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Last year, we decided to start building a completely new version of our product from the ground-up. As part of that process we started to investigate the future of project management. For The People's Damian Borchok sums it up perfectly in his talk about Streamtime, The Future and the Battle for the Soul of Project Management.
If you'd prefer to read Damian's insights, here is an edited transcript of this video.
The future of project management
As part of this project, I was asked to look into what the future of Streamtime, the future of project management, could look like. The idea of project management software and running a professional services business has been something on my mind for the last eight or nine years. I used to run Interbrand in Australia as CEO, and so I had to look at lots of different types of software to help run my business. Whether it was financial management software, project management software, timesheet software, etc. I was never a big fan of any of that, so it was a really interesting project to start thinking about. "If I could have my choice, rather than the IT department choosing for me, what would happen?" So some of this is a projection about what Streamtime could potentially be. About the future of project management software.
"Well, if I could have my choice, rather than the IT department choosing for me, what would happen?"
I think about it in the context of not only Streamtime but the business world. As someone who needs to use this software, what does the future look like for running a business of different sizes, different categories, etc. There's a very substantial amount of change that's happening in our business world that helps as the context for, I guess, what future choices in software could be like. That that's an incredibly important element to this.
We need to change our relationship with numbers
A lot of people in the creative industry struggle with numbers, and often even something as simple as doing timesheets is a battle. Numbers can make us do really strange things. Something we need to be very clear about is that even though numbers help us do things, the majority of people in creative industries and other industries actually don't like working them. They don't understand them fully. They don't understand some of the metrics that we deal with. We have to recognise that rather than just simply saying we have to put up with, "This is the way it's always been." Because I think any organisation in the future that can actually go "no, it's not as it's always been, this is how it could be" will ultimately win. And, you know, it should be for Streamtime to actually do that.
"I think any organisation in the future that can actually go 'no, it's not as it's always been, this is how it could be' will ultimately win."
Numbers are relatively soulless. You know, you look at them and they're fairly cold. Even management consultants mistake people for numbers, and they get a whole bunch of things wrong as a consequence of that. So I think it's important that we actually think about how numbers can actually illuminate our day jobs as opposed to simply being something that we have to work hard at analysing.
Numbers make us lie. Anybody who's seen a timesheet that, for months on end people are putting 7.5 hours on, know that all the people that do that are just lying through their teeth. The consequence of that is that the data is inaccurate. That's when it comes down to my other point, even when we know the numbers are inaccurate, we still think they're better than no numbers. To me, that's a dysfunctional thing. I would say most industries are perfectly happy to have the wrong numbers, but at least if they've got numbers they're okay, which I think is absolutely insane. It's crazy!
"Even when we know the numbers are inaccurate, we still think they're better than no numbers…which I think is absolutely insane."
Numbers alienate us, if we don't relate to them well, we'd rather not deal with them. I know time and time again dealing with a chief financial officer and trying to explain JCRs to them. All that kind of stuff is very, very confusing.
I think numbers at the end of the day make us do weird shit. Time and time again I've seen project managers stand over designers and go, "You'll only put in this amount of time, won't you?" as opposed to accurate reporting. They don't want the job to go over, because that will get pinged upstairs and then they'll come down and ask lots of really uncomfortable questions. So there's a whole range of dysfunction that happens with numbers that we need to consider in the real life usage and how do we actually overcome that in the future of project management.
"You don't want the job to go over, because that will get pinged upstairs and then they'll come down and ask lots of really uncomfortable questions."
Technology at work sucks!
Technology at work sucks, really badly. Time and time again, I've seen, either with clients or within businesses that I've worked in, is the CIO or the CTO often says, "Well, it kind of does but that's what you have just got to put up with." That's the lot of business software. There are a number of things we can do a hell of a lot better.
I actually think most of the technology I use in my personal life has been better than the software I've used at work. And that's kind of sad. I've worked for multibillion dollar corporations that should be able to afford proper software. My own home is better kitted out, which is crazy. People have gotten used to dealing with mediocre software, and I don't think that's good enough for business.
"I've worked for multibillion dollar corporations that should be able to afford proper software and my own home is better kitted out, which is crazy."
I would like that we not wait a hundred years to actually get business software up to a grade that is actually fun to use, aesthetically pleasing, intuitive and all those wonderful things that you often see more in consumer-based software.
Because so much business software has to fit so many features in, it has to make so many compromises, usually the users have to work hard to make the software work for them. And that's crazy because the whole point of software is to automate all those things rather than actually make people dig in deep.
"Because business software has to fit so many features in and it has to make so many compromises, usually the users have to work hard to make the software work for them."
The whole world of feature creep is not helping. There are so many features that go into software that nobody uses and you have to make semi-compromises with the design of the software. You ultimately produce something that's a bit of a Frankenstein and not very friendly to use. So again,when looking at the future of project management, why don't we start to get disciplined around what are the real things that we need and not enter into that arms race that really doesn't help anybody.
The future of work is changing
The reality is the future of work is changing, and we need to be able to accommodate this. In the creative industry, they are transforming radically. They have to. They have no choice because so much of what they do is commoditising. The expectation from clients is changing rapidly. The pace at which people have to work, the more efficient that they have to work is hugely changing the nature of the kind of information they have to get, the pace at which they have to get it. The fact that culture is becoming a far more dominant theme in terms of being the operating system of a business, and being able to measure the nature of a culture is becoming important.
Wherever automation can happen is key. Things are becoming far more volatile and so project management is needing to be more dynamic. All of these things influence the kind of software that's going to be useful, and I would argue that the vast majority of project management software is backward looking and slow in terms of provision of data. Again these things need to be changed so that we can actually capture, the new way of working that's going to be an expectation of business as usual in the future for clients.
Humanising Project Management
When I was thinking about all this stuff, a quote from Woody Allen's "Annie Hall," came to mind, "I was thrown out of college for cheating on the metaphysics exam. I looked into the soul of the boy sitting next to me." I actually think this is a really wonderful quote, because what we're talking about here is that we're not simply looking at numbers as an inhuman thing. We're not simply looking at people as being resources. We're actually looking into the soul of a project, and the thing that matters most in the project are the people that are working around it, that are working together every day of the week to deliver something that's powerful or unsuccessful, depending on how things are managed. To me, if we can have software that is essentially able to look into the soul of that team and be able to provide them with what they need to do their projects properly, to make them better, more competitive, more creative, more effective, that's the kind of stuff that I would hope people pay decent money for.
"The thing that matters most in the project are the people that are working around it."
What are some of the things that we want to do if we're going to look into the soul of a project? As a principle, we should think that the past is past. We shouldn't simply be producing data that is historical. Time and time again, I've been in meetings with project managers who just go, "There's not much we can do about this project. It's gone off the boil and we can't really do anything now for the next two weeks. We're just going to lose money on it. Bad luck." I don't think that's a good enough condition to be in. So the tools need to be able to contribute to our understanding of the future.
Data needs to be an active participant
Most metrics only speak when spoken to, so you've got to go and look for them. They don't actually go, "Hey, I can see two or three things that are going wrong here right now. You should be looking at them." And so you have to wait till you get your reports run and that's too late. So I think data needs to be an active participant in the direction of the project as opposed to being passive, because usually passive is too late.
Most measures focus on time, money and resources, actually not the state of the humans. Most projects fail because of the state of the people, the way they think about things, how they feel, their morale, whether they like the client or absolutely hate them, whether the brief is crap, where they have to work on this thing anyway because they're made to. All those things actually are a substantial impact on projects in terms of profitability, whether people hang around, whether they actually want to give the time on the job or whether they want to run off and do something else or they want to procrastinate and slow the job down. All of those things are the real things that actually affect a lot of industries. So we want to have a look at the individuals and the teams that actually have that kind of impact.
