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Crushing Screening Equipment Manufacturers In Mumbai
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subset: commoncrawl


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Amazon has confirmed that Ripper Street will come to an end with its next season.
The period crime drama's fifth season has started filming in Dublin and will premiere on Amazon Prime Video later in 2016.
The final episodes will see Joseph Mawle (In the Heart of the Sea) rejoin the series as Detective Inspector Jedediah Shine, intent on a mission of revenge.
The character was last seen in Season 2's finale when Inspector Reid (Matthew Macfadyen) plotted with Drake (Jerome Flynn) to take Shine's life.
Adam Rothenberg, who plays Jackson, revealed earlier this year: "I think we're supposed to be mysterious about [the show ending]. It's over – it's definitely done."
The fourth season launched in January and will air on BBC One later this year.
> Buy Season 3 on DVD on Amazon.
Season 4 and Season 5 were commissioned together in May 2015 following Amazon's revival of the show.
Will you miss Ripper Street? Let us know below…


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It's been a while since we had another challenge. With Mr. White having won our first two challenges, online as well as live, we thought the time has come to challenge him for a third time. Contenders this time: Mr. Blue and Mr. Orange.
Because the other players don't have enough time at this moment to participate in our new challenge, it will be just the three of us. Just like the first one, this one concerns online poker again, tournaments of course. We'll all play at Pokerstars and it will be limited to the 'big' tournaments.
So here's the concept: the goal is to become the first player to attain 15 'points' or more. How do you attain these points? By reaching the final tables in some large field tournaments (no freerolls, min. buy-in: $2). This is how the points are awarded:
Tournament with 90 or more players:
1 st place: 7 points
2 6
3 5
4-9 2
Tournament with 150 or more players:
1st place: 10 points
2 8
3 6
4 5
5-9 3
Tournament with 240 or more players:
1st place: 15 points
2 12
3 10
4 7
5 5
6-9 4
As you see, the winner of a big tournament with 240 or more players will immediately claim victory in the challenge. But as it's not about small sit and go's anymore, the very best tournament player among us will be the one who wins this thing. Some rules: only freeze-out tournaments (no rebuy) and minimum 6-handed tables (no heads-up tournaments). I wish my two opponents the best of luck and we'll keep you updated!


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Article (Published version) (139 Kb) - Free access
Other version: http://journals.aps.org/prd/abstract/10.1103/PhysRevD.71.012005
Search for electroweak single-top-quark production in pp collisions at s√=1.96 TeV
|Campanelli, Mario / Clark, Allan Geoffrey / Donega, Mauro / D'Onofrio, Monica / Liu, Yanwen / Wu, Xin / Zsenei, Andras
|Published in
|. 2005, vol. 71, no. 01, p. 012005
|We report on a search for standard model t-channel and s-channel single-top quark production in pp collisions at a center of mass energy of 1.96 TeV. We use a data sample corresponding to 162 pb−1 recorded by the upgraded collider detector at Fermilab. We find no significant evidence for electroweak top quark production and set upper limits at the 95% confidence level on the production cross section, consistent with the standard model: 10.1 pb for the t-channel, 13.6 pb for the s-channel and 17.8 pb for the combined cross section of t- and s-channel.
|Full text
(ISO format)
|CDF COLLABORATION. Search for electroweak single-top-quark production in pp collisions at s√=1.96 TeV. In: Physical Review. D, 2005, vol. 71, n° 01, p. 012005. doi: 10.1103/PhysRevD.71.012005 https://archive-ouverte.unige.ch/unige:38288
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114 downloads
Deposited on : 2014-06-30


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Broadcaster kills the holiday spirit with blackout number 85 for 2012
Washington, D.C. December 19, 2012 – While everyone else is in the spirit of giving, Cedar Rapids TV greedily took consumers' programming as leverage in the latest retransmission consent dispute. This disregard for consumers confirms that broadcasters will continue to use outdated retrans consent rules as long as it helps them grow their profit line. Eighty-five blackouts on the backs of millions of viewers thanks to broadcasters. With no end in sight, this holiday season consumers are putting a reform of the '92 Cable Act at the top of their wish list.
Stations affected: KCRG (ABC) in Cedar Rapids, IA
Media contact: Lisa Mees, 202-973-4791


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Each diet was scored by a panel of experts in short-term and long-term weight loss, on how easy it is to follow and how well it conforms to current nutrition standards.
What makes a diet best? In Best Diets 2018, the latest set of exclusive rankings from U.S. News, the DASH diet and Mediterranean diet beat out a pool of other eating plans, including Atkins, Jenny Craig and SlimFast, to win the "Best Diets Overall" crown. Among the 14 commercial diet programs marketed to the public, Weight Watchers came out on top. (Our methodology explains how.) We also ranked the diets on likelihood of weight loss, ability to prevent and control diabetes and heart disease, healthiness and how easy they are to follow.
Our analysis puts hard numbers on the common-sense belief that no diet is ideal for everybody.
Take DASH, which tied for No. 1 Best Diet Overall. It wasn't created as a way to drop pounds, but as a means of combating high blood pressure (it stands for Dietary Approaches to Stop Hypertension).


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Our complete list of Houseplant Subscription Boxes
Show Me:
Boxes with Coupons
Green Your Living Space With These Live Plant Subscriptions
Looking for the best monthly houseplant subscription boxes? Houseplants are a fantastic way to liven up your home or office. Check out regular reviews, spoilers, coupons, and more for our favorite houseplant subscription boxes.
Succulents Box$5.00 - Coupon Available!
Succulent Studios$10.00 - Coupon Available!


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Set in Puerto del Carmen, within 700 metres of Playa Chica and less than 1 km of Puerto del Carmen Beach, Apartamento Salitre offers accommodation with free WiFi, air conditioning, an outdoor swimming pool and a garden. This beachfront property offers access to a terrace and free private parking. The apartment features 1 bedroom, a flat-screen TV, an equipped kitchen with a dishwasher and a microwave, a washing machine, and 1 bathroom with a shower. Los Pocillos is 3 km from the apartment, while Rancho Texas Park is 3.6 km away. The nearest airport is Lanzarote Airport, 10 km from Apartamento Salitre.
Please inform Apartamento Salitre in advance of your expected arrival time. You can use the Special Requests box when booking, or contact the property directly with the contact details provided in your confirmation.
Parking, Free parking, On-site parking, Private parking
Golf course (within 3 km), Diving
Services and Infrastructure:
Internet services, WiFi, Free WiFi
Both the hotel seeker and the booking process is a 100% free service. This page will not charge anything for your booking or ask for any credit/debit information as all the payments are done directly with the hotel.
Cancellation of your reservation will not be charged when it satisfies all the conditions established by the hotel.
Booking Conditions:
These are the general conditions from this establishes although it's possible that some rooms have special conditions. To check this information just click on the desired room.
Check-In Time:15:00 00:00
Check-out Time:12:00
To check the cancellation conditions of this establishment you should select the period in which you wish to stay.
Additional information:
Please inform Apartamento Salitre in advance of your expected arrival time. You can use the Special Requests box when booking, or contact the property directly with the contact details provided in your confirmation.
The booking process is 100% safe. All your personal information will be encrypted and transferred through a safe server under the responsability of booking.com. All clients' information will only be used for the purpose of your booking. For more information read our Privacy and Policy segment.
Rooms & Rates for: 0 days
See more hotels in Puerto del Carmen


