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Almadraba Tuna Tour
1.- Almadraba Tuna Tour
The Almadraba Tuna Tour combines hands-on knowledge of this artisan fishing method through tours of the almadrabas of Barbate and Zahara de los Atunes, seeing first-hand the 'Snoring Tuna' or cutting, while experiencing the landscape of this section of the coast, which runs from Cabo de Trafalgar to Punta Camarinal.
*What is almadraba?
The word almadraba comes from Arabic and means the place to strike or fight. It is a fishing art used by the Phoenicians along the coasts of Cádiz and then later by the Romans. It consists of setting a maze of nets along tuna routes, normally located near the coast from the Atlantic to the Mediterranean from April to June. This fishing art is not aggressive and respectful of the species and the environment.
Traditionally there were almadrabas everywhere along the provincial coast, but nowadays they are concentrated in coastal towns such as Conil, Barbate, Zahara de los Atunes and Tarifa.
Conil is without a doubt a key tourist destination for beach and sun. It is one of the towns in the area with the most atmosphere, especially in summer, driven in part by the surrounding communities. Great masses of pine, such as in Roche or el Colorado push up many times to the beaches contributing to the fact that they are preserved. The beach extends for 14 km and offers something for every taste, fine white sand and clear water where you can practice any type of water sport with spectacular views.
Where to eat and shop
*Food market: small but great variety, from April to June you can find almadraba tuna along with local species such as red porgy, urta, snapper and sea bass.
*Tuna Week: during the month of June some 30 establishments participate in offering special menus dedicated to tuna. Restaurants such as La Fontanilla, el Timón de Roche, El Roqueo, Blanco and Verde, etc.
Barbate located in the area the Greeks called 'Pillars of Hercules', this bright white villa surrounding a picturesque fishing harbour has been associated with the sea and fishing since antiquity. The Phoenicians were the first to make Barbate a port of export by establishing the almadraba fishing system that is in use today. Under the Roman Empire the area saw its greatest splendour, becoming a prosperous enclave due to fishing and salt production. The beaches are paradise and ideal for swimming and water sports.
Where to eat and shop
*Food Market: to visit and purchase during almadraba season.
*Tuna gastronomy week: celebrated each year in May.
*Packing Houses: to purchase all types of packed fish, La Chanca, El Rey de Oros, El Ronqueo, Conservas de Cádiz, Herpac. The latter offers not only the possibility to visit but also to experience a tuna 'ronqueo' (cutting).
*Restaurants and bars: El Campero, La Bocana, Taberna de Abelardo, etc.
Zahara de los Atunes, this village of Barbate is a charming seaside town full of Andalusian flavour and quaintness with pristine beaches that conserve their natural wealth intact.
Where to eat and shop
*Restaurants and bars: Casa Juanito, Marisquería Porfirio, Almadraba, Gaspar, La Botica, Restaurante Antonio, El Albedrío...
*Tuna Tour: celebrated each May, you can enjoy this fish served many different way in the restaurants and bars in the area.
Tarifa facing out into the sea, it is the southernmost point of Europe and closest to Africa. It is one of the coastal cities with the greatest tourist attraction due to it being the capital of windsurfing and kite surfing. You will see that the urban layout is reminiscent of North African towns, with its white houses, plazas and lively streets, where visitors of all nationalities mix in with the residents of Tarifa themselves. Its idyllic and vast windswept beaches make Tarifa a cult location for water sports or scuba diving enthusiasts, among others.
Baelo Claudia is located in Bolonia, some 15 km approximately. This Roman city was founded in the II Century and reached great economic and urban development. Its main industry was the salting of fish, primarily caught using the almadrabas system introduced by the Phoenicians as well as the production of the famous 'garum' sauce, which was exported throughout the entire Roman Empire. We recommend that you not miss this tour
Where to eat and shop
*Conservera de Tarifa: a shop offering every type of packed fish. In addition to almadraba tuna you can find frigate tuna and mackerel from Tarifa; products with D.O. Designation. (Specific Designation of Origin) Andalusia. Two brands, la Tarifeña and Piñero, are historical in this sector.
*Restaurants and bars: El Ancla, El Picoteo, Patagonia, Las Cuatro Esquinas, El Francés, Los Mellis, Hotel Hurricane, Playa Blanca...
*Activity Suggestions
- Visit the Herpac packing house to learn about the skilful process of fish packing. You can also experience the 'ronqueo' of the tuna, or, the cutting of a large fish. Contact Herpac
- Visit the La Chanca Tuna Museum in Barbate (Avda. Generalísimo,142) http://www.lachanca.com/
- Gastronomy tours with the company Compuertas, almadraba excursions, tours of packing facilities, see one jump
- Straight of Gibraltar boat tour to see dolphins and whales with Turmares , Whale Watch
- Visit the Roman ruins Baelo Claudia (Bolonia-Tarifa), one of the most important and well preserved cities of the Roman empire, where you can learn about the salting factory used by the Romans for the conservation and treatment of tuna.
- Sporting activities: enjoy nature through hiking, diving mountain biking, bike tours, etc. in the Breña Natural Park and Marshes of Barbate - Nature Explorer
- Local Gourmet Guide for the Province of Cádiz
| Patrimonio almadrabero del litoral de La Janda (2ª parte).
| Patrimonio almadrabero del litoral de La Janda.


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Loren and Mark, The Allman Brothers Band, and Music's Innate Ability to Inspire
My father wanted to be an artist. He was fortunate to have the opportunity to study his art at Cooper Union in NYC. Restless, he left school early to pursue his career with all the passion of someone meant to do something else. He was led to a different path. A new family brought new responsibilities. He went into advertising. Think "Mad Men." (Years later, he would complete his studies with me filming his graduation ceremony.) By the mid 1960's he had established a small, but well respected advertising agency on Madison Avenue. One of his clients at the time was WPLJ, the FM affiliate of WABC Radio.
In August, 1971, on a typically hot summer's day, my father took the pre-rush hour train from Grand Central and came home early. It was unusual. He walked in and announced that he was going to "freshen up" and then head back to the city for a client event that evening. He said it was a, "WPLJ thing" with some band that was recording a live concert over the radio. He said he had a ticket for me, if I wanted to go. My mom smiled. I think they might have planned this out, yes? My parents were always thinking of ways to introduce my brothers and me to the arts. Some of my most vivid memories of my time with them were of visits to museums, theaters and concerts. That night I was fourteen. I didn't even know the name of the band, but it sounded groovy! Of course, I said, "Yes."
We rode the post-rush hour train back to the city, then grabbed a cab to A&R Studios. I followed my dad inside and through the studio, as he greeted his business partners. Along the way, I politely shook hands or nodded where appropriate as he introduced me to many people who seemed to have had a reason to be there. We made our way to our seats. One or two hundred others took theirs around us. "Wow, pretty close!" I thought. My dad must have been doing a good job for the station. I asked him again who was playing.
I had heard The Allman Brothers on the radio, but didn't own any of their albums yet. I liked them and this was my first live rock concert. Their albums would be in my collection, shortly. The lights changed and it got very quiet. The WPLJ DJ (Dave Herman?) began his broadcast. The band took the stage. It was the Allman Brothers in their original form, lead guitarist Duane Allman; his younger brother, organist-singer Gregg Allman; second lead guitarist Dickey Betts, original bassist Berry Oakley; and drummers Butch Trucks and Jaimoe. It was amazing. They played most of the set from their recent show at The Fillmore East and included a special tribute to saxophonist King Curtis; a frequent collaborator of Duane's who had recently passed away.
By the end of the first song, I wanted to be a rock star. I was hooked. When the show ended, I met many of the same people on the way out that I met on the way in. This time, I shook their hands with more gusto. A couple of them even belonged to the band. Thank you, Dad! The broadcast, recording and album were a hit. What no one knew at the time was that two months later, Duane would be killed in a motorcycle accident. It was one of the band's last concerts together. It was a special night. On the way home, I begged my dad to let me take guitar lessons. He said I could, but I had to start with classical guitar. The basics. I started the lessons a few months later and I've been playing guitar ever since.
Well, that's not entirely true. I gave up playing for a few years when I lived in Los Angeles and my guitar was stolen. When I moved to Auburn in 2001, I was introduced to Jon Peterson, a local musician who encouraged me to start playing again. We played together and he turned me on to the vibrant, talented pool of musicians who live in the area. One of them was Loren Barrigar.
The first time I heard Loren play was with his brother, Kevin. I simultaneously thought, "This is the best acoustic guitarist I have ever heard" and "Boy, do I suck at guitar. Time for some lessons and practice." I knew he was special. The night at A&R Studios resonated in my memory. Sometime later, I got to meet Loren and discovered he's as humble and good natured as he is an extraordinarily talented musician. I have been entertained and inspired by Loren's playing for many years.
When Auburn Public Theater came into being in 2005, music became a focal point of our programming. If we were going to be recognized as a venue for quality performances, Loren Barrigar needed to be a part of it. Loren Barrigar has graced our stage numerous times as a solo artist and with many other collaborators, including Dusty Pas'cal, Austin Gravelding, his brother Kevin. When Loren teamed up with his current partner, Mark Mazengarb his playing soared to an even higher level. Mark both complimented Loren's style as a player and pushed his sensibilities as a musician, opening him up to new ideas and influences.
Loren and Mark are playing this week at Auburn Public Theater. I'll be there, enjoying the show, standing in the back, because there are no seats left!
Photo courtesy of Rolling Stone and lorenandmark.com.

