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Hickenlooper: 'By leveraging these grants with local and federal funds, these critical airport improvements will create jobs and help ensure that Colorado's transportation system can meet the grow...
Almost $800 in new books will be added to the collection.
Youth Council to help peers find opportunities in Montrose for summer work.
SMPA will purchase the electricity produced by Paradox Valley solar panels owned by members as well as those that have not been sold.
Dan Chancellor running for District 3 seat while Christine McGinley contemplates run against Elaine Fischer in District 1 Democratic Primary.
Montrose officials are excited about the potential for the river property.
The quest for the Gold Run childcare operator underway, but is Telluride's daycare dilemma as dire as it once was?
Pat Byrd Opens the Executive Plaza – where offices for rent by the half-day or the hour, for Montrose's business and nonprofit community.
Spuint Juanita Moore Scholarship available...Two SMPA Board Seats Up for Election...
Silverton's Patrick Swonger has withdrawn his District 59 bid to support Mike McLachlan.


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Home of the Vancouver, WA Chiropractor
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Vancouver, WA Chiropractor, Dr Troy Dreiling,Zenaptic Chiropractic
3021 NE 72nd Ave, Suite 15, Vancouver, WA 98661 (360)260-6903
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Call today for more information on the area's leading Vancouver, WA Chiropractor. (360)260-6903


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One thing I'd like to see is where you get the plays you break down. Are these plays that you're just making up, or are they plays that you've seen the teams run? If they're plays that the teams have run in the past, showing tape of the play and then explaining how it works and why you think it's a good play to run against the opponent would be more meaningful, I think.
Its plays that I come up with based off what I perceive to be strengths/weaknesses of the team and from what I see them do on tape. I would love to add the video along with my reasoning, but I have to be time efficient as I do both the filming and editing Thanks Gang!! I appreciate the feedback!
I mean, I love the way you break down the opportunity, and relate it to the capabilities and limitations of both teams, but it would be so much more meaningful if you showed examples of similar plays being run against the team in question or by the team in question as applicable. I know that you have to do this as much as 16 times a week, but without seeing where these plays are coming from, it kind of detracts from the "preview" aspect of the production. It's more, "This is what Team A should do to exploit Team B's weakness/es" instead of "This is what I expect Team A to do to exploit Team B's weakness/es". Just my thoughts.
Thanks Ikeman! This is what I pretty much do.. You also have to understand, different team, different match ups, that's why looking at what Team A did vs Team B should work against Team C is not the right way to breakdown a game.
No worries Em. I haven't picked a Bolts game wrong yet this year, and I'm with you on this one: Chargers for sure. Gonna be a squeaker though imo: Going with 27-24 Bolts.


