text:
Q: simplest possible XML-RPC query example using powershell? Looking to simplify or even "dumb down" this example:
$source = @'
namespace OpenSubtitlesAPI
{
    using CookComputing.XmlRpc;

    [XmlRpcUrl("http://api.opensubtitles.org/xml-rpc")]
    public interface IOpenSubtitles : IXmlRpcProxy
    {
        [XmlRpcMethod("LogIn")]
        XmlRpcStruct LogIn(string username, string password, string language, string useragent);

        [XmlRpcMethod("LogOut")]
        XmlRpcStruct LogOut(string token);

        [XmlRpcMethod("SearchSubtitles")]
        XmlRpcStruct SearchSubtitles(string token, XmlRpcStruct[] queries);

        [XmlRpcMethod("SearchSubtitles")]
        XmlRpcStruct SearchSubtitles(string token, XmlRpcStruct[] queries, int limit);
    }

    public class ProxyFactory
    {
        public static IOpenSubtitles CreateProxy()
        {
            return XmlRpcProxyGen.Create<IOpenSubtitles>();
        }
    }
}
'@

so that the simplest possible xml-rpc query is invoked.  Using .NET Core on Linux.
also trying:
desired output:
$VAR1 = {
          'description' => 'Mountain Dew',
          'upc' => '012000000850',
          'upce' => '01208500',
          'issuerCountryCode' => 'us',
          'noCacheAfterUTC' => bless( do{\(my $o = '2020-11-16T17:20:29')}, 'Frontier::RPC2::DateTime::ISO8601' ),
          'pendingUpdates' => '0',
          'issuerCountry' => 'United States',
          'ean' => '0012000000850',
          'size' => '12fl oz (355mL)',
          'found' => bless( do{\(my $o = '1')}, 'Frontier::RPC2::Boolean' ),
          'status' => 'success',
          'message' => 'Database entry found',
          'lastModifiedUTC' => bless( do{\(my $o = '2014-05-27T04:52:02')}, 'Frontier::RPC2::DateTime::ISO8601' )
        };

Adapting from an example script in perl:
#!/usr/bin/perl
#
# Get an RPC key assigned on the "Account Info" page on https://www.upcdatabase.com/
# Then substitute your own RPC key for $key below.
#
# Usage examples:
#   perl_example_new.pl test
#   perl_example_new.pl help
#   perl_example_new.pl lookup upc 012000000850
#   perl_example_new.pl lookup ean 0012000000850

use Frontier::Client;
use Data::Dumper;

use strict;

my $server_name = 'www.upcdatabase.com';

my $key = '445d...aa3';

my $server = Frontier::Client->new( 'url' => 'https://' . $server_name . '/xmlrpc', debug => 0, );

my $method = shift;

my $result = $server->call($method, { rpc_key => $key, @ARGV } );

print Dumper($result);

__END__

adapting to powershell using the REPL console:
PS /home/nicholas/powershell>
PS /home/nicholas/powershell> Get-Help Send-XmlRpcRequest -Examples

NAME
    Send-XmlRpcRequest

SYNOPSIS
    Send a XML RPC Request

    -------------------------- EXAMPLE 1 --------------------------

    PS > Send-XmlRpcRequest -Url "example.com" -MethodName "updateName" -Params @('oldName', 'newName')
    ---------
    Description
    Calls a method "updateName("oldName", "newName")" on the server example.com

PS /home/nicholas/powershell>
PS /home/nicholas/powershell> Send-XmlRpcRequest -Url "www.upcdatabase.com" -MethodName "012000000850" -Params @('fjkdlsfjd')
Exception: /home/nicholas/.local/share/powershell/Modules/XmlRpc/1.0.1.1/XmlRpc.psm1:323
Line |
 323 |              $doc.LoadXml($response)
     |              ~~~~~~~~~~~~~~~~~~~~~~~
     | Exception calling "LoadXml" with "1" argument(s): "Root element is missing."

PS /home/nicholas/powershell>

or using a script file.

redpajama_set_name: RedPajamaStackExchange


text:
Our Board of Directors is comprised of clinical, healthcare, and business leaders supporting the Hampton Roads community. Their drive and focus as board members is to lead the ARDX Foundation in the direction towards achievement of mental wellness within our communities.
Angela D. Reddix
President and CEO, ARDX and Board President, ARDX Foundation
Angela D. Reddix is the CEO and President of ARDX and founder of the ARDX Foundation. She is a visionary and innovative thinker with global perspective and entrepreneurial drive. As a passionate mentor and advisor to the next generation of young girls and women, Angela is a leading advocate for entrepreneurship as a way of creating positive transformation in the world.
Angel A. Oddo, RN, BSN, MPM
Vice President at Optima Health
Ms. Oddo joined Inovalon, Inc in 2016 as the Senior Vice President of Quality Products and Solutions. In this role, she serves as the general manager for all aspects of technical functionality, operations, performance, client service engagement, and supports for clinical quality outcomes products. Prior to joining Inovalon, Inc. Ms. Oddo was the Vice President of Corporate Clinical Quality Management for Anthem, Inc. Ms. Oddo joined Amerigroup Corporation in 2010 as their corporate quality leader and once acquired by Anthem, Inc in 2013 was promoted to the enterprise clinical quality leader position.
Peggy Martz-Balas
Founder & CFO of Construction Financial Consulting Company of Virginia
Ms. Matz-Balas currently serves as the Founder & CFO of Construction Financial Consulting Company of Virginia. She has over 16 years' experience in the construction industry. Peggy holds a Bachelor of Science in Finance & Management from Old Dominion University, and has been a longtime resident of the Hampton Roads community.
Diyan Ward, MBA, BSW
Diyan Thoroughgood Ward is the Interim Program Manager for the ARDX Foundation. She attended Virginia Union University and Norfolk State University, where she received her BSW in Social Work. With the desire for more, Diyan furthered her education and earned her graduate degree in Business Administration from the University of Phoenix. She is a Qualified Mental Health Professional, Certified in Mental Health First Aid, and co-owner of the Evnoia Group, LLC. Diyan has over 20 years of experience as a Case Manager working with the mental health population, to include the intellectually disabled population, persons with mental illness, at risk youth and geriatrics – with a focus on Alzheimer's Dementia.
Paul F. Aravich, Ph.D.
Professor, Department of Pathology & Anatomy, Eastern Virginia Medical School / Department of Internal Medicine, Division of Geriatrics / Department of Physical Medicine & Rehabilitation
Paul F. Aravich, Ph.D., is a behavioral neuroscientist and Professor of Pathology/Anatomy, Geriatrics, and Physical Medicine and Rehabilitation at Eastern Virginia Medical School (EVMS) in Norfolk, VA. He has served on several regional, state and national boards related to, e.g., mental illness, teen suicide, traumatic brain injury, guardianship, dementia, and community-arts-and-medicine programs.
Mitzi K. Glass, LCSW
Clinical Team Leader, Children's Hospital of the King's Daughters / Integrated Behavioral and Social Support Services
Mrs. Glass is lead social worker for outpatient behavioral health at Children's Hospital of The King's Daughters (CHKD) and assists with the program's development for CHKD's outpatient integration projects with both pediatric and subspecialty partners. Mrs. Glass has been in private practice at the Center for Effective Change in Chesapeake, VA and Renew Counseling Center at First Baptist Church, Norfolk, VA. In addition, since 1996 she has served at Adjunct Professor at the Ethelyn Strong School Of Social Work in Norfolk, VA.

redpajama_set_name: RedPajamaCommonCrawl


World and Main carries a full assortment of housewares products. We offer everything from shopping carts to kitchen and bath accessories, closet and laundry products, surface protection products, hand tools, paint accessories, security hardware, carded hardware and fasteners, lawn signs, rope, twine, clotheslines, automotive supplies, glue and adhesives, garden care products, home electrical products and household cleaning supplies.
Helping Hand® carries a full assortment of shopping carts and accessories including pop 'n shop carts, carts with shelves and liners, cart liners, stair climbing carts, 4-wheel carts, 2-wheel carts, jumbo carts and swivel folding carts. With options such as lightweight, folding carts that are ideal for public transportation and easy storage, it is easy to see why Helping Hand's line of shopping carts is unsurpassed.
Helping Hand® carries a full assortment of sewing kits and supplies including sewing machine needles, fabric scissors, folding scissors, sew on straps, hook-and-eye closers, sewing tape measures, assorted buttons, seam rippers, safety pins, hook and loop tape, fusing web, dressmaker pins, head pins, safety pins and assorted thread. Helping Hand's line of sewing kits and supplies offers the right combination of quality and variety to satisfy end users and to fit in every retail situation.
My Helper® brand of household cleaning supplies offers homeowners the quality they are looking for at value prices. Taking care of spills and messes or just doing the dishes, My Helper® is there with a full selection of cleaning supply products including utility gloves, disposable latex gloves, plastic angle brooms, fashion series brooms, pavona brooms, sponge mops, dust mops, deck mops, cotton mops, mop refills, household mop sticks, bowl brushes, scrub brushes, dish brushes, tile brushes, dusters, dust pans, scorers, squeegees, utility buckets and plastic pails. World and Main's line of household cleaning supplies offers the right combination of quality and variety to satisfy end users and to fit in every retail situation.