subset: commoncrawl


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Name: Kate
Age: Late 20s
Works for: Rural Finance Corporation of Victoria
"I'm female, I'm technical and I'm able to speak to people, which is a valuable combination in ICT today."
When she's not at work Kate is adamant: she doesn't touch computers. Instead she plays golf or hockey, goes mountain bike riding or snowboarding. Kate describes her musical taste as being eclectic. 'I don't mind some of the old fuddy duddy music and I don't mind a bit of hard-core rock either.' Right now the CDs in her car are Jack Johnson, Audio Slave and Norah Jones. 'A bit like me,' she says. 'A little all over the place.'
Tell us about Rural Finance
We're similar to a bank, but specifically for farmers. Rural Finance has offices all over the state - Bendigo, Warrnambool, Shepparton, Traralgon and Swan Hill. We also disperse funding for natural disasters, such as the Bushfire Relief Fund. Right now the drought is keeping us very busy.
Your job title is ICT Support. What do you do?
I take care of all the company hardware and software, maintaining it, trouble shooting and sorting out any issues that may arise. I also manage our IP telephony system (an internal network where you can talk on the phone via the internet, which is very cost effective).
What do you like about your job?
It gives me two things that I enjoy - helping people, and playing with all the latest techno toys! That's the best of both worlds to me. I feel a little bit spoiled!
What does your job involve on a day-to-day basis?
I spend a lot of time on the phone speaking to people, helping them through their particular issues. A bit of therapy is required as well, calming them down when they're stressing out. I also spend time training, basically just helping people understand how to use technology to their advantage. Rural Finance tries to stay abreast of the new technology, so I get to play with all the new techno toys!
Do you spend a lot of time at your computer?
Everything I do revolves around computers, but it would be a rare day when I would spend the whole day in front of my computer. Most days I'm rushing about helping people.
What skills did you need for this job?
The primary skill I had to bring to this role was the ability to talk to people on a level that they could understand. My technical skills are an advantage but the skills I use every day are my communication skills. A technical person would be sufficient for the role but to be successful they must be able to communicate to fulfil the needs of the person on the other end of the phone.
How did you get where you are today?
I started out wanting to be a personal trainer. When I was 21 I went back to uni to study computing, which was obviously completely different from my original game plan. I discovered that I was a natural with the technology. On top of that, ICT is obviously the way of the future. I thought I would never be out of a job. I decided it was the thing for me and it has been a successful choice.
Now I have a Bachelor of Information Technology (Computer Networks) from Latrobe University in Bendigo. It was a three-year course. After my second year I was accepted into what is called the Industry Experience Program, where students go out into the work force for 12 months and apply the skills they are learning at school. My work experience was based in Shepparton, working for a group of schools as one of their ICT techs. It was fun and a fantastic learning opportunity. The following year I went back to uni and finished off my degree.
Is your job always changing?
Definitely. Technology is ever changing and I need to keep abreast of that. I need to ensure when someone rings up with a question that I can answer with confidence.
Is the money good?
The money's good if you have the skills. There isn't really a ceiling on your earning power. If you have a niche skill at the right time, you can earn a lot of money.
Do you feel you have enough contact with other people?
Yes, that's something I've created for myself. I've volunteered to deliver a lot of training and I always make myself available for people.
Where do you see your career going next?
In ICT you have a lot of control over your career. You can leap and bound from one industry to another and travel wherever you want to go. I've just been moved into the role of Business Analyst, which is less technical and more analytical than my previous role.
I've had all kinds of jobs in my life. All I really want is a job that makes me happy. I'm very challenged with my work at the moment. I'm not bored. I work with a good group of people. Yeah, I'm very happy. Bendigo is a great place to be.
What advice would you give to anyone considering a career in ICT?
Pick what you want out of life and design your ICT career around that. ICT is not just about typing on a computer. There are endless things you can do. My choice was to spend my time with other people. I really enjoy people so I designed my career around that. If you like games programming, you can choose that stream. Have a think about what you love.
Find out more about this career path at myfuture.edu.au (Note: free registration is required to access the myfuture site).


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Blue Skies Turquoise Bead Bracelet, Handmade
Item# MT-BR455
0.0 star rating
Your Cost$ 36.00
We have run out of stock for this item.
The swath of beads on this chunky bracelet is like your own little piece of clear blue skies. This bracelet is made with brass and reconstituted beads woven on rich brown waxed cord. Bracelet measures 7 inches long. Bracelet band is 1.5 inches wide. Bead and loop closures. Handmade in Nepal.
- Blue skies bold bead bracelet
- Made of brass and reconstituted turquoise beads
- Waxed brown cord
- Bracelet is 7 inches long
- Bracelet band is 1.5 inches wide
- Loop and bead closures
- Handmade in Nepal
Handcrafted: Artistically created by hand where beauty and imperfections go together wonderfully. Please accept and appreciate minor imperfections and variations which are true characteristic of this craft.