"Most projects fail because of the state of the people, the way they think about things, how they feel, their morale…"
In a lot of the resource management stuff, we treat humans as fungible resources, which basically means they're just perfectly substitutable with other humans, which is just nonsensical. People have different skills. People have different speeds of doing things. They can see things differently. They have different experiences they can bring to projects. Yet we often, as a team, when we're working, we hold that in our heads, but what if software could actually understand that better? And what kind of improvement could that provide? So again how do we account for specific skills of individuals? How do we factor that into the decision-making processes of software?
Where do we start?
This all sounds very future-orientated and science-fictiony, but there are some simple, starting points that we can start to look at in how we might make that work. Whilst this looks like a fair way off, we can already see that there's change coming, whether it's things like Slack, which I think is really a wonderful tool in terms of its simplicity, and its focus and its design for real people, is a really good example. Its success is a clear measure of that. At the other extreme, something like Watson, which is starting the process of artificial intelligence actually providing very, very substantial change in the way that we automate the work that we do and the ability for machines to be able to think bigger and faster than humans and to be useful from that point of view so we can make better decisions. There are some things that we can learn from the expectations that the marketplace will have of software for the future.
So what if we integrated some of this thinking into Streamtime? And we conducted a series of thought experiments on how that could play out.
1. Future-based project management
How do we avoid just the historical stuff and actually look into the future. I think when you look at project management, what it really is, it's a battle for the future. So every time somebody writes an estimate, what they're doing is predicting what the future should be in terms of their expectations. And what happens between now and that future is that a whole bunch of things that they're going to hopefully try to predict but typically they can't predict everything. And so it's a process of entropy that starts to destroy that perfect sort of expectation that you have. But what if software could actually help provide and inform us of data on a day by day basis saying, "You're getting closer or further away from your goal of actually seeing that future" and providing information that helps you to understand how you get to that future better.
"When you look at project management, what it really is, it's a battle for the future. So every time somebody writes an estimate, what they're doing is predicting what the future should be in terms of their expectations."
With traditional project management software, the data that comes back is diagnostic in nature. The shift that we're talking about is prognostic.We future project management tools continually reinforcing. Evaluating the variables that are supporting or weakening a project's likelihood of success and providing options for improvement. We can look at existing information and reframe that to look at the future rather than saying, "This is what I've done." Things like time and budget, margin profitability around projects utilisation multiples and all those classic, sort of, project management things.
But there are some other things. The first one is whilst we do talk about capacity and we talk about people, we talk about them as bodies as opposed to real humans. When I think about capacity, capacity is people's headspace to do a project well, not just simply their time available. And do they have the skill or the capability around that capacity to do it? Because some people will do it faster. We know a Creative Director would probably crack a job a lot faster than a junior. But there're also other more subtle skillsets that we need to consider as well.
"When I think about capacity, capacity is people's headspace to do a project well, not just simply their time available."
At the far end is something called clearance, which we often don't focus a lot on but I think is going to become more and more important. It's the ability to be able to just get stuff done: how fast can we complete things, how do we actually realise cash faster in terms of cash flows, not simply profitability on a project, how do we shut a project down quickly and then move on to the next one and allow us to be able to, I guess, keep up to date with the pace of change of things. And then what is the right composition of team? Can our software actually analyse different groups of teams working together overtime to go, "Actually these are the best possible combinations that we can have"? That's so useful for actually understanding how projects can work better.
2. Culture management
With culture management, there's a growing body of communication, documents, research, study, etc. to say more and more that we've left culture on the table for too long. There are more and more organisations that are using culture as their operating system and it is fundamental to the way a business delivers and is often the how of the business like how they actually deliver their service, which is as important as the end deliverable for clients. And so it's a fundamental piece that I think we can certainly build in some capabilities.
Now when I think about culture, I think purely within the context of a project. I'm not thinking about building an employee engagement system for Streamtime. There're already plenty of employee engagement methodologies, whether it's Employee NPS, which is using the traditional Net Promoter Score, but inside the company. Jobvibe is another one that actually allows you day by day to actually evaluate how teams feel. And then there's the full-scale employee engagement battery of hundreds of questions that people hate doing and it takes forever to get data back.
"At the end of the day, most people stay and leave on the basis of, can I get my job done and do I feel any satisfaction for it?"
So how do we build a system to actually understand how are people feeling at the start, and how are people feeling at the end of this and how do we create a fairly simple way of actually evaluating this stuff? Because I know that often in really crappy projects, the morale and the way people think about it, you see it in how they respond and it tends to show up in the money at the end of the day as well.
There's a lady called Mary Williams who looks at project management and automation. There were some really interesting things that she looked at, and I've kind of adapted some of her thinking. One of the most important things for an employee when they're working on a project, at the end of the day, is not all the nice things that you might get at work, whether it might be meals during the day, or the opportunity to have a Friday off early and all those kind of nice things that companies obsess about. At the end of the day, most people stay and leave on the basis of, "Can I get my job done and do I feel any satisfaction for it?" That is the largest, single contributor whether people stay above and beyond obviously things like pay.
And so Mary Williams looked at that and there were a number of things that she felt were most important to evaluate. Firstly, what is my purpose? Do I know what I'm doing? Does my team know what they're doing? And I know time and time again when projects go badly, often people in the team go, "I don't know what the hell I'm supposed to be doing here." The brief's not clear nobody has asked the right questions, and that's a big contributor to project failure. Secondly is autonomy. Do I have the freedom to do the things I need to do to get my job done or are other things getting in the way of me achieving that? The third one is this idea of mastery. Am I in command of what I need to do and can I do the job well as a consequence of that? That's a really high rate in terms of job satisfaction. And then the last one is relationship. How productive is my relationship with the rest of my team and my client?
So those four measures, if we're able to build those in terms of engagement metric, I think we'd be a long way. And in terms of understanding the kind of read on how people feel, being able to cross-correlate that with financial data and start to see sort of a much better way of managing teams. You can add into that things like culture characteristics of a particular organisation because normally those kind of things are becoming more and more defined as metrics as well. But certainly this is an interesting starting point for actually developing measures into Streamtime around things like purpose, autonomy, mastery and relationship.
3. Personal Data
Most software is built around what the organisation needs, and not necessarily around, "I've got a career here as an individual. What am I getting out of it and what more can I get from it?" Because you obviously conduct a whole range of projects and you build skills out of that and you sometimes get awards for doing that work. Or you might work with interesting people who have a very high profile and you'd like to be able to tell the world about that. You want to be able to transfer some of that appropriate data. And on top of that, I guess there's the fact that there's an obsession with quantified data for people. So people are wanting to know more about themselves in a quantified way and to understand, "How can I improve my performance?" And why wouldn't you want to do that for your own work life?
"People are wanting to know more about themselves in a quantified way and to understand..How can I improve my performance?"
On top of that, we have the fact that more freelancers and contractors are becoming a day to day reality. Typically in the next 5 years, a 30% to 40% increase in freelancers in organisations and contractors within Australia and the U.S. And that's going to only continue. So if you've got people sort of more freewheeling, that data needs to be far more transferable.
So what are some of the roles a personal data can play? I think it's as much for the organisation as it is the individual. Firstly, for performance contribution and improvement, so that you can see the performance of individuals and you can capture that data. We can have a look at project, and culture and skill fit if we have that kind of data and it is transferrable. It's a good record of real credentials, potentially employee sharable and transferable. But also the ability to be able to improve that data should be an incentive and a reward. And to be able to show that and to be able to demonstrate that is key.