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posted 1 Apr 1998 in Volume 1 Issue 5
Supporting Knowledge Sharing
The sharing of knowledge is counter to the culture of many
organisations and can be a major obstacle to the implementation of effective
knowledge management. William Ives and Ben
Andersen Consulting present a multi-dimensional framework developed to support
change in human performance and applies it to supporting knowledge sharing
While knowledge is one of the few resources that can increase in value
as it is shared, the inter-competitive environment in many organizations fosters
knowledge hoarding; in these firms unique possession of knowledge is seen as
power and job security. As with any major transition in employee behaviour, this
change from a knowledge protective to a knowledge sharing environment needs to
be consistently supported in multiple and interrelated ways.
Sharing insights
and best practices is a behaviour that is critical to the success of any
knowledge management system, yet it is counter to the culture found in most
organizations. This cultural issue is seen by many experts (e.g., Bair, Fenn,
Hunter & Bosik, 1997; Davenport, 1997) as the main obstacle to implementing
knowledge management since, for most firms, facilitating the capture of useful
business knowledge represents a major change in employee behaviour. In the
recent survey of Fortune 1000 executives, 97 percent of respondents said there
were critical business processes that would benefit from more employees having
the knowledge that was currently within one or two people, and 87 percent said
costly mistakes are occurring because employees lack the right knowledge when it
is needed (Chase, 1997).
The Framework: a Human Performance Model
Human performance is
complex activity influenced by many factors. The model below was developed by
Steve Lindauer, Craig Mindrum, and other members of our Performance Design &
Development Competency Leadership team, based on the work of several human
performance experts (e.g., Rummler & Brache, 1996). This model looks at both
Organizational and individual factors that affect performance, and focuses on
obtaining measurable outcomes that benefit the individual and the organisation.
It specifies what a person needs to optimally perform any business task, as well
as what management must provide in order to align performance with business
principal factors are as follows:
Business Context: What is the business mission and strategy? Is it understood? Are tasks aligned with it? |
Organizational Performance factors |
Structure and Roles: How are people organised to support performance? |
Processes: What are they supposed to do? |
Culture: What social and political factors affect performance? |
Physical Environment: Where do people perform? |
Individual Performance Factors |
Direction: What guidance do people receive? |
Measurement: How are they measured? |
Means: Do they have the tools to enable performance? |
Ability: Do they have the skills and knowledge to perform? |
Motivation: Will they perform? |
These ten factors must be working in concert for human performance to be optimised. None of these factors, taken individually, can ensure success, as they achieve minimal effectiveness when operating in isolation. Each is necessary but, by itself, not sufficient. Each will now be addressed in terms of its contribution to knowledge sharing. Because of their interrelated nature, there is natural overlap among factors, and a number of the points could be made under several factors. Some will receive more attention than others, but all are important.
Business Context
Svelby (1997) defines knowledge as the capacity to act, and Davenport, De Long, and Beer (1998) add that knowledge is a high value form of information that is ready to apply to decisions and actions. This capacity or readiness to act only achieves value if it is aligned with the strategic direction of the organisation to increase the desired business performance. It cannot be implemented simply as a good idea if one hopes for it to succeed. In a recent study of knowledge management projects, the successful ones were linked to the organisations economic performance (Davenport et al, 1998). Employees are more likely to share knowledge if it is linked with the common goals of the organisation and achieves clear economic value. To do this, they need to understand and share these goals. Finerty (1997) argues that knowledge sharing cannot be promoted by rewards; the only way to generate real knowledge sharing is to build meaning into the workplace. If people really care about what they do, then they will want to share the knowledge they create. It is not enough to make sure the knowledge management system is simply aligned with the business strategy for knowledge sharing to occur. It is essential that the business strategy is communicated to employees, and that a consensus of support is created so they both understand and concur with the business context in which they operate.
The knowledge management system itself can be one way to communicate this strategy, and the act of knowledge sharing - if successful - can actually make employees feel a greater connection to the organisation, which will increase their likelihood to contribute knowledge in the future. If the knowledge management system is relied on as the only means for sharing the business context, however, it will not be sufficient. Employees need more personal connections with management if they are to become aligned with the business strategy.
Organizational Structure and Roles
Knowledge sharing is best supported by a two-part Organizational structure with professional dedicated knowledge management staff who own the knowledge processes, templates and technologies, and knowledge sponsors, integrators, and developers from the business units who own the knowledge content. This two-part structure and roles can help knowledge sharing in several ways. The professional knowledge management staff can guide and support employees through the act of knowledge sharing. This could include help desk support, structured debriefings, newsletters, recognition programs, and other means. Specific techniques for guidance will be covered later in the Direction section.
Within our firm there are designated knowledge champions who are part of the professional knowledge management staff, and whose major responsibility is to encourage and enable knowledge sharing and knowledge use. These individuals serve an important function as change agents, especially during the early phases of knowledge management system implementation. They set and maintain a standard for personal knowledge sharing while encouraging, exhorting, and even cajoling members of the user community to engage in knowledge sharing. They also serve as the human interface to the knowledge management system by taking issues from the field and passing them along to the appropriate people, assuring users that they have been heard. As part of this role, they also train and support those responsible for supporting knowledge management in the business units. Since the professional knowledge management staff combines both human resource and training skills with information technology skills, it could initially be either part of HR or IT. It should be integrated, however, not split between the organizations, and both sets of skills need to be present. Wherever it is in the organisation, it should have direct access and visibility to the highest levels of the organisation.
Within the business units, there are several levels of roles that can both encourage and enable knowledge sharing. Knowledge sponsors are senior executives who are responsible for encouraging and recognising the knowledge sharing behaviour of their business unit. They are held accountable and rewarded for the knowledge sharing activities of the employees in their business unit. Knowledge developers are designated content experts who create new content for the system as a dedicated, short-term assignment. Knowledge integrators operate at the functional unit or project level, and serve as the central focal point for knowledge use and knowledge sharing. This may be a part-time or dedicated rotational role, depending on the work load. To be effective, this role needs to be seen as a career enhancing one for the most capable. Knowledge integrators play a critical role in encouraging knowledge sharing, since they understand the issues within the business unit as well as the needs of the knowledge system. After receiving training from the knowledge management staff, they in turn train employees on knowledge sharing, help determine what knowledge is appropriate to share, ensure that all key knowledge is placed within the knowledge management system, ensure the quality of knowledge by dealing with such factors as accuracy, timeliness, redundancy, clarity, and other issues, and address issues of confidentiality. Similar to knowledge champions, they act as liaisons between the employees and the knowledge management staff. Knowledge sponsors have overall accountability for knowledge sharing; knowledge integrators have day-to-day responsibility to ensure it occurs. We have recently implemented a similar knowledge integration function in our European practice, with great success. One interesting observation is that a high percentage of these knowledge integrators, referred to as engagement knowledge champions, are subsequently promoted. This suggests that high performers are chosen for this role, that it is one that provides visibility, and that its tasks are valued by the firm-all of which are conditions that support increased knowledge sharing and legitimise it as a cultural value.
Organizational Processes
To foster an atmosphere in which knowledge sharing is likely to occur, it needs to be built into the daily work process. If it is a normal and expected part of the job, then it is likely to be done. If it is something done after hours on an employees own time, it will be an uphill battle to collect knowledge contributions, regardless of how many extra incentives are offered. The U.S. Army has installed knowledge sharing as a standard part of its work in both training and real duty in the form of after-action reviews (Ricks, 1997). In this approach, no effort is considered complete until it has been reviewed and its lessons obtained. As knowledge is useful only insofar as it guides action, a key success factor has been a rigorous program of applying the new insights gained through the reviews. This application demonstrates the value and encourages further contributions. During the U.S. military efforts in Bosnia, the lessons learned were distributed on a frequent basis. Because such observations as avoid snow-covered roads with no vehicle tracks, as they are probably mined were credited with saving lives, members of other co-operating armies frequently requested a copy of the latest lessons learned.
The second important process issue is the need for well-defined knowledge capture processes. Everyone should know where and how to contribute new knowledge and what happens to it after their contribution is made. There should be different processes and channels, depending on the level or type of knowledge that is shared. Expanding on the tacit-explicit distinction of Nonaka and Takeuchi (1995), Hidding and Catterall (1998) recognise three levels of knowledge that range from experiential to emerging to formal. Experiential knowledge is often tacit; it relates to specific events, and has not been generalised. It has high momentary value, often enabling a worker to solve a critical problem. This may occur through material already on the system or in consultation with a knowledge expert (often asynchronously, using a discussion database or electronic bulletin board). Formal knowledge is refined and generalised across many situations and is explicit. Emerging knowledge is both tacit and explicit; it is formal but not generalised. Examples include high-value deliverables from specific projects or successful sales proposals. While they are examples of explicit knowledge, they are designed to meet the needs of a specific situation. They can be frequently reused after varying degrees of modification, but they are not generalised knowledge. Formal knowledge is generalised and structured to educate; it reflects the synthesised and refined intelligence of the organisation.
These three types of knowledge have been likened to raw data (bits of momentarily critical information in discussions), refined information (highly specific formalised knowledge-deliverables, etc.), and synthesised knowledge. This breakdown illustrates the transformation that occurs as tacit knowledge becomes explicit, then fully socialised within an organisation.
All three levels of knowledge provide value and need to be captured and managed within an organisation, but different processes should be adopted for each. For experiential knowledge, open forums with threaded discussions are useful for individuals who wish to share informal insights based on specific events. After filling in an automated response form, individuals can see their item posted, follow responses to it, react to these responses, and continue the dialogue in an open manner that is accessible to all levels of the organisation. Experiential knowledge can also be collected in more formal means through team debriefings (as discussed in the Direction section). For emerging knowledge in project deliverables, sales proposals, or department reports, one team member (such as the engagement knowledge champion described in the previous section), should integrate the collective knowledge contributions from the group and serve as the single contact with the knowledge management system. Formal knowledge (such as integrated collections of best practices or official methods) should be made by dedicated resources from the business units who are given time away from their normal tasks to focus on quality deliverables. Everyone contributes to experiential knowledge, and dedicated team members are tasked with collecting and integrating emerging knowledge, drawing upon the groups collective efforts and insights. Specialists and subject matter experts should create formal knowledge, which is then used and refined by everyone.
Organizational Culture
The importance of Organizational culture is one area of knowledge management with which most industry analysts seem to agree. In a recent survey of 650 information technology professionals by Delphi Consulting Group, 58 percent said corporate culture is the largest impediment to knowledge management (Cole, 1997). Immaturity of technology was cited by 20 percent, immaturity of the knowledge management industry by 15 percent, cost by nine percent, and lack of need by three percent. Another recent study of knowledge management projects found that a culture that supported knowledge sharing was highly correlated with project success (Davenport et al, 1998). The Gartner Group (Bair et al, 1997) suggests that lack of attention to cultural issues, rather than technical obstacles, will be the principal reason that knowledge management efforts fail.
Enterprises with cultures that systematically limit or inhibit capability, autonomy, and responsibility, as well as those in which sharing of knowledge is actively discouraged either by official or unofficial policy, will find that investment in KM technology provides (relatively) minor operational efficiencies at best. (Gartner Group).
In hierarchical organizations, where employees are competing for a decreasing number of positions, knowledge sharing is less likely to occur. In relatively flat organizations that centre around functional or project teams, sharing is more likely to occur because personal knowledge advantage may be seen as critical to promotion. In our own firm-as with most of the major consulting firms-a culture of sharing knowledge was in place prior to the implementation of our knowledge management system. The technology provided a better means to facilitate one of the existing core cultural values.
The Gartner Group (Bair et al, 1997) describes three types of cultures and their relative support for knowledge sharing. There are Balkanized organizations with multiple warlords competing against each other in an atmosphere of mutual suspicion and information hoarding. The potential for knowledge sharing is naturally low here. There are monarchies with top-down authoritarian rule, and officially approved and disapproved subjects whose approval status may quickly change. The potential for knowledge sharing here is better than in the Balkans, but is still limited. Then there are federations with local autonomy, a global framework, and civilised dispute resolution. Co-operation is based on enlightened self-interest, and the potential for knowledge sharing is high.
Because knowledge sharing carries with it strong implications related to personal status and relations with others, openness to sharing will also be affected by the social or national culture within which the individual grew up, lives, and works. Certain cultures are quite reticent about sharing private thoughts or appearing to promote oneself through claiming expertise, while other cultures place a high value on demonstrating such expertise; in some cultures, asking for help from someone else is seen as a weakness.
How do you develop the right culture for knowledge sharing? The solution is not one-dimensional and needs to consider the current Organizational environment, the general business climate of the geographic location, and the indigenous culture. The first step is to identify it as a priority and then provide strong leadership, investment support, and modelling by senior executives. Trust and integrity on the part of leaders will help to unlock employee resistance to share; these traits have been rated as key success factors for business success in a knowledge-based economy (Gordon, 1997). Once trust is established, knowledge sharing needs to be part of everything in the organisations culture. All project reviews should include questions on knowledge sharing and reuse of knowledge. All individual performance reviews should consider knowledge sharing performance. All newsletters and communications should provide links, where appropriate, to the knowledge management system for more details. All IT applications should have knowledge bases to share and collect appropriate best practices around their use. All training courses should require use of the knowledge management system to model and encourage its use. In response to an inquiry as to how a culture of safety had been so successfully adopted at one of our chemical industry clients, the answer was that it is part of everything we do. The same applies to knowledge management. When dealing with a social culture that is resistant to knowledge sharing, it may be necessary to incorporate special activities designed to bring the group to a level of greater openness. Again, all of the human performance factors described in this paper need to be operating in concert.
Physical Environment
