text:
St Alphonsa Region(Sangli Mission) is a Mission region in the Diocese of Kalyan entrusted to The Missionary Society of St. Thomas the Apostle (MST) in 1990 for evangelization. This region comprises of four civil districts of Maharashtra State; viz. Sangli, Kolhapur, Ratnagiri, and Sindhudurg.
At present Alphonsa regions is coextensive with Syro-malabar diocese in the states of Maharashtra, Gujarat and Goa.Sharing the missionary vision of MST and the Kalyan diocese, Sangli Mission is committed to spread the good news of Jesus through various its apostolates. In order to coordinate the various developmental and humanitarian activities a legal body calledSangli Mission Society was registered in 1993. All the social service activities are carried out through this Society. ...
MST - (Missionary Society of St. Thomas the Apostle)
The Missionary Society of St Thomas the Apostle (MST) is a missionary venture of the Syro-Malabar Church. The main thrust of the MST is to foster and promote missionary activities of the Church.Forty five years down the road, the Society has come a long way in the missionary activities in India and abroad. Today MST has 322 priest members witnessing the Gospel in eleven different countries in five continents. The Society has over 100 candidates under five stages of formation in its own centers of formation manned by well qualified and experienced teams of formators. MST is a Society of Apostolic Life with an exclusively missionary charism..
St. Thomas, the Apostle of India, is the patron of the Missionary Society: "The Missionary ..
The founder of MST is the missionary and visionary Bp Sebastian Vayalil, the he former Bishop of Palai..
Drawing inspiration from the apostolic experience of St Thomas 'My Lord and My God'..
St Thomas, the apostle, with the vision, mission and message of Jesus Christ came Sebastian Vayalil, the former..
MST Missionary Society of St Thomas the Apostle erected St. Mary, Queen of the Missions Delegation, Delhi(Faridabad Diocese) which will take effect on 3rd July 2014. Missionary Society of St Thomas the Apostle erected St. Mary, Queen of the Missions Delegation, Delhi(Faridabad Diocese) which will take effect on 3rd July 2014.
»MST » Sangli Mission Society » Diocese of Kalyan » Vatican Radio
» Mission » Patron » Vision » Contact Us
Sant Thoma Bhavan,
Raman Mala, Kolhapur,
416003, Maharashtra.
Tel. 0231 2660275, 2660088 (RD)
Email: sanglimission.mst@gmail.com
© 2015 MST-St. Alphonsa Region. Powered By SMCIM


text:
Robert Tait McKenzie
McKenzie, Robert Tait
Robert Tait McKenzie does not have an image.
Sculptor-athletic figure
(5/26/1867–4/28/1938)
Robert Tait McKenzie was born in 1867 Almonte, Ontario, Canada to William McKenzie, a minister of the Free Church of Scotland, and Catherine Shiells McKenzie. His father died when McKenzie was a young boy of nine years. After spending his entire youth in Almonte, at the age of eighteen he entered McGill University where he stayed nearly twenty years. His childhood friend was James Naismith, the inventor of basketball, who also attended McGill University with McKenzie.
He entered McGill in 1885 and worked his way through college and the medical school on his own resources. While an undergraduate at McGill, McKenzie showed his promise when he won the All-round Gymnastic Championship. He was the Canadian Intercollegiate Champion in the high jump, a good hurdler, a first-rate boxer, and a member of the varsity football team. His two athletic specialties were swimming and fencing.
McKenzie received his undergraduate degree and medical degree from McGill. He eventually became the Medical Director of Physical Training, a lecturer in Anatomy, and a specialist in orthopedic surgery. It was as an undergraduate that his interests in physical education and art first developed.
Dr. McKenzie became Head of the new Department of Physical Education at the University of Pennsylvania in 1904, and as a full professor on the medical faculty. McKenzie was attracted to Pennsylvania by the newly constructed gymnasium at Franklin Field, and viewed this as an opportunity to test his theory of physcial education as a vehicle of preventative medicine. He persuaded the University to medically examine all athletes before participation in sports.
McKenzie's first efforts at sculpture resulted from his inability to find sculptured pieces that demonstrated points in lectures on anatomy. His series of four Masks of Facial Expressions (Violent Effort, Breathlessness, Fatigue and Exhaustion) (1902) was his first public endeavor in sculpture. In 1903, excited by the direction of the Society of College Gymnasium Directors and recognizing a need for illustrative art, he proceeded down the career path for which he would be best known, that of sculptor. His Sprinter (1902) and Athlete (1903) were initially inspired by the short lived, but internationally popular movement of anthropometry, the scientific study of the measurements and proportions of the body. The art world soon found much to criticize in this style , and McKenzie turned his attention to the study of European masters. By this time, however, his earlier interest in anthropometry was well known and his formal training in medicine was viewed as an unorthodox, if not unsuitable preparation for the practice of fine art. The result was that many art critics viewed his early work unfavorbly. McKenzie travelled to Europe for study in an attempt to adress there criticisms.
During the summer of 1907 while on a voyage to England, McKenzie met the musician and poet Ethel O'Neil of Hamilton, Ontario. They were married in 1907 in the Capel Royal in Dublin, while both were guests of Lord and Lady Aberdeen. Mrs. McKenzie was a source of encouragement and inspiration to him through the next thirty years, when he achieved world acclaim in fields of art, medicine, physical education, and rehabilitation.
As his sculpture begain to receive recognition, his work in relief also received notice. McKenzie mastered the art of the medallion, creating both memorial pieces and awards. At the 1912 Olympics, his most accalimed medallion, Joy of Effort, was set into the wall of the stadium at Stockholm. He received the King's Medal from the King of Sweden for this work.
His relief entitled, Passing the Baton, was inspired by the Relay Carnival at the University of Pennsylvania. He produced medals for the Intercollegiate Conference Athletic Association to commemorate tennis, swimming, track and field, gymnastics, fencing, and gold as well as dozens of medals of other academic and athletic organizations.
Dr. McKenzie served England, the United States, and Canada during World War I, as a pioneer in the physical-mental rehabilitation of the severely wounded. He traveled to England in 1915 to join the Canadian Army, but there was a delay due to misfiled paperwork. He applied to the Royal Army Medical Corps in which he was granted a commission first as a lieutenant and later as a major. McKenzie served as the medical officer in charge of Heaton Park, Manchester, England during the war. His involvement in the war remained that of physician, and in 1918, he published two books, Reclaiming the Maimed and A Handbook of Physical Therapy. The latter was adopted by British, Canadian, and American armed forces as the official manual of hospital rehabilitation. He applied for attachment to the Physical Training Headquarters Staff, but he was sent to take a course in physical education. On his superior officer's discovery that McKenzie wrote the textbooks for the course, he was sent on a tour of inspection of training camps and hospitals.
McKenzie's only sculpture completed during this period was Blightly, a representation of a young Seaforth Highlander on leave in France. After the war, McKenzie was commissioned to do a number of memorials, including The Call, the central figure of the Scottish-American war memorial; The Volunteer, in Almonte; Alma Mater, the Girard College memorial; and Homecoming, the Cambridge memorial.
It was in this post-war period that McKenzie's great reputation was achieved. His work was displayed at several major exhibitions, including a show at Gump's Gallery in San Francisco (1923); Grand Central Art Galleries in New York (1924);
Georges Petit Galleris in Paris (1924) and New York (1927); Toronto (1928); the London Fine Arts Society (1930); at the Los Angeles Olympic Games (1932) (won prize for his Shield of Athletes); the Grand Central Art Galleries in New York (1934); and the Olympic Games in Berlin (1936).
A solo sculpture exhibition was held at the Fine Arts Society, London (1921) and toured to Feragil Galleries, New York the following year.
His works on the campus of the University of Pennsylvania include the Youthful Franklin, commissioned in 1911 by the Class of 1904. To model Franklin's face and head, McKenzie studied the portraits and busts of Franklin produced later in Franklin's life. McKenzie, using these works of art as a basis, composed what Franklin may have looked like before age left his face wrinkled and swollen. It took a model one week of walking around nude in McKenzie's studio before McKenzie found a position which he felt would be suitable for the statue which would be titled Young Franklin. The sculpture depicts the Founding Father as a young man, when he first arrived in Philadelphia in 1723, without fame or prospect; the intent was to inspire new students.
R. Tait McKenzie was active in organizing the first Philadelphia chapter of the Boy Scouts in 1908. He was a personal friend scouting's founder, Sir Robert Baden-Powell, and they shared the belief in the program of Scouting. McKenzie was commissioned to create the statue known as The Boy Scout of The Ideal Scout; it remains his most beloved work. A 1938 cast of the 1914 original stands outside the Boy Scouts Headquarters in Philadelphia.
During his later years, he purchased a historic mill near Almonte, Ontario, close to his boyhood home. With his wife's help, they converted the mill into a summer home and studio, where they collected and placed many of his dearest possessions and originals of some of his most famous works. It was renamed the Mill of Kintail and today stands as the Robert Tait McKenzie Memorial Museum. McKenzie died in Philadelphia of a heart atteck in April 1938.
In 1931, he asked to be relieved of his duties at the University to devote more time to his sculpturing. However, he continued to lecture at Pennsylvania. His medical achievements are impressive. He was one of a group of five who founded the American Academy of Physical Education, and he served continuously as its president from 1927 until his death in 1938. He was an officer of many other institutions and societies, including president, the American Physical Education Association; president, the American Association for Health, Physical Education, and Recreation; and president, the Society of Directors of Physical Education in Colleges.
Equally impressive is his artistic output. Creating more than 200 works in his lifetime, most are in public institutions throughout the world including at the University of Pennsylvania; the Red Cross Building, Washington D.C.; Girard College War Memorial, Philadelphia; Woodbury, New Jersey; Cambridge, England; Edinburg, Scotland; and Ottawa, Canada. The largest collections of his work are held at the McKenzie Memorial Museum in Almonte and at the Joseph B. Wolffe Collection of R. Tait McKenzie Sculpture of Athletes at the University of Tennessee, Knoxville.
Joy of Effort 2018.117
Rejoice Young Man in Thy Youth 2018.118
The Athlete 2018.75
Your current search criteria is: Artist is "Robert Tait McKenzie".

redpajama_set_name: RedPajamaCommonCrawl


It has been almost a year since I discovered my husbands emotional affair and I am still trying to get passed the affair. My situation is a little unique and it's been difficult to find any... So what is an emotional affair anyway? Oftentimes, an intimate, close friendship with an outsider to the relationship can turn into an emotional affair. Despite the fact that there might not be any physical aspect to the relationship, the emotional involvement with the other person can be so intense that it is just as harmful to the relationship as a physical affair.
Naturally, to permanently end an emotional affair, your wife needs to physically get away from the other man. This could be as drastic as your whole family moving to the other side of town, or as simple as de-friending him on Facebook and deleting his number.
So what is an emotional affair anyway? Oftentimes, an intimate, close friendship with an outsider to the relationship can turn into an emotional affair. Despite the fact that there might not be any physical aspect to the relationship, the emotional involvement with the other person can be so intense that it is just as harmful to the relationship as a physical affair.
Affair Healing: A Recovery Guide for Couples by Tim Tedder $3.95 Download This 70-page ebook (included with any purchase of A Recovery Manual for Betrayed Spouses, but offered here as a separate purchase) presents an overview of the 5 Stages of Relationship Renewal for couples who are healing from an affair.
But if you really want to get over an affair, to see an affair clearly from start to finish, to see what wind fills its sails and what trash lies in its wake, surrender yourself to 817 pages of gorgeous, harrowing, revelatory Tolstoy.


