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Tyler Beecher
Before being named Executive Chairman in September 2019 Tyler Beecher served as CEO for Trace3.
Under Tyler's leadership, Trace3 has evolved into a premier provider of advanced data solutions and consulting services for information management, with deep industry expertise in data intelligence, cloud computing and datacenter infrastructure implementations. In addition, Trace3 has emerged as a leader in IT executive services including innovative venture capital briefings, industry trend research reports, and public relations programs for IT leadership partners and clients.
Tyler was instrumental in negotiating a strategic investment in Trace3 by H.I.G. Capital in June 2017. At that time, he noted that the funding would be used to accelerate Trace3's growth while continuing the company's core value of putting its clients first.
Prior to joining Trace3, Tyler spent 20 years leading high-performing teams and campaigns, contributing to the meteoric rise of such F500 tech manufacturers as 3Com, Cisco Systems, EMC and NetApp. His marketing and partnering plans have been implemented globally and have driven record year-over-year growth while servicing many top global companies.
Tyler is a graduate of Brigham Young University (BS). He spends his free time between Southern California and the Mountain States where he is heavily involved in his family along with youth coaching and charities.
Rich Fennessy
Rich Fennessy is a successful Fortune 500 CEO with 32 years of international management experience and widely admired for his integrity, business knowledge and interpersonal skills. Mr. Fennessy was most recently CEO at Kudelski Security, a global provider of cyber security solutions. During his tenure, he successfully transformed the company from a Switzerland-based startup into an international provider of innovative cyber security solutions and award-winning managed security services.
Before Kudelski Security, Rich was CEO of Fishnet Security, the largest information security solutions provider in North America. In January 2015, he managed the successful sale of Fishnet to private equity giant Blackstone, resulting in the creation of Optiv Security. Before Fishnet Security, Rich served as President and CEO of eInstruction Corporation, an established private equity-owned technology company in the complex and growing global education industry.
Prior to eInstruction, Rich served as President and CEO of Insight Enterprises, Inc., a Fortune 500 global Information Technology solutions company with 5500 employees and operations in 22 countries. During his tenure, he doubled the company's annual revenue to over $5B, leading Insight to join the Fortune 500 for the first time in its history.
Before joining Insight, Rich enjoyed a successful 17-year career with IBM, holding multiple senior-level executive positions both domestically and internationally. His last position was General Manager of ibm.com, IBM's worldwide web and telephony business, which operated in 83 countries. He managed and grew ibm.com into a $12B business.
Mr. Fennessy earned a B.S in Engineering from Michigan State University. He is known for his philanthropic work and contributions, particularly to causes supporting education. Throughout his career Rich has been recognized for outperforming expectations, and for achievements in business and technology.
Danny de Hoyos
Danny de Hoyos joined Trace3 in June of 2019 as Chief Operations Officer. Danny has more than 25 years of experience in Operations across companies in the Telecommunications, Technology, and Software verticals. As COO at Trace3, Danny is responsible for IT, Enterprise Applications, Architecture & Engineering, Project Management, Installation, Facilities, Managed Services, Reporting, Process Development & Documentation, and Training, as well as overall operational efficiency of the company.
Prior to joining Trace3, Danny was COO for Securus Technologies, a leading provider of civil and criminal justice technology solutions. During his time with Securus, Danny oversaw more than 1,300 employees and his teams achieved a customer Net Promoter score of 85 percent while winning more than 40 awards for operational excellence. Danny's background also includes operational leadership with Medica Health Insurance and Eschelon Telecom, both in Minneapolis. While at Eschelon, Danny was part of an executive team that successfully took the company public (NASDAQ) with an IPO.
When not working, Danny enjoys spending time with his family, watching movies, listening to music, and collecting rare books. He resides in Dallas, Texas with his wife and three children.
Dana Jacks
Chief Sales Enablement Officer
With more than 20 years of sales and IT leadership experience, Dana Jacks is responsible for driving Trace3's unique approach to sales enablement. She takes great pride in crafting a work environment where passionate people intersect with great technology to deliver extraordinary results for customers.
Dana oversees the key support functions of Sales Operations, Supply Chain, National Alliance Sales, and Marketing. She and her teams work to empower the Trace3 sales and engineering organizations to deliver the best possible Customer Experience. This includes establishing a strong brand that differentiates itself from the competition through Trace3's approach to Innovation.
Prior to Trace3, Dana served as President of Data Strategy, where she gained a reputation as a hands-on executive who had a knack for staying ahead of the curve. Under Dana's leadership, Data Strategy cultivated a reputation as one of the most effective and fastest-growing technology partners in the Midwest and Southeast.
Dana is an active member in the greater Grand Rapids community, including involvement with Women of Purpose and sitting on multiple technology advisory boards.
Dennis Dahl
Dennis Dahl is the Chief Revenue Officer for Trace3 and is responsible for the growth of Sales, the overall health of the sales teams and being the executive sponsor for approximately 50% of both Trace3's partners and top customers.
Prior to joining Trace3, Dennis spent 21 years in various leadership positions at Cisco. Most recently he was the Director, Operations Sales for the West Field Partner Organization and was responsible for Cisco's Partner Account Manager and Systems Engineering teams. In addition, Dennis served as the Director of Service Sales for the Commercial West Area and was responsible for all service strategy, go-to-market and operational aspects of the service business.
Dennis joined Cisco in 1996 as a Global Service Manager for the US Distribution partners. In August of 2002 he was promoted to Manager, Service Channels Sales, responsible for developing the services practices with the US based partners.
Known for his versatile management skills and enthusiasm for the partner community, Dennis has spent much of his career working with partners, building relationships and businesses to serve our mutual customers. Dennis has a passion for and laser focus on developing partnerships between organizations, companies and individuals and for through authentic engagements and focus Growth, Profitability and Loyalty.
Dennis brings more than 30 years of experience in Information Technology to Trace3 from his roles at both Cisco and Novell.
Tony Olzak
Tony Olzak is the Chief Technical Officer at Trace3. Described as an industry visionary, he applies technology to solving business problems and enabling business growth. He is also a professional public speaker, and co-author of multiple industry certification books. Mr. Olzak brings over 20 years of industry experience leading consulting, engineering, and development teams. He joined Trace3 in 2016 as Vice President of Security, and has successfully achieved the mission of building a world-class, cyber security division focused on emerging technology, analytics, and transformative security operations and architecture. His vision and leadership also translated into material growth for Trace3's Data Intelligence and Cloud practice in his most recent role as Senior Vice President of Consulting.
His innovative approach to leveraging technology and developing strategy has garnered dramatic turnarounds for various startups, record growth in developing business units, and multiple industry accolades. Tony maintains a CISSP and CCIE certifications. In his spare time, he taps into his classical training in music to write and record music, and spends time with his family.
Kevin Manzo
Kevin Manzo joined Trace3 in March 2018 as the CFO, responsible for leading the company's finance organization. His focus at Trace3 is partnering with sales and operations to help drive profitable growth, while ensuring core financial discipline.
Prior to joining Trace3, Kevin held finance, accounting, and audit leadership roles at KPMG, Arrow Electronics, and TTEC. With KPMG in New York City, he was Director, Advisory Services, serving domestic and international clients in a variety of industries. While at Arrow Electronics, Kevin held roles of VP, Corporate Audit and various segment and regional CFO positions. Immediately prior to joining Trace3, Kevin was SVP, Finance & Accounting at TTEC, where he also was part of the Executive Committee.
Kevin has an accounting degree from the State University of New York at Geneseo and earned his CPA license early in his career. He is on the Board of Directors for Junior Achievement – Rocky Mountains.
Sandy Salty
Sandy Salty has spent the last 13 years developing the Trace3 brand and go to market, helping achieve company-wide initiatives by building the marketing department from the ground up as well as Trace3's Education Services team, and the partner management organization with a platform designed to stratify their complex partner ecosystem and identify the next round of strategic partnerships to take Trace3 to $2B. Currently, she is the Chief Marketing Officer of Trace3 nationally. Her current responsibilities include a triple brand consolidation and launch following Trace3's merger with Data Strategy and Optio as well as the launch of new segmentation strategies in the east and west. Prior to Trace3, and upon graduating with a BS degree in computer science, she founded a catering company that she has transformed into a family business.
Danielle Rodriguez
VP, People & Org. Health
Danielle Rodriguez joined Trace3 in September 2011 as its first Human Resources Manager. Today, she is responsible for all human resources functions at Trace3, as well as having oversight of talent acquisition, organizational development, and organizational health. As the VP of People and Organizational Health, Danielle is helping to accelerate Trace3's transformation through leadership and building a culture of engagement to ensure that Trace3 is a top workplace.
Danielle's 20 years in Human Resources includes experience in the corporate sector as well as consulting. Prior to Trace3, Danielle was with an HR consulting firm. There, Danielle served as a HR Expert and strategic business partner to client businesses by providing HR expertise to help achieve strategic business goals and objectives. Clients ranged from established multi-million dollar medical device distributors, start-up firms, service, and telecommunications organizations throughout Northern and Southern California.
Danielle has a Bachelor's degree in Psychology with a minor in Business Administration from California State University, Fullerton and a Master of Science in Human Resources from Chapman University. Danielle enjoys her equally important role as a mother and wife, residing with her family in Ladera Ranch, California. Danielle has a love for running, pilates, and HIIT training.