Physical mediumship is quite different from mental mediumship. A physical medium, while in a trance state, produces physical evidence of connections with the spirit world to observers in a dimly lit room, during a séance, or psychic circle, through the following phenomena: transfiguration, direct voice, apports, levitation and the movement or throwing of objects, knocking, rapping and tapping, spirit lights and materialization. A mental medium, or as more commonly referred to, a psychic medium, connects with the spirit world by harnessing visions, images, messages and energies from the spirits and then in turn, relaying them to the person who is receiving the reading. The mental medium is able to give factual evidence about those who have passed, such as specific names, places, detailed descriptions and how they died, without having had any prior knowledge. The individuals receiving this type of reading will confirm the connections made with the spirits and the accuracy of the personal details.
Historically, physical mediumship had its heyday during the late 19th and early 20th centuries. The Fox sisters, Kate and Maggie, popularized this type of mediumship in the U.S. after demonstrations of their mediumship skills at their home in Hydesville (Arcadia) New York in 1848. They reportedly received messages and communicated with spirits by way of rapping or tapping sounds, among other physical evidence. The sisters are credited by some as being responsible for the start of the Spiritualist Movement. Controversy surrounded the Fox sisters and many people tried to disprove their abilities. In later years, they admitted to fraud; however, they took back that statement and continued on with their physical mediumship work.
Another point to be made here is that differing theories exist as to how these phenomena occur. An extremely controversial theory and one that is still under much skepticism, is the belief that a substance called ectoplasm is the catalyst that a spirit uses to communicate messages through the physical medium and the sitters, or for making objects move. Ectoplasm is purported to be milky, vaporous or gauzelike and is emitted from orifices on the physical medium. Keep in mind that many hoaxes have been exposed surrounding the existence of ectoplasm. Physical mediums have been known to swallow some type of gauze material and then at an opportune moment, regurgitate it. Also, it is said that ectoplasm is super sensitive to light and must be created in a dimly lit space. However, there have been some accounts of ectoplasm that cannot be disproved.
Listed below are the more common phenomena that take place during a physical mediumship reading and are used as direct evidence of an afterlife and communication with those who have passed on to the spirit world.
Transfiguration is a phenomenon in which the psychic medium takes on the appearance of the spirit. What is seen might be only a particular characteristic of the spirit, e.g., a style of moustache, a hairstyle, specific hat or sometimes a whole body transformation is witnessed.
Direct voice is a way in which the physical medium allows the spirit to audibly communicate through him or her to the sitters receiving the reading in the physical realm. At the onset, the speech coming through the medium may sound garbled and hard to understand. As the energy builds, the voice of the spirit becomes much clearer. Sometimes, a cone-shaped device known as a trumpet is used to facilitate the communication. It often flies around the room and the spirit positions it next to a person the spirit wishes to speak with.
Apports occur when a spirit wants to materialize an object to people during a séance or at any other time when it wants to grab someone's attention. These apports appear out of nowhere and can be quite startling to the onlookers. The objects can be just about anything, e.g., coins, jewelry significant to the person, etc.
Levitation is the phenomenon of an object or person floating in mid-air, defying gravity, with no visible support. The spirit, medium and sitter energies are known to create a ripe environment for this to happen. Sometimes objects are thrown and moved across the room.
Knocking, rapping and tapping are common phenomena that are typically experienced during a séance or when sitters gather around a table. It can sound like a soft tap of the fingers to a loud bang on the table. The physical medium can establish a code for the raps to allow the spirit to communicate "yes" or "no" answers to questions posed or to spell out actual words.
Spirit lights are flashes of light balls or orbs, commonly appearing in the colors blue, white or red. They represent the spirit energies and it has been stated that the brighter the spirit light, the higher the vibrational energy. This can indicate how evolved the spirit has become.
Materialization and Dematerialization are the appearance and disappearance of the full form of a spirit as it was in the past or as it is now in the spirit realm. It has been reported that the spirit actually walks, sits or touches the sitters in the room or around the table. Through direct voice it is also able to speak directly to them. To begin the process, sometimes the physical medium will sit in a draped area known as a cabinet to facilitate and draw in the energies of the spirit. The spirit materializes via the physical medium (some people believe this is accomplished using ectoplasm) and becomes visible to the group. It is also believed by some people that the spirit remains attached to the medium by way of a cord of ectoplasm.
Physical mediumship is not practiced much today. One reason might be that these phenomena brought on quite a bit of skepticism, as well as the exposure of many fraudulent physical mediums. Seances are still popular today, and the necessity of a physical medium is no longer a requirement. People have turned more to mental mediumship — psychic mediums and evidential psychic mediums — to assist in their connections with the spirit world.


The Faire has a variety of surfaces, including asphalt, grass and gravel.
The Showground is relatively flat however the event is spread out.
Additional accessible toilet facilities are included at the event and are marked on the event maps.
Accessible parking will be available near the entry. The Companion card is also welcome at the event.
An Including You sensory tent will be available and staffed by trained volunteers at the event. The tent provides a space for people to retreat to if the noise, crowds and other sensory input becomes too much. Within this space, tepees are provided along with noise cancelling headphones, weighted blankets , sensory toys, fidgets toys and books. The Including You sensory tent also assists people with accessibility hearing, vision and communication aides and a mlak key. Banners and flags will be used around the event to point potential users to where the tent is located.


