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The apex court accepted the Attorney General's argument that if a policeman under orders of his superior was to shoot a person or even arrest a Supreme Court judge, it would be legal and no relief available. If only this view had been rejected, Emergency would have collapsed then and there
Nations, which do not remember their immediate past, are in danger of repeating the same tragedy. This thought came to me on 26 June 2013 (the Emergency day of 1975) when on random questioning of youth around 35 years old in the country (who are said to make up about half the population of the country) overwhelmingly of them did not know of any particular significance of the day—and more tragic, fairly large number of people above the age of 35 fared no better.
The reason was obvious. Most of the population in this age group got its information from newspapers, which with commercial angle in view never fail to remind us of Valentine's Day. But on 26 June, the newspapers did not even have a small news item in their paper—leave apart on the front page. Even many opposition parties, which were the victims of Emergency, chose to keep low key. Even though PUCL and other civil liberties organizations, as usual held protest meetings, but TV and newspapers viciously avoided any mention, overwhelmed as they are with the government's neo liberal policies. Or is it a sense of fear because the perpetrator of Emergency is the ruling party—so much for freedom of press. And yet tragically it was a day when India lost its democracy and the US president sarcastically boasted that America was now the largest democracy. It is a different matter that thankfully because of the sacrifices made by Indian people under the inspiring leadership of Jai Prakash Narain (JP), the boast of US president was to end, but only after 18 months.
But the wounds have remained—the danger of it being repeated in the same manner may have been eliminated but a clearly concealed kind of version by the governments in using the various security legislations against human right activists, trade unionists continue to haunt us.
Question often asked is why Emergency could have happened notwithstanding our Constitution giving us all the fundamental rights and democracy being a basic feature of the Constitution as so refreshingly held in the Kesavananda Bharati case as far back in 1973 by our Supreme Court.
It is not that there was no resistance to the Emergency. Thousands went to jail, which included ex- central ministers, ex-chief ministers, governors, lawyers, legislators and few brave journalists. Many human right activists went underground but there is a limit beyond which unarmed people can fight an intolerant and a near fascist state that India had become those days. A total fear had enveloped the country. And all this because rule of law had completely been eliminated by the Supreme Court ruling in the ADM Jabalpur case (April 1976), which overruled the view of nine high courts that the legality of detaining order passed by the governments could still be examined—in fact in some cases the high courts had ordered release of detenues. Had this view been upheld, Emergency would have collapsed. But to our shame the Supreme Court by a majority of four judges against one honourable exception (Khanna J) laid down a proposition of law, which forever will remain a hallmark of shame thus;
"In view of the Presidential Order dated 27 June 1975 no person has any locus standi to move any writ petition under Article 226 before a high court for habeas corpus or any other writ or order or direction to challenge the legality of an order of detention on the round that the order is not under or in compliance with the Act or is illegal or is vitiated by mala fides factual or legal or is based on extraneous considerations."
Is it not obvious that Emergency could not be fought in a legal and democratic manner because the Supreme Court accepted the Attorney General's argument that if a policeman under orders of his superior was to shoot a person or even arrest a Supreme Court judge, it would be legal and no relief available. Naturally in this situation, no peaceful opposition to Emergency could continue. I am shocked how the majority decision could rely on Liversidge Vs Anderson given during wartime in 1942 by House of Lords, but with a (memorable dissent by Lord Atkin) when English courts subsequently felt so ashamed of that decision that a conscious effort was made to throw that decision in to a dung heap.
Lord Akin caustically remarked about judges who "show themselves more executive minded than the executive" and commented that such arguments which might have been addressed acceptably to the court of King's Bench in the time of Charies-I. In fact justice Stable, a judge of the London High Court was so upset to say that the status of judiciary had been reduced "to mice squeaking under a chair in the Home office".
In 1963 Lord Radcliff (HL) referred dismissively to the very peculiar case in Liversidge Vs Anderson and said "it should be confined apparently to a war time context and that it is already clear that the decision was regarded as an aberration".
All this trenchant criticism of Liversidge judgment was available in various law quarterly reviews since the beginning. Law quarterly Review (1970) clearly spelled out how embarrassing the decision in Liversidge was becoming for English judiciary.
That is why Lord Diplock (HL) in 1979 was constrained to rule, "For my part I think the time has come to acknowledge openly that the majority view in Liversidge Vs Anderson were expediently and, at that time, wrong and the dissenting judgment right".
And Lord Scarman laid final demise by saying that "the ghost of that decision need no longer haunt the law".
Some commentators have ironically described majority in Liversidge case as the court's contribution to the war effort of England—similarly many in this country are inclined to describe majority in the Jabalpur case as the Supreme Court's contribution to the continuance of 1975 Emergency. Had the Supreme Court taken the same view as the nine high courts, the Emergency would have collapsed immediately, because no court could possibly have upheld the detention of stalwarts and patriots like Jayaprakash Narayan Ji, Morarji Desai, Raj Narain, George Fernandes, Madhu Limaye and thousands of others on the ground that they were a danger to the security of the country. The inevitable result would have been the immediate release of these leaders leading to an overwhelming opposition movement which would have swept away the Indira Gandhi government by mid 1976. Alas, how sometime fate of nations can be influenced by the pusillanimity of a few individuals—in this case embarrassingly by the highest judiciary which it can never live down.