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Business, Economics and Jobs
India: 'Scarface'-style shootout showcases gangland democracy
November 23, 2012 · 2:21 PM UTC
By Jason Overdorf
American gangster Al Capone, aka "Scarface."
Credit: AFP
NEW DELHI, India — A hail of bullets cut down one of India's most powerful businessmen last weekend, turning the country's rough-and-tumble liquor trade upside down and bringing new scrutiny to one of the oldest ties binding crime and politics.
Liquor baron Gurdeep Singh Chadha, known as "Ponty" Chadha, was killed in New Delhi in a "Scarface"-style shootout involving his brother and the two tycoons' security personnel.
The best touchstone for outsiders to use to understand the carnage may be Showtime's prohibition-era gangster series "Boardwalk Empire." India's own Nucky Thompson — the fictional character, based on New Jersey political boss Enoch Johnson, played by Steve Buscemi — Chadha had built a vast fortune.
His billion-dollar business empire spanned real estate, film production and electricity generation, but his power remained firmly rooted in the liquor business, where political manuevering won him a monopoly over distribution in India's most populous and arguably most lawless state, Uttar Pradesh.
"Before Ponty Chadha got all these big contracts, they were distributed district-wise in each state," said Rajinder Singh, a Delhi high court lawyer who represents several large clients in the liquor business.
"Ponty Chadha changed the entire scenario. He somehow managed to bag the contract for the entire state of Uttar Pradesh. And earlier Punjab also."
Chadha — who was riddled by 12 shots to the back, abdomen and chest — was killed as part of a family dispute with his brother Hardeep, who was also killed. His death highlights the deep roots of India's gangland democracy, as graft, "black money" and the so-called criminalization of politics emerge as the biggest talking points for the upcoming national election in 2014.
The inner workings of the liquor trade that built his empire illustrate how systemic flaws, rather than a simple lack of policing, have created and entrenched corruption in the world's largest democracy.
"A liquor baron has power over politicians, he has power over industry, he has power over many things. It's the power of loose cash," said Harish Damodaran, author of "India's New Capitalists," a book about India's new entrepreneurs.
Recent, high-profile corruption cases in the allotment of telecom licenses and coal mining blocks, together with the hammer-and-tongs campaign against graft led by activist Arvind Kejriwal, have created the impression that India has never been so crooked. But that is not really the case — even though the dollar amounts involved are much larger due to the growth of India's economy.
In a sense, Chadha's liquor empire represents a throwback to the days before India's economic liberalization in 1991, when the so-called "License-Permit Raj" gave the nation's politicians and bureaucrats a free hand to extort bribes from any business that wanted to do something as innocuous as step up production.
Economic reforms dismantled most of those regulations, making Indian business, though still flawed, fairer than it has ever been. But not in areas like mining or telecommunications, where the government is responsible for allotting a public resource. And not in the liquor business, thanks to a hangover of the temperance movement and the grim reality of alcoholism — especially among the destitute.
Championing a prudishness about alcohol to avoid awkward questions from the public, political parties of every hue use arcane excise laws to limit the sale of alcohol to a handful of licensed shops. The artificial scarcity guarantees that the business remains profitable. And the doling out of licenses as patronage ensures that politicians have a ready source of money and muscle power when it comes time to campaign.
"Liquor is a highly controlled industry, and that itself [creates these conditions]," said Damodaran. By its very nature, since everything is controlled or prohibited, it suits the political class. When you declare something as sinful, everybody takes their eyes from it, and everybody can earn something on the side."
But as the weekend shootout suggests, India's prohibition-like restrictions have spawned prohibition-like thuggery in the booze business.
"This level of violence is very rare. In the liquor business you have gang wars between various factions to control the liquor vends or for getting the licenses for selling the liquor," said Singh.
Chadha's influence on policy was extraordinary, to say the least. Prior to his death, Chadha enjoyed a monopoly over Uttar Pradesh's $2.5 billion liquor trade, controlling nearly every warehouse and booze shop in the state, thanks to a 2008 government ruling that created a special excise zone on his behalf.
In the past, he'd held a similar stranglehold over liquor distribution in Punjab. And he'd ruled the trade in the so-called "millennium city" of Gurgaon, on the outskirts of New Delhi in the state of Haryana, for eight years before the state began allotting liquor licenses through a lottery system in 2006.
The liquor baron was no stranger to the legal system. In 2011, for instance, opposition parties called for a Central Bureau of Investigation (CBI) probe into his purchase of five state-owned sugar mills, alleging that then-Chief Minister Mayawati had sold them to him for one-tenth of their nearly $400 million worth.
Tax authorities accused Chadha of squirreling away some $32 million in unrecorded income after a raid on one of his cinema complexes earlier this year. And in 2009 rival firms accused him of rigging the bid system to ensure that one of his firms received a lucrative government contract for a supplementary nutrition program for the poor — a bid he secured once again this year in a deal worth $1.85 billion.
Though the situation may be particularly bad in Uttar Pradesh, which grows most of India's sugar cane, self-serving policies govern the trade across the country, Singh argues. In the south Indian state of Tamil Nadu, for instance, the government has itself taken over liquor distribution, and imposes a stiff luxury tax, in the name of curbing alcoholism.
But in the state capital of Chennai, the filthy government-owned shops allow patrons to drink on the pavement outside — sometimes from bargain-priced plastic bags of off-brand hooch — so there is nearly always a derelict passed out in the gutter with his pants around his ankles. Meanwhile, even in Delhi, where the taxes on liquor are among India's lowest, anybody with the slightest social status has a bootlegger on speed dial.
"The problem is the excise laws in India are very tough," said Singh. "Some states have now been changing their policies to avoid these kind of people getting into the trade, but most of the states have the same kind of policy."
The reason is that the politicians who make the laws have a vested interest in maintaining control over the liquor trade — as well as the rough characters who run it.
"Whatever you're selling is all cash ... that makes it more amenable to fund elections and those kind of things," said Damodaran. "That is what attracts politicians to this. Cash is easier to spend in elections. It doesn't leave any trail."
"If you want to have a political rally and get people, you have to pay people in cash. That's why politics and the liquor business go together very well, and not politics and say, software."
As Delhi state police continue to investigate the circumstances of the shootout — which occurred Nov. 17 at Chadha's sprawling estate on the outskirts of the capital — the exact number and type of weapons used in the gun battle remains a mystery, according to the Times of India. Investigators have allegedly recovered spent shells and bullets from banned weapons and confirmed that the entourages of both Chadha and his brother included serving members of the Punjab state police — information that hints at a disturbing blurring of official and unofficial power.
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text:
\section{Introduction}
Bell inequalities \cite{Bell} are a well studied subject. To many the experimental verification of the violation of inequalities e.g. \cite{Asp}, \cite{Weihs} is sufficient evidence for the completeness of quantum theory.  Here, it will be demonstrated that Bell's form of local hidden correlation
\begin{equation}\label{e1}
P(\vec{a},\vec{b}) = \int\limits_{\lambda \in \Lambda} \rho_{\lambda} A_{\lambda}(\vec{a})B_{\lambda}(\vec{b}) d \lambda
\end{equation}
can be transformed to violate Bell's inequality. We have, $\vec{a}$ and $\vec{b}$ for unitary parameter vectors of e.g. Stern-Gerlach magnets in an ortho-positronium decay experiment. $\lambda$ represents the extra hidden parameters in  a set $\Lambda$. The probability density $\rho_{\lambda}$ is a classical density. The measurement functions $ A_{\lambda}(\vec{a})$ and $B_{\lambda}(\vec{b})$ project in $\{-1 ,1\}$.  Bell showed, using the expression below, that models with a classical probability density may not violate the inequality\footnote{ If there is no confusion the $d\lambda$ will be suppressed.}.
\begin{equation}\label{e2}
P(\vec{a},\vec{b}) - P(\vec{x},\vec{y}) =  \int\limits_{\lambda \in \Lambda} \rho_{\lambda} A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})\left\{A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})-A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})\right\}
\end{equation}
\subsection{Singlet state Bell inequality}
Bell expressed the singlet state of the electron and positron in the positronium as $\forall: \vec{a} (\left| \vec{a} \right|=1) \forall: \lambda (\lambda \in \Lambda)\left\{A_{\lambda}(\vec{a})+B_{\lambda}(\vec{a})=0\right\}$. The following steps are elementary. Let us take, $\vec{x}=\vec{b}$ and $\vec{y}=\vec{c}$.  With the singlet, we see that equation (\ref{e2}) can be written as
\begin{equation}\label{e3}
