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Matt Damon reads from Howard Zinn's speech "The Problem is Civil Obedience" (November 1970) from Voices of a People's History on Vimeo.
Matt Damon, a lifelong friend of Howard Zinn and his family, read excerpts from a speech Howard Zinn gave in 1970 as part of a debate on civil disobedience.
This performance was part of "The People Speak, Live!" with Matt Damon and Lupe Fiasco at the Metro in Chicago, on January 31, 2012, produced by Voices of a People's History (www.peopleshistory.us) in collaboration with Louder Than a Bomb: The Chicago Youth Poetry Festival.
Learn more at www.Facebook.com/VoicesofaPeoplesHistory and on Twitter @VPH.
Here's what Howard Zinn writes about this speech in his introduction to the full piece in his book Voices of a People's History of the United States, written with Anthony Arnove and first published in 2004 by Seven Stories Press:
"In November 1970, after my arrest along with others who had engaged in a Boston protest at an army base to block soldiers from being sent to Vietnam, I flew to Johns Hopkins University in Baltimore to take part in a debate with the philosopher Charles Frankel on civil disobedience. I was supposed to appear in court that day in connection with the charges resulting from the army base protest. I had a choice: show up in court and miss this opportunity to explain — and practice — my commitment to civil disobedience, or face the consequences of defying the court order by going to Baltimore. I chose to go. The next day, when I returned to Boston, I went to teach my morning class at Boston University. Two detectives were waiting outside the classroom and hauled me off to court, where I was sentenced to a few days in jail. Here is the text of my speech that night at Johns Hopkins."


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After 30 years working on their respective ongoing music projects, Vince Clarke (Erasure / Yazoo / Depeche Mode) and Martin L. Gore (Depeche Mode) come together for the first time since 1981 as VCMG to release a brand new album preceded by a series of EPs.
VCMG is the fruit of initially tentative discussion and subsequent enthused collaboration where Vince and Martin, both influential as pioneers in electronic music, get to exercise their lifelong love of the genre as the techno inspired VCMG.
As Vince explains: "I've been getting into and listening to a lot of minimal dance music and I got really intrigued by all the sounds... I realised I needed a collaborator... so it occurred to me to talk to Martin."
Says Gore: "Out of the blue I got an e-mail from Vince just saying, 'I'm interested in making a techno album. Are you interested in collaborating?' This was maybe a year ago. He said, 'No pressure, no deadlines,' so I said, 'OK'."
The writing and recording of the album was done in a typically unique way with the pair working alone in their respective studios, communicating only via email, exchanging files until the album was ready. It was in May 2011 that the pair met for the first time to discuss the project when they both performed at Short Circuit presents Mute festival in London.
The album (title to be announced soon) was produced by Vince Clarke and Martin L. Gore and mixed by the influential Californian electronic artist Überzone / Q and will be released in the spring of 2012.
The first release is an EP entitled Spock. EP1 / SPOCK will feature remixes from Edit-Select, aka Tony Scott, the UK DJ / producer and founder of EditSelect Records whose previous remix credits include Speedy J, Death In Vegas and Gary Beck; Regis, British techno musician Karl O'Connor (member of the Sandwell District collective and co-founder of Downwards Records); DVS1, Brooklyn based producer Zak Khutoretsky; plus XOQ, the alter ego of Überzone / Q, who mixed the VCMG album.
EP1/SPOCK will be available initially as a global exclusive on Beatport on 30 November, and then on all DSPs from 12 December with the 12 inch release following on 19 December 2011.

subset: commoncrawl


text: I often get the question what sort of tracks are currently being hyped. What kind of sound works right now, what is popular and what can we expect for the future? So I decided to list ten of the most popular and hyped tracks of that month, every month. By no means is this list complete, but it can give … Read More


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Official Press Photos for G.I. Joe/Transformers ComicCon Set
It's tough to say whether the leak of information and images had anything to do with a reveal of the upcoming G.I. Joe/Transformers ComicCon set, but whatever the reasoning, we now have official press photos of the set to share as revealed by Uproxx yesterday.
Check out the images below.


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Search | Welcome | About | Contact / Contribute | Citing Us | IAWA | Links |
Contact/ContributeIf you have comments or suggestions for improvements or wish to share images or PDFs, please e-mail: xylem @ ncsu.edu [remove spaces between @ and ncsu.. Support InsideWood by buying the 2023 Calendar "InsideWood. Plants With. A Past." It features photomicrographs of different plant groups highlighting their distinctive features and give dates for Arbor Days around the world. Support the International Association of Wood Anatomists by buying the photobook "Beauty In Wood." InsideWood exists because of the NC State University Libraries' support. If your work benefits from using InsideWood, please help support the library. Any amount is welcome. You may use their secure online payment system to make a tax deductible charitable donation to the Friends of the Library. Select the ¿Honor, Memory or Support Informationin¿ button and type in ¿InsideWood¿ as the honoree. InsideWood exists because of the NCSU libraries' support. If your work benefits from using IW, please help support the library. Any amount is welcome. We welcome help in improving the site and database. There are three ways to participate in the InsideWood project: Contribute Data: Wood anatomical descriptions for species or groups not yet in the InsideWood database are welcome. We especially welcome publications describing woods of critical or vulnerable groups, as well as underrepresented taxa. Please send reprints, if available, or complete a IAWA Modern Wood Data Sheet (Excel format) or IAWA Fossil Wood Data Sheet (Excel format) of the published descriptions. If you have a publication that would provide additional data for the Inside Wood descriptions (e.g., vessel element, fiber length, or crystal location), please submit changes or additions, with accompanying references. Contribute Corrections: If you notice errors in either anatomical descriptions or names of taxa, please let us know, and provide documentation (references) we can use to correct those errors. Contribute Images: If you have unpublished micrographs or published micrographs (digital or film) for which you hold copyright and that represent vouchered modern or fossil wood specimens, contact us about submission. We are able to scan various media (negatives of varying sizes, color transparencies, and photographs). Corresponding anatomical descriptions are welcome, but not necessary. All images are linked to metadata and the authors of the images are fully credited. |


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Happy Thanksgiving Card
5"x7" thanksgiving card featuring your family's photo overlaid by the text "Happy Thanksgiving." This design is best suited for a photo with space above the main subject(s). Please contact us if you want to know if your photo will work with this design.
The turkey back pattern is included. It is possible to incorporate multiple photos into this design.
Paper: Printed on a thick, 130# white card stock. This paper has a luxurious feel and smooth finish.
Envelope Options: Each order comes with free white A7 envelopes. Colorful envelope upgrade is available here.
Interested in having us address your envelopes? Get more information here.
Proofing: Please include the text you want included in the "Invitation Wording" box above. Be sure to spell everything out exactly as you want it to print. An electronic proof will be e-mailed to you within 2 business days.
Changes: One round of changes is included in your proof. Any additional proofs will be $15 each.
Turnaround: Once you are happy with the design you must reply back to the email giving your approval to print. Invitations will be in your hands 3-7 business days following your approval of the proof, depending on the shipping option you choose. Rush orders will be considered, with an additional charge.
Want changes to the design? We are able to offer some customizations on many of our designs. Please contact us before your purchase to confirm the changes you want are possible.
Color, font changes and slight design alterations can be made at no extra charge. Detailed and significant design changes may affect pricing. Be sure to leave your requests in the "Special Requests" box.
Due to different computer monitors/calibrations, the colors on printed products may vary slightly from the sample shown here. If exact color accuracy is important please contact us about a sample.


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Camélia Chair
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Paulbooks is moved to fokas.nl/paulbooks
Paulbooks is a division of Antiquariaat Fokas Holthuis offering books and ephemera about unusual literature and history of many countries, transport, trade catalogs, autographs, bibliophile editions, sexology and gay literature from the past, and just nice or absurd books in general.
We send out a Paulbooks newsletter once every fortnight containing about 25 items. If you want to receive it, send a mail to Paul: email@example.com. Books that didn't sell from the newsletter will be offered on the ILAB and Antiqbook pages of Antiquariaat Fokas Holthuis. You may find our recent newsletters here.
Books may be paid by bank transfer, with Visa or Mastercard or with Paypal. We try to minimize shipping costs as much as possible, don't be afraid to mention this subject if you want to place an order. If you are interested in an item of ours, just send an email. We will give you all the information you need.
Terms of Sale
Books are in good antiquarian condition, unless described otherwise. Serious defects are stated, minor defects not always. All prices are in Euro, tax included, but without postage and bank charges which are at buyer's expense. Shipping of books after receipt of payment. Books may be returned within 7 working days (prior notification welcome). A full refund can be expected if the books do not match the description stated. Otherwise, only the price of the books (excluding shipping costs) will be refunded.
Orders from the Netherlands and other Euro-countries preferably paid by bank transfer.