(The writer is the former chief justice of the Delhi High Court)
Nomura expects high food inflation and external sector risks to force the RBI to stay on hold at the 30th July policy meeting
India's industrial output growth fell -1.6% y-o-y in May from 1.9% in April, way below consensus expectations (1.5% y-o-y). Continued contraction in mining and manufacturing sectors offset the pickup in electricity output growth. While base effects were adverse, clearly domestic demand remains very sluggish with both consumption and investment demand slowing. Meanwhile, CPI (consumer price index) inflation surged to 9.9% y-o-y in June from 9.3% in May, above expectations (9.3%) led by a surge in seasonal food prices (vegetables), even as core CPI inflation moderated marginally.
Overall, even as demand remains very weak, Nomura expects high food inflation and external sector risks to force the central bank to stay on hold (at the 30th July policy meeting). As such, the brokerage expects growth to remain weak. It is below consensus on
FY14 growth at 5.6% y-o-y (Consensus: 5.9%) and sees downside risks to its forecast.
As some in Congress question a State Department report downplaying Iranian influence, intelligence officials say covert Iranian cooperation with Venezuela has been a gateway for hostile activities in the region
Last year, Iranian President Mahmoud Ahmadinejad visited his ally President Hugo Chavez in Venezuela, where the firebrand leaders unleashed defiant rhetoric at the United States.
There was a quieter aspect to Ahmadinejad's visit in January 2012, according to Western intelligence officials. A senior officer in the Iranian Revolutionary Guards Corps (IRGC) traveled secretly with the presidential delegation and met with Venezuelan military and security chiefs. His mission: to set up a joint intelligence program between Iranian and Venezuelan spy agencies, according to the Western officials.
At the secret meeting, Venezuelan spymasters agreed to provide systematic help to Iran with intelligence infrastructure such as arms, identification documents, bank accounts and pipelines for moving operatives and equipment between Iran and Latin America, according to Western intelligence officials. Although suffering from cancer, Chavez took interest in the secret talks as part of his energetic embrace of Iran, an intelligence official told ProPublica.
The senior IRGC officer's meeting in Caracas has not been previously reported.
"The aim is to enable the IRGC to be able to distance itself from the criminal activities it is conducting in the region, removing the Iranian fingerprint," said the intelligence official, who requested anonymity because he is not authorized to speak publicly. "Since Chavez's early days in power, Iran and Venezuela have grown consistently closer, with Venezuela serving as a gateway to South America for the Iranians."
A year and a half later, Chavez has died and Ahmadinejad is no longer president. But the alliance they built is part of an Iranian expansion in the Americas that worries U.S., Latin American, Israeli and European security officials.
Experts cite public evidence: intensified Iranian diplomatic, military and commercial activity in the region; the sentencing this year of an Iranian-American terrorist in a plot to assassinate the Saudi ambassador in Washington; U.S. investigations alleging that Hezbollah, Iran's staunch ally, finances itself through cocaine trafficking; and a recent Argentine prosecutor's report describing Iran's South American spy web and its links to a 2007 plot to bomb New York's JFK airport.
There is considerable debate inside and outside the U.S. government about the extent and nature of Iran's activities, however. That debate dominated a U.S. congressional hearing this week about a new State Department report that assesses the Iranian threat in Latin America, a region made vulnerable by lawlessness and an increasingly anti-U.S. bloc of nations.
The report resulted from a bipartisan bill, the Countering Iran in the Western Hemisphere Act, signed into law by President Obama in January. That measure called for a comprehensive U.S. response to Iranian incursions and a study based on threat assessments by intelligence and law enforcement agencies. Most of the study is classified. A two-page unclassified section says that "Iran has increased its outreach to the region working to strengthen its political, economic, cultural and military ties."
Nonetheless, the State Department assessment concludes that "Iranian influence in Latin America and the Caribbean is waning" as a result of Western sanctions, U.S. cooperation with allies and "Iran's poor management of its foreign relations."
In a recent interview about the issue, a senior U.S. government official gave a measured assessment comparable to the new report.
"The countries of the region need to watch carefully for Iran as a threat within a spectrum of issues of concern in the region," said the official, who was not authorized to speak publicly. "I don't see it as a major threat now. This is worth watching. It is something there is legitimate attention to given Iran's history."
The law's sponsor, Rep. Jeff Duncan, R-S.C., criticized the State Department's findings Tuesday at a hearing of a House homeland security subcommittee that he chairs. Duncan does not think Iranian influence has declined so soon after a series of events and trends — including recent public warnings by intelligence and Pentagon chiefs — that brought about the passage of the Countering Iran Act.
"This administration refuses to see Iran's presence — so near U.S. borders —as a threat to U.S. security," Duncan said. "We know that there is no consensus on this issue, but I seriously question the administration's judgment to downplay the seriousness of Iran's presence here at home."
State Department officials contacted by ProPublica declined to respond because the report is classified. They said they will discuss the issue with legislators in private.
