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Motivation at Work
The Magic of Motivation
Motivation is the powerful mainspring driving all human actions.
With it, humans have summoned up from within themselves superhuman energies to climb the highest mountains, reach the moon, build huge cities and corporations, win terrifying wars and achieve almost impossible lifetime goals despite all obstacles. We marvel at the power of human motivation and intense determination as we read histories of George Washington and his foot-frozen men during the Revolutionary War, view on TV the last ounce of exertion of a winning Olympic runner, watch the quiet strength of a nurse tending the dying, listen to the shouts of patriots arming against invaders of their lands, scan through history the heroism of men and women still honored today as gods for their memorable deeds.
Without it, humans are near-lifeless, vegetative, drifting meaninglessly from one day to the next, merely awaiting clinical rigor mortis.
The Ultimate Power of Personal Motivation
Thus the secret or magic of any meaningful human life lies in the personal goals, motivation and bedrock determination driving it. The difference in their lives between an honored achiever and a useless drifter is seldom a function of mere mental or physical nature; it stems from deeply powerful inner motivation - or the lack of it. For leaders, this "inner trait" of high motivation and determination constitutes a central element of the century-old "trait theory of leadership."
Inner motivation (or lack of it) is the difference between heroic soldiers who face and stop an enemy - or run away and don't, scientists and other professionals who reach their career goals - or don't, comparably-skilled athletes who win - or don't, adults who "do drugs" and self-destroy - or don't, healthy men who work hard for self-reliance and shun the welfare pit - or don't, craftsmen and assembly workers who manufacture daily high-quality products with high productivity - or don't, humans who build significant lives for themselves and family - or don't. In the workplace, motivated people rise to heights of effort and work results while the unmotivated wither in mediocrity or sloth. In short, the key to productivity is human motivation.
Defining What Motivation Is
Although there is academic controversy among psychologists about a technical definition of motivation, whether it is solely "internal" or not, our practical definition here is simple: to "motivate" another person is to get him to do what you want him to do, to get his cooperation. To "motivate" yourself is to get yourself to do what you want (lose weight, start a particular career). How this is done, how we motivate others (or ourselves), is the main object of this book.
Academic Controversies about Defining Motivation
Let's at the outset settle, then ignore as merely academic, several technical niceties argued profusely among behavior scientists and linguistic philosophers.
Even granting that "motivation" is essentially "internal" (i.e. generated from within a person, not by external others), it is obvious in practical language that one person ("A") can usually make another ("B") do what he wants by external influence.
If "A," a street mugger, points a gun into "B's" chest and demands his wallet, any rational "B" will do exactly what "A" is motivating him to do. Thus, in operational terms, it is accurate to say that "A" (an external agent) is motivating "B," and this is the plain-English language we will use here. (Technical language might be more correct in academic circles but too cumbersome and of no practical use for managers on the job.)
Similarly, we will use the term "motivation" as morally (ethically) neutral. To motivate others is, by definition and per se, only the act of getting others to do what you want them to do. How you motivate another clearly ranges from moral to immoral and legal to illegal (for example, the mugger above) based on standard ethical or legal tests of human behavior.
Thus we focus below solely upon theories and specific methods by which managers (and similar supervisors such as parents) motivate subordinates in the workplace (or children) to get the latter's' full cooperation. Only occasionally, and secondarily, will we note the (usually obvious) ethical dimensions of motivational methods.
The "Economic Man" Theory of Motivation
Over human history, two forces have been the major motivators of workers: fear and money. Slaves built pyramids or Roman roads and medieval farm hands tilled soil from daybreak to nightfall, their lives a sequence solely of work and sleep, motivated by sheer fear from their absolute masters that doing otherwise meant instant execution or slow starvation for themselves and their families.
For thousands of years, the world's work has been forced by elemental fear on billions of humans with only the choices of desperate work or death. American colonists, early European farmers and African natives faced the same choices with nature their master, eternally working the soil or forests for food or fail and die. Primordial fear for life and loved ones has dominated human history as always a sure and quick motivator.
"A Day's Work for a Day's Pay"
Money is the other and similar motivator. Pay for working is a more civilized form of coping with the natural fear of starvation, sickness and death. If you work hard, employers pay you the money to buy food, shelter, medical help and survival; without it, you and your family die.
From this simple "carrot and stick" approach, economists and factory managers operated upon the so-called "economic man" assumption underlying human motivation: that a worker's sole reason for working in factories and farms was economic necessity, to keep a steady job and take home pay for family necessities. The slogan, "A day's work for a day's pay" (and nothing more), sums up crisply employers' attitudes about worker motivation, even in early 20th century English and American factories.
Bosses' Absolute Power to Hire, Pay, Punish and Fire
Employers and managers assumed that their sole obligation to workers was to pay them "fair" wages determined by strict supply-and-demand market forces, the more workers begging for jobs the lower the wage rate. Anything beyond "fair pay" was economic waste and superfluous (such as praise for good work, arrangements for safety or hygiene, participation in any decision making, medical, disability or pension benefits, comfortable working conditions, vacation or medical leave, etc.).
Knowing the stark realities of the job market, workers expected and got no more than their pay. In an age when medical insurance or unemployment compensation were unknown, survival of a worker's family depended upon unquestioned adherence to employers' rules and hard work under the constant eyes of supervisors. Motivating workers was simple and sure. Managers had no need for any motivators except their absolute power to hire, fire and punish by withholding pay as penalties for poor work or infraction of rules. Any protesters daring to strike against an employer were merely fired to starve homeless or beg in the streets. Like the absolute power of medieval kings to decide instantly, on the spot without time-wasting "due process" or "appeals," who lives and who dies and when and how, the power of employers in the workplaces of the world was equally absolute. The boss in any workplace was king! (One is reminded of the English Lord Acton's profound political axiom a century ago: "Power corrupts and absolute power corrupts absolutely.")
Managers Managing with Hands Tied Tight
The above events over the past fifty years can be noted only briefly here, each event and law a complex history. The references to this social upheaval are intended only to clarify today's new environment for managers who still must produce job results and somehow motivate workers despite the radically new social environment. Today's mountain of laws and court rulings protecting everyone (except managers) severely restricts or erases most of the age-old positional authority and power of American managers. Thus managers today, trying to motivate workers by fear or pay, no longer have any real motivational power at all. Thus, to survive, they need other incentives to motivate today's workers - or fail as managers. Not "kings" any longer, bosses must be skilled at influencing rather than commanding.
To learn new and more sophisticated ways to motivate workers, today's managers must thoroughly understand and use modem theories and methods of human motivation.
Early Theories of Worker Motivation
Apart from the primitive motivators of fear and pay, early-century theorists researched other possible motivators of people at work and methods for increasing productivity.
Frederick Taylor and "Scientific Management"
Frederick Taylor, a chief engineer at Bethlehem Steel stunned the corporate world with his Principles of Scientific Management published in 1911. He devoted a lifetime career centered on manufacturing efficiency and productivity, workers' motivation an important but secondary means to those ends. He lamented "the great loss the country is suffering through inefficiency in almost all of its daily acts" and claimed the cure was "systematic management," "management as a true science.
Taylor experimented patiently for years with methods for doing best each tiniest part of a total job in order to prove statistically which were most efficient. He was the beginning of the "time-motions" efficiency experts. For example, with stopwatch in hand, he studied the differences in men shoveling rice coal and iron ore and designed the optimum size shovel for coal (light in weight per volume and thus a huge shovel) and iron ore (heaviest per volume and a small, short compact shovel). He invented fifteen different shovels for the variety of materials being moved hourly through the steel plant. After three years of these time-motion experiments, productivity increased by 300%! Reporting (in his book) on the phenomenal success of his new "scientific management," he urged it as a total national policy for all manufacturers, a universal methodology applicable to every job in the nation with equivalent soaring of each manufacturer's and the nation's total productivity. It was not his shovels, but his idea and method, which changed the workplace.
Taylor, as a foreman and later chief engineer, had always enormous respect for his workers. He solicited their suggestions and made his efforts at higher productivity valuable to them personally by using the "piece rate" system of pay (pay not by hour, but by amounts of production actually accomplished). For example, Taylor's 300% increase in shoveling productivity resulted in a 60% pay increase for the workers. One can only speculate how much of this success of "scientific management" was method and how much human motivation. The Hawthorne studies, begun in the 1920s and spanning a decade, revealed much about this and launched the new, still flourishing, human behavior approach to managing work and motivating workers. At about the same time, but independently, intensive research had begun into the nature and methods for achieving the nation's much needed effective leadership at first line operational levels such as field officers facing World War I and manufacturers' foremen needing high production and productivity from their workers.
Elton Mayo and the "Hawthorne Studies"
Elton Mayo and his Harvard University colleagues began pioneering studies of workers' behavior at Western Electric's Hawthorne plant just outside Chicago. Like Taylor, they were investigating optimum methods for workers' productivity. For years they patiently experimented with various groups of workers assembling telephone relay units in specially controlled "test rooms" using various combinations of work conditions, lighting intensities, temperature and humidity, assembly methods, timing and length of relief breaks and other variables.
Mayo, the Harvard researchers, Hawthorne managers and the "test" workers met regularly to design the most promising combinations of variables. So far, the research plan was an exact replica of Taylor's "time-motion efficiency" (scientific management) methodology. Worker productivity was measured daily and weekly against each combination of variables, in search of the optimum mix. Each day, often each hour, completed relay units, in full view of workers and the research "counters," were deposited into each worker's bin of completed units and counted as the critical measure of productivity. The gossip everywhere among Hawthorne employees and managers was about "how the Harvard experiments are going" and "who had been selected to participate."
Unfortunately (or fortunately) the results of the studies were unexpected, different than predicted and shocking. From an original base set of work conditions and productivity measures (identified as "Period I") various combinations of variables in later periods resulted in as much as an incredible 50% increase in productivity. The researchers and Hawthorne managers felt they were near the target of optimum work conditions. But, in a standard statistical check, the exact work conditions of the base Period I were tested again with the astounding result of the same 50% productivity increase linked to later periods. After years of research, it seemed that "something," some variable other than work conditions created the new productivity.
The Significance of the Hawthorne Studies
A follow-up intensive research program, interviewing the test room workers, revealed the unknown variable, a psychological one: workers' attitudes were mainly responsible for their increased energy, enthusiasm, effort and productivity. They were motivated by the friendly and open atmosphere of their "special" test rooms, their sense of importance in being consulted regularly, participating in the research design decisions, recognized and praised for each productivity achievement as it got "counted" in their completed work bins. Work was no longer an anonymous machine-like chore but an exciting human experience, something to look forward to each day on the way to work, managers interested in them, concerned about the details of their work conditions and their opinions about their projects, appreciating their ideas. They, as persons, were deeply involved - and this was what had motivated them to such high productivity.
The unexpected, but landmark, results of the Hawthorne studies revealed an entirely new dimension of management and the productivity it sought: understanding and using, rather than ignoring, the human factor in the workplace. The Hawthorne studies had launched the now dominant "organization behavior" approach to management (most college textbooks in management today use this title or words similar to "organization behavior"). Let's note that the Hawthorne studies did not discredit Taylor's "scientific management" or "time-motion efficiency" efforts to create better work methods. These are basic and draw upon ingenious imagination of engineers and high-tech workers (provided that they are highly motivated to exert and use such imagination). Thus today's management theory includes a two-dimension approach to productivity: mechanical efficiency systems and human motivation concepts from psychology.
Current Theories of Motivation
Quite apart from the newly emerging studies of organizations, manufacturing methods and efficiency, psychology had also emerged independently as a respectable field of scholarly study with William James' pioneering textbook, Psychology, published in 1910 at Harvard University. Since then psychologists (and psychiatrists, the field's medical branch) developed a massive array of theories explaining human nature and motivation.