Browse our fine jewellery showcases for inspiration. Each gallery is a curated selection of jewellery from our collection and customer commissions to show the possibilities for design. Explore ladies' engagement rings, rose gold engagement rings, sapphire, cognac diamond and coloured stone engagement rings, as well as wedding bands for men and women, including fitted wedding bands and alternative or unusual wedding rings.


text:
Ленінськ () — місто в Росії, у Волгоградській області, адміністративний центр Ленінського району. Населення 15 149 осіб (2017 рік).

Історія

Історичне минуле міста йде з XVIII століття, коли за указом Катерини II в Заволжя було переселено 1300 селянських родин з середньої смуги Росії для робіт, пов'язаних з виробництвом шовкових тканин. Ці переселенці поклали початок селам Пришиб, Заплавне тощо.

Датою заснування села Пришиб (нині м Ленінськ) Царицинської округи Астраханської губернії (не плутати з селом того ж назви Єнотаєвський округи на березі річки Волга, заснованому в 1770 році) вважається 1776 рік, а вже по 4-й ревізії 1783 року в селі проживало 500 душ чоловічої статі.

Економіка
Економіка району базується на виробництві сільськогосподарської продукції: овочів, зернових тощо. Район знаходиться в зоні ризикованого землеробства, тому високі врожаї зернових вкрай рідкісні. Промисловість представлена такими підприємствами, як елеватор, пекарня та друкарня. Підприємства міста: МП «Оптиміст», АК 1726, районний вузол зв'язку з поштовим відділенням та інші - здійснюють надання послуг населенню. У місті є готель. У районі працюють 3 середні школи, 5 дитячих садків, школа-інтернат для дітей зі зниженим слухом, ПУ-47. Діють підлітковий клуб, Будинок дитячої творчості, РДК «Жовтень» (500 місць), дитяча музична школа. В 1990 році побудований новий лікарняний комплекс на 300 ліжок з поліклінічним корпусом.

Примітки

Міста Волгоградської області
Міста Росії
Районні центри Волгоградської області

redpajama_set_name: RedPajamaWikipedia


text:
S.Margaret, Hollinwood & S.Chad, Limeside
Weddings & Baptisms
Heritage Open Days 2016
Weekly Messenger
Cell Our Lady Of Walsingham
Building Restoration Appeal
Organ Restoration Appeal
Parish Safeguarding Policy
Uniformed Organisations
Cubs, Beavers & Scouts
Rainbows, Brownies & Guides
Hall Details
Sunday Social Club
250th. Celebration
A Short History Of The Parish of S. Margaret Hollinwood and S. Chad Limeside
The land on which Oldham stood was part of the Parish and Township of Prestwich with S. Mary Oldham a Chapel of Ease to the parish of Prestwich. St. Mary Oldham was the nearest church in which the folk of Hollinwood could attend worship.
People were finding themselves unable to obtain seats in that church. Negotiations to purchase land on which to build a new Chapel in Hollinwood began and the new Church dedicated to St. Margaret of Antioch was completed by 1768 and was consecrated by the Bishop of Chester on July 8th 1769. The Builder was Edmund Whitehead and an account of his work was recorded on his gravestone in the churchyard. It is said that the building cost only £500 and that a grant towards the building cost was received from Queen Anne's Bounty. A flagon, chalice and paten were presented to mark the Consecration and are still in first class condition and are brought out for use on special occasions. In the Consecration Deed it was laid down that the curate was to keep registers and to charge double fees for baptisms, weddings and funerals. Half was kept by him the other half was to be sent to the Rector of Prestwich. He was also directed to assist with the administration of Holy Communion at St. Mary Oldham on Christmas Day and Easter Day. The Church was smaller than the present building and when built had no tower.
A small tower and the clock with its stone faces was added and was given it is said as a 'Thank' offering for the deliverance of Europe from the tyranny of Napoleon. The first Priest–in-Charge was the Rev John Darbey. He
founded a Sunday school on August 2nd 1784, only the second one to be founded in the District. To mark the occasion a gift of 100 spelling books was made by Robert Raikes the originator of Sunday Schools. John Darbey was also responsible for the founding of the Hollinwood National School that was built by public subscription. It was opened on August 2nd 1786 and was enlarged at a later date. The first organ of which we have record was installed in 1810 and paid for by public subscription.
S. Margaret's became a Parish Church in its own right and the Rev. John Holme became the first Vicar of the Parish. The Incumbency of the Rev. John Robinson [1861 – 1885] saw the building of the present Church. By now the population of Hollinwood was around 8,000 and the Church, apart from being too small for those wishing to attend had become unsafe. The Wardens were advised that the floor was so damp and the woodwork so rotten with dry rot that it would be cheaper to build a new Church rather than carry out extensive repairs to the existing building.
Early on a Building Committee was formed and by May 1877 plans had been received and those of Mr. Freeman of Bolton were accepted. The old Church was demolished and a temporary iron building erected near the site, licensed and used for weddings and other ministrations although the School was used for Sunday services. The Bishop of the Diocese laid the foundation stone for the new Church on Easter Monday 1878. It had been laid down that the cost of the building was not to exceed £6,000 but costs rose and the Vicar made many appeals for more money. The 'massive tower' was abandoned leaving the next generation to complete this work. The building was eventually finished and furnished and it was not until August 1882 that the figure of £9,659. 16s. 3d. the final cost of the building had been cleared.
The Lord Bishop of the Diocese consecrated the new Church on the Feast of St. Michael and All Angels, September 29th.
The present three manual organs were installed by Hill of London at a cost of £874.
The decision was made to complete the Tower and this work cost approx. £1,700 The Dedication of the Tower and Bells by the Bishop of Burnley took place on 20th March 1906.
The building of a new Church Hall and Institute on Incline Rd. and this was opened and Dedicated on 29th April 1911. It was destroyed by an air raid on October 12th/13th 1941. The building of the Hall saw the last major building project to take place until the late 1950s.
The Organ was renovated and a new Lady Chapel and St. Nicholas Chapel created. The new Vicarage was completed in 1960 and a new Parish Hall opened in 1961.
It was during the Incumbency of Fr. Denne that the new Parish of St. Chad was first proposed. S. Margaret's Parish had grown in size with the building of the Limeside and Hollins Estates and other properties. The split into two parishes seemed inevitable. It was expected that the new parish would have a population of around 10,000.
The new District of St. Chad was created and the Rev. J.B. Ginnever appointed Priest- In-Charge. In 1963 the foundation stone of a new church to replace the dual purpose building was laid by Fr. Goodman, Parish Priest of S. Margaret's on 8th February. In 1965 The new Church was consecrated by the Lord Bishop of the Diocese on 30th January. Fr. Clive Hilton who had been inducted as Priest-In – Charge in 1962 became the first Vicar of the Parish in 1964. For many reasons what had been a thriving parish declined over the years and the church in recent years suffered from almost constant vandalism. A small but faithful congregation eventually agreed that there was no option but to have the building demolished and to have a combined Parish with S. Margaret's. The Building was demolished and by an Order In Council dated 16th July 2002 the new Parish of St. Margaret Hollinwood and St. Chad Limeside was created.
The new Saint Margaret's Aided School was opened. In September 1988 a 30 place nursery unit was opened.
The state of the Parish Hall was causing great concern and eventually it was decided to sell the old hall and build a smaller one. The Hall and land were sold to the Baptist Housing Association who built the sheltered accommodation that is now St. Margaret's Gardens. A new, much smaller Hall was built by Oldham Community Employment Agency with the support of Oldham Borough Council and the Manpower Services Commission. It was built with money from the sale of the old hall and adjacent land and a grant from Oldham Council, (renamed The Canon George Community & Parish Hall in 2008). .
This Millennium
The main project this millennium has been the renovation of the church tower. This was completed in 2008 with renovated clock and bell. The new level access and main doors make the church truly accessible for all to come in. December 2008 also saw the installation of a fine carved oak reredos at the high altar, this was translated from Saint John The Evangelist, Great Harwood which had been closed and now demolished. It was re-dedicated by +Martyn, Bishop of Beverley who has Episcopal care of the parish.
2010 saw us being given a grant by English Heritage for repair of the roof on the North side of church preliminary work has been undertaken and the main work will begin in the spring of 2011. Future projects will include restoration of the organ.
This is a short history of the present parish and a full history of the Parish from 1769 to 1996 by Barry Dainty (© S. Margaret's Church) is available priced £5. (including postage).
© The Parish of S. Margaret, Hollinwood & S. Chad, Limeside - Registered Charity No.1134150


Enertiv leverages digital meters to automate meter readings and bill generation.
Gain full transparency into tenant usage and your recovery rates.
Option to provide tenant app for premium tenant experience.


text:
Q: ActionScript reverb algorithms Is there any library , or resources, to start working on some audio filter and reverb algorithms to apply to existing files? (like 'Small Room' effect, and so on).