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Men of War is a stunning Real-Time Strategy game that takes place during the height of World War II. Intense battles span Europe and North Africa as gamers play as Soviet, Allied or German forces across 19 massive single-player missions. Both online multiplayer and single-player conflicts feature authentic vehicles and weapons of the era and brutal combat that will take players into the heart of the fight.
The Direct Control feature allows gamers to command any single unit on the field at any time. Players have complete control over the unit's actions and can change, upgrade and repair equipment and vehicles.
Three evolving storylines in the Soviet, Allied and German armies, comprising 19 missions in total.
Realistic models of armament and military equipment recreated in accordance with design drawings and historical documents.
Highly detailed WWII environments and characters faithfully recreated with a cutting-edge graphics engine.
The single player campaign features a fully customizable user interface.
Online play features a unique faction (the Japanese) and numerous gameplay modes including Capture the Flag and High-Value Cargo.
Men of War is affected by the GameSpy shutdown on the 31st of May. You can continue to play the game through LAN, DirectIP and GameRanger.
For a thousand years, three opposing forces have waged war for what they believe is true. There can be no room for compromise: their way is the only way. Dubbed The Infinite War, this devastating conflict has taken its toll on a once-peaceful galaxy and has only served to deepen the hatred between the factions. After centuries of struggle, the battle for supremacy has at last reached a turning point. Under your strategic command and leadership, will your faction reign supreme? Will you be victorious and elevate your race to domination? Or will you lead them into the hell of defeat and ultimate extinction?
Blackguards 2 is a turn-based strategy-RPG and will deliver challenging hexfield battles and a gritty story filled with violence and crime.
Choose your playstyle: no matter if front line combat monster, mage or ranged fighter it's in your hands how you want to develop your character. Every action has consequences, so make your decisions wisely. Death may be just around the corner.
Three years have passed since Count Uria´s plots. The Vanquishers of the Nine Hordes long parted ways but life in Aventuria went on. Cassia, a young woman of noble descent, has only one goal: She wants to claim the Shark Throne, no matter the price; and be it only for one day. Unfortunately, there are two problems that potentially foil her plans. First of all, she spends her days incarcerated in a dungeon and secondly, there is already a man on her throne: Marwan. She is neither fond nor proficient in matters of diplomacy or politics, so she chooses a more... practical approach. She intends to break out of prison and overthrow Marwan to claim the throne herself. For this, she needs strong allies. She needs to recruit an army of Sellswords and rally the Vanquishers of the Nine Hordes around her. Sounds like a solid plan, doesn't it? But then again, how cunning must one be to escape the dungeon's walls; and how reckless must one be to gather and command the worst scum of the realms?
Recruit mercenaries, find upgrades and build an indomitable army
Find the Vanquishers of the Nine Hordes and see what has become of Takate, Naurim and Zurbaran
A story with many twists and turns, fateful decisions and more than 20 challenging hours of playtime awaits you
Command up to 20 characters in your party and lead them to death or glory
Master and finish the game on many different non-linear paths
Make decisions influencing your squad and the ending of the game
Choose your spells, talents and skills wisely, since they dictate your strategy on the battlefield. Give priority to offensive or tactic in challenging battles
Interact with your environment and let walls collapse or even discover new routes on your journey through Aventuria
Lay waste to your enemies with powerful spells and abilities. But be on your guard: your foes may wield them as well
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Use this calculator to better see the potential impact of compound interest on an asset.


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Home / Employment Contracts / Administative Consultant Employment Contracts
Administative Consultant Employment Contracts
Looking for free administative consultant employment contracts examples that help to format a template and write job agreement documents for signing with your candidates? view the following results. See also: Show Appreciation to Staff
» Related Examples Results
1) Consultant Education Employment Contract
2) Communications Consultant Employment Contract
Contacts residential, commercial, and industrial telephone company subscribers to ascertain communication problems and needs and promote use of telephone services, utilizing knowledge of marketing conditions, contracts, sales methods, and communications ser...
3) State Board Of Nursing Educational Consultant Employment Contract
Directs activities concerned with maintaining educational standards established by board of nursing or other legally authorized agency. Participates in development and implementation of philosophy, purpose, policies and plans of board of agency and con...
4) Recruitment Consultant Employment Contract
Collaborate with senior leaders, HR partners, business unit managers and others as appropriate to develop implement a strategic talent acquisition plan. Provide high level of sourcing, networking and recruiting. Work collaboratively with hiring managers through service...
5) Vocational Rehabilitation Consultant Employment Contract
Develops coordinates implementation of vocational rehabilitation programs. Consults with members of local communities and personnel of rehabilitation facilities, like sheltered workshops skills training centers, to identify need for new programs or modification...
6) Contract Consultant Employment Contract
Reviews agreements or proposed agreements for conformity to company rates, rules, and regulations. Analyzes contracts confers with various department heads to detect ambiguities, inaccurate statements, omissions of essential terms and conflicts with possible legal prohibitio...
7) Artist Consultant Employment Contract
Manages affairs of entertainers by participating in negotiations with agents and others concerning contracts and business matters affecting clients interests, and advises clients on career development advancement. Represents client in negotiations with officials of unio...
8) Education Consultant Employment Contract
Plans coordinates al policies for specific subject area or grade level. Develops programs for in-service of teaching personnel. Confers with federal, state and local school officials to develop curricula establish guidelines for al programs. Confers with lay as well...
9) Nurse Consultant Employment Contract
Advises hospitals, schools of nursing, industrial organizations, and public health groups on problems related to nursing activities health services. Reviews and suggests changes in nursing organization administrative procedures. Analyzes nursing techniques recommends modificati...
10) Sales Consultant Employment Contract
Responsible for identifying; cultivating closing opportunities to types of businesses. Identify key decision makers to understand their initiatives in developing integrated marketing solutions matching product portfolio to their needs. Conduct presentations; asking for the business &...
- Contracting With Freelancers
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Featured List: Top Employment Contracts


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Ruby Walsh had a pretty good Easter meeting at Fairyhouse with three winners from nine rides including the Irish National winner Burrows Saint, prompting the following brief text exchange between me and my wife:
Her: Did you win?
Me: Doing no good.
Her: Ruby Walsh, how hard can it be?
These messages have a habit of coming after races like the Grand National but I've long since given up any hope of explaining that some of Ruby's mounts might be overbet; a winner is a winner, right? Walsh may have been on the obvious one in the big race but his selection of Voix Du Reve in the Ryanair Gold Cup was hardly clear-cut, especially as he'd ridden the horse just once since Cheltenham 2016.
Voix Du Reve is hardly the safest conveyance especially for a jockey looking after himself these days but the decision was spot on as he came home five lengths clear of favourite and stablemate Real Steel, allowing he himself had been well-backed.
One does wonder if Ruby will pick so well at Punchestown next week and it is good time to dust off one of the best angles for the meeting: betting Willie Mullins-trained horses ridden by jockeys other than Ruby Walsh.
Punchestown is Mullins' meeting with 108 winners there since 2010 and in that period his representation there has grown; there have been 100 races where he had a single runner but 166 where he had more than one and there were 17 cases when he had five runners or more.
Ruby has ridden 33 winners in that period, missing the meeting in both 2010 and 2018, with 27 of them being sent off favourite. All very obvious then, and many overbet. Consider his record versus that of all other jockeys riding for Mullins at the festival since the start of this decade:
|Ruby Walsh
|Not Ruby Walsh
The market understandably latches on to what Walsh is riding but Mullins has so many horses in these races that the decisions his stable jockey has to make become very difficult, many of them likely coin flips or more aptly dice-rolls. Much of the value is with the other jockeys like Paul Townend and the various Mullinses, Patrick, David and Danny along with the outside riders they are forced to use.
Recent history has shown how Mullins peaks his horses for these five days and if anything that could be more notable this year when chunks of his season have been curtailed by fast ground.
Rashaan was one of the stories of the National meeting in winning the Keelings Irish Strawberry Hurdle on Monday, an achievement more notable because he'd looked out of love with racing on occasion lately, not least when bad fourth of five at Clonmel on the flat last Thursday evening.
The form of his win can be knocked with Wicklow Brave falling early and Off You Go underperforming market expectations but there were plenty of positives to take from the second Not Many Left who had things against him in the race.
It could be argued that he was the best horse on the day over a trip that is too sharp for him with the pace less than frenetic, his jumping a bit slow over the trip. Despite this he had a marginal lead turning into the straight but clipping the top of the second last caused him to get squeezed out and lose his position which for a stayer in a slowly-run race should have ended his chance.
Yet he picked up well when switched back to the outer when one might have expected the faster horses to pull away, going down by a length and a half in the end. The least exposed runner in the field with only 10 runs, cheekpieces have brought improvement over his last three starts and he looks a horse that will improve with racing, Jessica Harrington commenting after his Huntingdon Pertemps Qualifier win in January that she would like to get another run into him before Cheltenham.
That lack of experience may have caught him out in the when a strong-travelling third in the Final but he took another step forward here despite things not having gone right and he rates a cracking staying chase prospect for 2019/20, his yard having gotten the knack with such horses recently like Sizing John, Our Duke and Magic Of Light.
In the shorter term however there is Punchestown and given he has had only four starts this season there is no reason why he wouldn't run. He has two entries next week, the first of which is in the Ladbrokes Champion Stayers Hurdle on Thursday. That may seem a forlorn hope as he was officially rated 142 going into Monday but there is every chance none of the first three from the Cheltenham equivalent turn up and it may take less winning than expected.
Then there is the Ballymore Handicap Hurdle on the final day of the meeting where he would get to compete off that 142 rating (a pound higher than his Cheltenham third) and while the trip may be shorter than ideal, it could be hard for connections to turn down the opportunity to be well-treated, his mark likely to rise after this.