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Official Standard of the Lagotto Romagnolo General Appearance: Small to medium-sized dog, well proportioned, powerfully built, of a rustic appearance, with a dense, curly coat of woolly texture. The dog should give the impression that he has the strength and endurance to work all day in difficult and challenging terrain. Size, Proportion, Substance: Size - Height at the withers: Dogs 17 to19 inches, Bitches 16 to 18 inches. Tolerance of 1⁄2 inch. Disqualification - Dogs under 161⁄2 inches or over 191⁄2 inches. Bitches under 151⁄2 inches or over 181⁄2 inches. Weight - Males 28 to 35 pounds. Females 24 to 31 pounds. Important Proportions - The length of the head is four-tenths of the height at the withers. The dog is nearly as high as long (square). The length of the dog, measured from the sternum to the ischium is nearly the same as the height at the withers. The length of the skull should be slightly more than 50 percent of the total length of the head. The depth of the chest is less than 50 percent (about 44 percent) of the height at the withers. Head: When viewed from above the head is trapezoidal in shape and moderately broad; the upper longitudinal axis of the skull and the muzzle diverge slightly. Cheeks flat. Axis of the skull and the muzzle converging or appearing "dishfaced" is a fault. Viewed from the side, from occiput to stop, the skull should be longer than the muzzle. The skull measured across the area of the zygomatic arches is wide and equal to the area from the stop to the occipital crest, both being slightly more than 50 percent of the total length of the head (56 percent). Frontal sinuses well developed, marked arch of the eyebrows, the occipital crest is not very developed, the stop not too pronounced though the furrow between the eyes is pronounced. The ridge formed by the eye sockets is palpable from the eyebrows to the side of the head. The eyes are large, but never exaggerated, rounded, filling the socket, set fairly apart. The color of the iris ranges from ochre to hazel and dark brown depending on the color of the coat. Close fitting eyelids; eye-rim color will vary with coat color from flesh colored to dark brown. Eyelashes very well developed. The Lagotto's expression should be alert, keen and lively. Walleye(s), an eye with a whitish iris, a blue eye, are a disqualifying fault. The ears are medium-sized in proportion to the head, triangular with rounded tips; their base is rather wide; they are set just above the zygomatic arches. Hanging at rest or slightly raised when the dog is attentive. The ears when pulled loosely forward across the cheeks towards the nose tip should cover 1⁄4 of the length of the muzzle. Muzzle is measured from eyes to nose tip. On the ears, the hair tends to show looser curls, but remains very wavy. Except where trimmed to the edges there should be no short hair on the ears. The inner part of the auricle is also covered with hair. The muzzle is broad in width, in length a little shorter than the skull (44 to 56 percent ratio). The muzzle is wedge shaped, giving a blunt profile. The nose is large with wide open and mobile nostrils. Median groove strongly pronounced. The bridge of the muzzle has a straight profile, a roman nose is a fault. Viewed in profile, the nose continues on the same level as the muzzle and protrudes very slightly from the front edge of the lips. Color will vary with coat color from flesh colored to dark brown. The nose should be fully pigmented. A de-pigmented nose is a fault. The lips are not too thick; they are rather tight, so that the lower profile of the muzzle is determined by the mandible. They are covered with a long and rather bristly moustache. Color will vary with coat color from flesh colored to dark brown. The flews are tight fitting and dry. Strong underjaw which is relatively large with white and well developed teeth. The mandibular braches of the jaw should be straight. Reverse scissor bite, scissor bite or level bite are all acceptable. Overshot bite and pronounced undershot bite (more than a 1⁄4 inch space between the upper and lower incisors) are both disqualifying faults. Full dentition is preferred. No more than one missing tooth. The missing tooth to be allowed only between P1-P4. Any tooth missing other than a premolar or more than one missing tooth is a disqualification. Neck, Topline and Body: The neck is strong, muscular, lean and oval in shape; well set off from the nape, and slightly arched. In males the perimeter of the neck can reach the double of its length. Short in appearance, it is less than the total length of the head. The topline - well pronounced withers, topline straight from behind the withers to the croup, which is slightly sloping. Body - compact and strong. The length of the dog, measured from the sternum to the ischium is nearly the same as the height. Chest - well developed, reaching down to the Ribs: - well developed, narrow in front; widening from the sixth rib back (behind the shoulders) to the last rib. Underline-long sternal section in form of a straight line; the following tuck-up is only slight. Back-straight, very muscular. Loin - short coupled, very strong, width is equal or slightly exceeds the length. Croup - long, wide, muscular, slightly sloping. Tail - set on slightly below the line of the back; following the natural line of the croup. The length of the tail when hanging at rest should barely reach the hocks. At rest carried scimitar like or straight; when excited it is decidedly raised. When moving the tail is often carried level with the back. When working or excited can be raised higher, also scimitar like, but never curled or straight Forequarters: Shoulder - shoulder blades long (30 percent of the height at withers), well laid back (52 to 55 degrees), muscular, strong and closely attached to the chest, but moving freely. The angle formed between the shoulder blade and the upper arm should be 110 to 115 degrees. Upper Arm - muscular, of thin bone structure, as long as the shoulder blade; its inclination to the horizontal ranges from 58 to 60 degrees. Elbow - tucked firmly against the brisket; covered with thin skin. Parallel to the median sagittal plane (means in line with the spine) of the body as are the upper arms. The tip of the elbow is located on a vertical line lowered from the back end of the scapula to the ground. Forearm - perfectly vertical, long (36 percent of the height at withers), with compact, strong bone of oval cross-section. Carpus (wrist)-viewed from the front in a vertical line with the forearm; fine, robust and mobile; the bone of the carpus markedly protruding. Pasterns - rather less thick and of finer bone compared with the forearm. Seen in profile, slightly sloping (They form an angle of 75 to 80 degrees with the ground). Dewclaws - must be present on the front legs. Missing dewclaws are a disqualifying fault. Forefeet - slightly rounded, compact, with well arched and tight toes having well developed webbing between the toes. Pads are fully pigmented. Nails are strong and curved and may range in color from white to so dark a brown as to appear black. Hindquarters: Angulation - in balance with the forequarters. Legs powerful, upright seen from the rear, well proportioned to the size of the dog and parallel. Upper thigh - long (35 percent of the height at withers), with well defined muscles. The axis of the femur has a distinct inclination of 80 degrees to the horizontal. The coxo-femoral angle ranges from 105 to 110 degrees. The thigh is parallel to the median plane of the body. Stifle-the angle of the stifle ranges from 130 to 135 degrees. Second thigh-slightly longer than the upper thigh (36 percent of the height at withers), well boned and muscled, with marked muscular groove. Its inclination to the horizontal ranges from 50 to 55 degrees. Its direction is parallel to the median plane of body. Hocks (rear pastern) - well let down. Thin, cylindrical, perpendicular to the ground. Hind feet- slightly oval shaped, compact, with toes slightly less arched than those of the forefeet and with well-developed webbing between the toes. Pads are fully pigmented. Nails are strong and somewhat straighter than those of the forefeet and may range in color from white to so dark a brown as to appear black. Dewclaws present on rear feet is a disqualification. Coat: Hair - of woolly texture, never twisted to form thin cords, semi-rough on the surface, with tight, ring shaped curls, with visible undercoat. Curls must be evenly distributed all over the body and tail, except on the head, where the curls are not as tight forming abundant eyebrows, whiskers and beard. Even the cheeks are covered with thick hair. The topcoat and specially the undercoat are water-proof. The clipped coat must not be longer than a maximum of 11⁄2 to 2 inches in a curled state (not brushed out) and it should be uniform with the silhouette of the dog. Only on the head the coat can be longer than 11⁄2 inches, but not so long as to cover the eyes. The edges of the ears should be clipped to the leather, though the surface of the ear flap should show wavy hair. The area around the genitals and anus should be clipped short. The hair should never be clipped so short (except as noted above) that curls and texture of the coat cannot be assessed. The correct clip is un-pretentious and contributes to accentuate the natural, rustic look typical of the breed. The correct coat is never luxurious and shiny. Excessively groomed dogs (sculpted or blown out so that the curl may not be assessed) should be so severely penalized as to eliminate from competition. Disqualification – Corded coat. Skin -thin, close fitting all over the body, without wrinkles. Pigmentation of the skin connecting with mucous membranes and that of pads ranges from light to dark and very dark brown. Color: Off-white solid color, white with brown or orange patches, brown roan, brown (in different shades) with or without white, orange with or without white. Some dogs have a brown to dark brown mask. Tan markings (in different shades) allowed. The colors have a tendency to fade to a more diluted shade as the dog ages, sometimes to such an extent that the brown areas can appear as a silvery/gray roan. All the above colors are equally desirable including faded or diluted colors. Black coat, black patches or black pigmentation are to be disqualified. Gait/Movement: Energetic trot with reach and drive. Lively and balanced. Behavior and Temperament: The Lagotto is tractable, undemanding, keen, affectionate, very attached to his owner and easy to train. He is also a very good companion and an excellent watch-dog. A natural gift for searching and a very good nose has made the breed very efficient in finding truffles. The former hunting instinct has been modified by genetic selection; hence his work is not distracted by the scent of game. The dog should be neither aggressive nor overly shy. Faults: Any departure from the foregoing points should be considered a fault and the seriousness with which the fault should be regarded should be in exact proportion to its degree and its effect upon the health and welfare of the dog and on its ability to perform its traditional work. Disqualifications: Size - Dogs under 161⁄2 inches or over 191⁄2 inches. Bitches under 151⁄2 inches or over 181⁄2 inches. Walleye(s), an eye with a whitish iris, a blue eye. Bite - Overshot bite, pronounced undershot bite (more than a 1⁄4 inch space between the upper and lower incisors). Teeth - Any tooth missing other than a premolar or more than one missing tooth. Dewclaws - Missing on front feet or present on rear feet. Coat - Corded coat. Color - Black coat, black patches or black pigmentation. Approved November 20, 2012 Effective January 1, 2013 |
Height at the wither | Defects |