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Posts Tagged 'Leaders'
Anticipating and Handling Employee Fears of Change
Before managers can successfully lead their organizational units through a transformational change, they must overcome existing general fears and negative attitudes. Most of these fears and attitudes have been formed over the past two decades by actions and decisions organizations have made that have detrimentally affected individual employees.
From the 1980s on, businesses have faced the greatest overall restructuring since the Industrial Revolution. The depth and scope of this restructuring has been painful. Many employees have experienced downsizing, layoffs and a host of management fads, including the chaos, uncertainty and heightened frustration of reengineering. The methods used often resulted in covering and masking a number of management actions and mistakes.
Pain was further increased by the visible unfairness and callousness of many employee layoffs. The result left for managers to deal with is an employee mindset that translates into a lack of willingness to contribute personal initiative and productive work. This reflects itself in less effective teaming efforts and a lower output of quality decisions and products, as well as decreasing the loyalty leaders require from their unit members to lead their organization through the ongoing transformational process.
This is important for managers to grasp because organizations competing in the twenty-first century need the willing help and assistance of intelligent, motivated, collaborative and enterprising employees. This presents leaders with a real challenge: they must first work with their employees to overcome the problems and sentiments of past organizational actions before moving forward into an active transformation. Organizational stakeholders and investors who want to see increased results and overall improvement further complicate the process.
The International Survey Research Corporation, which tracks employee satisfaction for Fortune 1000 companies, reported that since 1989 employees:
- Feel that management fails to provide clear direction.
- Do not believe what management says.
- Are less sure about keeping their jobs.
- Worry about their company's future.
- Fear being laid off.
- Feel overall morale is lower.
These facts frame the starting point defining where many leaders find themselves in the face of transformational change in their organizations. While time heals all wounds, most managers do not have this luxury in the face of the chaotic events and issues.
The most practical answer to overcoming these fears and attitudes is increasing employee empowerment. However, this is not likely to work without the total commitment of everyone holding a leadership position. Leadership can come from the ranks of senior managers or from organizational unit and team leaders. Any major transition will not work without a commitment from each level.
In addition to employee empowerment, managers need to establish working teams to tackle ongoing problems and concerns. It is better to establish multiple teams than to create one involving every employee in the organizational unit; the best workable size is between five and six members. In many instances, teams can work on the same problems. This furnishes a method of developing multiple solutions and alternatives. A collaborative team can be established to select the best solution and then assign specific aspects of it to each team to address and implement.
Employing a team approach demands specific leadership skills, including:
- Goal setting
- Planning
- Effective follow up procedures
If managers fail to develop one of these three skills or eliminate them from their leadership contributions, the team will break down.
Managers furthermore cannot assume that if they simply form a team, participants will decipher what needs to be done and how things need to be accomplished. They must train unit members in working together in teams, focusing on the important issues, dealing with other teammates, and getting results.
In order for this training to be successful, managers must make sure the following team elements are adhered to, including:
- Clarity of goals
- Good communications
- Effective dissemination of business objectives so the team understands how it fits into the general business plan
- An effective process to guide and direct the actions of the team
While empowerment and an effective team approach will not immediately resolve many of the nagging employee problems and attitudes a manager must actively deal with, it does establish a foundation for improved performance and participation. As leaders initially start the process, they will need to develop strategies to cope with and address the emotional baggage issues brought to the table by their employees. They must allow the venting of frustrations and criticisms, then eliminate each of these issues in turn until full participation is achieved.
Excerpt: Facilitating Change: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD
Managing Change: The Transition From Chaos to Order
Barriers to Integrating Change
When the Process of Change Spins Out of Control
Managers as Facilitators of Change
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
The Need To Test Opinions Against the Facts
In addition to investigating new possibilities, effective leaders tend to possess an investigative mindset. Admiral Hyman Rickover (U.S. Navy) stated, "Sit down before the facts with an open mind. Be prepared to give up every preconceived notion. Follow humbly wherever and to whatever abyss Nature leads, or you learn nothing. Don't push out figures when facts are going in the opposite direction."
Peter Drucker described Alfred Sloan (General Motors) in The Effective Executive. "Sloan, was anything but an 'intuitive' decision-maker. He always emphasized the need to test opinions against facts and the need to make absolutely sure that one did not start out with the conclusion and then look for the facts that would support it. But he knew that the right decision demands adequate disagreement." [i]
Meg Whitman (eBay) noted, "My job was to uncover what was going well. I think sometimes when a new senior executive comes into a company, the instinctive thing to do is to find out what's wrong and fix it. That doesn't actually work very well. People are very proud of what they've created, and it just feels like you are second-guessing them all the time. You are much more successful coming in and finding out what's going right and nurturing that. Along the way, you'll find out what's going wrong and fix that." [ii]
Other effective leaders used other specific techniques that were extremely beneficial and fruitful, including probing for answers. Irwin Miller (Cummins) was noted for this attribute. "He was a teacher, not by providing answers, but by asking tough questions. On many occasions his question 'Ten years from now, what will you wish you had done differently today?' caused business colleagues, community leaders, friends, and family members to reassess their points of view and reach for higher goals. If you came to tell him what you had already done, he always simply asked, 'Did you do the right thing?' " [iii]
Andy Grove (Intel) was also a tough questioner, with an equally strong purpose behind it. "Andy will test his staff endlessly… If someone makes a suggestion, he'll ask, 'How would you do that?' Andy wants answers that are well thought out. Gut feel doesn't cut it with him. His test is: 'How would you implement it?' . . . And he challenges his staff to convince him that a particular direction is the right way to go.'
In some organizations, taking such a rigorous approach and insisting that people be prepared to thoroughly defend their ideas might discourage timid subordinates from offering suggestions – and thus stifle creative thinking. But Grove insists that isn't really an issue.
'If it discourages you,' he says, 'then you probably had a poor idea that you didn't have much confidence in – or you are the kind of person who wouldn't execute the idea anyway. If you can't be expected to fill out the details of your concept, how can you be expected to execute it? It is almost a test: Do you really believe in your idea well enough to defend it? And, if you are given a go-ahead, will you have enough devotion to it – a serious enough commitment to it – to make it happen?'
Clearly, Andy Grove understands how to make things happen, which helps to explain why Intel has played such a major role in shaping the digital world of the future.' " [iv]
William Blackie (Caterpillar) used his own power of observation to investigate the facts prior to making key decisions. During the post-Second World War years, replete with growth opportunities for Caterpillar, "Blackie didn't make his decisions in some comfortable office. He went out in the field to see for himself and advised others to do the same – even though doing so in the postwar years wasn't comfortable.
'Seeing the changes and their effects creates more conviction than being told about it or reading about it,' he told Iron Age. 'Therefore, one of the first things I urge any interested or skeptical U.S. businessman to do is to go abroad himself to see what's going on.'"[v]
[i] Wartzman Rick, GM: Lessons from the Alfred Sloan Era (Business Week, June 12, 2009)
[ii] Fisherman Charles, Face Time with Meg Whitman (Fast Company, April 30, 201)
[iii] Miller Will, Joseph Irwin Miller. 26 May 1909 – 16 August 2004 (The American Philosophical Society, Vol. 150, No. 3, September 2006)
[iv] Sheridan John H., 1997 Technology Leader of the Year Andy Grove: Building an Information Age Legacy (Industry Week, April 19-21, 2010)
[v] Schleier Curt, William Blackie Put Caterpillar On An Upward Path Expand Your Horizons: The CEO Steered The Machinery Company's Business All Over The Globe And Dug Up Massive Sale (Investor's Business Daily, February 2, 2002)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
Five Strategies to Build Trust
The actions and behaviors of individual leaders impact trust within the organization. Many fail to understand the elements of a trusting work atmosphere and the strategies used to build and establish a firm foundation for trust and leadership.
There are five key elements a leader must focus their efforts on to develop a comprehensive atmosphere of trust in their workplace. While the concept of trust implies participation by both leader and the people they deal with, including their superiors, associates, peers and employees, it must start with the individual leader. It is counterproductive for leaders to withhold their trust until they are able to trust the other party. In most cases trust is mutually developed by both parties and balanced by the commitment each brings to the relationship. Typically, employees and other individuals will reciprocate the trust placed in them by leaders.
As leaders attempt to build trust, they will experience reluctance in the form of employees who have felt betrayed by the organization in the past. Consequently, leaders must signal a change by making the first steps to initiate and demonstrate trust in their employees. Once employees see that a true change has occurred, they will begin to slowly form the bonds of trust needed for leaders to be effective.
Leaders who wish to establish a complete environment of trust with their superiors, associates, peers and employees must consider employing the following strategies:
Establish Professional and Personal Credibility
If leaders are credible, they are trusted and believable to their employees. Employees consider a credible leader to be one who does not advance a personal agenda but has the best interests of the organization and his or her employees at heart.
Employees and other individuals view credibility from differing perspectives. Often credibility can be confused with personal competence. If the leader is knowledgeable and possesses both personal expertise and experience, they are considered credible. Conversely, leaders who maintain positions in which they demonstrate professional incompetence exhibit a lack of professional credibility, with employees viewing their direction, judgment and leadership as suspect.
The other aspect is the leader's own personal credibility. This involves the employee's ability to personally trust what a leader says or does. An individual may possess professional credibility and not possess the personal credibility to lead the organization. Strategies leaders must apply to develop and foster personal credibility include:
- Making themselves available to their employees and easy to talk with. Good leaders do not wait for their employees to approach them, but seek them out on a regular basis. Many will walk around and talk with each employee several times a day to discuss everyday concerns and issues. This proactive approach allows them to monitor the pulse of their organization while facilitating open communication with their employees. They instantly answer questions with straight responses and openly make their expectations of the organization and their employees known.
- Trusting their employees to handle their jobs and responsibilities without regularly looking over their shoulders and micro-managing their activities.
- Being completely reliable and always delivering on their promises and commitments without fail, enabling employees to know without question that they can count on the leader.
Trust is built when employees know their leader is fair and consistent in his or her actions, decisions and judgments—no matter who is involved and what the circumstances.
Fairness is comprised of both equity and consistency. Leaders can use the following strategies to develop a strong sense of equity including:
- Ensuring all employees are treated in the same manner.
- Making sure all actions, judgments and decisions are fair to all parties concerned.
- Avoiding any favoritism among employees, especially where rewards, recognition and promotions are concerned.
Effective leaders make certain their actions, judgments and decisions are consistent and not based upon specific circumstances. Only when leaders demonstrate consistency over time can they build trust with employees, who then know they will always be treated fairly.
Trust is built upon a foundation of mutual respect for one another. If respect is absent, trust can never be achieved. Leaders can develop and foster respect by:
- Demonstrating a personal regard for individual employees' experience, expertise, knowledge, insight and perspectives concerning their jobs.
- Actively seeking feedback and employees' insight, perspective and opinions regarding important decisions.
- Actively involving employees in the decision making process.
- Demonstrating appreciation for employees' personal contributions to the success of the organization.
- Providing the training, resources and support employees need to competently perform their jobs.
- Demonstrating care and concern for employees' lives outside of the workplace.
Trust is fostered and nurtured by a sense of mutual pride in the work, quality and accomplishments of the organization. This builds organizational cohesiveness that bonds all employees together and strengthens trust in all involved. As workplace cohesiveness increases, so does a sense of trust in the organization and its people. Everyone feels they are working together, and each can be trusted to fulfill his or her role and responsibilities.
Leaders can encourage the development of pride by using the following strategies:
- Helping employees understand their individual role in the organization and how their efforts contribute to its success.
- Helping them understand that they personally make a difference within the organization.
- Exhorting employees to take satisfaction both in their organization's accomplishments and its contributions to their community.
Comradery is not normally associated with the concept of trust, yet it does contribute to the organizational cohesiveness established by trust. As cited above, the stronger the organizational cohesiveness, the stronger the bond between leaders and employees. All involved feel linked by common goals, experiences and successes. They have a sense that everyone is "in it together" and work as a unit rather than as individuals.
Leaders can use the following strategies to build comradery with their employees:
- Creating a workplace where a common concern is demonstrated and employees feel they can "be themselves."
- Openly and regularly celebrating special events and mutual successes.
- Consistently and openly recognizing, rewarding and celebrating individual successes in a warm and genuine manner.
Excerpt: Building and Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $16.95 USD
You Are Judged by the Actions You Take
Emotional Bonds are a Reflection of a Leader's Effectiveness
Six Ways to Enhance Your Personal Credibility
Can You Be Trusted? The Answer May Surprise You
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
You Are Judged By The Actions You Take
Of all the leaders surveyed, the great ones were individuals who consistently displayed their integrity and character. No matter what happened in their lives: adversity, controversies, failure and defeat, their character shined through. It established deep personal credibility with each of their constituencies, as well as all others that came into contact with them.
First and foremost, leaders are judged by the actions they take. Today's high profile leaders are prominently visible to all of their key constituencies. They make speeches and presentations to employees, shareholders, financial analysts, and the public in general.
Herb Kelleher (Southwest Airlines) exemplifies this. "He's totally true to himself and totally consistent between his private life and his public life. He's totally consistent between his public speeches and his private speeches. You could look at a speech that Herb gave to the annual shareholders meeting of 2002 and compare it to his message to the field in 1992 and compare it to a letter to employees in 1982 and find tremendous consistency in terms of adherence to core values. So the absolute adherence to extraordinarily high professional principles of ethical conduct and fair dealing, is just remarkable over time. So he built up a reservoir of credibility not only among employees but other people."[1]
Many leaders may sound impressive, but simultaneously undermine their credibility since their actions fail to mirror their words. In some instances, leaders' actions contradict their company's mission statement, resulting in confusion within their organization. In either case, their personal actions become corrosive to the organizational culture, as well as their own individual credibility.
As a high profile leader, Carly Fiorina's (Hewlett Packard) actions were highly scruntized and undermined her credibility. "Fiorina came in with a mandate of change, but didn't make any effort to build trust between herself and the company. Indeed, she sullied her image by exalting herself without regard to her employees' reactions. Buying a personal jet in front of a distrustful and alienated workforce is one example. Freezing employee salaries while giving herself and her executive ilk bonuses is another. Doing these things in light of nearly 18,000 employee dismissals (2003) is just plain callous."[2]
Leaders' actions set the tone for their organization, whether they realize it or not. They can either inspire or generate resentment in their employees. Fred Smith (FedEx) inspired his organization by setting a tone where all his employees felt they could share in the success of the company. He stated, "One of the biggest principles is that you've got to take action. Most large organizations reach a static point. They cannot take any action, because there are all types of barriers to doing so. There are institutionalized barriers that weren't there when the company was considerably smaller. What changes is your knowledge and your appreciation of how to deal with those institutional barriers, to eliminate them or use them to your advantage in achieving those changes. There are myriad number of changes that have to take place in the management style for the company to continue growing."[3]
"'Andy [Grove][Intel] has always been a teacher – often by example,' says Ron Whittier, senior vice president in charge of content development… Yet I don't think he wants to be remembered as a great visionary – but as someone who made things happen and created a great company.'"[4]
All constituencies expect leaders to be fair, just and consistent. Any perception of cronyism and the use of internal politics to develop an advantage for one individual or group generates unintended consequences, as these policies and actions are replicated at lower levels. Yet, for certain types of leaders, potential gains are too tempting not to employ these practices. Their focus on personal gain, however, becomes transparent to the rest of the organization. This destroys trust and channels of openness and honesty throughout the company. Fredrick Joseph (Drexel Burnham) created a dysfunctional culture when he ignored the unethical practices and securities violations of high-powered Michael Milken, and his creation of the junk bond business. The insider-trader scandals surrounding Milken ultimately led to the largest bankruptcy in Wall Street history at that time.
These actions hamper leaders' abilities to instill their ideas, beliefs and values in others, and significantly hinder them when communicating sweeping strategies that are needed to move organizations forward. Rather than unite different factions, they splinter any existing unity, as different groups jockey for position. Leaders in this position typically tend to use their authority and power in a repressive rather than productive manner. It saps the company's available resources and diminishes its productivity.
A notable and well-publicized example of this practice is Al Dunlap (Sunbeam). "In Dunlap's presence, knees trembled and stomachs churned. Underlings feared the torrential harangue that Dunlap could unleash at any moment. At his worst, he became viciously profane, even violent. Executives said he would throw papers or furniture, bang his hands on his desk, and shout so ferociously that a manager's hair would be blown back by the stream of air that rushed from Dunlap's mouth. "Hair spray day" became a code phrase among execs, signifying a potential tantrum."[5]
My research of some of the poorest performing leaders substantiated that many also made questionable and highly risky financial decisions that placed their companies at risk, and placed the well being of shareholders far above the interests of their customers.
"In the service of a quick buck, he [Al Dunlap – Sunbeam] imposed brutal pressure on honest people, placing their careers, incomes, health insurance, and pensions at stake. He made impossible, irrational demands that were ruinous to the long-term prosperity of companies. The leadership style he practiced was inconsistent with good business, thoughtful management, a strong economy…."[6]
Jon Huntsman (Huntsman Chemical) observed. "People often offer as an excuse for lying, cheating, and fraud that they were pressured into it by high expectations or that "everyone does it." Some claim that it is the only way they can keep up. Those excuses sound better than the real reasons they choose the improper course: arrogance, power trips, greed, and lack of backbone, all of which are equal-opportunity afflictions."[7]
The great leaders were committed to others and demanded excellence from all. They forged building blocks of growth and were proactive as they mastered execution of their plans within all levels of their organization. They demanded accountability on all levels and did not delegate this responsibility. They held themselves equally accountable, and adhered to the same standards as were established for the lowest level employee. This typically appealed to their personal sense of fairness.
"More than anyone, leaders should welcome being held accountable. Nothing builds confidence in a leader more than a willingness to take responsibility for what happens during his watch. One might add that nothing builds a stronger case for holding employees to a high standard than a boss who holds himself to even higher ones."[8]
These leaders were passionate, and demonstrated a high level of personal drive and resilience. These factors made it possible to build emotional connections with key constituencies, especially needed during difficult periods.
Finally, one of the most notable distinctions of great leaders was found in their restraint and self-control. It inspired confidence in all key constituencies. A key example of this trait was the composure and stature James Burke (Johnson & Johnson) displayed during the Tylenol scare. His actions are attributed to saving that brand and securing the company's impeccable reputation.
[1] Yeh Raymond T. with Yeh Stephanie H., The Art of Business: In the Footsteps of Giants (Zero Time Publishing, 2004)
[2] Knufken, Drea, 10 Reasons People Hate Carly Fiorina (Business Pundit) June 18, 2008
[3] Hafner, Katie, Fred Smith: The Entrepreneur Redux (Inc. Magazine, June 1, 1984)
[4] Sheridan John H., 1997 Technology Leader of the Year Andy Grove: Building an Information Age Legacy (Industry Week, April 19-21, 2010)
[5] Byrne, John A., Chainsaw (Harper Business, 1999, 2003) p 353-354
[6] Gallagher Bill, Once a Bum, Always a Bum (Niagara Falls Reporter, January 29, 2002)
[7] Huntsman, Jon M., Winners Never Cheat Even in Difficult Times (Wharton School Publishing, Upper Saddle River, New Jersey, 2008) p 35
[8] Giuliani, Rudolph, Leadership (Hyperion, New York, 2002) p 70
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
The Productive Response to Failure
The great and influential leaders were no strangers to failure. My research illustrates that most experienced levels of failure and adversity that would compel typical individuals to pack their bags and quit in frustration and disappointment. The levels of success they achieved did not come easily, but from persistence. Their personal levels of perseverance and self-reliance are what realistically defined them. Most viewed failure as a learning experience, rather than a defining event. Fred Smith (FedEx) observed, "Just because an idea isn't implemented or doesn't work out doesn't mean that a person has failed." [1]
Early in his career at Johnson & Johnson, General Robert Wood Johnson taught James Burke a valuable lesson about failure. "Shortly after he arrived at J&J in 1953 as a product director after three years at Procter & Gamble, Burke attempted to market several over-the-counter medicines for children. They all failed-and he was called in for a meeting with the chairman.
'I assumed I was going to be fired,' Burke recalls. 'But instead, Johnson told me, 'Business is all about making decisions, and you don't make decisions without making mistakes. Don't make that mistake again, but please be sure you make others.'"[2]
In 2001, John Chambers (Cisco) saw his company's revenues and stock price fall off the cliff during the tech and telecom busts. He was challenged with the reality of massive and likely fatal failure. "Within days of realizing Cisco was crashing, Chambers leapt into trying to fix it. 'He never dwelled on it,' says Sam Palmisano, CEO of IBM (IBM) … 'John kept the company focused. He said this is where we are, and he drove the company forward.'
He reached out to [Jack] Welch (General Electric) and a handful of other CEOs. They told him that sudden downturns always take companies by surprise, 'so I should quit beating myself up for being surprised,' Chambers recalls. He did. Chambers decided that the free fall had been beyond his control. He now wraps it up in an analogy he retells time and again, likening the crash to a disastrous flood: It rarely happens, but when it does, there's nothing you can do to stop it… Those other CEOs also told Chambers to figure out how bad it was going to get, take all the harsh action necessary to get through it and plan for the eventual upturn." [3]
David Packard (Hewlett-Packard) faced failure and adversity in a gruff and straightforward manner. "When he returned to HP in the early 1970s after his stint as deputy secretary of defense and found the company on the verge of borrowing $100 million to cover a cash-flow shortage, he immediately met with employees and gave them what came to be known as a 'Dave Gives 'Em Hell' speech. Packard lined up the division managers in front of employees and told them, 'If they don't get inventories under control, they're not going to be your managers for very long.' Within six months, the company once again had positive cash flow, to the tune of $40 million." [4]
John D. Rockefeller (Standard Oil) advised, "'Look ahead… Be sure that you are not deceiving yourself at any time about actual conditions.' He notes that when a business begins to fail, most men hate 'to study the books and face the truth." [5]
[1] Federal Express's Fred Smith (Inc. Magazine, October 1, 1986)
[2] Alumni Achievement Awards: James E. Burke (Harvard Business School, 2003)
[3] Maney Kevin, Chambers, Cisco Born Again (USA Today, January 21, 2004)
[4] O'Hanlon Charlene, David Packard: High-Tech Visionary (CRN, November 8, 2000)
[5] Baida Peter, Rockefeller Remembers (American Heritage Magazine, September/October 1988, Volume 39, Issue 6)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI 2011)
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved
Six Critical Issues To Consider When Solving Problems
When difficulties are encountered, individuals tend to adopt a mental framework that allows them to simplify, classify and structure the information they are collecting about the problem. This allows individuals to deal with the complexity of an issue in a way that they can understand and manage. The major pitfall lies in people simplifying problems in ways that compel them to choose the wrong alternatives.
All people apply their own set of perspectives, experiences and insights in solving a problem, yet it is a major mistake to create a set of assumptions based upon personal biases. These assumptions subjectively and inadequately define the problem, and thus yield faulty solutions.
When individuals allow preconceived assumptions to blind them to the facts, they set out to solve the wrong problem. The best possible options are thus overlooked, or the individual loses sight of important objectives necessary to identify the best solution.
Individuals will consciously or unconsciously frame a problem. Framing is similar to looking out a window, in that the window defines what the individual is capable of seeing. Just as a window restricts an individual's visual perspective, frames can keep the problem solver from seeing the entire landscape of solutions.
It is important to appreciate the degree to which frames have the power to influence a solution. Therefore, problems must be framed by facts rather than preconceived perceptions, assumptions or biases. The most useful problem solving frames will highlight what is important and categorize all other aspects as secondary. Additionally, solid frames allow individuals to remain open to unanticipated facts and data that may affect the outcome or solution. When facing an issue, individuals should create a frame specifically designed to solve the problem at hand, taking into consideration the following critical factors:
Boundaries define the breadth and scope of the problem. As people's boundaries are most often defined by their daily activities and tasks, they will tend to draw narrow boundaries and develop a solution from within, which creates a myopic view of the problem and potential solutions. Since boundaries influence decisions, a broad approach is advisable when defining the scope of a problem.
Reference Points
Reference points are the focal point of decisions. They are used to compare one solution with another. A simple shift in reference points can change the entire outlook of a problem. For instance, from a customer's perspective, a problem with a product or service can be catastrophic in terms of loss of income, time and productivity; this is their reference point. On the other hand, the company representative may view the same problem as minor when in fact it may take a service person several days to attend to. The reference points are different and so are the individual perspectives. This is often where conflict and hostility arise.
Measurement Standards
The measurement standards used to view a problem and develop solutions can be problematic. If a company sells a customer a small supply of product, they might consider the problem to be minor. However, if that small supply of product is a critical element in the customer's production and its failure has closed down their entire operation, then from their perspective the problem is major. These are critical factors that must be considered by all parties if further problems are to be prevented.
Many people frame problems using common metaphors related to sports, warfare or family. Thinking in these terms can influence their decisions and solutions. Good decision makers will choose metaphors carefully to highlight important aspects of the problem. However, individuals should be aware that the use of metaphors might restrict their perspective and influence solutions.
Thinking Frames
Thinking frames are the borders people create to make sense of a wide array of issues. These frames are typically a result of an individual's personality, occupation and education. Individuals should be aware of their own thinking frames, since these bring a natural bias or set of assumptions to all problems they encounter. When individuals are aware of their biases they are able to compensate during the problem solving process.
Cultural Frames
Cultural frames are similar to thinking frames except they are created by the national, geographic, industrial and corporate cultural boundaries that someone is part of. Each aspect of a cultural frame can influence and bias an individual's view of a problem and its potential solution.
Excerpt: Problem Solving: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $18.95 USD
Decision-Making Begins When an Action Needs to Be Taken
Correctly Framing Problems Pinpoints the Right Solution
Leaders Need to Focus on Questions Rather Than Offering Answers
Six Critical Issues To Consider When Solving Problems
For Additional Information the Author Recommends the Following Books:
Developing Critical Thinking Skills: The Pinpoint Leadership Skill Development Training Series
Conflict Resolution: Pinpoint Management Skill Development Series
Intelligent Decision Making: Pinpoint Management Skill Development Training Series
Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews' Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018
Copyright © 2013 Timothy F. Bednarz, All Rights Reserved