P(\vec{a},\vec{b}) - P(\vec{b},\vec{c}) =  \int\limits_{\lambda \in \Lambda} \rho_{\lambda} \left\{A_{\lambda}(\vec{b})A_{\lambda}(\vec{c})-A_{\lambda}(\vec{a})A_{\lambda}(\vec{b})\right\}
\end{equation}
Or, noting $1-A_{\lambda}(\vec{a})A_{\lambda}(\vec{c}) \geq 0$,
\begin{equation}\label{e4}
\left|P(\vec{a},\vec{b}) - P(\vec{b},\vec{c})\right| \leq  \int\limits_{\lambda \in \Lambda} \rho_{\lambda} \left|A_{\lambda}(\vec{c})A_{\lambda}(\vec{b})\right|\left\{1-A_{\lambda}(\vec{a})A_{\lambda}(\vec{c})\right\}
\end{equation}
Because, $\left|A_{\lambda}(\vec{c})A_{\lambda}(\vec{b})\right|=1$ and $\rho_{\lambda}$ classical, we have the Bell inequality
\begin{equation}\label{e5}
\left|P(\vec{a},\vec{b}) - P(\vec{b},\vec{c})\right| \leq 1+ P(\vec{a},\vec{c})
\end{equation}
The quantum correlation is: $P_{qm}(\vec{x}, \vec{y})=-\left(\vec{x}\cdot\vec{y}\right)$. If in two-dimensions,
$\vec{a}=\left( {-1\over{\sqrt{2}}}, {1\over{\sqrt{2}}} \right) $, $\vec{b}=\left( {1\over{\sqrt{2}}}, {1\over{\sqrt{2}}} \right) $ and $\vec{c}=\left( 0, 1 \right)$, then,  inequality is violated because, $\left| 0 - {-1\over{\sqrt{2}}} \right| \leq 1 - {1\over{\sqrt{2}}}$ is false. Associated to this inequality in equation(\ref{e5}) a more general inequality, the CHSH inequality \cite{Clau}, exists. The principle is the same.
\section{Sets and Integrals}
Keeping an eye on equation (\ref{e2}), hidden parameters sets can be defined
\begin{equation}\label{e6}
\Omega_{\pm}=\left\{ \lambda \in \Lambda | A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})=A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})=\pm 1 \right\}
\end{equation}
and
\begin{equation}\label{e7}
\Omega_{0}=\left\{ \lambda \in \Lambda | A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})=-A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})=\pm 1 \right\}
\end{equation}
Given, $\vec{a}$, $\vec{b}$, $\vec{x}$ and $\vec{y}$, either, $A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})=A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})$ or $A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})=-A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})$ for arbitrary, $\lambda \in \Lambda$. Moreover, $A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})=\pm 1$ for arbitrary, $\lambda \in \Lambda$. Hence, $\Lambda = \Omega_0 \cup \Omega_{+} \cup \Omega_{-}$ and equation (\ref{e2}) is
\begin{equation}\label{e8}
P(\vec{a},\vec{b}) - P(\vec{x},\vec{y}) =  \int\limits_{\lambda \in \Omega_0} \rho_{\lambda} A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})\left\{A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})-A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})\right\}
\end{equation}
From $\Omega_0$ folows $A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})=-1$ and $\left\{A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})-A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})\right\}=2A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})$. Hence,
\begin{equation}\label{e9}
P(\vec{a},\vec{b}) - P(\vec{x},\vec{y}) = -2 \int\limits_{\lambda \in \Omega_0}\rho_{\lambda}A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})
\end{equation}
Suppose, $P(\vec{a},\vec{b})=0$, as 'starting position' in the experiment. This gives a reformulation of $P(\vec{x},\vec{y})$ where $\vec{x}$ and $\vec{y}$ are different form $\vec{a}$ and $\vec{b}$. Hence,
\begin{equation}\label{e10}
P(\vec{x},\vec{y}) = 2 \int\limits_{{\lambda \in \Omega_{0|P(\vec{a},\vec{b})=0}}} \rho_{\lambda}A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})
\end{equation}
Note that according to equation (\ref{e1}) and the $\Omega$ sets we may write for $P(\vec{a},\vec{b})=0$
\begin{equation}\label{e11}
P(\vec{a},\vec{b})=0=\int\limits_{{\lambda \in \Omega_{0|P(\vec{a},\vec{b})=0}}} \rho_{\lambda}A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})+\int\limits_{{\lambda \in \Omega_{+|P(\vec{a},\vec{b})=0}}} \rho_{\lambda}-\int\limits_{{\lambda \in \Omega_{-|P(\vec{a},\vec{b})=0}}} \rho_{\lambda}
\end{equation}
Moreover, generally $P(\vec{x},\vec{y}) \neq P(\vec{a},\vec{b})$ which follows from comparing equation (\ref{e10}) with (\ref{e11}). Because, in $\Omega_0$, we see for arbitary $\lambda \in \Omega_0$ that $A_{\lambda}(\vec{a})B_{\lambda}(\vec{b})=-A_{\lambda}(\vec{x})B_{\lambda}(\vec{y})=\pm 1$, it follows from equation (\ref{e11}) that we may rewrite $P(\vec{x},\vec{y})$ as
\begin{equation}\label{e13}
{1\over{2}}P(\vec{x},\vec{y}) = \int\limits_{{\lambda \in \Omega_{+|P(\vec{a},\vec{b})=0}}} \rho_{\lambda}- \int\limits_{{\lambda \in \Omega_{-|P(\vec{a},\vec{b})=0}}} \rho_{\lambda}
\end{equation}
Equations (\ref{e6}) and (\ref{e7}) show that  the $\Omega$ sets depend on $\vec{a}$, $\vec{b}$, $\vec{x}$ and $\vec{y}$. Given $P(\vec{a},\vec{b})=0$, this fixes the $\vec{a}$ and $\vec{b}$. Hence, $\Omega_{\pm|P(\vec{a},\vec{b})=0}=\Omega_{\pm|P(\vec{a},\vec{b})=0}(\vec{x},\vec{y})$, implicit in equation(\ref{e13}).  Start the experiment with two parameters $\vec{a}$ and $\vec{b}$ that produces the condition $P(\vec{a},\vec{b})=0$ and let $\vec{x}$ and $\vec{y}$ free\footnote {see the discussion section}. $\vec{x}$ does not afect  $B_{\lambda}(\vec{y})$ and vice versa, hence, no locality violation.
\section{Violation CHSH}
We will show that there is a classical probability density that allows violation of the CHSH $\left| D \right|\leq 2$, with,
\begin{equation}\label{e14}
D=P(1_A,1_B)-P(1_A,2_B)-P(2_A,1_B)-P(2_A,2_B)
\end{equation}
Here, $1_{A(B)}$ and $2_{A(B)}$ are unitary vectors randomly selected by $A(B)$.
\subsection{Probability density}
We postulate a density for $(\lambda_1,\lambda_2) \in [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]\times[{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}] = \Lambda$ with $n=1,2$
\begin{equation}\label{e15}
\rho_{\lambda_n}=\left\{ \begin{array}{lcl}
{{1\over{\sqrt{2}}},~~{-1\over{\sqrt{2}}} \leq \lambda_n \leq {1\over{\sqrt{2}}}} \\
{0,~~~elsewhere}
\end{array}\right.
\end{equation}
This density is Kolmogorovian.
\subsection{Selection of parameters}
We establish the parameter vectors that the observers $A$ and $B$ will use. For $A$, $1_A=(1,0)$ and $2_A=(0,1)$. For $B$, $1_B=({1\over{\sqrt{2}}},{-1\over{\sqrt{2}}})$ and $2_B=({-1\over{\sqrt{2}}},{-1\over{\sqrt{2}}})$. If we take the quantum correlation, it follows,  $P_{qm}(1_A,1_B)={-1\over{\sqrt{2}}}$, $P_{qm}(1_A,2_B)={1\over{\sqrt{2}}}$, $P_{qm}(2_A,1_B)={1\over{\sqrt{2}}}$ and $P_{qm}(2_A,2_B)={1\over{\sqrt{2}}}$. Quantum mechanics violates $\left| D \right|\leq 2$,  because $|D|=2\sqrt{2}$ is found.
Because, $\rho_{\lambda_1}\rho_{\lambda_2}={1\over{2}}$ for $(\lambda_1,\lambda_2) \in [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]\times[{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]$ and $\Omega_{\pm|P(\vec{a},\vec{b})=0}(\vec{x},\vec{y}) \subset [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]\times[{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]$, we obtain from equation (\ref{e13})
\begin{equation}\label{e16}
P(\vec{x},\vec{y}) = \int\limits_{{\lambda \in \Omega_{+|P(\vec{a},\vec{b})=0}}(\vec{x},\vec{y}) } d \lambda_1d \lambda_2 - \int\limits_{{\lambda \in \Omega_{-|P(\vec{a},\vec{b})=0}}(\vec{x},\vec{y}) }d \lambda_1 d \lambda_2
\end{equation}
If, subsequently, observer $A$ selects $1_A$, then the hidden parameter $\lambda_1$ is in $[{-1\over{\sqrt{2}}},1-{1\over{\sqrt{2}}}]\subset [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]$. If, $A$ selects $2_A$ then $\lambda_1$ is in $[-1+{1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]\subset [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]$. Similarly, if $B$ selects $1_B$, then then $\lambda_2$ is in $[0,{1\over{\sqrt{2}}}]\subset [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]$. Finally, if $B$ selects $2_B$, then $\lambda_2$ is found in $[{-1\over{\sqrt{2}}},0]\subset [{-1\over{\sqrt{2}}},{1\over{\sqrt{2}}}]$. The intervals responding to settings do not violate locality: $A$ settings are associated to $\lambda_1$ intervals, $B$ settings to $\lambda_2$ intervals. Suppose $A$ selects $1_A$ and $B$ selects $1_B$. We turn to $\Omega_{\pm|P(\vec{a},\vec{b})=0}({1_A},{1_B})$. If, $\Omega_{+|P(\vec{a},\vec{b})=0}({1_A},{1_B})=\emptyset$ and
$\Omega_{-|P(\vec{a},\vec{b})=0}({1_A},{1_B})=[{-1\over{\sqrt{2}}},1-{1\over{\sqrt{2}}}] \times [0,{1\over{\sqrt{2}}}]$, from equation (\ref{e16}) it follows that $P(1_A,1_B)={-1\over{\sqrt{2}}}$. Hence, a selection of $\Omega_{\pm|P(\vec{a},\vec{b})=0}(\vec{x},\vec{y})$ is possible giving $|D|>2$.
\section{Conclusion and discussion}
The result of violating $|D| \leq 2$ with proper $\Omega_{\pm|P(\vec{a},\vec{b})=0}(\vec{x},\vec{y})$ and locality obeying interval selection rules, is surprising.  The mathematics was similar to the one used by Bell \cite{Bell}. Moreover, no violations of locality were introduced. In a random selection experiment there is a non-zero probability that, combined with the deterministic interval selection, a proper selection of $\Omega_{\pm|P(\vec{a},\vec{b})=0}(\vec{x},\vec{y})$ is obtained. When Bell's reasoning is sound, no violation should be possible {\it at all} with the use of classical local hidden models given the employed parameters.  Note that other violating instances can be treated similarly. If there can be no reasons given why locality and causality selections of $\Omega_{\pm|P(\vec{a},\vec{b})=0}(\vec{x},\vec{y})$ are impossible, then a local hidden variable explanation of experiments cannot be excluded. The transformation of (\ref{e1}) is based on a single fixing of $\vec{a}$ and $\vec{b}$, {\it independent} of the $\vec{x}$ and $\vec{y}$.  If one assumes that the functional form of $A_{\lambda}(\cdot)$ and $B_{\lambda}(\cdot)$ changes in time (see also \cite{Hess} for the role of time in Bell's theorem) then the fixing of $P(\vec{a},\vec{b})=0$ can take place at times different than the measurement parameters selection and the sets in equations (\ref{e6}) and (\ref{e7}) will always be possible.