The physical requirements may be taken for granted, but individuals need a quiet space where they may reflect and input contributions. This can be difficult in the middle of a busy call centre or warehouse floor. One organisation provided a quiet phone area and a toll-free number for its mechanics to use to provide their insights to trained debriefers who knew what to look for and how to obtain useful information. Much knowledge sharing occurs outside of technology. Some of it is not by design - the sharing of best practices can occur in the coffee room or by the copy machine; however, many firms are employing team workspaces and scheduled team knowledge sharing meetings to allow for these exchanges. Many of the communities of practice within our firm hold regularly scheduled meetings-either in person or by phone-devoted to sharing insights and experience.
Recently, the London Business School created a space between two major departments to increase sharing, and Reuters News Service has installed kitchens on each floor to encourage interactions and knowledge sharing (Earl, 1998). Our firm has created several sites-such as the Financial Ideas Exchange in New York-designed to promote innovation and knowledge sharing. Skandia has set up a futurizing house that provides an environment for knowledge sharing that is enhanced by sights and even smells like fresh baked bread in order to encourage openness and innovation (Edvinsson, 1998). Network connections in these rooms could facilitate access to the knowledge management system and the increased ability to immediately input insights gained from these discussions so others can have access to them. Efforts to technologically embellish such spaces have led to the development of meetingware such as Ventana Group Systems http://www.ventana.com, Meeting Works http://www.entsol.com, and others. In addition, a new group of interior design firms are specialising in optimising workspaces to increase performance; opportunities and developments in this area cannot be overlooked.
Providing proper guidance for knowledge sharing is particularly important since it is a new behaviour for many. The culture may transform itself to promote knowledge sharing, but individuals must also learn how to share in useful ways. Clear purpose and clear terminology are key predictors of knowledge management success (Davenport et al, 1998). The U.S. Army has learned that the more hectic the operation, the greater the imperative for an organised system for collecting lessons learned (Ricks, 1997). Otherwise, the debriefing is unfocused and provides limited value. This need for guidance also applies to individuals. Our firm has developed a series of guidelines for knowledge sharing for all levels of the organisation. In order to achieve real value, guidance needs to be focused on achieving improvement and innovation. When conducting event debriefings, it is important to take the experiential and emerging knowledge, as described by Hidding and Catterall (1998), and attempt to translate it into formal knowledge that can be generalised to other events; do not simply recall events, but move toward conclusions. Clear direction and guidance toward this goal can help unlock our tacit understandings and produce explicit learning. It is often said that to truly understand something, one should teach it. This is because we take our experiential knowledge and translate it into formal learning to impart to others. This process also helps to clarify ones own thinking, which often leads to new syntheses.
Argyris (1994) argues that case studies and other forms of debriefings do not lead to real innovation because of our individual and Organizational defensiveness. We tend to look at others behaviour, rather than focus upon inconsistencies and root causes of actions. We tend to answer the questions of our supervisors in ways that make us look good, but never question whether these are even the right questions. This is particularly true for balkanised or monarchical organizations (to use The Gartner Groups (1997) terms), and partially explains why they will have more difficulties with knowledge sharing. If we focus on the recommendations for actions, it helps us to probe for root causes and positive corrective steps, rather than dwell on the experience itself and what went wrong or right. It allows us to make a positive contribution-the recommended action-that we can feel good about, rather than simply being left with past inadequacies. This guidance can occur in structured group sessions that should be held throughout the project and refined as the work progresses. If the debrief is left to the end, much will be forgotten, and the events are more likely to suffer from the defensive reinterpretation to which Argyris refers.
MITs Centre for Organizational Learning has developed a comprehensive approach to what they call learning histories that involves the collaboration of trained learning historians and those involved in the event (Kliener and Roth, 1997). The employees supply the events and the historians help interpret these events. This approach has provided very useful results for large companies trying to make sense of major events; however, this type of intervention cannot be applied in all cases. Useful guidance can also be as simple as a series of structured questions on a contribution form: what occurred? Why did it occur? What are the implications? How can it be improved? A tool for providing direction is the use of forced choices for categorising information that provides a contributor with a framework that is aligned with the organisations desired categories. While category lists are extremely important for efficient information retrieval, it is possible that they become too constricting, even to the point of inhibiting knowledge sharing. Again, as with all the other factors, this approach, by itself, will not work without the proper Organizational culture and all the other factors working in concert. Leaders need to model this behaviour; a recent Andersen Consulting study of the qualities for the CEO of the future rates self-awareness and reflection as key attributes. This reflection and self-awareness that are necessary for knowledge generation best occurs in a culture of trust and integrity (Gordon, 1997). Without trust and the other human performance factors in place, employees may learn, but they will not share their learning.
In a manufacturing economy, performance is relatively easy to measure, as production output can be counted and assessed against benchmarks and past performance; in a knowledge-based economy, however, output is harder to measure. This human performance measurement is even more important, as an organisations greatest assets are within its people. These metrics for knowledge workers need to fit the job and the corporate culture, start to put a value on ideas, look at knowledge distribution as well as creation, and require input from a variety of sources (von Hoffman, 1998). To recognise that knowledge reuse and distribution is also important, Texas Instruments recently created an annual not invented here, but I did it anyway award (Davenport et al, 1998).
In our firm, knowledge sharing is evaluated at the individual and engagement, or client team, level. Like all other core skills, there is a developmental model of knowledge sharing proficiencies, and each career level in the organisation is assigned an expected proficiency level. These range from knowledge use and participation in discussion databases at the initial levels, through contribution of formal knowledge capital as you gain more experience, to sponsoring knowledge creation and developing new approaches as you reach the higher levels. It is important that these are expectations - not role definitions that might limit behaviour. No one is prohibited from exceeding expectations; on the contrary, they are rewarded for it. Each of these expectations can be translated into actions that can be documented in a review. They are readily available so that expectations are known in advance. There are also other means to assess contributions. For example, all knowledge databases can be sorted by author, which addresses volume. These contributions are also easily accessible by anyone in the firm, so quality can be readily determined. In addition to individual measures, there are certain expectations on engagement teams to contribute knowledge capital from their efforts, and these contributions are monitored. Congratulatory messages are sent from executive leaders when expectations are met. These individual and team measurements provide definition to knowledge sharing behaviour and communicate that the organisation places a value on it. When our European practice initiated congratulatory messages from senior executives to the team, the number of engagement contributions increased.
One of the reasons for the current rise of knowledge management is the increased use of network computing, groupware, intranets, and other technologies that make large-scale knowledge management possible. These technologies are a driving force toward the ubiquitous availability of information, and, therefore, a key driver of knowledge management. Many organizations are upgrading their e-mail to either IBMs Lotus Notes, Microsoft Exchange, or web technology. Where this technical infrastructure is in place, building an elementary but efficient means to support knowledge sharing becomes less of an obstacle. In an increasing number of these instances, knowledge management can be positioned as a way to better leverage existing technical investments. These existing tools can then be extended to automate and simplify the knowledge sharing process. Contribution buttons that launch preformatted e-mail messages destined for knowledge integrators or other editors can provide one means of making the knowledge capture process more accessible. Push technologies can provide user-defined structure to both knowledge access and sharing. Users can rate and categorise the knowledge they are sharing to ensure that it targets the right audience. They can also define and prioritise the type of knowledge they want to receive.
New technologies are also making knowledge capture less dependent on direct contribution by employees as the only means to acquire new knowledge. Data mining allows for knowledge identification by analysing past performance. Content extraction may further automate the collection of experiential and emerging knowledge by selecting the meaningful aspects of documents. In addition, as previously discussed, video-conferencing, application sharing, and electronic meeting support-or meetingware-are useful knowledge sharing enablers. Regardless of the technologies employed, a key investment to support knowledge sharing is the creation of a taxonomy or semantic model that provides a map of the organisations understanding of knowledge and helps to structure category lists for contribution classification. This provides a framework for knowledge contribution by individuals and automated knowledge capture and retrieval by the newer technologies.
When designing knowledge sharing technologies, users should be consulted in the functional and interface design. Knowledge sharing technologies also should be selected to meet the specific needs of particular user groups. For example, the replication capabilities in Notes currently make it very useful for those who work remotely with laptops.
Despite the fact that individuals are taught to share at an early age, sharing in a corporate environment is a relatively new skill that requires training and ongoing support. Knowledge management systems are used to support both individual and Organizational learning, and it is important that they are co-ordinated with all other individual learning initiatives and systems-training and performance support-to obtain maximum leverage from the investment in each (Ives, Gifford & Hankins, 1998). Within our firm, many training courses make use of performance support systems designed to assist in problem solving during learning activities. These performance support systems link to the knowledge management system for much of their material. Course participants are encouraged to make frequent use of the knowledge management system, either directly or through the performance support system. This knowledge management system use exposes participants to the procedures, scope, and benefits of knowledge management while they are still in the learning mode. Instructor-led and technology-based learning are also offered on how to use the knowledge management system, itself.
In turn, the knowledge management system supports training by providing course announcements, registration, and, in the case of many technology-based courses, actual training delivery. Recently, a number of new virtual instructor-led courses operated through the knowledge management system, allowing for online teaming and mentoring. Another new group of courses make use of an intranet approach to delivering computer-based training that is directly linked to the knowledge management system. These courses allow for both the dissemination of knowledge and skills around specific topics and the focused capture of new knowledge capital around these topics. Participants are encouraged to add their comments and experiences about selected course topics. This input goes directly into the relevant sections of the knowledge management system. For example, one course links to the home page covering that topic, and a section within the home page allows for course discussion to be available to others interested in the topic. New knowledge capital in the form of presentations and deliverables that have been generated by the course participants is directly fed into the relevant libraries for inclusion in the knowledge management system. The challenge for any organisation that is implementing knowledge management is to determine how it fits into the total array of learning initiatives. Likewise, the challenge when implementing learning initiatives is to determine how knowledge management can be integrated to provide support and gain maximum leverage from the investment.
Many factors that effect motivation to share knowledge have been covered under the previous factors; we add personal connection as another important motivator. Studies have shown that scientists and engineers exchange knowledge in direct proportion to the level of personal contact; Chrysler attributes a portion of its recent success in new car development to co-locating everyone involved (Davenport et al, 1998). This co-location is not practical in many organizations, but supplementing electronic exchange with face-to-face meetings is more possible. In our firm, much effort is made in bringing different communities of similar practice together so that networking can occur and relationships can be established. These recurring face-to-face meetings help sustain communication and knowledge sharing through the knowledge management system once people are scattered back on their individual projects. You are more likely to respond to a request for knowledge help from someone you know. You also will have a better understanding of what they already know and what they might need so that you can better target your response. Features to promote personal connection are also built into the system; for example, in some discussion databases, there is a button on discussion items that links to the personal profile of the individual making the contribution, so if you have not met the contributor, you can learn their background. These profiles are not the same as the official resumes used for client work; they are more informal and not limited to business experience. Some personal context and interests are also provided, so you have a better understanding of the individual.
Tara Jantzen, one of our Knowledge Managers, recently posted a question in a discussion database within our knowledge management system: What would best motivate you to contribute to the knowledge management system? The answers varied, and reflected many of the factors already covered in this article. They included: make sure it can be done as a normal part of the job, know that promotion is dependent on it, receive thanks and recognition, notify supervisors of the value, be thanked by peers, receive news of how others used the contribution, and know that it is an expected part of the culture of the organisation. There are individual and cultural differences in what drives any human performance. While being singled out as a contributor of the month may work in some U.S. organizations, in certain European countries it might result in ostracism by the workers peers. At an individual level, for some, the key driver is recognition; for others, it may be reward, a fear of failure, or the acquisition of new knowledge. If all of the human performance factors are working in concert to support knowledge sharing, then each of these motivators will be addressed.
Bill Ives and Ben Torrey are at Andersen Consulting. They can be contacted at:
Argyirs, C. (1994) Good communication that blocks learning. Harvard Business Review, July August, 45-53
Bair, J. Fenn, J., Hunter, R., & Bosik, D. (1997) Foundations for enterprise knowledge management, Gartner Group Strategic Analysis Report
Chase, R. (1997) The knowledge-based organisation: An international survey. Journal of Knowledge Management, 1, 1, 38-49
Cole, B. (1997) Users loathe to share their know-how. Computerworld, 17 November, 6
Davenport, T. (1997) Components of successful knowledge management, Babson College conference on: Knowledge Management: The New Paradigm with a Focus on Technology, Wellesley, MA
Davenport, T., DeLong, D. & Beers, M. (1998) Successful knowledge management projects, Sloan Management Review, Winter, 43-57
Earl, M. (1998) Why knowledge management, Presentation at Andersen Consulting's Knowledge Management Workshop, London, March 9
Edvinsson, L. (1998) Knowledge management: The Skandia experience, Presentation at Andersen Consulting's Knowledge Management Workshop, London, March 10
Finerty, T. (1997) Knowledge - the Global Currency of the 21st Century, Knowledge Management, 1, 20-26
Gordon, C. (1998) Trust & integrity: The heart of knowledge management. Knowledge, Inc. in press
Hiddings, G., & Catterall, S. (1998) Anatomy of a learning organisation. Business Change and Re-Engineering, in press
Ives, W., Gifford,T., & Hankins, D. (1998) Integrating knowledge and skills management. ACM Groupware Bulletin, in press
Kleiner, A., & Roth, G. (1997) How to make experience your companys best teacher. Harvard Business Review, 75, 172
Ricks, T. (1997) Army devises system to decide what does, and what does not, work. Wall Street Journal, May 23
Rummler, G. & Bache, A. (1996) Improving Performance : How to manage the white space on the Organizational chart, San Francisco: Jossey Bass
Sveiby, K. (1997) The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets, San Francisco: Berrett-Koehler
Shariq, S. (1997) Knowledge management: An emerging discipline. Journal of Knowledge Management, 1, 1, 75-82
Von Hoffman, C. (1998) Of metrics and moonbeams: Five keys to evaluating the performance of knowledge workers. Harvard Management Update. 3, 1-3.