A: You can find what you're looking for and more, here:
http://www.anttikupila.com/flash/soundfx-out-of-the-box-audio-filters-with-actionscript-3/
Edit
It appears that I was wrong about the above set of filters, there is no "reverb" filter in there. After some searching I've found the following:
http://www.kevingoldsmith.com/labs/PBSynth-v1/

redpajama_set_name: RedPajamaStackExchange


As physicians and physician enterprise administrative leaders, it seems like the rules of the game are changing every day. From new reporting requirements and updated clinical guidelines to adjusted benchmarks – it really is a never-ending process. In this webinar, Navigant's Robert Kirk and Carolyn Gibbs discuss what it means to be a high-performing physician enterprise today and how to be nimble enough to maintain high performance while all of the rules keep changing.


Chalazia are skin tags on the eyelids. Your skin produces oil through small groups of cells called glands. When one of these blocks or swells up, it forms one of these skin tags. Chalazia usually change size in a few weeks and heal on their own in up to 6 months by massaging the area and using heat packs.
There are special cases when surgery should be used to remove them. These special cases include when all other treatment fails to resolve them, if they get infected badly or if they stop you from seeing well. Please click here to look at the criteria for Chalazia removal.
How can I be referred for this intervention?
Some operations or treatments will only be recommended for some patients and your doctor will assess whether or not you meet the clinical conditions or criteria. Please click here to look at the criteria for Chalazia removal.


From back in my old flight instruction days. There is a tradition in flying. When someone go out on their first solo flight, makes three landings, and comes back with the airplane intact, there is a ceremony as they step out of the airplane. We [the instructors], cut their shirt tail off [some times the whole back of the shirt]. Than we take a picture of it and hang the shirt tail and the picture on the wall inside the student room / class room as a trophy. Later, many students often take the picture and the shirt tail home, frame it and display it in their home as a momento of their first SOLO FLIGHT. This picture show one of our instructors, Odd Bjerkenaas [an airline captain now] cutting the shirt tail off one of the students, in front of one of our trainer airplanes - a Cessna 150 Aerobat.