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Events Calendar for Edinboro University of Pennsylvania
Click here to Print
Date/Time View
March 14, 2019
Highlighted Events
Start Date and Time
Event Details
Monday, August 17, 2020
All Day
Fall 2020 Semester Begins
Classes will begin for the fall 2020 semester on Monday, Aug. 17.
Start Date and Time
Event Details
Thursday, March 14, 2019
All Day
Men's Track and Field at 49er Classic
Location: Away - Charlotte, NC
All Day
PI Day
The Mathematics and Computer Science Department will be holding the 11th Annual Pi Day celebration on March 14, 2019. We expect about 400 local high school students to visit the department for a day full of activities in math, computer science, and data analytics that relate to the number Pi (approximated by 3.14). Activities will be in Ross in the morning, Van Houten at noon, and Pogue MPR from 12:30-2pm and 7-8pm.
Start Day
Rich Kegler Book Binding Event (Multi-Day Event)
Richard Kegler - Book and Type Designer Thursday, March 21, 3-5:30 Doucette 124 during Type 2, All G&ID students are welcome. • An illustrated history of P22 type foundry • Hands-on discussion of working through book design with mockups • P22 Blox modular typographic printing system https://p22.com/merchandise-P22_Blox P22 Blox is a set of modular letterpress printing blocks made from space age material—plastic! It allows for a wide variety of lettering, experimental letterforms and pattern making. Based on Bauhaus principles of basic shapes, these simple forms can be assembled to make any letters of the alphabet. 5:30-6:45 Dinner (the Keg) 7:00-8:30 Doucette 119 (the General Public is welcome) • Making Faces: Metal Type in the 21st century--documentary screening with Q&A afterwards http://makingfacesfilm.blogspot.com/ https://p22.com/merchandise-Making_Faces_DVD Friday, March 22, 10 am - 2 pm, Doucette 118 • Hardcover multi-signature codex bookbinding hands-on workshop Materials will be supplied [20 active G&ID club members will be provided kits] others are certainly welcome to watch. Rich will demo the bookbinding 10-11am. Please poll your students and ask if they wish to attend this hands-on workshop on Friday from 10-2.
All Day
Women's Swimming vs. NCAA Division II National Championships in Indianapolis, IN
Location: Indianapolis, IN
All Day
Women's Track and Field at 49er Classic
Location: Away - Charlotte, NC
Pi Day
Students from local high schools will visit campus to participate in a variety of Pi-related activities.
Wheelchair Basketball vs. University of Missouri in Urbana-Champaign, IL
Location: Urbana-Champaign, IL
Result: L 51-61
Game Recap
Art Therapy Open Studio
Edinboro Open Art Therapy Studio is available for free for community, student and faculty and staff use over the winter break from 3-7 on Thursdays and Fridays in Butterfield room 200. Individual art therapy by appointment. email@example.com
Fault Lines: The U.S. and the Middle East in the Trump Era
Fault Lines: The U.S. and the Middle East in the Trump Era
Panelists include:
Brian Lasher, a retired career Naval Officer who conducted strategic planning and joint operations in the Middle East and Africa.
Baher Ghosheh, Ph.D., who has been a professor of cultural and economic geography and Middle Eastern studies at Edinboro University since 1989.
Victoria Rickard, J.D., Ph.D., a faculty member at Mercyhurst University whose primary teaching and research interests lie in the areas of American politics, Congress, law, international relations, public policy and gender.
Gerry Gendlin, Ph.D., a faculty member at Edinboro who has taught 13 different courses, including American Foreign Policy, National Security, Politics of Russia and American Politics
UPB presents "A Star is Born"
"A Star is Born"
Pogue Student Center's Scot Cinema
Wednesday: 8 p.m. (Closed Captioned)
Thursday: 8 p.m.
Friday: 5 p.m. (CC), 8 p.m., 11 p.m.
Saturday: 8 p.m.
Sunday: 2 p.m.
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Demand Drive Front Gearcase and Centralized Clutch Drive Fluid, 1 Qt.
Item # 2877922
All Terrain Demand Drive Fluid for hub and centralized hilliard clutches. Formulated for lubricity, corrosion and oxidation protection in all operating conditions, including extreme temperatures and high speed operation. Formerly Demand Drive Plus, same high performance formulation. * Not designed to replace Angle Drive Fluid
Overview & Specs
- ALL-TERRAIN FORMULA: Polaris Demand Drive Fluid is for Polaris front gearcase and centralized Hilliard clutches. It is specially formulated for Polaris all-terrain vehicles used in all operating conditions
- CUSTOM ADDITIVE SYSTEM: The advanced formula contains special additives to assist operations when positive engagement and release are required, and help prevent friction and limit vibrations that lead to clutch chatter and component wear.
- OUTSTANDING PROTECTION AND PROVEN PERFORMANCE: Polaris Demand Drive Fluid is designed to provide the ultimate protection in Polaris ORV front drives, even when used in extreme conditions
- SPECS: Front gearcase and centralized clutch drive fluid, all season performance
- APPLICATIONS: Polaris Tested & Engineering Approved for use in Polaris Off-Road Vehicles
|Warranty Information
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RT America recently picked up a Washington Post story detailing an NSA program called MYSTIC, which can store 100 percent of a nation's phone conversations. There is no indication from the story that the program is being conducted in the United States, but in countries where there is a national security interest.
"A senior manager for the program compares it to a time machine — one that can replay the voices from any call without requiring that a person be identified in advance for surveillance," WaPo reports.
Upon request of U.S. officials, the story does not explicitly list any countries the NSA is targeting, but WaPo does later report that leaks and other information gathered indicates that at least 5 countries are currently targets of MYSTIC and the U.S. is considering more targets.
The MYSTIC program, along with its retrospective retrieval tool (RETRO), reached full capacity with its first target nation in 2011. Collecting "every single" conversation and storing them for a month, the program has the ability to reach back and "retrieve audio of interest that was not tasked at the time of the original call."
While analysts only listen to a fraction of one percent of these calls, millions of audio clips are sent for processing and long-term storage every month.While all reports indicate that this program is only being used abroad, it has many privacy advocates at home concerned. After all, Americans use the same devices and networks as people around the world; so, what is to stop the NSA from domestic use of MYSTIC and RETRO?
"It's important to have institutional protections so that advanced capabilities used overseas don't get turned against our democracy at home," said Peter Swire, a member of the president's review group.
That sounds all well and good, but the lingering question for many is if such institutional protections exist and if they do, who is going to watch the watchmen?
Many lawmakers have been quick to defend the NSA because they say their mission is in the best interest of national security, but there seem to be plenty of congressional leaders and U.S. officials who simply are not too concerned with oversight. We have the oversight measures in place which can be effective, but as Edward Snowden explained in his South by Southwest (SXSW) appearance, the overseers don't seem to want to do their job.
It is not paranoia or hysteria to consider the possibility that in the name of national security the NSA would use MYSTIC to target Americans, further trampling on the constitutionally-protected rights of our citizens while Congress silently sits back and blindly nods their head because it is all for the "greater good."
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Bernardus Roelofs ✉
(Roelofs Executive Coaching Solutions)
Self-awareness is critical for leadership success. It not only builds and strengthens leadership skills, it also supports leaders' creativity and innovation and helps increase the self-awareness of those around the leaders. This study, used the qualitative research approach Interpretative Phenomenological Analysis (IPA) to gain rich and in-depth knowledge of the lived experience of eleven leaders being shadow coached, a coaching intervention where coaches join clients in their work environment and help them to increase their performance on the spot. Leaders found that shadow coaching not only increased their self-awareness within a very short time frame, it also showed there was instant positive change in their attitude and leadership approach.
Shadow coaching, Executive coaching, Leadership development, Performance enhancement, On-the-job learning,
Accepted for publication: 01 May 2019
Published online:
31 May 2019
© the Author(s)
Published by Oxford Brookes University
Self-awareness is key to leadership success (Flaum, 2010); even more than IQ and technical skills (Showry & Manasa, 2014). A higher self-awareness also drives "creativity and innovation" (Flanagan, 2013: 45). In addition, if leaders increase their self-awareness it also develops the "self-awareness of those around them as these leaders become role models for a more authentic style of leadership" (Symes, 2014: 2). On the contrary, "a lack of self-awareness can potentially alienate others, through misunderstanding the impact of your actions on them" (Price, 2018: 2). Therefore, it is fundamental for leaders "to raise self-awareness in order to build and strengthen leadership skills" (Roelofs, 2017: 2). Shadow coaching can help leaders and, through them, their companies to detect what the issues are and develop the necessary skills and actions on the job. In addition, they prefer to learn on the job from experience (Gitsham, 2009).
Whilst shadow coaches typically accompany leaders in their own work environment (Kets de Vries, 2006), they receive a wealth of information about the verbal and non-verbal communication, organisational culture, and key people the leader is working with. Information and issues that might take months to surface or might not be visible at all in conventional coaching "are immediately apparent" (Binney & Read, 2010: 16). The coach uses this information to give instant feedback on what really happened to raise the leader's self-awareness and practice coaching to strengthen their leadership skills in real time.
The study's objective is to explore experiences of leaders being shadow coached in relation to the benefits and critical success factors and how it could help leaders improve their self-awareness and leadership skills in a competitive business environment. In order to achieve this objective, the study starts with a literature review on the main aspects and benefits of shadow coaching, its concept, its process, and the requirements for successful shadow coaching. This is followed by discussion of the methodology used, the findings and analysis. The final section includes the discussion and conclusion.
Shadow coaching is viewed as an intervention to further enhance the coaching of executives, leaders and teams, enabling professionals to increase their effectiveness at the work place (Tulpa & Woudstra, 2015; Verlander, 1999; Homan & Miller, 2008). This coaching intervention is mentioned as one of the main tools for corporate coaching (Mukherjee, 2014), providing feedback (Korn Ferry, 2015), and requiring "the highest level of wisdom and integrity" (Tulpa & Woudstra, 2010: 277).
With shadow coaching the coach typically accompanies the leader in their work environment (Kets de Vries, 2006) and observes them in real-life working situations with colleagues, team members or clients during meetings, presentations or social events, in relation to agreed goals. This gives coaches such detailed information on the leader's environment, leadership skills, organisational culture, behaviour, various interactions with stakeholders and can help the leader work instantly on change.
In between and after meetings when the information is still fresh the coach is acting as unbiased, independent observer and provides first-hand feedback from verbal and non-verbal communication flows they perceived (Tulpa & Woudstra, 2015). Additionally, coach and leader address stated objectives by reflection and one-on-one coaching to increase self-awareness and close gaps between actual and desired performance in real time.
Thus, shadow coaching is a powerful coaching intervention, where leaders obtain independent, unbiased feedback in the moment, translate newfound awareness into practice and improve their performance in real time (Karlin, 2007; Verlander, 1999). Shadow coaching can thus significantly safe time and help avoid the repetition of mistakes or unnecessary revision of work (Williams, 2015). Hence, if the 'coaching was limited to face-to-face discussion' the leader 'would have provided only a partial and heavily biased picture of what was taking place' (Freedman & Perry, 2010: 200). This is in line with Donna Karlin's experience:
Combining evidence with patterns of behaviour I can say that 50% of the data I use when coaching my clients is what they don't tell me. It's located between their words (Karlin, undated: 20).
Freedman and Perry (2010: 200) add that the leader 'probably would not have recognized, understood, or described how his behaviour was perceived and responded to by his stakeholders'.
The duration for shadow coaching ranges from five sessions (Martinez Marcos, 2012) to five full days (Wilson, 2005; Verlander, 1999). For conventional executive coaching it is normal to have one coaching session each month for a period of six to twelve months.
From the definitions and literature above concepts of shadow coaching include: on-the-job, observation, real-time, fast-paced, feedback, reflection, executive coaching and situational.
Because the world is becoming more complex, 'senior executives believe (…) effective learning (…) comes through practical experience' and 'can be enhanced by structured reflection through coaching' (Gitsham & Peters, 2009: 20). With on-the-job coaching, the coach enters the client's environment and receives information through all their senses, which
(…) quickly provides a wealth of data about the environment, organisational culture and the key people and relationships that the leader is working with. Issues that might take months to surface or might not be visible at all in conventional coaching are immediately apparent (Binney & Read, 2010: 16).
The information from observation on the job, which might otherwise be missed, can now be used for feedback, reflection and coaching to enhance personal and corporate performance.
Because the observer spends much more time with the client at different events and has the opportunity to understand their reality through their eyes and observe their behaviour. Contrarily, with qualitative interviewing (one-on-one coaching) the coach relies on what the leader says.
During observations the shadow coach is not an active member, sits aside, takes notes and does not interrupt so the meeting or presentation can be conducted as it normally would (Binney & Read, 2010).
Being present as coach and observing, however, can have positive and negative effects on participants' normal behaviour and performance. This is called the "Hawthorne effect" (Oswald et al, 2014). Shadow coaches want to observe clients and acquire information on how they execute their work in real life. Only then, coaches will be able to help their clients increase their performance. If the information is biased due to the coach's presence, effective guidance becomes less likely. A practice to reduce this effect is the "six stage protocol for Hawthorne effect mitigation" (Oswald et al, 2014: 58), as:
Building relations will not only improve the quality of data but also reduce the changes of findings being influenced by the Hawthorne effect (Oswald et al, 2014: 58).
With real-time coaching the shadow coach can provide clients with feedback instantly, when the 'ability to recall details of the event is fresh and no detail is too small if it leads to improvement' (Gardner, 2013: 171). This can be put into practice in the next meeting (Binney & Read, 2010).
That is why learning in the here and now (i.e. real-time), where awareness is present, 'is often a fundamental aspect of people's growth' (Bluckert, 2006: 90). Also, real-time coaching allows hidden issues or blind spots to be revealed much more, analysed, prioritised and worked on for performance improvement directly and more efficiently after the event.
As time is limited between meetings, feedback, reflection, coaching and pre-briefing has to be done at a fast pace and to the point (Karlin, undated). This implies additional challenges for shadow coaches.
Inherently in shadow coaching, the lack of time poses a serious challenge to efficient reflection by the coach (Bregman, 2011). A possible way to be ready for fast-paced coaching is to take time-out and develop a personal philosophy (Burton & Raedeke, 2008). The goal is to let a set of principles guide decisions, which reduces uncertainties in specific situations. Firstly, for developing your personal philosophy, it is important to develop self-awareness, which 'will heathen the speed and success at which you and your [client] (…) learn and perform the skills discussed' (Burton & Raedeke, 2008: 5). Secondly, a prioritisation of coaching objectives is crucial, requiring clear strategies on how to achieve them. The importance given to each objective will be the foundation of such a philosophy and is the corner stone of success or failure (Burton & Raedeke, 2008).
Feedback is a prerequisite for learning and growing (O'Hara, 2015) as it can raise awareness and 'make you a much more effective manager' (Hill & Lineback, 2011:198). It works best when it relates to a specific goal (Gardner, 2013). Feedback should be articulated clearly, in a 'non-critical, supportive manner and without too much investment in whether (…) [it is] right' (Bluckert, 2006: 144). As subordinates do not want to offend their superiors, it is less likely that the client/coachee will receive constructive feedback (Gallo, 2012). This can lead to missed opportunities for generating better ideas, performance and strategy (Gallo, 2012). With shadow coaching unbiased, independent and instant short feedback can be given by the coach straight after the meeting, in the hallway or at the coffee machine (Karlin, undated). However, it is advisable to wait for the right time, giving the client/coachee the chance to be fully alert, willing and open to talk about what happened (Bluckert, 2006).
Reflecting on a specific task will increase the performance more readily than taking the same time to practice with this same job (Di Stefano et al, 2015). As Bregman (2011: 2) puts it 'reflect[ing] less (…) limit[s] our growth'. Reflection is about 'gain[ing] new insights into self and be[ing] empowered to respond more congruently in future situations' (Johns, 2013: 2).
Client/coachee and coach both reflect after meetings on goals set upfront to learn from them and implement change for future meetings. This is called "reflection-on-action" (Schön, 1983, Johns, 2013). It encourages 'raising awareness, thoughtfulness, critical thinking, willingness to learn and change, turning practical experience into knowledge, having more choices and being mindful as much as possible' (Roelofs, 2016: 6), 'in order to confront, understand and move towards resolving contradiction between one's vision and actual practice' (Johns: 2013: 2). When guided, like in shadow coaching, the reflection process might accelerate the learning considerably more than self-reflection (Boud et al, 1985). Some fundamental qualities for reflection are 'curiosity, commitment and intelligence' (Fay, 1987 cited in Johns, 2013: 4).
Apart from providing the leaders with feedback and enabling reflection on the meeting and agreed goals, coaching is part of the process. It is to unlock the leader's 'potential to maximise their performance' (Whitmore, J, 2009: 10). It is non-directive and often it is a thought-provoking and creative process. The coaching can be as short as a few minutes in between meetings and longer, for example, at the end of the day.
Every client is exceptional and every situation is different. This implies that 'clients have unique developmental needs that require customised attention' (O'Neill, 2007: 213). Therefore, there is no one-size-fits-all coaching style which can be used for all situations even with the same client. [Coaches] (…) have to match [their] (…) coaching style of direction and support to their clients' needs at the time. (O'Neill, 2007: 214). As a result of this, shadow coaches should not only have a broad range of coaching skills, but also need to be flexible in their coaching approach, including going outside their own comfort-zone whenever needed.
Additionally, as shadow coaches enter their coachee's environment, they need to make a transition, to be accepted instantly. This includes for example considering the right 'presentation of self' (Peltier, 2010: 376): like appropriate clothes or usage of language.
The process of shadow coaching can be described as cycles of five stages each, see figure 2. After the contracting has been done with the leader and other stakeholders, each cycle starts with the goal setting, what the leader wants to achieve in the meeting or event and where the shadow coach especially focuses on when observing them. Goals can be for example around self-awareness, focus, delegation, communication skills, providing and receiving feedback, being present, integrity or empowering others. After the observation the leader and coach debrief and reflect on the meeting's goals and achievements, which encourages 'raising awareness, thoughtfulness, critical thinking, willingness to learn and change, turning practical experience into knowledge, having more choices and being mindful as much as possible' (Roelofs, 2016: 6), 'in order to confront, understand and move towards resolving contradiction between one's vision and actual practice' (Johns: 2013: 2). Following this, a coaching session is held to close the gap between the actual and desired performance and planning for the next meeting. Debriefing, reflection and coaching in between the meetings can be a short as a few minutes.
To conduct shadow coaching effectively, there are several requirements for the leader, the shadow coach and the organisation/sponsor. For the clients, it is important that they take the courage to disclose that they work with a coach, who will shadow them in their daily job, to increase their performance (Binney & Read, 2010). Also, the leader decides on the issues they want to be shadow coached on and achieve a behavioural change. (Binney & Read, 2010).
For the shadow coach Binney and Read (2010) describe ten requirements for to be successful. First, being as invisible as possible, not intervening in meetings. Second, noticing what is going on and focussing on what is important. The wealth of data should not present a distraction. This requires a massive amount of energy (Karlin, undated). Third, being able to improvise when needed, as:
You never know what is going to happen as you accompany a leader; what issues will emerge and what relationship you can develop with the leader (Binney & Read, 2010: 17).
Fourth, telling leaders the truth and being honest, based on facts, exact wording and examples. This takes courage. Fifth, the coach should be confident, know what they are doing, and build a relationship of trust and professionalism. Sixth, the coach should be able to familiarise the client with concepts to raise their self-awareness and ability to use that for future practice. Seventh, the coach also helps all other participants who might have questions about shadow coaching or how it might affect them. Eighth, the coach assures clients of their unconditional positive regard and that they are there to help, not to assess, criticize or feed-forward any information to anybody else. Ninth, the coach should pause and reflect when real change happens with clients and access exactly what they did differently. Tenth, the coach has supervision, to talk about, reflect on and improve shadow coaching work practice.
For coach and leader the support from the organisation/sponsor can be very relevant and create value (Bachkirova et al, 2017; Verlander, 1999). The organisation/sponsor should allow leaders time to follow through with the shadow coaching (Verlander, 1999).
It will be a major disruption to let other business issues get in the way, to cut it short, break it up into chunks, or simply stop halfway through (Verlander, 1999: 67).
Also, the sponsor can amongst others help explore 'how the coaching contract is best managed', and give 'input into the goals for the coaching engagement' (Grant, 2017: 75). Additionally, it can be helpful that the sponsor introduces shadow coaching so all participants understand what it is and buy into it. This supports both, client and coach to achieve their objectives and be successful.
Thus, literature describes shadow coaching as a very powerful coaching intervention. It can increase newfound self-awareness and implement change in real-time, which in normal one-on-one coaching would have taken months or even years. This in turn enhances work practices. The potential power of shadow coaching relates to the fact that the coach works with the client when they are in the job. The coach is part of the client's environment and observes the communication flow, verbally and non-verbally, providing useful information for feedback and reflection. As the coach is with the client, he or she can give feedback instantly, when information is still fresh and work on behavioural change, even before the next meeting.
To gain rich and in-depth knowledge on the lived experiences of leaders being shadow coached qualitative research approach Interpretative Phenomenological Analysis (IPA) was chosen. IPA forces researchers to look at factors, which make the event special, to try and understand and derive meaning from the participants' view of the event to the extent that this is possible and an in-depth exploration of each single participant's perspective (Pietkiewics & Smith, 2012). Furthermore, IPA allowed the researcher and participant to discuss every possible theme that could arise in more detail with additional questions (Pietkiewics & Smith, 2012).
Semi-structured interviews were carried with eleven leaders to gain insights on their experiences being shadow coached. For IPA there is no fixed rule on the size of the sample (Smith & Osborne, 2003), but small sample sizes are preferred instead of large sizes to study the phenomenon. According to Tang and Dos Santos (2017) most IPA studies do not have a sample size of more than 10 participants. With eleven participants, this study is just over this sample size. The group of eleven leaders was reasonably homogeneous from the working environment perspective, academic level and background in conventional 1-o-1 coaching, which can be concluded that the results are more meaningful than a less homogenous group (Smith et al, 2009). Seven of eleven participants were from the same team and all eleven worked within leadership and career development, were conventional coaching is an important part of their job. Nine participants had a strong background in coaching, of which two had prior experience with shadow coaching. Most of the participants held a Master of Science or similar qualification and one held a PhD. In addition, this particular group size, 'gives an opportunity to examine similarities and differences between individuals' (Pietkiewics & Smith, 2012: 364). Prior to the interviews all participants gave their permission to use their interview responses for this research.
Nine participants in this study were shadow coached voluntarily by the researcher prior to the interviews. Four of eleven participants were shadow coached over a period of one to two days. They were shadowed three to seven times during different meetings. The other seven participants could only receive one or two shadow coaching sessions of 30 to 60 minutes (observation and debriefing). However, contracting was done before, in a face-to-face conversation.
The following two overarching research questions were used in the interviews.
The findings were the result of a thorough structuring process of the raw data. Starting with the interview recordings and transcripts, the relevant data was copied into a spreadsheet following the questions asked. The data was coded firstly into benefits and critical success factors. In a second step, these were separated further, as the data was coded by themes. Finally, a clear overview emerged from the main sections "benefits" and "critical success factors" of shadow coaching, further themes and experiences of participants.
The main benefit themes of shadow coaching, which derived from coding the research information, are illustrated in figure 3 below:
Being shadow coached, most participants experienced one or more direct benefits. Awareness creation was mentioned most often. Other benefits cited include: unlock thinking, change in attitude, big shift in leadership approach, raising blind spots, growth in confidence, listening more, and improved collaboration, trust and commitment to the team.
'Increased awareness about, what you do and how you do it / Improved collaboration, trust and commitment to the team' (Participant 2)
Some participants, who had only one shadow coaching session, did not feel or think it had any impact at the time. They felt that a few sessions would be needed to see an impact and it could be benchmarked.
Participants mentioned reflection, feedback, dialogue or debriefing as a crucial shadow coaching benefit. Shared replies were that the feedback was there, fresh in mind, it was not drawing memories of what happened. It created an opportunity for active reflection and critical thinking and that a lot of learning came from reflection. Furthermore, it helped the participants either continue doing what they are doing well or change what they not doing well to make them a better person.
'So actually taking time out to discuss it, and critically think, and critically reflect was probably the most important part of it' (Participant 5)
Common responses of the participants mentioning on-the-job learning as a benefit, were that it is real, it is factual, not theoretical and that it is practical. It encouraged participants to be reflective on their practice. Several mentioned that they prefer learning by doing.
'I know there are things I can do but if there's someone sitting in a room watching like a fly on the wall, that can help me spot those and change them, then that is a 100 percent benefit' (participant 8)
Data was also often mentioned as benefit. Mutual replies included that the coach could see the facts, got a richer picture and better quality data, and saw things, which were not know to others.
'Shadow coaching is the benefit of the observational data allowing insight based on a richer picture what was going on during a particular event' (Participant 4)
The nine overarching critical success factors derived from coding the research information, are illustrated in figure 4:
1. Reflection, feedback and debriefing
All participants mentioned that "reflection, feedback and debriefing" was a critical success factor. Overall participants preferred to have feedback directly or not that long after observation meetings, as information stays 'fresh'. Also feedback outside the framework that was pre-discussed might be quite valuable, for example, tone of voice, arm movements, etc.
'Feedback immediate and straight after the session. If not, it would be a degradation of effectiveness if time went by' (Participant 4)
2. Shadow coach
The critical success factors related to the shadow coach were: 'competency or credibility', 'positive intent' and 'shadow coach completely invisible during observation'. On competency, it was mentioned that the coach should be able to do real-time coaching but as well that the personality of the coach is absolutely essential for this to be successful. In addition, taking risk as part of the coach was mentioned because of the transparency and visibility.
'So I think the personality of the coach is absolutely essential for this to be successful (...)' (Participant 9).
3. Contracting
Most participants gave multiple feedbacks on contracting. As success factors participants mentioned "setting goals and objectives", "rules for interruptions", "transparency to all stakeholders" and "understanding shadow coaching". For example, on rules for interruption:
'Interventions are good as long as agreed before' (Participant 2)
4. Trust, rapport and relationship were key for the majority of the participants.
On trust participant 1 said:
'Absolutely need to know that I trust the person' approach' (Participant 1)
5. Setting
Participants reported "setting", like the shadow coach should not be in line of sight of participants, room size, temperature and noise level. In addition, the atmosphere should be open, not too serious and an environment where people can take risks.
'The observer shadow coach, to be out of reach, out of eyeshot of the client, quie't (Participant 5)
6. Shadow Coaching Sessions
Often participants mentioned "shadow coaching sessions". They said, that they would like more sessions, to have patterns to give feedback and building relationship.
'I think it's difficult if you just do a one-off observation as well because yeah, you need a pattern of getting feedback which is important.'(Participant 7)
7. Coachee/Client
The "coachee/client" is another critical success factor. Topics include that it's the clients choice, agenda is set by the client, be willing to be coached but as well biting the bullet and doing it and that the risk-taking on the parts of the coachee is important.
'It was my choice, I was in control' (Participant 1)
8. Stakeholder in the room.
To facilitate shadow coaching, the stakeholders in the room, other than the shadow coachee and shadow coach, should behave normally during observations, no artificial scenario, be authentic, be happy with shadow coaching, and be comfortable. If this were not the case, it would devalue the shadow coaching.
'If one person in the room wasn't fundamentally happy with shadowing, it would value down the shadow coaching' (Participant 3)
9. Sponsor
The role of the "sponsor" was mentioned to be critical as well. The sponsor can for example give support in contracting with different stakeholders and set up meetings between employees and shadow coach. Specifically, in organisations where the general level of self-awareness is low, the sponsor can help the shadow coach to be successful.
'I think there's more contracting for me to do at the beginning with the stakeholders. (…) a clear role for me to play in setting you up. So the sponsors help the shadow coach be successful.' (Participant 9)
A few other critical success factors for shadow coaching, not grouped with any of the above listed themes, were the possibility of being videoed because the coach is not in the room, not distracting people and having the ability to go back and to go to things over and over again (Participant 5). Also, it was mentioned as important to leave enough time before and after each shadow coaching session for de-briefing and pre-briefing (Participants 4 and 11).
This study used the qualitative research approach Interpretative Phenomenological Analysis (IPA) to gain rich and in-depth knowledge on the lived experiences of eleven leaders being shadow coached. The participants found shadow coaching a highly efficient coaching intervention to improve their behaviour.
The research gave rich and in-depth knowledge of the peoples' experience on the benefits and critical success factors of shadow coaching. There were four main benefits leaders experienced from being shadow coached: First, a "direct impact" on the leaders performance: for example increase in awareness, growth in confidence, positive shift on leadership approach, and raising blind spots. Second, "reflection/feedback/ debriefing" in the moment when information is still fresh and all details can be remembered and because the leader and the coach reflect together the learning out of reflection might be significantly higher than self-reflection only by the leader. Third, "learning on-the-job", because it is real, it is factual, the possibility to reflect on the spot and be able to practice the learning immediately, it is how leaders prefer to learn. Fourth, the wealth of verbal and non-verbal information ("data"), behavioural aspects and blind spots, allowing the coach to see what is really going on, in real-time to be used as a basis for reflection, debriefing and coaching for performance enhancement.
The critical success factors of shadow coaching include feedback and reflection directly after the meeting, number of sessions to see patterns and build relationships, contracting that goals are set and that everybody is aware what shadow coaching entails, trust and the setting. Other success factors contain the quality of the coach, the readiness of the client as well as the support of the sponsor.
Thus, leaders found that shadow coaching helps them, their teams and their companies they work for, to improve their performance in real-time on the spot. And because of their performance improvement through shadow coaching they are able to stay on top of the ever-changing business environment.
Since the researcher conducted shadow coaching with nine out of eleven participants himself, it was imperative to reduce bias during the interviews with them and maintain an outsider's perspective, excluding their own experience.
Another limitation of this study was that seven participants only had one or two shadow coaching sessions, and because of this it could have limit their experiences and outcomes. An additional restriction could have been the short interview time of several participants. They had merely 30 minutes available for their interviews, while others had 60 minutes at their disposal. Consequently, the in-depth understanding and the reflection of the subject might vary significantly due to the focus on time management.
Further research on shadow coaching over longer time spans might give more information, patterns and data, useful for reflection, awareness creation and behavioural change. In addition, it would be interesting to explore perceptions of the evolution of behavioural change through follow up observations and interviews after six or nine months following the last shadow coaching session. Because the client and coach take both risks in shadow coaching it would be fascinating to know, if their personality type plays a role in readiness for coaching. Also, it would be important to know, how many sessions or days of shadow coaching are optimum for reaching a client's goals and what factors influence that. Another interesting study would be whether video recording could substitute for the coach in the room and be used for shadow coaching as well.
Bernardus Roelofs is a senior learning and development manager and award winning executive coach with 27 years of global leadership experience. He holds an MSc in Coaching & Behavioural Change (distinction) from Henley Business School, University of Reading, an MBA, and creates bespoke coaching and development solutions that effectively help leaders, teams and organisations to grow in real time, on the job, with immediate and measurable impact on their goal achievement.
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Always aware of the failures of those outside of our walls, we have ignored the many impediments hindering our own vision.
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The Danger of Dreaming about the Apocalypse
In the spirit of the book, "How to Survive the Apocalypse: Zombies, Cylons, Faith, and Politics at the End of the World", let's unpack the importance of what Charles Taylor calls the "social imaginary" and how our perception of desperate times might validate increasingly desperate measures.