text: We would like to thank our subscribers first and foremost. Without you, we would not have come so far within this community. For that our utmost appreciation will now and always play the biggest role. Our subscribers have helped us grow as a YouTube Partner, as well as a family by helping give us a son just by watching and following our crazy family. For those who have not seen us before, our channel is packed full of family fun! We do vlogs, skits and original songs about our crazy life and family in Charlotte, N.C. We like to have fun and would love to have you with us! Thank you for watching and we look forward to you joining our journey.


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Although the poems of Emily Dickinson remained virtually unpublished during her lifetime, she did engage in a private kind of self-publication from about 1858 to 1864. During those years, she made copies of more than eight hundred of her poems, gathered them into forty groups, and bound each of these gatherings together with string to form booklets. While she sometimes sent a friend a copy of one of the poems from the booklets, there is no evidence that she showed them in their bound form to anyone. After her death in 1886, her sister, Lavinia—to whom she had willed all her earthly possessions—was astonished to discover the forty booklets among the poet's papers, as well as copies of nearly four hundred poems arranged in the manner of the booklets, but unbound; miscellaneous fair copies; semifinal drafts; and worksheet drafts written on odds and ends of paper—the backs of envelopes and discarded letters, bits of wrapping paper, and edges of newspapers. Lavinia, who had known her sister wrote poems but had not suspected how many, was determined they be published. First she turned for editorial help to her sister-in-law, Susan Gilbert Dickinson, who must have seemed—and still seems—the logical choice. As the poet's surviving letters and holographs show, Emily Dickinson had shared a lively interest in literature with Susan, sent her more poems and letters than those sent to any other single recipient, and even on occasion sought her poetic advice. When Susan failed to take action quickly enough to suit Lavinia, she retrieved the poems, then gave them to Mabel Loomis Todd, wife of an astronomy professor at Amherst College (and mistress of the Dickinson sisters' brother, Austin), who took on the enormous task of editing the manuscripts. With the help of T. W. Higginson, a figure of some literary prominence with whom the poet had corresponded, Todd selected and edited several hundred poems from the mixed cache discovered by Lavinia, then saw them through their publication in the three editions of the 1890s.
In these early editions and those that appeared in the following eighty or so years, editors arranged the poems according to principles of their own that did not reflect Dickinson's arrangement in her fascicles, as her booklets have come to be known. Moreover, during the poems' complex publishing history the fascicles were cast into disarray. Readers therefore knew that Emily Dickinson had created them—both Lavinia Dickinson and Mabel Todd referred to them as "volumes" or "fascicules"—but without the fascicles themselves, one could only wonder about their number, sequence, and even precisely which poems were included. In his 1955 variorum, Thomas H. Johnson attempted to identify the poet's original arrangement; then Ralph W. Franklin in his 1967 Editing of Emily Dickinson and a series of subsequent articles revised Johnson's ordering and added a number of missing poems. But the poet's original arrangement was not fully restored until 1981 with the publication of Franklin's Manuscript Books of Emily Dickinson. Guided by such evidence as stationery imperfections, smudge patterns, and puncture marks where the poet's needle had pierced the paper to bind them, Franklin returned the fascicles to their original state. For the first time, facsimiles of the forty fascicles were made available to readers in the form Dickinson had assembled them.
By reconstructing the fascicles, Franklin introduced a new era in Dickinson scholarship and an important new question to be confronted by her readers: what, if any, organizing principle or principles did the poet have in mind when she created them? Because the forty fascicles include most of Emily Dickinson's poetic production between 1858 and 1864, some have proposed they are simply random gatherings, that as she wrote the poems, she bound them chronologically to provide some degree of order to their burgeoning number. Others have argued that one or all of the booklets focus upon a particular aesthetic or thematic principle. Most recently Sharon Cameron, whose 1992 Choosing Not Choosing was published after I had completed this book, presented strong evidence that Emily Dickinson assembled the fascicles deliberately rather than chronologically. As Cameron points out, for example, some fascicles are composed of poems that Dickinson copied in different years. In some cases she later inserted an additional sheet into a fascicle she had already completed. In others she left a verso or half-sheet blank.
From the introduction to Emily Dickinson's Fascicles: Method and Meaning. Copyright © 1995 by The Pennsylvania State University.


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text: Good morning. I'm Rachel Martin. This past weekend, pop star Dua Lipa was granted Albanian citizenship by that country's president, who says the singer has made her nation proud with her musical talents and contributions to raise awareness about Albania. The singer was born in London to immigrants from Kosovo, and Albanian was her first language. Today marks Albania's 110th anniversary as an independent country separate from the Ottoman Empire. Dua Lipa will celebrate with a concert there. It's MORNING EDITION. Transcript provided by NPR, Copyright NPR.


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NCHW™ Registry
Discover the NCHW™ Registry, a comprehensive database exclusively for National Community Health Workers (NCHWs). Our registry is a powerful platform that showcases the qualifications, certifications, and expertise of NCHWs. Find certified NCHWs, explore their profiles, and connect with professionals dedicated to improving health outcomes and championing health equity.
Lacey Bauer
Superior Alliance for Independent LivingUnlock Your Potential
Registering for the NCHW™ Registry is a powerful step toward professional growth and recognition for Community Health Workers. By gaining official validation, accessing valuable resources, fostering networking opportunities, and contributing to advocacy efforts, registered CHWs can unlock numerous benefits that enhance their careers and elevate their impact on community health. Don't miss out on the opportunities that await you—register with the NCHW™ Registry and be part of a community dedicated to improving health outcomes and making a difference in the lives of individuals and communities.


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Everyone at DB Heating & Cooling, Inc. wants to wish you a very happy New Years! We hope you have a fun (and safe!) time saying goodbye to the old year and welcoming in the new.
If you are a person who makes resolutions, why not try to make your home more environmentally-friendly next year? Upgrading your heating and air conditioning system can reduce the amount of energy you need to keep your home comfortable. You can also save energy by adding insulation and sealing any air leaks. A greener home is not only better for the environment, but it also saves you money by reducing your utility bills. Call DB Heating & Cooling, Inc. to learn more about the benefits of upgrading your HVAC system.
Have a great New Year's Eve!


text:
Review the following sections to understand how to find the information you need:
The user guides in both HTML and PDF formats are available on the ZENworks Linux Management documentation Web site.
To find answers to some of the frequently asked questions in ZENworks Linux Management, see Section 2.0, ZENworks Linux Management Frequently Asked Questions.
You can use the Search button on the Novell Documentation web site to quickly find the information you need. You can also specify the search criteria by defining one or more filters such as operators, switches, and wildcards in your search strings to significantly improve your search.


