text:
Q: c# Intersection and Union not working correctly I am using C# 4.0 in VS 2010 and trying to produce either an intersection or a union of n sets of objects.
The following works correctly:
IEnumerable<String> t1 = new List<string>() { "one", "two", "three" };
IEnumerable<String> t2 = new List<string>() { "three", "four", "five" };

List<String> tInt = t1.Intersect(t2).ToList<String>();
List<String> tUnion = t1.Union(t2).ToList<String>();
//  this also works
t1 = t1.Union(t2);
//  as does this (but not at the same time!)
t1 = t1.Intersect(t2);

However, the following doesn't. These are code snippets.
My class is:
 public class ICD10
{
    public string ICD10Code { get; set; }
    public string ICD10CodeSearchTitle { get; set; }
}

In the following:
IEnumerable<ICD10Codes> codes = Enumerable.Empty<ICD10Codes>();
IEnumerable<ICD10Codes> codesTemp;
List<List<String>> terms;
//  I create terms here ----
// and then ...
foreach (List<string> item in terms)
{
    //  the following line produces the correct results
    codesTemp = dataContextCommonCodes.ICD10Codes.Where(e => item.Any(k => e.ICD10CodeSearchTitle.Contains(k)));

    if (codes.Count() == 0)
    {
        codes = codesTemp;
    }
    else if (intersectionRequired)
    {
        codes = codes.Intersect(codesTemp, new ICD10Comparer());
    }
    else
    {
        codes = codes.Union(codesTemp, new ICD10Comparer());
    }
}
return codes;

The above only ever returns the results of the last item searched.
I also added my own comparer just in case, but this made no difference:
public class ICD10Comparer : IEqualityComparer<ICD10Codes>
{
    public bool Equals(ICD10Codes Code1, ICD10Codes Code2)
    {
        if (Code1.ICD10Code == Code2.ICD10Code) { return true; }
        return false;
    }
    public int GetHashCode(ICD10Codes Code1)
    {
        return Code1.ICD10Code.GetHashCode();
    }
}

I am certain I am overlooking something obvious - I just cannot see what it is!

A: This code:  return codes;  returns a deferred enumerable.  None of the queries have been executed to fill the set.  Some queries get executed each time through the loop to make a Count though.
This deferred execution is a problem because of the closure issue... at the return, item is bound to the last loop execution.
Resolve this by forcing the queries to execute in each loop execution:
if (codes.Count() == 0)
{
    codes = codesTemp.ToList();
}
else if (intersectionRequired)
{
    codes = codes.Intersect(codesTemp, new ICD10Comparer()).ToList();
}
else
{
    codes = codes.Union(codesTemp, new ICD10Comparer()).ToList();
}

A: if you are using an own comparer, you should take a look at the correct implementation of the GetHashCode function. the linq operators use this comparison too. you can take a look here:
http://msdn.microsoft.com/en-us/library/system.object.gethashcode(v=vs.80).aspx
you could try changing the hash function to "return 0", to see if it is the problem. ICD10Code.GetHashCode will return perhaps different values if it is a class object

A: Your problem definitely is not connect to Intersect or Union LINQ extension methods. I've just tested following:
var t1 = new List<ICD10>()
    {
        new ICD10() { ICD10Code = "123" },
        new ICD10() { ICD10Code = "234" },
        new ICD10() { ICD10Code = "345" }
    };
var t2 = new List<ICD10>()
    {
        new ICD10() { ICD10Code = "234" },
        new ICD10() { ICD10Code = "456" }
    };

// returns list with just one element - the one with ICF10Code == "234"
var results = t1.Intersect(t2, new ICD10Comparer()).ToList();

// return list with 4 elements
var results2 = t1.Union(t2, new ICD10Comparer()).ToList();

Using your ICD10 and ICD10Comparer classes declarations. Everything works just fine! You have to search for bug in your custom code, because LINQ works just fine.

redpajama_set_name: RedPajamaStackExchange


It began as a rumour, someone was going to attempt to cross the River Lagan unharnessed on a slackline, and yesterday that rumour became reality as the King of Slack Dennis Schaper crossed the waters in a feat that is sure to become a legendary tale.
überdog magazine (and a few unsuspecting cows) were there to witness the event which took the experienced challenger several attempts to conquer. What we want to know now is what's next for Dennis the fearless spiderman?


text:
The number one projector manufacturer in the world is already on 3rd gen AR glasses @epson
February 2, 2018 · Leave a comment ·
Super happy to see our Buddies at Epson Moverio getting so much positive attention. We've seen this product evolve over the years and it just keeps getting better. This team is unstoppable.
https://www.forbes.com/sites/johnkoetsier/2018/02/01/500k-people-have-used-these-augmented-reality-smartglasses-that-youve-never-heard-of/#4de2322e6a31
If you think about augmented reality beyond the smartphone, you're probably thinking about something like Microsoft's Hololens, or the Meta 2, or the much-hyped Magic Leap One. You might also think about smartglasses like Google Glass or the Vuzix Blade, or sports-focused products such as the Raptor, by Everysight.
You probably aren't thinking of Epson.
Epson Moverio smartglasses
However, the company not only makes a smartglasses product, it has released functioning products that have been used by half a million people. And it's set to vastly expand that number in the very near future.
"There are more people that visit museums in the U.S. than go to all sports events combined," ARtGlass CEO Greg Werkheiser told me at the Consumer Electronics Show earlier this year. "It's a huge and competitive market."
Werkheiser is referencing museums because that's one of the key places where Epson has been delivering its augmented reality hardware: the Moverio AR platform, now in its third generation.
"We are the number one projector manufacturer in the world," Epson's head of augmented reality, Anna Jen, told me. "There are two mini projectors in each side of our smart glasses, and we have patents from the mid-1980's on projectors being used as wearable glasses."
If you've flown a drone with DJI's first-person-view glasses, you've used Epson's projectors inches from your eyes. If you've gone to a museum in Europe with an augmented audio/video tour adding detail, color, and history to the artifacts, you've used the company's projectors as well.
Now ARtGlass CEO Werkheiser is bringing the technology to the U.S.
"After more than 500,000 actual users — 500,000 more than anyone else — we're announcing our first iconic sites in the U.S.," he told me. "You'll be able to go to George Washinton's house, stand where he stood, and a hologram of George Washington will welcome you."
86 million people have visited Washington's home since 1860, a Mount Vernon representative said.
Few have had the luxury of "meeting" Washington personally, however.
I tried the Moverio third-gen platform personally and was impressed with the weight (or lack thereof), the comfort, and the quality of the images that the smartglasses project into your eyeballs. Most head-mounted AR solutions I've tried, including a few at this year's CES, have weak, limited color, hard-to-focus images that the device attempts to overlay onto your field of vision, and an uncomfortable reading position in the corner of your field of view.
Monocular, or single eye versions like the Google Glass, were particularly challenging for me.
"Monocular solutions have all kinds of problems," Epson's Jen told me when I asked her about them. "Reverse imaging is one of them … and also, most people are either right eye or left eye dominant … so big headaches could be coming your way if it's on the wrong eye."
Reverse imaging is exactly the problem I had with one of the monocular sport-oriented smartglasses products at CES.
Using the products at museums is a smart way to introduce a product into the market and get feedback about its shortcomings as well as its successes, which is where ARtGlass comes in. It's also good business for cultural sites, which have a new experience to offer.
"People are staying 100% longer at exhibits now," says Werkheiser, who cover the cost of content creation for museums and then collects a percentage of the rental income. "It's a competitive market … if you go in Washington, DC, and see the same thing again and again, the incentive to bring people back is low. So there's an increase in demand for differentiators."
The actual devices have a battery life of four to six hours, which is good for a light, head-mounted device, and a 23-degree field of view. That's not huge, but it is enough to get a large, full-color, very clear video or image.
It's a trade-off, Epson's Jen explains, saying that a wider field of view requires heavier optics and more battery life. Epson retails them for $799, but a commercial version with more capabilities will run buyers $1,399.
The augmented reality tours begin today at Highland, the historic home of President James Monroe, while the George Washington AR tours will launch in the spring.
John Koetsier is a journalist, analyst, and speaker. He analyzes and forecasts mobile trends for TUNE. Follow him on Twitter or connect on LinkedIn.

redpajama_set_name: RedPajamaCommonCrawl


What a lucky region! On one side you have the safety of the calm bayside beaches while running down the southern coast are numerous surf beaches. Nestled in between are some of the country's best golf courses and the cool maritime climate wineries of the Mornington Peninsula.
My favourite Pinots come from here, and although Pinot Noir is king, you will discover fantastic Chardonnay, Pinot Gris/Grigio, and Sauvignon Blanc with Shiraz making some inroads.
There are plenty of great restaurants at many of the wineries and though the above wines dominate, there are other wine styles and grape varieties that will grab your attention.