textbooks today thus include a host of theories about human motivation. They
fall into two general categories: Theories focusing on human needs
as the inward source of motivation (often called Content theories)
and those focusing on how people are motivated (Process theories).
For practical purposes, the distinction is unimportant. Most of these
theories suffocate college students with technical terminology and jargon.
But, for the practical manager, four current theories of motivation remain
solidly researched, valid, with minimum jargon and consistently effective in
motivating workers on the job. Here are the four.
Maslow's Hierarchy of Human Needs
Probably today's most fundamental theory of motivation (excepting the still [rightly] controversial and questionable Freudian tradition) is the profound, but common-sense, motivation theory developed by Abraham Maslow in the 1950s.
Known today as the "Hierarchy of Human Needs," Maslow's theory of human motivation reveals much of the essential nature of humans, why they are driven inwardly to do what they do, why they work enthusiastically, lazily or not at all. His theory offers also the merits of simplicity of structure, easily intelligible language, and, most importantly, practical application to the workplace.
The essentials of Maslow's theory are as follows: Human beings are driven to decisions and actions 'Secondary needs hundreds of deep needs which can be classified into five categories as in the hierarchy at left and these into two classes, primary and secondary needs. Psychology and all behavioral sciences being necessarily less exact than the physical sciences, Maslow's categories and classes are often overlapping at the borders and subject to exceptions in the complexities of individual personalities. But, in general, the hierarchy portrays the need priorities driving the human being. Generally, we first strive to satisfy basic primary needs. Only after these are satisfied are we much motivated by less pressing secondary needs.
Priorities: Primary Needs versus Secondary Needs
Primary are man's basic physical and physiological needs such as food, water, air, health and safety from dangers of all kinds. These utterly basic primary needs are gene-deep in all animals, essential to elemental survival of animal species, and the basic, primitive and animal part of every man. They generally take priority over specifically human (higher-level) secondary needs such as social activity, rest, recreation, love, recognition, praise, accomplishment and self-actualization. As expected in any such generalization of human nature, these need priorities are relative, varying with different individuals in different situations and, indeed, even reversed in rare individual cases.
Similar to the "contingency theory of leadership," what effectively motivates people at any given time and place is contingent upon each one's individual needs and circumstances.
To illustrate such relativity among human needs, the modern American's perception of a basic need typically includes a car, TV set, central home heating (basic food and clean water taken for granted as always there), while a street beggar's "basic needs" in a third-world country or a New York street are fully satisfied with enough food for this one day and thinks only of food (or alcoholic drink) for the next. In his situation, even warm shelter from freezing winds is "secondary" to food.
Reversals of the hierarchy's priorities are most common among extremely emotional zealots such as religious (or political) preachers leading crusades, whipping up furious emotional energies by their rhetoric in mob-like crowds of "true believers." Many risk severe physical pain, death and martyrdom, sacrificing their primary needs in the intense personal quest for satisfaction of overwhelming secondary needs such as power over nations or people (Hitler, Napoleon, presidential campaigners, Martin Luther King, Jim Jones cultists, research scientists in their labs, etc.). Iraq's Saddam Hussein and his Moslem martyrs, in Iraq's obsessive war against the United Nations in 1991, are a most recent example of such zealots who entirely escape Maslow's hierarchy - or any other human classification system such as the MBTI [Myers-Briggs Type Indicator] . But, apart from these as dramatic exceptions to generalized and normal human nature, Maslow's hierarchy depicts the fundamental drives of most "average" humans and their daily need priorities, especially in routine activity in the workplace.
Practical Applications of Maslow's Hierarchy of Needs
The practical on-the-job applications of Maslow's need priorities are immediately obvious for managers trying to motivate workers to high productivity: you can not motivate another by appealing to and satisfying his secondary needs until and unless his primary needs are satisfied.
Also, you cannot motivate another through primary needs if these are already satisfied. Satisfied needs do not motivate; only Unsatisfied needs motivate. In the animal world, a fat cheetah, satiated with a huge recent meal, ignores a now non-motivating antelope walking by while, days later, pangs of hunger motivate him to 70-mph dashes to catch food. In the workplace, a newly-hired young man, just married, a child on the way, deep in debt with college loans and car payments, can easily be motivated by the offer of a basic-need money bonus to perform any difficult project, no matter the effort, evenings and weekends demanded. Decades later, financially secure, mortgage and bills paid, his wife resuming her career, two paychecks each month, banking much of their income in savings, basic-need money is no longer much of a motivator. An imaginative manager might now, with understanding of this older worker's new need priorities, motivate him to high effort and demanding projects, but only by secondary needs such as his new need for a prestigious team-leader position, maybe a high-status executive title or special vacation-time arrangements permitting him to visit far-away grandchildren or pursue his new personal interests such as volunteer community work or ballroom dancing.
Crass, Crude but True: "Human Brokerage"
The major practical implication of Maslow's hierarchy of needs can be likened to a kind of highly individualized "human brokerage," a mutually beneficial "trade", as a manager tries to motivate a worker or a parent motivating a child. You can not motivate people i.e. general, each individual being different with different need priorities at different ages and life situations. Motivating people requires knowing each individual well, his here-and-now need priorities, what that one individual really wants here and now. Then match his need with yours. You can not even begin to motivate another until you know him, that individual, well. This, in concept, ignoring the pejorative semantics, is essentially "brokerage" (from the French noun meaning a "change agent").
Brokers, in the business world, negotiate and arrange trades, such as an agreement between a home seller and a home buyer. The seller needs to cash out his equity in the home and the buyer needs the home itself, not his cash. Neither yet knows the needs of the other. It is the broker's skill, imagination and hard work that "finds" them (for a well earned finder's fee) and successfully brings them together, matches their needs and arranges a mutually satisfying done deal. In much the same way, a parent might invent a human "trade" to motivate her child into completing school homework before 7pm (her need to educate him) before and as a condition for allowing him to watch his favorite TV show at 7pm (his felt need). In the "deal" and thanks to her imagination, she gets what she wants by providing him with what he wants. Both gain by such win-win trade (the historic motivator behind all international trade).
Similarly, a manager today must be an imaginative "broker," matching the individual personal needs of each of his workers with the organizational goals he seeks (as in the case above with the older worker no longer motivated much by money). Purists might cringe at the crass and crude words (trade, brokerage, "bribing" a child, etc.) but, superficial semantics aside, the reality remains that such trading or brokerage works as effective motivation.
Furthermore, despite the hard and harsh words, such "human brokerage" is fully ethical since, upon realistic analysis, all participants gain personally needed goals and no one suffers any unethical loss.
The New Breed of Managers
Managers in the 1990s, operating still as if the "boss is king," trying to motivate merely by ancient workplace fear or money, are now obsolete in most modern American workplaces. To function as a successful manager today, motivating people to their highest effort, creativity and productivity, requires sophisticated understanding, skills, imagination and subtle use daily of Maslow's hierarchy of human needs and its practical application of "human brokerage." Managers lacking these abilities quickly fail as managers with enormous personal tragedy and organizational disasters. And they often never know why it happened to them.
It becomes, therefore, the urgent responsibility of the nation's Training & Development Departments to design and implement management training programs for managers, especially newly-appointed managers, to equip them properly, "train them well" (like airmen in the U.N.-Iraqi war) with the "survival" skills of motivating modern workers on the job.
Theories "X" and "Y" (and "Z")
Douglas McGregor, with credentials among university scholars equaling his practical experience as a corporate executive, wrote two books which became classics and still exert a profound influence upon modern management theory and practice. These books explain his experience with two utterly different assumptions (operating consciously or subconsciously) which managers tend to use in dealing with workers. In the interests of objectivity and to avoid the "complications and prejudice of labels," he dubbed them simply "Theory X" and "Theory Y."
Theory "X" Managers and Theory "X" Workers
Examining the history of the relationship between managers and workers, kings and subjects, how they perceive and "view" each other, McGregor noted that managers throughout history assume, a just take it for granted, that workers are naturally lazy, hate work, try to avoid it, care not at all about an organization's goals and must simply be forced to work against their will by threat and fear. This assumption by managers he called "Theory X" ("X" managers) and workers with indeed such anti-work attitudes "X" workers.
Leadership by "X" managers over "X" workers had to be firmly, even cruelly, autocratic with tight control and constant supervision over each worker ("supervision" literally means "watching over," overseeing). Without tight and forceful supervision, "X" workers slack off or cease work at every opportunity. Given the grim and life-threatening conditions of work throughout history, from dawn to nightfall in the cold or heat and danger of primitive farms and factories prior to today's modern workplace, it is little wonder that most managers and workers were "Xs." The natural condition of the workplace was therefore bluntly adversarial, managers against workers and vice versa, managers forcing work and workers resisting in every way possible. Needless to say, in such an "X" work environment, workers do the least they can get away with and managers get the least of the high human potential of people at work.
But when "boss was king," the prevailing condition throughout most human history, he did get work results and could force extremes of hard work from workers (despite their hatred of it and him) by the sheer raw power of fear, threat and sometimes money. Thus and then the "X" work environment was highly effective because of the unlimited power of managers over workers.
Today, however, in the 1990s, managers no longer have such unlimited power, workers now protected by a host of "workers' rights laws" as noted above. "Theory X" no longer works well or even at all. Few managers can look a worker in the eye and threaten him with "do this or else'." Most workers today would just laugh at the threat. For most, the "or else" means not starvation but merely a slightly inconvenient change to unemployment compensation, government welfare income and similar safety-net social programs, maybe a few hours a day moonlighting - and probably a lawsuit against the employer. Unlike "X" bosses of the past, motivating workers to extreme effort with virtual life-and-death power over them, today's managers have no such power; "X" workers just pass the time, clock-watching, breaking for coffee, socializing and waiting for 5pm with little work results done. This is the typical "X" work environment today with no effective motivation.
Theory "Y" Managers and Theory "V Workers
Because an "X" work environment had become powerless to motivate people to high productivity, McGregor speculated about other means of motivating workers, a different assumption managers might use, the assumption that under certain circumstances workers actually like and enjoy working. This assumption by managers he called "Theory Y' ("Y" managers) and workers with indeed such /wo-work attitudes "V workers. In theory, "V workers love their work, look forward to it and enjoy it. Clearly, managers are spared all of the motivational problems of an "X" work environment; "Y' workers are highly self-motivated.
At first glance, the "Y' assumption seems idealistically unreal and unnatural. Human experience shows that most people just naturally dislike work and hence the historical prevalence of "X" work environments with harsh bosses forcing work from ever-resisting laborers. However, a "V mindset is possible and even common among people working at projects they naturally enjoy and from which they gain high personal satisfaction or rewards.
Common examples of a "V" mindset are people building their own small businesses, engineers or scientists virtually obsessed with their ongoing projects, lonely singles of all ages relishing the human contact at their jobs, professional athletes training and straining to the extreme for personal pride on the field and money bonuses, salesmen nearing big commissions with extra but rewarding effort, women in hot kitchens baking pies for their children and friends, men straining hard at cherished hobbies or home improvement projects. For the Japanese, culturally imbued with their deep need for group and family approval, high-quality productivity on the job is the standard path to it and a powerful self-motivator. Indeed, many people are extreme "Ys," "workaholics," wedded to their jobs as joy even more than their wives or husbands.
For such 'Ys" there is no difference between "work" and "play" - they become one and the same. "Ys" bring the same high energy and enthusiasm to their adult work as they did to games and favorite hobbies when kids delighting in the strenuous play of running, kicking, catching footballs and playing games they loved. As adults, their serious, now world-enhancing work is still their ever-new, joyful play - providing they like their work ("play") whether at age 7 or 70.