redpajama_set_name: RedPajamaArXiv


text:
Die Friedenskirche ist die evangelische Gemeindekirche von Leibnitz in der Steiermark. Sie gehört der Evangelischen Superintendentur A. B. Steiermark an.

Die Leibnitzer Friedenskirche wurde im Zusammenhang mit der Los-von-Rom-Bewegung in den Jahren 1910 bis 1911 im unmittelbaren Anschluss an den Bau der Friedenskirche in Peggau durch Otto Bartning errichtet. Anders als in Peggau, das durch stärkere Umbauten geprägt ist, hat sich hier die ursprüngliche Turmlösung mit ihrem gedrungenen, in den Kirchenbau eingezogenen Haubenaufsatz erhalten. Der im Außenbau durch Mauerstreifen stark akzentuierte Kirchenbau bildet mit dem zugehörigen Pfarrhaus eine bauliche Einheit, wobei sich letzteres durch sein heruntergezogenes Mansarddach dem Kirchenbau unterordnet. Insgesamt ergibt sich damit eine vielgestaltige Baukörperformation, die durch den Verzicht auf eine späthistoristische Formensprache geprägt ist. Über dem Portal ist als einziger Schmuck der Kirche eine Skulpturengruppe des auferstandenen Christus angebracht.

Der von einem korbbogigen Tonnengewölbe geschlossene Kirchenraum hat weitgehend seine in dunkel gebeiztem Holz erstellte ursprüngliche Ausstattung bewahrt. In Übereinstimmung mit dem 1891 verfassten Wiesbadener Programm besitzt die Kirche einen Kanzelaltar und statt eines Mittelgangs wie in einem Vorlesungssaal einen einheitlichen Gestühlsblock, der die Konzentration auf das gesprochene Wort fördern sollte.

Literatur
 Die Kunstdenkmäler Österreichs. Dehio Steiermark (ohne Graz) 1982: Leibnitz, Evangelische Friedenskirche.
 Christian Brugger, Heimo Kaindl, Antje Senarcies de Grancy: Evangelische Kunst und Kultur in der Steiermark. ISBN 3-7011-7340-0, Leykam, Graz 1996.

Weblinks

 Website der Gemeinde

Friedenskirche
Kirchengebäude in der Steiermark
Kirche in der Superintendentur Steiermark
Kirchengebäude der Moderne
Bauwerk der Moderne in der Steiermark
Baudenkmal (Steiermark)
Erbaut in den 1910er Jahren
Bauwerk von Otto Bartning
Leibnitz
Leibnitz

redpajama_set_name: RedPajamaWikipedia


Lawn aerators are essential garden machinery for keeping a healthy lawn, and they work by pushing air into the soil, allowing for proper water drainage.
It's good to aerate in the spring or autumn before summer growth and wet British winters. This encourages healthy grass growth and prevents moss and harmful bacteria from spreading into your lawn. Hollow tine aerators have plugs that push into the grass and pull out soil for easy disposal, making them ideal for domestic gardens. Spiked models push extra space into the ground, and these offer a good value for larger fields. Most models for sale are manually operated, and a handheld aerator is adequate for most gardens in the UK. Towable aerators can be attached to a tractor, and they are the best choice for professional landscapers.


text:
Leonardo Dicaprio Phone Number: Girlfriend, Net worth, House Address, Wiki 2022
Actor / December 3, 2022 December 3, 2022
Leonardo DiCaprio is a well-known actor who is known for playing unorthodox and provocative roles. He began his career on television before transitioning to film, earning an Academy Award nomination for his performance in What's Eating Gilbert Grape (1993). DiCaprio rise to fame after starring in James Cameron's epic film Titanic in 1997.
Whatis Leonardo Dicaprio's net worth?
According to, Leonardo DiCaprio's net worth is at $260 million. For even more than two centuries, he has been one of Hollywood's highest-paid performers.
2022 $260 million 36.84% increase
2020 $140 million 40% increase
2018 $55 million N/A
DiCaprio is the only baby of Irmelin and George DiCaprio and was born on November 11, 1974, in Los Angeles, California, USA. Most of Leonardo DiCaprio's upbringing was provided by his mother, a German-born legal secretary. Despite his parents ' early divorce, DiCaprio's father, a comic book artist, and distributor remained close to him.
DiCaprio's parents encouraged him to explore his creative side, and he became interested in acting at a young age. "I loved to imitate others… My parents and I enjoyed making up stories and creating characters. I enjoyed making up my skits and performing them for my friends. "Backstage spoke with Leonardo DiCaprio about his new film.
DiCaprio struggled to find an agent for many years. Lenny Williams, according to one agent, was DiCaprio's preferred name. A few years later, he began landing regular television roles. The New Lassie and Roseanne were among his early television credits. Another role in the drama Parenthood was also a success for the actor.
When DiCaprio was filming the series, he met Tobey Maguire, who has since become a close friend. Kirk Cameron and Alan Thicke co-starred with DiCaprio in Growing Pains in 1991, and DiCaprio became a semi-regular. In the same year, his screen debut in the low-budget horror film Critters 3.This Boy's Life, where DiCaprio starred opposite Robert De Niro, showed that he was more than a good-looking teenager. In this adaptation of Tobias Wolff's memoir, the film delves into the problematic relationship between a young boy and his abusive stepfather. De Niro was no match for DiCaprio on screen, and the actor impressed the critics.
DiCaprio kept going to work on a variety of exciting projects. "The Basketball Diaries" (1995) was his first film role. He also did work with Russell Crowe, Sharon Stone, and Gene Hackman on "The Quick and the Dead" that same year.
In 1997, DiCaprio's life was catapulted to a new level by yet another tragic love story. William Hurt co-starred in James Cameron's Titanic with Kate Winslet, a film about the sinking of the titular ocean liner. Jack, a poor designer who falls in love with Rose (Winslet) onboard the ship. In addition to Rose's fiancé (Billy Zane), the boat is in danger after colliding with an iceberg. It was the costly budget film ever made, with a production budget of over $200 million.
Titanic was a critical and commercial smash hit for RMS Titanic in the year 2000. It was nominated for 14 Academy Awards and won 11, including Best Picture and Best Director. As a result of its international success, it became the first film to reach the billion-dollar mark.
He also proved that he could handle traditional Hollywood leading man roles with this film's success. In the years following Titanic, DiCaprio's career hit a rough patch as The Man in the Iron Mask (1998) and The Beach (2000) proved to be financial and artistic failures.
In 2008, DiCaprio and Winslet reunited for the film Revolutionary Road, a drama about a 1950s suburban couple who are dealing with a variety of personal issues. In Christopher Nolan's Inception (2010), he explored a fantastical future where technology allows people to invade others' dreams. Scorsese's thriller Shutter Island was also released that year.
DiCaprio agreed to feature in Quentin Tarantino's Once Upon a Time in Hollywood in early 2018, which is supposed to be based on the circumstances surrounding the legendary Charles Manson murders of 1969.
Leonardo Decaprio's Girlfriend
DiCaprio has been in the media spotlight for most of his career because of his personal life. During the years 2000 to 2005, his on-and-off relationship with supermodel Gisele Bündchen provided plenty of material for celebrity magazines and websites. Later, DiCaprio dated the Israeli-born model Bar Refaeli for a while. His relationship with Blake Lively in 2011 was short-lived. Since then, he's reportedly dated Kelly Rohrback & break up several months. Then he dated the name Camila Morrone & now they are together.
Leonardo has decided not to publish his phone number on the internet. As a result, there is no data on the actor's messages on the internet.
House Address
The author is a California native who currently resides in Los Angeles. He is the owner of a large number of properties in the US.
Email Address Not Available
Whatsapp Number Not Available
Discord/Telegram Number Not Available
Personal Website www.lenardodicaprio
Facebook www.facebook.com/LenardoDicaorio
Instagram www.instagram.com/lenardodicaprio
Twitter www.twitter.com/leodicaprio
LinkedIn Not Available
TikTok Not Available
Snap chat Not Available
Real Name Leonardo Wilhelm Dicaprio
Nick Name Leo, Lenny D, LDC
Profession Actor, Film Producer, Environmentalist
Height In feet: 6
In meter: 1.83 m
In CM: 183 cm
Weight In Kilograms:
In Pounds:
Relationship Girlfriend: Gisele Bundchen, Bar Refaeli(2005-2011), Blake Lively(2011), Kelly Rohrback(2015), Camila Morrone(2018-
Parents Father: George Dicaprio
Mother: Irmelin Indenbirken, Peggy Farrar(Step-mother)
According to his Globe and Oscar speeches, DiCaprio has been passionate about environmental issues for quite some time now. Additionally, he wrote, narrated, and produced The 11th Hour in 2007 and was heavily involved in the production of Before the Flood (about climate change), which was released last year. The Leonardo DiCaprio Foundation was founded by the actor (LDF).
Tom Holland Phone Number: Wife, Net worth, House Address, Wiki 2022
Leave a Comment / Actor
Tyler Perry Phone Number: Wife, Net worth, House Address, Wiki 2022
Morgan Freeman Phone Number: Wife, Net worth, House Address, Wiki 2022
Tom Cruise Phone Number: Wife, Net worth, House Address, Wiki 2022
Casey Simpson Phone Number: Girlfriend, Net worth, House Address, Wiki 2022