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Britney Spears has inked a deal with Twister and is wearing a $20,000 bra in their new print ads! Britney Spears' Twister bra is actually from Body Rock Sport called "Eternal Love" complete with 18 karat gold, diamonds and Swarovski crystals. Despite the insanely high price tag for Britney's bra, it's sold out! Can you believe it? What do you think of the new Britney Spears Twister ad? She looks amazing and between this Twister promotion and her new X Factor judge deal, it looks like Britney is back!
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Yuca wrote:
Not to mention numerous anti-Harrington comments.
That's Rip Rig!
You all go around in your Harringtons, jeans and loafers if you want to.
Prof Kelp wrote:
Russell_Street wrote:
.........The Ivy Look is about a look - If I'd have written it there would be no writing at all, just lovely stuff to look at...........
Really RS?
I can't believe for one minute you could resist putting an opinion in there or miss the chance for a swipe at Chensvold
Nope. I'd just put out a picture book. As for Chensvold - He has no place until he earns it when it comes to this subject of ours. He wouldn't be in my book... yet.
as of last week the tome appears to be sold out within the City of Chicago.
Only copies left unsold are in rich, WASP-infested suburbs.
Ivy for Everyone.
I was flipping through the book this afternoon and enjoyed it. I got the same fun feeling that I did when I starting going through those Sports Illustrated issues online. I see Chens has done a bit on the Japanese ivy fans (miyuki-zoku) but he was still dressing in white bow ties when we learned about the all-important Japanese role in preserving this style.
I think someone needs to scan in those Ivy Illustrated booklets.
I've been opening the book at random, noting how much of the 'mystery' is taken out of 'Ivy'. Good. The older I get, the less difficult it seems.
I had the pleasure of seeing both the authors at the new John Simons shop when GQ magazine came to photograph. Graham Marsh wore the same blue cotton J Keydge Ivy League sack jacket as Paul Simons (the son of John Simons), Jimmy and Jason Jules although Jason was busy that day elsewhere. The jacket is a London Ivy league best seller and I think currently waiting for new stock to come in.
Talking of Jason Jules here is an account of his dinner with Jimmy and co featuring Jim's shirt! http://www.garmsville.com/2011/06/close … mburg.html
John Gall (J.P. Gaul) was immaculately dressed in Ivy League style with the perfect knitted tie. An imposingly tall figure until you catch his eye and he smiles and laughs which he seemed to spend all day doing along with the other Ivy League fans in London that day.
Graham Marsh is an older gentleman and also very smart in a relaxed way. Both authors were very approachable and Jimmy was working the room in his usual way. A day I will remember forever.
It's painful to see how thin Jim's hand is in that photo.
I can't spam for toffee. I'm a disgrace.
Last edited by Russell_Street (2011-07-26 13:12:16)
Republican Party Reptile wrote:
I've been opening the book at random, noting how much of the 'mystery' is taken out of 'Ivy'. Good. The older I get, the less difficult it seems.
An absurd comment.
Just looking - again - at Page 138. Talon, 1956. It would be fascinating (perhaps) to see some sales figures (for the US, at least primarily). What might the adventurous young English male have been wearing in 1956? A duffel coat? I'm guessing these young men are attending a race meeting. Bit different from the kind of Terry-Thomas characters you might have found at an English racecourse. I mean, did that look find favour, even in the hippest parts of New England? I found a Madras jacket perhaps a step too far. Seersucker, though, seems to find favour with some women. At least, I've had a couple of favourable comments. Interesting, too, to contrast this look with Jason Jules' remark about passing unnoticed. I'm with him on this, in my periwinkle BB shirt and high-waisted chinos and penny loafers. Attracts little or no attention.