So we've looked at a whole different bunch of different things, whether it's how do you visually represent data and a whole bunch of companies including Apple are looking at that. LinkedIn has done a reasonable job of actually building up skillsets and endorsements, and I think those are potentially quite powerful for some people. What happens if we could integrate with them? Would they allow us to integrate with them to actually add on to that and to be able to introduce that kind of data back into the business?
What's next
There are three levels that we can start to look at and potentially build into Streamtime. Firstly, the metrics: we need to capture data, so the skills of the person, the role attributes, granular or specific achievements that people could make within the life of a project and the kind of cultural attributes that they start to build up. And then from that, we can start to create, on the basis of these behaviours being achieved, reward generation. And some of these rewards may be generated by your own team members or they could be actually generated just simply through the data that's been captured and the software going, "actually you've ticked the boxes on these sort of things, so there's particular awards that can be achieved."
And ultimately you can start to build out a whole bunch of personal data and that can sit on the system or you can also take that with you when you go to your next job. So there are a whole range of things that we can play around with in terms of how we make all of this work.
Those are some of the thought experiments that we look towards as a starting point. We have to build out these and start to get sensible about how they might really work. And I think when I was talking to Aaron, he made the point, "Is this Streamtime's future or just pie in the sky?" because a lot of it is not fully considered. While it is still quite abstract, I think if you break it down to those elements, all of them are achievable to a certain degree…so watch this space. Streamtime can be the future of project management.
Damian Borchok is Co-Founder at For The People.


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Ticket #1018 (new defect)
Good UI for passing print jobs off to someone else
|Reported by:
|Owned by:
|The Distant Future
|Fixed in version:
|Upstream bug:
It'd be nice if you had a little dialog when you print where you could specify which user to account a Pharos job to, so someone else can release it (and have it charged against their quota, if they do). This helps a couple of cases where either you print something and send someone else to get it, or you don't have an ID card and are using a guest account (e.g., for SIPB IAP classes) and want your teacher who does have an ID to print your job.
"This is not something we formally support on Athena. We may in the future, particularly if there's a good reason to."
Jon says the right thing to do is to get the Popup client working on Linux. Possibly a custom Gtk+ printing backend would be a stopgap in the short term.
Change History
comment:1 Changed 11 years ago by jdreed
This would be a great thing for the next Hackathon. Some enterprising frosh can go do this, I can give a brain dump of the Popup architecture on OS X (which is pretty much exactly what we want, seeing as how it gets Pharos working on a *NIX based system with CUPS).
comment:2 Changed 11 years ago by jdreed
- Keywords hackathon added
People interested in reverse-engineering the Popup protocol should talk to me. Maybe we should, like, propose this to 6.858 or something.

subset: commoncrawl


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The state should require alternate route programs to limit admission to candidates with strong academic backgrounds while also being flexible to the needs of nontraditional candidates. This goal was consistent between 2015 and 2017.
Rhode Island offers an alternate route to teaching certification through its Alternate Route Preliminary Certificate. Currently, there is only one program approved by the state to offer a full route to alternate teacher preparation, Teach For America (TFA). Rhode Island requires all alternate route candidates to first obtain the Alternate Route Preliminary Certificate, and then teach for one year as the teacher of record while completing the program requirements to earn Initial Certification.
Academic Proficiency Requirements: Rhode Island's alternate certification programs must set an admissions policy that includes requiring applicants to demonstrate prior academic proficiency with a minimum 3.0 GPA in undergraduate studies or a 3.0 GPA in 24 semester hours at the graduate level.
Subject-Matter Testing Requirements: Rhode Island's alternate certification program requires all applicants to pass a subject-matter exam in order to be issued an Alternate Route Preliminary Certificate, which the candidate must hold during completion of the alternate route program.
Coursework Requirements: Rhode Island's alternate certification programs require applicants who intend to teach at the secondary level to have a major in, or closely related to, their intended teaching area. Secondary candidates may also demonstrate subject-matter knowledge on a content measure approved by the state. The state does not outline additional degree or content coursework requirements for candidates seeking elementary or early childhood licensure.
Rhode Island Department of Education, Board of Regents Standards for Alternative Route to Certification Programs: http://www.ride.ri.gov/Portals/0/Uploads/Documents/Teachers-and-Administrators-Excellent-Educators/Educator-Certification/Becoming-an-Educator/Standards-for-Alternate-Route-to-Certification-Programs-FINAL-BoR-Adopted_2009.pdf Regulations Governing the Certification of Educators in Rhode Island 8.2.1 & 220.127.116.11: http://www.ride.ri.gov/Portals/0/Uploads/Documents/Teachers-and-Administrators-Excellent-Educators/Educator-Certification/Cert-main-page/Regulations-Governing-the-Certifcation-of-Educators-in-Rhode-Island.pdf Teach for America, Rhode Island: Certification Overview https://rhodeisland.teachforamerica.org/teaching-here The Learning Community, Elementary ESL Certification Program: http://teachingstudio.org/elementary-esl-certification-program/
As a result of Rhode Island's strong alternate route admission policies, no recommendations are provided.
Rhode Island was helpful in providing NCTQ with the facts necessary for this analysis.
5A: Program Entry
Alternate route teachers need the advantage of a strong academic background. The intent of alternate route programs is to provide a route for those who already have strong subject-matter knowledge to enter the profession, allowing them to focus on gaining the professional skills needed for the classroom.[1] This intent is based on the fact that academic caliber has been shown to correlate with classroom success.[2] Programs that admit candidates with a weak grasp of both subject matter and professional knowledge can put the new teacher in an impossible position, where he or she is much more likely to experience failure and perpetuate high attrition rates.[3]
Academic requirements for admission to alternate routes should set a high bar. Assessing a teacher candidate's college GPA and/or aptitude scores can provide useful and reliable measures of academic caliber, provided that the state does not set the floor too low.[4] States should limit teacher preparation to the top half of the college population.[5] In terms of assessments, relying on basic skills tests designed for those without a college degree is ineffective for alternate route candidates. Appropriate assessments could include the Graduate Record Examinations (GRE) or candidates' SAT/ACT scores.[6]
In addition to evaluating incoming candidates' academic aptitude, programs should also determine whether applicants have the content knowledge they need prior to acceptance into the program.[7] This determination prior to admission is important given that most alternative certification programs do not require additional content coursework during the course of their program. This determination should be made by using the state's subject matter licensure test.
In some cases, alternative route programs require candidates to have a major in the subject they will be licensed to teach. While ensuring content knowledge through an adequate test is essential, rigid coursework requirements can dissuade talented, qualified individuals from pursuing a career in teaching. By allowing candidates to prove their rich content knowledge by testing out of coursework requirements, professionals who have a wealth of relevant, subject-specific experience can pass their expertise on to students. With such provisions, states can maintain high standards for potential teachers, while utilizing experts of respective fields, such as differential mathematics and biology. For instance, an engineer who wishes to teach physics should face no coursework obstacles as long as he or she can prove sufficient knowledge of physics on an adequate test. A good test with a sufficiently high passing score is certainly as reliable as courses listed on a transcript, if not more so. A testing exemption would also allow alternate routes to recruit college graduates with strong liberal arts backgrounds to work as elementary teachers, even if their transcripts fail to meet state requirements.[8]


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Flowers are used in weddings to designate the special people in the couples life.