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text:
Opinion Analysis
Children need the most help in Haiti
Lessons must be learned from mistakes made in the wake of the tsunami, writes David Dalton, CEO of Plan Ireland
February 14 2010 5:00 AM
Six years on from the Asian tsunami, Mother Nature has shown once again just how devastatingly powerful she is. On January 12, in less time than it takes to boil a kettle, Port-au-Prince and a wide surrounding area were reduced to rubble.
https://www.independent.ie/opinion/analysis/children-need-the-most-help-in-haiti-26632131.html
When the dust settled, Haiti's young population -- half of them are aged 18 or younger, and 300,000 of them were already orphans -- began to take stock of their situation and it was just about as bad as it could get.
As survivors dug with bare hands to recover others, humanitarian organisations around the world swung into action, just as they did in 2004.
The response to the tsunami was huge, but fragmented. Hundreds of charities and NGOs rushed to do what they could but, because they lacked any real co-ordination, sometimes their work was duplicated and possibly even counter-productive.
What was lacking was long-term thinking. For example, many houses built hurriedly as emergency shelters had to be torn down and rebuilt some months later because they were not suitable for permanent homes or they had been built on private property.
Of course, most of the assistance was professionally delivered and hundreds of thousands of people received the humanitarian assistance they needed, but it is essential to learn from mistakes that were made and not to replicate them in Haiti or elsewhere.
To this end, the United Nations devised a programme called the Cluster System to co-ordinate relief efforts, to eliminate confusion and prevent duplication of efforts among the various agencies and NGOs. This system worked quite well when it was used in Pakistan, Gaza and in the Philippines' flooding last year, but Haiti is its biggest test to date.
If the cluster system is successful and relief groups work well together in Haiti, it will make the response to the Haitian earthquake more efficient and result in a more sustainable outcome for local people, giving them something on which to build their future.
Plan is part of a child protection cluster in Haiti where it is working with the UN, like- minded agencies and the government to protect children. All unaccompanied, separated and orphaned children are registered and every effort is being made to provide them with their essential needs. Agencies will then strive to trace a child's family so they can be reunited.
Experts say that physical recovery in Haiti is likely to take a minimum of three to five years. There's no knowing how long it will take for survivors, especially children, to recover from the psychological and emotional wounds they have received.
It must never be forgotten that most of the life-saving and recovery work done in the wake of disasters is done by local people themselves. The most important people in this situation are the Haitian people. They must be consulted on what way they see their future.
A return to normality is probably not what they want, because normality for the vast majority of them consisted of hard, poverty-stricken lives lived out in squalid conditions and with little realistic hope of ever seeing any improvement.
If the massive aid programme is managed correctly it could mean for the survivors that the terrible quake, although dreadfully painful and traumatic, could in the long run prove to be the nadir from which their country gradually climbed. This could, in fact, be an opportunity.
At the moment, though, people are hurting and in need of assistance. As is always the case, children are particularly vulnerable. Many thousands of them were left homeless and alone or seeking siblings, parents and other family members.
The recent incident in which a group of seemingly well-meaning but badly misguided people were arrested as they tried to move 30 or so children across the border into the Dominican Republic, en route to adoptive homes in the US, just goes to show how vulnerable children on the streets can be.
Luckily they were intercepted but how many others have gone unnoticed in the chaos? Many child-trafficking gangs, who operate wherever extreme poverty reduces the price of a child's life enough for them to make a profit, would not have such benign intentions.
It is hugely important that any response by the international community to disasters must have child protection as one of its most important elements. Staff at Plan's programmes in Haiti realised this and quickly established child-safe zones amid the rubble.
In these zones, children can get together, play games or just hang out. This not only gives them a break from the misery all around them but also gives them something else to focus on.
Far from removing children to unfamiliar surroundings to live among people they don't know, it is vital, both for their own personal development and for that of the community of which they are members, that they be cared for within and alongside other members of that community.
Another aspect of this is that children and young people need to feel that they belong and that they have a role to play. Many local teenagers and students have volunteered to help Plan with its relief work in Port-au-Prince and Jacmel. Giving them a role not only gets them off the streets but also gives them a sense of pride.
Plan has worked in Haiti for 37 years and has 46,900 children sponsored there -- more than 200 of them sponsored by people living in Ireland. Sponsorship allows Plan and its local partners, communities and beneficiaries to work together to rebuild homes, villages and lives.
Plan is distributing 18,000 meals a day, has distributed over 4,000 tents and 6,000 family survival kits and created safe spaces for children where, through organised games, it can interact and offer counselling where it is needed. There is so much more to do and your help is needed now.
For more information on Plan Ireland see plan.ie or call freephone 1800 829 829.
Sunday Independent
Eilish O'Regan: 'New contract could result in smaller waiting lists for public patients'
Eilish O'Regan A permanent, pensionable job as a hospital consultant, with a salary of €252,150? Sounds good to me.
John Downing: 'Time has come to 'put manners on' a sector which affects all our lives'
John Downing The short-term remedy to help soften the insurance burden of crèche and childcare operators will be welcomed by fretful hard-working young parents. It hopefully will mean that their children will get...
Eoghan Harris: 'Talks vindicate Micheal Martin's calls for bilateral backchannels'
Eoghan Harris Five million people in the Irish Republic have reason to rejoice that London and Dublin are talking directly to each other again - as Micheal Martin has long advocated.
Sarah Caden: 'Life in Canada might not be as quiet as Harry had hoped'
Jimmy Guerin: 'Internment is the only cure for the cancer in our communities'
Our country is constantly in the grip of one...
John Downing: Party strategists must grasp nettle of who they should highlight - and who they should hide'
Billy Keane: 'Dad was right when he made me promise never to go into politics - it's the dirtiest game of them all'
Brendan O'Connor: My nightmare home in the sun
Yvonne Hogan: 'Society imposes a time limit on how long a woman can publicly grieve a miscarriage'
Frank Coughlan: 'An election will always get my vote'