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The GlamNERD's Guide to the U.S. News & World Report College Rankings!
The 2012 edition of U.S. News & World Reports Best Colleges was published online yesterday September 13th. U. S. News & World Report's published rankings of colleges and universities is the nation's most popular and most controversial listing of its kind. Annually, the magazine collects and analyzes statistical data on colleges and universities throughout the country and ranks institutions based on their performance on various indicators/dimensions of academic quality. Many academics, economists, consumers etc have challenged the credibility of the lists, questioning both the data collected and the process by which it is analyzed. Additionally, every school varies in mission, administration, faculty, culture, financial status , etc, therefore many have argued whether are not there are universal standards of academic quality and institutional effectiveness.
In any case, many high school teachers, counselors, students and their families use the U. S. News & World Report rankings as a resource in identifying options for college and beyond. Many do so with a superficial understanding of the rankings and how to use them. Through this post I will share some general information about the methodology of the U.S. News & World Report College Rankings and some insight as to how to use them properly in your college search.


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We are currently in the process of updating our website to make it a better tool for our online visitors. Please excuse any broken links or outdated content. We encourage you to check back to see our exciting new updates!
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The Catch Wire - January 2013 Newsletter Vol. 1, Issue 1
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Simple, fresh food with or without the bun
Call it the naked lunch. No, we're not talking about the William S. Burroughs junkie novel (do junkies even eat?), but a novel lunch truck where you order sandwich-style or without the bun — "naked." Clean Street Food, the...Tags: Mass Media, Sandwiches, Travel, Lifestyle and Leisure, Los Angeles
Pair charged in armed robberies
The alleged accomplice of a man shot Tuesday by an undercover Glendale police detective in North Hollywood during a violent scuffle was charged Friday with nine counts of second-degree robbery with a gun and gang affiliations. Christopher Morales, 21,...Tags: Glendale (Los Angeles, California), North Hollywood (Los Angeles, California), Glendale (Los Angeles, California), Crimes, Crime, Law and Justice
Disney to cut 200 jobs
Roughly 200 positions are expected to be eliminated by the Walt Disney Co., most to be absorbed by the company's Burbank headquarters, in a round of layoffs next week, according to a company source. Some of the positions to be eliminated currently...Tags: Gaming Industry, Layoffs and Downsizing, Job Layoffs, Entertainment, Companies and Corporations
Thank Dog! Bootcamp
Thank Dog! Bootcamp is an outdoor fitness program that combines weight training, cardio training and dog training for dogs and owners to do together. Before anyone can start, they must undergo the consultation/obedience lesson to learn the commands used...Tags: Dog (animal), Health, North Hollywood (Los Angeles, California), Johnny Carson, Burbank (Los Angeles, California)
Punctured Gas Line Forces Evacuations in North Hollywood
NORTH HOLLYWOOD, Calif. (KTLA) - A punctured natural gas line prompted a major street closure and some evacuations Monday. Firefighters were sent to the 6800 block of North Coldwater Canyon Avenue after authorities say construction workers punched a hole...Tags: North Hollywood (Los Angeles, California), KTLA
Man Shot to Death on North Hollywood Street, Suspects at Large
KTLA NewsNORTH HOLLYWOOD, Calif. (KTLA) -- Authorities are searching for several suspects after a man in his 20s was shot and killed along a North Hollywood street. The man's body was found around 1:30 a.m. Monday on a sidewalk in the 6800 block of Laurel...Tags: Murder, North Hollywood (Los Angeles, California), Crimes, Crime, Law and Justice, Los Angeles Police Department
Playwrights Annie Baker, Dael Orlandersmith, Heather Woodbury to give talk
Orlando Theater BlogThe Atlantic Center for the Arts in New Smyrna Beach hosts its 142nd artists-in-residence program with master playwrights Annie Baker, Dael Orlandersmith, Heather Woodbury and 18 associate artists. Annie Baker's name might sound especially familiar to... -
Shooting by undercover Glendale officers was prompted by attempted robbery, police say
L.A. NOWGlendale police shot a suspect in North Hollywood on Tuesday afternoon after they saw the man and his partner try to commit a street robbery, authorities said. Two undercover officers were tailing the suspects in a narcotics case when they...... -
Glendale undercover officers shoot suspect in North Hollywood
L.A. NOWAt least one person was wounded in a shooting involving Glendale police officers in North Hollywood, authorities said Tuesday. No officers were hurt in the incident, which was reported shortly after 4 p.m. in the 6300 block of Colfax Avenue,...... -
Gayle on the Go: Weekend Events for the Weekend of June 4
KTLA NewsHere are the events and locations Gayle Anderson featured in Saturday's report: Preview Saturday, June 4 Auction Saturday, June 18 Debbie Reynolds Hollywood Memorabilia Auction and Preview Paley Center for Media 465 North Beverly Drive Beverly Hills 1-...Tags: Television, Buena Park, Entertainment, Los Angeles, KTLA
L.A. councilman calls for federal probe into homicide suspect's release on bail in Puerto Rico
L.A. NOWA Los Angeles city councilman is calling on federal authorities to investigate why a Puerto Rican judge released a Los Angeles homicide suspect on bail last month. Councilman Paul Krekorian, whose district includes the North Hollywood parking lot where... -
Football: Wednesday nights at Loyola is place to be
Varsity Times InsiderI'm going to be spending lots of Wednesday nights this summer at Los Angeles Loyola because the Cubs will have a weekly seven-on-seven summer passing competition that will include several intriguing teams. The first session is set for June 15......
Jun 24, 2011
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Comment posted McCuish announces details of 'team fit to build recovery in Argyll and Bute' by Mairi.
Newsroom – might be worth putting this 'school-dinners' side-show in a separate story.
Mairi also commented
- Also, the story and the pictures have just been on "The Wright Stuff", Anne Diamond expressing disgust, etc, etc.
- Take my word for it, CSB. I hate it when people say that to me, but it is.
- This is a not-so-little 'challenge' for the new chair of education – whoever that may be.
This has gone truly viral, and has even been (mis)-reported by the Daily Mail.
And yes – I know it is a school in Argyll. In the Minister for Education's own constituency. Expect this to reach the BBC and news outlets today, is my guess.
- Is it not a bit odd to announce the Chair of Cowal and Bute Area Committee before one third of that area has even had a chance to elect its councillors?
I realise Roddy is trying to steal a march here, and this sort of manoeuvring is to be expected. But is it not a bit disrespectful towards the people of Dunoon that their councillors are – by dint of timing – not even in the reckoning?
Recent comments by Mairi
- Argyll and Bute Council: Councillor McCuish leads again
Is that the same John Swinney who has been kept hidden by the SNP since this 'friendly fire' incident?http://www.dailyrecord.co.uk/news/politics/snp-badly-wounded-john-swinneys-1755873
The man who said one thing in private to cabinet colleagues, and then something quite different to the rest of us in public?
No admiration from this contributor.
- Baillie motion celebrates Luss Primary's 5th Green Flag
I can hardly believe it either – some folk have lost all sense of what matters.But Luss Primary School – what a lovely example of getting children engaged and motivated – well done to all
- Argyll and Bute Council: Councillor McCuish leads again
So was this approved by the SNP HQ? It includes Liberal Democrat and Conservative councillors. Or has their recent unshackling from party allegiance cleared that consortium as being fit for SNP HQ approval? Or are the 'SNP' members in the second group no longer members of the SNP?#totallyconfused
- Radically new council group changes all the dynamics: party politics dead in Argyll
And maybe not for the last time, Fletcher - Radically new council group changes all the dynamics: party politics dead in Argyll
The naivety of this contribution beggars belief.Deploy three SNP apparatchiks:
* a councillor who wasn't re-elected last year,
* an MSP that chose to leave representative politics in Argyll and doesn't live in the area
* an MSP that came last in the 2010 general electionand get them to "run a training course for current & prospective SNP councillors". Of course – why didn't we see this was the solution to all our problems?
John Patick certainly has a future … as a comedy writer, coming up with stuff like that.
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Environment, Education, Animals | Lake Geneva | WI | Green 2012 | |