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If you answered no to any of these questions or if you've said yes, but want to fine tune your company's image for even more business, call us for a free consultation at (925) 292-8581. We specialize in making your logo, business cards, flyers, packaging, and website all work together to deliver a clear, consistent message to your audience. We'll help you design a brand that fits you and your company. Oh, and don't worry, we're passionate about giving great quality service to our customers. As a home-based graphic and web design business, SavvyPop's low overhead and flexible hours give us the freedom to provide the high quality, low cost service we believe all customers deserve. You don't need to take our word for it, check out our testimonials. Our customers prove we're providing that kind of service because they come back with new projects they need help with.
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Brand development is a critical step for new companies. We love helping new businesses develop their company logo, color scheme, business cards, and stationary. We love turning our clients' ideas (especially fuzzy, barely-formed ideas) into finished custom logo designs that surpass their expectations.
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What's Hot Today
Blue Bloods "Nightmares" Season 3 episode 7 airs Friday Nov 9, 2012 (10:00-11:00 PM, ET/PT) on the CBS Television Network. Episode Synopsis: When a knife-wielding attacker dressed as Baron Samedi, the Spirit of Death, stabs a man in costume on Halloween, Danny enters the world of voodoo. Meanwhile, DCPI Garrett opens up to Frank about a dark secret, and Erin and Nicky take Jack and Sean trick-or-treating, on BLUE BLOODS, Friday, Nov. 9 (10:00-11:00 PM, ET/PT) on the CBS Television Network. Read More... //www.tvequals.com/2012/11/09/blue-bloods-season-3-episode-7-nightmares/