text:
I COULD TELL YOU WHY GHOST IN THE SHELL ISN'T DOING SO WELL, AND ITS NOT JUST WHITE WASHING
1. THE NUDE SUIT MAKES WOMEN GO 'NO THANKS'
It used to be common wisdom that marketing to women was financial suicide, and that if you had two women passing the Betchdel then the testes of all the men in the audience would shrivel and die as they wept in the corner, disgusted and horrified by the revelation that women might be people.
But who knew? Apparently men (well the majority, anyway) aren't crazed mysogynists, and appealing to the other 50% of the population is profitable. Look at the explosive success of both Frozen and Beauty and The Beast. It should have been obvious that if you've got a female lead film with a popular actress, then female audiences should be part of your target demographic. But they alienated them with that stupid naked, fetishistic suit which made no sense whatsoever.
The original Ghost In The Shell movies is a classic, but that naked suit was ridiculous then and the one thing that SHOULD have been thrown to the wayside.
2. IT FORGOT TO TELL A COMPELLING STORY
I've read a lot of reviews for this film.While there are plenty of fans upset by the arse f@cking alterisations this classic recieved, and plenty of others upset by the white washing, there are lots of new viewers who care about neither issue that were just bored.
If you a film's got an inheritely crowd pleasing idea like sexy vampires or superheroes pummeling each other, then it can get away with lackluster storytelling with the right marketing. GITS didn't have that luxury, so bottom line is that it needed to be a good movie to make an impression, and this just didn't cut it.
3. IT KICKED FANS OF THE ORIGINAL IN THE FACE
This was a big problem. It transformed a thoughtful, philosophical sci fi film which asked a lot of deep questions about identity, what makes a person 'them', or even 'male' or 'female' if the physical form is easily discarded- into a generic revenge flick against a Big Mean corporation. It bears more in common with Neuromancer and its heroine Molly Millions than it did to GITS and the goddamned Major.
The only things thing they did to make it connect to the franchise is to include a few cyberpunk elements, recreate a few scenes devoid of the meaning or context of the original, and kept the stupid naked suit. It bore so little resemblence to the spirit of the original, that there was no reason to even make it part of the franchise in the first place.
4. IT MARKED A CYBERPUNK FILM IN 2016
This would have done well during Disney's Renaissance, but the audience has moved on
Yeah, timeliness and marketing are everything. Look at Princess and The Frog for instance. Although it had a good story (albeit not an excellent one), it didn't do as well because it was released at a time when computer animation was in and handrawn animation was being relegated to the small screen. Sure, it cashed in on nostalgia for older viewers, but a nostalgic Disney film isn't going to appeal to the kids.
This film makes the same error; it looks and feels like Blade Runner. But cyberpunk is a very 90s genre, when we still had no clue what cyberspace was or what the internet were going to turn out like. Giving a film an aesthetic that had its heydey decades ago while bringing nothing new to the table is not a good marketing move.
5. DID YOU NOT SEE THE #OSCARSSOWHITE?
Look, whitewashing has been an extremely contentious issue recently. While most audiences genuinely don't care that much about whitewashing, the fact is that it is a big hot button issue. So of course, when media outlets that would usually provide free publicity ask questions, they're all going to centre around that issue . As a result, the only thing people were hearing about the film was its white washing, and that certainly isn't endearing.
Writers, if you REALLY believed that a non white actress doesn't hold 'mass market appeal', then you could have avoided all this by just creating your own robot film– or derived it from a Western franchise like The Bionic Woman or Terminator.If you did that you could even pretend to be progressive without putting in any work. You'd already get points for having a female action lead.
All you'd need to do from there is include a token Asian and have someone like your now Not!Batou make a very ambiguous statement about his sexuality and voila! You're now progressive! (actually, he's tool masculine, that tends to upset people because there has never been a manly gay man ever. Make that Not!Togusa)
But speaking of existing franchises, we also have this problem.
6. PEOPLE ARE GETTING EXHAUSTED WITH ENDLESS SEQUELS AND REBOOTS
Creativity, creativity, why have you forsaken thee
Disney are getting away with it (for now) because their reboots are a visually interesting and manage to at least be passable. But overall, the audience is getting tired of reboots. So releasing a film that is (a) mediocre in terms of storytelling (b) unfaithful to the spirit of the source material (c) manages to repel women in spite of being female lead and (d) has a controversy that dominates the talk of the film… you've got a box office bomb on your hands.
And that, my friends, is why GITS tanked.
Posted in UncategorizedTagged anime, Beauty and the Beast, cinema, Cyberpunk, Disney, female lead, ghost in the shell, Hollywood, manga, movies, pop culture, Princess and The Frog, reboots, scarlet jo, Star Wars, whitewashingLeave a comment
WHY PEOPLE HATE FEMALE MARY SUES MORE THAN GARY STUS
Posted on November 9, 2016 November 6, 2016 by dragonslayingprincess
'Such a Mary Sue'- we see that insult hurled all the time at female characters. Sometimes it's due to mysogyny/ internalised mysogyny, but often there's another reason. There's something fundamentally different about the way a lot of female protagonists in an action/ fantasy setting are written when compared with male characters.
Mary Sue is a term that has been really hard to pin down- in part because it's supposed to be a criticism of original fanfic characters not characters in original works(though with the likes of Fifty Shades Of Grey and The Mortal Instruments). I think when people say 'Mary Sue', what they really mean is really a fanfic term, 'author insert fantasy'- where we're not really seeing a real, believable character with flaws, talents and a believable reason to be the hero, but a
Yet, pretty much the majority of fiction can be described as this in some way, especially the 'geeky guy who nobody likes saves the day' stories (which I now am beginning to loathe), so why is it that
Some of it is due to sexism- no doubt about that (see Men's Rights Activists throwing tantrums who spend all their time whining about increased female representation rather than doing something about important issues that they claim to care about like the male suicide rate). Some of it is internalised sexism- you hear this criticism from girls with depressing regularity when all a heroine did was be really competent. But some of it is to do with a legitimate reason- female protagonists are more likely to be granted special status without actually doing anything to do it.
Is a ditzy school girl, has a whole host of more competent friends, and yet is the Moon Princess, chosen one and has an eternally devoted boyfriend. Yet Usagi never seems to draw the Mary Sue criticism
Although that criticism is sometimes directed at heroines like Rey, who's a strong,capable action heroine who DOES a lot of stuff, not as many people criticize characters like Hermione, Katniss, Arya , Toph Bei Fong, Daenerys, Buffy, or Wonder Woman. Hell, a lot of people think Hermione's so much cooler than Harry and I've heard the Gary Stu criticism being leveled at Harry far more than Hermione. The characters who receive the criticism are people like Bella Swann from Twilight or Clary from Mortal Instruments or Kairi from Kingdom Hearts.
And what do they all have in common? What is different about them compared to James Bond or Batman or Sora (apart from quality of writing?) Well, all those Male characters are special BECAUSE of their skill and prowess, while these women are deemed special IRRESPECTIVE (and often IN SPITE OF) of any actual skill or prowess shown. And that does not a compelling character make.
Everyone follows Clary in spite of her poor decision making skills, everyone loves Bella Swann for REASONS (special blood I guess) and while Sora had to earn his special status, Kairi is special in spite of getting kidnapped relentlessly and achieving nothing, because she is pretty, nice and has special pure princess powers . People follow Rick from Walking Dead because he's a good leader, like Luke Skywalker because he becomes a powerful Jedi, admire Superman because he's saved Metropolis on many occasions. And Batman? Well, why do we like you , Bruce?
I understand why the Princess characters like Kairi ended up that way (male writers, archetypical princess fantasy, plus she's nothing more than a pretty plot device to motivate Sora), but a lot of these female wish fulfillment fantasies are written by women too, so why do we end up with these type of author inserts?
Well, a lot of these wish fulfillment involve fantasizing about fulfilling (and surpassing) societies expectations of what makes the ultimate Successful Person. And society has very different standards for success in men and women. This can be summed up as 'Men Do, Women Are.' And this is how these standards shape male and female heroes:
As funny as Po is, he is the most rage inducing Gary Stu and audience wish fulfillment character I've ever seen
For men, a man is judged in society for what he DOES. He has to compete with other men and PROVE he's top dog if he's to be of any value. Is he rich, successful, a great fighter, able to attract that hot girlfriend that all his friends want to bang? If he isn't any of these things- if he doesn't have a job, can't fight, isn't a provider, not tough, then he isn't a 'real man'. This is pretty harsh and a double edged sword; on the one hand this can lead to depression and resentment in those who can't reach those sky high standards of masculinity, but on the other hand pushes them on to achieve things.
So a male character has to prove his worth to the story to be vital. A male author insert/ wish fulfillment has to EARN his esteem to be valuable, and the typical hero's journey reflects that. With the nerdy guy who starts out a zero but becomes a hero (think Luke Sky Walker, Shia LaBouf in transformers, that kid from How To Train Your Dragon ), he has to grow and save the world or do something worthwhile before he gains esteem.
The already successful Asshole Hero (your House, your Tony Starks, to a lesser degree Wallander), is already the Alpha Male, and he proves his worth by all of the cool shit he does and his brilliant plans. The flaws he has to overcome are usually personal, and involve Dark Tragic Backstory or an alcohol problem etc.
THE PRINCESS'… UM, SPECIALNESS
Now, success is a very different matter for women. Time and time again, we see that in spite of her achievements, a woman's reduced to who her boyfriend is and what she looks like. Her most important attributes are (1) beauty- which although make up and gym help, either you're born with beauty or you're not, and are fairly passive traits and (2) being desired by a good man, which is mainly about looks, and (3) being nice and accommodating, and definitely not 'a bitch'.
Sure, these women are often expected to have some kind of attainments. A woman should get great grades at school or get a good job, but she's not really expected to go on and DO anything incredible with that, unlike her male counterparts. She's meant to be smart, but at the end of the day her most important job is being a wife and mother, and finding an impossible medium between being an EVIL FEMINAZI CAREER WOMEN WHO ABANDONS HER KIDS AND ARE SELFISH, and being JUST A HOME MAKER WHO IS PATHETIC AND TERRIBLE BECAUSE ALL SHE DOES IS COOK AND CLEAN AND SPEND HER MAN'S MONEY!
And how do these low and contradictory expectations reflect itself in fiction? It means a lot of these female wish fulfillments don't go through these Hero's Journeys or have to earn their worth. They are special because they're just really, really pretty; they are special because they're princesses; because they've got special blood; because they're the only female X; they're the chosen one; their specialness makes them the most popular girl in school. Their most important victory is being desired by the male lead, not saving the day. Her skill, talent, intelligence are a nice extra, sure, but not the main event.
WOULD YOU WANT TO RELATE TO THESE WOMEN?
And as such, these are REALLY frustrating characters for both men and women to read about. No man can relate to that, and lots of women don't want to fantasize about these passive, uninspiring characters.This also makes for less compelling story telling, because it means she doesn't go through a hero's journey or earn her success. She doesn't do anything great (and when she does it's not the point).
So what is the take away of all this? Well, I guess there's nothing wrong with having these fantasies- on the same token as the host of male harem leads in anime. But these are not great characters, and we shouldn't expect them to have the appeal to all people the same way that these male harem leads will not appeal to a female audience; but I think we need more engaging characters.
I think we need more Katnisses, who endures and deals with loss and PTSD in a realistic way; more Batgirls and Ms Marvels, who struggles to get stronger and who's strong will, determination and kindness (as well as her intellect) get her through; more Granny Weatherwaxes, who are talented and who's pragmatism is more helpful than her magic. Also, more Harley Quinn- just because she's awesome and basically crazy clown female Deadpool.
We should have less Bellas, less Clarys, less characters who are special because she's a princess or the only female x, and more characters who are valued for their skill, which they prove through the course of the action.
Posted in UncategorizedTagged anime, attack on titan, Batman, Daenerys, gary stu, literature, mary sue, mary sue definition, reading, sailor moon, screenplay, Star Wars, tv, Twilight, women in fantasy, women in graphic novels, women in media, writing, writing tropes4 Comments
STAR WARS: THE FORCE AWAKENS- movie review
Posted on December 24, 2015 February 21, 2016 by dragonslayingprincess
I liked The Force Awakens, and why wouldn't I? I enjoyed A New Hope and this is the exact same film. I mean, exactly the same. Think I'm exaggerating? Well, lets have a look at the plot.
An evil empire (the New Order which is exactly the same as the Empire) has taken over the galaxy. A rebel with important plans to defeat the Empire is captured by a guy in an ominous cape who serves an evil overlord; he then sends the plan away in a droid that crashes on a desert planet. In a very dubious plot point, the droid then falls into the hands of our force sensitive main character (what a coincidence!), who meets a cool badass old man who takes her on an adventure.
The biggest differences between this and A New Hope are that BB8 is much cuter than R2 D2, girls can get in on the light-saber action too, black people exist and the masked villain doesn't wait for a bad prequel series to become a whiny brat. It's brain off, cool fight scenes on and I enjoyed the action sequences and there wasn't one minute of its run time when I wasn't engaged. Unlike the train wreck that was The Phantom Menace, JJ Abrams did not over rely on special effects to make his film engaging, and the Star Wars world looks and feels quite natural. Continue reading STAR WARS: THE FORCE AWAKENS- movie review
Posted in UncategorizedTagged A New Hope, Emo Kylo Ren, Finn, General Leia, Han Solo, Kylo Ren, Luke Skywalker, Millenium Falcon, Obi Wan, Padme, Princess Leia, Rey, Science fiction, Space Opera, Star Wars, strong female lead, The Force Awakens, The Phantom MenaceLeave a comment