In a "Y' work environment, there is no need for managers to motivate people (it is already there, built in!) - except to maintain the human conditions creating it. Sophisticated managers of today build and maintain a healthy "Y" work environment by sensitive awareness of each worker's individual needs (as in Maslow's Needs Hierarchy above), consulting with each worker about his work ideas, preferences, methods and progress, recognizing and praising good work often, arranging work assignments to fit the individual as well as the organization's goals ("Human Brokerage" again). Instead of the ancient (and obsolete) "X" force and fear motivation, today's managers gain their organization goals by permitting, not forcing, workers to do their best work. McGregor summarized it well:
"Theory X places exclusive reliance upon external control of human behavior, while Theory Y relies heavily on self-control and self-direction. It is worth noting that this difference is the difference between treating people as children and treating them as mature adults."
Theory "Z" Managers and Theory "Z" Workers
As McGregor was well aware, theories "X" and "Y" are polarized extremes of workplace attitudes - implying the more realistic daily condition among workers of degrees between the extremes. Let's conveniently think of such degrees on a scale of "I"-to-"10," a "1" meaning a pure 100% "X" and "10" a 100% "Y." Any management trainer or consultant with actual experience in today's workplace knows that a pure "10" (100% "V) workplace is idyllic; to expect it in the realistic limitations of budgets and recessions is naive. Few managers, even with the most sophisticated motivational efforts, will succeed in achieving a "10" (100% "Y') workplace for every worker every day and every hour.
Thus a pure "Theory Y' workplace is intended as an ideal, something rarely fully reachable but rightly to be sought after by managers, still always aimed at and worked for. But realists know that actual managerial success consists usually in a partial, but high and significant, achievement of a "Theory Y' workplace, seldom the pure "10" work environment. This more realistic "half-way" position about human motivation is now called "Theory Z." "Zs" make every effort to achieve a "10" workplace but, knowing its impossibility as a pure ideal, accept as reasonable success significant progress toward the ideal, higher and higher partial successes in daily productivity. The only alternative to such a balanced ("Z") approach by managers is to become impatient, frustrated by "half a loaf," abandon Theory "Y' entirely and revert to an "X" environment.
Many (most) managers abandon realistic, achievable use of "Theory Y' in two most common ways: (1) by never trying it at all, or: (2) by excessive and unrealistic expectations, trying it, failing to achieve quick 100% success (a "10" workplace), then in personal frustration abandoning all efforts and reverting to a familiar autocratic, but fail-for-sure, "X" environment. (The latter [#2] is typical of managers completing short, often excitingly video-dramatic, management training programs with excessive and unreal expectations. When these fail back on the job, as they will, managers soon revert to a near-extreme "X," a "2" or "3.")
As with the now generally accepted "Contingency Theory of Leadership," always closely linked to human motivation on the job, Theory "Z" is equivalent to a "Contingency Theory of Motivation" in which managers must match and fit daily the most appropriate motivation methods to each person and situation, depending on here-and-now contingencies. Typical managers today don't or can't, but should. Otherwise, they are forced to revert to or remain in a failed "X" workplace, with little or no productivity for organization goals, until they or their workers leave it in utter frustration (by choice or being fired).
The Modern Manager as Innovative "Problem-solver"
The implications of theories "Y' and "Z" (and current "Contingency Theory") mean overwhelming changes for today's managers and the survival of their careers. And also for management training programs and those who design them. No longer can a "boss" survive, succeed, achieve demanded organization results and motivate workers in an "X" workplace, relying upon old simplistic force and fear. In America, those old simple days are gone forever. Modern managers must be innovative, imaginative "problem-solvers" daily, easily and minute-by-minute.
"Problem-solving," as used here, does not refer to the highly-conscious and systematic decision making process but to a daily awareness of slight deviations and instantly adjusting them. The term "problem" is defined analytically and precisely as "deviation from a desired standard," such as your body temperature being over 100°F or your car veering slowly left toward oncoming traffic or a usually enthusiastic worker dull for several hours and clockwatching. Driving for hours to N.Y. or L.A, you automatically and easily "problem-solve" by adjusting your steering wheel or accelerator pressure second-by-second based on instant feedback from the actual behavior of your car. Unlike a new student driver, you feel no intense effort or strain. It's just routine "problem-solving,", automatic, subconscious, easy, even as you converse with someone in the front passenger seat.
Similarly, modern managers, like experienced car or truck drivers, "problem-solve" with almost subconscious, easy, natural, correct and minute-by-minute adjustments to events in their workplace, both mechanical and human. For example, noting that a usually enthusiastic worker seems distracted or lapsing slightly from his typically high work energy, a sophisticated manager instantly reacts by approaching the worker, talking about him and his concerns until the "deviation from standard" is resolved with mutual satisfaction. You could find out importantly, for instance, that his immediate frustration is merely long lines at the photocopying machine for a document he needs now; and so you invite him to photocopy it on your own office machine. Simple things like this, automatic adjustments to "unexpected turns of the road," the right word or decision at the right time, remove minute-by-minute deviations and solve problems in a "Theory Y or Z" style, quickly, at the instant of time when needed. (An "X" boss would have wasted time "documenting" the worker's lapse by type and date and confronting him with it at his stiff (and useless) semi-annual "performance rating" of the worker, gaining no productivity and alienating the worker.)
McCIeIIand's 3-Needs Theory
David McClelland built a theory of worker motivation solely upon the secondary needs in Maslow's Hierarchy of Needs (social needs, esteem needs and self-actualization needs). Ignoring primary needs (food, safety, etc.) as generally satisfied in modern American workplaces and hence irrelevant as motivators, his research revealed three major and now effective classes of needs: power, achievement and affiliation.
The Human Need for Power
The need for power is manifested as one's satisfaction in influencing and controlling others, being "in charge" and dominant. But, as McClelland is careful to stress, this need for power in modern work environments can not be any sort of primitive oppression but, much more subtly, effective persuasion:
"Those individuals with the highest need for power, that is not expressed in a win-lose, dominance-submissive style, but a more socialized form of influence, should be groomed for advancement into higher managerial positions. Personal dominance may be effective in very small groups, but if a human leader wants to be effective in large groups, he must rely on much more subtle and socialized forms of influence.
This positive or socialized face of power is characterized by a concern for group goals, for finding those goals that will move men, for helping the group with the means for achieving such goals, and for giving group members a feeling of strength and competency they need to work hard for such goals.
The Human Need for Achievement
The "achievement" need is equivalent to Maslow's highest in his hierarchy: the urge for self-actualization, working for and realizing one's true and ultimate personal potential. Carefully to be noted, the achievement need must be sharply distinguished from the "esteem" need, i.e. the need for recognition by others or status in one's society, this itself a powerful motivator but different from Maslow's "self-actualization" need or McClelland's "achievement" need.
The achievement-driven worker is found in two basic forms:
(1) the worker who achieves in order to both achieve for himself and also more importantly impress and win the admiration of others (he will do almost anything and make any effort to win the acceptance and recognition of others); and
(2) he who cares little or not at all about what others think of him, only what he thinks of himself, his own goals and accomplishments. People in the former class (#1) are typically highly dependent on acceptance by others as important or even essential to their own self-image and satisfaction. People in the latter class (#2) thrive on achievement and self-actualization for its own sake, for themselves, with little or no interest in the opinions of others or status of any sort. The latter is often deemed eccentric or "strange" by colleagues, wrapped always in his work, oblivious to others or their opinions, and often even disdaining them as irrelevant or distractions from his important work. In either case, a manager must understand each 'of these individuals and appeal to each of these kinds of motivation for high productivity from the very different individuals in his workplace.
The Human Need for Affiliation
Many people have little interest in either power or achievement per se. They are motivated instead by their need for companionship and love, human "connection," affiliation with others (Maslow's "social" needs). Affiliatives can indeed also achieve much, even heroic heights of effort, or struggle for critical power positions (especially in war) but only provided that such effort serves as a means to their affiliative need. They thrive on "giving' of themselves to others, pleasing those they love, becoming thereby accepted and appreciated. Reciprocity in kind is essential to them. An affiliation-oriented person lives and strives for human relationships. He might settle for minimum achievement, power and income for himself alone but, married with a child, will work cheerfully 80-hour weeks to build an annuity for his child's college education and/or his wife's "home of her dreams."
In general, affiliation-oriented people are best motivated in jobs and projects allowing lots of social interaction such as visiting pertinent offices for key information, conversation, telephoning, even "gofer" chores. Especially they love periodic one-on-one conversations with their boss, reporting current results of their work and thrilling in enthusiastic appreciation of it. Somewhat like children, affiliatives need constant parental approval. Many a "busy," task-oriented (and unaware) manager misses such signals and needs, ignores and quickly dismisses an affiliative worker - who, then, instantly loses all interest in the job and stops producing. (An oblivious boss never understands why.)
Managers, Matches and Mismatches
Affiliation-oriented workers thrive and are highly motivated by time with others, especially their companionship, friendship and approval. They will achieve high productivity, indeed, but for the appreciation and praise of others, not for the sake of achievement per-se.
Quite oppositely, an achiever resents time with others or in his boss's office, reporting on progress, a painful distraction; he's uncomfortable, wants quickly to get back to what he loves: his important achievements in his own office or lab. For him, time with others instead of "his work" is a frustrating waste of time, counter-productive as a motivator. For him, achieving self-set goals is a genetic passion; not just the best thing in life, but the only thing.
In order to motivate today's workers, managers must daily be fully in tune with individual differences and with the insights of Maslow's hierarchy and McClelland's 3-Need theory. Otherwise they fall quickly into "mismatches" between what they offer a worker and what the worker really needs. They might, for example, be trying uselessly to motivate an achiever by mere money (when what he really wants is a challenging project) or an affillative by a challenging project (when what he really wants is warm friendship and personal appreciation). Using the "Human Brokerage" concept above (p.l2), successful managers and salesmen correctly match their motivational appeals with each individual's real needs. They value seemingly casual coffee-break conversations with employees and associates, ask light "leading questions" and listen alertly, discovering thus "who each really is" and his real needs (power, achievement, affiliation, etc.).
Managers must daily note and know their employees' individual differences in order to get the best from each of their very different workers, each different one from another and each from day to day - as each life circumstances and "contingencies" change daily and hour-by-hour.
The Myers-Briggs MBTI and Motivation Theories
This complex reality of individual differences is the essence of the MBTI (Myers-Briggs Type Indicator), a psychological instrument designed to identify different personality types as generic and .all "OK" (instead of specific personality attributes, some "OK" and many not). Most "personality" tests pose as authoritative arbiters determining by their test "scores" whose personality attributes are "normal" or "abnormal." Like judges in court, they "fix" with finality each of us as "OK" or not. Essentially judgmental, they often insult both one's intelligence and ego.
Uniquely, the MBTI is not judgmental but recognizes individual types as merely different, only that, and each with its own strengths and positive values. The goal of the MBTI is to understand individual differences, not judge them as "good" or "bad." Understanding (rather than judging) such differences provides the practical benefits of improved human relationships, communication and cooperation among people, reducing destructive misunderstandings and conflict.
Like Maslow's Hierarchy of Needs, Theories "Y' & "Z" and McClelland's "3-Needs" theory, the MBTI is a vital key to the daily motivation of people based on each individual differences. Isabel Briggs Myers, whose life work was the development of the MBTI, now explained fully in her final (1980) book, titled it perfectly: Gifts Differing.14
Summarized briefly here, the MBTI identifies eight basic types of human personality (designated by the initials S, N, T, F, E, I, J and P), arranged in four pairs of polarized opposites based on the following human functions, attitudes and orientations:
(1) Our Perception (S or N): how we "see" and know the world, select and get information about the world, ourselves and others. People tend to be predominantly Sensors or Intuitors.
Sensors face life observantly, with a keen eye and ear for here-and-now facts, specifics and details. They are more oriented toward present realities than future possibilities, plans or dreams. Sensors are often considered to be "doers," high-achievers, focusing on hard facts and getting immediate goals done now. They excel in jobs like auditing and investigative reporting.
Intuitors face life expectantly, with a driving imagination about future possibilities rather than present realities. They focus more upon what might be or can be than immediate facts. They excel in jobs like long-range planning and scientific research.
(2) Our Decisions (T or F): how we use (what we do with) our information in making judgments about the world, making decisions and taking actions. People tend to be predominantly thinkers or Feelers.
