down list and select Assign Trigger.
Go to Device Groups, select the Activity Groups tab, and then select a group from the list. Select a device from the list, and then click the device name in the left panel. Click the Triggers tab, and then click the Add symbol.
Assign triggers only to devices that require the collection of custom metrics. Assigning triggers to all devices will cause unnecessary trigsger executions that may cause the system to run slowly.
In the Assign Triggers window, select the checkbox next to the triggers and click OK.
Click Settings, click Triggers, select the triggers, and then click Enable.
To see the results, go to http://splunk-base.splunk.com/apps/53757/extrahop and click Download App.
Log in or sign up for Splunk.
A list of apps appears. Click ExtraHop.
You can customize the fields and set the frequency for sending data to Splunk by modifying the triggers in the ExtraHop Web UI. For example, you can set a condition such that data is only sent to Splunk if errors occur or if response times are exceedingly high. For more information about triggers, see Application Inspection Triggers Quick Start Guide.


text:
Prime Minister Jacinda Ardern dumbfounded by Thai Prime Minister's 'sheep placenta cream' compliment
Vita Molyneux
Watch: Jacinda Ardern flying into major tension at annual East Asia Summit Credits: Video - Newshub ; Image - Getty/Newshub.
A strange compliment from the Thai Prime Minister has baffled Jacinda Ardern.
At the Association of Southeast Asian Nations (ASEAN) summit in Bangkok, Thai leader Prayut Chan-o-cha congratulated New Zealand on producing sheep placenta face cream.
He said it was as an example of the country's success at moving up the agricultural value chain.
But neither Ardern nor Agricultural Minister Damien O'Connor had ever heard of the cream.
Jacinda Ardern flying into major tension at annual East Asia Summit
More than a third of New Zealanders think Jacinda Ardern is too overseas-focused
"That's not something that's specifically been raised with me before, but perhaps he noticed the youthful look of our delegation," said Ardern on Tuesday.
"Generally of course, the point he was making was that we've added value through our agricultural products," she continued.
O'Connor was equally as mystified.
"Look, no I wasn't familiar with it," he told Fairfax.
"The Prime Minister might use it, I certainly don't, or can't you tell?"
The placenta cream is supposed to reduce signs of ageing and make skin appear smoother and firmer.


text:
package org.qifu.service.logic;

import org.qifu.base.exception.ServiceException;
import org.qifu.base.model.DefaultResult;
import org.qifu.vo.SysExprJobVO;
import org.qifu.vo.SysExpressionVO;

public interface ISystemExpressionLogicService {

	public DefaultResult<SysExpressionVO> create(SysExpressionVO expression) throws ServiceException, Exception;

	public DefaultResult<SysExpressionVO> update(SysExpressionVO expression) throws ServiceException, Exception;

	public DefaultResult<Boolean> delete(SysExpressionVO expression) throws ServiceException, Exception;

	public DefaultResult<SysExprJobVO> createJob(SysExprJobVO exprJob, String systemOid, String expressionOid) throws ServiceException, Exception;

	public DefaultResult<SysExprJobVO> updateJob(SysExprJobVO exprJob, String systemOid, String expressionOid) throws ServiceException, Exception;

	public DefaultResult<Boolean> deleteJob(SysExprJobVO exprJob) throws ServiceException, Exception;

}

redpajama_set_name: RedPajamaGithub


text:
Q: How to handle different Task exceptions with Wait() of parent and child.ContinueWith? I have some hierarchy of parent/child tasks:
var t1 = Task.Factory.StartNew(() =>
    {
        var t21 = Task.Factory.StartNew(() =>
            {
                throw new Exception("Inner fault");
            }, TaskCreationOptions.AttachedToParent);

        var t22 = t21.ContinueWith(ant =>
            {
                Console.WriteLine("Inner handler: " + ant.Exception.InnerException.Message);
            }, TaskContinuationOptions.AttachedToParent | TaskContinuationOptions.OnlyOnFaulted);

        throw new Exception("Outer fault");
    });

try
{
    t1.Wait();
}
catch (AggregateException ae)
{
    foreach (var e in ae.Flatten().InnerExceptions)
        Console.WriteLine("Outer handler: " + e.Message);
}

As result, "Outer handler" handles exception that had been already handled by "Inner handler":
Inner handler: Inner fault
Outer handler: Outer fault
Outer handler: Inner fault

Is it possible to prevent handling of already handled exceptions in "Outer handle" ("Inner handler" in my example)?