Both resume writing and interviewing skills are critical. In the 21st C, nonetheless, they are overrated. I'll show you why, and what to do about it.
Simply put, resumes let you circumvent the automated gatekeeper, also known as soulless automated resume rejecters. Nowadays, corporations use software to screen candidates. Recruiters don't read thousands and hundreds of resumes any longer. They depend on resume screening software to short list candidates. In modern days workplace, your resume can only allow you to dodge resume robots. That is it! No more, no less.
Once you're in front of a recruiter (s), it's another kind of game. You may think that you can get into the door if you just 'perform' and impress the interviewers. Bless their hearts. Many well-meaning organizations 'prep' job seekers on interviewing skills. They prepare them on the kinds of questions recruiters may ask, how to dress, smile, hand shake, and respond to some of the commonly known challenging questions.
These 'crash courses' are aimed at circumventing recruiters, the second layer gatekeepers. I must admit. They sometimes work, especial if the recruiters are novices. But, many of these prep classes are insufficient to equip job seekers to win seasoned recruiters their side. These classes are incapable of helping candidates continue to succeed once they set their feet in.
Speaking of experienced recruiters, they are fake proofs. They use behavioral questions. They don't just ask the usual yes or no questions that are taught in interviewing skills crash courses. What do you think will be the response of a candidate if a rookie recruiter asks, "Are you a hard working person?" "Do you get along with others?", and other similar questions? The candidate will definitely say a resounding Yes to each question. She may even roll her eyes and use some nonverbal cues as if to say why you even asking me these questions.
Remember this. You're not for sale. You too are also choosing whether to work for that company or not. Go there not just to be selected, to pick too. Go there to understand the working environment, the company's culture, and so on. You may not want to work for that company if your values collide with theirs. If the corporate culture doesn't allow you to flourish, why accepting the job knowing that you wither away and suffer?
That being said; go past preparing for interviews. Aim beyond bypassing the two layer gatekeepers. Have well-developed technical skills and know-hows to impress the domain expert- the hiring manager.
Above all, develop your soft skills proactively. Otherwise, even if you're hardworking, your technical skills off chart and a nice person, your body languages, eye contacts, demeanor, energy level, communication approaches, and interactions with recruiters may send wrong messages, and you may not be selected regardless of your superb hard skills, hard working ethics, and excellent character.
Knowingly or unknowingly, many recruiters make the hiring decision within the first 3 – 4 seconds. As you walk in to greet and shake hand with the recruiter, she is gathering lots of data using her senses. With that brief first impression, she makes her mind to hire or not to hire you. That is why people say first impressions last.
You may wonder why? It's simple. The brain processes a vast amount of data within a few seconds and reaches conclusions. That is how our brain is wired to function. It's helping us. It tries to make our life easier. Most of the time, consciously or subconsciously, we side with our brain without questioning its hasty conclusions, and in turn, take actions.
Yes, we need our brain's super computing power. Unless we're mindful, however, it could cause us make decisions based on inadequate data and some unconscious biases. And, recruiters are not exceptional. They may over depend on their brain and intuitions. They may not be aware that anything they do after that first impression hiring decision is to justify their initial choice. And the initial first impression could be flawed.
Whenever I sit in a panel to screen candidates, I make sure that I use behavioral questions. I'm a human being. I'm aware that I possess a mighty brain. It processes the data that are gathered through my senses within the first 3 – 4 seconds. Based on my past experience, core values, and what I see, feel, intuit, touch, and hear right there, I may climb a virtual ladder in my mind to quickly reach a conclusion. Since I know how the brain works; however, I don't immediately buy into its hasty conclusion and suggestions. I dig further. I use scenario-based questions. You recruiter may not take these steps. He may totally depend on his brains suggestions.
Let me be clear here by giving you a simple example. Sometimes, you meet someone for the first time and within the first few seconds, without knowing the very reason why you trust that person. You start to share your info, give your phone number, and even take the person with you to introduce him/her to your family and to have lunch or dinner. On the other hand, occasionally, you may meet someone for the first time. You cannot put your finger on it, but somehow you mistrust that person. It doesn't matter whether this person is the world's number one trustworthy person. Your brain, be unknown to you, climbed that virtual ladder in your mind and reached a swift conclusion.
Recruiters are humans like you and I. Unless they have self-awareness and conscious about how the brain works, they too are victims of their own brain. And therefore, they may reject the right person and favor the wrong one based on limited data within the first few seconds. Your job is to be the right person plus get selected, and this takes well-developed soft skills.
Steve Jobs of Apple used to create scenarios to select the right candidates who fit the corporate culture of Apple. Of course, some of his screening approaches were too risky, and I'm not here suggesting using all of his methods. For instance, he used to ask weird questions and put his bare feet on the table in front of candidates to watch how they would react. He was trying to figure out whether these candidates function well in a casual, no holds barred environment at Apple.
If your desire is to circumvent the automated gatekeeper, yes, have a great resume. To bypass recruiters work on your interview skills. Don't also forget that many companies put you in front of a domain expert to test your technical skills before they let you in based on your resume and performance during the interview. In that case, you need to have your technical expertise handy to impress the domain expert. Still, your technical skills cannot guarantee your ultimate success; they qualify you to get the job, to set your feet in. That is it!
Once you're in, if you want to flourish and continually succeed in that organization, you need well-developed soft skills. Research conducted by Harvard University, the Carnegie Foundation, and Stanford Research Center revealed, "85% of job success comes from having well‐developed soft and people skills, and only 15% of job success comes from technical skills and knowledge (hard skills)." Your technical skills only give you a low 15 % chance to stay there and climb the corporate ladder.
The bottom-line is to win recruiter (s) your side, get into the door, and succeed in that organization you need certain soft skills. You cannot over depend on your killer resume and interviews skills alone. If the recruiters are experienced, they sniff your lack of soft skills. You cannot pass them by only preparing for the kinds of questions most recruiters ask.
Thus, resume and interviewing skills are overrated. What you need before getting your feet in and afterward are well-developed soft skills.
Well, I thought you might be interested to read this interesting conversation.
By the way, how do you rate your people skills (1 to 10, 1 being very poor, 10 excellent)? If you gauged your soft skill competency below 8, you need help. Whatever time, resource, and energy you may dedicate to improve your soft skills, it's worth your investment. It compliments your technical abilities. It also empowers you not only to survive in this very competitive era, but also to excel and thrive.
Whether you are a professional, business owner, politician, activist, community organizer, what have you, you need to work on your people skills. Your technical abilities cannot take you far; they cannot separate you from the crowd in your field/industry.
Just so you know, your zeal to serve isn't enough!
Assegid Habtewold (AZ) is an author, consultant, coach, speaker, and trainer at Success Pathways, LLC (http://www.successpws.com). He facilitates soft skill workshops for some government agencies, technology and research companies, and non-profits. If you're interested to empower your people with key soft skills to experience harmony, synergy, low turn over and conflicts, and so on, you may contact us via email: Assegid@successpws.com (and/or assegidh@gmail.com) and we'll be happy to work with you to create customized workshops right for your team.
By the way, Assegid's upcoming book, which will be published soon, addresses the very theme touched in this blog. We'll announce on our website when the book becomes available. Stay tuned!
In the 21st C, where competition is fierce and going to be fiercer, inclusive leaders are the only ones that are capable enough to lead their organizations to the next height. Inclusive leaders don't feed their ego and seek to be right all the time. They are graceful when their ideas and positions are questioned. They don't demand compliance from their people without merit. They're confident enough that they are not threatened when diverse views and ideas are expressed within their organizations.
They, on purpose, promote diversity of viewpoints internally. They are inclusive who entertain 'organized disagreements' knowing that such an organization enjoys a great deal of benefit from the collision of diverse ideas. They understand that when ideas collide, the best idea prevails. Rather than being entrapped by ordinary and common ideas and preventing their organization from becoming the best in what it does, inclusive leaders liberate their organization from such imprisonment of mediocracy by creating a safe environment that encourages well-organized disagreements.
For their organizations (whether they are for profit, non-profits, charitable organizations, political parties, NGOs, etc.) to innovate and continuously improve and grow- they pay the necessary price. Some of the prices include but not limited to being vulnerable to be challenged, willing to listen even those ideas they don't like and understand, and open to be corrected when they are wrong, and when their ideas and proposals are inferior.
Your country, community, and the world at large needs confident and inclusive leaders in the New Year who are willing to design within their organizations organized disagreements, entertain diverse views, and who are willing to tolerate outliers within their organizations.
Inclusive leaders, rather than attempting to build cult around their personality and surrounding themselves with a monotonous team filled with 'yes' men and women, they are committed to the higher purpose of the organization and the Greater Good by allowing people to speak their minds freely and without being ostracized!
What kind of leader do you want to be? What will be your legacy? Do you want to be remembered as a control freak? Or, are you willing to become inclusive? It is your choice. Here, in front of you, is a New Year to become a more inclusive leader. If you're not in a leadership position right now, what kind of leaders are you supporting? What role (s) should you play in the New Year to make your team and leaders more inclusive?
If you would like to become an inclusive leader in this New Year and beyond, first, be bold and decide to break away from the tradition of intimidating dissenters. Purposefully invite people that may not agree with you all the time. Recognize and incentivize those in your team who are willing to risk and express differing views.
Create a culture that promotes diverse viewpoints and a corporate culture that embraces inclusiveness if your desire is to tap into the talent, uniqueness, experience, and full potential of all of your people! It's a different era, demands to have a different attitude and approach as a leader in this awesome century.
Wish you in the New Year success as you attempt to become a more inclusive leader!
Are you wondering why your team/organization is stuck? Do you feel like you stagnated? You tried somethings to change your situation and take your team and organization to the next height but it looks like they are not working? Why don't you invite me to understand your situation, talk to you and your key people, and come up with a 30 – 90 minutes keynote to inspire, challenge, engage, and direct your people to make the right changes that take your team and organization to the next level.
I've been a leader and served organizations from diverse industries for more than two decades. Since 2007, I closely worked with leaders to mentor, coach, train, and consult them make organizational changes. My doctoral degree is Strategic Leadership, and majoring in Global Consulting. While still a full time student between 2009 – 2013, and since graduation, I've lots of opportunities to promote change in organizational designs, configure or reconfigure corporate cultures, conduct values alignment assessments, and more.
I'd like to help you transform your team and organization. Of course, I don't stop at the first stage, which is keynote. If your team is convinced that I know the root cause and the ability to support you fix it, I'll work with you to further conduct interviews, send questionnaires to gather further info and inputs, and also come up with a consulting report that layout the next steps. Once we discuss on the proposal and reach a consensus on how to move forward, I closely work with you during implementation, and the follow up stages. If necessary, I'm available to provide individual and group coaching to make sure that we develop the capacity of your people to implement the change plus continue to sustain the change.
You may please contact me for more details or if you may have any question.
The lack of self-awareness of a leader, and/or the inability to raise the self-awareness of his/her people creates so many blind spots, grey areas, uncertainties, and indecisions. Many of the confusions, conflicts, and disarrays that exist in many organizations, communities, and nations could have been avoided if the leaders have holistic self-awareness. Unfortunately, individuals and organizations give little attention to self-awareness. High priorities are given to the day to day challenges, demands, and distractions leaving self-awareness neglected.
Remain alarmed and alerted. Once you are self-aware, you know your comparative and competitive advantages. This knowledge alerts you to identify the right job, relationship, and partnership you should have. You become so alarmed in your steps that no one can sway you where you shouldn't be or you don't stay for long at a wrong spot. Once you are self aware, no one manipulates and uses you because you know your breaking points. You discern people's intention, and avoid traps. They don't easily prime you to say and do things as they wish…If you are an alarmed and alerted person, you are aware of what is happening on all sides of the box. You tap into the opportunities, avoid traps, pitfalls, and distractions.
Creating synergy and focus. Self-awakened individuals don't step on someone's toes or run on someone's lane. They spot their unique place within their community, organization, and nation. They completely understand that they are better if they stay where they matter the most, and help others do the same. When you increase your self-awareness, you create synergy and avoid unhealthy competition. You are no longer jealous. Others' achievements won't intimidate you. You create synergy because you know that you need the help of others around your weaknesses. You also become focused to contribute your unique roles only in the area of your strength.
Highly productive and competitive. No community, organization, or nation can arise above the collective self-awareness of its members. When you have many self-awakened individual members, your collective awareness increases. The more enlightened members you have, the more corporate success and productivity you may enjoy, and the more competitive you may become.
Increased cooperation. Since your people know themselves and their unique roles within your organization and community, they become cooperative. They avoid unhealthy competition against other self-awakened members of your community.
Birds of the same feather fly together. In a given society or organization where the majority of the members are self-awakened, it is easier for members to find the right people with whom to work together. People who share the same passion can easily create a win-win partnership.
Less conflict. When the majority of your people are self-awakened and know their strength, they most probably avoid conflict. You enjoy more peace and friendship among your self-awakened people. You won't spend valuable resources, energy, and time to resolve conflicts.
Improved synergy. Once your people know who they truly are and their relative position among their peers, it is easier for them to choose the right path that leads them to fulfillment. They know which school to enroll, which organization to join, which business to open, etc. When the majority of your people are on the right path, they collectively create synergy that advances your progress.
The above excerpt is taken from my Book entitled "The 9 Cardinal Building Blocks: For continued success in leadership". Page 26 – 28, Building Block 1: Self-awareness.
If you're a Change Agent, you're already familiar with what I'm going to talk about. You have attempted, succeeded or not, to change the status quo, and paid some penalties for your 'transgressions'. You've the scar to show 🙂 You understand that when you challenge the status quo, people attack you. They use verbal attacks, and even sometimes, they may use physical force to shut you up. They may threaten, intimidate, blackmail, call you names, and/or insult/assault you to stop you from 'disrespecting' their 'god'- their culture.
The majority of people in a given culture defend the status quo religiously. They're blind loyal. The funny thing is that they do so without even knowing why they do what they do to 'defend' the 'god' they (their ancestors/predecessors to be exact 🙂 themselves created.
The experiment was conducted in a lab, which was configured to spray cold ice water throughout the room when the ladder in the middle is touched. There were five monkeys in this experiment, and bananas on top of the ladder. The starved monkeys ran toward the ladder to reach the bananas as soon as they entered the lab. When they touched the ladder, all of them were sprayed with brutal cold ice water. The water was so cold that they immediately descended without grabbing the bananas. After a couple of trials with the same brutal cold ice water spray on all of the monkeys, they developed 'group thinking' and stopped trying to avoid the cruel cold-water spray.
Soon after, the spray was discontinued.
The monkeys would have enjoyed the bananas without being sprayed if they changed their mind and attempted to climb the ladder again.They didn't. After awhile, one of the original monkeys was substituted with a new monkey. The latter didn't have any clue about what was going on. When this newcomer ran toward the ladder to grab a banana, the four original monkeys attacked it thinking that the water spray treatment was still in place. The beating continued even if all the original monkeys, which witnessed the cold-water spray firsthand, were substituted- one by one- with new ones.
What these monkeys that defended the bananas knew was that they had been beaten the first time when they tried to do the same even if they didn't know why. Afterward, they also watched other newcomers were trampled. Soon after, they joined the 'group thinking' and started to defend the bananas from new comers even if they didn't have any clue why this beating started in the first place.
The same with culture; people zealously defend their respective culture including those unproductive cultural attributes without knowing why they were installed in the first place.
The moral of the story is culture is powerful because its inhabitants guard it obsessively, including those status quos that prevent the society/team from advancing.
I've studied the dominant cultures in the world as I prepared to facilitate workshops on diversity, change management, and as I consulted organizations in configuring (reconfiguring) their corporate culture and aligning their people and processes along side their corporate shared values. These opportunities gave me to realize that this is a universal reality. Every culture (whether societal or corporate) has 'worshippers'- status quo maintainers. They get you in line if they perceive that you don't worship as they do with the same commitment they've toward the culture.
Whatsoever great and positive name you may give your change agendas, and whatever extraordinary outcomes you may promise to the dwellers, the majority's default response is an emphatic NO! Your innocent, genuine, and passionate drive to change things around for good may be taken as disrespect to their 'god'.
Are your organization's values toothless?
Some corporate values maybe there just to appease some stakeholders internally and externally. These kinds of values are toothless. They're there for public consumption.
How often your leaders bring up the values of your organization during one-on-ones?
Do values are part of the agenda of some of the group discussions?
Is the organization talk about its values during some of the companywide meetings?
When was the last time, your organization fired a leader or employee for disrespecting one or more of its values?
When was the last time a supervisor or manager was demoted for the lack of demonstrating loyalty to his/her company?
In the past more than one decade, I've been a student of values. As vice chairman of research department of a political part back home in Ethiopia, I still remember drafting a concept paper in 2002 that was aimed at elaborating the core values of our party. I had also a very productive discussion in 2006 with a leader of a multinational corporation; I was working for, about its values. Since 2008, I've been providing workshops, mentoring programs, and consulting to help my clients understand the power of values, and how to harness this power in their favor.
I've been drafting, in the past couple of years, a manuscript about values. The impetus to write a book came in 2013 following my presentation on the theme "Values-focused Consulting" for members of the Association for Talent Development- ATD (formerly known as ASTD) Maryland Chapter Consulting SIG in March 2013. Beyond my expectation, the discussion was lively, interactive, and dynamic. The feedbacks were very encouraging. Many of the participants, who are experienced consultants, enjoyed the discussion. Some of them, after the meeting, came up to me and encouraged me to take this message to other groups. For that matter, I produced a four-session TV program at Ethiopian Satellite TV and Radio (ESAT) in 2014 based on values. The interview with Dr. Bob Krone, the co-Founder and President of Kepler Space University, and Emeritus Professor of Systems Management at the University of Southern California, concluded the program.
The book should be out by the end of this year, or even earlier than that. I'll definitely keep you posted my progress, and hope you could be able to attend the book signing. The good new is that, in the meantime, I'll share with you some of the insights, stories, and tools from the manuscript. In this blog, I'd like to talk about how you can use values to win others.
2016 is Presidential election year; thus, let me give you some data to show you how values are crucial to win voters. In general, in those countries where there is democracy, people tend to vote for those candidates with whom they share key values. That is why the same candidate is loved by some and hated by other voters depending on his values. For instance, on February 2 2016, Fox News Channel reported, "According to entrance polling of Republican caucus-goers conducted by Fox News, Cruz won by garnering the support of evangelical Christians and those who wanted a candidate who shares their values." The majority of voters, conscious or unconscious, rally for a candidate that shares their highly held values. And Caucus-goers weren't exceptional.
The same news also observed, "Sanders overwhelmed Clinton among caucus-goers under 30, a group that he won 84 percent to 14 percent." Similarly in New Hampshire, many polls showed that 85% of young people under 30 voted for Sanders. Why do you think Bernie overwhelmed Clinton in that age group?
Do you remember the Occupy Wall Street movement in the late 2011? I still picture in my mind those youngsters wearing the "99%" t-shirts occupying the Zuccotti park in New York City, Wall Street financial district, to protest the economic inequality in the US. When they were cleared from the park, they moved to occupy major banks, corporate HQs, and college and university campuses. The initial key players of that group were young guys in their 20's. Of course, later, these youngsters inspired older people to join the movement.
The dominant value that attracted and glued the group together was fairness. The movement, slowly but surely, died because of so many reasons. Now, it seems that those young guys who felt their cause was crushed found Sanders who has been a unique candidate that positioned himself as a fighter against the one percent billionaires and bankers.
Smart politicians understand the critical roles values play. That is why they go out to study and understand the values of their constituency to earn their votes and supports. By the same token, enlightened voters are also those who don't give their votes to those politicians who fake it during campaign. But rather, those who vote for candidates that are truly committed to those shared values long after the election is over. That is why some politicians once elected, change course, and say and do things against the values of their constituency, for which they had vowed to fight for. This is especially true if a politician is in her final term, and finds herself no need to campaign for another term.
Are you a Democrat or Republican or Independent?
Why did you choose to join the party?
For whom are you going to vote during the primary and in November?
Why do you vote for him/her?
Please write down the answers of the above questions. It won't be fair if I exempt myself from being quizzed. Therefore, let me quickly provide my responses. I'm a democrat. You may wonder because of which value (s) I decided to become a Democrat. This is a valid question. I share some values with the Republican Party but I share more values with the Democratic Party. One of the values that swayed me to join the Democratic Party is diversity. You may have different values than mine and you may also be a Republican. It's okay. The goal here is to self-evaluate and discover which values dictated which party we should join.
Nonetheless, so far, I've not decided for whom I should vote.
I like Hilary. Electing her, as a President, is going to be historic- the first woman President of the US. But, Freedom is one of my values. I'm worried that if she gets elected, she may continue Obama's policies that favor dictators in Africa. For that reason, I am not yet ready to vote for her.
Bernie Sanders is authentic, and sometimes maverick. I admire such a personality. But again, I'm a strong supporter of market economy and entrepreneurship. Unfortunately, Bernie is an extreme leftist, promoting social democratic ideologies that undermine market economy and entrepreneurship.
Any ways, we are at the early stage of this year's Presidential election. We don't know who is going to win in November. Whoever wins, however, it is because enough Americans share him/her values.
I'm not here to talk about politics except to use the above stories as background to show you how values are vital to win others. In this article, my target audiences are leaders and business owners. My goal is to demonstrate on how they could use values to win clients and team members.
What have you learned from this article, which you haven't prior to reading this article?
How do you plan to translate these lessons into improving your personal life, career, and business?
In conclusion, values matter more than we're willing to admit. They matter not just in politics. Not only they dictate for whom we vote during elections, but also how we lead our life, run our business, and organization. We should be aware of the fact that people take into accounts our values before they make decisions. Decisions like whether they should become our supporters, partners, and clients. That is why we should invest our time, energy, and resources to discover, define, communicate, and refine our values. We need to make conscious and intentional efforts.
If you're a business owner and leader, you should pay closer attention to your values, and use them to reach out to those clients and teammates who share yours. You should use values as your competitive advantages to distinct yourself and business from your competitors.
If you may have any question or need my help in using values to win others, don't hesitate to contact me.
To succeed in the 21st C marketplace, which is filled with diversity, it's mandatory to increase your cultural intelligence. One of the steps you should take to increase your cultural IQ is to make some efforts and dedicate time to learn about other cultures.
However, there are some obvious challenges. There are hundreds of cultures in the world, if not thousands. As a leader, you have so many things on your plate right now that you don't have enough time to master all of these cultures in the world. Even if you have the time, it is too wide to cover. You don't want to be "Jack of all trades, master of none".
Rather than attempting the impossible- studying every culture individually, first recognize the two major cultural divides in the world.
And evaluate to see the main differences between these two major cultural divides.
Identify the cultures that you would like to embrace in your organization or cross.
Compare and contrast your native culture with these dominant cultures you intend to embrace or cross.
Cultures in the US, Europe, Canada, and Australia can be categorized under individual based cultures while cultures in Africa, Asia, and South America fall under communal based cultures. There are some common features among cultures that fall under the same category. However, don't forget that there are subcultures within national cultures, and there are exceptional individuals who may not possess all of the characteristics of their endogenous cultural attributes.
Let me just take one of these indicators and make a comparison. Within the Ethiopian culture I grew up with, as a high context culture, most people express themselves and their ideas covertly, implicitly, and non-verbally. Most people are reserved to express themselves, and are inward. When I came to the U.S., I observed the opposite. As a low context culture, most Americans expressed themselves and their ideas overtly, explicitly, and verbally.