Thinkers value logic, reason and systematic analysis over emotional sentiment. They are more concerned with things and events than human relationships or feelings. They are more cool "head" than warm "heart," avoid subjective feelings (their own and others') in their judgments and are cool, cautious, businesslike decision-makers. They excel in jobs like financial analysis and line management.
Feelers value highly the meaningfulness of their friendships and loves, their human relationships and the emotional content of the human experience. Strong subjective feelings and "gut instincts" guide their decisions. They excel in jobs like teaching, nursing and fiction writing.
(3) Our Orientation (E or I): whether one is naturally outer-oriented (to others) or oriented (within oneself). People tend to be predominantly Extroverts or Introverts.
Extroverts get their vital stimulation and energy from vigorous interactions with other people. They are socially oriented, thrive on visiting, parties, group activities, being "out" at shopping malls or group classes or other constant involvement with others. Even studying alone, they will have their radio on in the background for a sense of the presence of others. They dislike being alone and excel in jobs such as sales and personnel counseling.
Introverts enjoy being alone and in silence (no radios, unless deliberately tuning in briefly on the day's News). They get their vital energy from within themselves rather than from others being around them. They treasure time alone to think, to examine their own thoughts and plans, thus "re-charging" their inner batteries before facing again the outside world. Most can cope well on the "outside" (at meetings, shopping malls, speech-making, etc.) for a while but soon feel uncomfortable with the "outside" stimulation and yearn to return to their own rejuvenating inner world. That is their real energy base and source (as for extroverts it is social interaction). Introverts excel in jobs like basic research, technical or philosophical writing and computer systems design.
(4) Our Organizing of our worlds (J or P): whether one prefers to organize and control his personal environment or prefers more to "wait and watch" events and life unfold - naturally. People tend to be predominantly Judgers or Perceivers.
Judgers need to organize and structure every aspect of life day by day, hour by hour, both their career and personal lives. They make Firm schedules, deadlines, lists of agenda and execute each item exactly on time. They are frustrated and anxious when any matter, big or small, is left "hanging" and undecided. They never procrastinate and enjoy making prompt, firm decisions. For them, the world must be "orderly," a place for everything and everything in its place. They excel in jobs like air traffic controllers, lawyers, doctors and line managers.
Perceivers prefer a spontaneous, .unstructured world, letting nature, events and others make decisions for them. They want only the sheer watching and enjoying of it all, sharing in and "perceiving" the world as it unfolds, not interested in organizing or controlling any of it. Somewhat like Pacific South Sea island natives, they just enjoy life with no need to control it. With no interest in an "orderly world" per se, their desks and floors are cluttered in disarray but they find from it what they need when they need it. They excel in jobs like investigative or protective surveillance, personnel counseling and parenting.
Herzberg's Motivation-Hygiene Model
Little of Maslow's, McGregor's or McClelland's theories had ever been rigorously tested by empirical evidence. Most was mainly intuitive and anecdotal. In the 1960s, Frederick Herzberg's research team launched massive empirical studies of American workers. Thousands of workers, in all kinds of jobs, were interviewed to determine what really motivates them on the job. Herzberg's "motivation-hygiene" model of motivation emerged from these studies.
An Objective Definition of "Motivation" on the Job
In the literature on management and leadership, the terms "job satisfaction" and "motivation" had often been used loosely, often confused with mere subjective feelings such as "contentment" or "happiness" on the job. Critics of such research and certainly practical line managers wanted a definition of job motivation linked to the objective purpose of human work, i.e. productivity. Even Herzberg's original studies included such ambiguities. With time, however, the mushrooming "motivation-hygiene" studies refined the definition of motivation into an operational definition, i.e. motivation expressed objectively in terms of productivity instead of subjective feelings.
Workers in
the studies were asked to recall times on a job when they were "highly
motivated" (actually producing work at high levels of quantity and
quality, apart from any subjective feelings). Using this strict definition
of motivation, workers were then asked to indicate which motivational
factors from a standard list were most influential in "motivating"
them to high productivity.
The Motivators of Worker Productivity
As the responses of thousands of workers were tabulated and ranked in order of motivational influence (from highest [1] to lowest [14]), a clear pattern emerged generally as follows:
1. Sense of Achievement
2. Earned Recognition
3. Interest in the Work Itself
4. Opportunity for Growth
5. Opportunity for Advancement
6. Importance & Responsibility
7. Peer & Group Relationships
8. Salary (Pay)
9. Fairness of Supervisors
10. Company Policy & Rules
11. Status & Perks
12. Job Security
13. Friendliness of Supervisor
14. Working Conditions
What most motivated workers to high productivity were factors linked to the nature of the job itself and its content, factors such as achievement, recognition and interest in the work itself. What least motivated them - or motivated them not at all - were factors linked merely to the work environment such as working conditions, job security and a friendly atmosphere.
Let's note, in line with "contingency theory" above, that these are statistical results, strong general trends; occasional individuals were obvious exceptions to the general trends and motivated differently. Also, in line with "contingencies," the studies were done in the booming 1960s when job security was a rare problem, not during a recession when "job security" might appear much higher on the general trend. But, allowing for such exceptions managers must recognize in individual cases, the studies continued to reveal in general which motivational factors are effective for managers, and which are not. Obviously, managers relying lazily on an organization's mere routines of fair pay and decent working conditions were ignoring and making no effective use of the many best "motivators" that drive workers to high productivity.
"Hygiene" Factors: Dissatisfiers - Non-Motivators
In the list of the fourteen factors (above), a strange phenomenon continued to reappear. While the relative rankings remained about the same from one study to another, there was typically a huge gap between the top six factors and the rest clustered close together and very near the bottom. A typical chart, using a scale of "1-10" ("10" = highest "motivator"), looked like this:
Clearly the top six (achievement, recognition, etc.), cited by the large majority of workers as motivators, were indeed by strict definition genuine "motivators." Only a few workers were motivated by the other factors which, in general, simply were not "motivators" at all. So they were given (appropriately) a more accurately descriptive name: "hygiene" factors.
Interviews with workers revealed that factors mainly related to their work environment rarely motivated them but often merely "dissatisfied" them. For example, good working conditions, excellent food in the cafeteria, prompt availability of supplies or photocopying services, etc. were not even noticed and had no conscious effect on them as a motivator or otherwise. These "givens" were just "taken for granted" as normal and expected minimum conditions in any respectable workplace. It was only if any of these conditions of their work environment became lacking or inadequate that they sparked attention or created an effect: the effect being severe, often highly vocal, dissatisfaction. But, management success in correcting these environment conditions had no effect on "motivating" people to higher productivity. Workers just became less dissatisfied and returned to their usual complacency with the restored normal conditions.
In terms of psychological effect on people, working conditions and other job environment factors were exactly analogous to our body's health or "hygiene" factors: if one's back or head doesn't hurt, he remains utterly unaware of it, takes it and generally good health for granted as normal; a backache or headache, however, will instantly command full attention as a dissatisfier. Hence most factors on the motivation-factor list (except the top six) are properly named as "hygiene" factors, .not motivators.
The Difference Between "Morale" and "Motivation"
As a practical matter for managers needing genuine motivation and productivity, this key distinction between "hygiene factors" and "motivators" becomes critical in the motivation of workers. Like a doctor curing aches and pains (hygiene problems), a manager can not ignore inadequate working conditions or other "hygiene" factors dissatisfying his people and damaging their productivity. But, after the effort to correct inadequate conditions, a manager must know that he has importantly, but only, accomplished a first step: restoring worker morale, not "motivating" anyone. The second step is entirely different and must be pursued with equal effort: actually "motivating" people to high productivity by imaginative daily use of the "top six" motivators on the list. Most managers don't; it is the responsibility of management trainers to show them how.
For example, many a manager, after hard hours of phoning to fix a worker's problems with his air conditioning, computer system and personnel office insurance files, restores that worker's morale, then sinks exhausted into his chair - as if that's "job done." Not done at all! He's done well the first step, restoring morale; but has not even begun the second step of searching out new ways to motivate the worker to high productivity.
Salary (Pay) as "Hygiene" Factor
Salary (or pay) is a massive example of the human dynamics of motivators vs. hygiene factors in the workplace. The Herzberg studies have been criticized (rightly) for huge ambiguity in their definition of the "Salary-Pay" category. "Pay" is generic while "salary" is a specific form of "pay."
Many forms of "pay" are clearly motivators while "salary" is generally a mere hygiene factor. When a salesman is paid solely by commissions on sales (production) he actually makes, his "pay" is directly related to his effort: the harder and "smarter" he works, the more commission pay he takes home (clearly a motivator - and a strong one). The same is true for factory or other workers paid by "piece rate," the usual method of payment for work prior to the rise of labor unions in the 1930s (i.e. paid a set amount for each actual piece of production accomplished, such as an iron horseshoe or a water-proof barrel, not for mere hours of time on the job).
Today, however, most American workers are paid by monthly or weekly salary, or by an hourly wage rate, all virtually guaranteed just for being present on the job - no matter what they are accomplishing or not. There is no direct or immediate relationship between a worker's effort on a particular day and the dollar amount on the paycheck. This kind of "pay" is automatic, just "there," taken for granted like decent work conditions or any other hygiene factor. An office worker, for example, might spend one day lethargic and reading magazines and another getting real work done but still gets the same paycheck at the end of the week or month. Like a backache, roach-infested cafeteria or other poor working conditions, an unsatisfactory salary or wage rate is a hygiene-type, dissatisfier, related to morale but not to motivation. When, importantly, the backache or working conditions are corrected and made again satisfactory, much has been done to restore morale - people are happy, relaxed and contented again. But this is not motivation for higher productivity. Managers must go far beyond mere, but important, morale maintenance to gain real productivity. They must use imaginatively motivators (sense of achievement, interest in the work itself, etc.) with each worker each day and each hour, if they realistically expect to achieve genuine productivity from their people.
In short, today's competent manager must both (1) do all necessary to maintain morale, but also (2) go much farther and build motivators into his workers and his workplace.
Job "Enlargement," Job "Redesign" and Job "Enrichment"
Herzberg's "Motivation-Hygiene" theory and surveys, revealing "interest in the work itself as a powerful motivator, led quickly to management efforts to make workers' work "more interesting in itself."
First, "job enlargement" was tried (adding or substituting more, but similar, tasks to the job to increase the job's variety of tasks). This tactic worked sometimes, but not often (a commercial dishwasher found little variety in washing spoons one day and spoons plus forks the next). Job enlargement soon became a joke, not a motivational strategy.
However, job enrichment by job redesign did tap the power of the "interest in the work itself motivator. For example, IBM redesigned an assembly line where each worker had been soldering a single part of a 22-part computer unit and then passing it on to another worker to solder the second part and so on. Instead, the job was redesigned so each worker soldered all 22 parts, stamped the unit with her worker number as "her work" and got periodic feedback about the number of her units that passed inspection or were returned as defective. A bonus system was also added, rewarding workers with extra money for each inspection-approved unit they completed. Productivity soared as workers now perceived their new work as radically enriched, of high variety and interest, identified as theirs, with pride and recognition for work well done - no longer anonymous cogs in a boring assembly machine routine.
An accounting firm achieved similar results by cross-training accountants to handle not only one phase of the business such as accounts receivable but also, and differently, accounts payable, taxation modifications and control of individual accounts by letter and phone. Many firms achieved markedly higher motivation and productivity with other variations of job redesign and job enrichment by job rotation, redesign of office or factory physical layouts, new status-increasing job titles and uniforms, new specific responsibilities such as arrangements of executive meetings, etc. While job enlargement generally failed as frivolous or merely insulting, genuine job redesign and enrichment proved out as sure means to high motivation and productivity.
New Breed of Managers in a New World of Work
The world's economic competition for sales and revenues is no longer merely domestic but international - and fierce. Thus worker productivity is the key to survival for any firm's managers. Moreover, in America especially, workers are no longer motivated to peak productivity by the old tactics of fear, dependence on managers or wages. Today's new breed of workers demands a new breed of managers, skilled in the use of the four motivation theories, able to "problem-solve" daily with imagination, innovation and a sound sense of "human brokerage."