text:
Q: How to manually create HP recovery media? My mates HP Pavilion dv5 laptop's HDD is failing and now Windows 7 Home Premium won't boot nor will the recovery partition boot.
I took out the HDD and stuck it in a USB HDD cradle and I'm able to view the disk but I get a good few data cyclic errors so reckon HDD is toast.
Anyway, he hasn't created a recovery DVD nor USB so I'm wondering if I could manually do this? I was recently able to manually create one for a Toshiba laptop.
If it's not possible to manually create it from files on his laptop could I use a recovery DVD from another HP laptop his sister has?
HP are saying that I need to purchase a new recovery media but I'd rather avoid this if possible. I have a set of Win7 install disks so I will fresh install windows directly if the options above are non-runners!

A: HP to HP has a reasonable chance of working.  Windows 7 has a ton of drivers built-in.  The critical parts will have drivers and work, but expect 3-4 hours of downloading and updating drivers, at least.

A: You don't always have to use HP Recovery Media you can use https://www.microsoft.com/en-us/software-download/
But you will need a product key that is on the PC unless it is a UEFI one that has a built in key to detect.
Format a flash drive 16 GB preferably as NTFS, then use command prompt type in:
diskpart
list disk

find the flash drive then type in:
select disk (Number)
select partition 1
active

then copy all files from ISO onto the flash drive directly and disable secure boot and it should boot using the old boot method.
If the other HP is the same model the recovery would work but if it isn't the Drivers and software the recovery come with will cause problems if you try to use that recovery. If I recall HP has scripts to detect if it is the original motherboard or not so if use on another HP it might say you cannot recover the PC due to incompatibility.
Modern HP's years 2018 or later should be able to use cloud recovery by HP but that requires 32 GB minimum.

redpajama_set_name: RedPajamaStackExchange


These gnocchi are very easy to make and a great choice for a healthy and quick family dinner.
Now about that bean paradox I was talking about… Greek people love white beans, and they've learned how to cook them in their dried form, from their mothers and grandmothers (I know I have!). You see, white beans were more common some years ago, and in their dried form were easier to store, required less space, and were cheaper since you didn't have to pay for canning and other costs. So, seeing my mother cooking with dried beans only, and never opening a can has made me skeptical and hesitant every time I pass in front of the canned food aisle in the supermarket. That's why dried white beans rule the food aisles of the supermarkets, because everyone here prefers them over the canned ones!
Everyone knows that when you want to cook dried beans you must always plan ahead and soak them in water from the previous day (unless you have a pressure cooker) and let them become hydrated and pretty. A little trick I learned recently is to add some salt to the water when soaking them. Know that I think of it, it's the same thing as brining a piece of meat to make it extra juicy and succulent. By brining things, what you do is allow the salt molecules to penetrate your food. This not only adds flavor, but since salt binds water, helps your food to retain some extra moisture during cooking, thus preventing it (up to a certain level) to become dry. Try these brined extra crispy and juicy chicken bites and see for yourself! The same goes with beans. When you brine them, you allow extra moisture to penetrate them, making them softer and more easily cooked. Be careful though not to add any salt to the water during cooking, not until the end, since this will make them tough. Another great recipe with beans is this traditional white bean risotto, a very popular and hearty Cretan dish.
If you use dried beans, soak them in salted water for 12-24 hours before cooking, since this will hydrate them and make them more tender.
While cooking beans don't add any salt until they've softened.
Choose gluten-free gnocchi if you don't eat gluten.
What beans to use? Canned beans may contain preservatives and other additives, extra salt, and can be pricier. On the other hand, they're always soft and tender, and a lot easier to use. In the end, the choice is yours!
If you choose to use dried beans, cook some extra and have them ready to use in salads and other dishes throughout the week.
These gnocchi with white beans and spinach are very easy to make and a great choice for a healthy and quick family dinner.
In a large skillet heat the olive oil, onion, garlic and zucchini over medium/high heat and cook for 3-4 minutes or until onion is soft and translucent.
Add the gnocchi, the white beans, and the lemon juice and stir gently to combine. Taste and adjust lemon, salt, and pepper.
Remove from heat and add the crumbled feta cheese. Eat!
If you use dried beans: soak 1 cup beans in 4 cups water with 1 tablespoon fine sea salt for 24 hours. Drain and rinse well, then transfer to a pot, cover with water – don't add any salt – and boil until tender (about 50-70 minutes depending on the hardness of the water and the age of the beans). Use the quantity needed for this recipe and store the rest in the fridge for use in salads and other recipes.
We also use dried beans only, not the canned ones. This recipe looks super healthy and delicious!
Nice to hear that Akhila!


We feel for anyone who has felt hurt, abused and rejected. But for Candice Wiggins, how much of it came from cis-hetero entitlement, internalized misogyny and homophobia?
Former WNBA player Candice Wiggins says she was bullied by fellow WNBA players for being heterosexual.
"It wasn't like my dreams came true in the WNBA. It was quite the opposite," Wiggins told the San Diego Tribune. She describes a "very, very harmful" culture within the WNBA, one which she was bullied for the eight years of her career. Wiggins claims that the abuse caused her to quit the league earlier than she had planned.
The former basketball player was a star at Stanford, averaging 19.2 points per college game, which dropped to an average of 8.6 when she turned pro.
Let it be known: there is no data to support this (most likely grossly exaggerated) statistic. If LGBT women and those who would play under WNBA rules had the opportunity to work in such a tremendously lesbian and queer industry, every single lesbian athlete that I know would be vying for a position in the league. Job security, dating opportunities, an industry ruled by women and a giant gay conspiracy — could this be heaven?
Sarcasm aside, I feel for anyone who has felt hurt, abused and rejected from the spaces which they have tried to belong. But how much of it came from cis-hetero entitlement, internalized misogyny and homophobia?
When you're used to being the norm "straight" and play in a league with numerous LGBT people, it can be uncomfortable.
Wiggins makes a truly legit argument here. In many businesses, women often begin to mirror toxic masculinity in order to get ahead in a "man's world." However, one cannot speculate on the reason why this alleged hostility was there without having all of the facts, and it simply does not align with the experience of other players.
Monique Currie, forward for the San Antonio Stars, also had something to say in response to Wiggins' claims. "Wiggins needs to check her privilege at the door and not group her very unfortunate personal experiences on an entire group of women," Currie wrote in her blog.


We are ecstatic to announce that Viva Blackpool has been nominated for not One, not Two, but FOUR Radio Wave Culture, Lifestyle & Business Awards!
We now need YOUR help to take home the win! All you have to do is visit the link below and cast your vote for each of the four categories.
Voting closes Sunday 6th May!
Every vote counts and we really do appreciate all the love and support we continue to receive from each and every one of our customers.


text:
El Parc Militar Nacional de Horseshoe Bend (Horseshore Bend National Military Park) és el lloc d'una batalla ferotge del mateix nom. Es troba al centre-est d'Alabama (Estats Units) i és administrat pel Servei de Parcs Nacionals. El parc va ser establert el 25 de juliol de 1956 i ocupa 825,56 hectàrees.

El 27 de març de 1814, uns 3.300 homes de l'exèrcit del General Andrew Jackson va atacar els gairebé mil guerrers "Red Sticks" dirigits pel cap Menawa de la nació creek. Les seves forces estaven fortificades a una corba en forma de ferradura (horseshoe en anglès) al riu Tallapoosa de la qual la confrontació va prendre el seu nom. Aquesta va ser l'última batalla de la Guerra Creek. La victòria decisiva a Horseshoe Bend va trencar el poder de la nació creek. Més de 800 membres de la tribu Upper Creek va morir en defensa de la seva pàtria. Aquesta va ser la major pèrdua de vida dels amerindis durant una sola batalla a la història dels Estats Units.

El 9 d'agost de 1814, la nació creek va signar el Tractat de Fort Jackson. Aquest acte va cedir 93.000 quilòmetres quadrats de terreny situat a Alabama i Geòrgia al govern dels Estats Units.

Vegeu també
 Llista de les unitats oficials del National Park Service

Referències

Enllaços externs

Geografia d'Alabama
Guerra Creek
Monuments dels Estats Units


The Social Media Engage is an innovative weekly podcast that provides a different way to learn social media and marketing tactics and strategies to nonprofit organizations. The show is mainly listener-supported. If you're with a business who'd like to sponsor the show, please email me at thesocialmediaengage@gmail.com.