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caltech letters
Aida Behmard is a Planetary Science graduate student studying the physical and chemical conditions of planetary formation. She has a cat named Interstellar Medium ("Izzy").
Feynman, Harassment, and the Culture of Science
Viewpoint articles are a vehicle for members of the Caltech community to express their opinions on issues surrounding the interface of science and society. The views expressed here do not necessarily reflect the views of Caltech or the editorial board of Caltech Letters. Please see our disclaimer.
Content note: this article contains discussion of sexual harassment.
When family friends heard that I wanted to be a physicist, I was gifted not one but two copies of "Surely You're Joking, Mr. Feynman!": (Adventures of a Curious Character). Mainly autobiographical, Surely You're Joking is a collection of anecdotes from the physicist Richard Feynman that span his youth, work on the Manhattan project, and experiences as a Caltech professor in the 60's and 70's, at which point he was well-established as one of the greatest minds of the 20th century.
At 15, when I received the books, I was nerdy and deeply committed to a vision of becoming a great scientist. Feynman was certainly great. His contributions to physics cannot be overstated—they were nothing less than transformative to the field. I believed that his writings would be a window into the mind of an indisputable genius, and provide guidance on how to develop an objective and ethical mindset in the true spirit of science. Because after all, doesn't vast knowledge translate to wisdom?
Surely You're Joking doesn't go into much detail on Feynman's extensions to quantum electrodynamics or quark theory. Instead, he recounts becoming a radio repairman at age 12, wisecracking his way through the required humanities courses at MIT, and picking the locks on safes containing atomic secrets at the Los Alamos Manhattan project site. There are also anecdotes about frat brothers teaching him how to pick up girls, impressing women with his bongo drum skills, and hitting on the visiting wives and sisters of his peers in graduate school.
I read with growing unease to the book's halfway point, where Feynman describes his frustrations with the girls at an Albuquerque nightclub near Los Alamos1:
I adopted the attitude that those bar girls are all bitches, that they aren't worth anything, and all they're in there for is to get you to buy them a drink, and they're not going to give you a goddamn thing; I'm not going to be a gentleman to such worthless bitches, and so on. I learned it till it was automatic.
I was shocked, but still found it hard to condemn my hero. Besides, Feynman is considered the ultimate offbeat, free-wheeling physicist, judged as eccentric and often rude by his colleagues; his behavior towards women, I reasoned, must be a weird one-off—there's no way it can be prevalent in the scientific community today.
I maintained this false optimism until I was sexually harassed during my first research internship at the National Optical Astronomy Observatory (NOAO). I arrived eager to apply my college physics courses to the task at hand—searching for supermassive black holes surrounded by bright halos of matter known as active galactic nuclei. The research was fascinating, but I had to contend with something else. Over the summer, the staff scientist appointed as our program director conducted a careful campaign of isolating the female students in the program—getting us alone within the research facility and on trips to telescope observatories in remote locations—to solicit inappropriate and unwanted physical contact. He would enter our lab space and disturb our work with long sermons on his connections to illustrious institutions like Caltech, heavily dropping hints that he could put in a good word when we applied to graduate school if we impressed him. Once, on the pretense of looking at another intern's code on her computer screen, I witnessed him lean towards her and rest his head on her shoulder for several minutes. This is one of the milder incidents of harassment we dealt with, but I am not comfortable recounting anything more explicit.
At the end of the internship I spoke with the other female students about what we had experienced. We all agreed that if this treatment of women was standard for physics and astronomy, we would search for jobs outside of science. This kind of harassment often forces women out of academia.
I am now a planetary science graduate student at Caltech where I research exoplanets—planets outside our Solar System that orbit stars other than the sun. But though my work has strayed from pure physics, Feynman's presence is inescapable no matter what you study here. His books grace the shelves of my professors and his likeness is displayed in the form of countless statues, murals, and posters across campus. For over two years, I received weekly emails advertising "The Mind's Eye: Richard Feynman in Word and Image," a Caltech Archives exhibition of his lecture notes and visual materials celebrating 100 years since his birth. The student meal plan was named after him. And among the alumni and students, he has achieved cult-level adoration—at Caltech, Feynman is undeniably a giant.
Bas-relief celebrating Richard Feynman displayed above an entrance to Dabney Hall, an undergraduate residence at Caltech.
Either I had misjudged Feynman, or others weren't judging him enough. I borrowed a copy of Surely You're Joking from the Caltech library (there are 11 available) to investigate. In my second reading, I learned that Feynman enjoyed doing research at topless bars near Caltech, where he also picked up a habit of drawing nude portraits of women.1 Many of his later nude models were his students.1 I also learned that when he was a professor at Cornell, he regularly pretended to be a student to convince undergraduates to sleep with him.1,2
I was most unsettled by a story1 about one of his nude portraits, featuring, in his words, "a beautiful blonde model" to which he gave the title "Madame Curie3 Observing the Radiations from Radium."
…The message I intended to convey was, nobody thinks of Madame Curie as a woman, as feminine, with beautiful hair, bare breasts, and all that. They only think of the radium part.
Why was I so bothered by this amidst the other accounts of harassment and discrimination? I realized that throughout my growing disappointment with Feynman, I still clung to the belief that he reserved some measure of respect for his fellow scientists, regardless of their gender or other characteristics. But now I was forced to consider that he likely regarded all women (even two time Nobel Prize winners) as little more than objects for his shallow enjoyment, who served no purpose beyond acting as 'muses' for his own great scientific endeavors. Sexism in any context is unacceptable, but for me, this case hit especially close to home.
"Cathy McAlpine Myers," a separate nude drawing by Richard Feynman, 1975.
Richard Feynman.
Why should we care about the bad behavior of a brilliant physicist who died more than thirty years ago? Why can't we separate Feynman's scientific achievements from his other actions, and write off his sexism as a product of its time? Because the power structures that enabled Feynman's sexism then are the same ones that now allow us to forget his conduct, remembering him only as a great scientist. They let famed astronomer Geoff Marcy engage in decades of sexual predation in his field and permitted Caltech to preserve Christian Ott's professorship after he harassed his female students. And now, they allow Caltech professors to continue defending Ott to my peers and me, claiming that the female students who endured his inappropriate and discriminatory behavior "ruined his career."
For female scientists, sexual harassment remains a common experience. A study by the National Academy of Sciences reports that in academic science, engineering, and medicine, more than 50 percent of female faculty/staff and 20-50 percent of female students at all levels have experienced harassment.4 These numbers are significantly higher for women of color.4,5 One of my closest friends at Caltech participated in the same NOAO internship as me the following year and was harassed by the same program director because our complaints that year weren't taken seriously enough to warrant assigning another scientist to the position.
A letter I received from the program director at the end of the summer, following a fruitless investigation with NOAO human resources.
Aida Behmard
None of this is to paint Feynman as a villain; on some level I can understand his enduring popularity. A great teacher and scientific communicator, he is also proof that nerdy men can be funny, popular, and (reputedly) successful with women, and is perhaps idolized for these attributes as much as for his accomplishments in physics. In spite of his sexism, he encouraged his younger sister's interest in science when their parents did not. Joan Feynman is now a solar astrophysicist who spent the bulk of her career at NASA. He also dealt with significant discrimination while climbing the scientific ivory tower in the 30's and 40's, which was then characterized by strong antisemitism.
But we must consider Feynman in all his manifestations—a brilliant scientist, but also a narcissist whose sexist behavior did undeniable harm. And while his contributions to physics are immense, it is worth considering that science is not, nor has it ever been, a level playing field. It is unlikely that Feynman would have been able to make the scientific strides he did if he had been born a hundred years earlier, when antisemitism would have barred him from elite academic spaces entirely. In the same vein, it is possible that someone else would have made Feynman's discoveries decades before him if the world were truly fair. Perhaps it would have been a woman.
"It is important that you correct the impression conveyed by your books that science, including physics, is the province of males only." A critical letter addressed to Feynman in 1971, previously on display at the Caltech Archives exhibition, "The Mind's Eye: Richard Feynman in Word and Image."
Caltech Archives
Why do we bemoan the exit of sexual harassers, and those who otherwise harm their colleagues, from the scientific community? Instead, we should mourn the loss of all the promising scientists that they forced out, whose contributions will never be known. It is time that Caltech reconsider its uncritical celebration of a tainted idol while failing to combat harassment and discrimination. Otherwise, we remain an institution that actively discourages women and other marginalized individuals from entering and remaining in STEM fields. We must condemn harassment and discrimination, wherever they occur—our lab meetings, our conferences, our scientific spaces. Shifting this toxic culture will require concerted effort from both institutions and the individuals who compose them. It is the only way that we will move science towards becoming a stronger, more prolific, and more equitable community.
Cover Image: The Nobel Foundation
1: Feynman, Richard P. (Richard Phillips), "Surely You're Joking, Mr. Feynman!": Adventures of a Curious Character. New York: W.W. Norton, 1984-1985. Print.
2: Gleick, James. Genius: The Life and Science of Richard Feynman. New York: Vintage Books, 1993. Print.
3: 'Madam Curie' refers to Marie Curie, the famous Polish chemist and physicist, and the only person ever to win Nobel prizes in two different scientific disciplines.
4: National Academies of Sciences, Engineering, and Medicine. 2018. Sexual Harassment of Women: Climate, Culture, and Consequences in Academic Sciences, Engineering, and Medicine. Washington, DC: The National Academies Press.
5: Clancy et al. Double jeopardy in astronomy and planetary science: Women of color face greater risks of gendered and racial harassment. Journal of Geophysical Research: Planets. 2017.
feynman harassement
© 2021 Caltech Letters • Disclaimer