text: ++RobVOL 0 Posted November 10, 2019 LEXINGTON, Ky. – Tennessee is one win away from bowl eligibility. The Vols continued their season-saving turnaround with a 17-13 comeback victory over Kentucky on Saturday night at Kroger Field. Tennessee's defense did not allow any points in the second half, and quarterback Jarrett Guarantano fueled a rally off the bench after the Vols (5-5, 3-3 SEC) trailed by 10 points at halftime. Ja'Quain Blakely stopped Kentucky quarterback Lynn Bowden Jr. for no gain on fourth-and-2 with 1:17 remaining to seal the victory. Tennessee needs only to beat Missouri or Vanderbilt to earn bowl eligibility for the first time since the 2016 season. A bowl hardly seemed like a realistic conclusion to this season after Tennessee opened the year with a stunning loss to Georgia State en route to a 1-4 start. The Vols have won three in a row. Kentucky (4-5, 2-5) fizzled after a dominant first quarter. Here are five things we learned. Tennessee's supplied three clutch stops in the second half. Matthew Butler sacked Lynn Bowden Jr. on a fourth-and-6 from Tennessee's 32-yard line in the third quarter. Midway through the fourth quarter, the Wildcats had fourth-and-3 from the UT 38. Bowden threw an incompletion. Ty Chandler fumbled on the next play, giving Kentucky possession at Tennessee's 45-yard line. The defense held firm again. The Wildcats reached the 1-yard line before Henry To'o To'o stuffed Chris Rodriguez for a 1-yard loss on third down. Then Blakely kept Bowden from gaining any traction on a speed option run. Coach Jeremy Pruitt decided to make a quarterback change with the Vols trailing 13-3 at halftime, turning to veteran Jarrett Guarantano after freshman Brian Maurer started for the fourth time this season. Guarantano led Tennessee on back-to-back touchdown drives to start the second half. Marquez Callaway and Josh Palmer each made challenging touchdown catches on fade routes. Guarantano has appeared in relief in victories over Mississippi State, South Carolina and UAB. Given how well he played Saturday, Pruitt might need to reconsider Guarantano for the starting job. Guarantano, who has 22 career starts, hasn't started since a Sept. 21 loss to Florida. Guarantano was 7-of-8 passing against the Wildcats for 115 yards. He added 30 rushing yards. Maurer completed 7 of 16 passes in the first half for 98 yards. Maurer played for the first time since an Oct. 19 game against Alabama, when he suffered a concussion for the second straight game. Tennessee trailed 13-0, and it had snapped just three offensive plays. Kentucky started the game with a 17-play, 75-yard drive that chewed up 10 minutes, 18 seconds. The Wildcats had 15 runs and two passes during the drive. The Vols followed with a three-and-out. Punter Paxton Brooks dropped a snap, and Josh Paschal blocked the punt. Two players later, the Wildcats were in the end zone with their second touchdown. Bowden was trying to become the second Kentucky wide receiver-turned-quarterback to lead the Wildcats to a victory over Tennessee this decade. Matt Roark played that role in UK's 10-7 victory in 2011. Like Roark, Bowden is a former high school quarterback. He showed his speed and elusiveness as a runner on speed option plays and scrambles from the pocket. Bowden rushed for 114 yards on 24 carries, leading a Kentucky ground attack that amassed 302 yards. However, Bowden didn't pose much of a passing threat – he completed 4 of 7 passes with an interception – and at times Kentucky's offense was exposed as a one-trick pony. The Vols' defense got sucked in expecting a run when Bowden floated a pass to tight end Justin Rigg during the second quarter. A good throw would have resulted in a touchdown and a 20-3 lead. Bowden underthrew Rigg, and Nigel Warrior intercepted the pass. Warrior raced down the field into the end zone, but a video review showed he stepped out of bounds at UT's 46-yard line. Tennessee 17, Kentucky 13: Jarrett Guarantano, Vols defense deliver comeback win WWW.KNOXNEWS.COM Tennessee is one win away from a bowl bid after beating Kentucky 17-13 on Saturday night. The Vols couldn't convert the turnover into points, logging its third three-and-out on five first-half possessions. Share this post Link to post Share on other sites