text:
About the Episode
Implementing new technology can take a lot of time, money, and effort—which leaves plenty of opportunity for things to go wrong. If you've suffered through a failed software implementation, you probably want to avoid experiencing that trauma again. Drew Weiss, VP of Global Business Technology Operations at VICE Media, joins us on this episode to help you do just that. Listen now to hear his advice on how to successfully introduce new technology to your organization, from gathering buy-in all the way through optimization.
Episode Highlights
Meet Our Guest
Drew Weiss has spent the last decade leading IT teams and scaling corporate technology at companies like Refinery29, Fab.com, and VICE Media. His roles have included everything from Global Director of Internal Systems to VP of Technology Infrastructure. His passion is to help organizations improve operations, implement new technologies, and automate processes. As he's grown his career, he's always held onto the belief that people are at the core of what makes technology successful.
Episode Transcript
Lindsay: I'm Lindsay McGuire, and we want to change the narrative around the future of work. It's not about adapting. It's not about changing. It's about creating the future of work that works for your organization. So let's create it together. This is future of work, a ripple effects sub series from Formstack.
Digital transformation is something that can't happen overnight. You need internal. Buy-in a culture that embraces change and leaders who want to iterate, iterate, iterate. Drew Weiss is one of those leaders. He's the VP of global business technology operations at vice media. The world's largest independent youth media.
At a media company like vice there's an incredible balancing act going on on one hand, the company's always trying to be ahead of the game on technology tools, processes, and mediums. But on the other hand, they're a media company. So they're incredibly visible to the world, which means they've got to take risks and stride and know how to balance that risk with the rewards of being innovators and change makers.
here's drew giving us a peek into how vise approaches, implementations,
Drew: our primary goal. Put in place best operational, uh, you know, practices, if we need to implement systems or technologies to go along with that, we will, but we really try to live within the confines of what vice RD uses and just use them to the best of our abilities.
So wa uh, a really good example of this is, you know, we will go to a. Line of business or department or team advice and say, we'd like to develop what we call a document of understanding with you on how your team works. Currently we'll develop all the workflows flow charts, things that you may not have in place.
From that we'll develop a strategic recommendations document. So those are usually programs or projects that we're recommending. We will gain buy-in on leadership. And then we'll go to the various stakeholders across the business, HR legal, it, gain their buy-in, make sure that we have their teams resource properly and then build out a full timeline on how we can.
Streamline what they do building in all automations where things are manual and implement new systems, or take better advantage of the systems that they already.
Lindsay McGuire: I bet a lot of our listeners are so jealous right now, because that sounds like a fantastic piece to have built into a business or an organization.
as your team is looking at the other departments, other areas of the business and trying to decide, you know, where can we assist? What can we do? There's a lot that goes into that. for you as the technology leader inside this department and this team, you know, what is the biggest thing on your mind at vice right.
Drew: Over the last couple of years, that one of the things that's really come to the forefront is how do we promote collaboration amongst our teams? Vices? Not without people who want. Make change and, and improve things. Like there's a million people that, you know, that want to do that and are very hungry for change.
Um, the problem is that everybody kind of does it through the lens of their own particular group or department. So one of the things that I brought to the forefront was, well, how do we make sure that we're all. Together and initiative that one team is taking on. Doesn't overlap with an initiative.
Another team is taking on that. We're not working against each other or kind of taking on redundant activities. So bringing everybody together and making sure that everybody is collaborating on these initiatives and is still the biggest challenge that we're tackling. So if something. In virtue, which is our agency arm wants to implement a new system.
They may, you know, previous to our team being in place. They may go sign a contract for that new system. Take that new thing on, implement it. And then down the line, they would go to our it team and say, oh, by the way, I need this system to integrate with XYZ. And it would say, well, we don't have the resources to do that at the moment.
And so we would sit on our hands and pay for a system that we weren't utilizing for an indefinite amount of time because we didn't gain that buy-in up front. So I guess, you know, that's a really long way to, to answer your question, to say that it's just collaboration is first and foremost, what we're looking to lean into advice and that's collaboration amongst our employees, but also kind of amongst our stakeholders, whether that be an it or HR information systems and so on.
Lindsay McGuire: Yeah, I think you brought up a really excellent point when talking about how one department might have one pain 0.1 issue that they are working tirelessly to fix. They come up with a solution. Think it's, it's going to be the perfect thing for what they're dealing with right now. But then we might not take into consideration the workloads of other departments or the priorities of other departments.
And it's really hard to. Get, I think, a full organization into that kind of thinking. So what advice do you have for people who are trying to figure out how to switch the thinking from only my team's problems or my department's problems and seeing your organization more holistically and doing what you said of thinking about all the pieces before you do the one solution for your.
Drew: That responsibility, I think kind of ends up falling on the business. You need to give people the platform to be able to vocal, you know, to, to vocalize issues that they're having to, to bring up, you know, pain points in their workflow. Because if you don't, what you'll find is that people will kind of circumvent the process to do.
Themselves. So one thing that I've really tried to instill advice is this opportunity that people have to gain the buy-in of other departments without necessarily needing to know who these two, those departments are. So there's kind of two separate ways that we're taking that on. Number one. You know, we have a centralized place where people can submit very broad strokes.
What the issue that they're facing is what the solution that they possibly want to implement is, and then it's on my team to go use that data to bring in other stakeholders, whether that be people who need to be on the project. Make it successful or just other people that we might think would benefit from it.
So for example, if we're implementing a new production payroll system, which I think is, has been a really great lift advice, we went from a very rudimentary manual system, paper time cards, paper, start work for all of our production staff to something that's very modern. Technologically up to date. And that was something that we rolled out specifically for production, but because it went through the lens of our business technology operations group, we were able to say, you know, who else?
I might be able to benefit from this, our marketing team, our, uh, our, our social team, our anybody else that kind of leverage is freelancers, but not necessarily production freelancers. And so we, in that way, we took it on ourselves to go out and find the other teams. Able to use this relevant piece.that we were only implementing for one department with advice.
So that's one is just like making sure that you have a team that can be the, the advocate for the person who wants to implement a new solution. And the second piece of that is making the data reporting available to everybody. So we've not only implemented quarterly town halls, where every team gets five minutes to talk about what they're working.
Mostly so that everybody else can hear what's going on at the business. And, and what comes out of that every single time is somebody raises their hand and says, oh, that thing that, that team is working on that would really benefit me. Can you help get us in touch? So that's something that's been really, really important and really helpful.
And then the other side of that is we also have a reporting dashboard that we've implemented. So now anybody can go to this dashboard and see. Any team is in their project lifecycle. So it's making those things available to everybody. That's been really key and helpful. Yeah. That
Lindsay McGuire: data transparency can really assist across an organization.
It's amazing to talk to people who have done things like that and just how revolutionary that can be, because you just don't know what you don't know.
Drew: Yeah, every time we have one of these town halls, I get 2, 3, 4, 5 emails from people that just like are clamoring to benefit from, from things that they've seen across the organization.
And that just didn't exist before we kicked off the. And I
Lindsay McGuire: want to touch back to something you talked about just a little bit earlier with going from a very manual paper process that I would assume was a legacy process. It's something you've always done. One way. It hasn't been challenged.until your team took a look at it and said, wait a second.
So for these organizations who might be in the same situation where they have legacy systems, whether they are. Paper manual based, or they are legacy technology that is 10, 20 plus years old. How can these organizations approach innovation while also balancing the fact that it takes time to level up from these legacy systems and processes?
Drew: I think at the outset it's setting expectations. So there is often when you implement a new system, there's two sets of expectations you have to set. One is, you know, the people who want to see the change you need to set expectations on when you may actually be able to roll this out, how you're going to roll it out, who you're going to introduce it to first, how you're going to make sure that when it's in place.
It is in fact, a step in the right direction. I think there's this misconception that just because something is legacy it's bad, right? There's a lot of people who think that a legacy system has worked just fine for them and will continue to work fine. So they don't really know why you're trying to reinvent the wheel with their legacy systems.
So number one is, is, you know, setting expectations that what you're doing is actually going to be better for everybody and setting that expectation properly with the group. The second piece is setting expectations with people who are day-to-day users of the system. So again, kind of going back to that issue, that just because it's legacy doesn't mean it's bad.
If I've been doing something for. Years then I'm very comfortable with it. And now you're telling me that I have to, I have to reinvent the way that I do things. Well, how are you going to instill in me that this is actually not putting my job at risk, right? Like you're, you're automating something that somebody was doing manually.
So I think there's like being careful and making sure that you're addressing the risks and needs of everybody involved and kind of moving from a legacy to, and to an updated system is really important and being really. To the fact that just because you think that it's like, oh, I can't believe we still do this this way.
That everybody feels that way. I think that that's what really big lesson that I've learned in my career is, you know, when you come from technology and you, and you work in technology, You think that everybody's going to be excited for a new piece of technology as you are. And what you quickly realize is that not everybody has that mindset and a peak, especially people who work outside of technology or outside of it, they can often be very hesitant when it comes to change.
And so you need to be really sensitive of that. And it's something that I've learned over my career is, you know, I used to go in. Guns blazing saying like, we're going to change everything. We're going to make everything better. Look at how awesome this is going to be. When you know, we have all this new technology rolled out and everything is streamlined.
And very quickly you realize people say, well, you know, I really liked the old way of doing things. So you need to address that up front. And really that comes down to building trust with people and making sure that they understand that you have their best interest in mind, as well as the best interest of the organization.
Lindsay McGuire: Yeah, you're so right. The change management portion of that is so crucial. Um, I remember, uh, my first professional position was at a credit union and we had a SVP come in who was very tech minded and very forward-looking. And he brought in the idea and implement it. The idea of virtual tellers, where you could drive up to an ATM and virtually talk to a teller on a screen.
And let me tell you that shook some people to their core. But I think what he did successfully was cast the vision of why this was a great change, how this would be a great opportunity for not only their customers, but also the organization as a whole. So I'm interested in your advice on how should organizations approach those kind of hard situations about change management and when someone's been doing something.
One way for however long we've been doing it. And we want to approach us in a new way, but being sensitive, like you said, to their thoughts and their feelings and their job and, and kind of how they feel about their credibility and position in the organization,
Drew: that's really important. And I think that it's what it really comes down to is gaining buy-in.
As early as you possibly can in the process, when people feel like they're part of discovery, when they're part of the initial roadmapping of a project, they feel like it's a collaboration and not something that's been put on them. So it's really, I mean, gaining that buy-in upfront, that's so important.
Um, and then building trust, right? Part of it is. Setting expectations and meeting those expectations. It's so important that when you talk to somebody at the outset and you say, this is what we're implementing, we want your help in implementing it. We want to understand what your current workflow is. so that we can make it easier gaining that buy-in is so important up front.
And then you need to make sure that you adhere to those things. So the worst thing I think you could do is go to somebody at upfront, bring them into our process. Try to build that trust only to break it later. So gaining that buy-in bringing somebody in upfront and then maintaining a relationship with your key stakeholders throughout the process.
I think we sometimes have a propensity to gain, buy in and then go run and build something. Once we think we've got it. And keeping people up to date and meeting deadlines is so important so that you continue to, to foster that, that trust that you built up.
Lindsay McGuire: And you bring up a good point about, and this is a common thing.