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The Child Abuse Commission detailed a catalogue of disturbing and chronic sexual, physical and emotional abuse inflicted on thousands of disadvantaged, neglected and abandoned children by both religious and lay staff over the last 70 years.
The dangers to the children were not taken into account, the inquiry found in a report which caused outrage at the news that no abusers will be prosecuted as a result.
The report found: "The risk (to children), however, was seen by the congregations in terms of the potential scandal and bad publicity should the abuse be disclosed."
Judge Sean Ryan, who chaired the Commission, concluded that when confronted with evidence of sex abuse, religious authorities responded by transferring the sex offenders to another location, where in many instances they were free to abuse again.
"There was evidence that such men took up teaching positions sometimes within days of receiving dispensations because of serious allegations or admissions of sexual abuse," the report said.
"The safety of children in general was not a consideration."
Institutions run by religious orders, including industrial and reform schools, institutions for the disabled, orphanages and ordinary day schools have been examined by the Commission over the past nine years.
While the names of alleged individual perpetrators have not been published - except for those already convicted by the court - the inquiry produced specific findings against 216 facilities.
The Sisters of Mercy and Christian Brothers, which ran the largest number of children's institutions, were among the long list of orders investigated.
Sexual abuse was endemic in boys' schools while in girls' schools, children were subjected to predatory abuse by male employees, visitors and while on outside placements.
Abuse was rarely reported to the State authorities but on the rare occasion the Department of Education was informed, it colluded with the religious orders in the culture of silence.
The Department generally dismissed or ignored sexual abuse complaints and never brought them to the attention of the Garda [police].
"At best, the abusers were moved but nothing was done about the harm done to the child. At worst, the child was blamed and seen as corrupted by the sexual activity, and was punished severely," the report stated.
Children were so badly neglected, survivors spoke of scavenging for food from waste bins and animal feed.
Unsupervised bullying in boys' schools often left smaller, weaker children without food.
Accommodation was cold, spartan and bleak while children were often left in soiled, wet work clothes after being forced to toil for long hours outdoors in farms, the report found.
Responding to the report, the Most Rev Vincent Nichols, the new leader of Catholics in England and Wales, told ITV News: "It's very distressing and very disturbing and my heart goes out today first of all to those people who will find that their stories are now told in public... Secondly, I think of those in religious orders and some of the clergy in Dublin who have to face these facts from their past which instinctively and quite naturally they'd rather not look at.
"That takes courage, and also we shouldn't forget that this account today will also overshadow all of the good that they also did."
Asked whether those who perpetrated violence and abuse should be held to account, he said: "Yes they should, no matter how long ago it happened.
"In this country now we have a very steady and reliable system of co-operation with police and social services who actually now hold us in good regard.
"They know that we are reliable and trustworthy partners. Those that abused the trust that was placed in them should be brought to public account."
Asked whether legal and police process should take place, he said: "Yes, absolutely. If the offences are such that demand that."
Asked why abuse seemed more prevalent in the Catholic Church than other faiths, he said: "Every time there is a single incident of abuse in the Catholic Church it is a scandal.
"And I'm glad it's a scandal. I would be very worried if it wasn't a scandal... I hope these things don't happen again but I hope they're never a matter of indifference."