text:
South Bay Target Stores Take Aim at Groceries
For the past couple months, Target stores in the South Bay have been shuffling stock from one part of the store to another, only to move it back a couple days later. What's all the fuss about? They're making room for groceries.
Target stores already carry many staple items like milk, bread, and canned foods. The new mini-grocery sections will add fresh produce and additional frozen goods.
Signs around the Manhattan Beach and Gardena stores — both of which are in the middle of remodelling — report fresh groceries will arrive in April. The Redondo Beach and Torrance stores are also adding new grocery section although construction has not begun at the Torrance location near Del Amo mall. As for the two Carson locations, I haven't been there in a while and wasn't able to get anyone on the phone
"The Street" is saying that Target is adding groceries to its list of big-box-store items in an attempt to beat the on-going recession. Others say that Target is trying to compete with Wal-Mart for more discount shoppers. Granted, both of these articles are from 2009, but they still have some truth to them as household budgets continue to shrink and new grocery sections open in stores branded with a bullseye logo.
As for me, I'll be happy I can get my contact solution, laundry detergent, and fresh fruit all in the same place.
Will a grocery section in Target make you more likely to shop there compared to a regular grocery store? Knowing their marketing and pricing style, do you have any opinions on how Target's grocery might compare to Wal-Mart's or a regular grocery like Ralph's or Albertson's?
South Bay Target Stores
Target has several stores in the South Bay area. These are the ones that I know have grocery stores coming to them. Ask the manager at your local store if your neighborhood Target isn't listed below. Find more info online at Target.com.
1200 North Sepulveda Boulevard
Manhattan Beach, CA 90266-5193
1601 Kingsdale Avenue
Redondo Beach, CA 90278-3928
2169 West Redondo Beach Boulevard
Gardena, CA 90247-3625
3433 West Sepulveda Boulevard
Torrance, CA 90505-2600