Bridal bouquet
The bridal bouquet should be selected based on the style of your wedding dress and your proportions. The bridal bouquet shouldn't overpower you! You'll want to have a picture of your wedding dress with you when you go to your florist. The most popular flower for the bridal bouquet is the rose. Other popular flowers include: lilies, orchids and stephanotis. Bouquets are held together by two methods: hand wired or inserted into a plastic bouquet holder. Hand wired bouquets are less bulky and more stable.
Bridesmaids bouquets
The bridesmaids bouquets are selected to compliment their dresses and represent the wedding colors. Bridesmaids may also choose to wear fresh flowers in their hair.
Flower Girl
The flower girl usually carries a basket of flowers or rose petals to be sprinkled as she walks down the aisle.
Groom – boutonniere
The groom usually wears a boutonniere or a spray from the bridal bouquet. The boutonniere may be a rose, stephanotis or lily of the valley. Traditionally the boutonniere should always worn on the left lapel. You may want to ask your florist to pin the boutonnieres to ensure that they are placed correctly and will stay on throughout the day.
The usher's boutonniere is usually a carnation or rose that matches the colors of the bridesmaids dresses.
The mothers of both the bride and groom usually receive a corsage that compliments their dress. The corsage may either be designed to pin on their dress or be worn on the wrist. This would depend on the style of the dress. The fathers of both parents usually receive boutonnieres that are different from those of the ushers.
Traditionally, grandparents receive corsages and boutonnieres.
Other Special Guests
You may have other guests that you want to acknowledge, as well. In the case of a second marriage, you may have children that you want to make feel special. This may easily be done with a corsage or boutonniere. You should also consider flowers for your officiant or musicians, or any special assistants, such as the guest book or gift attendant.


text:
Wiggins Bar-B-Q (1950s-1980s)
Text-to-speech Audio
Fifth Avenue Wiggins in 1964
Fifth Avenue Wiggins
Sixteenth Street Wiggins, across from Old Main
Sixteenth Street Wiggins
Inside the Sixteenth Street Wiggins
Pure Oil Station at Sixteenth Street and Fourth Avenue in 1937
Corral Drive-In, before it was demolished to make way for the Sixteenth Street Wiggins
Karl Kirtley's Merry Go-Round, which later was occupied by Fifth Avenue Wiggins
Knights Restaurant, which occupied the building before it was Fifth Avenue Wiggins
Fifth Avenue Wiggins, circa 1960
The Fifth Avenue Wiggins sign in the 1974 Huntington East High School yearbook
Fifth Avenue Wiggins during the HHS 1961 State Basketball Championship Parade
West side of the Fifth Avenue Wiggins
Fifth Avenue Wiggins
Wiggins menu
Backstory and Context
Text-to-speech Audio
Ralph Wiggins opened Wiggins Bar-B-Q at 2877 Fifth Avenue between late 1949 and early 1951. Before opening at the Fifth Avenue location, Wiggins had owned a drive-in restaurant called Wiggins Outside Inn behind a gas station at the intersection of Washington Boulevard and U.S. Route 60. The Wiggins on Fifth Avenue became the third restaurant to occupy that structure. Around 1946, a restaurant called Karl Kirtley's Merry Go-Round was the first to use the space. The second, called Knights, was owned by Jack Knight, but it was only in business for a brief time. After Wiggins Bar-B-Q had operated for a few years, a group of local businessmen purchased the restaurant in 1956.
Meanwhile, a second Wiggins was opened in 1957 by restaurateur Dave Freeman on the corner of Fourth Avenue and Sixteenth Street (now Hal Greer Boulevard), right across from Marshall University's Old Main. The site was once the location of a Pure Oil Co. gas station. These stations were notable for their unusual English Tudor design, including features like bay windows, steep gable roofs, and chimneys. The site was later occupied by a Corral Drive-In restaurant, which operated through the mid-1950s. The drive-in, which had become quite ramshackle by 1957, was torn down to make way for the new Wiggins Bar-B-Q.
Both Wiggins restaurants quickly became favorites among Huntingtonians. The restaurants had a large menu, offering barbecue mainstays like pulled pork sandwiches, burgers, and hot dogs along with sides like onion rings and fries. Wiggins' most famous dish was its spaghetti, which was made with a distinctive chili-flavored sauce. The restaurant also offered sweet treats such as fresh strawberry pie, many flavors of milkshakes, and limeades. In addition to its food, Wiggins was also popular because of its social atmosphere. The Fifth Avenue location, which was across the street from Huntington East High School, quickly became a favorite spot among students, who filled the restaurant's booths during their lunch period and socialized in its parking lot during the evenings. The Sixteenth Street Wiggins proved to be just as popular among Marshall students, who gathered at the eatery when they needed a break from their studies. With such reliable sources of customers, business at both Wiggins locations boomed for many years. According to Rob Freeman, who took over operation of his father's Sixteenth Street Wiggins, business at the restaurant increased fivefold over the years.
The Fifth Street Wiggins continued operating until the mid-1980s, while the Freemans sold the Sixteenth Street location in 1995. The following year, the building was damaged in a fire and never rebuilt. Although both restaurants were closed, the Wiggins legacy carried on, and its recipes were featured at other local restaurants for several years. In 1985, Darrell "Bo" Smith and Edward Humphries acquired several recipes from Wiggins - including its famous spaghetti - and began serving them at Tascali's Decades Pasta and Grill on U.S. 60 East in Barboursville. In 1999, Rob Freeman and local businessman Edsel Rollyson teamed up to serve Wiggins barbecue and spaghetti at Wiggins Central City, which was located at Madison Avenue and West Fourteenth Street. Both Wiggins Central City and Tascali's have now closed. When Tascali's shut down in 2015, Smith noted that he intended to sell the Wiggins recipes, which had comprised 40% of what his customers ordered over Tascali's nearly thirty years in business.
Casto, James E.. Lost Huntington: 16th Street Wiggins, Huntington Herald-Dispatch. June 20th 2016. Accessed April 20th 2020. https://www.herald-dispatch.com/special/lost_huntington/lost-huntington-th-street-wiggins/article_04ff514d-a726-5ac4-a4a4-ad53b267276e.html.
Casto, Jim. Huntington's Favorite Former Eateries, Part 2, Huntington Quarterly. September 26th 2018. Accessed April 20th 2020. https://huntingtonquarterly.com/2018/09/26/issue-74-former-eateries/.
Roberts, Brandon. Owner of Tascali's wants to preserve memorabilia, recipes after closing, Huntington Herald-Dispatch. March 15th 2015. Accessed April 20th 2020. https://www.herald-dispatch.com/business/owner-of-tascali-s-wants-to-preserve-memorabilia-recipes-after/article_883040da-cbae-54c4-8682-9b5eabdf0525.html?fbclid=IwAR0wyHn9VzH8gBr3pnk9jyZj9GWqCCGC80iKit9j00bkF_ve-bj8--jo1CY.


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Perspective; SOUNDS A LOT LIKE HUSSEIN.
Reader comment on item: What's a Conservative to Do? Vote for Pence
Submitted by Mark (United States), Oct 17, 2016 at 14:52
"He will disdain precedent and customs while challenging laws and authority. He will treat senators, justices, generals, and governors as personal staff who must fulfill his wishes – or else. He will challenge the separation of powers as never before." -- SOUNDS A LOT LIKE HUSSEIN.
"locker room sex tape had great importance," Any worse than previous presidents, including lbj, jfk, and bill?
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Plovdiv is one of the oldest towns in Europe – the beginning of its history dates back to 4,000 years BC. The town in its present appearance surrounds seven hills – the hills of Plovdiv. They are an inseparable part of the town's history.