A: It works if you remove TaskCreationOptions.AttachedToParent on t21.
In that case you may want to add t22.Wait() in t1 to reproduce the behavior of the attached child task.

redpajama_set_name: RedPajamaStackExchange


Stunning and vibrant necklace comprising very large mookaite gemstone beads, interspersed with tiny ..
Floral Daisy Design - Size 180cm by 100cm- Worn as a scarf or a wrap- Soft printed poly fabric&..
It's 'Cat's City' in Aubergine Designs with all these beautiful cat scarves in stock! This scarf is ..


text:
Q: Probability of visiting all states at least once in N trials Assuming my world is made up of 100 distinct states such that:
$$S = (s1, s2, s3, ... s100)$$
Let's call the number of states 'K'.
And assuming that I perform N trials, wherein each trial I visit one of the states in S randomly, with replacement.
What is the probability that I visit all states at least once in N successive independent trials?
Here's what I have so far:
The probability of visiting all states at least once is the inverse of the probability of never visiting a particular state, for each state $s_i$.
$$P(S_{once}) = N * (1 - P(s_i))^{N}$$
However, the math shows I am wrong here. Assuming N = 200, In this example, this works out to:
$$P(S_{once}) = 200 * (1 - \frac{1}{100})^{200}$$
Clearly, this seems wrong. For one thing, the probability is greater than 1 at the end of this exercise. My guess is I am assuming some independence here which does not hold true. Can you help me come up with the right formula here, assuming there is one?
Update
I made an error in translating my words to formula:
The probability of visiting all states at least once is the inverse of the probability of never visiting a particular state, for each state $s_i$
This should be represented by the formula:
$$P(S_{once}) = K * (1 - P(s_i))^{N}$$
Answer
Thanks to the comments pointing me to the Coupon Collector problem, I have my answer now.
The number of trials T required to visit all K states is:
$$ T = K * \sum_{i=1}^K\frac{1}{i} $$
This is approximately equal to $K ln K$
Reference:https://www.youtube.com/watch?v=3mu47FWEuqA
Note: The video has a typo on the final formula, the summation is from 1 to K (not K-1).


New Japan Women's Association (NJWA) President Takada Kimiko held talks with All-China Women's Federation (ACWF) Vice President Zhao Shaohua on April 27 in Beijing.
Takada, who led a five-member NJWA delegation visiting China, explained the issues of peace, living conditions, and women's rights in Japan, as well as activities of her organization to defend them. She also spoke about NJWA members' creative actions in opposition to the Iraq war and the dispatch of the Self-Defense Forces to Iraq.
Zhao stated, "We express our respect for the NJWA's clear position. Let us firmly defend the banner of anti-war in cooperation with the world's women."


Lots of really pretty colors.
It's a Disney princess palette, but it doesn't look like plastic play makeup. It has a very classic look and feel to it.
Both trays pull out so it's easier to use.
Some of the colors sting when their fallout gets in my eyes. I don't usually experience that with Sephora-brand shadows.
Most of the colors don't apply true to pan color.
Some of the shades are too soft and dusty with poor payoff.
There's a fair amount of fading and color-changing with these, even when worn over a primer.
Overall, it's a decent quality palette with an interesting variety of colors. The blues and golds seem to fit the Cinderella theme, but I'm not so sure about all the browns, blacks and other neutrals. They don't seem very princess-y to me! This would make an awesome gift for someone who loves Disney and is into makeup, or someone who loves to collect palettes (like me!). The payoff and formula of the shadows isn't amazing, though, so if you're looking for a top quality, versatile, interesting and all-around awesome palette for daily use, I'd personally go with the Urban Decay Vice palette instead.
I would buy this just for the packaging- so pretty!
Oh wow, that is a beautiful palette, really interesting colour selection too!
I bought this last month and while the shadows swatched great, I had the same problems-couldn't get pan color on my eyes, fallout, the colors faded...I returned it. Ended up picking up the Urban Decay Vice Palette.
Wow, that packaging is so beautiful!
Interesting color picks from a pantone pallette. Like it though. Movie, so, so.