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Robotics with VEX
Mrs. Mallory
Robotics Curriculum:
Unit 1: What do we use robots for? Presentation 2 days
Automation and Robotics: PPT
Design Process/ Design Brief
Elements and Principles of Design
Algorithms: Activity
Unit 2: Building With VEX:
Design Process:
Introduction to the Motion Subsystem : See Building With VEX Handout
Simple Machines: PPT/Activity
Greek mathematician, physicist, astronomer, and engineer Archimedes boasted, "Give me a place to stand, and with a lever, I will move the whole world." Archimedes never moved the world, but he did change the world through the development of simple machine mechanisms.
In this activity you will explore the function and characteristics of the lever, wheel and axle, and pulley systems. You will see first-hand how simple machines manipulate energy to create a desired output.
Wheel and Axle
Inclined Plane
Practice Problems
You do not have to look far to see gears. You might not think of an object such as a computer as having a lot of moving parts, but the CD tray on your computer is likely controlled by gears. A traditional watch is full of gears. The watch has one source of power or input that must move multiple hands continuously and at different speeds. Some watches also keep track of the day of the month. This may be low-tech by today's standards, but imagine the challenge of choosing just the right gears to keep a watch synchronized. In a watch the gears are used to manipulate rotational speed. Gears are also used in many applications to control torque and rotational direction.
Gear Train
Pulley Drive
Build a Simple Gear Train
Build a Compound Gear Train
Practice Problems
Windmill or Pull Toy Construction: Groups of 2
Survival Challenge: 4 tasks, groups
Unit 3: Electrical Circuits 1.2.3
Since the late 1800s, engineers have designed systems to use electrical energy due to its ability to be converted, stored, transmitted, and reconverted efficiently into other forms of energy. In the 21st century, electrical energy production, distribution, and application have become consumer driven. Today's consumer uses electrical energy in all aspects of life, from cell phones and computers to refrigeration and heating and cooling systems, and transportation. Electrical energy, depending on geographic location, is converted from mechanical energy, chemical energy, light energy, and thermal energybefore it reaches the consumer.
Regardless of the conversion process, electrical energy consists has three properties: current, voltage, and resistance. Understanding the relationship between current, voltage, and resistance allows engineers to design efficient, safe, and functional electrical circuits. Electrical circuits consist of the following components: an energy source to provide voltage, conductors to allow current travel, insulators to limit current travel, and a load. Electrical circuits provide an uninterrupted path for current travel and are broken into two distinct categories of design: series circuits and parallel circuits.
Electrical Energy
Solar Energy
Wind Energy
Hydro Energy
Mechanical System Efficiency- VEX
Unit 4 : ROBOTC
Inputs and Outputs:
Build Testbed
While Loops and If-Else
Variables and Functions
Open and Closed Loop System
Unit 5: Design Solution to problem 3.1.7
Multiple Design Problems – Obstacle Course, Battle Bots
Battle Bots: https://www.youtube.com/watch?v=4YH5sJaMs90