We start with a visit to the Rila monastery – the most important monument for Bulgarian culture and spirituality. In 1983 it was proclaimed a monument of global culture by UNESCO.
This journey can absolutely satisfy every tourist's wish because of the magnificent nature views it shows and the one-chance experience on the most wonderful narrow-gauge railway in the world!


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RUSH: We also have done something. It's amazing, by the way, when you hear it, how similar Obama's speech last night was to Jimmy Carter's in 1980. It really is kind of stunning. We'll do an A-B, side-by-side comparison and let you hear it. First we start in Fredon, New Jersey. Mark, great to have you. You're up first on Open Line Friday. Hi.
CALLER: Well, mega one-of-the-89-million [not in the labor force] dittos, Sir Rush!
RUSH: Thank you, sir, very much.
CALLER: Last night, and after listening to you this morning on the opening monologue, I realized why I love you so much. Because evidently we felt the exact same way last night. I sat down in the chair and I turned on Fox and I said, "I'm going to watch this speech even though I don't feel well." I felt so poorly that I went and took three Maalox prior to the speech. This is not a joke. I am not over-exaggerating. I did literally do that, and I sat there and I watched him walk out on stage to some of the oddest music, first off, that I've ever heard at a convention.
It was mellow. It was not uplifting. It was nothing patriotic. I was kind of sitting there going, "What am I watching?" He didn't stride out on the floor; he kind of meandered out onto the stage. He did not look like his normal, fiery self. And I was concerned. I must admit, I was concerned that if he hit a home run last night, it could have really changed the momentum of the election. He didn't do it. As a matter of fact, I think he lost the election on one line last night, and it's a line I haven't heard you mention. I was sitting there feeling ill to my stomach, and he said, "I am the president," and he stared right at the camera. He snarled at the camera. He snarled at the American people, and he said, basically, "Screw you, guys! I am the president." I jumped up out of my chair.
RUSH: Well, I remember that. I didn't quite have that reaction, but I can understand yours. The reaction I had was, "Duh! Yeah, like we didn't know that?"
CALLER: I jumped up out of my chair, Rush, and I said, "You just lost the election. You don't throw that in the American people's faces. We already know we made a mistake last time." I didn't vote for him last time, I promise you that, but those that did who are already feeling poorly about their choice, he reinforced it to them by saying, "Nah-nah-nah-nah-nah-nah! You screwed up! I am the president and you're suffering because of it."
RUSH: I can see your point. It might have served him well not to remind us that he's president. Grab sound bite four. I decided moments ago not to play this but now it might fit, because it is interesting. This is Obama from the convention last night. He did say, "I'm the president." I don't have the context here. I can't remember it right off the top of my head, but he did say it. But this was a very curious thing to say.
OBAMA: You see, the election four years ago wasn't about me. It was about you.
RUSH: What?
OBAMA: My fellow citizens, you were the change! If you turn away now… If you turn away now, i-i-i-i-if you buy into the cynicism that the change we fought for isn't possible… Well, change will not happen.
RUSH: This is stunning! In 2008, he was The One! In 2008, he was The Messiah. In 2008, he was "O." He was The One we were waiting for! All of that. He was the empty canvas on which you could paint any picture. You could make Barack Obama anything you wanted him to be. Four years later, it's on you. Four years later, this debacle is all on you. "That election wasn't about me." This is a phony attempt at humility, number one.
But number two, he's trying to ladle this audience with guilt. It's up to them ("us," if you will) to see to it that he has the opportunity to stay president. I don't know. I found it was malaise. Let's do a couple Obama-Carter comparisons. The similarities are striking here. Here's last night. Barack Obama compared to Jimmy Carter in 1980. They're not quite carbon copies, but they are close. Here's Obama trying to cast himself as FDR…
OBAMA: The truth is, it will take more than a few years for us to solve challenges that have built up over decades.
RUSH: Stop the tape a minute! Stop the tape! Wait a minute, now. Here's another thing. All during this convention, Kathryn and I kept looking at each other and saying, "Didn't he say that if he hadn't turned this around in three years, he's a one-termer? Yes, he did say that, Maude. He said it. He said it to a number of journalists, and we've had the tape. Everybody's been airing it, by the way. It's been all over Fox. We've had the sound bite. In three years, if he doesn't get this done, it's "a one-term proposition."
Cue that to the top. Now, "it will take more than a few years for us to solve challenges that have built up over decades"? This guy hates Reagan, by the way. Here's what he's trying to convince people, that the 30 years of conservatism from the eighties gave us what we're having now. The 30 years of Reagan (with an interruption for Bill Clinton, eight years of Clinton). But 30 years of Reaganomics, conservative ideology gave us this economy with all this unemployment.
He wants people to believe, "I thought I could fix it in 3-1/2 years. It's gonna take longer than that. It's worse than I knew. They didn't tell us how bad it was when I took office in 2009. They didn't tell me how bad it was. It's worse than anybody ever knew. Bush lied. He didn't tell me how bad it was, and it's much worse than I thought it was, and it's gonna take much longer than anybody thought to fix this." That's where he's coming from. That's his perspective.
Here's the bite again, in toto…
OBAMA: The truth is, it will take more than a few years for us to solve challenges that have built up over decades. It will require common effort and shared responsibility and the kind of bold, persistent experimentation that Franklin Roosevelt pursued during the only crisis worse than this one.
RUSH: FDR's "experimentation" is a whole 'nother subject. Here's Jimmy Carter saying the same thing, almost…
CARTER 1980: [W]e have a memory of Franklin Roosevelt, 40 years ago, when he said that there are times in our history when concerns over our personal lives are overshadowed by our concern over "what will happen to the country we have known." This is such a time, and I can tell you that the choice to be made this year can transform our own personal lives and the life of our country as well.
RUSH: It's amazing. How do we ever elect that guy? When I hear that, I ask, "How in the heck did anybody ever vote for that?" But, anyway, you see the similarities, and there are more.
RUSH: That's it. When Obama said that he was the president, the context was he had changed from 2008. (impression) "I've changed since 2008. I'm the president!" Which, I guess, was a way of complaining that he couldn't run against himself. Because he's running a campaign as though he's not the president, not the incumbent. Now, Snerdley just shared with me a theory that, frankly, I think is a bit of a stretch. Snerdley thinks that all this talk…
For example, in the last sound bite that we played Obama said, "The election four years ago wasn't about me; it was about you." Snerdley thinks that that was an attempt to get back some of the fallout from (impression), "You didn't build that! You had nothing to do with that. You didn't make that happen." Snerdley thinks that means, "You were the change. You elected me. You were the change." Snerdley thinks that that's Obama trying to make amends. I don't think that's it at all, with all due respect to Snerdley.
I think Obama is saying, "The onus for getting me back in the White House is on you." I think Obama is saying, "It's your responsibility. I did the stimulus for you. I did Obamacare for you. I stuck my neck out for you. I did everything for you, and now it's up to you." I think the onus is on you to get him back in the Oval Office, and to keep his little (pause) on Air Force One. It's totally megalomaniacal. That's what he is. Let's do another Jimmy Carter comparison, shall we?
As you listen to these tapes of Carter, it's 1980. What is that, 30-years ago? Yeah, it's 30 years ago. I can't… (snickers) I always thought Carter was a hayseed. Anyway, we'll do another side-by-side comparison. Here's Obama, and the theme of the speech: "Referendum on their record is not an option. It's a choice between two futures." Obama's record is not on the ballot. No, no, no, no. What we have is "a choice between two futures."
OBAMA: The choice you face won't just be between two candidates or two parties. It will be a choice between two different paths for America, a choice between two fundamentally different visions for the future.