text:
Montgomery County accepts property for greenway
Jimmy Settle,
CLARKSVILLE, Tenn. – Montgomery County took an additional step Monday night toward extending its public greenway.
In formal session at the courthouse, county commissioners swiftly and unanimously voted to accept an 8.37-acre donated parcel from Aspire Clarksville for use as a greenway.
Privately funded Aspire Clarksville – a marketing arm of the Clarksville-Montgomery County Economic Development Council – purchased the tract of abandoned railroad bed overlooking the Cumberland River in southeast Montgomery County late last year.
Aspire notes that this parcel is being donated to the county "with the restrictions that the property be developed for use as a community greenway within 10 years of acceptance. If the county is unable to comply with both the use and time restrictions, the property will revert back to Aspire Clarksville Foundation ownership." There's been no indication yet of how soon such development might begin.
The acquisition could result in the development of about two-thirds-of-a-mile of scenic greenway, Aspire and EDC Executive Director Cal Wray said. The property's former owner was Michael Shanks, according to the deed.
"The Aspire property is on the southern end of the county and is a critical piece in the development of a greenway that would tie to Cheatham County's greenway and head back north and eventually connect to the (U.S. 41A) Bypass," County Mayor Jim Durrett said.
"With the addition of this property, there are only three more property owners between Cheatham County's greenway and Lock B Road that are not under governmental control. This will allow for the development of a greenway that will run from the southern end of Montgomery County and eventually connect back to the city limits of Clarksville along 41A Bypass," Durrett said.
Wray said in a letter to Durrett and County Chief of Staff Jeff Truitt that Aspire "believes that a mature greenway system in the Montgomery County area will help grow the economy through an increase in the citizens' quality of life."
Expanding local health and fitness opportunities, as well as community beautification, are key emphases of the ongoing greenway initiative.
"In recent years, Aspire investors have designated some of their campaign resources and solicited related grants to help develop our local greenway system," Wray said.
Aspire is additionally working with local government in the expansion of the Greenway Master Plan, a comprehensive strategy of connecting existing parks, Austin Peay State University, Fort Campbell, rural areas, and neighboring communities. "Such a plan can help focus stakeholder resources of time, finances, vision and more, toward a mature greenway system," Wray said.
Players in the process, in addition to city and county governments and the EDC, include Fort Campbell and the Clarksville-Montgomery County Community Health Foundation.
In other action
•Among other activity during Monday's 13-minute County Commission meeting, Durrett took a moment to publicly thank the Montgomery County Highway Department, Sheriff's Office, EMS, and Maintenance Department, for their roles in getting the community through the recent winter storms.
Durrett called attention to the Highway Department's exemplary handling of snow and ice removal from the more-than 700 miles of county roads.
•Also Monday, local resident and longtime community servant-leader Walter Head was recognized with a county proclamation for his service, which, among other things, included 30 years on the Montgomery County Election Commission – 24 of those years as chairman.
Jimmy Settle, 245-0247
Business editor
jimmysettle@theleafchronicle.com
Twitter: @settle_leaf