text:
The age-old practice of storytelling is one of the most effective tools leaders can use. But they need to pick their stories carefully and match them to the situation.
Steve Denning
From the Magazine (May 2004)
Summary.
Reprint: R0405H
A carefully chosen story can help the leader of an organization translate an abstract concept into a meaningful mandate for employees. The key is to know which narrative strategies are right for what circumstances.
Knowledge management expert Stephen Denning explains that, for optimal effect, form should follow function. Challenging one professional storyteller's view that more is better, Denning points out that it's not always desirable (or practical) to launch into an epic that's jam-packed with complex characters, cleverly placed plot points, an intricate rising action, and a neatly resolved denouement. True, if listeners have time and interest, a narrative-savvy leader can use a vividly rendered tale to promote communication between management and staff, for instance, or even to foster collaboration—especially when the story is emotionally moving. However, if the aim is to motivate people to act when they might not be inclined to do so, it's best to take an approach that's light on detail. Otherwise, the particulars can bog listeners down and prevent them from focusing on the message.
Drawing on his experiences at the World Bank and observations made elsewhere, the author provides several dos and don'ts for organizational storytellers, along with examples of narratives that get results. The sidebar "A Storytelling Catalog" presents seven distinct types of stories, the situations in which they should be told, and tips on how to tell them. Many of these aren't even stories in the "well-told" sense—they run the rhetorical gamut from one-liners to full-blown speeches—but they succeed because they're tailored to fit the situation. So even though it's common in business to favor the analytical over the anecdotal, leaders with the strength to push past some initial skepticism about the enterprise of storytelling will find that the creative effort pays off.
In 1998, I made a pilgrimage to the International Storytelling Center in Jonesborough, Tennessee, seeking some enlightenment. Several years earlier, as the program director of knowledge management at the World Bank, I had stumbled onto the power of storytelling. Despite a career of scoffing at such touchy-feely stuff—like most business executives, I knew that analytical was good, anecdotal was bad—I had changed my thinking because I'd seen stories help galvanize an organization around a defined business goal.
In the mid-1990s, that goal was to get people at the World Bank to support efforts at knowledge management—a pretty foreign notion within the organization at the time. I offered people cogent arguments about the need to gather the knowledge that was scattered throughout the organization. They didn't listen. I gave PowerPoint presentations that compellingly demonstrated the importance of sharing and leveraging this information. My audiences merely looked dazed. In desperation, I was ready to try almost anything.
Then in 1996 I began telling people a story:
In June of 1995, a health worker in a tiny town in Zambia went to the Web site of the Centers for Disease Control and got the answer to a question about the treatment for malaria. Remember that this was in Zambia, one of the poorest countries in the world, and it happened in a tiny place 600 kilometers from the capital city. But the most striking thing about this picture, at least for us, is that the World Bank isn't in it. Despite our know-how on all kinds of poverty-related issues, that knowledge isn't available to the millions of people who could use it. Imagine if it were. Think what an organization we could become.
This simple story helped World Bank staff and managers envision a different kind of future for the organization. When knowledge management later became an official corporate priority, I used similar stories to maintain the momentum. So I began to wonder how the tool of narrative might be put to work even more effectively. Being a typically rational manager, I decided to consult the experts.
At the International Storytelling Center, I told the Zambia story to a professional storyteller, J.G. "Paw-Paw" Pinkerton, and asked the master what he thought. You can imagine my chagrin when he said he didn't hear a story at all. There was no real telling. There was no plot. There was no building up of the characters. Who was this health worker in Zambia? And what was her world like? What did it feel like to be in the exotic environment of Zambia, facing the problems she faced? My anecdote, he said, was a pathetic thing, not a story at all. I needed to start from scratch if I hoped to turn it into a "real story."
Was I surprised? Well, not exactly. The story was pretty bland. There was a problem with this advice from the expert, though. I knew in my heart it was wrong. And with that realization, I was on the brink of an important insight: Beware the well-told story!
The Power of Narrative
But let's back up a bit. Do stories really have a role to play in the business world? Believe me, I'm familiar with the skepticism about them. When you talk about "storytelling" to a group of hardheaded executives, you'd better be prepared for some eye rolling. If the group is polite as well as tough, don't be surprised if the eyes simply glaze over.
That's because most executives operate with a particular—and generally justified—mind-set. Analysis is what drives business thinking. It cuts through the fog of myth, gossip, and speculation to get to the hard facts. It goes wherever the observations and premises and conclusions take it, undistorted by the hopes or fears of the analyst. Its strength lies in its objectivity, its impersonality, its heartlessness.
Yet this strength is also a weakness. Analysis might excite the mind, but it hardly offers a route to the heart. And that's where we must go if we are to motivate people not only to take action but to do so with energy and enthusiasm. At a time when corporate survival often requires disruptive change, leadership involves inspiring people to act in unfamiliar, and often unwelcome, ways. Mind-numbing cascades of numbers or daze-inducing PowerPoint slides won't achieve this goal. Even the most logical arguments usually won't do the trick.
Analysis might excite the mind, but it hardly offers a route to the heart—and that's where we must go to motivate people.
But effective storytelling often does. In fact, in certain situations nothing else works. Although good business arguments are developed through the use of numbers, they are typically approved on the basis of a story—that is, a narrative that links a set of events in some kind of causal sequence. Storytelling can translate those dry and abstract numbers into compelling pictures of a leader's goals. I saw this happen at the World Bank—by 2000, we were increasingly recognized as leaders in the area of knowledge management—and have seen it in numerous other large organizations since then.
So why was I having problems with the advice I had received from the professional storyteller in Jonesborough?
A "Poorly Told" Story
The timing of my trip to Tennessee was fortunate. If I had sought expert advice two years earlier, I might have taken the master's recommendations without question. But I'd had some time to approach the idea of organizational storytelling with a beginner's mind, free of strictures about "the right way" to tell a story.
It wasn't that I couldn't follow Paw-Paw Pinkerton's recommendations. I saw immediately how to flesh out my modest anecdote about the health worker in Zambia: You'd dramatically depict her life, the scourge of malaria that she faced in her work, and perhaps the pain and suffering of the patient she was treating that day. You'd describe the extraordinary set of events that had led to her being seated in front of a computer screen deep in the hinterland of Zambia. You'd describe the false leads she had followed before she came across the CDC Web site. You'd build up to the moment of triumph when she found the answer to her question about malaria and vividly describe how that answer was about to transform the life of her patient. The story would be a veritable epic.
This "maximalist" account would be more engrossing than my relatively dry anecdote. But I had learned enough by then to realize that telling the story in this way to a corporate audience would not galvanize implementation of a strange new idea like knowledge management. I knew that in the modern workplace, people had neither the time nor the patience—remember executives' general skepticism about storytelling in the first place—to absorb a richly detailed narrative. If I was going to hold the attention of my audience, I had to make my point in seconds, not in minutes.
There was another problem. Even if my audience did take the time to listen to a fully developed tale, my telling it in that fashion would not allow listeners the mental space to relate the story to their own quite different worlds. Although I was describing a health worker in Zambia, I wanted everyone to focus not on Zambia but on their own situations. I hoped they would think, "If the CDC can reach a health worker in Zambia, why can't the World Bank? Why don't we put our knowledge on the Web and broaden our scope?" But if my listeners were immersed in a saga about that health worker and her patient, they might not have any attention left to ask themselves these questions—or to provide answers. In other words, I didn't want my audience too interested in Zambia. A minimalist narrative was effective, in fact, because it lacked detail and texture. The same characteristic that the professional storyteller saw as a flaw was, for my purposes, a strength.
The professional storyteller saw minimalism as a flaw; for my purposes, it was a strength.
On my return from Jonesborough, I educated myself about the principles of traditional storytelling. More than 2,000 years ago, Aristotle, in his Poetics, said stories should have a beginning, a middle, and an end. They should include complex characters as well as a plot that incorporates a reversal of fortune and a lesson learned. Furthermore, the storyteller should be so engaged with the story—visualizing the action, feeling what the characters feel—that the listeners become drawn into the narrative's world. Aristotle's formula has proved successful over the ages, from The Arabian Nights to The Decameron to The Adventures of Tom Sawyer and most Hollywood screenplays.
Despite the narrative power of the traditional story, I knew that it probably wouldn't spark action in an organization. In retrospect, though, I realize that my insight blinded me to something else. Believing that this wonderful and rich tradition had no place in the time-constrained world of modern business was as wrongheaded as thinking that all stories had to be full of detail and color. I would later see that the well-told story is relevant in a modern organization. Indeed, a number of surprises about the use of storytelling in organizations awaited me.
Tales of Success and Failure
In December 2000, I left the World Bank and began to consult with companies on their knowledge management and, by extension, their use of organizational stories. As part of this work, I once found myself in London with Dave Snowden, a director of IBM's Institute of Knowledge Management, teaching a master class on storytelling to around 70 executives from private- and public-sector organizations.
During the class's morning session, I spoke about my experience at the World Bank and how a positive orientation was essential if a narrative like the one about Zambia was to be effective. But in the afternoon, to my dismay, my fellow presenter emphatically asserted the opposite. At IBM and elsewhere, Dave had found purely positive stories to be problematic. They were, he said, like the Janet and John children's stories in the United Kingdom or the Dick and Jane stories in the United States: The characters were so good they made you feel queasy. The naughtiest thing Janet and John would do was spill a bottle of water in the yard. Then they would go and tell their mother about it and promise never to do it again. Janet would volunteer to help out with the cleanup and John would offer to help wash the car. These stories for children reflected a desire to show things as they should be rather than as they are. In a corporate environment, Dave told his audience, listeners would respond to such rosy tales by conjuring up negative "antistories" about what must have actually happened. His message: Beware the positive story!
After the workshop, Dave and I discussed why his stories focused on the negative while mine accentuated the positive. I could see he had a point, that negative stories can be more powerful than positive ones. I'd used negative stories myself when trying to teach people the nitty-gritty of any subject. The fact is, people learn more from their mistakes than from their successes.
Eventually, however, it dawned on me that our points of view were complementary and that our stories served different purposes: My stories were crafted to motivate people, and Dave's were designed to share knowledge. His stories might describe how and why a team failed to accomplish an objective, with the aim of helping others avoid the same mistakes. (To elicit such stories, Dave often had to start by getting people to talk about their successes, even if these accounts were ultimately less useful vehicles for conveying knowledge.) It was then I began to realize that the purpose of telling a story might determine its form.
Granted, even optimistic stories have to be true and believable, since jaded corporate audiences know too well the experience of being presented with half-truths. Stories told in order to spur action need to make good on their promises and contain sufficient evidence of a positive outcome. But stories intended mainly to transfer knowledge must be more than true. Because their objective is to generate understanding and not action, they tend to highlight the pitfalls of ignorance; they are meant not to inspire people but to make them cautious. Just as the minimalist stories that I told to spark action were different from traditional entertainment stories, so effective knowledge-sharing stories would have negative rather than positive overtones.
A Collective Yawn
Once I saw that different narrative forms could further different business goals, I looked for other ways that managers could make stories work for them. A number of distinct story types began to emerge—ones that didn't necessarily follow Aristotelian guidelines but were nonetheless used to good effect in a variety of organizations. (For descriptions of some of them and the purposes for which they might be used, see the sidebar "A Storytelling Catalog.") I continued to come across unexpected insights about the nature of storytelling within organizations.
A Storytelling Catalog
Storytelling is an increasingly accepted way to achieve management goals. But leaders need to use a variety of narrative patterns for different aims.
Sparking Action.
Leadership is, above all, about getting people to change. To achieve that goal, you need to communicate the sometimes complex nature of the changes required and inspire an often skeptical organization to enthusiastically carry them out. This is the place for what I call a "springboard story," one that enables listeners to visualize the transformation needed in their circumstances and then to act on that realization.
Such a story is based on an actual event, preferably recent enough to seem relevant. It has a single protagonist with whom members of the target audience can identify. And there is an authentically happy ending, in which a change has at least in part been successfully implemented. (There is also an implicit alternate ending, an unhappy one that would have resulted had the change not occurred.)