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A controversial University of Windsor student referendum on boycotting Israel has sparked what police call a hate crime after someone ransacked an office and spray painted "racist" graffiti on a flag supporting Canadian soldiers.
U of W student vote on boycotting Israel sparks hate crime
A controversial University of Windsor student referendum on boycotting Israel has sparked what police call a hate crime after someone ransacked an office and spray painted "racist" graffiti on a flag supporting Canadian soldiers.
Jake De Jong, vice-president of academic affairs for the University of Windsor Student Alliance, arrived at his office Thursday morning to find it turned inside out. On the Support Our Troops flag hanging in his office, someone also spray painted the Star of David and the word Zionist.
The act has received condemnation from Windsor police and the Windsor Jewish Community Centre.
"The fact they defaced a Support Our Troops flag, that's offensive to veterans," said Harvey Kessler, executive director of the Jewish Community Centre. "The fact they spray painted the Star of David and used the word Zionist obviously is a hate crime. So that's offensive to the Jewish students and the Jewish community. But in addition to that, it should be offensive to the whole university community and the community at large."
Windsor police said they are working with campus police to find who is responsible for the break and enter and "hate crime."
"The suspects spray painted a message inside the office that was deemed to be racist in nature," Sgt. Matthew D'Asti said.
De Jong said he was stunned Thursday morning when he opened the door to his office.
"I was in the reserves for three years so I feel like this isn't just someone coming in and being mad in general," De Jong said. "This is a direct attack against me. I feel really violated."
He discovered the vandalism on the morning students were to begin voting in a referendum on whether or not to support the global Boycott, Divestment and Sanctions movement.
It's a campaign aimed at creating economic sanctions against Israel and boycotting companies, products, academic institutions and any other group with ties to the Israeli state. Several other universities have had similar debates. The issue landed on a referendum ballot at U of W after the student Palestinian Solidarity Group called for it in November.
Students can vote in the referendum, which takes place online, until 9 p.m. Saturday.
De Jong said he hasn't taken sides in the boycott debate. But he has been vocal about criticizing the referendum question itself over concerns it might cause safety issues on campus. It appears he was right.
"My position from the very beginning is that we have to make sure students are comfortable and safe on campus, because on other campuses there have been issues where students said they didn't feel safe or comfortable," De Jong said. "I never thought it would get to this extent. It's just shock and awe. I don't understand how someone could think this is OK."
The hate crime hasn't weakened his resolve, he said.
"I'm not going to be intimidated, I'm not going to be bullied," he said. "I'm going to stand by what I said previous to this. I don't believe the question in its current form leads to a safe and intellectually free campus."
Calls to university president Alan Wildeman were re-directed to spokeswoman Holly Ward. She said it was "very upsetting" to see a hate crime happen on campus. The university posted a statement on its Facebook page reminding people of its human rights policy.
"This sort of thing is taken extremely seriously and repercussions are up to and including expulsion," Ward said.
Despite the potentially explosive issue students are voting on, she said the university has no control over what referendums the student alliance conducts.
"They are an independent organization and therefore they conduct their own referendums in accordance with their own policies and bylaws," she said.
Kessler was less diplomatic about the merits of the referendum.
"Obviously it's disappointing but it's not surprising that it's happening at the University of Windsor, because it's happening at a lot of universities," he said.
But Kessler added he was more concerned about the break-in and the safety of students.
"It's really disconcerting to us that this is happening in 2014 in Windsor at the University of Windsor," he said. "It's very disturbing.
"It is very offensive because they were using our symbols of pride and nationalism for a hateful message. We would deem that as anti-Semitism, to be honest with you. It's anti-Israel but it's also anti-Semitic in nature."
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For the public's information we will be presenting actual
cases in this section. There are many, many fine hospices in our
nation, with so many wonderful and dedicated staff. When quality
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a very intimate, intense and positive experience as their loved
one passes on. It is never an easy process, but with good hospice
care, there can be a death with dignity and peace. Comfort can be
maintained with good symptom management. We would like to praise
those hospices and staff that do serve in the spirit of what we
call the heart of hospice care.
By being informed about what could happen, and knowing what
really good hospice care should be, you can prevent such hospice
tragedies from occurring to your loved one! New cases will be
added over time. To learn about the standards of care in hospice
and what services hospices can provide, please look at our list
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area of hospice service is described.
If you have questions about hospice, we hope that you will take the time to visit the hundreds of pages at our website, read our Guide to Hospice Care and visit our resources and links section (with hundreds of vital resources listed).
Hospice Patients Alliance affirms that all human life is
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Barons Two Hit Halos in Win
In one of their best pitching performance on the season, the Barons put up a combined two hitter in a 6-1 victory over the Ventura Halos.
Wesley Albert started his first game of the season and was unstoppable. Albert pitched 5.o innings allowing just one hit and one run while striking out seven batters. Manager Kenny Landreaux was impressed by the start.
"It was nice seeing Wes pitch like that," Landreaux said. "Those guys (Halos) could not touch him."
Joseph Mercado came in for the relief and pitched 4.0 innings allowing just one hit and no runs.
The Barons tallied up 11 hits in the game. Bruce Martin broke from his slump going 2-4 while Randy Rubio went 1-4 with 2 RBIs.
The Barons have just five games remaining in the regular season and will start a three game series against the So Cal Catch on Friday. First pitch is scheduled for 6 p.m.
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After bagging coveted titles for HCM and Payroll offering, Ramco Systems, the global HCM and Payroll software provider on Cloud and Mobile, walked the ramp yet again to win the Highly Recommended Payroll Software Supplier of the Year 2017 Award at the Global Payroll Association's Payroll Awards. Ramco was awarded for providing innovative, fully integrated Payroll solutions to clients.
Presented by the Global Payroll Association, The Payroll Awards held in Amsterdam, in the first week of June 2017, witnessed global payroll professionals from all over the world celebrate excellence in payroll, software, and consulting.
Congratulating Ramco on their win,Melanie Pizzey, CEO, Global Payroll Association, said, "The Payroll Awards are an important annual event to recognize the outstanding work of the global payroll community. That Ramco received the 'Highly Recommended' accolade as HR and Payroll Software Supplier of the Year is testament to its great work in providing customers with the enabling technology required to make their payroll operations a success."
Commenting on the recognition, Virender Aggarwal, Chief Executive Officer, Ramco Systems, said, "We are thrilled to receive the recognition from Global Payroll Association. Our ability to offer an integrated suite which brings Core HR, Time & Attendance, Talent Management, Recruitment and Analytics along with Global Payroll on a unified platform places us at a unique edge. This coupled with innovations such as Bots and RPA are driving organizations to leverage the platform to simplify, automate and amplify Payroll operations across the globe."
With statutory compliance across 40+ countries covering ANZ, Asia, Middle-East & Africa, Ramco's Global Payroll platform is available in English, Japanese, Mandarin, Bahasa, Thai, Malay, Arabic among others. Complete with chatbots, simplified User Experience, and an intelligent In-memory based engine which identifies, suggest and resolves errors, organizations can deploy the application on-cloud, on-premise or offered as a managed service
Recognized as an Achiever in Everest Group's Multi-Country Payroll Assessment, Ramco HCM has built-in Mobility and Intuitive user experience. With a comprehensive coverage of APAC, Middle East and Australia, Ramco Global Payroll covers countries such as Hong Kong, Philippines, Thailand, Indonesia, Singapore, Malaysia, Vietnam, China, Japan, India among others in APAC; all of GCC and Egypt, Nigeria, Ghana, Sudan, Republic of S. Africa, in Middle East-Africa; Australia, New Zealand, United States and UK.
The Global Payroll Association's second glittering annual awards ceremony brought together both seasoned and new practitioners who work in the global or domestic payroll industry. The event celebrated both technical excellence and outstanding professional performance among the industry's unsung heroes, which include payroll managers, expatriate teams, in-country providers and software suppliers. The international panel of judges selected winners across 17 categories related to global payroll and consulting.
About Ramco Systems:
Ramco is a fast growing enterprise software player disrupting the market with its multi-tenanted cloud and mobile-based enterprise software in the area of HCM and Global Payroll, ERP and M&E MRO for Aviation. Part of the USD 1 billion Ramco Group, Ramco Systems focuses on Innovation and Culture to differentiate itself in the marketplace. On Innovation front, Ramco has been focusing on moving towards Cognitive and Robotic ERP with features such as Chatbots – which allows users to complete transaction using natural conversations; Mail It– transact with the application by just sending an email;HUB It – a one screen does it all concept built to address all activities of a user; Thumb It – mobility where the system presents users with option to choose rather than type values and Prompt It – a cognitive ability which will let the system complete the transaction and prompts the user for approval.
With 1600+ employees spread across 22 offices, globally, Ramco follows a flat and open culture where employees are encouraged to share knowledge and grow. No Hierarchies, Cabin-less Offices, Respect work and not titles, among others are what makes the team say, Thank God it's Monday!
Positioned as 'Achiever' in Everest Group's Multi-country Payroll Platform Assessment; Winner of ISG Award for Innovation; Chosen as Preferred Next-Gen MRO IT Vendor by ARSA; Winner of HR Vendors of the Year Award 2016; Winner of CIO Choice Honor & Recognition 2016
For more information, please visithttp://www.ramco.com/hcm
Follow Ramco on Twitter @ramcosystems/ @ramcohcm and stay tuned tohttp://blogs.ramco.com


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We're back with our not so Wordless Wednesday blog post.
CONFUSION [noun]
- A lack of clarity or order
- See dogs in pic
This picture defining the word confusion brought to you by our pals Adelle and Linus. Do you have the same confused look on your face right now? Tell us what you think this picture is all about in the comment section below. We'll let you know what's going on with this pic in the coming days.