I think we get caught up in that shiny new object, right. And the end that we're trying to chase or the solution we're after. And we lose the fact that really at the end of the day, people play just as much of a role, if not more in choosing your technology as the technical.
Drew: Yeah, absolutely. This is like, you know, one of these things that I always think about with just, just like how we roll out technology, how we implement new technology.
And it's like, you know, I think there's been in our industry. There's been this. Top-down mentality for so long and it's changing, but you know that like change management needs to come from the top and you need to, you need to have a broad picture when putting in place any new piece of technology. But I will say that like some of the most successful implementations that I've seen.
A hundred percent organic where our development team wants a new tool and we say, okay, go for it. You can use it for 1520 users and it gains traction and other departments hear about it. And then all of a sudden you've got the whole company on something that is organically grown. And I think that that is sometimes so much easier and a more fruitful way of implementing a new piece of.
Lindsay McGuire: love that you brought up implementation because what we see with a lot of our customers, and I think not even just our customers, but just in the industry overall is a lot of organizations failing with software implementation.
So what advice do you have for organizations on trying to smooth out that implementation process?
Drew: Get as many stakeholders that you can bring into those initial discovery sessions is incredibly beneficial. So I think a lot of it is just err, on the side of involving too many people, rather than not involving enough people.
And again, there's a balance and align. You've got to walk there because you know, if you have 75 people helping you on the outset with discovery, you're, you're never going to get anywhere. But I always say I'd rather have too many people in the room than not.
Lindsay McGuire: Always comes down to that clear communication and setting expectations.
And I want to dive back into this term digital transformation. So this is something that a lot of people can define a lot of different ways. So I want to know how you define digital
Drew: transformation. The evolution of anything technology related.
So, you know, advice, digital transformation for us is kind of trying to streamline. Operational workflows. So they fit best within our digital ecosystem. So it's taking the best advantage of the tools that we have at our disposal to automate what is manual. That's kind of how I think about digital transformation advice.
It's the, and this is obviously through the lens of what I'm doing currently, but it is the transformative impact on operations.
Lindsay McGuire: I love that definition. And I think that is a really clear way to say that. And as we think about the future of work, you know, you brought up tools. What do you think are the tools that are going to become crucial for businesses?
As we look at the next year, two years, five years, you know, the workplace is so drastically changing. So what tools do you think organizations should be thinking about looking into if they haven't yet? I
Drew: think that there's. Buckets as it were right there, the first is the collaboration tools. So things like slack, zoom, how those things interplay are going to be crucial and only going to get more important I've seen in my career in it and technology, just seeing the evolution of aim to Google, meet and Hangouts and chat to slack and Microsoft teams and just like all of them.
Ways that we started kind of collaborating just from a communications perspective are going to become even more important. And we're going to have to lean into more and more as we kind of move to this like high Rue way of working. The second piece of it is, you know, collaboration on projects. So, you know what you've seen.
The multitude of project management tools that are out there, um, right. Sauna, even like air table or Monday, just like all these suite of tools and when they're working their best, it is when you're promoting collaboration amongst those tools. So, you know, anybody can do a project plan. Excel document.
It's really not that difficult. What these tools provide you is the ability to collaborate on these projects in real time, pull in stakeholders, making sure you're holding people accountable in these tools. And I think that that's going to become more and more important as we go forward. So that that's, that's the second piece.
And then third piece, is kind of. Leaning into documentation and making sure that these things are available in real time. So, you know, we seen tools like notion, confluence, and trying to educate people on how to use a, what was kind of a developer tool for documentation and leveraging it for all documentation.
Full stop. Developing sites, uh, you know, that's something that we're really looking at and then having that live alongside ticketing, and then third is just, you know, platforms for making documentation readily available. And then having that live alongside things like ticketing platforms, you know, I think it's going to be really important then when I have a question.
Yeah. Pop that into something that gives me an FAQ. And then if that FAQ doesn't get me anywhere, I can reach out to the relevant stakeholder via ticket. That is kind of the, the other piece of that. And making sure that people can stay productive.
Lindsay McGuire: Well, we formed sacker actually users. So quite a few of those tools too.
So I want to talk about the future of work. And I think the last few years have been very reactive. Many of us have been in reactive stages because of the way the world's been. We haven't known what was coming next and we've had to just react as things have changed and moved and developed. But I feel like where we are now, we're finally at a place where maybe organizations can start being a little bit more proactive.
So what do you think are ways that organizations can now start being more proactive in the technology landscape, going from.
Drew: It's just giving people the tools that they need to do their jobs effectively and making sure that those, those tools are kind of at their fingertips. So one of the things that I really love that's come up, you know, when we talk about digital transformation over the last couple of years is the ability to easily integrate tools.
Previously, you know, I always said that we often try to square peg round hole things for our employees. So if we had chosen one specific system for completing the task, so let's say that the company uses a sauna. That's what we use for our project management. And that's your only option while we would have.
Hours and time trying to shoe horn people's processes into working in a sauna. And I think that one thing that we've seen with, with tools like Zapier, is that we don't have to do that anymore.
We can, you know, I mean, obviously cost being a consideration. Um, we can say, you know, if you prefer a different tool than what we are. I would rather you use the tool that you like and let's figure out how to integrate them. Let's use these, you know, off the shelf tools that have had these prebuilt connectors to make sure that the tools are talking right.
We don't want you in a silo, but we also don't necessarily want you to completely reinvent the way that you do. To shoehorn into, to something that you're, you're not in love with. So I always say that like my, from an it perspective, I like to, um, I have a, I have a yes. First model instead of a no first model.
So like let's work together to try to get to yes. On anything new that you want to implement. And these new, you know, off the shelf ways to integrate systems has. Made that a whole lot easier, because now you don't have people in silos. You know, you, they can work in separate tools, but their data can flow freely between them.
So I would say like really lean into a lot of these SAS tools that are out there that can make all of that possible.
Lindsay McGuire: Yeah. I think the integration conversation is so crucial here because we do often see organizations that will adopt a tool and then they either can't integrate it. They don't integrate it, whatever the situation might be.
And all of a sudden, not only do you have a data silo there, but you also might eventually have an orphaned to SAS tool. And that is money left on the table. That's productivity that is wasted. So when companies are thinking about integrating their tools, do you have any best practices or advice?
Drew: Do your discovery on, on what's possible.
Do your discovery on what's available off the shelf with these various tools? I think that the more points of integration of data integration that have been prebuilt, the less work that you have to do, and the more flexible you can make your. I want to
Lindsay McGuire: shift into the conversation around digital maturity.
Uh, this is something that we have started talking about more and more, especially as we begin to see organizations shift from being reactive to proactive. So for those organizations who might have. Higher up on that maturity scale, that digital maturity, you know, what can they do to keep innovating if they don't see those huge gaps in their processes or those big data silos, things seem to be running effectively and efficiently.
And they've done a lot of the, let's say, heavy lifting. What should they be looking at since there's not those most like obvious issues I wanna say.
Drew: The short answer to that. And it's this, it's a hard question to answer with that because I think every business is different and every use case is different.
So there's, there's not, I don't know that there's like a, a broad answer to that question, but the thing that I always look to first. Do you have everything documented? Do you fully understand your workflows? Um, do you have flow charts built out? Do you understand the way that people work fully? Because I think often there's a gap between thinking that things are running efficiently and smoothly and knowing that things are running efficiently and smoothly.
Lindsay McGuire: think you bring up a great point though that a lot of the times with digital transformation, once you finish or reach that in your mind finish line of this, project's done this project's implemented, everything's running. There does seem to be. Uh, pothole that people hit, where they forget that there is that maintenance, that ongoing maintenance that always happen.
So I think that's an excellent point to bring up because, you know, you reach your quote unquote finish line, and then you think you're done. And then you don't think about the fact that, but it's never really done.
Drew: Right. Well, there's like, I talked to my team about this all the time, because we have this in the role that we're in.
You have to have a clear definition of done because otherwise you're going to support the system forever. But the thing that we've tried to get a lot better about, and we're still quite frankly, working through is like, what does our handoff process look like? Who owns this? When it's no longer our responsibility who owns this once it's implemented companies often forget that piece of it.
Well, you know, I'm going to, I'm going to implement this new piece of technology and, you know, once it's live somebody else's problem, but what you should rest on your shoulders as the person who's implementing the system is making sure that it's, it's fully supported going forward and not necessarily solely, solely supported by you or your team, but fully supported by the people that you're handing it off.
Lindsay McGuire: So for those organizations who might not be as digitally mature as they wish they were, you know, how can they get started? How can they maybe kind of figure out where, where to start what's tackle first,
Drew: prioritize, prioritize, prioritize, figure out what your model for prioritizing. Systems technology is and use that in everything that you do.
So if you say our priorities are based on generating revenue and driving down costs that, okay, that's great. That's really broad. But use that through the lens at which you prioritize everything that you're working on. The key point, there is, you know, figure out how you want to prioritize things like have a model, have a, have a methodology for prioritization and use.
Every step of the way. I've seen a lot of companies, like we just want to identify low hanging fruit. and that's what we want to tackle first. That's great. But use that light and stick by it and make sure that everybody knows that that's how you're prioritizing things.
Lindsay McGuire: Well, drew, I have one final question for you and we ask this of all of our guests on future of work and you can answer however you see fit.
But what comes to mind when you think about the future?
Drew: It is giving people the tools to work efficiently, wherever they are. That's really the crux of it. And that's everything from communications to collaboration tools, to project management tools. It's just, you know, how do I make my employees as efficient as possible?
Yeah. If they're not sitting at a desk next to somebody else.
Lindsay McGuire: So I think drew brought up a really phenomenal point that it's really at the end of the day, not about technology. It's about people. If you don't empower your employees, if you don't give them the resources, the freedom, the creative authority to invest in systems, processes, technology, new ideas, then you're really missing the mark.
I think he made a really excellent point that it's really putting people first. And that's the key to any success with any technology. So I want to bring up a few pointers that he said that really resonated with me. First
I love that drew mentioned the power of organic implementation. Sometimes you just have to listen to the people inside of your organization to know what tools they want. And if the passion for the tools is there with the first few power users, soon enough, the tools spread through your entire organization.
And I love how he brought up that everything is iterative when it comes to digital transformation. When your organization is implementing new tools and processes, I know it's really easy for us to want to be in that, set it and forget it mindset, but it really, at the end of the day is not going to have as much ROI as we think.
Innovative organizations, embrace new tools, embrace new initiatives, and immediately start thinking about what's next. A great practice to start implementing is to never let a process get stale. Think about how you can audit your systems, your processes, your tools in an ongoing manner, so that you're getting the absolute most out of your investments and that the people on your teams are still getting the most out of them.
And last stop trying to square peg round hole, your employees into tools. Drew talked about how he'd much rather implement a ton of different tools than try to peg everyone in the organization into one tool that doesn't work for everyone. If your organization hasn't figured out how to easily integrate tons of tools yet, then you're doing your team and your productivity.
A disservice drew gave us an incredible foundation to build on with our future of work series. Having the right technology and tools in place is the first step to making sure you can meet all the needs of your customers. Next episode, we'll dive into the changing expectations of customers and how you can unleash your workforce in order to meet their ever-changing needs.
If you want an inside, look at how people are, re-imagining their world of work and making an impact head over to formstack.com forward slash practically dash genius. We'll be back soon with more.