Our Student Banking days are on the 1st and 3rd Tuesday of each month, September to June. For a complete list of bank days please click on the link below.
If a student with a Fat Cat bank account makes a deposit once a month that is equal to their grade, ie. a grade 3 student would deposit $3.00 every month, then the student as well as the school will receive a bonus at the end of the year! This deposit can be made in several ways of course, it does not have to be made during school banking but this is one of the options that the Christian Credit Union offers you!
On bank day you can send your child to school with a deposit and their bank book or something that has their bank account number on it and we will take care of the deposit for them. We will announce at lunch time when the "bank lady" is ready for them and the students can make their way to the office.


12 acre horse and cattle farm listed in Conyers Georgia, 10 minutes from the GIHP. The 6 stall pole barn along with fenced pastures makes this property ready for horse boarding, training, and lessons. The cozy farm house has an outdoor pool that overlooks the barn and pasture.Home has Master on Main, 2 bdrms upstairs with sep. bathrooms. Half bath on main. Hardwood flooring on Main. There is also a unused 3 stall barn in lower pasture that can be used. Home sits backs,private. Main Barn is behind home/pool. Second driveway for large truck/trailer parking.
Directions: Hwy 138 To White Road. Coming From Monroe Turn Rt, Coming From Conyers Turn Lf. Home Will Be On Right. Two Driveways, 1st One Is For Trailer Parking And Second To The Home.


text:
//
//  LXMapScaleView.h
//
//  Created by Tamas Lustyik on 2012.01.09..
//  Copyright (c) 2012 LKXF. All rights reserved.
//

#import <UIKit/UIKit.h>
#import <MapKit/MapKit.h>

/**
 * \enum LXMapScaleStyle
 * \brief Map scale style
 */
typedef enum
{
	kLXMapScaleStyleBar,				//!< Simple bar with black and white units
	kLXMapScaleStyleAlternatingBar,		//!< Vertically divided bar with black and white units
	kLXMapScaleStyleTapeMeasure			//!< Tape measure-like segment
} LXMapScaleStyle;

/**
 * \enum LXMapScalePosition
 * \brief Map scale position
 */
typedef enum
{
	kLXMapScalePositionTopLeft,			//!< Top left corner
	kLXMapScalePositionTop,				//!< Centered on top
	kLXMapScalePositionTopRight,		//!< Top right corner
	kLXMapScalePositionBottomLeft,		//!< Bottom left corner
	kLXMapScalePositionBottom,			//!< Centered at bottom
	kLXMapScalePositionBottomRight		//!< Bottom right corner
} LXMapScalePosition;

/**
 * \class LXMapScaleView
 * \brief Map scale UI element for the built-in iOS MKMapView.
 *
 * As of iOS 5, the built-in MKMapView doesn't support showing a map scale which could
 * come handy if one's interested in the magnitude of distances on the map at the current
 * zoom level. LXMapScaleView is an extension to MKMapView to accomplish this task.
 *
 * The view basically draws a ruler with labels in the appropriate units. The scale is
 * based on that returned by MKMapView for the center point latitude. You should manually
 * update the view each time the map view region changes (the mapView:regionDidChangeAnimated:
 * delegate method is your friend).
 *
 * You can have at most one scale view installed per map view.
 *
 * Needless to say, you must link your project with the MapKit and CoreLocation frameworks.
 *
 * Note: Owing to the characteristics of the Mercator projection used by the map view,
 * the scale view may show different values at different latitudes without changing the
 * zoom level. This is not a bug. :)
 */
@interface LXMapScaleView : UIView

//! Sets the style of the map scale. Default is kLXMapScaleStyleBar.
@property (readwrite, nonatomic, assign) LXMapScaleStyle style;

//! Sets whether to use the metric or the imperial/customary scale. Default is YES (metric).
@property (readwrite, nonatomic, assign, getter = isMetric) BOOL metric;

//! Sets the position of the scale relative to the hosting map view. Default is kLXMapScalePositionBottomLeft.
@property (readwrite, nonatomic, assign) LXMapScalePosition position;

//! Sets the padding between the scale and the edges of the map view. Default is (10,10,10,10).
@property (readwrite, nonatomic, assign) UIEdgeInsets padding;

//! Sets the maximum width for the view. Default is 160 pixels.
@property (readwrite, nonatomic, assign) CGFloat maxWidth;

/**
 * \brief Returns the map scale view instance for the given map view.
 *
 * If the map view doesn't already have a map scale then the method first installs one,
 * otherwise it returns a handle to the scale view. Each map view can have
 * at most one scale installed.
 * \param aMapView The map view for which the scale view is to be returned.
 * \return A handle to the scale view. (Note that ownership is not passed!)
 */
+ (LXMapScaleView*)mapScaleForMapView:(MKMapView*)aMapView;

/**
 * \brief Updates the map scale.
 *
 * You must call this method every time the map view region changes, typically from
 * the map view's -[MKMapViewDelegate mapView:regionDidChangeAnimated:] delegate method.
 */
- (void)update;