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Texas Is Doing Sales Tax Right
The State of Texas is trending strong with robust sales tax collections being reported from one city after another. This, in spite of the fact that some of these cities suffered a hit from Hurricane Harvey. Take a look at these numbers:
- Harlingen retail sales are up more than 8% from this time last year.
- Brownsville reported a nearly 7% gain over August sales tax collections.
- South Padre Island, although tumbling immediately after Hurricane Harvey, overall, the island municipality is up nearly 6% compared to last year's averages.
- Raymondville increased 2017 revenues a whopping 74% compared to 2016.
The Bigger Picture: The Texas Comptroller's office reported in August that state sales collections for the month of July saw a nearly 8% increase over June's revenues. Texas sales tax revenues for July totaled more than $2.5 billion. And more than half of July's sales tax revenue was generated by the oil and gas industry. The heart of which, lies in Houston.
Even with Houston being hit hard by Hurricane Harvey, bringing oil and gas production to a virtual standstill in the city temporarily, state sales tax collection barely saw a hiccup. September totals dipped to $2.36 billion. However, even with that dip, this year's September total was still nearly 11% greater than September of last year.
Getting It Right: What can other states learn from healthy Texas sales tax collections even during a time of trouble for some municipalities? After all, Texas state sales taxes are generally the highest in the country. The lesson to learn might be in Texas' tax trade-off philosophy. Many states with lower sales tax rates rely more on state income tax. By trading a higher sales tax rate for no state income tax, Texas seems to have a winning strategy. The proof that Texas is getting its sales tax policies right is in the numbers. Even in the midst of an historic natural disaster, Texas is still stronger than it was this time last year without such a disruption.