Daewoo kalo fuse box Bmw will notify owners and dealers will replace the positive battery cable connector with an improved version as well as secure the fuse box using a vibration safe method. The service work will be The lamps structure is made with thin delicate slivers of plywood connected by a flexible oled panel. With its soft light and delicate the unique shape reflects the random swelling of bread Vancouver need an adlake fuse box for a 1913 locomobile not many do because it was only used on locomobile cars for one year. But it was the only piece of the cars complex electrical system.
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New and used peugeot 108 car fuse box for sale when you send in your quote request youll be accessing our database of peugeot 108 car spares from breakers scrap yards and dismantlers across the uk..
It's possible to get or download caterpillar-wiring diagram from several websites. If you take a close look at the diagram you will observe the circuit includes the battery, relay, temperature sensor, wire, and a control, normally the engine control module. With an extensive collection of electronic symbols and components, it's been used among the most completed, easy and useful wiring diagram drawing program. Daewoo Kalo Fuse Box. The wiring diagram on the opposite hand is particularly beneficial to an outside electrician. Sometimes wiring diagram may also refer to the architectural wiring program. The simplest approach to read a home wiring diagram is to begin at the source, or the major power supply. Basically, the home wiring diagram is simply utilized to reveal the DIYer where the wires are.
In a parallel circuit, each unit is directly linked to the power supply, so each system gets the exact voltage. There are 3 basic sorts of standard light switches. The circuit needs to be checked with a volt tester whatsoever points. Daewoo Kalo Fuse Box. Each circuit displays a distinctive voltage condition. You are able to easily step up the voltage to the necessary level utilizing an inexpensive buck-boost transformer and steer clear of such issues. The voltage is the sum of electrical power produced by the battery. Be sure that the new fuse isn't blown, and carries the very same amperage.
The control box may have over three terminals. After you have the correct size box and have fed the cable to it, you're almost prepared to permit the wiring begin. Then there's also a fuse box that's for the body controls that is situated under the dash. Daewoo Kalo Fuse Box. You will find that every circuit has to have a load and every load has to have a power side and a ground side. Make certain that the transformer nameplate power is enough to supply the load that you're connecting.


FRANKFURT, Germany (AP) -- BMW AG is showing off the production model of its new i3 electric compact that uses carbon-fiber materials to keep the weight down and improve driving performance.
CEO Norbert Reithofer stressed at a New York unveiling that the car was designed as an electric from the ground up. The i3 is "born electric," he said.
The car goes on sale in November in Germany and other European markets starting at 34,950 euros ($46,000) and reaches the U.S., Japan and China next year.


The Missoula City-County Health Department has been keeping track of the rate of flu in Missoula and it looks like the numbers are starting to drop. Infectious Disease Specialist Pam Whitney explains.
According to Whitney, the number of cases started to slow down around the middle of last week.
Whitney says she can only report on the number of people who have gotten tested. She reported 29 cases in Missoula last week and thinks she will report 26 cases this week.


These are the five best video games ever made.
Just a side note: Multiplayer games are not taken into consideration for this. Has Mario Tennis given me tons of thrills? Yes. But with multiplayer games, the thrill comes more from the people you play with then the game itself. So this will focus just on the single player modes of games.
Why it's TOP 5: There are few games that actually evoke emotions in me when I play them. When I first started playing Resident Evil, I had this pit in my stomach. I was in this huge mansion with no clue where to go, only a few bullets, and this sinking feeling that I was about to get my neck chewed on by a zombie. I was nervous as I opened each new door, fearful of what horror lied behind it. Now I know I could just hit reset and I'd be fine. But I seriously got freaked out sometimes, and I'll admit, screamed twice throughout the game. And I don't scare easy at all believe me. It's a top notch game, that gives a memorable, and suspenseful experience.
Description: Let loose in Liberty City. Grab a gun, steal a car, and let the good times roll. Besides offering seventy plus missions, GTA 3 also boasts three insanely huge levels. You won't find a more over the limit game anywhere else.
Why it's TOP 5: Ok, here's the deal. In the 15 years that I've liked video games, never before have I ever spent eight straight hours playing one game, or playing any number of games for that matter. But GTA just sucked me right in. It's such a fun game. There's so much havoc to cause. This is such a close one with Sunshine. There's so much that Mario does right, that GTA doesn't offer in graphics, play control, and almost every important aspect of video games. But Mario has never made me scream out loud (beside out of frustration). When it comes to pure fun, it doesn't get better than GTA 3.
Description: Link must recover the Triforce from the clutches of the evil Gannondorf, but to do this, he must embark on a journey though time. This is the pinnacle game of the Nintendo 64.
Why it's TOP 5: There's never been a better Zelda game than this one. It was the best game on the best system ever, at least so far. PS2, GCN, and XBox still need to prove themselves with some titles that can overtake this one. The best adventure that you can get in a non-RPG game. And the suprise! – Maybe I'm the only fool who didn't figure it out, but when they revealed Sheik's identity, I flipped out! Didn't see it coming.
Description: Chrono and his band of friends set off on a journey through time to try and stop the "Day of Lavos" in which the world will be destroyed. This was the definitive game for Super Nintendo, and is still topping the charts today. Thankfully, Chrono and his team succeeded, because the world was supposed to end in 1999. Fortunately for us, we're all here several years later.
Why it's TOP 5: Such an amazing game! By far the best story ever for a video game. And the characters are incredible. It's nipping at the heels of the #1 game, but 16 bit can only do so much. If this game had the advantages of even the N64, it would be one spot higher. It just doesn't get much better than this.
Play Chrono Trigger on Your Computer!
Description: Young Vyse and his companions set out on a journey to become the best air pirates in history. Their quest ultimately leads them into conflict with the Valuan Empire, who seek to rule the world by harnessing the power of the Gigas. One of the biggest games ever, with so much to explore, tons of side quests, and all around great gameplay.
Why it's TOP 5: This is what Chrono Trigger would've been if it were made five years later. While the characters are not quite as good as Chrono's, nor is the story, they are still beyond excellent. The game brings an adventure like no other. There's tons of great side-quests in addition to the main plot. If the ship battles had been a little faster, and the fighting a little lass frequently, this game would be unbeatable, which it may already be.