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Use the following email address email@eternityofspirit.com for all the other matters.Have a great day filled with love and light!


text:
From KOJIKI: The Male Deity Izanaki and the Female Deity Izanami (Part One)
Translated from Japanese by Yoko Danno
IZANAKI AND IZANAMI DESCEND FROM HEAVEN
The Deities on the Heavenly High Plains said to Izanaki the Inviting Male Deity and Izanami the Inviting Female Deity, "This land is still floating like a jellyfish. Give shape to it and solidify it."
The Heavenly Deities sent out the two, giving them the Heavenly Jeweled Spear. Entrusted with this mission, the young Deities departed and stood on the Heavenly Floating Bridge between heaven and earth. They lowered the Spear and stirred the muddy seawater with a churning sound, ko-o-ro, ko-o-ro, and lifted it up. The thick salt water dripping from the tip of the holy Spear piled up and became an island. This island is called Onogoro-jima. The two went down there and brought into being the Heavenly Pillar and a spacious palace for their wedding.
At this time Izanaki the Inviting Male Deity asked Izanami the Inviting Female Deity, "How is your body made?"
"My body is finely made," the Female Deity answered, "but has one place which is insufficiently made."
"My body is finely made, too," the Male Deity said, "but has one place which is excessively made. Therefore I would like to produce land by inserting the place which is excessive in my body into the place which is insufficient in your body. What do you think of giving birth to the land like this?"
"That sounds good to me," the Female Deity answered.
"Well, shall we," said the Male Deity, "you and I, walk around this Heavenly Pillar, and mate with each other where we meet? Do you agree?"
The Female Deity consented. After the two promised thus, the Male Deity said, "Then you walk around from the right, and I will walk around from the left to meet you."
They agreed and each walked around the Heavenly Pillar, and then the Female Deity spoke first: "What a handsome man you are!"
Then afterwards the Male Deity said, "What a beautiful woman you are!"
After each spoke thus, the Male Deity said to the Female Deity, "It is not right that the woman spoke first."
The Male and Female Deities, however, mated in the holy bed. The Female Deity gave birth to a leech-like, boneless child. They placed the child in a boat woven with reed and cast it off shore. Next, she gave birth to a weakling island, Awa-shima, which was not recognized as their proper child, either.
The two Deities consulted each other and said, "Our children who have just been born are deficient. We'd better return to heaven and report this to the Heavenly Deities."
Immediately they returned together to heaven and asked for advice. The Deities in heaven performed a grand divination by heating the blade-bone of a deer. Observing the cracks, they said, "The children were born deficient because the woman spoke first. Descend again, and say it once more."
Therefore the Male Deity Izanaki and the Female Deity Izanami descended again and circled round the Heavenly Pillar as they had done before.
Then the Male Deity Izanaki spoke first: "What a beautiful woman you are!" The Female Deity Izanami said afterward, "What a handsome man you are!"
After each spoke thus they wedded again.
Izanaki and Izanami Give Birth to Fourteen Islands
After that time Izanaki and Izanami bore many fine islands. The first island born was Awaji. Next was Iyo. This island has one body and four faces, each with a name: E-hime, a fine woman; Ihiyori-hiko, a man possessed by a food spirit; Oho-getsu-hime, a woman in charge of food; and Takeyori-wake, a brave-spirited man. Then the couple bore the triple island of Oki, and next, the island of Tsukushi. This island also has one body and four faces, each with a name describing the brilliance of the sunshine. Then they bore the island of Iki, the island of Tsushima and the island of Sado, and next, the main island thick with grain plants, the Great Yamato Island. These eight islands which were born first are called collectively the Great Land of the Eight Islands.
After giving birth to these islands, Izanaki and Izanami returned to the island of Onogoro. On their way home they bore six more islands including twin islands.
Izanaki and Izanami Give Birth to Thirty-Five Deities
After Izanaki and Izanami had finished giving birth to the various islands, they started bearing deities. The first deity born was the great-task-carrying-out deity. Next born were the male deity of rock and soil and the female deity of stone and sand. Then the deity of great doors, the roof-thatching deity, the deity in charge of the safety of houses and the deity who protects houses from storms were born. Next they bore the sea deity Oho-watatsumi and a couple of river-mouth deities, Akitsu-hiko and Akitsu-hime.
Akitsu-hiko and Akitsu-hime rule respectively rivers and seas. They joined forces and gave birth to the bubble-sinking male deity Awa-nagi and the bubble-rising female deity Awa-nami. Next were born the surface-calming male deity Tsuru-nagi and the surface-rippling female deity Tsuru-nami. They bore next a pair of deities who distribute water at the watershed and a pair of deities holding ladles to draw water.
In the meantime, Izanaki and Izanami continued their labor. They gave birth to the wind deity Shinatsu-hiko, the tree deity Kukunochi, the mountain deity Oho-yamatsumi and the female plain deity Kayano-hime.
The coupled deities Oho-yamatsumi and Kayano-hime, who rule respectively mountains and plains, gave birth to a pair of soil deities, a pair of fog-and-mist deities, a pair of valley deities and a couple of deities who protect strays in the mountains.
Izanaki and Izanami still continued their labor. They gave birth to Tori-fune, the deity of the heavenly ship as fast as a bird and made of camphor wood as hard as rock. Next they bore the female deity Oho-getsu-hime who is in charge of food. Next was born the burning deity Kagu-tsuchi.
[N.B. As the oldest surviving Japanese book, the Kojiki, or "Record of Ancient Things," completed on "the twenty-eighth day of the first month of the fifth year of Wado" (A.D. 722) is an attempt to keep a grip on matters already at some distance from the compilers & to establish the "origins" of the Japanese court & nation on (roughly) native grounds. It is, at the same time, "a compilation of myths, historical & pseudo-historical narratives and legends, songs, anecdotes, folk etymologies, and genealogies." (Thus: Donald L. Philippi, the composer of a previous translation.) Like other such works it begins with the generations of the gods & follows their creation of -- & descent into – this-place-here. The fecundity & sexuality of those early gods – like Izanaki and Izanami in the present instance –is an example of surreality (= poesis) as an attempt to comprehend & thereby to possess the world.]
Yoko Danno's Songs and Stories of the Kojiki (Ahadada Books, 2008) is the first translation to capture the full sweep & ferocity of the Japanese original. Born, raised & educated in Japan, Danno has been writing solely in English for almost forty years. She continues to live & work in Kobe.]
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Rabin, The Last Day: Amos Gitai's Provocative Political Thriller
September 7, 2015 by EmanuelLevy
Although there are many political films in this year's festival, such as Pablo Trapero's The Clan, and features inspired by true stories, such as Tom Hooper's The Danish Girl, Amos Gitai's Rabin, The Last Day bears the distinction of being entirely grounded in factuality, blurring the lines between the fiction and non-fiction cinema in unprecedented way.
This year marks the 20th anniversary of the assassination of Yitzhak Rabin, the celebrated Israeli Prime Minister who, more than any other politician of the era, symbolized the will for lasting peace in the Middle East. In creating a thought-provoking political thriller, which is as much about the past as it is about the present, Gitai skillfully combines staged re-enactments of various events with actual news footage of the shooting and its aftermath.
On the eve of Saturday, November 4, 1995, Rabin was shot down with three bullets at the end of a political rally in a central Tel-Aviv square. The killer, a young (only 25) student and observant Jew, was immediately caught. The investigation into the brutal murder reveals a troubled society and culture defined by numerous religious, ideological and cultural tensions, most of which still exist.
The director was motivated to "dissect what led to Rabin's murder, and also to depict the aftermath of two decades, during which the prospects of peace have all but vanished with the dream of living a normal life. Gitai says he is "alarmed by the growing exis¬tence of a violent Jewish religious underground in Israeli secular society." He perceives it as "a disease that could destroy the democratic idea that Israel was founded on as a political endeavor, not a religious one of a long history of suffering by the Jewish people."
Looking upon the situation from today's perspective, he has no doubts that "Rabin was the only person who sketched out some kind of viable alter¬native to Israel's contemporary situation," based on his charismatic personality and unique approach, whose basic elements were "simplicity, integrity, and direct talk." Though seemingly quiet and unassuming politician, "he offered an alternative political thesis, that making peace means acknowledging that the "other" exists and should be accounted for, that you cannot make peace uni¬laterally, and this is the radical difference between the Rabin project and the current state of affairs, which is based only on scary power struggles."
Likely to upset the prominent right wing, whose members joined in a campaign of incitement against Rabin, and the extremist religious sector, the rabbis who condemned Rabin by invoking an obscure Talmudic ruling, the movie reveals a dark, frightening world that made this tragic act possible, what the director sees as "a subculture of hate fueled by hysterical rhetoric, paranoia and intrigue.
At once a loving tribute to Rabin, the co-winner of the Nobel Peace Prize, and yet truly polemic, Rabin fulfills the expectations we hold of seriously-minded, emotionally effective political movies. Raising tough questions, likely to provoking heated discussion and debate, it belongs to Gitai's most interesting films, which include (in my view), Kadosh, Kippur, and the Cannes Fest prize winning Free Zone. Rabin is also deeply personal: "I decided make this film not just as a director, but as an Israeli citizen. I think this is a voice of a memory that needs to be heard."