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About Carla
Carla's published books include: Mishi's Magic World Pinky Pig: Lost in the City! Pinky's Birthday Pinky Pig Meets Farmer Bob's Niece Pinky's Race Alice's New Doll Herbie the Bee The Little Lizard Mitten the Kitten Mitten the Kitten in Shadowland Carla also is a Features Editor/Reporter with U.S. Travel Magazine and travels extensively both professionally and personally. ... More
Profile Comments
Comment by Eric Hammond on 1/14/2012 at 6:40 PM:
Hello, Carla.
Welcome to JacketFlap.
Hello, Carla.
Welcome to JacketFlap.


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Grant Ryan scored four as Hinckley AFC recorded their biggest win of the season by putting five without reply past Heath Hayes at the Welfare Ground. Unbeaten AFC were on top from the first whistle to the last, and never looked like relinquishing the lead given to them by Sam Belcher. After that, … Continue reading Hinckley AFC 5-0 Heath Hayes
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EA: Dispute Resolution
|London, England
|Contract Type:
|£40000 - £47000 per annum
Executive Assistant
Top global law firm
Fantastic City location
Highly competitive salary, excellent benefits & first-class training and development opportunities
A really interesting EA role has arisen at a market leading, highly successful, highly respected and well- established global law firm based in stunning offices in the City.
This EA role would be ideal for a highly experienced PA or EA who has gained extensive experience supporting at Senior Exec or Partner level, within a professional services or financial services and who has experience of managing small projects autonomously and has excellent communication skills, as the role requires the EA to liaise extensively with senior internal stakeholders.
The main remit of the role includes:
- Extensive diary and inbox management
- Liaison with clients and client research
- Building relationships internally and externally
- Preparation of a range of client letters, documents, presentation and reports
- Complex travel arrangements
- Arrange and prepare for internal team meetings, map action points and feedback
- Financial management - expenses, billing and WIP reports
- Support BD and marketing activities
- Coordination of twice-yearly recruitment-based projects from start to conclusion
This Executive Assistant role will be working for a firm that values its employees immensely - there are first class training and development opportunities available and a really collaborative feel to the culture.
In order to be successful in this EA role you will need:
- Excellent academic background, educated to graduate level or equivalent professional experience
- Advanced MS Office skills
- Strong experience of working as a PA or EA in a professional services or financial services environment
- Experience of supporting at Senior Exec/Partner level
- Fantastic communication skills, written and verbal
- Experience of working autonomously and running small projects
- Great attention to detail
- Demonstrable experience of working in a proactive way with examples of how you add value to the people you support
If this Executive Assistant role is of interest to you and you meet the above criteria, please apply NOW!!