At Brown, Christie & Green, our medical malpractice attorneys are well aware of the devastation that defective medical products can have on unsuspecting patients. That is why we believe that sharing the latest Dräger ventilator battery recall is so important. When medical products malfunction or are defective, their purpose in promoting health and safety can have the opposite effect and even be life threatening.
In September 2017, the U.S. Food and Drug Administration (FDA) issued a Class I recall for Dräger Evita V500 and Babylog VN500 ventilator battery power supply devices. According to the FDA report, the Dräger ventilator battery recall was issued after discovering a software issue with the PS500 battery power supply software, which can cause the ventilator to shutdown unexpectedly. Further, the software issue prevents the ventilator from sounding the five-minute warning alarm that the battery is getting low.
The PS500 battery power supplies are distributed widely across the United States, with an estimated 2,422 units included in the recall. These products are designed for breathing support for adults and children, including premature infants. The ventilators are used in hospitals, and also for transporting patients. Healthcare providers using the PS500 battery supply should immediately contact Dräger to find out how to repair or replace the defective product. Dräger also reportedly is providing users with troubleshooting tools in the meantime.
Medical devices like the Dräger ventilator battery are designed for use in patients considered to be in critical condition, or who require oxygen assistance in order to survive. The FDA warns that the unexpected PS500 shutdown could result in sudden oxygen deprivation resulting in serious injury, including brain injuries, or death. It is important that healthcare providers stay abreast of current recalls and take the necessary steps to protect their patients.
Just as product manufacturers are required to report defects and malfunctions and take appropriate action to protect consumers, healthcare providers are required to provide their patients with the best care possible. This includes maintaining equipment and ceasing to use defective or recalled equipment if possible. If a healthcare provider fails to address a defective product and the patient is injured, he or she may be able to take legal action.
If you have been injured by a defective medical product like the Dräger ventilator battery, and you believe that your injuries could have been prevented, contact Brown, Christie & Green to schedule a free consultation. Our medical malpractice attorneys can help you determine the best options for protecting your legal rights. Complete our online form to get started.


text:
Q: Drawing string diagrams using macros I am writing a paper which contains a lot of string diagrams from the type below. The problem is that many of them are complicated and it takes very much time to draw them from scratch. Is there a clever way how to draw them? Maybe using macros? Can anybody provide an example, please?

Thank you very much in advance!

A: If you have a lot of that kind of figures, then the knot package should be used.
The following is another suggestion. I draw by hand each curve and put some nodes in appropriate position. Code is explained itself (I hope!).

\documentclass[tikz,border=5mm]{standalone}
\begin{document}
\begin{tikzpicture}
\def\rcurv{(1,0)--++(90:1) arc(180:0:.5) arc(180:360:.5)--++(90:1)}
\draw \rcurv ;
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Eliot and Jill Lawson, brother and sister, perform as a violin and piano duo. The Lawsons also teach violin and piano at various universities in Belgium, Holland, Italy, and Portugal. This performance features Hindemith's final violin and piano sonata and Ysaye's La grand valse, for which the manuscript was recently discovered and premiered by the Lawson duo in Belgium, Portugal, and Italy. The Lawsons are followed by Golden Classical Music prize-winners' performances and an awards ceremony.