As a sign of growing Iranian influence in South America, Duncan cited the absence of a key witness at the hearing: Alberto Nisman, an Argentine special prosecutor.
In May, Nisman released a 502-page report as part of a long investigation of a car-bombing that killed 85 people at the AMIA Jewish community center in Buenos Aires in 1994 — the deadliest terror attack in the Americas before 2001. The report describes the evolution of Iranian spy networks in the region and shows their role in attacks in Argentina and the foiled New York airport plot.
Although Nisman had initially accepted the congressional invitation to discuss his investigation, last week his government abruptly barred him from traveling to Washington.
The Argentine attorney general said that the topic of the hearing "had no relation to the official mission of the [Attorney General's] office," Nisman wrote in a July 1 letter to Rep.
Michael McCaul, R-Texas, chairman of the House Committee on Homeland Security.
"The government of Argentina has silenced this prosecutor," McCaul declared at the hearing Tuesday. "I consider this to be a slap in the face of this committee and the U.S. Congress."
Expressing disappointment in a letter to Argentine President Cristina Fernández de Kirchner, McCaul and Duncan said the attorney general's decision "[calls] into question the authenticity of your intentions" to "pursue justice and truth on Iranian involvement in the AMIA bombing."
The context for the unusual move to block the testimony is Argentina's pro-Iranian shift. Argentina has had tense relations with Iran since the AMIA attack. A previous bombing in 1992 — also blamed on Iran — destroyed the Israeli embassy in Buenos Aires and killed 29 people.
In 2003, Nisman was appointed special prosecutor with a mandate to revive a probe that had bogged down in dysfunction and corruption. He indicted seven Iranian officials and a Hezbollah chief as the masterminds three years later, and Interpol issued arrest warrants for them. Iranian officials denied any role and described Nisman, who is Jewish, as "a Zionist."
But six months ago, the Fernández de Kirchner government agreed with Iran to form an independent "truth commission" about the AMIA case. Argentina's about-face was blasted by Jewish groups, the political opposition, the Israeli government and U.S. officials. Critics call it a political maneuver that makes justice even less likely at this late date. Argentina's growing ties to Iran coincide with an increasingly confrontational attitude toward the United States, Spain and other Western nations.
"The Argentine president has already made her decision to curtail DEA activities, publicly and repeatedly attack the United States as an imperialistic and warmongering nation, and reopen relations with Iran that make a mockery of the rule of law," Douglas Farah, president of the IBI Consultants national security consulting firm, testified at the hearing.
Duncan said in an interview that he believes Argentina's policy change results partly from economics. Iran-Argentine trade has increased by more than 500 percent to $1.2 billion annually in the past eight years, according to the testimony of Ilan Berman, vice president of the American Foreign Policy Council, a think-tank in Washington.
The attacks in Buenos Aires in the 1990s revealed the existence of Iranian terror networks in the Americas. The Argentine investigation connected the plots to hubs of criminal activity and Hezbollah operational and financing cells in lawless zones, such as the triple border of Argentina, Brazil and Paraguay and the border between Colombia and Venezuela.
Indicted AMIA plotter Mohsen Rabbani, an alleged spymaster using the cover of Iranian cultural attaché in Buenos Aires, oversaw the establishment of intelligence networks in embassies, front companies and religious and cultural centers in Argentina, Brazil, Colombia, Chile, Guyana, Paraguay and Uruguay, according to the Argentine prosecutor's report. The Iranian spies teamed with Hezbollah to carry out both bombings, according to Argentine, Israeli and U.S. investigators.
Today, the fugitive Rabbani is based in Iran and continues to play a key role in Latin American espionage, directing ideological and operational training for recruits who travel from the region, according to U.S. law enforcement officials and witnesses at the hearing.
The election of Ahmadinejad in 2005 spurred an Iranian outreach campaign in Latin America intended to find new allies and markets and counter Western pressure over Iran's nuclear ambitions, according to Berman. Iran increased the number of its embassies in the region from five to 11, launched a Spanish-language television channel and doubled its regional trade to $3.67 billion today, though many of its economic commitments have not materialized.
The Iranian expansion dovetailed with the rise of the Bolivarian Alliance for the Americas (known by the Spanish acronym as ALBA), a bloc of leftist, populist, anti-U.S. governments including Venezuela, Cuba, Bolivia, Ecuador and Nicaragua.
In 2008, the U.S. Treasury Department designated a Venezuelan diplomat and a Venezuelan businessman as terrorists for allegedly raising funds for Hezbollah, discussing terrorist operations with Hezbollah operatives, and aiding travel of militants from Venezuela to training sessions in Iran. In 2011, Iranian Defense Minister Ahmad Vahidi, who is wanted by Interpol for the AMIA bombing, attended the inauguration of ALBA's regional defense school in Bolivia, according to testimony at the hearing.
Director of National Intelligence James Clapper told a U.S. Senate hearing last year that Iran's alliances could pose "an immediate threat by giving Iran — directly through the IRGC, the Quds Force [an external unit of the IRGC] or its proxies like Hezbollah — a platform in the region to carry out attacks against the United States, our interests, and allies."