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Investing in 5G is old news. I discovered a company with a revolutionary new technology that could be the next Cisco. I expect their $5 stock to climb to $90 and eventually as high as $1,200 per share. A $1,000 investment could grow to as much as $240,000.
NASDAQ:FRGI - Fiesta Restaurant Group Stock Price, Forecast & News
Adding Fiesta Restaurant Group Inc
Market Capitalization$295.96 million
Beta-0.03
Fiesta Restaurant Group, Inc, through its subsidiaries, owns, operates, and franchises fast-casual restaurants. It operates its fast-casual restaurants under the Pollo Tropical and Taco Cabana brands. The company's Pollo Tropical restaurants offer fire-grilled and citrus marinated chicken, and other freshly prepared tropical inspired menu items; and Taco Cabana restaurants that provide Mexican inspired food made fresh by hand. Read More…
Industry Eating places
Sub-IndustryRestaurants
Current SymbolNASDAQ:FRGI
CUSIP31660B10
CIK1534992
Webhttp://www.frgi.com/
Annual Sales$688.60 million
Price / Cash Flow5.81
Book Value$8.81 per share
Net Income$7.79 million
Net Margins-10.65%
Return on Equity5.52%
Outstanding Shares27,480,000
Market Cap$295.96 million
Next Earnings Date2/24/2020 (Estimated)
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NASDAQ:FRGI Rates by TradingView
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Fiesta Restaurant Group (NASDAQ:FRGI) Frequently Asked Questions
What is Fiesta Restaurant Group's stock symbol?
Fiesta Restaurant Group trades on the NASDAQ under the ticker symbol "FRGI."
How will Fiesta Restaurant Group's stock buyback program work?
Fiesta Restaurant Group announced that its Board of Directors has authorized a share repurchase program on Tuesday, February 27th 2018, which permits the company to buyback 1,500,000 outstanding shares, according to EventVestor. This buyback authorization permits the company to reacquire shares of its stock through open market purchases. Stock buyback programs are often a sign that the company's leadership believes its stock is undervalued.
How were Fiesta Restaurant Group's earnings last quarter?
Fiesta Restaurant Group Inc (NASDAQ:FRGI) announced its quarterly earnings results on Tuesday, November, 5th. The restaurant operator reported $0.01 earnings per share (EPS) for the quarter, missing analysts' consensus estimates of $0.09 by $0.08. The restaurant operator earned $164.20 million during the quarter, compared to analysts' expectations of $164.39 million. Fiesta Restaurant Group had a positive return on equity of 5.52% and a negative net margin of 10.65%. The company's revenue for the quarter was down 6.0% on a year-over-year basis. During the same period last year, the firm posted $0.11 earnings per share. View Fiesta Restaurant Group's Earnings History.
When is Fiesta Restaurant Group's next earnings date?
Fiesta Restaurant Group is scheduled to release their next quarterly earnings announcement on Monday, February 24th 2020. View Earnings Estimates for Fiesta Restaurant Group.
What price target have analysts set for FRGI?
1 analysts have issued 1 year price objectives for Fiesta Restaurant Group's shares. Their forecasts range from $14.00 to $14.00. On average, they anticipate Fiesta Restaurant Group's stock price to reach $14.00 in the next year. This suggests a possible upside of 30.0% from the stock's current price. View Analyst Price Targets for Fiesta Restaurant Group.
What is the consensus analysts' recommendation for Fiesta Restaurant Group?
1 Wall Street analysts have issued "buy," "hold," and "sell" ratings for Fiesta Restaurant Group in the last year. There are currently 1 buy rating for the stock, resulting in a consensus recommendation of "Buy." View Analyst Ratings for Fiesta Restaurant Group.
Has Fiesta Restaurant Group been receiving favorable news coverage?
News articles about FRGI stock have trended extremely negative this week, InfoTrie reports. The research group identifies positive and negative news coverage by monitoring more than six thousand news and blog sources. The firm ranks coverage of publicly-traded companies on a scale of negative five to positive five, with scores nearest to five being the most favorable. Fiesta Restaurant Group earned a news impact score of -5.0 on InfoTrie's scale. They also assigned news coverage about the restaurant operator a news buzz of 0.0 out of 10, indicating that recent news coverage is extremely unlikely to have an impact on the stock's share price in the near term. View News Stories for Fiesta Restaurant Group.
Are investors shorting Fiesta Restaurant Group?
Fiesta Restaurant Group saw a increase in short interest in the month of December. As of December 31st, there was short interest totalling 2,180,000 shares, an increase of 5.8% from the December 15th total of 2,060,000 shares. Based on an average daily volume of 288,900 shares, the short-interest ratio is presently 7.5 days. Approximately 8.1% of the shares of the stock are sold short. View Fiesta Restaurant Group's Current Options Chain.
Who are some of Fiesta Restaurant Group's key competitors?
Some companies that are related to Fiesta Restaurant Group include Mcdonald's (MCD), Starbucks (SBUX), Yum! Brands (YUM), Chipotle Mexican Grill (CMG), Darden Restaurants (DRI), Domino's Pizza (DPZ), Dunkin Brands Group (DNKN), Wendys (WEN), Texas Roadhouse (TXRH), Cracker Barrel Old Country Store (CBRL), Papa John's Int'l (PZZA), Bloomin' Brands (BLMN), Jack in the Box (JACK), Cheesecake Factory (CAKE) and Brinker International (EAT).
What other stocks do shareholders of Fiesta Restaurant Group own?
Based on aggregate information from My MarketBeat watchlists, some companies that other Fiesta Restaurant Group investors own include Newell Brands (NWL), Gilead Sciences (GILD), Meet Group (MEET), CNX Resources (CNX), Citigroup (C), Materion (MTRN), Alibaba Group (BABA), Conduent (CNDT), General Electric (GE) and American Airlines Group (AAL).
Who are Fiesta Restaurant Group's key executives?
Fiesta Restaurant Group's management team includes the folowing people:
Mr. Richard C. Stockinger, CEO, Pres & Director (Age 60)
Mr. Daniel K. Meisenheimer, Sr. VP & COO (Age 60)
Mr. Anthony Dinkins, Sr. VP of HR (Age 52)
Mr. Charles Locke, Pres of Taco Cabana (Age 51)
Ms. Cheri L. Kinder, Interim CFO, Treasurer, VP, Corp. Controller & Chief Accounting Officer (Age 51)
Who are Fiesta Restaurant Group's major shareholders?
Fiesta Restaurant Group's stock is owned by many different of institutional and retail investors. Top institutional investors include 6 Meridian (0.21%) and Alpine Global Management LLC (0.07%). Company insiders that own Fiesta Restaurant Group stock include Jack A Smith, Jefferies Financial Group Inc, Joseph Brink, National Corp Leucadia and Richard C Stockinger. View Institutional Ownership Trends for Fiesta Restaurant Group.
Which major investors are buying Fiesta Restaurant Group stock?
FRGI stock was purchased by a variety of institutional investors in the last quarter, including Alpine Global Management LLC and 6 Meridian. Company insiders that have bought Fiesta Restaurant Group stock in the last two years include Jack A Smith, Jefferies Financial Group Inc, National Corp Leucadia and Richard C Stockinger. View Insider Buying and Selling for Fiesta Restaurant Group.
How do I buy shares of Fiesta Restaurant Group?
Shares of FRGI can be purchased through any online brokerage account. Popular online brokerages with access to the U.S. stock market include Vanguard Brokerage Services, TD Ameritrade, E*TRADE, Robinhood, Fidelity and Charles Schwab.
What is Fiesta Restaurant Group's stock price today?
One share of FRGI stock can currently be purchased for approximately $10.77.
How big of a company is Fiesta Restaurant Group?
Fiesta Restaurant Group has a market capitalization of $295.96 million and generates $688.60 million in revenue each year. The restaurant operator earns $7.79 million in net income (profit) each year or $0.60 on an earnings per share basis. Fiesta Restaurant Group employs 10,220 workers across the globe.View Additional Information About Fiesta Restaurant Group.
What is Fiesta Restaurant Group's official website?
The official website for Fiesta Restaurant Group is http://www.frgi.com/.
How can I contact Fiesta Restaurant Group?
Fiesta Restaurant Group's mailing address is 14800 LANDMARK BOULEVARD SUITE 500, DALLAS TX, 75254. The restaurant operator can be reached via phone at 972-702-9300 or via email at [email protected]
MarketBeat Community Rating for Fiesta Restaurant Group (NASDAQ FRGI)
MarketBeat's community ratings are surveys of what our community members think about Fiesta Restaurant Group and other stocks. Vote "Outperform" if you believe FRGI will outperform the S&P 500 over the long term. Vote "Underperform" if you believe FRGI will underperform the S&P 500 over the long term. You may vote once every thirty days.