"The Woodward book has already been refuted and discredited by General (Secretary of Defense) James Mattis and General (Chief of Staff) John Kelly", Trump wrote.
Trump on his Twitter habits: Woodward recounts that after the messaging platform doubled its character count for a single tweet from 140 to 280, Trump told then-White House staff secretary Rob Porter, "It's a good thing, but it's a bit of a shame because I was the Ernest Hemingway of 140 characters".
The book says presidential aides snatched sensitive documents off his desk to keep him from making impulsive decisions. And he stressed that he didn't speak to Woodward.
"I never got a call". "I'm busy. But I don't mind talking to you".
President Donald Trump is decrying quotes and stories in an incendiary book by journalist Bob Woodward as "frauds, a con on the public". During the call, made in early August after the manuscript was completed, Trump says several times that he wished Woodward would have made more of an effort to interview him, saying he was never informed of the journalist's repeated attempts to reach out.
The book said Mr Trump's former lawyer in the Russia probe, John Dowd, doubted the president's ability to avoid perjuring himself should he be interviewed in special counsel Robert Mueller's investigation into Russian election interference and potential coordination with the Trump campaign.
"Don't testify", Dowd was quoted by Woodward as saying.
Dowd said he would not address every "inaccurate statement" attributed to him but did deny that he had called Trump a liar or that he would end up in an orange jumpsuit. "We're doing this in order to prevent World War Three", Mr Mattis said, according to the book. The book discusses a mock interview that attorneys conducted with Trump in which the president fared poorly and that lawyers re-enacted parts of that interview for Mueller himself.
Woodward recounts that Mattis - having had to explain to the president that the USA must keep forces in South Korea "to prevent World War III" - told colleagues Trump had the understanding of "a fifth- or sixth-grader", a 10- or 11-year-old child. National security advisers instead developed options for the airstrike that Trump ordered.
For example, according to the reports, former White House economic adviser Gary Cohn stole a letter off Trump's desk to keep him from formally withdrawing from the USA trade deal with South Korea. "I'm busy", Trump said.
Mr Dowd, who stepped down in January, resigned after holding a mock interview with Mr Trump as a practice session, the book says. "Big deal", Trump told Woodward, according to a transcript of a telephone call released by the Post. Wolff's book attracted attention with its vivid anecdotes but suffered from numerous factual inaccuracies.
The Washington Post on Tuesday published details from "Fear: Trump in the White House". Woodward sought through multiple White House officials and others close to Trump to secure an interview with him, to no avail.
Mr Woodward, who does not name his sources but apparently had extensive access to many White House insiders, describes some of Mr Trump's top aides and Cabinet members as having deep disdain for him.
The book from the Washington Post author is out September 11.
Trump has been increasingly critical of anonymous sources used by reporters covering his administration.


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The Department of National Defense presented the three suspects in the Davao City night market bombing who they arrested in Cotabato City on Thursday.
The three men were arrested as they attempted to evade a mobile checkpoint while riding on motorcycles without proper licence plates.
All three men are known members of the notorious gang Maute Group which has a close relationship with Abu Sayyaf.
Arrested were TJ Tagadaya Makabalang, Wendel Apostol Facturan, and Musalli Mustapha.
DND officials said the three men are directly associated with the September 2 bombing in Davao City and say they have solid pieces of evidence to prove they are the men who planned and implemented the bombing attack.
A report on the suspects showed they are part of a newly established cell of the Maute Group in the region of Cotabato City – the men are said to be trained by Jemaah Islamiyah operative, Zulkifli bin Hir, an Indonesian who used the alias of Marwan.
Marwan was killed in January of 2015 in Mamsapano, Maguindanao.
Officials said the three men were taught by Marwan and were all his former students. When Marwan was killed the three men took over making IEDs and spreading his propaganda.
Macabalang is said to be the person who detonated the improvised bomb, while Facturan was the one who placed the explosive. It was Mustapha who took a video of the incident using a cellular phone.
The cell phone used by Mustapha was recovered from the scene of the arrest.
The same phone also contained a short video showing Facturan with an ISIS flag and a photo showing a bomb manual.
Authorities believe that at least 10 others participated in the night market bombing.
Officially the three had a standing warrant of arrest in other criminal cases and were unofficially known to have been part of the Davao night market bombing – local media said otherwise, but the truth stands.
Recovered from the suspects at the time of their arrest were the known cell phone that gave authorities the lead to the Davao bombing – also recovered was a .45 cal. pistol, bomb making materials and a machine gun.
Police early Friday morning raided the home of TJ Macabalang's father, Teng Macabalang who was arrested in Cotabato City on virtue of a search warrant – recovered in that raid were assorted firearms, ammunition and bomb components.