The story has enough detail to be intelligible and credible but—and this is key—not so much texture that the audience becomes completely wrapped up in it. If that happens, people won't have the mental space to create an analogous scenario for change in their own organization. For example, if you want to get an organization to embrace a new technology, you might tell stories about individuals elsewhere who have successfully implemented it, without dwelling on the specifics.
Communicating Who You Are.
You aren't likely to lead people through wrenching change if they don't trust you. And if they're to trust you, they have to know you: who you are, where you've come from, and why you hold the views you do. Ideally, they'll end up not only understanding you but also empathizing with you.
Stories for this purpose are usually based on a life event that reveals some strength or vulnerability and shows what the speaker took from the experience. For example, Jack Welch's success in making General Electric a winner was undoubtedly aided by his ability to tell his own story, which includes a tongue-lashing he once received from his mother after he hurled a hockey stick across the ice in response to a disappointing loss. "You punk!" she said, as Welch tells it in his memoir Jack: Straight from the Gut. "If you don't know how to lose, you'll never know how to win."
Unlike a story designed to spark action, this kind is typically well told, with colorful detail and context. So the speaker needs to ensure that the audience has enough time and interest to hear the story.
Transmitting Values.
Stories can be effective tools for ingraining values within an organization, particularly those that help forestall problems by clearly establishing limits on destructive behavior. A story of this type ensures that the audience understands "how things are done around here."
These narratives often take the form of a parable. Religious leaders have used them for thousands of years to communicate values. The stories are usually set in some kind of generic past and have few context-setting details—though the context needs to seem relevant to the listeners. The "facts" of such tales can be hypothetical, but they must be believable. For example, a story might tell the sad fate of someone who failed to see the conflict of interest in not disclosing his or her financial interest in a company supplier.
Of course, narratives alone cannot establish values in an organization. Leaders need to live the values on a daily basis.
Fostering Collaboration.
Every management textbook talks about the value of getting people to work together. But the only advice most of them offer on making that happen in real-life work environments is "Encourage conversations." Yes, but how?
One approach is to generate a common narrative around a group's concerns and goals, beginning with a story told by one member of the group. Ideally, that first story sparks another, which sparks another. If the process continues, group members develop a shared perspective, one that creates a sense of community. The first story must be emotionally moving enough to unleash the narrative impulse in others and to create a readiness to hear more stories. It could, for example, vividly describe how the speaker had grappled with a difficult work situation.
For this process to occur, it is best if the group has an open agenda that allows the stories to surface organically. It is also desirable to have a plan ready so that the energy generated by the positive experience of sharing stories can be immediately channeled into action.
Taming the Grapevine.
Rumors flow incessantly through every organization. "Have you heard the latest?" is a refrain that's difficult for managers to deal with. Denying a rumor can give it credibility. Asking how it got started can ensure its spread. Ignoring it risks allowing it to spiral out of control. Rumors about issues central to the future of the organization—takeovers, reorganizations, major managerial changes—can be an enormous distraction (or worse) to employees.
So as an executive, what can you do? One response is to harness the energy of the grapevine to defuse the rumor, using a story to convince listeners that the gossip is either untrue or unreasonable. This kind of story highlights the incongruity between the rumor and reality. You could use gentle satire to mock the rumor, the rumor's author, or even yourself, in an effort to undermine the rumor's power. For example, you might deal with a false rumor of "imminent companywide reorganization" by jokingly recounting how the front office's current struggles involving the seating chart for executive committee meetings would have to be worked out first. Keep in mind, though, that humor can backfire. Mean-spirited teasing can generate a well-deserved backlash.
The trick is to work with, not against, the flow of the vast underground river of informal communication that exists in every organization. Of course, you can't ridicule a rumor into oblivion if it's true or at least reasonable. If that's the case, there is little you can do but admit the substance of the rumor, put it in perspective, and move on.
Sharing Knowledge.
Much of the intellectual capital of an organization is not written down anywhere but resides in people's minds. Communicating this know-how across an organization and beyond typically occurs informally, through the sharing of stories.
Knowledge-sharing narratives are unusual in that they lack a hero or even a detectable plot. They are more about problems, and how and why they got—or, more likely, didn't get—resolved. They include a description of the problem, the setting, and the solution. Because they highlight a problem—say, the challenge employees face in learning to use a new system—they tend to have a negative tone. And because they often focus in detail on why a particular solution worked, they may be of little interest outside a defined group of people. Though unashamedly unentertaining and lacking most elements of a conventional story, they are nonetheless the uncelebrated workhorse of organizational narrative.
They present a difficulty, however. In a corporate setting, stories about problems don't flow easily, not only because people fear the consequences of admitting mistakes, but also because, in the flush of success, people tend to forget what they learned along the way. As a result, the knowledge-sharing story cannot be compelled; it has to be teased out. That is, a discussion of successes may be needed in order to get people to talk about what has gone wrong and how it can be fixed.
Leading People into the Future.
An important part of a leader's job is preparing others for what lies ahead, whether in the concrete terms of an actual scenario or the more conceptual terms of a vision. A story can help take listeners from where they are now to where they need to be, by making them comfortable with an image of the future. The problem, of course, lies in crafting a credible narrative about the future when the future is unknowable.
Thus, if such stories are to serve their purpose, they should whet listeners' imaginative appetite about the future without providing detail that will likely turn out to be inaccurate. Listeners should be able to remold the story in their minds as the future unfolds with all its unexpected twists and turns. And clearly, the story should portray that state in a positive way: People are more likely to overcome uncertainty about change if they are shown what to aim for rather than what to avoid.
Note that telling an evocative narrative about the future requires a high degree of verbal skill, something not every leader possesses. But the springboard story, described above, provides an alternative. Hearing about a change that has already happened elsewhere can help listeners to imagine how it might play out for them in the future.
For instance, if negative stories have their place, so do "boring" ones. In his book Talking about Machines, Julian Orr recounts a number of stories that have circulated among Xerox repair technicians. While rich in detail, they are even less storylike than my little anecdote about the health care worker in Zambia. Most of these tales, which present solutions to technical problems, lack a plot and a distinct character. In fact, they are hardly stories at all, with little to hold the interest of anyone except those close to the often esoteric subject matter. Why are they compelling even to this limited audience? Because they are driven by a detailed explanation of the cause-and-effect relationship between an action and its consequence. For example:
You've got a malfunctioning copy machine with an E053 error code, which is supposed to mean a problem in the 24-volt Interlock Power Supply. But you could chase the source of that 24-volt Interlock problem forever, and you'd never, ever find out what it is. If you're lucky enough, you'll eventually get an F066 error code, which indicates the true source of the malfunction—namely, a shorted dicorotron. Apparently, this is happening because the circuitry in the XER board has been changed to prevent the damage that would otherwise occur when a dicorotron shorted. Before the change in circuitry, a shorted dicorotron would have fried the whole XER board. Changing the circuitry has prevented damage to the XER board, but it's created a different issue. Now an E053 error message doesn't give you the true source of the machine's malfunction.
This story, slightly condensed here, doesn't just describe the technician's accurate diagnosis of a problem; it also relates why things happened as they did. So the account, negative in tone and almost unintelligible to an outsider, is both informative and interesting to its intended audience.
As I continued my investigation, one area of particular interest to me was the link between storytelling and leadership. I already knew from personal experience how stories could be used as a catalyst for organizational action. And I had read in two influential books about leadership—Leading Minds by Howard Gardner and The Leadership Engine by Noel Tichy—how stories could help leaders define their personality for their followers, boosting others' confidence in the leaders' integrity and providing some idea of how they might act in a given situation.
I also had seen leaders using narrative to inculcate a positive set of corporate values and beliefs in the hearts and minds of their employees. Think, for example, of Tyco's effort to repair its battered value system. The company began by creating a straightforward manual that outlined new rules in such areas as sexual harassment, conflicts of interest, and fraud. But Eric Pillmore, senior vice president of corporate governance, quickly figured out that, as written, the booklet would merely gather dust on people's shelves. So he threw out what he had done and started again in an attempt to bring the principles alive through narrative. The story below became part of the revised guide, as a sidebar in the section on sexual harassment and other forms of intimidating behavior in the workplace:
The entire team jokes about Tom being gay. Tom has never complained and doesn't seem to mind, but when Mark is assigned to work with Tom, the jokes turn on Mark. Now that Mark receives the brunt of the jokes, he tells his supervisor he wants to be reassigned. His supervisor complies with Mark's request.
While the guide clearly lays out the company's policy on harassment, the simple narrative helps bring the policy to life and provides a starting point for thinking about and discussing the complex issues involved. Dozens of similar stories illustrate an array of company policies.
An Enticing but Hazy Future
Although these types of stories furthered leadership goals in a relatively predictable way, others I came across were more quirky—particularly ones used to communicate vision. Noel Tichy writes in The Leadership Engine about the importance of preparing an organization for change. He notes that "the best way to get humans to venture into unknown terrain is to make that terrain familiar and desirable by taking them there first in their imaginations." Aha! I thought. Here is a place where storytelling, perhaps the most powerful route to people's imaginations, could prove indispensable.
But as I looked at examples of such stories in a number of arenas, I discovered that most of the successful ones were surprisingly sketchy about the details of the imagined future. Consider Winston Churchill's "We Shall Fight on the Beaches" speech and Martin Luther King, Jr.'s "I Have a Dream" speech. Neither of these famous addresses came close to describing the future in enough detail that it became, in listeners' minds, "familiar terrain."
Over time—and, in part, through my work in corporate scenario planning—I realized why. Specific predictions about the future are likely to be proved wrong. Because such predictions almost inevitably differ in major or minor ways from what eventually happens, leaders who proclaim them risk losing people's confidence. Consequently, a story designed to prepare people for change needs to evoke the future and conjure up a direction for getting there—but without being too precise. Think of the corporate future that was laid out in a famous mandate by Jack Welch: "General Electric will be either number one or number two in the field, or we will exit the sector." This is a clear, but general, description of where Welch wanted to take the company. Like my Zambia story, although for different reasons, this statement doesn't convey too much information.
I also came across stories used in somewhat unusual situations that called for reactive rather than proactive measures. These stories counteracted negative ones that circulated like a virus within an organization and threatened to infect the entire body. Dave Snowden of IBM first pointed out to me how stories could be used in this manner. His hypothesis was that you could attach a positive story to a negative one in order to defuse it, as an antibody would neutralize an antigen.
For example, at an IBM manufacturing site for laptop computers in the United Kingdom, stories circulated among the blue-collar workers about the facility's managers, who were accused of "not doing any real work," "being overpaid," and "having no idea what it's like on the manufacturing line." But an additional story was injected into the mix: One day, a new site director turned up in a white coat, unannounced and unaccompanied, and sat on the line making ThinkPads. He asked workers on the assembly line for help. In response, someone asked him, "Why do you earn so much more than I do?" His simple reply: "If you screw up badly, you lose your job. If I screw up badly, 3,000 people lose their jobs."
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While not a story in the traditional sense, the manager's words—and actions—served as a seed for the story that eventually circulated in opposition to the one about managers' being lazy and overpaid. You can imagine the buzz: "Blimey, you should've seen how he fumbled with those circuit boards. I guess he'll never work on the line. But you know, he does have a point about his pay." The atmosphere at the facility began improving within weeks.• • •
Much work remains to be done in developing a menu of narrative patterns that can be used for different purposes in an organizational setting. Although the handful of story types that I've identified is no more than a start, I hope it inspires leaders to consider the various ways storytelling might be used. Certainly, the ability to tell the right story at the right time is emerging as an essential leadership skill, one that can help managers cope with, and get business results in, the turbulent world of the twenty-first century.
A version of this article appeared in the May 2004 issue of Harvard Business Review.
Read more on Business communication or related topics Leadership, Power and influence, Creativity, Motivating people and Presentation skills
Steve Denning's latest book is The Leader's Guide to Radical Management. He is also the author of The Leader's Guide to Storytelling, The Secret Language of Leadership, and a regular blog on Forbes.com.