subset: commoncrawl


text:
These vintage deer horns alert visitors that this is were the magic happens – so be prepared.
The tiny master bedroom is in transition. I'm still not sure exactly were its going to go design wise but I hope to be inspired soon enough. If only I had like $500 to spend on DWELL bedding, then maybe I would feel really inspired.
I installed those horrible white curtains. I'm not happy.
I forgot to buy an extra set so I'm short 2 panels and they need to be washed. I will wash them so they aren't so stiff and wrinkled when I get the other set from Ikea and see how i feel then. Oh god and get rid of those blinds. YUCK. I've never seen a blind I like.
We are working on the closet. We had to make new doors, since someone (*he he – i mean you PREVIOUS OWNERS) took out the originals and left one of them in the front yard for 2 months. Its beyond repair, warped and dry rotted.
This is the dry fit run. Some adjustments need to be made and then we can paint and attach handles. The top doors are also in need of some paint and handles, maybe this weekend.
And then there is this.
Nice light. It really sets the mood for romantic times with that dangerous gaping hole, missing fan blades, and fishbowl globes. FADO to the rescue…
Oh yeah, I almost forgot the best part.
This is the light switch, and no its not here to stop the nuclear reactor from melting down. I'm not sure why they put this in, you have to pull it to get the light to turn on and slam it to get the lights off.
So it's like "hey baby welcome to my bedroom, let me get that light" – THUNK THUNK – "Go over to the bed and relax" – THUUNK THUNK THUNK – sexy.


text:
Showing Suppliers 1 - 5 of 5
American Stainless & Supply, LLC
Address: American Stainless & Supply, LLC 5192 Sullivan Garden Parkway, Kingsport, TN
Business Type: Distributor, Service
Description: At American Stainless & Supply LLC, our commitment is to be recognized as the leading distributor of pipe, valves, fittings, structural shapes and related products. Conformance to the quality system requirements, continuous improvement, and exceptional customer service are the basis to... (more)
C & C Industrial Sales, Inc.
Address: 2154 Utopia Ave., Nashville, TN
Business Type: Distributor, Service
Description: C & C Industrial Sales (CCIS) is the premier distributor of finishing equipment in North America. We offer a variety of top-of-the-line brands of liquid and powder finishing equipment, spray booths, ovens, filters, etc. We continue to be recognized by major manufacturers such as Graco,... (more)
Centro Inc.
Address: 3315 Overton Crossing, Memphis, TN
Business Type: Distributor, Service
Haggerty Controls Company
Address: 1551 Holladay Rd. PO Box 3225, Cookeville, TN
Business Type: Distributor, Service
Thermal Equipment Sales Co., Inc.
Address: 166 Neil Street, Memphis, TN
Business Type: Distributor


text:
I have a question about RaF. my friend and me have done RaF and i am recruited on my 2nd account. now my other friend wants to be friend recruited. now if i recruit him with that account all 3 of us will get the RAF. But i was wondering would i be getting 600xp instead of 300xp or will we All be equal and if we level together?
and thanks again for replaying


text:
London, UK (PRWEB UK) 7 January 2014
India's Ministry of Health has decided to pay for some or all of the cost for weight-loss surgery for high-ranking government officials, The Wall Street Journal reported December 21st. According to the article, "India to Cover Weight-Loss Surgery for MPs," for the first time, bariatric surgery has been added to a list of medical treatments covered under a health insurance programme for current and retired national government workers, including members of Parliament and Supreme Court judges. Dr. Manoj Jain, senior chief medical officer at the Ministry of Health, commented, 'It was being demanded by beneficiaries for quite a long time, that's why the government decided to include it. Before the government was considering it on a case-to-case basis.' (http://blogs.wsj.com/indiarealtime/2013/12/21/india-to-cover-weight-loss-surgery-for-mps-judges/)
Following on from this, Yourwellness Magazine explored ways to lose weight without compromising on wellness. Yourwellness Magazine noted, 'Losing weight and improving your fitness doesn't have to be an awful process. It is possible to improve your wellness and wellbeing without going to any swanky resort or putting yourself through hell down at the gym. If you're trying to do it the easy way, fibre is your friend. Fibre helps you to absorb the fat and cholesterol in your body and it also travels down your digestive tract really nicely which helps to stop any excess weight from water retention or constipation.' (http://www.yourwellness.com/2013/12/best-tricks-lose-weight-without-losing-wellness/#sthash.7tVupWvc.dpuf)
Yourwellness Magazine recommended readers have a cup of Greek yoghurt with granola for breakfast, some popcorn for a snack, chickpeas with lunch, apples and almonds as a snack and then broccoli and quinoa with the evening meal. Yourwellness Magazine also pointed out that making breakfast the biggest meal of the day can help with weight loss, as metabolism slows down throughout the day. Yourwellness Magazine added that the best way to beat cravings is simply to delay gratification. Instead of saying no to indulgence, say no to indulging straight away.
To find out more, visit the gateway to living well at http://www.yourwellness.com.


text:
[ad#Google Adsense-1]
The Equal Exchange organic & fairly traded dark chocolate minis winner is
Congrats Julie Jones (comment 216)! You will be receiving and email from me soon on how to claim your prize!
The "Sam's Club Sunny Day Snacks" prize pack winner is
Congrats Sand (comment 339)! Please respond to my email to claim your prize!


text:
Talk:World Archives Project: West Yorkshire, England, School Records, 1855-1914
Extra Keying Helps
Common Keying Errors Found by Reviewers
Questions and Answers
If you have a keying question that is not answered on the project page or in any of the information above, click "EDIT" and ask it here. (If you click on Rich Editor you won't have to worry about formatting your entry.) Then click "WATCH" at the top right on this page and you will be notified via email when an update has been made.
Q: When there are two names on one image (one on the left side/one on the right side), do we key each name in a separate section or continue in list form?
- A: In cases where you have more than one name on the image you continue to key in the same section on the next record.
Q: I have a set where there is tissue paper inserted between the pages as used to be found in old photo albums. The information is reasonably easily visble through the tissue paper but the tissue paper is moved from side to side in alternate images. Should I transcribe the information under the tissue paper in the first image then mark the second image as a duplicate?
- A: We would prefer to have the first image, covered with tissue paper, to be marked as the duplicate and key the uncovered, and presumably more clear, image. Obviously if it is the last image in the image set then yes, key the tissue covered image. Annafechter 21:48, 7 September 2013 (UTC)
If you have a suggestion or would like to make an addition to the project page, click "EDIT" and post your suggestion here. (If you click on Rich Editor you won't have to worry about formatting your entry.) Then click "WATCH" at the top right on this page and you will be notified via email when an update has been made.
1914 form
If the event date is actually 1914 do we use the post 1914 form or the standard form for keying?
- A: Any record with a 1914 date should be classified as a Post 1914 form type.
I have keyed quite a few sets of these and I am now reveiwing some. On the reveiw sets I am finding that most keyers are confused with the form types i.e. Admission instead of Commitment and using the Admission date as the Event Date.
Also, many have inferred gender when it is not shown. Is this correct?
I have found on some records when reading through it does refer to the child as his/him when it does say this I will put male but if nothing on record I don't, as far as the admission/commitment I have indexed them as admitted, I have asked many questions regarding this project via email and had no rely....now I have stopped indexing in fear of doing it wrong
Form Types
For the avoidance of doubt, could somebody please confirm that the sample image shown for "ADMISSIONS" on the help page is the only image where the Admissions form is used.