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California residents: seeProposition 65 information
Assembled Depth (in.) | 4.5625 in | Assembled Height (in.) | 81.5 in |
Assembled Width (in.) | 37.5 in | Blinds Between the Glass | No |
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Door Swing | Left-Hand/Inswing | Door Thickness (in.) | 1.75 in |
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Financial advisor Alan Lancz is selling what others are buying while loading up on unloved names such as a beaten-down insurer, a fallen natural-gas angel and Apple.
Money flow gives a snapshot of relative buying and selling pressure in a stock.
A ratio above one suggests greater buying pressure, below one suggests greater selling.
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Duke will feature its Star Spangled Christmas Parade on Sunday, Dec. 9, at 2 p.m. Santa will be coming. Cash prizes for groups: schools, youth, and adult, bicycles for 7 years and under and 8 through 12 years. For those in the parade, please arrive at the school parking lot by 1 p.m. for line-up and judging of floats.
There'll be ping pong, ball toss, and other booths. Enter your name for cash drawings. Good food and good times. Please join them for this fun event.


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- Ease of use
- After sales service
- Value for money
Cited in more than 3000 publications, the Agilent Mx3005P and Mx3000P QPCR Systems are the most flexibleand reliableinstruments available for gene expression analysis, microarray data validation, SNP genotyping, pathogen detection, DNA methylation analysis, and chromatin immuno-precipitation studies. Agilents qPCR software, MxPro, provides users with an intuitive interface, quick experiment design, powerful data analysis and easy report generation. All of these features and more make qPCR with the Mx instrument an exciting and dependable user experience.
- Advanced design optical system with FIVE (5) customer-selected filters and Independent filter selection control
- MxPro QPCR Software - most powerful data analysis software available
- Open platform design supports all fluorescent dyes and chemistries
- The Mx3005P QPCR System is an authorized real-time thermal cycler
Raghuram Dhumpa Status: See all reviews Member since 2013 Organization: Florida State University Read more » | 4.7 RATING:
"The system is easy to use, especially the software. But sometimes the software crashes and we had to restart the computer. I would appreciate it if you could troubleshoot." |
Fiona Sorrell Status: See all reviews Member since 2012 Organization: University of Sheffield Read more » | 4.3 RATING:
"Very easy to use, software is simple and easy to set up and run experiments. We had several repairs made and contacting the company was easy. They gave helpful advice." |
GREGORY STOLTZFUS Status: See all reviews Member since 2011 Organization: FLORIDA HOSPITAL CANCER INSTITUTE Read more » | 4.0 RATING:
"Very helpful in set up, ease of use and customer service." |
Kenichi Tamama Status: See all reviews Member since 2006 Organization: University of Pittsburgh Read more » | 4.0 RATING:
"Quite robust and easy to use. Also capable of 4-multiplex, though I have never used this feature. Our initial one kept failing the QC procedures, but they quickly replaced it with another one, which was fine." |
Kurt Norton Status: See all reviews Member since 2007 Organization: Gen-Probe Read more » | 2.6 RATING:
Ashutosh Rai Status: See all reviews Member since 2010 Organization: Indian Institute of Vegetable Research Read more » | 5.0 RATING:
"This product works nicely and I have been very satisfied with the service and support." |
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Greetings you all
This afternooon my girlfriend bought some new forks and knifes for the kitchen.
They were very tightly wrapped together with those little tie rips(?) and she couldn't get them loose.
"Arend, can you please help me?"
Well, I took my Recue 79mm (which I was carrying) and put the first little serration behind the little suckers and cut them like they weren't even there
This proves again how useful a serrated sheepfoot blade is for everyday tasks
After that I offered her to buy her a serrated Cricket, but the answer was still "NO". Well, maybe one day......