You thought you've tried them all already – now it's time to try the ultimate experience!
First of all let me express how excited I am about the release of Blog Navigator. I think we did a good job on it and I am trully amazed at our approach to its release.
Let me explain why. Mind that Stardock kept a guy :) ) on a payroll for a better part of a year to do this.
We've been discussing the Blog Navigator release yesterday and Brad actually decided to remove ALL the RSS related limitations from the free edition of Blog Navigator! What does that mean? It means there is no longer a limit of a single instance of Basket, Article Monitor and Web Search (Internet Article Monitor) in the free version! You get everything that makes it a great RSS reader and it's NOT a trial or a shareware that will nag you in any way, neither you are limited at how you use it. You can use it at home, and you can use it at work (I would not however recommend taking it to the beach – notebooks don't like the sand involved)!
If you're into RSS/feeds/syndication and already have a reader – Blog Navigator comes with a handfull of importing filters – it's very likely that you will be able to move all your feeds within a minute or even have them autodetected and done automatically. So if you want to be sure you never miss an article on your favorite sites, want to monitor for a specific topic or any set of them or just need a cool web browser that will get some more articles in the background for you while you read another one – give it a whirl, share it with a friend, tell a co-worker they can speed up and enrich their daily lecture.
We really tried to make it the best possible syndication experience out there – now you can see if we succeeded. Tell us if you like it. We will gladly hear what we can do to make it better. I would like to thank all beta testers withough which suggestions it would not be what it is now – stressing the enormous part of Brad Wardell and Kris Kwilas in shaping the product and Randy Cox whose suggestions and patience in testing the consecutive versions of betas went beyond all limits.
You will find the first part of the series of the articles here.
This entry (Permalink) was posted on Sunday, October 17th, 2004 at 2:25 am	and is filed under Blog Navigator, Software, Software Development, Web applications. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response , or trackback from your own site.