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Hotel Lobbies Are The Latest Stop On Coworking's Path To World Domination
National Hotel View count:
February 25, 2019 Matthew Rothstein, Bisnow East Coast
Courtesy of Colliers International
A rendering of the Marriott Moxy Hotel in Boston's Theater District
Long past its start as a trendy, niche form of office space for small users, coworking is now infiltrating seemingly every other asset class in commercial real estate.
Flexible work and office spaces are becoming a popular way for hotels to revitalize and even monetize their lobbies, according to a new report from JLL. The ways in which hotels integrate the service vary wildly, from free desks and tables to extra space for guests to paid memberships, the report said.
The Ace Hotel does not charge for or restrict its lobby coworking space, instead using it to drive business to its coffee bar and build brand awareness, according to JLL Capital Markets Research Director Lauro Ferroni.
In contrast, Eaton Workshop in Washington, D.C., uses the conventional coworking membership model for hot desks up to private offices, offering up its hotel's amenities such as a fitness center and saunas as a member perk. Selina, a chain launched in South America, partially owned by WeWork CEO Adam Neumann and with soon-to-open locations in Miami and New York, works in the opposite direction by offering coworking as an amenity to its guests. Selina also offers hotel accommodations in a coworking-style tiered system, from a hostel-style bunk to a lavish suite.
Regardless of who they let access the space, the vast majority of the hotels foraying into coworking are doing so in areas once used as lounge spaces, which can often be sleepy, inward-facing portions of the building. With the coworking format emphasizing openness and light, airy design, hotel operators see an opportunity to create more engaging spaces that can better connect the interior to the street outside.
JLL Research stressed the importance of touches like high-speed internet in order to make coworking viable in a hotel, but the fact that it can enliven and monetize existing square footage within a building means that it has perked the ears of brands as large as Sheraton and Marriott. The former is installing basic "productivity table" lounges at hundreds of locations with charging ports and rentable desk drawers, while the latter is opting for the Ace Hotel model of spruced-up lounges open to guests and non-guests alike in its Moxy by Marriott locations, according to JLL.
The social, multipurpose design elements of coworking have proven so influential that it has become a staple of high-end multifamily amenity packages, in some cases supplanting more leisure-focused tenant lounges. Optima in Chicago has divided its offerings more starkly, offering business suites for rent in the same building as residential units.
Coworking has even begun to insinuate itself into retail, with the shopping center-focused PREIT signing coworking operator 1776 to inline space at Cherry Hill Mall in New Jersey as a way of putting retail-focused entrepreneurs close to customers. Stay tuned to see if an industrial landlord can find a way to make coworking fit with a distribution center.
CORRECTION, MARCH 1, 12:30 P.M. ET: A previous version of this story misstated the name of JLL Capital Markets Research Director Lauro Ferroni. This story has been updated.
Related Topics: JLL, Ace Hotel, Sheraton, Coworking, Moxy by Marriott, Selina, Selina coworking
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Like his fellow Raybeats, Don Christensen didn't spend his youth soaking up the rays and riding the waves – after all, there is no surf in Nebraska. But, he did spend a good portion of it pounding out surf music on the skins of his drum set. Prior to that, though, he entertained the thought of going the way of Bob Dylan.
Apparently, his interest in the folk scene wasn't as sincere as he originally thought, but his interest in rock 'n' roll was certainly evident. Within three months of purchasing his drum kit, he could play "Wipe Out" better than any other drummer in the area, making him a favorite catch for local bands.
After finishing high school, he attended the Kansas City Art Institute, where he worked on his painting and explored his musical horizons.
He spent a couple of years playing with a white blues-rock band that went under a variety of names, the Cadillacs and the New Action Army among them. According to Christensen, they were dubbed "the MC5 of Kansas City." Because of their affinity for playing "black" music, they were given an opportunity to perform at a rally to generate support for the release of an incarcerated Black Panther (which one, Christensen can't recall). It was a move that didn't come without a price: In a day when musicians' unions were still segregated, they found themselves unable to join either of the local musicians' unions – the black musicians' union wouldn't accept them for the obvious reason of skin color, and the white musicians' union blackballed them because of their appearance at the rally.
Despite the fun he had making music, Christensen didn't view it as a way to make a full-time living. He was still interested in art when he ventured to New York City in the summer of 1971. Half of his drum kit was stolen upon his move to the city (he was in the process of moving it into his apartment when it was heisted), which may have diminished his interest in drumming if not for an ad that ran in the Village Voice: "It said, 'Guitar player looking for his Keith Moon.' I've never been a Keith Moon fan, but I answered the ad." And he was back in the drummer's seat again.
A few years later, he met a cab driver from Florida named Bob Musial who had a band called the Loose Screws. Many of the musicians were brought to New York from Musial's native Florida, but the guitarist and bassist, Jody Harris and David Hofstra, respectively, were from Kansas. The latter-named gentlemen, Harris in particular, would play important roles in Christensen's musical undertakings over the next several years. After the dissolution of the Loose Screws, Christensen found himself working with Harris in a band led by James Chance, a founding father of the No Wave scene.
Christensen was once again reunited with Jody Harris and he found a new ally in bassist George Scott, someone he had actually met before that at a record store where Scott worked. He viewed Scott as a musical "visionary," a great collaborator who was very supportive of new musical endeavors, including Christensen's.
Christensen's first impLOG single, "Holland Tunnel Dive"
Scott also invited Christensen to help him form the Raybeats. It was a project that would keep Christensen busy for the next five years, four years beyond Scott's death.
Following the dissolution of the Raybeats, Christensen scored soundtracks for approximately fifteen short films by Faith Hubley. He helped found the recording studio the Living Room, eventually selling out his part of it. His long-time association with Philip Glass led him to help build The Looking Glass Studios in Lower Manhattan, and, for the past several years, he has been running Orange Mountain Music, a record company created for the purpose of helping those who study Glass's music.
Also, in the early 1990s, Christensen got back to one of his early loves: painting. He has had exhibits in New York, Miami and Philadelphia, and he has a painting studio in Brooklyn. And, to top it all off, he has, in many respects, come full circle musically. He occasionally gigs with a reunited James Chance and the Contortions; they did a summer tour of Japan in 2005. Then there's the Band of George, a group that includes Christensen's Loose Screws' alumnae Bob Musial, Jody Harris and Dave Hofstra, that gigs about once a month.
Christensen enjoyed his time in the Raybeats. Among other things, it provided him with an opportunity to work with some good musicians and explore some new horizons that instrumental music had to offer. And it also allowed him to win over a fan following so loyal that it still persists.
And to think he almost bought a banjo.
It's Only A Movie! available on iTunes!
Guitar Beat available through iTunes!
New Jack Ruby release (on vinyl and CD)!


On Saturday, September 8, 2018, Theta Chi established its newest colony at Albany, NY. This colony is working to become the 12th active chapter (and 14th overall) to be installed in the state of New York.
For Srigana Padamati of Stratham, Wednesday morning's naturalization ceremony held extra significance. Not only did Padamati officially become a U.S. citizen, he did so alongside his parents Sri and Rava, who did the same.
Connor Bohlken, will graduate from Nebraska next month with a master of arts degree with an emphasis in mathematics teaching and the qualifications for a teacher certificate from the Department of Teaching, Learning and Teacher Education (TLTE).
The National Geospatial-Intelligence Agency inducted the Geospatial Intelligence Hall of Fame Class of 2018 during a ceremony at the agency's Springfield, Virginia headquarters Sept. 13.
Theta Chi Fraternity's anti-hazing roots stretch back more than 150 years - even prior to the founding of Theta Chi Society on April 10, 1856.
On Day 4 of National Hazing Prevention Week, we share some thoughts about bystander behavior.