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Written by PETA
I could seriously sit here all day trying to muster up sympathy for these guys and not succeed. Since that's probably not going to happen, I'll just give you the details of the story instead (I will make every effort not to be gleeful about it). Apparently, more than 100 seal-hunting boats became trapped in an ice-pack yesterday and are still waiting for help from Canada's Coast Guard icebreakers. The London Times reported on the story this morning, and you can read more about that here. Maybe a couple of days waiting to get rescued will give them some time to reflect on the large-scale misery they had been planning on inflicting over the next few weeks. Here's a picture of the boats trapped in the ice fields, which, as much as being stuck in inclement weather probably sucks, it doesn't even begin to compare with the horrors these profiteers had in store for their victims.
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iPhone under the Sun
Friday, February 05, 2010
Use the sun's ray to shine some power into your iphone. Novothink's new hybrid solar battery chargers for the iPhone and iTouch doesn't interfere with the touchscreen panel or ports but charges your phone with a unique solar panel. Choose from metallic green, black, blue, white or silver to let your phone soak up the sun.
$79.95 skymall.com
$79.95 skymall.com


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Final Fantasy XIV Online (PlayStation 3)
Manufacturer: Square Enix Part number: 91005
$39.99 at 1 online store
- CNET Editor rating: Not yet rated
- Average user rating: 0 stars No reviews, write one!
- More product information:
- Editors' review
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- Description:
- Embark on a journey of epic proportions in Final Fantasy XIV, the revolutionary MMORPG from Square Enix. In the new and visually-stunning realm of Eorzea, players can develop versatile characters and actively engage in compelling storylines narrated through high-definition real-time cutscenes featuring the player's own avatar. While exploring the far depths of a magnificent world, adventurers are given the ... Read more
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| In stock | Enter zip code to get total price: Price +Tax +Shipping =Total price | as of 06/19/2013 |
*Total price for the Final Fantasy XIV Online (PlayStation 3) are estimated and may vary slightly based on exact tax, shipping, manufacturer rebate or any sale/promotion on the merchant site.


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Cedric's Tavern
Named for George Vanderbilt's beloved St. Bernard, Cedric, this warm, relaxing tavern overlooks the village green at Antler Hill Village. The décor, ambience, and menu pay tribute to the neighborhood pubs of Britain and Ireland. Enjoy satisfying pub fare alongside robustly flavored American and global cuisine presented with Biltmore flair. On tap are Biltmore's own Cedric's Pale Ale and Cedric's Brown Ale.
Open daily for lunch, dinner, and late night entertainment.
Online Reservations
For your convenience, you can make your dinner reservations online. Please note that you must have estate admission or be a Twelve-Month Passholder to dine at Cedric's Tavern.
To make your reservations by phone, please call 828-225-1320.
Preview the Menu


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Check out upcoming events by this organizer, or organize your very own event.
MORTIFIED BERKELEY AUGUST 11TH- Presales are done, but Tix will be available at the door, which opens at 7 PM!MORTIFIEDSaturday, August 11, 2012 from 8:00 PM to 9:30 PM (PDT)Berkeley, United States |
Presale tickets are done, but there will be plenty opf tickets available at the door which opens at 7 PM!
The largest and longest-running project of its kind, Mortified produces comedic content for the stage, the page, and the web. Its latest book, Mortified: Love Is a Battlefield, is in stores everywhere.
Participants include a wide range of people, from professional performers (comics, celebrities, singers) to total amateurs (architects, ad execs, salesmen) all in the noble pursuit of self-degradation. Personal redemption through public humiliation.
Share the shame.
See you at the show!
If advance ticketing is sold-out, there will be a limited number of tickets at the door. A wait list forms prior to show, as we do our best to get people in.
Sign up for Mortified's official mailing list to get news on future shows, special events and more.
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Your message has been sent!
In order to purchase these tickets in installments, you'll need an Eventbrite account. Log in or sign up for a free account to continue.


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We're asking for your help!
Google MyMaps allows you to save your interactive map and share it with others. Here's what we want you do:
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Area Wineries
Wineries within an easy drive of the Cincinnati metropolitan area.
Friday Night Wine Tastings
are the retailers that show up the most on our weekly event list. Keep
in mind that they may not offer tastings every Friday night. Always
check the event list first.
Saturday Wine Tastings
These are the retailers that show up the most on our weekly event list.
Keep in mind that they may not offer tastings every Saturday.
Always check the event list first.
Kevin & Shel's Northern Ky Wine Trail (Friday Nights)
This is where you can usually find us after work on Friday nights.
Regular Dayton Tastings
Might as well throw in the excellent offerings of our neighbors to the north!
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Gillen, Land
Gillen, Land, Land
Gillen, Roberson, Bianchi
Gillen, Dodson, Dodson
Pacheco, Pacheco
Dodson, Dodson
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1940 Chevrolet KA Street Rod in Excellent Condition2 Door CabrioletYellow Exterior Black Interior Equipped with a 350 V8 EngineOnly 25000 MilesAll steel except running... More
1940 Chevrolet Special Deluxe Cabriolet, Traverse Green. I have a bonded Iowa title in my name. Car has been in family since 1971. I bought... More
1940 Chevrolet Special Deluxe in Excellent ConditionStreet RodOrange Exterior Tan Cloth Interior Automatic transmission350 engine with less than 5000 milesRack and pinion steeringTilt steering... More
1940 Chevy Specail Deluxe. Drive Train is all oringal has inline 6 oil bath beather trans is 3speed on tree . 10 bolt... More
1941 Chevrolet Special Deluxe 2 door, nice car. 6 cylinder engine with a manual transmission. Older restoration. Very slight pitting in the chrome. Will need... More
This Custom Chevy Has Been detailed and restored with every bolt getting attentionModifications from top to bottom giving it a modern drive with classic... More
1941 Special Deluxe American Vintage Antique In First Class Collectors ConditionAll Original Body with no rust and symmetrical linesIn Line 6 cylinder engine rebuiltManual... More
1941 Chevy special deluxe 2dr, stored for 30 years, 51,xxx miles, nice orig int, heater, clock, radio, 4 new www tires, 6 cyl, 3 speed,... More
Here we have a stunning 1940 Chevrolet Special Deluxe Sedan that has been professionally built into one gorgeous street rod. The build began with... More
1940 Chevrolet Special DeLuxe two door sedan,a very solid car,just out of lengthy storage,with only one repaint from new.The car has a presentable original... More