RUSH: And one of those visions we've already been living for the past 3-1/2 years, but you're not supposed to think of that. What's gonna be different if Obama has another four years? It's gonna be more misery, more debacle, more disaster, more crumbling. Here's Jimmy Carter on August 15th, 1980, at the Democrat convention that year.
CARTER 1980: This election is a stark choice between two men, two parties, two sharply different pictures of what America is and what the world is, but it's more than that. It's a choice between two futures.
RUSH: This is uncanny. This is… I mean, I knew it was liberal boilerplate. What did I tell you in the first hour? I knew it was liberal boilerplate. I knew it was liberal playbook, 50-year-old stuff. This is uncanny! Of all the people you want to go out and copy! It's like Paul Ryan said: "If we fired Jimmy Carter, why would we rehire Barack Obama?" Play these two again. Seven and eight are the sound bites. Go with Obama first.
OBAMA: The choice you face won't just be between two candidates or two parties. It will be a choice between two different paths for America, a choice between two fundamentally different visions for the future.
RUSH: And Jimmy Carter…
CARTER 1980: This election is a stark choice between two men, two parties, two sharply different pictures of what America is and what the world is, but it's more than that. It's a choice between two futures.
RUSH: "It's a choice between two futures." No, not "sutures." He said "two futures." Unreal. Sometimes, I even pause to admire myself. I said in the first hour — and I didn't know Cookie had put these sound bites together. I had not heard these before the program started. I just knew. I told Kathryn last night, "This is liberal boilerplate. There's nothing innovative in this speech. There nothing new here. This is old, old, old. It's standard, liberal playbook stuff."
Let's do it again. It's the same 30-year-old playbook. Here's Obama claiming he put us on a path to energy independence from the evil oil companies with all of his alternative energy.
OBAMA: You can choose the path where we control more of our own energy. …
CROWD: (applause)
OBAMA: Today the United States of America is less dependent on foreign oil than at any time in the last two decades.
RUSH: Wait a minute! Stop. Hold it. I just can't let this stuff go by. We'll play the whole bite and we'll play Jimmy Carter, but I can't let this go by. "Today the US is less dependent on foreign oil"? This guy has shut down drilling and production in the Gulf of Mexico. He has not authorized the Keystone pipeline. Now, we've got an oil boom going in North Dakota, but we're having to make up the oil from somewhere because he's standing in the way of domestic production. He's not permitting it. So this is an out-and-out lie.
Okay, keep going…
OBAMA: You can choose the path where we control more of our own energy. …
CROWD: (applause)
OBAMA: Today the United States of America is less dependent on foreign oil than at any time in the last two decades. So now you have a choice, between a strategy that reverses this progress, or one that builds on it.
RUSH: What progress?
OBAMA: We've opened millions of new acres for oil and gas exploration in the last (pause) three years, and we'll open more.
RUSH: Whoa, whoa, whoa, whoa, whoa!
OBAMA: But unlike my opponent, I will not let oil companies —
RUSH: Stop the tape! Stop! (singing) "Stop, stop, stop all the dancing; give me time to breeeeathe." The Hutch just called and said, "Stop singing The Thrill is Gone. If you're gonna do it, just play B.B. King. Don't sing it." This is a weird. You know, every commercial break I go to the e-mail and there's 30 people telling me what I shoulda said, or how I coulda said what I did say better — and then the Hutch piling on. "Don't try to be B.B. King."
We have a choice of strategy that reverses this progress? What progress? Folks, seriously. There's no progress anywhere. Not as a nation. We're not experiencing progress. These people don't like progress. What do you think environmental wackoism is? It's opposition to progress. It is an opposition to modernizing things. It's an opposition to improving standards of living.
Environmental wackoism is opposed to progress. Gasoline was a buck seventy-five when this guy took office. It's close to $4 a gallon now! I guess to a lib, that is progress. That means we're using less of it. But that's how convoluted they are. They won't be happy 'til we're paying $5 a gallon like they do in Europe. "We've opened millions of new acres for oil and gas exploration"? They may have made leases available, but they're not approving them.
Then he said, "I will not let oil companies write this country's energy plan or endanger our coastlines or collect…" This is liberal boilerplate. I mean, I've grown up hearing about how the Big Oil companies are obscenely profiting. They're destroying the coastline and they're wrecking the environment, and getting corporate welfare and tax breaks they don't deserve, and that they write the energy plan. That was the big thing. Cheney brought the oil companies in, remember, and let them write the energy plan.
Folks, I'm here to tell you, I would love Rex Tillerson of Exxon being in charge of our energy program much more than Barack Obama or any of his little statist, socialist Trotskyites running in here and trying to so-call improve our energy situation, because there's not a damned one of them that has the slightest idea what they're doing. They're a bunch of professorial theoreticians from the faculty lounge at Harvard, thinking they've got all the answers. Barack Obama and his pals could not produce a drop of gasoline if this country depended on it. There's not a one of them that would know what to do. Every one of Barack Obama's energy buddies goes bankrupt. Hello, Solyndra. By the way, one-year anniversary of them going bankrupt I think was yesterday. Okay, so I don't need to play this again. You've got it, it's fresh in your mind. Choose the path where we control more of our energy, we're producing all this wonderful oil, but the oil companies suck. Here's Jimmy Carter, August 15th, 1980, Democrat convention.
CARTER 1980: The battle to secure America's energy future has been fully and finally joined. Americans have cooperated with dramatic results. We've reversed decades of dangerous and growing dependence on foreign oil. We are now importing 20 percent less oil. That is one-and-a-half million barrels of oil every day less than the day I took office. This is what they propose: to destroy the windfall profits tax and to unleash the oil companies and let them solve the energy problem for us.
RUSH: It's the same thing. It's unreal. It's the same thing, 30 years apart. It's the same speech. I am twice, three times as stymied now as to why Obama did this last night. Not only did he phone it in, not only was his heart not in it, not only was it a bad speech and no nourishment, no beef, it was a carbon copy of Jimmy Carter. You notice how all these Democrats talk out of both sides of their mouths? They all say that we have reduced our dependence on foreign oil when it's time to run for office, for election, but every other time we're importing more, we're getting worse, and the oil companies are soaking us, and they're ripping us off. But at election time, they all tell us that we're depending less because of what they've done. We ought not be importing any oil anymore if all these Democrats were as successful as they tell us they have been.
RUSH: I, naturally, was right. Snerdley, of course, was wrong. We have dug up an e-mail from Obama to his supporters, a fundraising e-mail, and the e-mail says: "The fact is that solving this problem is up to you. We are losing this air war right now." This was a pitch for campaign contributions because Romney was out-raising them. So they sent an appeal out to all the people on their mailing list, "The fact is, solving this problem is up to you. We are losing this air war right now." So this is, "If I lose, it's your fault." Obama's saying, (imitating Obama) "It ain't on me anymore. If you have hope, it better be in you. I've been at this three-and-a-half years, and I don't know what I'm doing, and it hasn't worked, and so it's up to you now. It's up to you save my job, 'cause I am worth it." That was the speech last night.
Okay, one more comparison, Obama to Carter. The weight of a failed presidency has taught both of them what to do if only you give them another chance. They've failed, but they know now what to do, if you just give 'em another chance, Obama first.
OBAMA: Times have changed, and so have I. I'm no longer just a candidate. I'm the president. I know what it means to send young Americans into battle. For I've held in my arms the mothers and fathers of those who didn't return. I've shared the pain of families who lost their homes and the frustration of workers who've lost their jobs. While I'm very proud of what we've achieved together, I'm far more mindful of my own failings, knowing exactly what Lincoln meant when he said, "I have been driven to my knees many times by the overwhelming conviction that I had no place else to go."