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Marine style decoration , such as ship cabins and predominantly white and blue tones.
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It has a large porch that is located directly in the cove .
The house is located near to Mahon and near to the beaches of Grau and Sa Mesquida.
The villa does not include cleaning service, please contact with us to request this service.


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Hillel Cohen
in Good Arabs: The Israeli Security Agencies and the Israeli Arabs, 1948-1967
10.1525/california/9780520257672.003.0001
History, Middle East History
In 1949, Israel signed armistice agreements with its Arab neighbors at the end of the war in which it had been born. The Jewish state found itself with an unwelcome 156,000 Arabs, who faced ... More
In 1949, Israel signed armistice agreements with its Arab neighbors at the end of the war in which it had been born. The Jewish state found itself with an unwelcome 156,000 Arabs, who faced circumstances entirely different from those they had previously known. Instead of being a majority, as they had been in Mandatory Palestine, they became a minority as a result of the uprooting of some 700,000 who became refugees. To prevent hostile activity and to establish their firm political control over the country's Arab populace, Israeli security forces quickly created networks of informers and collaborators in the Arab community. It was an extremely effective policy that operated on three levels: tactical, political, and in relation to consciousness and identity. Israeli security agencies were also involved in the appointment of mukhtars (village representatives who dealt with the authorities). Even after this change, the security agencies continued to intervene in Arab local politics. The bodies that coordinated the activities of the security forces in Arab settlements included the Regional Committees on Arab Affairs.Less
Published in print: 2010-06-01
In 1949, Israel signed armistice agreements with its Arab neighbors at the end of the war in which it had been born. The Jewish state found itself with an unwelcome 156,000 Arabs, who faced circumstances entirely different from those they had previously known. Instead of being a majority, as they had been in Mandatory Palestine, they became a minority as a result of the uprooting of some 700,000 who became refugees. To prevent hostile activity and to establish their firm political control over the country's Arab populace, Israeli security forces quickly created networks of informers and collaborators in the Arab community. It was an extremely effective policy that operated on three levels: tactical, political, and in relation to consciousness and identity. Israeli security agencies were also involved in the appointment of mukhtars (village representatives who dealt with the authorities). Even after this change, the security agencies continued to intervene in Arab local politics. The bodies that coordinated the activities of the security forces in Arab settlements included the Regional Committees on Arab Affairs.
Keywords: Israel, Palestine, Arabs, refugees, security, informers, collaborators, mukhtars, politics, Regional Committees on Arab Affairs
Impermanent Monstrosities
in Apostles of Modernity: Saint-Simonians and the Civilizing Mission in Algeria
10.11126/stanford/9780804769099.003.0004
The French army's Saint-Simonian officers implemented an alternative project in order to realize their vision for "colonial association." The project targeted the assimilationist tendencies of the ... More
The French army's Saint-Simonian officers implemented an alternative project in order to realize their vision for "colonial association." The project targeted the assimilationist tendencies of the French government and civil authorities, as well as rival military factions with contending views on colonization and pacification. Starting from the lowest levels of the military administration in the early 1840s, these officers expanded their power base in the Arab Bureaux to take gradual command of the native portfolio and control by the end of the decade the two main decision-making bodies for indigenous affairs on both sides of the Mediterranean: the Arab Directorate of the Government General in Algiers; and the Algerian Directorate of the Ministry of War in Paris. This chapter reviews the origins of the Offices of Arab Affairs, and traces the connections between the intellectual formation and training of their serving officers and the ideological tenets behind their drive to take over cultural policy making in Algeria.Less
The French army's Saint-Simonian officers implemented an alternative project in order to realize their vision for "colonial association." The project targeted the assimilationist tendencies of the French government and civil authorities, as well as rival military factions with contending views on colonization and pacification. Starting from the lowest levels of the military administration in the early 1840s, these officers expanded their power base in the Arab Bureaux to take gradual command of the native portfolio and control by the end of the decade the two main decision-making bodies for indigenous affairs on both sides of the Mediterranean: the Arab Directorate of the Government General in Algiers; and the Algerian Directorate of the Ministry of War in Paris. This chapter reviews the origins of the Offices of Arab Affairs, and traces the connections between the intellectual formation and training of their serving officers and the ideological tenets behind their drive to take over cultural policy making in Algeria.
Keywords: French army, colonial policy, pacification, Saint-Simonian officers, Arab Affairs, intellectual formation, cultural policy making, assimilation, colonial association
Apostles of Modernity: Saint-Simonians and the Civilizing Mission in Algeria
Osama Abi-Mershed
Between 1830 and 1870, French army officers serving in the colonial Offices of Arab Affairs profoundly altered the course of political decision-making in Algeria. Guided by the modernizing ideologies ... More
Between 1830 and 1870, French army officers serving in the colonial Offices of Arab Affairs profoundly altered the course of political decision-making in Algeria. Guided by the modernizing ideologies of the Saint-Simonian school in their development and implementation of colonial policy, the officers articulated a new doctrine and framework for governing the Muslim and European populations of Algeria. This book shows the evolution of this civilizing mission in Algeria, illustrates how these forty years were decisive in shaping the principal ideological tenets in French colonization of the region, and offers a rethinking of nineteenth-century French colonial history. It reveals not only what the rise of Europe implied for the cultural identities of non-elite Middle Easterners and North Africans, but also what dynamics were involved in the imposition or local adoptions of European cultural norms, and how the colonial encounter impacted the cultural identities of the colonizers themselves.Less
Apostles of Modernity : Saint-Simonians and the Civilizing Mission in Algeria
Between 1830 and 1870, French army officers serving in the colonial Offices of Arab Affairs profoundly altered the course of political decision-making in Algeria. Guided by the modernizing ideologies of the Saint-Simonian school in their development and implementation of colonial policy, the officers articulated a new doctrine and framework for governing the Muslim and European populations of Algeria. This book shows the evolution of this civilizing mission in Algeria, illustrates how these forty years were decisive in shaping the principal ideological tenets in French colonization of the region, and offers a rethinking of nineteenth-century French colonial history. It reveals not only what the rise of Europe implied for the cultural identities of non-elite Middle Easterners and North Africans, but also what dynamics were involved in the imposition or local adoptions of European cultural norms, and how the colonial encounter impacted the cultural identities of the colonizers themselves.
Keywords: Algeria, mission, Arab Affairs, Saint-Simonian school, French colonization, Middle Easterners, North Africans, cultural identities, French colonial history, European cultural norms
Never the Twain Shall Meet?
This chapter presents an account of a departure in France's political decision making in Algeria and in the ideological justifications for its colonial rule. The decisive turn occurred in the late ... More
This chapter presents an account of a departure in France's political decision making in Algeria and in the ideological justifications for its colonial rule. The decisive turn occurred in the late 1840s and was driven by the administrative ascendance of a group of colonial officers serving in military intelligence units known as the Bureaux of Arab Affairs (Bureaux arabes). The chapter shows that the general theory of colonial assimilation fails to fit the facts of policy making in Algeria, especially during the formative decades of French rule. It argues that political and cultural assimilation was not the undisputed doctrinal lodestar for colonial policies and seldom unified the French administration with a bedrock of operative principles before 1870. Instead, for much of the period under review, the nascent colony was governed in fits of political uncertainty or procedural incoherence, and with policies of trial and error.Less
This chapter presents an account of a departure in France's political decision making in Algeria and in the ideological justifications for its colonial rule. The decisive turn occurred in the late 1840s and was driven by the administrative ascendance of a group of colonial officers serving in military intelligence units known as the Bureaux of Arab Affairs (Bureaux arabes). The chapter shows that the general theory of colonial assimilation fails to fit the facts of policy making in Algeria, especially during the formative decades of French rule. It argues that political and cultural assimilation was not the undisputed doctrinal lodestar for colonial policies and seldom unified the French administration with a bedrock of operative principles before 1870. Instead, for much of the period under review, the nascent colony was governed in fits of political uncertainty or procedural incoherence, and with policies of trial and error.
Keywords: Algeria, colonial rule, colonial policy, Arab Affairs, colonial assimilation