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The folks at Northside® don't make you choose between warmth and fashion! Plush, warming imitation fur lines the collar and sides of the Brooke in a chic take on winter gear. What's more, a fleece-lined, cushioned footbed helps lock heat inside while softening the impact each step delivers.
A hot look in cold weather:
State Color and Full Size, as available in the Shopping Cart below. Medium width. Half sizes, order the next larger full size. Get the best of both worlds... fashion and function unite! Order ONLINE Now!
Women's Northside® 11" Brooke Boots
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Give us a call - we're here to help: 0800 121 4536
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Article by Suzanne-Duckett
Boy do we like to over think things. Especially when it comes to meditation - the magical...
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Year Built 1994 Living 1587 SQFT HOA $325/Month Sophisticated loft in Jack London Square! Industrial feel with concrete walls. Split level sleeping loft overlooks great room area. Zen...
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His Excellency Professor Atta Mills was a keen follower of the progress of the Black Stars, most times taking time off his usually busy schedules to visit us in camp during very crucial matches. We fondly remember his visit to the team on the eve of our match against USA in 2010 during the second round of the World Cup in South Africa. Professor Mills motivated the team ahead of the game, goading the playing body to play our hearts out on behalf of mother Ghana. He particularly stressed on the need for unity in camp as a key pre-requisite of success. Truly, Ghana famously won that game setting up a quarter final clash with Uruguay. Though we painfully lost that game to Uruguay under very controversial circumstances, the President stood by us, at a time when most members of the team were depressed at the loss. He entreated us to put that loss behind us and rather look to the future. Having served as Black Stars Management Committee chairman in times past, the late President took a keen interest in the progress of the team, most times offering very valuable pieces of advice. He had an aura of peace and humility around him that was irresistibly infectious to all who came into contact with him. Despite being the most powerful person on the land, the President freely interacted with the playing body, calling players by first name and sharing jokes with us. Those happy moments will forever be etched in our memories. In this difficult period, our hearts go out to the widow, Dr. (Mrs.) Ernestina Naadu Mills, his son, family and the entire country. The least we can do to immortalise the memory of this great President will be to strive hard and qualify for, and perform well at both the African Cup of Nations in January 2013 and World Cup in Brazil in 2014. We ask all Ghanaians to pray for the family as they endure this tragic loss.
added on [ 07/29/2012 00:00:00]
Black Stars defender John Mensah played the full 90 minutes to help his club secure a 2-0 win over Brest in the French league 1 over the weekend.
Source [ Nana Afrane Asante ] Date Added : [ 04/29/2013]
Source [ Nana Afrane Asante ] Date Added : [ 02/07/2013]
General Captain of the Black Stars John Mensah has congratulated the team for beating Cape Verde to ensure a semi final qualification at the AFCON tournament.
Source [ Nana Afrane Asante ] Date Added : [ 02/02/2013]
Source [ Nana Afrane Asante ] Date Added : [ 01/24/2013]
General Captain of the Black Stars John Mensah has sent out a goodwill message to the Black Stars as they prepare for their opening game at the AFCON 2013 tournament.
Source [ Nana Afrane Asante ] Date Added : [ 01/19/2013]


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* Prices shown do not include taxes, license or an $895 destination and handling charge. Actual vehicle/accessory costs, labor and installation vary. Dealers set their own prices. Please consult your selected dealer. Vehicle shown may differ from actual vehicle to be sold.
EPA Mileage. **Based on 2013 or 2014 EPA mileage estimates, as applicable. Use for comparison purposes only. Your actual mileage will vary, depending on how you drive and maintain your vehicle.
*Vehicle photo may not represent actual vehicle for sale. All prices plus government fees and taxes, any finance charges, any dealer document processing charge, any electronic filing charge, any emission testing charge.and excludes leases. Dealerships are not responsible for typographical errors. All prices, specifications and subject to change without notice. Contact dealers for the most current information. Our inventory is updated frequently; however all vehicles are subject to availability and/or prior sale. Dealerships are not responsible for typographical errors.
*These estimates reflect new EPA methods beginning with 2008 models. Your actual mileage will vary depending on how you drive and maintain your vehicle. Actual mileage will vary with options, driving conditions, driving habits and vehicle's condition. Mileage estimates may be derived from previous year model.


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Review Summary
- 4-in. heel
- Front zip closure
- Patent Leather
- Imported
Shipping your purchase is easy on belk.com. Depending on the destination of your package, you can expect it to arrive within 4-7 business days. Shipping Information
Returns are easy on belk.com. Easy returns
Made with quality fabrics and excellent workmanship, MICHAEL Michael Kors offers accessories, footwear and sportswear that epitomize a polished, yet sporty sensibility.
More from: MICHAEL Michael Kors


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Test Clips And Probes
Recent Customer Reviews of Test Clips And Probes:
To help with your decision, here are some reviews that have been submitted by customers like you!
Review of:
Surface Mount Grabbers, 6 In. L, 3A, 300VDC
No good. Kept "popping off" after clipping onto test points. Tried tightening them a bit by bending the ends in a tad with some pliers. Didn't really help. After messing with them for a while, I ended snapping off the tip. Waste of $11. The Agilent alligator clips I bought don't seem that great eith... Read full review
by caspencer
one year agoReview of:
Surface Mount Grabbers, 6 In. L, 3A, 300VDC
Great product, great service and incredible fast shipping. Read full review
by Reginaldo C
one year ago


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Keep listening because before 5PM I'll get another qualifier for the latest KSLX Classic Rock Flyaway to see An Intimate Evening With Carlos Santana at The House of Blues, Las Vegas!! Be listening for my cue to be caller '10' during the Santana Sounder before 5PM! Caller 10 will be put in the hopper with a chance to win the trip when it's drawn for on Friday. Trip includes round-trip airfare for 2 from Phoenix to Las Vegas, NV, one nights hotel accommodations at the Mandalay Bay Resort & Casino, two tickets to 'An Intimate Evening With Carlos Santana' AND a pair of tickets to MEET Carlos Santana!
Good luck!


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KHAS Weather
Love is On The Air with the Hatfields
The News 5 Love is in the Air contest has a winner. The votes were tallied on our website, KHASTV.com and their story won the hearts of our viewers.
Meet Tom and Lisa Hatfield whose 30 year love story started at a bus stop in Denver. Jeniffer Berry: Tell us a little more. Why are you "lucky in love?" Tom Hatfield: It was a fluke. She normally wouldn't have been at the bus stop. Her sister would have given her a ride home as opposed to being on the bus. My car had broken down. There we were. I ended up helping her off the bus. The bus driver locked me off the bus. It was the last bus. So I ended up helping her go home and the rest is history. Jeniffer: You met in 1985 and got married in 1993. What is your secret to success with love? Everyone wants to know. Colin Murphy: Yes, I'm taking notes. Tom: There is no real success. You just gotta want to do it. Everyday. It's not easy. It's not fun, but it's there. Colin: Eight. Is that correct, eight grandchildren? Tom: Yes, eight. Colin: Unbelievable. And they're all eight and under. So they got a few more years to stay busy. Jeniffer: It was quite a Valentine's Day surprise for Lisa, of course. Well, congratulations to the two of you. Thank you for sharing your story with us and Happy Valentine's Day! |
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