RUSH: Here's Jimmy Carter.
CARTER 1980: Let me talk for a moment about what that job is like and what I've learned from it. I've learned that only the most complex and difficult task comes before me in the Oval Office. No easy answers are found there, because no easy questions come there. I've learned that for a president, experience is the best guide to the right decisions. I'm wiser tonight than I was four years ago. And I have learned that the presidency is a place of compassion. My own heart is burdened for the troubled Americans, the poor and the jobless and the afflicted. They've become part of me.
RUSH: I'm just sitting here in stunned disbelief. Barack Obama, he coulda channeled FDR. He coulda gone back and tried to copy something JFK had said, or RFK. If he's gonna go back to the past and seek inspiration, if he's gonna go back in time, if he's gonna go back to the liberal playbook, if he's gonna go back to the Democrat Party failed ideas of the past, if he's gonna go back to the boilerplate, why pick Jimmy Carter, if you want to win? Why pick Jimmy Carter? Little did I know — and I'm always aware when I'm right; I never doubt it — but little did I know how right I was when I warned the people of America that an Obama presidency would end up being nothing more than the second term Jimmy Carter never had.


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Shane Buechele completed 22-of-27 passes for 244 yards and four touchdowns, leading no. 11 Texas to a 41-7 victory over UTEP on Saturday night at Texas Memorial Stadium.
The Longhorns (2-0) scored the game's final 31 points after UTEP (1-1) closed to within a field goal (10-7) midway through the second quarter.
Texas had a balanced offensive attack with 245 yards passing and 171 rushing, and UTEP was limited to 208 yards and 10 first downs.
"I had no problem with the way the kids competed," UTEP coach Sean Kugler said. "I think their horses kind of caught up with us in the second half. I thought the kids fought. We weren't real effective in the passing game today. I thought it took about a quarter for our whole team to get settled into that game in all three phases, and then about the second quarter they settled in and played extremely hard."
The Miners totaled one first down and 21 yards in the first quarter. Meanwhile, Texas took a 10-0 lead on a 29-yard pass from Buechele to Jerrod Heard and a 22-yard field goal by Trent Domingue.
UTEP came alive in the second quarter behind national rushing leader Aaron Jones. He rambled for 104 yards on 10 carries in the period, including a 51-yard sprint to the end zone that cut the Longhorns' lead to 10-7 with 8:28 to play in the half. The Miner defense set up the drive by forcing a three and out with back-to-back sacks of Buechele by Jayson VanHook and Nick Usher.
Texas tacked on a 43-yard field goal by Domingue and an eight-yard TD pass from Buechele to Jacorey Warrick to head to the locker room up 20-7.
Jones rushed for 114 yards in the first half to go over the century mark for the 12th time in his career. He has had a 100-yard rushing quarter in his last three games dating back to the 2015 season.
The Miners were limited to two first downs and 15 yards in the third quarter as Texas added two touchdowns to push its lead to 34-7. The Longhorns pounded out a 12-play, 52-yard drive, capped by a one-yard punch into the end zone by Chris Warren III, then struck in a more timely fashion as Buechele found Dorian Leonard for a 46-yard scoring pass.
"The game was into balance at halftime and then we gave them short field opportunities. It was too many," Kugler said. "In fact, I thought the defense played pretty well. The final score doesn't indicate that, but they were dealt short fields many times in tough situations and I thought they battled extremely well, especially with Alvin Jones coming out in the second quarter with an injury and he didn't play the remainder of the game. We had to move some guys around but they responded well."
A seven-yard pass from Buechele to Heard with 9:30 remaining completed the scoring.
Kavika Johnson, making his first start at quarterback for UTEP in place of the injured Zack Greenlee, completed 9-of-15 passes for 42 yards and rushed 13 times for -2 yards. He was relieved by Ryan Metz in the fourth quarter.
Jones finished with 123 yards on 18 carries. True freshman Walter Dawn was the leading receiver with 19 yards on three catches and another newcomer, junior college transfer linebacker Dante Lovilette, was credited with a game-high 10 tackles.
"I thought Jayson VanHook did a really nice job. He was getting great pressure on the quarterback, he plays well in space, he's an athlete, I think he's a guy that can really move into the starting position there in the nickel spot and maybe even at outside linebacker. He's got a lot of promise," Kugler said.
"I saw some exciting things from Walter Dawn. He had some good returns, he had some returns that he probably shouldn't have bounced or taken out. He still needs to make some better decisions there. He made some good things happen with the ball in his hands and these are young guys in a game like this, with the game out of balance, when it was 34-7 going into the fourth quarter, we've got Aaron Jones out of the game, he showed what he can do but it wouldn't have made any sense to get Aaron Jones injured in a game that really didn't mean anything at that point. We wanted to get looks at guys like Quadraiz Wadley and [Tyrone] Nelson and see what they could do."
Warren rushed for 95 yards for the Longhorns and Warrick contributed 73 yards receiving.
"The main thing was to get out of this game healthy," Kugler said. "From a physical standpoint, I thought our kids hung in there and competed. We just didn't have the horses that Texas had in the end and it kind of showed in the second half."
The Miners will be home the next two weeks, hosting Army on Sept. 17 (5 p.m.) and Southern Miss in the C-USA opener onSept. 24 (6 p.m.). UTEP season tickets are still on sale by calling 747-6150, and the number for single-game tickets is 747-5234.
Photo Gallery by Andres Acosta


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Sunday, August 30, 2009
Schauer on Lie Detection, Neuroscience, and the Mistaken Conflation of Legal and Scientific Norms
Frederick Schauer (University of Virginia School of Law) has posted Can Bad Science Be Good Evidence: Lie Detection, Neuroscience, and the Mistaken Conflation of Legal and Scientific Norms on SSRN. Here is the abstract:
As the capabilities of cognitive neuroscience, in particular functional magnetic resonance imaging (fMRI) 'brain scans,' have become more advanced, some have claimed that fMRI-based lie-detection can and should be used at trials and for other forensic purposes to determine whether witnesses and others are telling the truth. Although some neuroscientists have been at the forefront of promoting such claim, most neuroscientists aggressively resist them, and have argued that the existing research on neuroscience-based lie-detection is deeply flawed in numerous ways. And so these neuroscientists have resisted any attempt to use such methods in litigation, arguing, in effect, that they are the product, so far, of poor science. But although it is probably true that the existing studies have serious problems of validity when measured by the standards of science, and true as well that the reliability of such methods is significantly lower than their advocates claim, it is nevertheless an error to assume that the distinction between good and bad science, whether as a matter of validity or a matter of reliability, should be dispositive for law. Law is not only about putting criminals in jail, and once we understand that numerous uses of evidence in various contexts in the legal system require a degree of probative value far short of proof beyond a reasonable doubt, we can understand the larger point that legal and scientific norms and standards are different. Some examples of good science may still not be good enough for some legal purposes, and, conversely, some examples of bad science my, in some contexts, still be good enough for some legal purposes.


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How Pregnant Women Can Plan Against Pain
I recently had a conversation with my husband about drugs while watching television. The commercial aimed towards sharing the dangers of opioid drugs was an eye-opener for me. When I was pregnant with my children, I never thought about pain management. I honestly believe it's the last thing women who are pregnant or planning to become pregnant would think about, however, it's important for us to know we have choices. It is possible to plan against pain and learn about non-opioid pain relief options.