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Turkish scientists have created a drug stopping any bleeding in a few minutes, which means it could be used in treating hemophilia, the Sabah newspaper reported Saturday.
"The preparation we created has overturned our knowledge of the mechanism that stops hemorrhage. It stops any bleeding in a few minutes. By using this drug, we can reduce the number of deaths from blood loss around the world," Professor Ibrahim Haznedaroglu from the Hacettepe University, where the medicine was created and tested, told the newspaper.
The drug, already approved by the Turkish Health Ministry, was made from a mix of herbs and plants, in particular, nettle, licorice, thyme, and grapevine. It is reported to also be effective in treating other serious diseases, including diabetes.
Turkish doctors used an old recipe to prepare the medicine.


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Yesterday I delivered eight barrels of cider to the Northampton Beer Festival site at Delapre Abbey. The 239 beers are all ready to go, and very impressive they looks too. The famous Mad Apples Cider Bar is all set up too, and was filling out nicely while I was there. Here's an updated list of what should be available at the cider bar (though I take no responsibility for accuracy, there could be more, could be less):
Eve's - Northants
Wilding Cider
Gwynt-Y-Ddraig - Glamorgan
Happy Daze
Two Trees Perry
Kingston Black Cider
Dabinett Cider
Sweet Farmhouse Perry
Millwhites - Hertfordshire
Scrumpy Cider
Premium Rum Cask Cider
Premium Whisky Cask Cider
Rockingham Forest - Northants
Rockingham Forest Cider
Sulgrave Orchard Cider
Wednesday, 27 May 2009
Delapre Abbey Cider Bar - Update
Yesterday I delivered eight barrels of cider to the Northampton Beer Festival site at Delapre Abbey. The 239 beers are all ready to go, and very impressive they looks too. The famous Mad Apples Cider Bar is all set up too, and was filling out nicely while I was there. Here's an updated list of what should be available at the cider bar (though I take no responsibility for accuracy, there could be more, could be less):
Monday, 25 May 2009
Powdery Problems in the Orchard
Powdery Mildew is a nasty little fungal disease, perhaps not as bad as Canker, or worst of all, Fireblight, but very damaging all the same. If allowed to spread without control, Mildew can eventually kill a tree, and at best it is likely to seriously stunt the growth of infected shoots.
Conditions for Powdery Mildew are ideal at the moment. Warm, dry, and following a spell without significant rainfall. Watering the trees would help, and mulching is ideal to reduce the likelihood of Mildew taking hold. Unfortunately, a nice thick layer of mulch is also the ideal playground for free-ranging hens, so wouldn't last very long, and the water butts are feeling the strain with so much garden to irrigate.
Control of the disease without resorting to sprays involves removing infected leaves, buds, and shoots. Pretty drastic action on a young tree with as yet minimal growth, so I'm currently pinching out any dodgy looking leaves in the hope I won't have to resort to such drastic measures, and watering a little more frequently than I have been doing.
Thursday, 21 May 2009
Delapre Cider Bar
Eve's Widling Cider -Northants
Gwynt-Y-Ddraig - Glamorgan
Lyne Down - Herefordshire
Millwhites - Hertfordshire
Rockingham Forest - Northants
More details as they emerge.
Wednesday, 20 May 2009
Welland Valley Programmes Are Go
Tuesday, 19 May 2009
Red Lion - Spring Pub of the Season
Monday, 18 May 2009
The Orchard Centre - Hartpury
The centre is based in rolling pastureland near the historic village of Hartpury, well worth a visit in it's own right. The trust are active in preserving a number of historic buildings in the parish, including a fascinating medieval Bee Shelter, but they are also custodians of the area's unique orchard heritage. The name Hartpury is derived from the Saxon word for the pear: Hardepirige – hard pear tree, and there is a long history of perry making in the area, as evidenced by the naming of the Hartpury Green perry pear.
So this was the background to establishing a centre of excellence for traditional orcharding and the various crafts associated with orchard fruit, near the village of Hartpury. Cider and Perry making are an obvious bolt-on, and this will represent the initial core of activities run from the Centre. The processing barn will shortly be equipped with a full fruit processing plant, which will enable production of Cider, Perry, Fruit Juices and other products designed to add value to orchard fruits. The idea being that the best way to preserve traditional orchards, is to make profitable use of their crops, and so the centre will act as the UK base for a wide range of courses and associated services, all designed to help people like myself and the wider industry achieve this end.
I also had a very useful chat with Jim Chapman, who kindly put me straight about our own small batch of perry. We've always understood that the pears we used to make our perry were Blakeney Red and Moorcroft, but Jim's much greater knowledge of perry pear growing indicated that this couldn't be so. Moorcroft are an early ripening pear, which would have gone over by the time we harvested our fruit, so in all probability we have made a single variety Blakeney Red. Oh well! we like Blakeney Red perry a lot, so nothing lost there.
The day was rounded off with a visit to another award-winning cidermaker, Mike Johnson of Ross Cider & Perry. The samples were as generous as ever, and I was particularly pleased to try the cider blend which won the top prize at the recent Big Apple Cider & Perry Trials in Putley. A very well balanced medium/dry cider, which Mike & Sophie were busy bottling-up for sale. I also returned with some excellent new-season Blakeney Red Perry to compare with our own. This perry will also join ours at the Red Lion, Middleton, during the forthcoming Welland Valley Beer Festival.
Friday, 15 May 2009
Orchard Update - May
Pest-watch continues, with occasional clusters of Green Aphid to squish. One or two of the more serious Rosy Apple Aphid have been found too, but this year I aim to keep well on top of this pest. I'm inspecting the leaves every other day at the moment, easy to do with a small orchard like ours, larger commercial orchards would have to resort to spraying to control any serious pests. There are plenty of other insects about, including spiders, assorted larvae, and a few of the tiny wasps which seem to like feasting on Aphids. Bon Appétit!
Taking my lead from 'The Grafter's Handbook' by R.J.Garner, I've decided to use the far dark corner of the orchard to propagate rootstock. The technique is known as 'Stooling', and the first part of the process is to plant out my single remaining MM106 rootstock and let it grow for a season. This Winter I'll be pruning it back and earthing it up to hopefully create several new rootstock, which may even be ready for grafting onto next Spring. Graphic details will be posted here as and when they happen, meantime's here's a picture of a twig in a prison...
The OTT fencing is there for protection from nibbling rabbits, and worse still, scratching hens!
Cider Chat
The 'Core' of the Cider Workshop is an online discussion forum hosted by Google Groups. Think of it as a cosy, welcoming, barrel-lined cider barn. A place to draw-off a glass of cider, and put the ciderworld to rights in convivial and respectful company. Anything cider and perry related is open for discussion, from the technicalities of production, through to recommendations on where you might find a glass of the good-stuff to drink. Normal forum rules apply, ie. respect for other peoples opinions, and of course no abusive posts will be tolerated. That way the forum will be a safe and pleasant environment for all.
Thursday, 14 May 2009
Ciderhouse News - May
Monday, 11 May 2009
Cider Jar of the Month - Taunton
The Taunton Cider Co were at one time the only serious competition to Bulmers dominance of the UK cider market. Blackthorn and Autumn Gold were their principle brands, both industrially produced ciders in direct competition with Bulmers own Strongbow and Woodpecker. By 'industrially produced' I mean ciders which contain a relatively low percentage of apple juice, possibly as a concentrate rather than freshly pressed, and often bulked out with sugar syrups, colourings, and artificial sweeteners. The antithesis of a pure juice, craft produced cider.
The Taunton Cider Co is now a somewhat reduced entity as part of the massive Constellation Brands Co, and as the news item above suggests, their 'ciders' are now principally distributed to a loyal customer base in the West-Country. Bulmers and Magners seem to hold sway nationally, though another sub-division of Constellation is more widely represented through the various Gaymers brands.
The days when the Taunton Cider Co would have produced the kind of full-juice ciders which may have been sold in these stoneware jars, are sadly long gone. Only the 'pseudo-real' cider Taunton Traditional has any pretence to authenticity, and in my experience even this 'cider' falls way short of the full-juice, craft product. If it's a reasonable quality cider you're after, we have to turn again to the Gaymers division who put their name to one or two interesting bottled products, notably the Orchard Reserve and County series of ciders available through supermarkets.
So what manner of cider would have been sold in these (probably not so very old) jars. David Mabey's book Good Cider (1984) lists a couple of possible candidates. Special Vat was in those days a strong, medium dry cider, available in bag-in-box as well as the more usual bottles and cans. Exhibition is described as a strong, still cider, so could also have been available in stoneware.
Which brings me to the slightly scary gentleman, holding forth with his glass of cider and an accusing finger on the front of these jars. Could this be the Rev. Thomas Cornish, the man who having started making cider in the 19th century, set up the mill at Norton Fitzwarren which would later become Taunton Cider? He certainly appears to be in full preaching mode. Perhaps he's warning about the folly of chasing quick profits at the expense of quality. Amen to that!
Monday, 4 May 2009
Gamekeeper Turned Poacher
Today's 'Grand Day Out' to the Elton Society Village Fete was more of a 'Damp Day Out', but luckily we managed to find a dry spot in the spacious tent of the Crown Inn Real Ale & Cider Festival, which was in full swing in the village centre. The pub is well worth a visit any day of the week, but particularly when the beer range has swollen to around 30, plus a very reasonable range of real ciders and perry. I was more than happy to re-acquaint myself with a half of Hereward Dry, an award-winning cider produced as a sideline to the Hereward Brewery in Ely. I last tried this cider at the 2007 Leicester Beer Festival, and must say that if anything it's improved since then. There were also draught ciders and a perry from Biddenden, Thatchers, and Westons, but I decided to try a delicious fruity Mild and a floral, hoppy Golden Ale instead, though can't remember what they were called or who brewed them. It's a good job this isn't a beer blog...
Saturday, 2 May 2009
The drone and fizz of busy bees has been quite deafening in the garden today. Good news for pollination, which in turn means good news for fruit set in the orchard. There's certainly plenty of blossom this year, and with predictions of a warm, dry Summer ahead (it says so in the Leicester Mercury, so it must be true!) things are looking good for the first truly 'Vintage' year for cidermaking since we started.
The short video above shows activity around the Bee Log we cobbled together last year. It's a slightly modified version of the bamboo cane boxes you can buy at garden centres, designed to act as nesting sites for solitary bees. We're not short of bees, the stone wall adjacent to our garden is littered with nooks and crannies occupied by all manner of insects and birds, but a few more crannies never went amiss. I wasn't sure whether hanging a bit of tree trunk on the wall would prove to be attractive to solitary bees, but as you can see, they appear to love it.
Talking of insects, the dreaded Rosy Apple Aphid has re-appeared on one or two of the cider apple trees. We can handle the regular green Aphids, but these nasty pests can do very serious damage if left to get out of control. The one tree which became infested last year had it's growth completely checked, and is now the smallest, runtiest tree in the orchard. I've squished the blighters where appropriate, and removed leaves in some cases, so hopefully we've nipped this problem in the bud, but vigilance is the key word here. As Shaw Taylor of Police Five used to say, 'Keep 'em Peeled'.