The aborted 2007 plot to attack JFK was an attempt to use that platform, according to the Argentine special prosecutor. A Guyanese-American Muslim who had once worked as a cargo handler conceived an idea to blow up jet fuel tanks at the airport. He formed a homegrown cell that first sought aid from al Qaida, then coalesced around Abdul Kadir, a Guyanese politician and Shiite Muslim leader.
The trial in New York federal court revealed that Kadir was a longtime intelligence operative for Iran, reporting to the Iranian ambassador in Caracas and communicating also with Rabbani, the accused AMIA plotter.
"Kadir agreed to participate in the conspiracy, committing himself to reach out to his contacts in Venezuela and the Islamic Republic of Iran," Nisman's report says. "The entry of Kadir into the conspiracy brought the involvement and the support of the intelligence station established in Guyana by the Islamic regime."
Police arrested Kadir as he prepared to fly to Iran to discuss the New York plot with Iranian officials. He was convicted and sentenced to life in prison.
The Argentine investigation unearthed other signs of Iranian terrorist activity. It cites the testimony of the former director of Colombia's intelligence agency, Fernando Tabares. He described a mission by an Iranian operative to Colombia via Venezuela in 2008 or 2009. Working with Iranian officials based at the embassy in Bogota, the operative "was looking at targets in order to carry out possible attacks here in Colombia," Tabares testified.
Witnesses at the House subcommittee hearing Tuesday described Venezuela as a gateway through which Iranian operatives travel to and from the region unmolested and obtain authentic Venezuelan documents to enhance their covers.
Witness Joseph Humire, a security expert, cited a report last year in which the Canadian Border Services Agency described Iran as the top source of illegal migrants to Canada, most of them coming through Latin America. Between 2009 and 2011, the majority of those Iranian migrants passed through Caracas, where airport and airline personnel were implicated in providing them with fraudulent documents, according to the Canadian border agency.
The allegations are consistent with interviews in recent years in which U.S., Latin American and Israeli security officials have told ProPublica about suspected Middle Eastern operatives and Latin American drug lords obtaining Venezuelan documents through corruption or ideological complicity.
"There seems to be an effort by the Venezuelan government to make sure that Iranians have full sets of credentials," a U.S. law enforcement official said.
Last year's secret talks between Iranian and Venezuelan spies intensified such cooperation, according to Western intelligence officials who described the meetings to ProPublica. The senior Iranian officer who traveled with the presidential entourage asked Venezuelan counterparts to ensure access to key officials in airport police, customs and other agencies and "permits for transferring cargo through airports and swiftly arranging various bureaucratic matters," the intelligence official said.
Venezuelan leaders have denied that their alliance with Iran has hostile intent. They have rejected concerns about flights that operated for years between Caracas and Tehran. The State Department and other U.S. agencies criticized Venezuela for failing to make public passenger and cargo manifests and other information about the secretive flights to Iran, raising the fear of a pipeline for clandestine movement of people and goods.
The flights have been discontinued, U.S. officials say.
State Department officials say the Iran report reflected a consensus among U.S. government agencies. In contrast, homeland security Chairman McCaul said the intelligence community is more concerned about the Iranian threat than the State Department.
The DEA and Treasury Department have been especially active on the issue. Recent indictments and enforcement actions have revealed a complex global network of cocaine trafficking and money laundering networks that allegedly poured millions of dollars into the coffers of Hezbollah in Lebanon. Those mafias, led by accused gangsters of Lebanese origin operating in Colombia, Venezuela and Panama, allegedly have links to the Iranian government as well, according to U.S. court documents.
The State Department says a concerted effort by diplomats, intelligence officers and law enforcement investigators has stymied Iran's advances. The end of the personal bond between Chavez and Ahmadinejad was another blow, officials say.
"The death of … Chavez and the election of a new president in Iran has changed the landscape of Iran's relationship in Venezuela and further weakened Iranian ties in the West," said Rep. Bennie Thompson, D-Miss., the ranking member of the Homeland Security Committee.
The foreign policy of new Venezuelan President Nicolas Maduro is a work in progress. But as Duncan and others pointed out this week, Maduro was a point man for the alliance with Iran when he led served as foreign minister from 2006 to 2012.
Courtesy: ProPublica.org


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I still remember in college leaving the gym feeling completely satisfied when I walked out with my cotton t-shirt (blech) soaked in sweat. But even more so, I learned to love the burn I occasionally get when I push myself just a bit more than average.
This week, I did a few fun things that had my muscles talking.
- Monday - 5 mile group run, running last 3 miles with a faster friend and pushing the pace to keep up. This reminded me that I should try to do this more often. Run outside my comfort zone.
- Wednesday - Lifeforce Fitness - While I'm doing a lot of this kind of stuff at home, you always push harder when you have classmates and an instructor watching and pushing you.
- Thursday - SPEED work - warm up, 4x (1000m at 5k pace, 200m mile pace), 2 min rest between sets, cool down. My legs felt like jello from the start so keeping them moving was a struggle. But I always love how I feel afterward. Thank you coaches!