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Vigo is a bluetooth headset with standard talk functionality that also analyzes biometrics to monitor alertness levels and then prompt the trucker to take action when drowsy.Read More
123Loadboard.com launched a load planning function that takes into consideration driving time, deadhead mileage, fuel and toll costs toward a goal of stringing together hauls for maximum profitability. The "Load Planner" reduces the time required to locate a sequence of the highest potential paying loads to plan a trip without having to perform countless load searches. "The Load Planner automatically sorts trips based on profitability," said A.J. Sansoye, company operations director. "This ensures that you will always work with ...Read More


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Ready to begin with your own weight loss plan? Do you know where to start and how to lose body fat? Do you know what will work for you and with you? If you have no clue how to answer these last few questions, the tips on how to lose body fat that are listed […]Read More...
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text:
prove that :
Every space is
Printable View
prove that :
Every space is
A good way to start: write out the definitions of and
Lemma 1. X is regular Hausdorff ( ) if and only if given a point x of X and a neighborhoood U of x, there is a neighborhood W of x such that .
Assume X is regular Hausdorff ( ). Since X is also Hausdorff, for each pair x,y of distinct points of X, there exists disjoint open sets U and V containing x and y, respectively. By hypothesis, it follows that there is a neighborhood W of x such that and a neighborhood Y of y such that by lemma 1. Since U and V are disjoint, we see that and are disjoint. Now, for each pair x,y of distinct points of X, there exists open sets W and Y with disjoint closures such that and .Thus, X is -space.
The converse ("Every -space is ") is not necessarily true. The example where a space X is -space but not can be found in the K-topology on , where a closed set (Note that K is closed in the K-topology on ) and {0} cannot be separated by disjoint open sets.


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Special Offer on Fees.
Special offer to Promote our new on line payment facility. If you clear your fees on line between now and the 20th of February we will knock 10% of your balance. http://www.lucanunitedfc.yourclub.ie/home Check with your manager to get your balance.
Copyright Yourclub All Rights Reserved 2013 | PRIVACY POLICY | TERMS AND CONDITIONS | DELIVERY | RETURNS POLICY


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Dumaguete - Zamboanga - Sandakan (Sabah, Borneo)
Departed Dumaguete on the Mary Joy II (inter-island ferry with Aleson Shipping Lines) for the 12 hour overnight crossing to Zamboanga (Mindanao Island). We purchased 1st class tickets and occupied Suite No. 2 (at a price of $36 return). The cabin was very roomy, with two single beds, a sink, small table, couch and large portlights overlooking the bow and starboard side. The toilets were located nearby and clean!! We took our own food and snacks aboard. The airconditioning was too efficient, so we actually had to sleep in our scuba skins for warmth!! Arrived in Zamboanga at 5.00am the next morning after a smooth passage. Had to disembark and find some coffee in town until the ticket office at the Port opened at 8.30am. Bought onward tickets to Sandakan on the Sampaguita ferry. Big mistake! The cabin was small and shabby, yet the price was the same! We quickly returned to the ticket office and demanded our money back. After much haggling they agreed but did charge us a 10% cancellation fee. It felt good to be back on the Mary Joy II once again. Ticket prices on this leg were $75 return. Immigration cleared us in the canteen area before departure. We left the dock at 3.00pm (only 1 hour late) and the overnight crossing to Sandakan took 18 hours! Recently the procedure has changed for the better. It is now possible to purchase tickets in Dumaguete for the entire journey, thus eliminating the need to disembark with your luggage in Zamboanga.
Arrived in Sandakan at 7.00am. We stayed in our cabin until the mass exodus cleared. Buses are standing by to transport everyone to the Immigration office. There we met Boy (representative from the Rose Bed & Breakfast) and he suggested we pay some bakeesh to get through Immigration faster. We did this, and did not have to join the queue. Once through however, Boy informed us that the payment was double what was originally stated! Terry thought it was still worth it to avoid the "long" wait in line! A taxi into town should cost RM5.
The Malaysian currency is known as the Ringget (RM) and the exchange rate at this time was US$1 = RM4.
The Rose Bed & Breakfast. The accommodation was basic and clean with shared toilet/shower facility for RM38 p/n. Located within 10 minutes walking distance or short bus ride from the center of town. Boy is usually at the Port whenever a ferry comes in looking for "you"!
New Sabah Hotel (Jalan Singapura). Basic double room with local TV stations for RM50p/n.
Hotel City View (Jalan Tiga). Double room with HBO movies for RM86 p/n.
Places to Eat:
Habeeb III (Muslim eatery)
Sidewalk cafes along Jalan Tiga (main street) selling sate and nasi goreng
A short taxi ride from town takes you to Batu 2 1/2 where buses and mini vans depart for various other locations.
Buses to Kota Kinabalu depart at 7.00am and 8.00am (6 hrs, RM20).
We caught the bus to Semporna at 8.00am (5 1/2 hrs, RM20).
Buses to the Orangutan Rehabilitation Center depart near the market. They are sign posted Batu 14 Sepilok (45 mins, RM1.30). Entrance fee is RM10.
Semporna is the gateway to Sipadan Island and other diving resort destinations. We stayed on Sipadan and Kapalai Islands with the Palau Sipadan Resort Company (see other site for details). After our diving adventures we travelled on to Tawau (via Semporna) where we took a local flight to Kota Kinabalu (40 mins, RM105).
Places to stay:
Recommended - Seafest Inn (Manager, Peter Lawless). Double room with Satellite TV for RM68 p/n. Dormitory rooms from RM20 also available. They also arrange budget diving/camping/fishing trips.
Check out their website at http://asiaconect.virtualave.net. Email: email@example.com
Not Recommended - Dragon Inn Hotel (looks impressive, but don't be fooled). Basic Double room for RM82.50 p/n. We met someone recently who stayed in their dormitory accommodation and was bitten by a rat!
At the KK airport is a taxi office where you buy coupons for the trip into town (15 mins, RM12). The main three shopping malls are: Wisma Merdeka (Sony had good prices on electronic goods. We bought a digital camera and multisystem VCR); Center Point (Mall known for theft, be careful. We had our passports stolen here at The Net Internet Cafe) and the Kompleks Karamunsing (Location of Malaysian Airlines Head Office and the Mt Kinabalu Nature Resort Office where you make the bookings for Mt Kinabalu National Park). If you are looking for outboard motor parts see Joseph Voon at Tre Segah Store in the Sinsuran Complex (Jalan Pasar Baru).
The Yacht Club is located near the Shangri La's Tanjung Aru Resort. From town the buses depart from Jalan Tugu but can be caught from Jalan Tengku Abdul Rahman (main street). A little tricky at first to know which bus, but it should be sign posted either Beach Resort, No. 2 or Tg Aru!! The fare was 90 sen. Impressive club facilities with good restaurant, bar and hot showers. If arriving by yacht, the first week's membership fee is free! We paid RM25 for one week's temporary membership. You must be a member to use the facility.
The ferry over to the Gayana Island Resort cost RM8 return. We had a nice lunch at the resort restaurant. The resort provides an alternative place for mooring a yacht. The anchorage is protected whereas the Yacht Club is quite exposed.
An impressive fruit and vegetable market is located down near the pier.
The Signal Hill Observatory offers fine views over the town.
Ruby Hotel (Jalan Laiman Diki). Double room, TV (HBO movies) for RM60. Central location.
Places to Eat:
We frequented the Muslim eateries most of the time. Our preferred breakfast treats were roti canai (Indian bread served with curry and dahl sauce) or murtabaks (an omlete type mixture wrapped up in very thin roti dough then fried). A few of our favorite places were:
New Rahmat Restoran (Jalan Tugu)
New Arafat Restoran (Jalan Pasar Baru)
Rafidaah Restoran
Sri Melaka Restoran (Jalan Laiman Diki)
Sedeco Outdoor Market (a little expensive but the seafood is great)
Transport (Bus station located on Jalan Tengku Abdul Rahman)
Buses to Sandakan depart at 7.00am and 8.00am (6 hrs, RM20). A lunch stop is made at Renau where you can buy local food or Kentucky Fried Chicken!!
Minibuses to Tambunan (for the Rafflesia Forest Reserve) depart from under the Banyon Tree. The trip takes about 1 1/2 hrs up through the Crocker Range (great views if the weather is clear) and costs RM10. Buses leaving Tambunan are often full by the time they reach the Rafflesia Reserve, so we just hitched a ride back to KK with a local family. Check with the Sabah Tourism Promotion Corporation (Jalan Gaya) first to determine whether a Rafflesia flower is in bloom.
Buses to Mt Kinabalu National Park depart frequently. The trip takes about 2 hours and costs RM10. We left early to take advantage of the afternoon to start exploring the park trails. These are well maintained and worth doing if you have the time to spare. Prior to the summit climb, check in at the Reception Office where you will be assigned a guide. The following fees are applicable: RM60 (for the guide and entrance), RM3.50 (insurance), RM10 (return minibus trip to the Power Station (definitely recommend this). This totals RM73.50 per person.
Arrived at the new International Airport (KLIA) and caught the shuttle bus into town (RM25 each). There was not much traffic, so the trip only took 1 hour. Taxis waiting outside the hotels were a total rip off! Most of the other drivers who were willing to use their meters were very reasonable. We caught a taxi back out to the airport for RM52, which was better value than the bus when you consider the time taken (45 mins) and comfort level!! We had been advised to allow at least 2 hours!
Ben Soo Homestay (Jalan Tiong Nam, "Little India" area). Very basic room with share toilet/shower facilities for RM32 p/n. Dormitory rooms also available.
Impiana Hotel (Jalan Cheng Lock, Chinatown). All the big hotels were having promotion deals. We stayed in a very nice double room with Satellite TV for RM110 p/n. This class of hotel would normally be out of our price range! Chinatown proved to be quite a handy location. Just around the corner from the hotel, busy daytime streets were blocked off to traffic at night and turned into brightly lantern-lit outside eateries and market stalls.
Places to Eat:
Nantas Thai (Jalan Ampang)
Restoran Anju (opposite Puduraya Bus Station). Great Indian fare, served on a banana leaf!
Street eateries in Chinatown


text: Marion Motel and Apartments puts you 5.8 mi (9.4 km) from Victoria Square and 6.1 mi (9.8 km) from Adelaide Central Market. For a workout, you can visit the outdoor tennis court or go for a morning swim at the outdoor pool. Bonuses like sofa beds, refrigerators, and microwaves are in all rooms.