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It's another fun Saturday at Send a Smile 4
Kids because we get to make 7 lucky and talented participants in our Happy
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is #11 Deanne who has won 2 digi paper packs from Tabitha's Designs! Congratulations
to the winners! Please grab your winner's blog badge from the side of the blog
and send me an email at khasheck at gmail dot com and I will put you in touch
with the sponsor to claim your prize.
Now for our Top Three as chosen by TEAM S.A.S. in no particular order. Remember to see any of the winner's blogs or our sponsor's websites, just click on their names.
Top Three Card by Angie B.
Top Three Card by Emily L.
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smiles 4 Kids, Karen


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I have an alternate history epoch taking place in 10th Century Islamic Renaissance, but I have a large Bedouin tribe that does not use anything to indicate a person's name or identity. This is a big Catch 22 every time I try to wrap my head about it.
I don't want a number or symbol, I want it to be foreign for this tribe to refer to someone specifically. Historically, they might say they are son or daughter of so-and-so (Bin So-and-so / Bint So-and-so), but I want to avoid any way to name a person.
In an effort to prevent this from being idea-generating or too-broad, and to be able to select a correct answer, I'll narrow it with the following:
- Our 10th Century Arabic world;
- People must be able to provide a response; if asked by the Caliphate "who did this," they cannot answer;
- Numbers or symbols are not acceptable, as this would give identity.
In the end, I need a mechanism to make it impossible for someone in the tribe to name someone when questioned at length about 'whodunnit' even if they wanted to. I think that this is impossible, so I'm bringing it to our WB brains.


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"My passion for lithography was ignited when I was a student at the South Australian School of Art" ~ Susan Dorothea White
Susan White produces her own prints, by hand, in her studio. A complete list of the artist's editioned prints (about 100) is in The Printworld Directory of Contemporary Prints and Prices (2006).
Since 1980, White's prints have represented Australia in over 50 international biennales and exhibitions in Japan, Korea, UK, USA, The Netherlands, France, Germany, Italy, Yugoslavia, Poland, etc.
The National Gallery of Australia collection has many of the artist's prints, from 1960 onwards. The lithograph Thieves at the Market, produced while a student, dates from this time.
The freedom and versatility of lithography appeals to the artist. In 1975, she began establishing lithographic facilities in her studio, initially producing prints from metal plates passed through a small wooden wringer on a bed of plywood - Pedestrian Crossing (1977) is an example of this grainier technique.
In 1978, she acquired a professional lithographic printing press, and produced lithographs with up to 15 colours, most requiring separate plates. The Front Veranda (1986) is an example. Later, the artist installed a C19 cast-iron press and equipment for stone lithography. White prints woodcuts and blockprints carved from fibreboard. The artist has produced some etchings, the earliest dating from 1960.


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Giselle Monet
I was at my office the other day, waiting for a big time client of mine, when a girl I know sent me a picture on my phone. She was looking so fucking hot. I thought I had time to rub one out before my meeting, because I was having trouble concentrating. I was in the bathroom jerking off, while my client Giselle Monet was looking for me. Well, she kept looking and she found me with my dick in hand. I totally thought she was going to leave and sign her company with someone else. I was desperate and she knew it. I guess my cock started a fire inside her. She got horny real quick. She told me to satisfy her, and she would sign with me. She looked good in her outfit, but it was hiding a perfect body. I have never been so excited about getting caught jerking off. She was just as good fucking as she conducted business. I can not describe how hot she. She is a must see.


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How Often Can I Clean My Filter?
A clean and functioning filter is key to an operational filtration system, as it catches and removes dirt and debris, keeping the water clean and free of impurities. We recommend rinsing the filter every two weeks with fresh water from the hose or kitchen sink. You can also use this time to spray it down with a filter cleaner and then continue to rinse.
Filter cleaning nozzles are available that can be attached to the end of a hose, which can help water to better reach the nooks and crannies of your filter. Soak your filter overnight in a bucket filled with water and a small amount of filter cleaner every two months to remove deep-down debris. We recommend replacing your hot tub filter annually to ensure a fully functional filtration system.


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16 June 2010
Teapigs - Clever Marketing By Tetley Tea
I had always wondered how Teapigs came from nowhere and were able to create a fabulous range of tea using really expensive Fuso tea bagging kit etc etc.
Well, I was looking at their accounts as I am always nosey and like to see how well people are doing and low and behold, Teapigs Limited is a wholly owned subsidiary of Tetley Tea and so Tata Tea (India's biggest tea company) and not the little wholesome start-up that I thought they were. So that's how they can rack up losses of £200,000 a year. So that's what they mean when they say they met at a "a really big tea company", which apparently was in their marketing department, so I have discovered later. Very clever marketing gimmick then and hats off to Tetleys, you had me fooled! But Steenbergs won't ever be able to compete with their marketing budget even if our gunpowder tea tastes way nicer.
It reminds me of Seeds of Change that cleverly hardly tells you that they are part of Mars, Inc, but imply in their marketing that they grew out of being a small hippy seeds business in Santa Fe, whereas they are really part of one of the world's largest food groups. They do currently have on their web site that the trademarks are owned by Mars, but they used to hide better.