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text:
DR. MICHELLE BRANNICK
DR. JOEL KISELKA
DR. JODI PERRIN
DR. ANA RODRIGUEZ
POLLY DEARDORFF
MARIA DEFRANCISCO
LAURA DOMINICK
JENNY MANION
CRYSTAL PHILIPS
GREG ZERA
ANTI-AGING THERAPIES
BRANNICK CLINIC STORE
BREAST THERMOGRAPHY
DETOXIFICATION PROGRAM
ESCHAROTIC THERAPY
NON-LASER TATTOO REMOVAL
NATUROPATHIC INTERNAL MEDICINE
ASK DR. BRANNICK
HIPAA / PRIVACY NOTICE
Family Primary Care
Well-checks and treatment of illnesses for men, women, children, and babies.
Pain relief & migraine headaches
Digestive health & repair
Skincare & allergies (food and environmental)
Weight loss & metabolic health
Acute and chronic illnesses; asthma, sinus IBD, arthritis, diabetes
Fatigue, fibromyalgia, insomnia, & sleep disorders
Heart health & hypertension
Immune disorders & autoimmune disease
Women's Health & Exams
Gynecological exams; PAPS, breast exams
STD testing and treatment
Hormonal imbalance—PMS, mood swings, menopause, hot flashes
Pre and post-natal care
Pregnancy support and nutritional advice
Endometriosis, polycystic ovaries, cervical dysplasia
Men's Health & Exams
Prostate health and exams
GERD/acid reflux
Childhood Checkups & Illnesses
Well-baby and annual child checkups and physical exams
Acute and chronic illnesses such as diabetes, asthma, obesity
Earaches/ear infections, throat infections
Allergies – food and environmental
Headaches, stomachaches
Rashes, acne, eczema
This gentle yet effective system of medicine for emotional as well as physical health is more than 200 years old and is widely accepted in other countries. Homeopathic remedies are very small doses of natural substances that can stimulate the body's self-healing response without unwanted side effects. When properly prescribed, homeopathic remedies affect the body's vital force and strengthen its innate ability to heal.
Naturopathic physicians believe that what you eat is the foundation for your health. Adopting a healthy diet is often the first step towards correcting health problems. Many medical conditions can be treated more effectively with foods and nutritional supplements – and with fewer complications and side effects – than by other means. We recommend individualized diets, nutritional supplements and fasting when necessary to optimize health for each patient.
Diagnostic Laboratory Services
On site blood draws and comprehensive analysis of blood work up.
The question here is not "Am I toxic?" but rather "How toxic am I?" We've all picked up toxins from a variety of sources including poor diet, bad habits, and the environment. Stored toxins recirculate in the blood and may contribute to long-term poor health. Detoxification is the removal of toxic materials from the body. Fortunately, the human body has multiple systems of detoxification. Accordingly, we offer multiple detox therapies as needed for the individual and prescribed by your doctor. Colon Hydrotherapy detoxifies the colon and supports its function; Peat Baths and Infrared Sauna remove toxins stored in body tissues, including heavy metals; Fiber carries toxins out of the blood stream; and Herbal Therapies promote purification of the blood. Heat/Cold Therapy, or Constitutional Hydrotherapy was founded on the naturopathic principle that the quality and quantity of blood in circulation play an important role in overall health. The treatment consists of a series of towels applied to the chest and back in a timed sequence. Hot towels, to relax muscles, alternate with cold towels, to reduce swelling. The combination of hot and cold hydrotherapy tonifies the digestive system, stimulates the immune system, and calms the nervous system, while also encouraging detoxification and lymphatic flow.
It used to be a badge of honor to have insomnia. It implied you were dedicated to your job and willing to take any step necessary to reach your goals. However, we've since learned that sleep deprivation can cause heart disease, hypertension, depression, loss of libido, stroke, diabetes, and other dysfunctions too numerous to list. Our goal is to treat the cause of poor sleep using a variety of tools including nutritional counseling, acupuncture, herbs, relaxation techniques, biofeedback, EFT (tapping), and supplements.
Mild Hyperbaric Oxygen Therapy (mHBOT) is a form of therapy designed to make more oxygen available to the body. Oxygen is the primary source of energy required by the body for the proper operation of all major systems. Oxygen feeds the body, supports the immune system, destroys toxic substances, and promotes new cell growth. Increasing the uptake of oxygen enhances those processes. mHBOT safely increases the body's oxygen uptake by raising the barometric pressure. The therapy is performed in an enclosed hyperbaric chamber that is pressurized to allow the patient inside to experience atmospheric pressures greater than typical environmental pressures.
mHBOT has been shown to be effective for:
Autonomic neuropathy
Bacterial & viral infections
Body detoxification
Boost immune function
Diabetic complications
Frequent flying/jet lag
Muscle / tendon pain
Neuropathy related to diabetes
Non‐healing wounds
Stress/anxiety
Colon Hydrotherapy, also known as Colonic, is a gentle irrigation of the colon and a restorative method for improving health.
Most people assume that because they experience daily elimination or don't feel constipated that they don't need colon cleansing. But bowel problems can occur despite "daily elimination." The colon, or large intestine, is the sewage system of the body. Very often the complete length of the colon becomes impacted with old, hardened fecal matter. This leaves only a narrow channel for the small, softer feces to pass through. Failure to cleanse the colon is like having an entire garbage collection staff go on strike for months on end! If the waste in the colon is allowed to build up, it may decay and be absorbed through the walls of the colon into the blood stream. Once in the blood stream, these toxins can negatively affect every organ in your body. Here are some of the numerous symptoms caused by constipation and toxic build-up in the colon:
Fatigue and depression, belching or flatulence, headaches, irritability, anxiety, nervousness, insomnia, nausea and abdominal discomfort, protruding/tender/rigid abdomen, sagging posture, lack of interest in work or play, loss of memory or concentration, lack of sexual response, weight increase/weight loss, poor appetite, malnutrition, skin blemishes, sallow complexion, dark circles under the eyes, brittle hair and nails, bad breath, other body odors, cold hands/feet, swelling of the legs, low back pain, menstrual problems, high/low blood pressure, neuritis and neuralgia
Colon Hydrotherapy is an ancient form of healing. Enemas were recorded as early as 1500BC in Egypt. Hippocrates, Galen and Pare also promoted the use of enema therapy. In ancient times people were taught how to care for the bowel, and enemas were performed in a lake or river using a hollow reed to allow water to flow into the rectum. But over time, bowel wisdom was lost and colon hydrotherapy became something no one wanted to talk about.
Colon Hydrotherapy is the safe, gentle infusion of warm filtered water into the rectum using no chemicals or drugs. Often referred to as colonics, high colonics, or colon irrigation, it's a painless and restorative procedure, both relaxing and effective. The patient lies comfortably on a treatment table and a small speculum is gently inserted in the rectum. The therapist then monitors the temperature and pressure of the water infused into and out of the colon/large intestine without any assistance from the patient. The entire procedure takes approximately 40 minutes. Colon hydrotherapy cleanses the entire colon with no stress to the patient. The procedure utilizes a disposable unit to remove the possibility of contamination from previous procedures. The system is closed. Waste material is passed through the instrument and out the drain line eliminating any offensive odor and maintaining the dignity of the patient. /
Years of improper nutrition cannot possibly be reversed in just a few procedures, so an initial series of procedures are often recommended particularly in cases of chronic constipation or an atonic (sluggish) colon. Following the initial series, it is advisable to have follow-up procedures either monthly, quarterly or annually to maintain optimal colon health. Periodic cleansing of the colon helps prevent stagnation and minimizes the exposure of potential cancer-causing agents to the colon wall.
IR sauna uses dry heat to produce sweat and increase the elimination of toxic metals, organic compounds, dioxin and other toxins. In the sauna, infrared heaters emit infrared radiant heat, which is absorbed directly into the body. This varies from traditional saunas, which heat the body indirectly via air or steam.
Brannick Clinic uses "Heavenly Heat" Saunas built for chemically-injured people who are reactive to even slight exposure to toxic fumes. For more information, please visit: www.heavenlyheatsaunas.com.
The following quotes were excerpted from various articles and studies on toxic metals:
• Regarding the elimination of mercury: "By far the earliest known form of therapy and possibly still the most effective, is the induction of sweating by the use of sauna or steam baths."1
"… sauna therapy of an individual with evidence of chronic mercurialism was effective at inducing a remarkable excretion of mercury via the sweat."1
"Sweating does indeed increase mercury excretion. Probably an hour or two of sauna is the same as 50 mg of DMSA every 4 hours for a day."2
"The mean concentrations of nickel and cadmium in sweat were higher than those reported for urine; that of lead was similar to urine."3
Industrial exposure to mercury. Dr. Woodhall Stopford, Duke Univ. Med. Center. Biogeochemistry of Mercury, Amsterdam Elsevier, 1979.
Andy Cutler, PhD., on the Autism-Mercury support group.
Sauna Effective Rate for Removal of Chemicals – EHC-DALLAS ©
• The excretion of trace metals in human sweat. Cohn JR and EA Emmett. Ann. of Clinical and Laboratory Science, Vol. 8, Issue 4, 1978.
Effective Rate for Removal of Chemicals by Sauna:
STYRENE – 100 %
CHLOROFORM – 90 %
DICHLOROBENZENES – 90 %
TRIMETHYLBENZENES – 88.9 %
DICHLOROMETHANE – 77.3 %
BENZENE – 72.7 %
TRICHLOROETHYLENE – 68.4 %
XYLENES – 60.9 %
ETHYLBENZENE – 60.9 %
TETRACHLOROETHYLENE – 60.4 %
TOLUENE – 55.3 %
1,1,1,-TRICHLOROETHANE – 48.9%
Herbal / Botanical Medicine
Ancient healers around the globe, in China, Africa and Europe, knew that plants have powerful healing properties. Fortunately, that knowledge has not been lost. The World Health Organization estimates that herbal medicine accounts for at least part of the primary health care of 80% of the world's population. Naturopathic physicians, who favor safe and natural methods of treatment, very often prescribe plant substances for their healing effects and nutritional value.
Constitutional Hydrotherapy
Constitutional Hydrotherapy was founded on the naturopathic principle that the quality and quantity of blood in circulation play an important role in overall health. The treatment consists of a series of towels applied to the chest and back in a timed sequence. Hot towels, to relax muscles, alternate with cold towels, to reduce swelling. The combination of hot and cold hydrotherapy tonifies the digestive system, stimulates the immune system, and calms the nervous system, while also encouraging detoxification and lymphatic flow.
Peat Hydrotherapy Baths
Peat Hydrotherapy is a therapeutic mineral bath that increases circulation, boosts the immune system, relieves pain in muscles and joints, decreases inflammation, and aids in the body's elimination of stored heavy metals and other highly toxic substances and compounds.
Each day we are exposed to a multitude of toxins in the environment through water, ground, air, and even in our food. Heavy metal toxins – mercury, cadmium, lead, arsenic and tin – can impair our immune system, affect our cognitive functioning and cause skin reactions and other diseases. Most of these toxins are stored in our fat tissue. Here's where peat plays an essential role in detoxifying the body. The combination of the heat from the bath and the unique structure and properties of peat mobilizes the toxins stored in our tissues and increases our circulation which allows for toxin excretion mainly through perspiration. An increase in circulation means an increase in the flow of oxygen and nutrients to the cells as well as in increase in the flow of waste and toxins away from the cells.
Just as important, that increased circulation lasts for several hours after the peat bath has ended which allows the naturally occurring substances in peat to be absorbed into the body. For instance, the lingering humic acid found in peat has the ability to bind benzopyrene, the carcinogenic compound found in cigarettes, thus possibly inhibiting its mutagenic effects. The fulvic acid in peat absorbs aluminum, making peat hydrotherapy potentially important in treating Alzheimer's disease.
Copyright © 2020 Brannick Clinic of Natural Medicine, All rights reserved.