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1 More on Applets Overview l Changing Colors l Changing Fonts & Styles l Applet Life-Cycle l Input using Dialog Window l Input using HTML parameters l Inserting Images l Inserting Sound l Preview: Classes & Objects
2 Changing Colors l By default, all drawing is done in black pen. However, we can change this by creating an object of class Color and passing it to the setColor method of the Graphics2D object. l Java uses the RGB color model, where colors are specified by giving the amount of the primary colors –Red, Green, and Blue- that make up the color. l The amounts are given in float values and range from 0.0F (no color present) to 1.0F (maximum color present). l The following applet draws three rectangles in 3 different colors, one of which are standard..
3 Changing Colors (Cont'd) import java.applet.Applet; import java.awt.Graphics; import java.awt.Graphics2D; import java.awt.Rectangle; import java.awt.Color; public class ColoredRectanglesApplet extends Applet { public void paint(Graphics g) { Graphics2D g2 = (Graphics2D)g; Color myColor = new Color(0.25F, 0.5F, 0.75F); Rectangle rectangle1 = new Rectangle(10, 10, 70,30); Rectangle rectangle2 = new Rectangle(10, 50, 70,30); Rectangle rectangle3 = new Rectangle(10, 90, 70,30); g2.setColor(Color.blue); g2.fill(rectangle1); g2.setColor(myColor); g2.fill(rectangle2); g2.setColor(Color.red); g2.fill(rectangle3); }
4 Changing Fonts & Styles l By default, strings are drawn using the default font, plain style and default font size. l To change the font, style or size, we need to create an object of class Font and pass it to the setFont method of the Graphics2D object. l To create such object, we need to specify the following parameters: »The font name »The Style (Font.PLAIN, Font.BOLD, Font.ITALIC, or Font.BOLD + Fond.ITALIC) »The point Size
5 Changing Fonts & Styles (Cont'd) import java.applet.Applet; import java.awt.Graphics; import java.awt.Graphics2D; import java.awt.Font; import java.awt.Color; public class BigFontApplet extends Applet { public void paint(Graphics g) { Graphics2D g2 = (Graphics2D)g; final int size = 48; Color myColor = new Color(0.25F, 0.5F, 0.75F); Font myFont = new Font("SansSerif", Font.BOLD, size); g2.setColor(myColor); g2.setFont(myFont); g2.drawString("Applet",5,60); }
6 Applet Life Cycle l An applets must extend the Applet class defined in the java.applet package. This makes the applet to inherit the methods of the Applet class. l The Applet class provides a set of methods used by any web browser when it runs an applet: init( ) -This is the first method called when an applet is loaded. Initialization of variables and objects is done in this method. start( ) - This is called right after the init(), and every time the applet becomes active after it has been inactive. An applet becomes inactive when the browser window is minimized or the user leaves the applet page to another page. paint(Graphics g) – is called when the applet's display area is covered by a menu, re-sized or when the repaint() method is called. stop( ) - is called when the applet becomes inactive. destroy( ) - is called when the browser closes. l By default, these methods do nothing, but we can make them do something by re-writing (overriding) them in our applets – we have been overriding paint method in previous examples.
7 Input using dialog windows l The applets we have written so far are nice, but they aren't interactive. l Interactive applets allow the user to communicate with them through graphical interfaces such as buttons, text fields, etc. l We can dialog window to pass parameters to our applets. l To display a dialog window, we use showInputDialog() method of the JOptionPane class, which is contained in the javax.swing package. This waits for the user to enter a value and then press the OK button..
8 Input using dialog windows (Cont'd) l The problem with input dialog is that it can only read string input. Thus, if the user enters a numeric value such as 23, it treats it as the string "23". Thus, we must use the parse method of the appropriate wrapper class to convert to a numeric value. import java.applet.Applet; import java.awt.Color; import java.awt.Graphics; import java.awt.Graphics2D; import java.awt.Rectangle; import javax.swing.JOptionPane; public class ColorSelect extends Applet { private float red; private float green; private float blue ;
9 Input using dialog windows (Cont'd) public void init() { String input; input = JOptionPane.showInputDialog("red:"); red = Float.parseFloat(input); input = JOptionPane.showInputDialog("green:"); green = Float.parseFloat(input); input = JOptionPane.showInputDialog("blue:"); blue = Float.parseFloat(input); } public void paint(Graphics g) { final int SQUARE_LENGTH = 100; Graphics2D g2 = (Graphics2D)g; Color fillColor = new Color(red, green, blue); g2.setColor(fillColor); Rectangle square = new Rectangle( (getWidth() - SQUARE_LENGTH) / 2, (getHeight() - SQUARE_LENGTH) / 2, SQUARE_LENGTH, SQUARE_LENGTH); g2.fill(square); }
10 Input using parameters l We can also supply input using the tag in the HTML file that loads the applet. l This has the form: where NAME is the parameter name and VALUE is its value. l We can have any number of PARAM tags between the tags. A Simple Program l Once parameters are passed using the PARAM tags, the getParameter() method can be used to get the values from within the applet. Again, the getParameter() method returns a string, so it needs to be converted
11 Input using parameters (cont'd) import java.applet.Applet; import java.awt.Color; import java.awt.Graphics; import java.awt.Graphics2D; import java.awt.Rectangle; public class ColorSelect extends Applet { private Color fillColor; public void init() { float red = Float.parseFloat(getParameter("Red")); float green = Float.parseFloat(getParameter("Green")); float blue = Float.parseFloat(getParameter("Blue")); fillColor = new Color(red, green, blue); } public void paint(Graphics g) { final int SQUARE_LENGTH = 100; Graphics2D g2 = (Graphics2D)g; g2.setColor(fillColor); Rectangle square = new Rectangle( (getWidth() - SQUARE_LENGTH) / 2, (getHeight() - SQUARE_LENGTH) / 2, SQUARE_LENGTH, SQUARE_LENGTH); g2.fill(square); }
12 Inserting Images l Images of type.GIF and.JPEG can be loaded into a java applet by creating an object of class Image as follows: Image myImage = getImage(baseURL, relativeLocation); l baseURL: This is either the URL of the HTML file which loads the applet, which can be obtained using getDocumentBase() method or the URL of the applet's.class file, which can be obtained using getCodeBase() l After the image is loaded, we display it by using the drawImage() method of the Graphics object as follows: g.drawImage(myImage, x, y, width, height, this); where x, y specifies the top left corner of the rectangular area to be used in displaying the image, width and height are the width and height to be used in displaying the image and this is the applet reference. If no width and height are specified, the actual width and height of the image are used..
13 Example Painted House l An image object has two methods getWidth(this) and getHeight(this) which can be used to get the with and height of the image. This is useful if the image need to be centered on the applet display area. this is a reference to the image object. import java.applet.Applet; import java.awt.Graphics; import java.awt.Color; import java.awt.Image; public class Images extends Applet { Image torch; public void init() { torch = getImage(getCodeBase(), "images/olympicTorch.gif"); } public void paint(Graphics g) { setBackground(Color.white); g.drawImage(torch, 5, 5, this); g.drawImage(torch, 200, 200, 100, 100, this); }
14 Playing Sound l Audio clips of type.au can be loaded and played in a java applet by creating an object of class AudioClip as follows: AudioClip myAudioClip = getAudioClip(baseURL, relativeLocation); l An audio clip object can be played by calling its play( ) or loop( ) method. l The play( ) method plays the clip only once, while the loop( ) plays the clip repeatedly until either the stop() method is called or the applet is closed. import java.awt.Graphics; import java.awt.Image; import java.applet.AudioClip; public class AudioSound extends java.applet.Applet { Image myImage; AudioClip music; public void init() { myImage = getImage(getDocumentBase(),"images/bashir.jpg"); music = getAudioClip(getDocumentBase(), "audio/spacemusic.au"); }
15 Playing Sound (Cont'd) public void paint(Graphics g) { int iWidth = myImage.getWidth(this); int iHeight = myImage.getHeight(this); int xPos = 10; // 50% g.drawImage(myImage, xPos, 10, iWidth/2, iHeight/2, this); // 100% xPos += (iWidth/2) + 10; g.drawImage(myImage, xPos, 10, this); xPos += iWidth + 10; g.drawImage(myImage, xPos, 10, iWidth + 15, iHeight + 15, this); music.loop(); }
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