You know what else? Now that I'm not on an official training plan, I'm taking my "rest" day a bit more seriously. I always know I should take a rest day, I just typically don't.
Often, my rest days end up including 25 min of yoga, 30-60 min of cycling and maybe some abs. And sometimes I just ignore rest days and go full bore ahead doing a tempo workout, two a days, etc. Well, it's been nice reminding myself that I could do a whole lot of nothing and be just fine.
*Oh, and I actually understood most of the math equation stuff we did in Chemistry yesterday! While it's easy to get frustrated, these little wins turn my frown upside down. ;)
Fun this week: Private Practice, Grey's Anatomy and Criminal Minds (and all their drama) are back! Must. not. let. TV. distract. me. from school work (we got a cable converter box so we can watch the basic channels).
Sweatastic weekend: Looking forward to a yoga class and a few good runs. Loving that fall is in the air during my morning runs!
If you were going to pick ONE meal to eat for the rest of your life (with no consequences), what would you choose? I'd have to say either pizza, a cheese plate w/ crackers, grapes and apples or a black bean burger with sweet potato fries on the side.

subset: commoncrawl


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The Spherovelo: A Bike for Toddlers
A new balance bike aims to give toddlers an early taste of two-wheeled freedom by rolling on balls instead of tires
YOU'RE NEVER too young to learn to ride a bike—even if you can barely walk. That's the idea behind the Spherovelo, a new foot-propelled vehicle from the British children's bike-maker Early Rider. Intended for toddlers 2 and under who are ambulating or "cruising," this teeny ride (just 17 inches long) simplifies the most challenging aspects of biking, but builds in enough instability to keep things interesting: Although it's more forgiving than a two-wheeler, it can still topple over.
The Spherovelo is similar...


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About the Book
This book takes you on a journey of the life of Earl Ray. He shares his life from childhood to his latter years of being a grandfather after raising three boys that have achieved great success in their careers and families.
Earl's journey is chalked full of humor, travel, life experience, raising children and grandchildren--a family that is tightly woven together with many life long friends.
Features & Details
- Category Biographies & Memoirs
5×8 in, 13×20 cm
120 Pages
- Publish Date Mar 21, 2010
- Tags Fort Collins, Earl Ray, family, history, Ray, children
About the Creator
Mr. Martinez is also a writer. He has published seven books. The latest are Baby Boy-R, Just Another Opinion, Growing Daily, From Darkness to Light--Mai Tran's Journey of Passion, and The Truth About Marijuana; America's Snake Oil . In addition, he wrote a weekly column, for nearly two years for the local newspaper that addressed a wide range of subjects. See his stories and bookstore at www.raymartinez.com. He is also a past radio show host-live Talk Radio Show on KFKA Radio, 1310 AM called Saturdays Opinion (www.1310KFKA.com ) While Mr. Martinez has written about others, he is featured in a book about notable men in northern Colorado. In 2002 Arlene Ahlbrandt, an historical author who has written several books, published 101 Memorable Men of Northern Colorado, which Ray Martinez was recognized as one of those men. Ray is the past Mayor of Fort Collins, CO (Apr 99 - Apr 2005) and a retired Fort Collins, CO, Police Sergeant.
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Visual Comfort Lighting Thomas OBrien Academy Table Lamp in Bronze
$ 630.00
This 2 light Decorative Table Lamp from the Thomas OBrien Academy collection by Visual Comfort will enhance your home with a perfect mix of form and function. The features include a Bronze with Wax finish applied by experts. This item qualifies for free shipping! Check the right-hand bar or call our dedicated Sales Team for similar items and additional options not pictured.
- Collection: Thomas OBrien Academy
- Finish: Bronze
- Number of lightss: 2 lights
- Wattage Per Light: 40W
- Total Wattage: 80W
- Bulb Type: Keyless B
- Wiring: Portable
- Shade: Natural Paper
- Bulbs Included: No
- Ships Via: UPS (FREE SHIPPING)
- Dimensions: 19" w x 24" h
- Base Dimensions: 14.5" Round
- Shade Dimensions: 19" w x 19" d x 7" h


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- The Transformers Pop-Up Book is a UK storybook set in Generation One continuity.
The Transformers Pop-up Book is a unique piece of Transformers merchandise. It's a story-book with no ending, is filled with unique pop-up features, is basically its own self-contained continuity, and is written in very explicit and violent prose.
Vital Statistics
Writer/Paper Engineering: Vic Duppa-Whyte and Damian Johnston
Illustrator: Terry Pastor/Aircraft (Look, that's what it lists. Who knows who "Aircraft" is?)
Pagecount: 11 pp (5 double-page spreads and the back cover.)
Major characters:
The Autobots launch a shuttle attack on Castle Decepticon. Ultra Magnus's shuttle is shot down, and after killing a giant serpent, he finds himself fighting for his life against Starscream.
The Decepticons were in Castle Decepticon, plotting the final destruction of the heroic Autobots. The castle was guarded by various cunning devices and Megatron's newest ally, a malevolent giant serpent. Suddenly, the warning alarms went off—the Autobots had found Castle Decepticon!