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Enabling Customer-Centricity
The Jobs to Be Done theory, developed by Clayton Christensen, is one of the hallmarks of outcome-driven growth strategies in a business setting. By adopting the jobs to be done framework, you can more effectively create products and services that truly meet customer needs. Here is how your company can avoid common mistakes, and enable greater customer-centricity.
What sets customer-centric companies apart from their competitors? To start with, they don't simply announce their love for customers in a mission statement and continue business as usual. They create a culture that's passionate about and aligned around the customer mission. They systematically bring the voice of the customer into their innovation process, by understanding customer motivations. They design and deliver exceptional customer experiences.
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Companies that commit to customer-centricity can outperform competitors and build a foundation for long-term success. The journey is not easy, though, and it requires a deep understanding of what drives the choices their customers make. More data doesn't necessarily provide the answer. Companies today collect, crunch and categorize massive amounts of information about their customers, but still their innovation success rates remain stubbornly low. That's because the data is a helpful way to reveal many fascinating characteristics – but not customer motivations why customers buy.
To truly get at what drives customer intent and buying decisions, executives need to focus on understanding the "jobs" that customers are trying to get done in their lives. This approach, called jobs to be done, is based on the observation that people don't buy simply buy products or services; they "hire" them to get important, unsatisfied jobs done in their lives. In the famous words of Harvard marketing professor Ted Levitt, "people don't want a quarter inch drill, they want a quarter inch hole." Jobs represent the progress people are trying to make in specific circumstances, and typically have functional, social, and emotional dimensions.
A "LIGHTNING BOLT"
"It was really was like a lightning bolt for me because we had been thinking hard about how we would grow new customers, how we would want to serve them, how we would organize the university," says Paul LeBlanc, president of Southern New Hampshire University. He joined about 35 other senior executives at a recent Innosight CEO summit to discuss how taking a more fundamental jobs view to frame customers' needs could drive innovation and renew culture. SNHU has in the past five years become the leading non-profit in digital learning and has transformed from a regional college with 4,000 students on campus into a national university with 75,000 customers of 250 online degree programs.
Read about Jobs to Be Done in healthcare.
A new body of research and study into jobs to be done is showing its broad potential. LeBlanc's and SNHU's story is among many in the new book Competing Against Luck, which draws on more than 15 years of research and practice by Clay Christensen, Innosight, and other thinkers like Bob Moesta. The book shows how leaders are using a jobs approach to give clarity not just to innovation solutions but also to help align strategy, marketing techniques, organization, and culture around a customer-centric mission.
Understanding Jobs to Design New Offerings
According to Nielsen, of the 20,000 new products launched between 2012 and 2016, only 92 had sales of $50 million in the first year and sustained sales in the second. Their analysis shows that each one nailed a poorly performed and clear job.
The practice of digging through data for correlations and building elaborate customer profiles is partly responsible for such a poor showing. But by centering market research efforts on what customers are trying to achieve in a particular circumstance, marketers and product developers can find rich opportunities for innovation and design solutions and experiences where there is less guesswork about trade-offs customers are willing to make.
See how we use jobs to be done to uncover new opportunities and design solutions.
Hershey's Reese's Minis, for example, achieved breakout success with this line extension in part by researchers identifying circumstances where customers weren't satisfied by existing candy formats – driving the car, standing in a crowded subway, playing a video game. In these situations, the smaller format was more convenient to eat and the resealable flat-bottom bag were easier to dip into.
The Jobs-Focused Organization
Focusing on customer jobs to be done functions as an enduring innovation North Star and can align individuals across the organization behind a common purpose. Jobs-focused organizations ensure everyone is pulling together by putting into place a series of enablers across strategy, culture and processes — from the mission statement to customer value proposition to key performance indicators.
The benefits of a jobs-focused organization can be profound. Leaders can articulate their company's purpose in a way that unifies its culture around a customer-centric mission. With clarity of purpose, employees can make autonomous decisions. Measuring the right things is reinforcing and provides more meaningful insight into how the company is doing.
At Intuit, for example, focusing on the customer job "to get taxes done" has enabled the company to move beyond the chaotic "feature chases" that produced lots of new improvements that customers didn't really value. The company is so focused on customers' jobs that it allows itself to market products that customers actually need, operating like a network of startups in which small teams launch new product pilots with minimal senior-level approval because they are so clearly aligned on with jobs.
"Know Your Customers' 'Jobs to be Done'"
Putting Customers at the Center of Strategy
A prevailing approach to setting strategy is to take a "present-forward" view of future possibilities: carefully gather and analyze data, look for quantitative proof that an investment opportunity will bear fruit, and act. This approach is based on an implicit view that tomorrow's world will look similar to today's.
But such an approach can obscure potential growth opportunities because it constrains the aperture of possibilities to existing products and customers. For example, when a leading consumer appliance company began to develop a long-term growth strategy, it discovered a looming growth gap. It had long relied on growth through incremental improvements to its appliances, which kept the big retailers that sold its products satisfied. But because relationships with end customers, who could hold on to products for years at a time, were highly transactional, continuing this course would lead to few added revenues over time as it does not make buying new versions of products essential.
When leadership took a "future back" approach to setting a strategic direction, they saw new possibilities. They started with the assumption that tomorrow will be different than today, vigorously examining how end consumers themselves are changing and how to change the nature of their company's relationship with them. The exploration of key consumer jobs of the future led to identifying promising new strategic opportunity areas that yielded actionable new product concepts almost immediately. "Being consumer-centric is a major cultural change for us," the CEO says.
CULTURE CHANGE THAT STICKS
Scott Cook, Intuit Founder and Chairman of the Executive Committee
2018 CEO Summit


This week begins a crucial chapter in furthering a necessary response to the genocide in Darfur. The U.S. House and Senate will hold four hearings on Wednesday and Thursday of this week -- undoubtedly, the most consequential in the Senate Foreign Relations Committee on Thursday, where U.S. Special Envoy to Sudan General Scott Gration will testify on a comprehensive strategy for Sudan. We are hopeful that General Gration will demonstrate that the Obama administration is serious about completing its long running policy review and soon announce its strategy for promoting peace.
In thinking about what that strategy should look like, it's useful to recall what led to the Comprehensive Peace Agreement (CPA) that ended decades of conflict between Khartoum and south Sudan in 2005: a sustained investment in diplomacy, led in part by the United States, supported by relevant regional and international powers, and backed by significant incentives and pressures. The United States has another opportunity to provide strategic leadership to help create a space for the Sudanese themselves to resolve the country's interlocking crises.
The administration's strategy for peace in Sudan must work for an inclusive Darfur peace process that includes an opportunity for civil society voices to be heard. It must revitalize implementation of the CPA and the dangerously neglected Eastern Sudan Peace Agreement. And it must end Sudan's proxy war with Chad. A strategy that fails to address all of these issues is unlikely to succeed in contributing to a sustainable peace for all Sudan. But the strategy also has to recognize that these issues are interconnected - and are rooted in the vast disparity in power and wealth between the center and the periphery.
The United States cannot succeed alone. It's vital that the administration work closely with other governments in dealing with Sudan; a reliance on bilateral diplomacy will provide Khartoum the opportunity to play one party off the other, as it has historically done with great success. Among the key actors are China, Egypt, the United Kingdom, and France as well as the African Union and the Arab League. The United States can play a strategic leadership role in building a multilateral coalition of countries with the needed leverage.
Behind Door One/Carrots: If Sudan permits unrestricted humanitarian access, secures peace in Darfur, fully implements the Comprehensive Peace Agreement for South Sudan, ensures free and fair elections in Sudan, and removes the indicted President, a clear process toward normalization of relations with the U.S. will be mapped out.
Behind Door Two/Sticks: If President Bashir and his party fail to meet humanitarian commitments and continue to undermine efforts at peace, they will face diplomatic isolation, targeted multilateral economic sanctions and an effective multilateral arms embargo.
Finally, even if a comprehensive peace strategy contains the first three components, the implementation of the plan depends on personal leadership from President Obama. He must make this a priority for his administration and lend his personal engagement in building the multilateral coalition needed to achieve peace. As a candidate, President Obama promised to work with unstinting resolve to bring peace to Sudan, and a large constituency is calling on him to fulfill that promise. More than 110,000 Americans signed a petition asking him to roll out a strategy along the lines described above, and it's time for him to seize the opportunity.


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Giulia Gonzaga
A Gentlewoman in the Italian Reformation
Susanna Peyronel Rambaldi
Translated by Richard Bates
Collana: Viella History, Art and Humanities Collection, 11
pp. 300, 15,5x23 cm, hardback
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The life of Giulia Gonzaga – a leading figure in a delicate time of transition in 16th-century Italian political, cultural and religious history – brings this period and its dramatic turning-points alive. A favoured disciple of Juan de Valdés and at the centre of his group of followers, as well as a loyal friend of the protonotary Pietro Carnesecchi, who was condemned for heresy and executed, Giulia Gonzaga was strongly tied to her class, her powerful dynasty and to family and political intrigues. Under the shadow of her family, she enjoyed a heterodox experience shared by many others, men and women alike, who were protagonists of an intellectual and spiritual dissent that was harshly repressed by the Church of Rome.
Through the life of a woman, this book recounts the shifts in the political balance of power in Italy in the early years of Spanish dominion and how they mixed with religious dissent and with attempts to change the direction of the Church. It also recounts the relationships, friendships and solidarities of an aristocracy, male and female, that sought to play a role in the bitter conflicts that had emerged in Italian society as the Reformation spread throughout Europe.
1. Born in Gonzaga
1. "Warlords"
2. "Rich of soul and of noble, antique blood"
3. The "matriarch" Antonia del Balzo
4. A network of marriages
5. Weaknesses and powers
6. Small courts
7. A culture to "pass the time"
8. In the midst of the "Italian wars"
2. "The real golden age"
1. Alliances
2. The marriage of Giulia Gonzaga
3. The County of Fondi
4. "Oh, the lands of Fondi and Traetto were so blessed"
5. Portrait of a lady
6. The Ippolito de' Medici affair
7. "To take charge of vassals"
8. Juan de Valdés, "solicitador" for Giulia Gonzaga
3. Naples, "most loyal"
1. Giulia in Naples
2. "Preaching the Gospel calms and pacifies the conscience"
3. In palace and convent
4. "S.to Francesco di Napuli"
5. "Curiosity"
6. Protections
7. Aristocratic circles and ecclesiastic elites
8. The 1550s
4. Ruling from the Convent
1. Ferrante Gonzaga, "lord and brother"
2. A "ruined kingdom"
3. Her "son" Vespasiano
4. A good "match-maker", though a little "phlegmatic"
5. Politics and affections
6. Pietro Carnesecchi
5. Female Patronage and Heretical Networks
1. Isabella Bresegna, "the dearest friend I have in the world"
2. "You preferred the insults of Christ to the riches and delights of Egypt"
3. Chiavenna
4. "Important ladies": more problems for the House of Gonzaga
5. Lucrezia Gonzaga and the network of heretics in the Veneto and Po
Index of Names
Index of Places
First published in Italian as Una gentildonna irrequieta. Giulia Gonzaga fra reti familiari e relazioni eterodosse, Rome 2012
Cover illustration: Portrait of a Lady (Giulia Gonzaga?), artist unknown, 16th century, Frankfurt, Städelsches Kunstinstitut.
Susanna Peyronel Rambaldi lectured in Modern History and History of the Reformation and Counter-Reformation at Milan University. She focused mainly on political-religious history in the 16th and 17th centuries, the history of the Italian Reformation, the history of the Inquisition in Italy, and, more recently, the political and religious activity of the ladies of the great Italian family courts. Her previous works include a volume she edited together with Letizia Arcangeli, Donne di potere nel Rinascimento (Viella, 2008) and the original Italian edition of this book, Una gentildonna irrequieta. Giulia Gonzaga fra relazioni familiari e relazioni eterodosse (Viella, 2012).
Una gentildonna irrequieta
Giulia Gonzaga fra reti familiari e relazioni eterodosse
Donne di potere nel Rinascimento
A cura di Letizia Arcangeli e Susanna Peyronel
The Republic of Venice in the 18th Century
Walter Panciera
Pontormo's Frescos in San Lorenzo
Heresy, Politics and Culture in the Florence of Cosimo I
Massimo Firpo
2021, pp. 532, ill.