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Divided Family Reflects On China's Past, Future The birth of Communist China on Oct. 1, 1949, divided the family of Irene Jay Liu for more than four decades. One uncle was left behind when the family fled to Taiwan with the Nationalists. But in the early 1990s, the family was reunited. Irene, now a reporter in Albany, N.Y., talks with her father and her uncle about their quality of life.
Divided Family Reflects On China's Past, Future
October 3, 20094:00 PM ET
The birth of Communist China on Oct. 1, 1949, divided the family of Irene Jay Liu for more than four decades. One uncle was left behind when the family fled to Taiwan with the Nationalists. But in the early 1990s, the family was reunited. Irene, now a reporter in Albany, N.Y., talks with her father and her uncle about their quality of life.
GUY RAZ, host:
Now, Thursday's anniversary was a festive day in China. For two brothers there, though, it was a chance to reflect on decades of separation. One of them, conceived in China and born in Taiwan, found a life of opportunity in America. The other was left behind as a toddler, only to survive years of hardship and political turmoil. Years later, they reunited.
And Irene Jay Liu, a reporter who works in Albany, New York, traveled back to China to hear their reflections.
Ms. IRENE JAY LIU (Reporter, Albany Times Union): My father is one of the two brothers in this story. He turned 60 this year. And through a combination of flawed birth records and confusion over the lunar and western calendars, we only recently discovered that he was born on October 1, 1949; the same day that Mao Zedong stood at the Gate of Heavenly Peace in Tiananmen Square and declared the People's Republic of China.
Mr. MAO ZEDONG (Founder, The People's Republic of China): (Chinese language spoken)
Ms. LIU: China's turbulent history tore apart and reconciled my family within the span of one lifetime: my father's lifetime. It was 1949 and the nationalists were losing the civil war against the communists.
Unidentified Man: But for China, the bitter internal strife went on, with communist armies gaining (unintelligible) strength in their rise to the top.
Ms. LIU: Both of my grandfathers were in the Nationalist Air Force under General Chiang Kai-shek, and they fled to Taiwan as the communists took over the mainland. My father was born soon after their escape to Taiwan. His brother, my eldest uncle, Liuzin(ph), was only 3 when he was left behind. Our hometown of Xiunging(ph) was a strategic site that fell to the communists before my grandfather could retrieve him.
My uncle lived a difficult life growing up in Communist China. But as he recounted those years to me recently - over two abundant meals, cups of tea and roasted chestnuts - he downplayed his own suffering.
Mr. LIUZIN LIU: (Chinese language spoken)
Ms. LIU: Life was hard for everyone then, my uncle said.
Mr. L. LIU: (Chinese language spoken)
Ms. LIU: If anything, his family got off easier than others, he said, because they were not very good targets for persecution. The only ones left behind were my uncle who was only a toddler, a deaf relative, and his widowed grandmother who was physically limited by her bound feet.
My uncle was a good student but only finished middle school because he was too poor to continue his education; and at 15, became a government cook to support the family. Denied any real opportunity, he subsisted through the Great Leap Forward when millions died of starvation, and watched as family members were persecuted in the streets during the Cultural Revolution.
Ms. LIU: The world was upside down during those years, my uncle said. Black was white, white was black; right was wrong, wrong was right.
As my uncle suffered through those turbulent years in China, his brother, my father, Paul, had a poor but stable childhood in Taiwan.
Mr. PAUL LIU: Even my childhood is not rich in material, but we never really went through the starvation or the hard life like my brother had. You know, when compared to my brother, you know, I had very smooth sailing life.
Ms. LIU: My father went to the United States for graduate school and ultimately settled in St. Louis. In the early '90s, Monsanto Chemicals sent him to negotiate the company's first joint venture in China. And a few years later, we moved to Shanghai, just two hours away from my uncle.
The two brothers' lives are still very disparate. My uncle lives in a modest house outside of Xiunging with his wife and his son's family. In the 1980s, he took advantage of China's opening economy to build up a scrap metal recycling business. During my visit, he proudly showed me the construction site of his new factory.
Meanwhile, my father works out of a skyscraper in downtown Shanghai and lives with my mother in an expatriate complex on the outskirts of the city.
Mr. P. LIU: When compared to my brother, the quality of life is much, much better than his. But he has no resentment and he's just as happy of his own life. Because he look at how he grew up, how he struggled through the difficult life and what he has today, actually he's quite proud of himself.
Ms. LIU: Looking ahead, both my father and my uncle are very optimistic about China's future and their place in it.
Mr. P. LIU: This is my roots and my family history, so I went to a full circle in 60 years, you know, back to where I was supposed to be to celebrate China's 60 years together with my own personal 60 years birthday. It's quite special day.
Reporting in Shanghai for NPR News, I'm Irene Jay Liu.


Like many other little girls my two oldest daughters (and I am sure baby Sybil will join them in no time) have big hopes that one day they will be a princess, a dream I can't crush just yet. They love all the Disney princesses and every now and then I buy them the Disney Princess yoghurt only to see their faces light up as they pick their favourite. Beautiful Belle, sweet Cinderella and lovely Snow White, they love them all but… 'Mum, who is the pretty girl with the red hair'?
It has been almost 25 years since the world first met Ariel, the curious, red headed ocean princess at the centre of The Little Mermaid. While originally created by Scandinavian story teller Hans Christian Andersen Walt Disney really brough to life the magical tale of a mysterious underwater world, mermaids, a spell and true love that conquers everyting. At the time it was a big hit and now Ariel has once again come ashore with a digitally restored version of this Disney classic.
Ariel, The Little Mermaid, is a young, curious and slightly stubborn mermaid who lives in the underwater kingdom ruled by her father King Triton. To some this may sound amazing and wonderful but to Ariel life above sealevel is much more interesting. She is always on the hunt for special man-made treasures and loves hearing from her seagull friend Scuttle what humans get up to. Her biggest wish is to get amongst humans herself but this is strictly forbidden by her strict (but loving) father.
One day Ariel spots a ship on the ocean and swims closer to take a peek at the celebrations on board the boat, where she spots charming prince Eric. Against her father's warnings Ariel falls in love with this attractive human being, not a romance her father would approve of. When a storm rocks the boat and Eric is about to drown Ariel jumps in to save him and brings him to shore. Scared of being discovered she dives back into the ocean when he start to regain consciousness, but by that time Eric has already heard her beautiful singing voice and vowes to find out who saved him.
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Q: C++Rest SDK Passing a long data type into request body results in 400 Bad Request My Swagger document defines a long data type expected to be sent in request like:
    size:
      type: integer
      format: int64
      description: 'Some size'

I create request using following code in C++:
web::json::value postData = web::json::value::object();

If I pass a hardcoded value (i.e 50 or so) in the body as below, I get 200 OK response, so that is good
postData[L"size"] = web::json::value::number(50);

However, if I pass this value as a long or int64_t data type variable like below, I get 400 Bad Request
long size = 50;   //or int64_t, it results with same error
postData[L"size"] = web::json::value::number(size);

A: The problem was that I use MockLabs to create mock calls.
So, in there I had POST request body defined to be like:
{ "size":1 }

So, if my incoming POST request had a value different than 1 (i.e 50), I would get 400 Bad Request; otherwise, I would get 200 OK.  If you keep this POST request body, then you can only send size=1, all other will return 400 Bad Request.
Since I was hardcoding 1, I was getting 200 OK
But when I used a variable in my code (which is different than 1), I would get 400 Bad Request.
The solution:
Simply remove POST request body definition in your mock server (I use MockLabs) and leave it blank.  Then it will accept any POST request with body (i.e { "size":1 } or { "size":450 }, or { "size":8 }, or whatever other integer you want) and will response with 200 OK.


text:
Q: Easiest way to disable back scrolling in scrollview I want to stop backward scrolling on ScrollView after user scrolls to the next page. How can I do that.
I tried the following two codes, but the first one does not have any effect
 self.scrollView.contentOffset  = CGPointMake(self.view.frame.width,0)

and the second only disables the forward scrolling.
self.scrollView.contentSize =  CGSizeMake( 2 * scrollWidth, scrollHeight);

A: To disable scrolling in one direction you implement the UIScrollViewDelegate method scrollViewDidScroll and put your logic there.  For instance this TableViewController can only ever scroll down, because if the user tries to scroll up, we just overwrite the contentOffset, effectively undoing their scroll before they see it.
    class ViewController: UITableViewController {
        var lastScrollPosition = CGPoint.zero
        override func scrollViewDidScroll(_ scrollView: UIScrollView) {
            guard scrollView.contentOffset.y > lastScrollPosition.y else {
                scrollView.setContentOffset(lastScrollPosition, animated: false)
                return
            }
            lastScrollPosition = scrollView.contentOffset
        }
    }

A: If your cell is equal in size to your screen, you can apply the following option, which is very smooth:
var lastScrollPosition = CGPoint.zero
func scrollViewDidEndDecelerating(_ scrollView: UIScrollView) {
    if scrollView.contentOffset.x == lastScrollPosition.x + UIScreen.main.bounds.width {
        lastScrollPosition.x += UIScreen.main.bounds.width
    }
}
func scrollViewDidScroll(_ scrollView: UIScrollView) {
    guard scrollView.contentOffset.x > lastScrollPosition.x else {
        scrollView.setContentOffset(lastScrollPosition, animated: false)
        return
    }
}