Megatron sent his most loyal Decepticons to intercept the Autobots, and a massive battle soon erupted between Decepticon interceptors and Autobot shuttles. The lead shuttle was shot down by Starscream, but an escape pod was launched from it, saving the pilot.
The pod contained Ultra Magnus, who escaped from the pod only to find himself attacked by the giant serpent. Ultra Magnus shot into the serpent's open mouth and roasted his head from the inside. No, seriously, he totally did:
|This time, Ultra Magnus aimed a massive stream of energy into its cavernous throat. Unprotected, the serpent's vulnerable interior began to vaporize, and soon all that remained of its head and neck was a husk.
Meanwhile, automated robots from Castle Decepticon had been repairing Ultra Magnus' shuttle, mistaking it for one of their own. A ray of hope for Magnus, then, right? No! Because at that moment Starscream found him...
And so the two deadly foes were facing each other on the landing strip, so very close to the shuttle.... Could Magnus make it to the shuttle? Who would triumph?
And that's where the game kicks in.
The exact conclusion of the pop-up book is undetermined; it can go one of five ways, depending on the outcome of the game.
The game is basically a 50-50 thing. First you toss a coin to determine whether the shuttle is an Autobot shuttle or a Decepticon shuttle. Then you use spinners to determine whether Starscream can blast Magnus or Magnus can blast Starscream.
The five outcomes are as follows:
- The shuttle is still programmed for Autobots, and Magnus manages to escape in it.
- The shuttle is still programmed for Autobots, but Starscream manages to vaporize Magnus before he can get to it.
- The shuttle is still programmed for Autobots, but Magnus gets winged by Starscream. This forces Magnus to stop and blow the Decepticon out the sky before taking off in the shuttle.(Arguably the 'best' ending if you're on Magnus' side.)
- The shuttle is Decepticon and Magnus can't fly it, so he tries to fight his way out against Starscream and gets vaporized.
- The shuttle is Decepticon and Magnus can't fly it, so he tries to fight his way out and manages to blow Starscream away.
ContinuityThe pop-up book doesn't seem to place itself in any specific continuity. It takes most of its cues from the comic continuity, using things like Castle Decepticon. However, this is definitely not the same Castle Decepticon from the first issue of the Marvel comics.
The art is explicitly toy-based, and the characters are shown with their Earth-based alt-modes, suggesting the story took place after the crash-landing on Earth. However the story offers no clues as to an actual location of the battle except that it takes place in a far northern wilderness.
Then there's the matter of Jetfire's allegiance in the story. He has a Decepticon insignia and is not mentioned explicitly as an Autobot anywhere in the story. Could this be a continuity in which Jetfire actually stayed a Decepticon? Nah. It's probably just an error.
- Starscream is identified among Megatron's "most loyal Decepticons" in the story.
- During the flying battle, the Autobots are explicitly described as wearing "jetpacks", while all the Decepticons appear in flight modes. The only Decepticon without a flight mode in the battle is a transforming Ravage, who appears to eject from Starscream's cockpit. Despite this depiction, Ravage is described as "waiting to pounce" in the text.
- The shuttles that appear in this story appear to be completely unique to the pop-up book, as is the escape pod and the construction robots who rebuild the shuttle.
- Ultra Magnus's escape pod has a fusion cannon, but it was damaged in the crash, and he couldn't use it to kill the giant serpent.
- The serpent is truly massive. The pop-up of castle Decepticon gives the impression of a beast almost as big as the castle itself. Even in the more close-quartered shots of him with Ultra Magnus, the beast is ENORMOUS. Too bad it wasn't tougher.
- It should be noted that it's not just the serpent. Scale is simply all over the place in this book. Ultra Magnus' escape pod is depicted several times as almost as big as the shuttle it ejected from. However the first time it appears it's tiny. The Autobots and Decepticons in the air battle are all the same size as the shuttles, yet there are supposed to be Autobots and escape pods inside them. Serpents, Starscreams and most other figures or objects in the book change size from page to page. Distance is also difficult to judge in the book, things often appear closer together than they really are, making them seem out of scale.
- Play features of the book include a pop-up Castle Decepticon with a striking giant serpent, an opening iris for the escape pod, crashing shuttles, Transformers on strings who can be moved throughout the battle, Ultra Magnus leaping behind a boulder and more.
- The book also includes a pop-up cut-out of Starscream's robot mode and his jet mode. The cut-outs are used as representative tokens in the battle game at the end of the story.
- Incidentally, if you DO play the game and find out if Ultra Magnus survives it still doesn't provide a conclusion for the story. How did the attack on Castle Decepticon go? Did the Autobots succeed? We'll never know.


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Model Mayhem Admin
Eve ArianeModel Female Cobleskill, New York, US
My Website: Myspace
Mayhem # 377913
About Me
Hello Im Eve. i love tea...if you want to win my heart over...buy me anything tea...or tea related. i also am fond of silly folk, drivin ma car...chit chattin..im an open book.im young at heart. i do still think fart jokes are funny. i love simple walks in random areas and getting lost. i love helping people out.i LOVE museums any kind so take me too them, i just plian love learning weird things...google♥...coast tocoast♥. i love being a good set of ears and keeping secrets.i like it when you talk to someone and they like a lot of the same music you doo and you frantically play all sorts of tunes like a bad DJ. you make me laugh, your in.