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PICANTE Today – Hot News Today
Home Business Wire ACCO Brands Corporation Announces Participation in BofA Securities Leveraged Finance Conference
ACCO Brands Corporation Announces Participation in BofA Securities Leveraged Finance Conference
LAKE ZURICH, Ill.–(BUSINESS WIRE)–ACCO Brands Corporation (NYSE: ACCO) today announced that its management will participate in BofA's 2020 Leveraged Finance Virtual Conference. The company's presentation will be in the form of a fireside chat to be held on November 30 at 10:30 a.m. EST.
The fireside chat will be webcast and will be accessible through the Investor Relations section of www.accobrands.com or through the following link: http://www.veracast.com/webcasts/bofa/levfin2020/id58105254547.cfm. A webcast replay will be available within 24 hours of the live event and will expire on March 2, 2021.
About ACCO Brands Corporation
ACCO Brands Corporation (NYSE: ACCO) is one of the world's largest designers, marketers and manufacturers of branded academic, consumer and business products. Our widely recognized brands include Artline®, AT-A-GLANCE®, Barrilito®, Derwent®, Esselte®, Five Star®, Foroni®, GBC®, Hilroy®, Kensington®, Leitz®, Mead®, Quartet®, Rapid®, Rexel®, Swingline®, Tilibra®, Wilson Jones® and many others. Our products are sold in more than 100 countries around the world. More information about ACCO Brands, the Home of Great Brands Built by Great People, can be found at www.accobrands.com.
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Minor girl on way to tuition classes gang-raped and killed in Jharkhand's Dumka
India, Ranchi October 16, 2020October 16, 2020
Ranchi: A minor girl was gang-raped and killed in Jharkhand's second capital Dumka on Friday, the second such incident in the Santhal Pargana region of the state in the past one week.
According to the police, a 12-year-old girl was allegedly gang-raped and murdered in Thadi village under the Ramgarh police station in Dumka district on Friday.
The girl had gone to attend her tuition classes on her bicycle. After she did not return home for a lone time, her family members launched a search operation and found the bicycle on the roadside. Soon after they discovered her body from inside a bush by the roadside. The police later recovered a few condoms from near the body.
The police suspect that the girl was first gang-raped and then killed. The body has been sent for post-mortem.
The police have launched a search operation to nab the culprits.
On October 9, a minor girl was gang-raped by five boys in Jharkhand's Sahebganj district. The miscreants left the body of the girl on the roof of her house. Initially the police tried to hush up the case and suggested to settle the matter at the village panchayat level.
The family members were pressurised and the body was cremated.
After the issue was highlighted by the local media, four accused persons were arrested on October 12. The body of the minor girl was exhumed on October 13 for medical examination, which confirmed gang-rape.
(Except for the headline the story has not been edited by EP Web Desk)
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Dumka, Jharkhand
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Home » Minor girl on way to tuition classes gang-raped and killed in Jharkhand's Dumka


We're giving away an ultra-luxe, winter-sun trip to Oman, including full-board accommodation at the Anantara Al Jabal Al Akhdar Resort and flights from London. Set in the mountains a two-hour drive from Muscat, this is one of the highest resorts in the world, at 6,500 feet above sea level, with sweeping views of the surrounding desert landscapes.
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