@end

redpajama_set_name: RedPajamaGithub


Significant time saving are available by using Snap-serts in place of threaded holders. The sprung loaded ball retains the insert during molding and still allows the insert to pull off the holder when the mould is opended. Available in both single and double ball versions.
Manufactured from Stainless steel and supplied with stainless steel nut and washer.


text:
One's a swinging bachelor! One's a hard-driving executive! One's an irresponsible stoner! They're all roommates, and they've all been dating the same woman! Can they raise a baby together?
She's a hard-bitten private investigator that no one takes seriously! He's the cowardly actor she hired to serve as the face of the agency. Can they work together to solve a murder?
He's an out of work actor coasting on a show three decades out of style, she's a college dropout hiding from her parents in her aunt's unfinished apartment, he's a broke Broadway producer desperately trying to grift enough to keep the illusion of relevancy alive, can they launch a successful podcast?
Casualties continue to mount in Ukraine as winter sets in. Power failures are common, as the invading army cuts power to the country's largest cities. Meanwhile in Somalia, the drought enters its fifth year, and starvation grips the once-powerful nation; a victim of increasingly violent climate change, which continues to fall most heavily on formerly colonized nations. We enter our third year of a global pandemic, with no end in sight; less than one in eight Americans have received the latest booster. Here at home, the former President has called for the suspension of the US Constitution, and demanded a return to power and control of what remains the world's largest nuclear arsenal.
Confused? You won't be, after this episode of Soap!
Archives Select Year 2023 (8) 2022 (174) 2021 (7) 2020 (10) 2019 (11) 2018 (10) 2017 (22) 2016 (53) 2015 (54) 2014 (71) 2013 (66) 2012 (134) 2011 (154) 2010 (44) 2009 (4) 2008 (183) 2007 (210) 2006 (262) 2005 (300)
Ahasuerus Albion Alexander Hammil Allan Kuper Ants Anything Goes Asterion and Ariadne Bookbinders Brendans Cain Cartomancy Cedar Colleen Craft Dark David Brown dinosaurs Eleanor & Hick Ellis Gawain Giallo Gumshoes Harun the Many-Storied Hoopla Hope Hylas Jannes and Mambres Jillian Judith Leslie Llyr the Ever-Moving Lovejoy Markfeet Markov mythology Nameless Orlando Petra Pythia R Jesus Romance Russ The Biker the Carnival the Desert the Families the Gentry the Great Detective The Inheritance the Many the Paul-god the Plan the Starpilot The Tower the Woolwitch the zombie menace Tits Akimbo Vandyk William Fitzgerald Wolves You


When it comes to embedded systems, working with compilers gets important sooner or later.
So, it was interesting to listen to Robert C. Martin about differences between C, Objective C and C++ (and some general history of programming ).
To program with C and C++, it usually takes a good IDE. While easy to use, the Arduino IDE is too simple for many professional programmers. One possible next step for embedded development is Eclipse. As an additional motivation to explore Eclipse closer, the Eclipse open-source ecosystem. For example, the slide deck by Erich Gamma on the history of Eclipse is quite interesting. There is also EclipseCon which shows how the IDE evolves into different directions.
Eclipse CDT and JDT are probably the main drivers of Eclipse. These plugin systems focus on C/C++ and Java development respectively.
Eclipse PyDev is an interesting extension for working with Python projects.
While the CDT has an Arduino extension as well, the Arduino plugin has all kinds of interesting additions.
The Eclipse JSON plugin is interesting to work with data projects.
The Eclipse Cylon plugin and Eclipse Rust plugin seem interesting to explore.
Now, according to some discussions in the internets, Eclipse is not the latest state-of-the-art IDE. Agreed. For web and other kinds of software projects, Eclipse may feel slow. And features are not yet finished or simply unclear. But as technology and data projects evolve, Eclipse might still be relevant for quite some years to come.


Roland Gumpert, an engineer who played a major role in Audi's motorsport campaigns, envisions creating a car that is so aerodynamically efficiently that it can drive on the roof of a tunnel. In 2004, he founded his own company, Gumpert Sportwagenmanufaktur GmbH. Based in Germany; it released its first car, the Gumpert Apollo, in 2006. And wow, that car was just special.
The engine used for this car is a 4.2 liter V8 sourced from Audi. Armed with fuel injection, dry sump lubrication, and 2 turbochargers, it is capable of producing 640 horsepower. This engine is further strengthened in Sport trim (690HP), and produces even more in Race trim (790HP). This is enough to produce unbelievable acceleration numbers: zero-to-100 kilometers per hour comes in 3.0 seconds (some even attain times in the 2 second range) and zero-to-200 kilometers per hour comes in a mind boggling 8.9 seconds.
Top speed is recorded at 225 miles per hour. To prove its capability, it made records in various tracks: 7 minutes and 11 seconds is what the Apollo took to finish 1 lap of the Nurburgring, and was for some time the record holder in the TV show Top Gear, notching a lap time of 1 minute and 17.1 seconds.
The Gumpert Apollo is a distinctively shaped vehicle that takes no compromise in its pursuit of performance. One of the more elegant and unique looking vehicles on the planet, it has an extremely aerodynamic design that is more than capable of holding its own even on insane speeds. Various inlets located on the front and side of the car ensure that the turbocharged engine and brakes receive sufficient cooling, a crucial element for the high stress nature of racing. A huge roof scoop provides air for the engine that is located just in front of the rear axle.
Diffusers provide additional down-force and additional vents aid in cooling, while providing some additional eye candy for onlookers. One of the things that Gumpert has prioritized in this car is that it has to be lightweight. They were able to do this by using a generous amount of carbon fiber. This light and strong material can be found on the monocoque and the instrument panel, to name just 2. Overall, it weighs between 2400 and 2600 pounds.
However, despite these dizzying numbers, creature comforts are not sacrificed. It is constructed to be drivable in everyday conditions. The seats are customized according to the owner's specifications, decked with leather and Alcantara trim, and equipped with amenities such as air conditioning, navigation, DVD player, a sound system, and a rear facing camera. And to cap it all off, this car passed all safety regulations.
Depending on the trim and optional equipment installed, the Gumpert Apollo costs in between $288,000 dollars to $438,000 dollars. A high price for sure, but only a few cars can compete against it, no matter what the price tag. It is one of the absolute fastest cars in the world, and will continue to be for years to come.
its to bad that is it does not have a v12 engine.
199000 american is pretty cheap for how they are describing it.
I love the cars looks and power, but the interior is minimalistic. they should spend their money on a more luxurious interior to appeal to a wider range of customers.


Hi Bellevue! Do you need help with your heating, air conditioning, or water heating needs? Well, we're in the city next door and here to help! For over 60 years, we at Overlake Heating and Air Conditioning has been providing a full range of residential HVAC and water heater services to residents of Bellevue, Washington.
You can reach us at 425.885.1224 and we'll discuss with you how we can be of service. We look forward to hearing from you!
We at Overlake Heating and Air Conditioning have dedicated ourselves to honesty, quality craftsmanship, and friendly expertise for three generations. We do business different here at Overlake Heating–it's not all about the bottom line. We want a win-win relationship with our customers in Bellevue and beyond. You'll find we offer the very finest HVAC services here on the Eastside. Whether your in need of a water heater replacement, furnace service or repair, or air conditioner installation, we're standing by ready to help!
What Bellevue is saying about us. . .
– Steve L. – Bellevue, Washington | Review via Yelp–read all reviews here.
Hey Bellevue! If you have a question about our HVAC or water heater products or services, please fill out the form below and we'll get back to you soon. You can also reach us by phone at: 425.885.1224.