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text:
Organizations as Communities
Home / Blog / Organizations as Communities
By Sahana Chattopadhyay 05 Nov 2019 July 30, 2020
Many people have asked how their network can function when organizations remain in their traditional hierarchical structures. Sahana's post explains how organizations, especially those in networks, need to shift and change. – June
Designing orgs as communities make for responsive, thrivable organizations
The very definition of organizations has changed. The impact of digitization is going far beyond a few collaboration tools and platforms. Today's organizations are no longer defined by fixed workplaces, nine-to-five working hours or even a set of homogeneous employees. Organizations have become boundary-less and often, location agnostic and virtual. Operational and business models have been turned on their heads with the advent of enterprises like Uber, Airbnb, Etsy and Amazon. And no industry is immune to this disruption — from education to retail, from healthcare to hospitality — the old business models are being rapidly upended by new ones. We have entered the Black Swan era with un-directed and unpredictable events regularly cropping up. These complexities are continuing to exponentially increase as we enter a hyper-digital era with AI, Robotics, 3D printing, Wearables, Alternate Reality and VR, and much more looming over the horizon. Some of the key shifts were identified by Dr. Lynda Gratton in her book, The Shift, and are depicted in the diagram below:
The Paradigm Shifts
These paradigm shifts are causing wide-scale disruption in our personal and professional lives, and reflect an urgent need to rethink and re-imagine the workplace in order to take advantage of the affordances offered by the digital era. This is not merely about implementing a few collaboration tools or putting in place an Enterprise Social Network (ESN) with the diktat to "collaborate". It requires a complete re-hauling of how business gets done. Organizations have to leverage the power of design thinking and emergent technology to create spaces where everyone can bring in their fullest potential. Going ahead, organizations of the future will possibly function as Transformative Communities connecting diverse, distributed and multi-talented individuals who will come together to move toward an Evolutionary Purpose.I will write more about the evolutionary purpose and transformative communities in my future posts.
The need for organizations to function as communities of passionate and purpose-driven individuals is becoming even more critical in the face of unprecedented upheaval being faced at local, global and planetary levels. Top down, hierarchical, command and control organizations just do not have the agility or the resilience to meet the needs of today. As the world becomes increasingly connected and networked, it calls for organizations that are equally networked and decentralized. An organization's communities today would not be restricted to its internal employees but would extend to include contractual and contingent workers, partners, vendors and suppliers, and also customers and competitors — the extended enterprise. I would also add the Planet and all sentient beings since every decision taken has a ripple effect with the capacity to impact millions far away from the origin of the organization. For example, the massive expansion of palm oil plantations in Borneo and Sumatra are directly threatening the survival of orangutan population in the wild. We are all well versed with the Butterfly Effect. Hence, this "extended enterprise" is as critical to the sustainability — nay, the Thrivability — of the business as any direct employee/shareholder. It's no longer enough to build an organizing that survives or is even just sustainable. The former implies a closed view/self-focus and the latter implies an organization that is just maintaining itself. A thrivable organization is anti-fragile, holds space for emergence and creates opportunities for the thriving of others, and flows with the change.Perhaps it is time for organizations to pause and ask:
How can an organization be designed such that it becomes a space that nurtures, supports and enables conditions of thriving?
The diagram below created by Jean Russell highlights the differences…
Ref: http://thrivable.net/philosophy/what-is-thrivability/
A lack of Systems Thinking and understanding of Complex Adaptive Systems coupled with the desire/pressure for limitless growth have led organizations toward the kind of tunnel vision which has collectively led us to a place no one wanted to reach. I am emphasizing on organizations becoming communities because communities allow us to tap into Collective Intelligence from a diverse pool of people without the constraint of hierarchy, permission and rigidity. To be an evolutionary and purpose-driven organization and to engage in situations we do not have a roadmap for, it is important to seek/curate collective intelligence.
However, the underlying business processes, managerial strategies, and workplace protocols still adhere to mechanistic, Industrial Era paradigms with performance, speed and bottom line being the drivers. These, needless to say, lead to short term thinking, repeating of past patterns, loss of innovation, frustration and burnout, and a joyless work environment. By sticking to Industrial Era processes when that era is long gone, organizations threaten their own survival. Viewing an organization through the lens of a machine and people as cogs worked when the world was predictable, change happened very slowly, lessons of yesterday became best practices of today, and assembly line production ruled the day. Gone is that era. The 90's brought the term VUCA into our consciousness. And the last decade has seen a veritable tsunami of change. Technology is taking us to a world that is science-fiction-like in its possibilities. But everything will come to naught if the patterns, mindsets and underlying consciousness guiding us continue to remain static. Our organizations today are rooted in the past while the future is already here. Unless we are cautious, we will run the risk of using technology to amplify and empower old systems and processes (faster production, greater efficiency, higher bottom line) while the organization gradually becomes less human, and we come face-to-face with our own Frankenstein. As we lose our humanity to the glitzy appeal of speed and technology, so will we lose our interconnectedness with each other and all sentient beings.
The power of technology is immense. The choice is ours — whether we use it to amplify our humanity and connectedness to each other and the planet or we use it to further short-term profits at the cost of humanity and all sentient beings.
Never in the past have we had such unprecedented opportunities to connect thousands, millions of people together. Never in the past did an organization have the platforms and technology necessary to build communities of passionate, diverse, globally dispersed and differently skilled individuals. Organizations now have the power to move from building teams to enabling evolutionary co-creating communities.
My next post will focus on how to move towards building communities, overcome obstacles and envision what such a re-imagined workplace could look like.
Exploring how communities enable sensemaking and emergence in organizations
Yesterday, in a Twitter conversation with Rachel Happe regarding the need for organizations to function as communities, I wrote the following: "Complicated solutions are yesterday's good practices. Complex, holistic solutions are multi-faceted, emergent and constantly evolving. They can't be pinned down by rules but have to be sensed into through open dialogues."
This reminded me of one of my favorite frameworks — the Cynefin framework designed by Dave Snowden in 1999. Cynefin is a Welsh word meaning habitat; the framework is simple and elegant but leads us to profound insights. If we see the framework below, we can easily see where we are today as humanity and where we are headed. The habitat for organizations has moved from being complicated to complex with exponentially increasing rate of change (Moore's Law in action) and is rapidly heading towards the chaotic. As is evident, rules, processes, constraints and good practices worked perfectly for the complicated, mechanistic Industrial Era. However, complexity requires Systems Thinking and "enabling constraints". I interpret enabling constraints as "holding space for emergence" where constraints function as a safety net.
The Cynefin Framework by Dave Snowden
This is where things get tricky. Leaders today are geared to respond to challenges with speed and action. The hierarchical structure of most organizations places a few people at the top charged with all critical decision-making, thus losing out on the vast capacity of the collective intelligence available throughout the organization. And, ironically, in the face of increasing complexity and uncertainty, there is more pressure to deliver "results" and "do something" to allay the situation. What of course ends up happening is the putting of band-aids over symptoms while the root causes go un-examined, unexplored, and left to proliferate. While it is counter-intuitive, complexity requires us to slow down— to probe, sense, and then respond. It requires us to go from rapid-fire action to observation, reflection, and thoughtful response when the time is right.
How are communities connected to complexity, collective intelligence and "sensemaking"?
I propose that in the context of pervasive complexity and ambiguity, communities of passionate, connected and purpose-driven individuals can illuminate the way forward. Communities are different from typical project teams who come together for an explicit outcome, work towards their objectives, and when the work is done, it's done. I am not denying the value of great team work having been a part of some amazing teams myself. However, I am focusing on communities here because communities come together and cohere very differently. They are usually aligned around a purpose larger than each individual; membership is usually voluntary which means people go where they are drawn to go. Diverse people connect who may "normally" not have known each other, creating greater opportunities for serendipity and innovation. Communities allow lurkers to also exist within its ecosystem, something teams cannot do. I believe lurkers carry immense value as they often become channels of cross-pollination between communities and are a critical part of the weak-tie network making a community more diverse, resilient and porous. And most importantly, communities carry a sense of belonging to something beyond the self. All of these contribute to make communities adept at feeling into the ecosystem, seeing the system through different lenses, caring about the system, and responding to the emergent with deeper insight. This is what tapping into the power of collective intelligence is about.
Technology Enabled Communities in Distributed Organizations
Therefore, when an organization functions as a collective of networked communities, its ability to probe and sense its ecosystem increases manifold. It is akin to a human using all our five senses as well as the heart and the gut as opposed to only our rational ability. In the diagram below, I have tried to represent an organization as an open system connected via today's ubiquitous technology. Imagine an organization whose boundaries are porous, giving it the capacity to fluidly exchange information with its ecosystem. Internally, the organization functions as clusters of communities which also have porous, permeable walls. The community members interact and connect through various means (some of which are shown in the diagram). This creates a system that is able to constantly sense and see itself, can connect its edges to its center and hold complexity by distributing it in the network.This ability to tap into the collective intelligence and wisdom of the whole makes a system/organization resilient, anti-fragile, and eventually thrivable. This requires viewing the organization as a living system that has the capacity to adapt, heal itself, and thrive given the right conditions.
I admit though that this is easier said than done. I have written about some of the obstacles to building communities here. Apart from the technology and the roles of community facilitators, this shift requires re-imagining and reinventing the structures, processes, and the culture as well as the underlying narratives of an organization. All of this are the glue that hold the fabric of the organization together in its current state, and exert powerful resistance to anything that threatens the status quo. I am not saying the shift is easy at all. However, as global trends and patterns threaten to plunge us into chaos, it is time to rethink and re-imagine our organizations. It requires us to move from holding a few leaders at the top accountable and responsible for all decision, actions, and their intended and unintended consequences. We are well aware that complexity cannot be tackled through planning, controlling, resource management, and other known and popularized forms of management and leadership. Complexity calls for leaders to become facilitators, to hold space, to flow with uncertainty, to let leadership emerge from the collective, and to be able to sense the system. Leadership's role becomes that of designing and holding the container for exploration and the emergence of future potential. All of these capacities come not only from experience but also from deep reflection and inner work. In the section below, I have discussed — what I believe — are some of the mindsets/capacities required of the leaders if they wish to design for thrivability.
Holding space for Emergence — This involves creating the conditions and preparing the soil (the ethos/culture) for dialogues to take place. This requires the capacity to be comfortable with the discomfort of staying in the liminal space, and not forcing a pre-defined outcome when a problem rises to the surface. It's also the ability to see problems as gifts/messages calling the organization's attention to what needs to shift. And using processes like The Circle Way, the U Process, and Liberating Structures to have generative conversations.
Staying with Uncertainty — While close to the above capacity, I have deliberately called it out separately as well. Leaders have the propensity and are often expected to provide answers in times of great uncertainty and upheaval. Staying with uncertainty conversely requires leaders to strengthen their muscles for staying in the space between stories, suspending judgement, being ok with not having any answer, and tapping into one's inner guidance till a response naturally surfaces. And as leaders develop and operate from these capacities within themselves, the core skills permeate throughput the organization with support.
Creating space for Synchronicity — In the rush of solving daily challenges and focusing on short term goals, we all forget to slow down and stay with the emerging. Welcoming synchronicity require us to hold space for ourselves as well as others, to tap into our inner wisdom and allow the unfolding to happen. I can best describe it as a shift from doing to being. It's in the in-between space when we let go of control and trust in a higher order do we begin to experience the synchronicity that come our way as guideposts.
Operating from Inter-connectedness — I firmly believe in the concept of "Interbeing" described by Thich Nhat Hanh. His definition of "seeing clouds in a piece of paper" is the quintessential and an eloquent description of Systems Thinking. It is essential for leaders to operate from this space of inter-connectedness and the whole lest the fixing of a problem in one part of the system creates unintended consequences in another part, and maybe elsewhere in the ecosystem too.
Sacrificing an Expert's Mindset — Most of us are aware of the Japanese concept of shoshin articulated by Shunryu Suzuki as, "In a beginner's mind there are many possibilities, in an expert's mind very few." One of the fundamental capacities for holding space is to let go of the expert's mindset, and also one of the most difficult. It means a letting go of the ego and all other credentials that has brought us to our current state of power, position, and privilege. This letting go is essential to foster openness. An expert's mind will not be able to create space for emergence.
Facilitating Generative Conversations — I strongly recommend going through and practicing the four levels of listening and conversing defined by Otto Scharmer in his book, The Essentials of Theory U. A capacity and willingness to move beyond the downloading and factual to empathic and generative is essential to bring collective intelligence and creativity in the service of a greater good. In the first two situations, no new learning or insight can emerge as we stay stuck in false harmony or debate/compromise, respectively. They only serve to keep the system stuck in the old patterns and habits. The next two — empathic and generative listening — open up the field of the future and lead to emergent practices. I have included the diagram below for reference.
As would have occurred to most of you'll reading the post, the capacities mentioned above require not only deep reflection and inner work but also great empathy, curiosity, courage, and compassion. Only by holding ourselves and others with open compassion and acceptance can we even begin to create the conditions for thrivability. I'll deep dive into these aspects in future posts.
The next questions are: "Despite the phenomenal capacities of technology today, is technology the only solution? How important are connections in person? How critical is it for us to experience our inter-connectedness with nature? How do we balance the virtual world with the real world we inhabit?"
I'll explore these questions in my next post. You can read the Part 1 of Organizations as Communities here.
Part 1 originally published on Sahana Chattopadhyay's Medium page HERE
This entry was posted in Blog, Network Processes. Bookmark the permalink.
Navigating Uncertainty to Gain the Real Value of Collaboration
Appreciating the Complexity of Human Ecosystems