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1954-07 (Creation)
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- Savage, Gerry
1954-07 (Creation)
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- Photographic Services
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Question: "Who are the New Calvinists, and what are the beliefs of New Calvinism?"
New Calvinism is not a new branch of theology or a denomination. Rather, it is a "revival" of sorts—a revival of traditional, "old" Calvinism. The movement is sweeping through American evangelical churches of all denominations, attracting young people from Free Church, Episcopal, Independent, Presbyterian, and Baptist churches alike. The Gospel Coalition, started in 2007, is the national network for the New Calvinist movement.
Calvinism promotes the authority of Scripture and the doctrines of God's sovereignty, the total depravity of man, and predestination. These biblical doctrines are proving attractive to many in the younger generation today, and churches in the Reformed tradition are seeing a general increase in numbers. Thus, the influence of "New Calvinism."
The resurgence of Calvinism might seem surprising, given the popularity of the feel-good, bubbly theology of health-and-wealth preachers and books such as
Your Best Life Now
. However, the New Calvinism could also be seen as a theological corrective to errant doctrine—the pendulum is swinging back to a more biblical approach. Young people who have grown up in an increasingly secular culture are looking for churches teaching the "meat" of the Word (Hebrews 5:14) instead of seeking to entertain them. In the process, they are rediscovering many biblical truths about God, salvation, and grace.
Contributing to the "newness" of New Calvinism are "seeker-friendly" styles of worship, an openness to dialogue with other Christian traditions, and an embrace of continuationism. Given the diversity of the various churches embracing New Calvinism, it comes as no surprise to discover the emphasis is less on the finer points of theology and more on engaging contemporary society. Mark Driscoll, a pastor identified with the movement, says, "New Calvinism is missional and seeks to create and redeem culture." Driscoll is somewhat vague on some theological issues. In a recent interview, he suggests that some issues need not be fought over "because bigger things are at stake, such as the evangelizing of lost people and the planting of missional churches." Flexibility, he says, should be allowed in "spiritual gifts, baptism, communion, worship styles, Bible translations and sense of humor."
Some see two factions emerging from within New Calvinism: the New Puritans and the New Calvinists. The New Puritans focus on the sovereignty of God in
and are identified with Driscoll and John Piper. The New Calvinists focus on the sovereignty of God over
and are identified with Tim Keller and Gabe Lyons.
One criticism of New Calvinism—usually coming from traditional Calvinists—is that it's not really Calvinism. There is more to being a Calvinist than accepting the five points of Calvinism. It is suggested that some New Calvinist teachings on infant baptism, covenant theology, and the continuation of the miraculous gifts of the Spirit are out of step with the Reformed tradition.
There are many good aspects of the New Calvinism, including its emphasis on the fundamentals of the faith and its ability to attract young people into the church. It remains to be seen whether this new movement will prosper and flourish and have a major impact on postmodern society.


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Listen in as the cast of Friendly's Fire—Matthew Weitz, Adeyinka Adebola, Desiree Pinol, Kyle Porter, Johnny Blaze Leavitt, & Ita Korenzecher—along with Artistic Director Akia Squitieri (with a quick note from Production Stage Manager Callie Stribling) discuss non-toxic male friendships, the sad timelessness of plays about trauma from war, the difference between cheerleading into war vs. receiving the warriors back into society, and how we use stories to make myths and to heal.
"…the same way kids believe in ghosts, and Santa Claus…and then you're taught years later that these things are pretend, and made up, and that you need to get a job. So you're pulled away from storytelling…and the healing powers that it has for people…"
Podcast: Play in new window | Download
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Customer Story
Thjis Schopmann, O.R. Manager | MST Enschede
«When you build a new O.R., the most important things are that you make the decision with your team and that the systems you choose are flexible to adapt to your workflow. Brainlab Digital O.R. fulfilled this and amazingly fit our workflow like a surgical glove.»
About MST Enschede
- Opened in 2016
- 3083 hospital staff
- 600 beds
- 14 O.R.s
In addition to basic care, Medisch Spectrum Twente (MST) offers great expertise in specific clinical facilities, like cardiac surgery and neurosurgery, as well as boasting a high-level intensive care unit. As one of the most modern facilities in The Netherlands, the hospital provides care to a large region for numerous specialties. The beating heart of the organization is the "hot floor", where all 14 O.R.s and intensive care departments are concentrated. MST remains at the forefront of innovation and is a valuable reference site for other hospitals in Europe and the US.
Challenges- Working with many different software systems (O.R. scheduling and registration, sterilization unit, etc.) each with a different interface
- Difficult video documentation within single systems that lacked cooperation
- Inability to integrate patient data from HIS, PACS into the O.R.
- Slow saving of generated patient data to hospital archives
- Integrating system output from various software into one consolidated system
- Ensuring information is clear and available to all O.R. team members
- Intuitive, easy interaction with patient data in the O.R.
- Incorporating additional image data, like screenshots and surgical video, into the patient report
- Quick planning of surgeries, even minutes before the procedure
- Speedy saving of generated patient data to hospital archives
O.R. Configuration
- 14 Buzz systems
- Elements DICOM Viewer for intraoperative viewing and planning
- 1 Curve Navigation system
- 1 Kick EM Navigation system
- Brainlab Server as central data node between O.R. and hospital archives
- Documentation software
- Audio/Video Conferencing and Streaming software
- 3rd party integrated software
- Fibertracking and Stereotaxy
- The modular design of Brainlab Digital O.R. integration gives the flexibility to add new applications and systems in the future
- Great acceptance and widespread utilization of Brainlab Buzz by all clinical specialties and O.R. team members due to the system's ease of use
- Fast availability of data in the O.R. due to prefetching of data during off-peak times
- Direct archiving of clinically generated images and documentation in selected hospital archive
La integración moderna del quirófano digital reduce las interfaces de software


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Real CPR Help
The evidence is indisputable: High-quality CPR is the primary component in influencing survival from cardiac arrest.1 Not every patient will need a defibrillating shock, but every patient will need CPR.
ZOLL® introduced Real CPR Help® technology in 2002, and it's standard on every AED (automated external defibrillator) and professional defibrillator ZOLL sells.
Even for seasoned health care professionals, it's hard to know if you are pushing hard enough and fast enough to meet current Guidelines for compression rate and depth. With Real CPR Help technology, you know. It provides audio and visual feedback that guides rescuers to deliver high-quality CPR.
See Real CPR Help technology in action in this online demo.
How Real CPR Help Works
Using accelerometer technology, a sensor inside ZOLL's CPR electrodes captures the rate and depth of each compression. Once the electrodes are placed on the patient, the person providing CPR presses on the clearly marked hand placement indicator that covers the sensor. The information captured is sent to the defibrillator, where it is immediately processed and provided in real time to the rescuer.
Just Enough Help
On the ZOLL AED 3®, AED Plus®, AED 3® BLS, and AED Pro® defibrillators, rescuers will hear — and see — "Push Harder" or "Good Compressions," as well as encouragement to "Start CPR" if needed. On the R Series® and X Series® defibrillators, Real CPR Help technology provides numeric displays of both rate and depth, as well as verbal feedback, if desired, to "Push Harder" or "Good Compressions." Thanks to Real CPR Help technology, more detailed information about CPR quality can be displayed on CPR Dashboard™ on R Series and X Series.
In addition, on all ZOLL AEDs and professional defibrillators, an adaptive metronome will guide you to provide the Guidelines-recommended rate of compressions. What you see and/or hear will depend on how your device is configured.
On AED Plus, rescuers will hear the prompt "Push Harder" or "Good Compressions," and the same message will appear on the AED screen.
On X Series and R Series (shown above), CPR Dashboard provides the actual depth and rate of the compressions, as well as a compression release indicator so you know if you're coming off the chest to allow for full recoil, and a PPI, or Perfusion Performance Indicator. If the indicator is completely full, you know that both depth and rate of compressions are within Guidelines.
Chances of Survival More than Doubled
Studies in Arizona and California prove that high-quality CPR saves lives and that Real CPR Help technology can improve CPR quality.2,3 A large study of EMS providers in Arizona showed that the odds of survival increased 2.7 times with ZOLL's industry-exclusive Real CPR Help feedback and scenario-based training.2 And survival to discharge and good neurological outcomes doubled after the implementation of a "resuscitation bundle" at the University of California San Diego Medical Center that included Real CPR Help and specialized training.3
Real CPR Help technology gives rescuers at every experience level real-time CPR feedback to provide high-quality CPR and the confidence that they are providing the best CPR possible.
1Meaney PA, et al. Circulation. 2013 Jul 23;128(4):417–35.
2Bobrow B, et al. Annals of Emergency Medicine. July 2013:62(1):47-56.31.
3Davis DP, et al. Resuscitation. 2015 Jul;92:63-9.