text:
all SCOTUS cases and links
State Opinions and Some U.S.D.C. Opinions
Most Recent SCOTUS Cases
Notes on Use
← W.D.Tex.: RS of a weapon nearby in a car authorizes opening the door
WA: Breath test was valid as search incident →
N.D.Ohio: Corroboration of CI for rectal SW was thin, but GFE applies
Posted on February 17, 2019 by Hall
Based on a CI that was partially corroborated, officers believed defendant was concealing drugs in his rectum. They obtain a search warrant for a rectal search. The probable cause from the CI is thin. "Basic fairness requires the government to present stronger-than-usual support to justify such a necessarily invasive body search." Corroborating the CI's in "real-time" was "quite challenging." The government acted in good faith, and they get the benefit of the good faith exception. United States v. Ruffin, 2019 U.S. Dist. LEXIS 22861 (N.D. Ohio Feb. 13, 2019):
In this case, the real-time nature of the Source's tips made corroborating the alleged drug offenses and Ruffin's concealment of the drugs quite challenging. Even so, the officers made meaningful efforts to independently investigate both through surveillance, other search methods, and questioning. The Court finds that the good-faith exception applies, as the affidavit was not "so lacking in indicia" of probable cause that the officers' reliance on the warrant was unreasonable and not in good faith.
This entry was posted in Body searches, Good faith exception. Bookmark the permalink.
Archives Select Month January 2020 (110) December 2019 (220) November 2019 (170) October 2019 (147) September 2019 (195) August 2019 (224) July 2019 (178) June 2019 (175) May 2019 (177) April 2019 (169) March 2019 (178) February 2019 (135) January 2019 (110) December 2018 (128) November 2018 (125) October 2018 (132) September 2018 (163) August 2018 (171) July 2018 (156) June 2018 (144) May 2018 (140) April 2018 (159) March 2018 (175) February 2018 (159) January 2018 (192) December 2017 (227) November 2017 (186) October 2017 (162) September 2017 (169) August 2017 (183) July 2017 (187) June 2017 (181) May 2017 (148) April 2017 (181) March 2017 (189) February 2017 (175) January 2017 (151) December 2016 (174) November 2016 (134) October 2016 (119) September 2016 (139) August 2016 (146) July 2016 (140) June 2016 (147) May 2016 (179) April 2016 (171) March 2016 (167) February 2016 (176) January 2016 (151) December 2015 (172) November 2015 (137) October 2015 (135) September 2015 (148) August 2015 (171) July 2015 (150) June 2015 (143) May 2015 (173) April 2015 (172) March 2015 (153) February 2015 (181) January 2015 (164) December 2014 (182) November 2014 (177) October 2014 (183) September 2014 (128) August 2014 (117) July 2014 (157) June 2014 (185) May 2014 (155) April 2014 (206) March 2014 (259) February 2014 (216) January 2014 (230) December 2013 (268) November 2013 (189) October 2013 (193) September 2013 (177) August 2013 (202) July 2013 (186) June 2013 (168) May 2013 (132) April 2013 (152) March 2013 (135) February 2013 (135) January 2013 (148) December 2012 (121) November 2012 (114) October 2012 (177) September 2012 (95) August 2012 (142) July 2012 (157) June 2012 (142) May 2012 (216) April 2012 (136) March 2012 (143) February 2012 (194) January 2012 (83) December 2011 (306) November 2011 (76) October 2011 (78) September 2011 (63) August 2011 (66) July 2011 (140) June 2011 (79) May 2011 (130) April 2011 (90) March 2011 (134) February 2011 (94) January 2011 (315) December 2010 (122) November 2010 (53) October 2010 (62) September 2010 (104) August 2010 (23) July 2010 (84) June 2010 (101) May 2010 (172) April 2010 (42) March 2010 (249) February 2010 (43) January 2010 (47) December 2009 (191) November 2009 (30) October 2009 (22) September 2009 (20) August 2009 (25) July 2009 (65) June 2009 (48) May 2009 (56) April 2009 (75) March 2009 (73) February 2009 (87) January 2009 (92) December 2008 (237) November 2008 (15) October 2008 (33) September 2008 (59) August 2008 (94) July 2008 (123) June 2008 (79) May 2008 (90) April 2008 (99) March 2008 (46) February 2008 (104) January 2008 (103) December 2007 (73) November 2007 (116) October 2007 (67) September 2007 (49) August 2007 (77) July 2007 (87) June 2007 (80) May 2007 (33) April 2007 (51) March 2007 (46) February 2007 (43) January 2007 (75) December 2006 (39) November 2006 (60) October 2006 (48) September 2006 (40) August 2006 (5)
TN: The 4A certified question doesn't resolve the appeal, so appeal dismissed
E.D.Mich.: USAO taint team rejected in federal death penalty case; a master will be appointed
N.D.Ind.: Def's frisk was based on guilt by association and wasn't for safety purposes
S.C.: Franks violation can support a § 1983 claim
The Sun / Reason: Family sue TSA after man, 79, has $82K life savings he kept in tupperware box seized at airport for 'no reason'
ABA Journal Web 100, Best Law Blogs (2017); ABA Journal Blawg 100 (2015-16)
by John Wesley Hall
Criminal Defense Lawyer and
Search and seizure law consultant
Contact: forhall @ aol.com / The Book
www.johnwesleyhall.com
© 2003-20,
online since Feb. 24, 2003
WebPage Visits: real non-robot hits since 2010; approx. 25k posts since 2003
Fourth Amendment cases,
citations, and links
Latest Slip Opinions:
U.S. Supreme Court (Home)
Federal Appellate Courts Opinions
Foreign Intell.Surv.Ct.
FDsys, many district courts, other federal courts
Military Courts: C.A.A.F., Army, AF, N-M, CG, SF
State courts (and some USDC opinions)
Advanced Google Scholar
LexisWeb
LII State Appellate Courts
LexisONE free caselaw
Findlaw Free Opinions
To search Search and Seizure on Lexis.com $
Research Links:
Supreme Court:
S. Ct. Docket
Solicitor General's site
SCOTUSreport
Briefs online (but no amicus briefs)
Oyez Project (NWU)
"On the Docket"–Medill
S.Ct. Monitor: Law.com
S.Ct. Com't'ry: Law.com
General (many free):
Google Scholar | Google
LexisOne Legal Website Directory
Crimelynx
Lexis.com $
Lexis.com (criminal law/ 4th Amd) $
Findlaw.com (4th Amd)
Westlaw.com $
F.R.Crim.P. 41
www.fd.org
Federal Law Enforcement Training Center Resources
FBI Domestic Investigations and Operations Guide (2008) (pdf)
DEA Agents Manual (2002) (download)
DOJ Computer Search Manual (2009) (pdf)
Stringrays (ACLU No. Cal.) (pdf)
Congressional Research Service:
--Electronic Communications Privacy Act (2012)
--Overview of the Electronic Communications Privacy Act (2012)
--Outline of Federal Statutes Governing Wiretapping and Electronic Eavesdropping (2012)
--Federal Statutes Governing Wiretapping and Electronic Eavesdropping (2012)
--Federal Laws Relating to Cybersecurity: Discussion of Proposed Revisions (2012)
ACLU on privacy
Privacy Foundation
NACDL's Domestic Drone Information Center
Criminal Appeal (post-conviction) (9th Cir.)
Section 1983 Blog
"If it was easy, everybody would be doing it. It isn't, and they don't."
—Domenico Giuntalodi (but misattributed to Michelangelo Buonarroti (common phrase throughout 1500's)).
"Love work; hate mastery over others; and avoid intimacy with the government."
—Shemaya, in the Thalmud
"A system of law that not only makes certain conduct criminal, but also lays down rules for the conduct of the authorities, often becomes complex in its application to individual cases, and will from time to time produce imperfect results, especially if one's attention is confined to the particular case at bar. Some criminals do go free because of the necessity of keeping government and its servants in their place. That is one of the costs of having and enforcing a Bill of Rights. This country is built on the assumption that the cost is worth paying, and that in the long run we are all both freer and safer if the Constitution is strictly enforced."
—Williams v. Nix, 700 F. 2d 1164, 1173 (8th Cir. 1983) (Richard Sheppard Arnold, J.), rev'd Nix v. Williams, 467 US. 431 (1984).
"The criminal goes free, if he must, but it is the law that sets him free. Nothing can destroy a government more quickly than its failure to observe its own laws, or worse, its disregard of the charter of its own existence."
—Mapp v. Ohio, 367 U.S. 643, 659 (1961).
"Any costs the exclusionary rule are costs imposed directly by the Fourth Amendment."
—Yale Kamisar, 86 Mich.L.Rev. 1, 36 n. 151 (1987).
"There have been powerful hydraulic pressures throughout our history that bear heavily on the Court to water down constitutional guarantees and give the police the upper hand. That hydraulic pressure has probably never been greater than it is today."
— Terry v. Ohio, 392 U.S. 1, 39 (1968) (Douglas, J., dissenting).
"The great end, for which men entered into society, was to secure their property."
—Entick v. Carrington, 19 How.St.Tr. 1029, 1066, 95 Eng. Rep. 807 (C.P. 1765)
"It is a fair summary of history to say that the safeguards of liberty have frequently been forged in controversies involving not very nice people. And so, while we are concerned here with a shabby defrauder, we must deal with his case in the context of what are really the great themes expressed by the Fourth Amendment."
—United States v. Rabinowitz, 339 U.S. 56, 69 (1950) (Frankfurter, J., dissenting)
"The course of true law pertaining to searches and seizures, as enunciated here, has not–to put it mildly–run smooth."
—Chapman v. United States, 365 U.S. 610, 618 (1961) (Frankfurter, J., concurring).
"A search is a search, even if it happens to disclose nothing but the bottom of a turntable."
—Arizona v. Hicks, 480 U.S. 321, 325 (1987)
"For the Fourth Amendment protects people, not places. What a person knowingly exposes to the public, even in his own home or office, is not a subject of Fourth Amendment protection. ... But what he seeks to preserve as private, even in an area accessible to the public, may be constitutionally protected."
—Katz v. United States, 389 U.S. 347, 351 (1967)
"Experience should teach us to be most on guard to protect liberty when the Government's purposes are beneficent. Men born to freedom are naturally alert to repel invasion of their liberty by evil-minded rulers. The greatest dangers to liberty lurk in insidious encroachment by men of zeal, well-meaning but without understanding."
—United States v. Olmstead, 277 U.S. 438, 479 (1925) (Brandeis, J., dissenting)
"Liberty—the freedom from unwarranted intrusion by government—is as easily lost through insistent nibbles by government officials who seek to do their jobs too well as by those whose purpose it is to oppress; the piranha can be as deadly as the shark."
—United States v. $124,570, 873 F.2d 1240, 1246 (9th Cir. 1989)
"You can't always get what you want / But if you try sometimes / You just might find / You get what you need."
—Mick Jagger & Keith Richards
"In Germany, they first came for the communists, and I didn't speak up because I wasn't a communist. Then they came for the Jews, and I didn't speak up because I wasn't a Jew. Then they came for the trade unionists, and I didn't speak up because I wasn't a trade unionist. Then they came for the Catholics and I didn't speak up because I wasn't a Catholic. Then they came for me–and by that time there was nobody left to speak up."
—Martin Niemöller (1945) [he served seven years in a concentration camp]
"You know, most men would get discouraged by now. Fortunately for you, I am not most men!"
---Pepé Le Pew
"The point of the Fourth Amendment, which often is not grasped by zealous officers, is not that it denies law enforcement the support of the usual inferences which reasonable men draw from evidence. Its protection consists in requiring that those inferences be drawn by a neutral and detached magistrate instead of being judged by the officer engaged in the often competitive enterprise of ferreting out crime."
—Johnson v. United States, 333 U.S. 10, 13-14 (1948)
Website design by Wally Waller, Little Rock


20 off your order Details: 20 off your order Show Coupon Code 33 success rate Off Coupon Code 20 off your order Details: 20 OFF your order Show Coupon Code 33 success rate Off Coupon Code. Show Coupon Code 50 success rate Off Coupon Code 20 off free shipping Details: 20 off and free shipping! About Church Hill Classics, church Hill Classics is a popular graduation retailer which operates the website. Details: 20 OFF OF your order! Details: Free Shipping.
Show Coupon Code 50 success rate Off Coupon Code 20 off total purchase Details: 20 off total purchase Show Coupon Code 50 success rate Off Coupon Code 20 off free shipping Details: 20 OFF referred orders AND free shipping Show Coupon Code 50 success rate. Details: Free Shipping and 20 when you refer a friend! The USA Diploma Frames coupon discount will adjust your order total. Simply tell them to enter the following referral code during checkout. Coupons Art Frames Diploma Frames USA Diploma Frames, filter By Show All (40) 39 Coupon Codes 1 Deals.