text:
using System.Web;

namespace Web.Optimization.Extensions
{
    public static class StringExtensions
    {
         public static string ToVirtualPath(this string instance)
         {
             return
                 instance
                     .Replace(HttpRuntime.AppDomainAppPath, "~/")
                     .Replace("\\", "/");
         }
    }
}

redpajama_set_name: RedPajamaGithub


text:
Q: ArrayList added item is replaced by the next item in for loop I am facing a very strange situation. I add an object to an arrayList in a loop, but it is replaced by the next object. Actually second item is duplicated. ( It replaces the first item as well as inserts another object to the ArrayList.)
This is my code. I have done the debugging and included the comments where needed. Could someone point out why this happens? I am taking the object details from the database and those are working as expected.
public class Serv
{
    @Autowired
    GrpHeader objGrpHeader;

    @Autowired
    CompPesoOutgoingMsg objMsg;

    @Autowired
    OutwardMessage objOutwardMessage;

    public List<OutwardMessage> outgoingMessagesAsSingleTrx()
    {
        List<OutgoingMsg_Obj> trxList = myRepo.getTrx("5");
        List<OutwardMessage> myTrxList = new ArrayList<>();

        for (OutgoingMsg_Obj outgoingMsg : trxList)
        {
            BigDecimal trxAmt = outgoingMsg.getIntrBkSttlmAmt().getTrxn_amt();
            trxAmt = (trxAmt).divide(new BigDecimal(100));

            GrpHeader grpHeader = objGrpHeader;
            CompPesoOutgoingMsg outMsg2 = objMsg;
            OutwardMessage objOutwardMessage2 = objOutwardMessage;

            outgoingMsg.setRmtInf(objRmtInf);
            outgoingMsg.setPmtTpInf(objPmtTpInf);

            outMsg2.setHeader(grpHeader);
            outMsg2.setCdtTrfTxInf(Arrays.asList(outgoingMsg));
            objOutwardMessage2.setObjMsg(outMsg2);

            **//Here, Correct object details are printed**
            log.info("outwardMsg 100 {} ", objOutwardMessage2);

            //Add Item to the list
            myTrxList.add(objOutwardMessage2);

            for (OutwardMessage outwardMsgx : myTrxList)
            {
                //1. When this loop executed first time, first object details are printed
                //2. When printed second time, first added object is no more. And second added object is there twice.
                log.info("outwardMsg 101 {} ", outwardMsgx);
            }
        }
        return myTrxList;
    }
}

A: You have a single reference. By setting the objOutwardMessage2to objOutwardMessageyou are just changing the data inside the reference.

A: Since no new object is created for each iteration, the same objOutwardMessage2 value is getting replaced each time.
Try
OutwardMessage objOutwardMessage2 = new OutwardMessage();

and copy the value of objOutwardMessage to the newly created objOutwardMessage2.


text:
Squared harmonic series
The harmonic series 11+12+13+14+⋯\frac { 1 }{ 1 } +\frac { 1 }{ 2 } +\frac { 1 }{ 3 } +\frac { 1 }{ 4 }+ \cdots11+21+31+41+⋯ appears to approach a single number as the number of terms increases. However, as the number of terms approaches infinity, the sum also approaches infinity!
Based on this information, does the sum 112+122+132+142+⋯\frac { 1 }{ { 1 }^{ 2 } } +\frac { 1 }{ { 2 }^{ 2 } } +\frac { 1 }{ { 3 }^{ 2 } } +\frac { 1 }{ { 4 }^{ 2 } } +\cdots121+221+321+421+⋯ also approach infinity as the number of terms approaches infinity?
(Challenge: Solve this problem WITHOUT using the riemann zeta function.)
by Louis Ullman


text:
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This article was featured in the Hartford Business Journal on September 9th, 2013. Click here for the pdf version.
"Let's hold a press conference" , "Let's call in the board", "Did anyone tell the suppliers?" Those are the sounds of an all-hands-on-deck respond to a crisis. What's missing from those sounds is often "How do we tell the employees?" And, in my experience, the dumbest thing you can do in a crisis.
Your employees are your best community ambassadors. They are the stakeholders with the biggest stake in whether your company lives or dies. Who better to carry the message about the inherent good you provide ever day? Who better to remind the world why a crisis won't derail your mission? And who, most of all, will personally grieve over the impact on your reputation when a crisis hits?
This employee grieving process hit me hard during the latest crisis we handled. As the press camped outside our window, unfurling their live satellite dishes like ominous balloons, we were literally hunkered down behind the blinds in my client's office. Phones were ringing at the front desk as employees did their best to sooth panicked customers. In the halls, those same employees were struggling to deal with nervous customers who were troubled by the revelations on their morning newscasts. The only port in that storm was our "war room" where we'd set up laptops, cell phones and TVs. And that's where the employees took refuge. They were shocked by the apparent misdeeds of an employee they knew and respected. They were exhausted from dealing with worried customers and they were embarrassed to be associated with their employer. They were so ashamed that they removed their ID badges when they went out to lunch, lest anyone know where they worked.
1) Treat employees as your most important stakeholders when you plan for a crisis before it happens and when you're fighting a crisis while it's happening.
For social media, this memo gives them guidance on how you would like them to deal with the crises via their personal on-line presence. In most cases, we request that employees refrain from talking about the crisis on any social media platform. Note that you can't legally bar them from doing this. But you can explain why it's best for the company if they refrain from speaking about it on-line.
3) Post all materials you send to stakeholders in a central location (i.e. your intranet) that employees have access to. These could include press releases, fact sheets or letters to customers or those affected by the crisis. Let employees know when you've updated those materials.
4) Allow your employees to vent. Any employee who cares about where they work will feel personally assaulted by a crisis. Managers have to be able to allow them to vent those feelings. We certainly saw that in that recent crisis. Employees came to our "war room" as a safe place where they could talk freely about the pressure they were feeling. It gave them a certain amount of comfort. That simply has to happen during and after a crisis for the good of the employees and the company. We often suggest that managers conduct both formal and informal sessions with employees during and after a crisis. These sessions should be both informative (what happened, what we did, what we'll do and what it means to you) as well as conversational. By that I mean there has to be room for two-way communications not just "words from the top." You may also need to call in professional counselors for employees who need help with their feelings of grief, betrayal or anger.
We handled one crisis that had employees crying in the halls because of the way their non-profit was portrayed in the paper. Their managers responded with compassion, acknowledging just how hurtful the article was. It allowed the employees to recognize the pain and move on.
5) Give employees a role in recovery. When crises hit, you're the firefighter. Resist the temptation to think that you're done once the fire's out. Your post-crisis actions will be critical to recovery. That's when it's time to take back your reputation with the support and help of your employees. Establish and articulate an aggressive effort to recapture your reputation and give your employees a role in it. It will empower them to take back what the company lost and to feel pride in it again.
The great and philosophical ad man David Ogilvy once said, "Our company's greatest asset goes down the elevator every night." Make sure you include those assets in dealing with and recovering from a crisis.