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Global Information Systems Innovation: Healthcare Digital Records
- Alban Fowler
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1 Journal of Business Studies Quarterly 2013, Volume 4, Number 3 ISSN Global Information Systems Innovation: Healthcare Digital Records Irikefe Urhuogo Argosy University College of Business and Information Technology 980 Hammond Drive #100 Atlanta, GA, Valerie Vann Professor of Business Administration Colorado Technical University Sioux Falls, South Dakota Harish C. Chandan Professor of Business Management Argosy University 980 Hammond Drive #100 Atlanta, GA, Abstract Healthcare digital record (HDR) has become very common in the healthcare industry, and global information systems innovation has captured the attention of healthcare professionals. The current research objective is to discover how HDR innovation can assist healthcare professionals in developing HDR devices that suit their organization s objectives, and a quantitative research approach is proposed to help explore the objectives. This research discusses how management can introduce healthcare innovation in the healthcare industry and mentions system innovation, characteristics of innovators, how employees can improve innovative projects, and how the system development life cycle can be used to guide HDR innovation. Key words: HDR. SDLC, global, management, organizations, IS, innovation, employees. 1. Introduction As globalization becomes more prevalent in the world economy, the need for secure information systems (IS) is readily apparent. Effective IS are significant for successful business operations in cross-cultural markets. As organizations move their businesses globally, more systems are introduced to aid businesses and individuals in managing their operations. Some
2 types of IS are management information systems, decision support systems, expert systems, integrated information systems, executive support systems, and social bookmarking (Octium International, 2012). Researchers have discussed the positive impact systems innovation has had on organizations and the significance of IS innovation in shaping peoples attitudes about the business environment (Gray, Parise, & Iyer, 2011; Melville, 2010). Hahn, Doh, and Bunyaratavej (2009) indicated that with an increase in cross-cultural business activities from the United States (U.S.) to global and international markets, adequate IS are essential for continuous growth in rising industries. With the expansion of global IS innovation, interest has been directed toward healthcare digital records (HDR) innovation. HDR innovation has enabled healthcare professionals to deliver their services in a timely manner and has the potential to impact patient care operations (Davey, Brennan, Meenan, & Mcadam, 2010). For instance, electronic healthcare records are used to gather and store patients data and care orders (Glaser, 2007). Cresswell, Worth, and Sheikh (2010) stated that the integration of electronic health records has been introduced as part of England's national healthcare program. In reflecting how healthcare organizations may benefit from HDR innovation, Siddiqi, Ahmed, Alginahi, and Alharby (2009) asserted that healthcare professionals should implement electronic technologies and should consider areas in their organizations that will benefit from electronic technologies adoption. The current objective of this research is to discover how HDR s innovation from a global perspective can assist healthcare innovators, change agents, or manufacturers in developing HDR devices that suit organizations needs. This research is significant because of recent media attention on HDR innovation. Other researchers have noted the importance of electronic medical records in medical information sharing, the benefit of using healthcare technological devices for affordable healthcare services, and how medical devices change over time (Ting, Tsang, Ip, & Ho, 2011; Coia, Downie, & Moir, 2011; Davey et al., 2011; Buchanan, Packard, & Bedau, 2011). In spite of the research contributions made by various healthcare researchers, little has been said about HDR innovation from a global perspective or international standpoint. The current study is intended for IS innovative leaders and provides different methods that management may employ to encourage employees to embark on various HDR innovative equipment in their place of work. The paper is organized into nine sections; the second section provides a review of IS innovation; the third section discusses HDR from a global perspective; the fourth section mentions the theoretical perspective employed; the fifth section describes the SDLC application; the sixth section contains the proposed methodology procedures for gathering information; the seventh section contains the conclusion; the eight section mentions the authors biography and the ninth section contains the references. 2. Information Systems Innovation Many IS have proven their worth to professionals in several different fields. For example, leaders within organizations who invest in systems will have a major competitive advantage, increased coordination, and control in world markets. Computer vendors may benefit from IS by using their worldwide network to ensure that products designed in the U.S. are appropriate for customers throughout the world (Ives & Jarvenpaa, 1991). Lawyers may benefit from IS through worldwide office systems to prepare international contracts and eliminate time constraints. Large merchant banks may also benefit from systems through globally-integrated trading systems to assist in managing currency risk, which permits firms to operate in a virtual 24-hour 2
3 currency market (Ives & Jarvenpaa, 1991). Additionally, business professionals who operate businesses through Australian or Japanese subsidiaries located across international lines, may benefit from having extra time to conduct daily business with North American and European trading partners (Ives & Jarvenpaa, 1991). However, for IS users to continue to enjoy the benefit of using various IS, management needs to make certain that the organization is innovating appropriate systems that will help people and organizations achieve their objectives. Management should exercise authority to ensure that appropriate innovations are occurring within their organization. Innovating IS without cause would not enable an organization to respond to the organization s mission and values. Management should increase awareness of systems innovation to ensure that systems meet the needs of their organizations. To ensure that the proper innovative IS are manufactured, Lyytinen and Rose (2003) asserted that management should look further than unidirectional systems concepts by alternating between different technological innovations. Alternating