There are moments in computer programming that I can only describe as euphoric experiences. Time melts away as the code flows freely from your brain and out through your fingers into the terminal. Everything compiles cleanly, no errors, and the brilliant chunk of code you just wrote does exactly what you wanted — and, even better, expected — it to do. At times like these, a person can reasonably throw up their arms in a V for victory and maybe throw in a few celebratory desk chair spins. At these best of times, being a coder is beyond merely fun or enjoyable: it is legit a form of spiritual ecstasy.
Then there are the worst of times. You've been stuck for hours, even days, trying to track down one… single… bug. You stare and stare, analyzing the same section of code over and over (and over) again, and still can't figure out why it fails. Nothing works and life is miserable. You begin fantasizing about your next job, which will be in fast food service. Swapping the phrase "Uncaught TypeError: Cannot read property" for "Would you like some fries with that?" suddenly feels like the only possible career move. StackOverflow is no help. Banging your head on your desk is no help. Your coworkers are no help (they all fled when the desk/headbanging started, anyway). IS THERE ANY HELP, ANYWHERE????
Getting back from "no go" to a state of coding flow — or, at the very least, things more or less working — might seem impossible, but this is an experience every coder goes through. And, as programmers, we are very good at solving problems. One clever tactic we've come up with for tracking down the bug(s) currently causing us to stare into the abyss involves a cute lil' rubber duckie. Yes, the kind you take baths with.
Unfortunately, the ducks do not have magical powers to solve your issue. What they do is just sit there, perky but inert, while you explain your code and the problem to them. The trick is pretty simple: explaining the problem to someone (or something) else forces you to think through it logically and break it down. Which makes it easier for you to understand your own code and, more to the point, easier to find the fix. Grabbing your rubber ducky and explaining to them what your code should be doing, and what it is in fact not doing, is very often an effective debugging technique. Definitely more so than headbanging.
This technique was mentioned for the first time in the classic software engineering textbook The Pragmatic Programmer: From Journeyman to Master by Andrew Hunt and David Thomas. It has since spread like a dank meme to all corners of the internet and being applied to all sorts of problem-solving professions, like automatic fire sprinkler design, and not just computer programming.
But no matter where applied, the basic mechanism is the same: the critical part Ask The Duck problem solving is to totally commit to asking a thorough, detailed question of your nearest soft plastic Anseriformes Anatidae. Though really any person or inanimate object, real or imagined, should also do the trick. It's just that the act of verbally walking someone through your conundrum, describing it step by step, in context and with relevant details, will often lead you to your solution.
Why not just show a coworker and ask for their suggestions? Well, because just asking someone else to solve your problem is just plain lazy. If you aren't willing to put the effort into fully explaining the problem and what you've tried so far in terms of solving it, why should anyone else? Plus you're interrupting them at their own work, trying to get them to do yours. Really, just talk to the duck. Trust me.
Honestly, you don't even need a duck, real or imaginary, though rubber duckies do make an entertaining desk accessory. Sans duck you can still leverage the Ask The Duck problem-solving technique to figure out problems all by yourself. How often have you been seriously stuck on a coding problem, failed to turn up a useful solution via Googling the error code, and in desperation started writing up a thorough, detailed question for Stack Overflow… only to figure out the answer to your own problem before you've even finished describing it? For me, this has happened more times than I can count and honestly is probably the way I end up solving most of my seriously sticky issues.
It was fortuitous timing. First I laughed. Like a duck could help. But my usual "Google the error message" debugging strategy was going exactly nowhere, and I was ready to try anything. So, feeling slightly ridiculous, I started talking. Out loud. To an invisible, imaginary yellow toy duck. Feeling fairly idiotic, I began describing I described the context of the problem I was experiencing — I had not gotten as far as the error message itself — a likely solution hit me. Setting the Access-Control-Allow-Origin header to * in order to allow the resource to be accessed from any domain, and then Set crossorigin="anonymous" on the script tag in the HTML source. It worked.
Looking back, I realize I had been going about solving my issue all wrong, trying to find someone else's explanation or code snippet to get my own code to work. It's a classic newbie coder mistake. What I actually needed to do was the opposite: make MY code work for ME. Talking to the duck is what finally made me flip that very necessary switch.
Problem solved! After I got done victory dancing around my desk, I opened a new browser tab to order myself a proper rubber duckie. I think I'll name him Squeakers.
Feature photo by Joshua Coleman on Unsplash.


Amazon is discounting the Shark ION F80 Cordless Vacuum today, dropping the price down to just $238. That is a pretty incredible price for this vacuum, knocking the price almost in half. The F80 is usually priced at $449. Making it a really good time to pick one up and use it to clean your home.
The Shark ION F80 Cordless Vacuum is a great vacuum to pick up, since it is a stick vacuum that is still pretty lightweight. So it can be taken into areas that an outlet may not be able to reach. You can also just pick it up and clean up your home pretty easily. Say you made a mess, just pick it up and clean it up in a few seconds.
This vacuum is going to be great for some spring cleaning, since it's not a robot vacuum, you are going to be able to do the cleaning yourself and not worry about the robot doing a good job or not. Shark does include two removable and rechargeable batteries in the F80, allowing you to swap one out and keep cleaning. The run time on these batteries is around 80 minutes.
You can pick up the Shark ION F80 Cordless Vacuum from Amazon using the link below. Remember this price is good today only and does expire at midnight PST.


So with just one day to go to the start of the 26th season in 2019, we look ahead to what promises to be an enthralling title race and battle to avoid bottom spot. Castlefields are looking for their 11th title and 3rd in a row, but face a Newport side who have signed some exciting young players who will improve them on and off the green. The two teams meet in week 3 which could decide who has the momentum going forward. This comes after tough trips for the Fields to Meole Brace and Hanwood, so they may well be catching up like last season. Hanwood couldn't quite break into the top three last season, but will be confident with the addition of Rich Lawson and Simon Lane to be able to do so this one. They will be concentrating on improving their away form which brought just one away win last season. Sir John Bayley have lost two big players in Ant Bracken and Elliot McGuinness but have brought in youth in Harry Church and Ash Gregory as they look to challenge again. St. Georges have lost one of their key players in Ian Gaut but have gained youth in the form of Rob Roden, Martin Gaut and Aaron King, and Mike Wainwright is returning for them after a season out. They will look for better home form to match their impressive away form from last season. Wrockwardine Wood had a great season last year to finish in the top 6 and will look for more of the same despite the loss of Stuart Clee. However Jamie King has signed for them.
Wem USC were the most improved team last season and will be wanting to at least match their top half finish again. With Fred Bailey and George Williams back full time there is no reason why not, although they will want to improve their home form after losing a few games on it last season. Bylet were another team to have a very impressive 2018 season as they finished in their highest ever position and highest points total. They will still look to improve on that as they have added Nick Lewis to their side, although the loss of Rob Steventon will be a tough one. Burway, Chester Road and Ifton all had disappointing seasons last year and are capable of being further up the table. Burway are under new leadership in Jesse James and Ben Allen as they look for a top half finish. Their home form wasn't as good as it normally is so they will want to improve that as well as get a couple of away wins which they lacked last season. Chester Road have signed a couple of players but it's the return of Andy Moss that is the positive news for them. They had poor home form last year which they know they have to improve if they are to move up the table. Ifton will be looking for their young players to use the experience of their year in the league last season to improve their points total, as well as trying to get more games out of their Welsh county players. Meole Brace had an up and down season last year, having some great wins and some bad losses, so will aim for a more consistent season. Hanmer finished 31 points behind Meole Brace and will need to make this up as they try and make the most of their reprieve. Their home form wasn't good last year despite the hot weather but will be hopeful that an extra season on it will help them. Highley are the new boys and will hope to take teams by surprise. They have an experienced line up featuring Staffordshire County bowlers who will take the league in their stride but they did struggle at home last season in the Mid Shropshire league, and know they can't afford to do that in this league.
So it promises to be an enthralling season at the top and bottom of the league. Good luck to all teams!


How can I view the various survey templates?
I would like to view the various survey templates before I begin building a survey. Is there a library of templates I can view without first getting into the build function?
Please consider allowing us Subscribers to preview the survey templates before starting a new survey (Build mode). It doesn't make sense. I want to see what questions are in a template before starting a new survey. I just said the same thing two different ways, but you get the drift? Thank you.
If you have been assigned the appropriate role by your account admin, you can click thru ACCOUNT > LIBRARIES > SURVEY THEMES and view/edit any themes that you and your team have created.
To view the Pre-Built and Color Scheme themes you will have to be in the BUILD function.


Not all heroes wear a cape.
Sometimes they wear pale blue overalls and trek from door to door across towering mountains .
High up in the Himalayan mountains, along crowded streets in West African towns or resting for a moment in the shade of a tree under the blazing sun. This is where we find the 'Avon Ladies' of sexual and reproductive health. A new generation of nurses and midwives who are using their local knowledge and entrepreneurial skills to break down barriers to contraceptive access by bringing services to the doorsteps of women in their communities – literally.
Dressed in a light blue uniform with a bright blue briefcase strapped to the back of her motorcycle, or carrying a bulging backpack between mountain towns, she goes door-to-door to deliver choice to women – wherever they are, and whatever their circumstances. She pushes the boundaries and challenge bias within her community to help others achieve their dreams. She is a Marie Stopes Lady.
We're working tirelessly to expand access to high quality and modern contraception, and to offer the widest range of methods in every country we operate in, so that every woman we meet can choose the method that is right for her.
In the countries where we're legally permitted to do so, we help women to safely end their pregnancies. We also provide immediate, life-saving care for women suffering from unsafe abortion and miscarriage.
Our maternal health services support women who would otherwise have no choice but to give birth without properly skilled attendants or emergency obstetric care.


text:
import numpy as np

from mushroom_rl.algorithms.value.dqn import DQN

class DoubleDQN(DQN):
    """
    Double DQN algorithm.
    "Deep Reinforcement Learning with Double Q-Learning".
    Hasselt H. V. et al.. 2016.

    """
    def _next_q(self, next_state, absorbing):
        q = self.approximator.predict(next_state, **self._predict_params)
        max_a = np.argmax(q, axis=1)

        double_q = self.target_approximator.predict(next_state, max_a, **self._predict_params)
        if np.any(absorbing):
            double_q *= 1 - absorbing

        return double_q