India's Travel and Tourism Sector | Market Research Report.
Read insightful Travel and Tourism Sector report to better understand the dynamics of the growing industry in India. Hospitality Industry, Hotel Industry.


text:
Helen DeRoy
Helen Lowentritt DeRoy's business savvy in the auto industry was matched only by her generosity as a philanthropist through the worst years of the Depression. The daughter of an oil baron, Helen married Aaron DeRoy, who was making his own fortune selling electric and gasoline-powered cars; he eventually opened a number of Studebaker dealerships in Pennsylvania and later in Michigan. The couple helped fund the creation of the Detroit Zoo and gave generously to Jewish causes, but when the Depression hit, they used their remaining wealth to help the poor. Helen DeRoy worked as a director of the Fresh Air Society and funded the creation of Tamarack Camps, offering days in the country to working mothers and their children. After Aaron's sudden death in 1935, Helen took over his automotive business, running it successfully for several years before selling it in the 1940s so she could focus her attention on her philanthropy. Among her many projects, she built an auditorium and student housing at Wayne State University, funded a pool and gymnasium at the Detroit JCC, and endowed scholarships at a number of universities.
Topics: Entrepreneurs, Philanthropy
Photo of Helen DeRoy, courtesy of the Jewish Historical Society of Michigan.
Philanthropist, Entrepreneur, Organizational Leader
Jewish Women's Archive. "Helen DeRoy." (Viewed on January 21, 2020) <https://qa.jwa.org/people/deroy-helen>.


The Super Eagles squad are already in Russia for the 2018 World Cup tournament which kicks off tomorrow, and they are staying at the Sanatorium Istochnik Hotel.
Thier locker room was customized in Pidgin-English slogan. "Eagles don land!


The addition of Tags to the website now allows for Remote jobs to be added to the site.
A Remote job is one where a tester can perform the job at a remote location e.g. their home office, rather than at a company's premises/offices. Some Remote jobs may require some attendance at the company's premises/offices such as for meetups, meetings, official company business etc.
As an Employer, how do I post a Remote job?
As a Tester, how do I search for Remote jobs?
look at the list of tags at 'Filter by tag' – if Remote tag is there, click it to see Remote jobs. If it's not there, there are no Remote jobs posted at the moment.
You can also see if there are any remote jobs in our Indeed and ZipRecruiter job feeds. To do this, enter the word remote into the Keywords search input field and then press Search. Note that these remote jobs may be of all different types, not just software testing jobs.


text:
Q: How do I get mediaelement.js player state (paused, volume, etc.)? According to what is stated on mediaelement.js website it should be easy to get player state. But I cannot figure out how to do it.
I'm creating player like this and trying to read properties (the player itself is working without problems).
var player = new MediaElementPlayer('.player_1')
player.play();
player.pause();
log(player.paused);
log(player.volume);

But this fails - both paused and volume are undefined.
I'm using latest 2.8.2 version.
jsfiddle example: http://jsfiddle.net/chodorowicz/wLu2v/3/

A: OK, John Dyer answered me on the Github support page:
https://github.com/johndyer/mediaelement/issues/497
It's needed to get mediaelement itself media
new MediaElementPlayer('.player_1', {success: function(media, node, player) {
  // this will be undefined since it's the player with buttons
  alert(player.paused);
  // this will be a real value since it's the underlying mediaelement
  alert(media.paused);
}
});

http://jsfiddle.net/H7X7X/2/
To get media element later you can use following code
$('player')[0].player.media;


The board has increased in size over the years. In 2001, the Bradford County Commissioners reformed the authority, and the size of the board was set at five members from throughout the county. The Bradford County Airport Authority is the owner of the airport. The board is charged with the development of the airport.


Apple has hinted that they're going to be making changes to future iPhones; this is understandable as reduced sales of the new iPhone XR are causing larger price cuts. New leaks suggest a much worse problem however.
The Wall Street Journal has learnt that Apple is going to be making big changes to the new iPhone designs in the next line-up, due to be revealed later this year. This is due to a fundamental design flaw with current generation iPhone screens.
The Wall street journal has stated that apple will drop LCD displays entirely for the next and future iPhone Line-up in favour of a switch towards OLED displays. This is because Apple wants to create a flexible iPhone.
The iPhone XR sold so badly that the Japanese display company created by Sony and Toshiba will need a bailout in order to stay in business. In a world where 1080p and 1440p OLED screens are king, it's difficult for Apple to continue selling the 720p LCD found in the iPhone XR. Regardless of how many price-cuts and sales, customers are not interested in the latest iPhone XR for this reason.
This has caused Apple to drop the 720p screens entirely from their new iPhone releases. The issue with moving to OLED is that Apple lacks the supply chain at the moment. This is a disaster for Apple because they went all-in for the XR and it was supposed to be the primary sales driver.
Was the screen the only reason for poor sales?
The iPhone XR screen is still better in 720p than other competitors featuring 1080p due to software changes and the type of screen material. Unfortunately though Apple has had to remove 9BN dollars from their next financial quarter.
There were other reasons for the poor sales that Apple may have overlooked however. Design changes that didn't make sense and were more like steps back than forward. Rumours of a creepy camera that watches what we do. Finally the missing connectivity of the device, mainly the head-phone jack that has drove a lot of iPhone users away from the device.
What could be next for iPhones?
The iPhone XR was very expensive on release at almost £1000 which is a lot of cash. The inclusion of the 720p LCD screen was included in the price. Meaning if Apple makes the move towards 1080p OLED screens then the price could shoot up to between £1200-£1300 on release. This is just a theory and we don't know how long it will take to get this new 1080p iPhone.
Apples CEO Tim Cook told CNBC this month that the iPhone XR has been Apples bestselling iPhone since launch last fall. Meaning the iPhone XR has still sold a lot of phones and Apple is most likely moving away from the XR range with 720p. More price cuts are expected to try and sell the rest of the iPhone XR's that are backed-up.
This is actually great news for people that have been patiently waiting for a huge upgrade worth purchasing and the new iPhone screens would be the perfect upgrade. We will just have to wait and see what Apple is planning.
Next post: Apple Hinting at Cheaper iPhones!