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Diane Pohl
The Downs Racetrack & Casino
Albuquerque, New Mexico
"Diane Pohl"
That is the best casino that I've ever been too. I absolutely love this one. I do win almost every time I go there. ? at sandia casino, I never seem to win. Or at Santa Ana. The downs is the most fun and very exciting casino to be and play at. I know I never want to leave.


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Within INSPIRED, JOANNEUM RESEARCH Forschungsgesellschaft mbH (JOR) holds the Coordinator role and is therefore in charge of the overall management of the project. Furthermore, JOR is involved in the lab-scale development, fabrication, testing and benchmarking of printed structures based on functional nanomaterial inks from INSPIRED partners.
JOANNEUM RESEARCH Forschungsgesellschaft mbH is a professional leader of innovation and provider of technology. Its entrepreneurial focus and track record of 30 years of cutting-edge research performed on an international scale has made it stand out from the crowd. This key function is to facilitate the transfer of technology and knowledge in South-East-Austria. For these reasons, it is perfectly suited for applied research and technology development. JOANNEUM RESEARCH networks with members of national and international scientific and research communities. It is a recognised research partner whose scientific work fulfills the highest international standards. It supports companies during the development of technologies and processes. In this way, it makes a crucial contribution to secure and increase the competitiveness of Styria and Carinthia as a location for research, innovation and business.
MATERIALS – Institute for Surface Technologies and Photonics provide the customers access to the latest technologies required for implementing innovative products and services. MATERIALS has long-standing experience in managing a wide range of research cooperations, thus enabling the clients to successfully participate in national and international funded research projects. The team of around 70 researchers provide interdisciplinary solutions across the entire value chain – from the idea to the prototype – using cutting edge technologies and methods based on miniaturisation, integration and materials optimisation. Combined with state-of-the-art equipment and infrastructure MATERIALS offer innovative solutions and services tailored to the needs of business and industry. More than 20 years of close cooperation with leading research institutions such as the Austrian based Graz University of Technology or the University of Leoben enable us to continuously improve and extend the portfolio of expertise.


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David Ayer Tells Us Once and for All that the Joker Is Not Jason Todd
In this day and age, any franchise blockbuster is plagued with production leaks, as well as a few insane rumors that turn out to be completely off-base (remember when people thought that Kylo Ren was actually Luke Skywalker?). In the case of Suicide Squad, one of the most insane rumors was that Jared Leto's Joker was actually a resurrected version of Robin, but luckily, director David Ayer has put that rumor to rest once and for all.
During an interview with a correspondent from WSVN-TV, Ayer was asked to name the most ridiculous rumor he's heard since starting production on Suicide Squad. He reiterated that the reports that Suicide Squad was re-shot to add more humor was a fabrication, but the most ridiculous rumor was something else entirely:
You can see the question and Ayer's answer at the 3:21 mark:
In the comics, the Joker kills Jason Todd in the iconic series Death in the Family, leaving Batman guilt-ridden about letting his protege die. There have been pervasive rumors that Jason Todd's death will come into play in the DCEU, as a result of that Joker-graffitied Robin suit seen in Batman v Superman. But according to the crazy fan rumors, Jared Leto's Joker is Jason Todd, who was killed by Joker, resurrected in the Lazarus Pit, and then took on the Joker mantle to take revenge against Batman for failing to save him.
"Twenty years in Gotham, how many good guys are left?" #BatmanvSuperman
A photo posted by Batman v Superman (@batmanvsuperman) on
It's an interesting theory, but it was based on nothing (other than evidence that simply implies that the suit belongs to Jason Todd, which it most likely does), so we're not surprised to hear that it's not true. Hopefully this means there's a chance for a proper Red Hood adaptation, particularly since most of the Rogues gallery is expected to show up in the Arkham-set solo Batman movie.
Suicide Squad hits theaters on August 5.


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AlzheimersNet is your comprehensive guide to memory care in Felton, CA. Memory care facilities offer housing and care for people age 65 and older with Alzheimer's disease and other kinds of dementia. Memory care enables seniors who have memory loss to stay as active and engaged as possible, while living in a dignified, comfortable and supervised setting. Our local Senior Living Advisors are expert in dementia care in Felton, CA and surrounding areas. After an initial consultation, your advisor will prepare a list of memory care communities that most closely match your loved one's individual needs for care and living preferences, as well as your family's budget.
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Memory Care Costs in Nearby Cities* The costs above represent the AVERAGE monthly cost of memory care for a one person bedroom in that city.
Facts about Felton
Felton is a census-designated place all of it land.


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What could it be? More on this soon.
Monday, February 27, 2017
Tuesday, February 21, 2017
Roland Jupiter-6 Synthesizer Filter VCF Build - Demo 02
Just kick back and enjoy these wicked analog multi-mode filter sounds. Lots of little sweet spots on this filter, if you skip around you might miss something really good. It definitely has that Roland sound.
Today I am demonstrating the Jupiter-6 filter clone I just finished building. See demo #1 for all the details. Basically the circuits and chips are the same as demo 1 breadboard test, just now they are stuffed into a 10HP eurorack module w/ some illuminated sliders.
Tuesday, February 7, 2017
Roland Jupiter-6 Synthesizer Filter VCF Build - Demo 01
This video demos a Roland Jupiter-6 synthesizer clone filter VCF. This breadboard build took two days, and for me is the largest one I've built yet. Does this circuit sound as good as the original? You be the judge. Anyway, I really wanted to hear what it sounded like before deciding about building my own module.
I came across schematics for the Roland Jupiter-6 at amsynths.co.uk. They actually sell completed modules and PCBs, however they seem to be perpetually out of stock. This will be a nice companion multi-mode filter to go next to my SEM module. IMHO the SEM sounds buttery and creamy, and the Jupiter-6 is a complete savage with outrageous low end.
The details: The sound source is the Pittsburgh Modular Synthesizer Box. I like to use a pulse wave w/ variable pulse controlled by LFO. The Synth Box filter is wide open, its envelope is passed to the JP-6 CV input #1. I don't have switches hooked up to the filter modes, so I'm pulling/resetting jumpers on the breadboard to achieve that. In this video I also crank the VCO to overdrive the pre-filter INPUT on the filter clone. I don't think you can do this on the original Jupiter-6, but you CAN push the post-filter VCA level into distortion much of the time.
Posted by G-STORM at 1:55:00 PM No comments:
Labels: AM8060, AMSynths, Analog, breadboard, circuit, clone, electronics, eurorack, filter, Jupiter-6, modular, multi-mode, Oberheim, prototype, retro, Roland, SEM filter, synthesizer, VCF
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