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For many U.S. military veterans, the road back to civilian life is challenging in ways preparing for war never was. In this Sunday's Insight, East Bay freelance writer Brenda Payton interviews five veterans of U.S. wars abroad. Three are men, two are women. Their stories are different, but very similar, too. The military trained them for war but hasn't prepared them to return to civilian life.
The Chronicle partnered with radio station KALW on this project. You can read Payton's interview with David Smith here. You can also listen to KALW's Casey Miner's radio interview with Smith here.
We're interested in hearing your thoughts about our military veterans and life in America after 10 years of war. Please submit your Letter to the Editor here.


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Luke 11.41
"Give that which is within as charity, and, behold, all things are clean for you."
I am God Almighty; Walk before me, and be blameless. And I will establish my covenant between me and you, and I will multiply you exceedingly. . . . I will make you exceedingly fruitful, and I will make nations of you, and kings shall come forth from you (vv. 1-2, 5).


text: In article <ralph.1163043724A at 18.104.22.168>, ralph at ccit.arizona.edu (R M Bernstein) wrote: > In Article <Pine.HPP.3.91.951001211734.10202A-100000 at fhs.csu.McMaster.CA>, > Denis Snider <sniderd at fhs.csu.McMaster.CA> wrote: > >On 28 Sep 1995, William F. Wade wrote: > >> What evidence is there, if any, that targeting antigen to a specific > >> internalization pathway or APC type favors a Th1 vs Th2-type response. > > >William, > > I've been doing studies on antigen targetting in vitro and in > >vivo for the last few years. I have seen nothing in the literature that > >answers your question directly. So far as is known now, Th1 and Th2 are > >more determined by the nature of the cytokine microenviroment available > >during the initial response of the naive Th precursor. For instance > >IL-12 and IFN-gamma promote Th1 and IL-4 promotes Th2. However, it is > >known that the best APC for proper activation of Th precursors is the > >dendritic cell or an activated B cell. That is from in vitro (no in > >direct in vivo evidence yet) work by among others Drs. S.Swain, T. > >Mossman, Seder, and others, published mostly in JI, JEM, etc/ > > > > Good luck. Let me know if you find more useful information. > > > >Denis Snider PhD > related to this topic, > has anyone seen anymore data on the ability of b71 and b72 to serve as > markers to determine the th1 / th2 commitment of t cells? > regards, ralph > > Ralph M. Bernstein Well there is a little more evidence about than that, but it's still an open question. In vitro work indicated that macrophages were better APC for Th1 development (1, 2) and we demonstrated that this could also be shown of some macrophage types in vivo, in either antigen or infection models (3, 4). Recent work (no publication, I'm still doing the writing :)) suggests that differential production of cytokines by APC - specifically IL-12 and TGF-b are the cause. APC (or at least macrophages, which is all I can write on with any pretense to authority) seem pretty homgenous as regards cytokines. There is also some suggestion that the concentration of antigen presented can affect T cell subset development, and since levels of class II MHC can vary wildly between different APC, this could affect the outcome. Kim Bottomly has written a bit on this over the last few years and there is some nice new evidence from transgenic models to support it. I can't call up the papers off the top of my head, but some of the people doing the work are Stephanie Constant, Nancy Hoskens and Barbara Fazekas de St. Groth. The basic line of thinking is that Th2 cells are less susceptible to being turned OFF by inappropriate stimulation than Th1 cells, so that if antigen is low or too high, then they will have the advantage. Since Ag-specific B cells can acquire antigen at high efficiency via their specific receptors and DC have more class II and costimulatory molecules, these cells would have an advantage in presenting Ag at low concentrations, which may lead to their being predominantly associated with Th2 responses. Finally as regards B7.1 and B7.2, Laurie Glimcher has published data in J. Exp. Med (sorry can't remember exact issue/title) supporting differential effects on TH1/2 development, and Rich Locksley's group drew similar conclusions from a mouse infection model (5). This is still very contoversial as other groups have results which don't agrre with the in vitro data published, and Rich's work can be interpreted in other ways. My personal bias (which I reserve the right to change at any time!) is that it may play a minor role, all other factors being equal, due to the ability of these factors to increase the intensity of the signals. 1. Gajewski, T. F., M. Pinnas, T. Wong and F. W. Fitch. 1991. Murine Th1 and Th2 clones proliferate optimally in response to distinct antigen-presenting cell populations. J Immunol 146:1750. 2. Gajewski, T. F., S. R. Schell, G. Nau and F. W. Fitch. 1989. Regulation of T-cell activation: differences among T-cell subsets. Immunol Rev 111:79. 3. Doherty, T. M. and R. L. Coffman. 1993. Leishmania antigens presented by GM-CSF-derived macrophages protect susceptible mice against challenge with Leishmania major. J Immunol 150:5476. 4. Doherty, T. M., S. G. Love, D. R. Harding and J. D. Watson. 1994. Reversal of T cell unresponsiveness by augmentation of antigen presenting cell function. Int Immunol 6:761. 5. Corry DB, Reiner SL, Linsley PS, Locksley RM: Differential effects of blockade of CD28-B7 on the development of Th1 or Th2 effector cells in experimental leishmaniasis. J Immunol 1994, 153:4142-8. OK, if you've read this far and are still interested, I feel I should also mention Erwin Rude's group, who did a lot of early work on the effect of macrophage factors on T cell development in vitro. Hope this sheds light rather than obscurity! Cheers, Mark Doherty Fogarty Fellow NIAID, NIH Bethesda


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There's only one Texas Panhandle high school basketball team left standing, the Texline boys, who will be in Austin on Friday at the Class 1A Division II state basketball tournament.
But that doesn't mean the season's necessarily over for us.
In order to honor the best on the high school hardwood for 2012-13, the Amarillo Globe-News is seeking all-district high school boys and girls basketball teams for public and private schools. This will helps us tremendously in selecting our Golden Spread teams for each classification and the Super Team including all classifications.
The Globe-News needs teams from the following districts: 4-4A boys; 1-3A boys and girls; 2-2A boys and girls; 3-2A boys and girls; 2-1A Division I girls; 3-1A Division I boys and girls; 1-1A Division II boys and girls; 2-1A Division II boys and girls; 3-1A Division II boys and girls; TAPPS 1-1A, 1-2A and 1-3A boys and girls.
Coaches and athletic directors from these districts can submit all-district teams by e-mail at email@example.com or fax to 806-373-0810.
For any questions, call 806-345-3313.


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By Thomas Horn, Guest Writer
The Pacific Lutheran University choir students demonstrated a well-balanced sound during the Fall Choral Concert. The concert included the Choir of the West, Chorale and the University Singer and took place Oct. 22-23 in Lagerquist Concert Hall. There was not an empty seat to be found throughout the entire hall.
The choirs performed under the direction of Nathan Frank, a visiting music instructor, and Brian Galante, an associate director of choral studies. Frank conducted both the University Singers and Chorale, while Galante conducted the Choir of the West.
The Chorale performed first, and it had five songs that featured multiple soloists. The soloists varied in different dynamic levels, but the rest of the group accompanied all of them.
The audience could hear every little detail in Lagerquist.
"On the stage, you can't hear the same clarity when you're performing," first-year Elliot Turner, who plays the guitar in the jazz band, said. "When I'm in the audience, I can hear everything so clearly,"
All of the soloists had voices that were able to cut through the accompaniment of the group and be heard by the audience.
First-year Michael Greer had a solo during the song "MLK," which he said he thought went really well. "My music teacher always says as long as your happy with your performance, there's nothing to be ashamed of," Greer said.
The University Singers, an all-female choir, performed next. The group sang three songs and used percussion instruments, unlike the other groups.
Following the University Singers, the Choir of the West, a co-ed group and top choir at PLU, came on stage to perform.
They sang five songs with especially loud bass notes. The last song the group performed featured Paul Tegels, university organist and an associate professor of music, on the organ. The organ added a classical effect to the overall song — it filled the entire hall with sound.
All three choirs performed the final song of the night, "Beautiful Savior," together. The choirs invited the PLU alumni in the audience to participate as well. As the last note faded away, they received a standing ovation.
"It was really astounding. It was great to see how many alumni there was," first-year Kyle Sturmer, a bass singer in Chorale, said. "I can tell that they still have a passion for music and that's so cool to see."
The next choir concert is the Choral Series, Choral Union, will be Nov. 16.


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Turning Data into Narrative | MIT Center for Civic Media
Monday, June 18, 2012 -
9:30am to 10:50am
Follow along with the Liveblog
Watch live streaming video from knightfoundation at livestream.com
As media makers and members of the public, we increasingly have access to rich data sets that contain information about our communities, our politics and our government. Our panelists explore their strategies for finding and sharing stories embedded within sets of data.
- Emily Bell, Tow Center, Columbia University, Moderator
- Dan O'Neil, Smart Chicago Collaborative
- Kara Oehler, Zeega
- Jonathan Stray, Associated Press
- Laura Kurgan, Columbia University