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In Beatrice Prior's dystopian Chicago world, society is divided into five factions, each dedicated to the cultivation of a particular virtue--Candor (the honest), Abnegation (the selfless), Dauntless (the brave), Amity (the peaceful), and Erudite (the intelligent). On an appointed day of every year, all sixteen-year-olds must select the faction to which they will devote the rest of their lives. For Beatrice, the decision is between staying with her family and being who she really is--she can't have both. So she makes a choice that surprises everyone, including herself.
During the highly competitive initiation that follows, Beatrice renames herself Tris and struggles alongside her fellow initiates to live out the choice they have made. Together they must undergo extreme physical tests of endurance and intense psychological simulations, some with devastating consequences. As initiation transforms them all, Tris must determine who her friends really are--and where, exactly, a romance with a sometimes fascinating, sometimes exasperating boy fits into the life she's chosen. But Tris also has a secret, one she's kept hidden from everyone because she's been warned it can mean death. And as she discovers unrest and growing conflict that threaten to unravel her seemingly perfect society, she also learns that her secret might help her save those she loves . . . or it might destroy her.
My thoughts:
Another book that was really hyped about. Sure it was good, but was it mind blowing in any way? Nope. The only good thing was a compelling story that I read fast.
Will I still go all snarky on it? Oh yes. No amount of good will save this book. Sure I am pissed that book 2 is borrowed since I would want to read it at once, but I have the flu and I wanna tear something apart.
The world building was not good. I need more people! This was not enough. The entire system of factions was beyond stupid. I did not fit a single one, humans are not such simple creatures. And this would stop war and shit? Ha! Humans are not that simple. So the factions and the world was a fail. Dauntless, oh do not even get me started on those idiots. Brave equals stupid it seems. And the whole system also throws away people, now how is that a better world? Why have factions at all? And of course there are divergents cos as I said, humans are not simple.
The heroine Tris is of course the savior of mankind, a weak little girl that is not in fact weak but rises to the challenge. Ok I did like her even if she was a little too good for her own good. Then there is a love interest and I am happy to see no triangle, but hey this is book 1 so that might happen still (I sure hope not).
But in the end, like I said,a compelling story that made me want more. But an epic dystopian masterpiece? No. For that I need to question society, and here that was way too simple do to. Too many things not adding up, not explained. Anyway, all things said, I do want to know what happens next. But with my luck it will entirely suck as all part 2 of every freaking dystopia series I have read have done.
Cover: Boooooring
Series: Divergent #2
Genre: YA /dystopia
Pages: 487
Published: 2012 by Katherine Tegen Books
Source. Library


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Painting daily life
I am an impressionist. I paint moments of life in a loose impressionistic style. Sitting somewhere or walking around town, I make little sketches of things that strike me. I always carry pen and paper with me. The sketches are the basis for my paintings. I love to stroll through Amsterdam, where I have my studio. I sit in little brown cafés, or beautiful grand-cafés and sketch people who are drinking their coffee, or meet their friends. I like to see children playing at the beach. There I find my inspiration. Most important for me are people in their daily surroundings and because these moments pass very quickly, I only have seconds to make the sketches. For the background I have more time of course. Later in my studio I recreate these moments and try to catch the original atmosphere. Although the sketches are done very quickly, the paintings take long before I am satisfied with them. For me composition, color, atmosphere and light are most important, the exact form is of lesser importance to me.
For contact: firstname.lastname@example.com tel:0612584930


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The semifinals are set.
From 32 teams who tipped off on Saturday morning, only four remain standing in their quest for the junior boys basketball provincial invitational championship.
The No. 1 seed entering the tournament is one of those four still in the hunt as the top-ranked Vancouver College Fighting Irish are set to face the No. 5 St. George's Saints in a battle of Vancouver private schools.
The other semifinal features the underdog Belmont Bulldogs. The Vancouver Island squad entered the championships ranked No. 23 and they are set to go up against the No. 3 Lord Tweedsmuir Panthers of Cloverdale.
The semifinals are set for Monday (Feb. 26) on the south court at the Langley Events Centre.
The Irish and Saints clash at 3 p.m. and are followed by the Bulldogs and Panthers at 4:30 p.m.
The losers will play for bronze on Feb. 27 at 4:30 p.m. with the gold-medal game tipping off at 6 p.m.
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A gene linked to obesity and over eating may also increase the risk of malignant melanoma - the most deadly skin cancer, according to scientists at the University of Leeds.
The research, funded by Cancer Research UK, shows that people with particular variations in a stretch of DNA within the FTO gene, called intron 8, could be at greater risk of developing melanoma.
Variations in a different part of the FTO gene, called intron 1, are already known to be the most important genetic risk factor for obesity and overeating.
These variants are linked to Body Mass Index (BMI) - a measure of a person's shape based on their weight and height. Having a high BMI can increase the risk of various diseases including type 2 diabetes, kidney disease, womb (endometrial) cancer and more.
But this research is the first to reveal that the gene affects a disease - melanoma - which isn't linked to obesity and BMI.
The results suggest that FTO has a more wide-ranging role than previously suspected, with different sections of the gene being involved in various diseases.
Dr Mark Iles from the University of Leeds' School of Medicine, said: "This is the first time to our knowledge that this major obesity gene, already linked to multiple illnesses, has been linked to melanoma. This raises the question whether future research will reveal that the gene has a role in even more diseases?
"When scientists have tried to understand how the FTO gene behaves, so far they've only examined its role in metabolism and appetite. But it's now clear we don't know enough about what this intriguing gene does.
"This reveals a hot new lead for research into both obesity-related illnesses and skin cancer."
The researchers examined tumour samples in more than 13,000 melanoma patients and almost 60,000 unaffected people from around the world.
Malignant melanoma is the fifth most common cancer in the UK with around 12,800 new cases and around 2,200 deaths each year.
Dr Julie Sharp, Cancer Research UK's senior science information manager, said: "These are fascinating early findings that, if confirmed in further research, could potentially provide new targets for the development of drugs to treat melanoma.
"Advances in understanding more about the molecules driving skin cancer have already enabled us to develop important new skin cancer drugs that will make a real difference for patients.
"But it doesn't detract from the importance of reducing your risk of the disease by enjoying the sun safely on winter breaks abroad and avoiding sunbeds. Getting a painful sunburn just once every two years can triple the risk of melanoma."
The research is published today in Nature Genetics.
Further information
University of Leeds press office, T: +44 113 343 2060 or E: firstname.lastname@example.com


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Information provided by yourselves will be used for creating and maintaining reservations, records, improving our products, services and standards, forwarding occasional promotional offers that you request or we other materials feel you may find interesting. Examples of such information are; name and title, postal address, email address, contact information, geological information, demographic information and any other relevant information.
We will not sell, distribute or lease your personal information to third parties unless we have your permission or are required by law to do so.
We at Powis Hotels Limited understand the importance of keeping your personal and sensitive information secure and have put in place extensive safeguards to ensure that this is the case. Our comprehensive safeguards protect your data both online and in our possession. We use SSL security and CVV2/CVC2 verification to ensure that online transactions are handled in the most secure manner feasible.
If you have previously given your consent for us to contact you regarding any special offers or marketing correspondence, you may opt out at any time by calling us on 01803 213361, or by writing to us at the address provided on our website. We do not pass on any of your personal information to third parties unless required by law to do so.
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We also strictly adhere to best practices of data protection and PCI compliance.
We may use software filters to prevent addition to a spam blacklist. Third parties will not be allowed to use your personal information for their own purposes.


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Thursday Job Market
Looking to hire a smart, qualified person for a position in transportation planning, engineering, IT, or advocacy? Post a listing on the Streetsblog Jobs Board and reach our national audience of dedicated readers. We're giving employers free listings, normally a $50 value, through the end of the summer.
Looking for a job? Here are this week's listings:
Policy Intern, Greenbelt Alliance
Greenbelt Alliance seeks a motivated individual to provide policy research support for our campaigns for open space protection and better city planning throughout the San Francisco Bay Area.
Program Manager, Congress for the New Urbanism, Chicago, IL
CNU seeks an experienced program manager to coordinate a range of CNU initiatives and serve as the liaison between CNU staff and local chapters.
Public Relations Manager, Smart Growth America, Washington, DC
Smart Growth America seeks a full time Public Relations Manager to help with all publicity, media relations work and written communications for the organization.