Disclosure: "I received this educational information and assets from Moms Meet (momsmeet.com) to use and post my honest opinions. Compensation for this post was provided and this page may contain affiliate links."
I've teamed up with Moms Meet to share about the Choices Matter campaign. The campaign is designed to educate and empower patients, caregivers, and physicians to discuss pain management options, including effective non-opioid options, prior to surgery. I feel it's vital for future moms to know as much information as possible so they can be informed.
What The Choices Matter Program Aims to Spread Awareness About
Did you know the use of non-opioid options before, during, and after surgery can significantly decrease or, in many cases, completely eliminate the need for opioids after many common procedures, including C-section deliveries?
- More than 1 in 3 women had C-section deliveries; overall, 1 in 5 C-sections were unplanned
- More than 1 in 3 (36%) women did not have a birth plan, which is an opportune time for a patient to speak with their doctor about pain management options, including non-opioids
- 38% of women are open to pain management options, but think some kinds of pain medications are or could be harmful to them or their baby
- Opioids and childbirth:
- 19% believe they are fine for other procedures, but not childbirth
- 25% believe they will be able to handle the pain without opioids
- 21% have no issue taking opioids
- 35% prefer to let their doctors decide what is best
- Nearly nine-in-ten (88%) of mothers have concerns about taking opioids during and after childbirth. Despite these concerns, more than half (51%) of C-section patients are prescribed an opioid.
- Leading concerns surrounding opioids and childbirth:
- Breastfeeding/impact on baby: 53%
- Side effects: 52%
- Nearly a quarter (24%) of those surveyed fear the risk of dependence or addiction
- While C-section patients had more opioids and anesthetics in the hospital and at home, they were less satisfied with their overall pain management
- 44% of C-section mothers were not completely satisfied with how their pain was managed during birth
Three Reasons to Visit the Plan Against Pain Website:
- Be Better Informed: If you're like me, it could be better to take the time yourself and read about the facts and statistics on the Plan Against Pain website. They have so much useful information on the site and a special section dedicated to helping women better understand their options when dealing with pain management and pregnancy.
- It Covers More Than Women's Health: The information on the Plan Against Pain website is dedicated to more than just childbirth. It also covers other aspects of women's health. It also provides information for general surgery, oral surgery and so much more.
- Take the #OneLessPill Pledge: The fight against over-prescribing of opioids is one we can all and join in on. You can take the pledge to share more about the Plan Against Pain site and spread the word about how we all can help reduce the amount of these kinds of pills ending up in our communities to be abused or misused.
Visit Plan Against Pain Now:
Be sure to visit Plan Against Pain now to learn more about the Choices Matter campaign and take the pledge. Get active on social media to stay up to date about new programs and how you can help spread the word.


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Was brick tea thrown overboard at the Boston Tea Rebellion?
The answer is NO.
I sometimes see this myth mentioned in historical accounts of the Boston Tea Party. I have seen stacks of tea bricks for sale in the gift shops at historic sites with a narrative sign that says "the East India Company brought these bricks of tea from China and shipped them to the Colonies, including 45 tons on board the three ships moored in Boston Harbor on December 16, 1773."
According to Lu Yu in his Cha-Ching, Okakura Kakuzo in The Book of Tea, and my research at the China National Tea Museum in Hangzhou, the evolution of Chinese tea may be remembered in three main stages 1) Cake or Boiled tea, 2) Whipped tea, and 3) Steeped tea.
three stages of tea
The Cake or Brick Tea stage, in which the compressed tea was broken and boiled, can be traced to the Tang Dynasty (618 – 907).
The Powdered tea stage followed as tools – such as the roller below – were created to grind the tea into a fine powder before it was whipped into a frothy beverage.
The Leaf stage, beginning with the Ming Dynasty, gave us the steeped tea beverage that is most popular today.
In ancient China, the tea brick, compressed tea made of ground or whole tea leaves pressed into a block using a mold, was the most popular form of tea produced and consumed. It served too as a common currency for trade, or tributes, outside China.
By the 18th century, the most common tea for export to Europe was tea in leaf form. Brick tea was still available and widely used for trade, but mostly with countries bordering China's northern and western frontiers.
In simple terms, brick tea headed northwest on horseback via the Tea Road beginning in the 6th century. Loose green and black teas left the ports of Canton and Amoy bound for London and Amsterdam starting in the mid 17th century.
Samuel Ball, a former inspector for the East India Company, wrote an extensive account of Chinese tea trade in 1848 which included stories of brick tea –
I was informed that a superior kind of brick tea is made in the Bohea or Black Tea country, but for the most part, it is of inferior quality from Szu-chuen, one of the border provinces adjoining Tibet.
He went on to say,
It may now be observed that the brick tea is extensively used throughout every part of Central Asia, from the Gulf of Korea and the great wall of China on the east, to the Caspian Sea on the west; and from the Altai chain in the north, to the Himalaya mountains on the south. It is also largely used in Siberia, and somewhat in the Caucasus; in short, wherever the Calmuc and Mongolian races have extended themselves. It is meat and drink to them. It is mixed with milk, salt, and butter so that it forms more substantial diet than the fragrant fluid which smokes [steams] on our tables.
tea for the wrestlers
Ball recounted the story of a Russian embassy official, recorded in 1828, who spoke of frequent caravans of brick tea going from Peking to upper Mongolia. On one of the excursions, they met with a party of Bucharians with 140 camels laden with brick tea. He recalled a celebration where Chinese merchants made an offering of 350 pieces of satin and 400 chests of brick tea to the Holy Lamas.
After two days of games, a richly decorated tent was erected and brick tea in silver cups was brought in. A cup was first presented to the holy men and then to all persons of distinction. As for those who had no cups, some of the tea was poured into their hands. Prizes were then distributed to the winners of the games, including 1000 bricks of tea to a triumphant wrestler.
Another account in the Edinburgh Review (1818) spoke about tea habits in Tibet:
All classes of Tibetans eat three meals a day; the first consists of tea; the second of tea, or of meal porridge if tea cannot be afforded; the third of meat, rice, vegetables, and bread; or soup for the lower classes. At breakfast, each person drinks about five or ten cups of tea.
About an ounce of brick tea and soda are boiled in a quart of water for an hour. It is then strained and mixed with ten quarts of boiling water and some salt. The whole is then put into a narrow churn, along with yak butter, and stirred until it becomes a smooth, oily and brown liquid resembling chocolate. It is then transferred to a teapot for immediate use.
This recipe is similar to Tsampa – with the addition of barley – drunk in Tibet today.
Did the East India Company import tea bricks?
Not on any grand scale. In the latter half of the 18th-century, there were a few tea bricks in British hands, mainly as curiosities in collections such as the Museum of Asiatic Society. I saw a 19th-century tea brick bearing the likeness of Queen Victoria at an exhibition in Shenzhen in 2017.
But brick tea was undoubtedly not broken and placed in the elegant wooden tea caddies of polite London homes or Boston parlors.
Accounts of the Boston tea rebellion included stories of tea leaves piled like haystacks alongside the ships in Griffin's Wharf while men used rakes to plow the leaves into the low tide of Boston Harbor.
In my edition of A Social History of Tea, I included a copy of the official East India Company invoice listing all the teas lost or returned during the 1773-4 tea rebellions, which took place in Boston, New York City, Philadelphia, and Charleston. There is no listing of brick tea on that document.
I am keeping an open mind, so if you have proof that brick tea was tossed into Boston Harbor on December 16, 1773, I would be happy to see it!
Tea Maestro Bruce Richardson serves as Tea Master for the Boston Tea Party Ships & Museum.


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