between two innovations will enable management to build systems and implement new ideas that will benefit the organization. When reflecting on organizational innovation, Burton-Swanson (1994) noted that change agents should be prepared for innovation by considering data administration, the information center, and material required for planning. Hence, manufacturers should consider organizational size and IS complexity when contemplating which systems to innovate (Lehman, 1985). Other researchers have also noted different steps innovators should follow when innovating various projects. Dyer and Gregersen (2011) noted five potential behaviors exhibited by the best innovators: associating, questioning, observing, experimenting, and networking. In the association stage, the change agents connect problems with ideas from other fields that would facilitate the innovative idea. After the association has been made, the innovators ask questions that prompt ideas that may enable the enhancement of the innovation. For example, the innovators may ask questions such as, how would customers benefit from this innovation, or would customers be able to afford the innovative products? Once ideas have been prompted, the innovators observe everyone who would benefit from the innovation. During this process, the change agents also identify new ways to improve the innovative idea. After observing, the innovators then proceed to experiment with the insights that emerged during the observation stage to see if innovations are practical. The figure below helps illustrate the innovative behaviors. Figure 1. Innovators Characteristics Associating IS Innovators Questioning Observing Experimenting Networking 3
4 Networking is a vital part of organizational innovation. In order for organizations to be successful in innovative projects, management should create a network of employees with innovative ideas. By involving employees in IS innovative projects, organizational management can create new information and enhanced trust within the organization (Chatenier, Verstegen, Biemans, Mulder, & Omta, 2010). Management may invite employees to contribute to IS innovative projects through their input during IS staff meetings. Wilkinson, Dundon, and Grugulis (2007) observed how the history of a work environment and the manner in which practices are put into operation could significantly impact the project. By improving work relations and enhancing trust, management would be able to collaborate with employees on IS innovations. This cooperation would enable management and employees to envision innovative ideas that would benefit not only the organization, but the community as well (Ramiller & Swanson, 2003). Encouraging employees to contribute to innovative IS projects may cause employees to see themselves as valuable members of the organization. In addition, encouraging employees input in IS innovative projects would facilitate management to meet the needs of suppliers, customers, and other strategic associates (Dooley & O Sullivan, 2007). Management may meet the needs of suppliers and other associates through employees discussions about the various interactions employees have with other affiliates within the organization. Employees may also satisfy the organization s strategic partners by highlighting the IS products and services that the organization offers. The purpose of innovations within organizations is to enhance the quality of services and products provided to customers. When considering how systems are manufactured, Manchanda, Singh, and Dave (2009) asserted that innovators and organizational management should have total control over IS production, maintenance, and software configuration supervision. Considering that most employees interact with customers more frequently than some managers, employees are also more likely to identify which type of products and services customers may prefer and manage the innovation accordingly. If management does not consider employee input on systems innovation, systems projects may be discarded in the middle of production. Dyer and Gregersen (2011) noted that to be successful in innovation, the change agent needs to work together with colleagues who are interested in innovation in order to implement the ideas generated. Three ways to think like innovators are just do it, shake it up, and repeat (Dyer & Gregersen, 2011). Instead of wondering if an innovation may be practical, innovators may choose to just do it to see if the innovation would be productive. After the innovation has been completed, innovators may choose to shake up the innovation or improve it. Innovators would need to repeat the thinking cycle to ensure valuable results. Innovators may also consider innovation as a project. The various ways of managing IS innovation as a project are illustrated in figure 2. 4
5 Figure 2. IS Project Management Process Innovation opportunities with employees as forward looking teams. Establishing Reward Systems Choosing the innovative project Crafting a strategic plan Reviewing the innovation periodically To avoid IS development abandonment, systems managers should create an atmosphere in which innovators would be able to share their innovative ideas. IS producers may feel at ease sharing ideas based on the successful supervision of the innovation (Dooley & O Sullivan, 2007). If the IS innovation process lacks proper supervision, organizational management may discover problems or errors in the finished products. However, situations may arise during the innovation process when employees introduce innovative IS ideas outside of set protocols. In such cases, management should consider the appropriateness of implementing the suggested ideas or permit employees to continue the innovations through an established process (Gilson, 2010). Even though the ideas may be beneficial, employee involvement may absorb significant time and other organizational resources, which may lead to reduced efficiency (Harrison & Freeman, 2004). IS projects may be forsaken in the middle of development if management fails to outline the entire systems project. Goldfinch (2007) noted that 20-30% of all systems development are abortive, and manufacturers find themselves abandoning IS development in the middle of manufacturing. IS development may be aborted if manufacturers discover that the system may not be needed in the marketplace, if the systems lack proper supervision, or are not built as planned. IS developers should plan thoroughly to ensure their projects will be a success before executing the plan. In contemplating how users embarked on systems innovations, Sim and Wright (2002) observed that the manner in which people approach different IS problems would determine how they respond to IS innovation. While IS innovation may be seen as a mere task that requires only training on various IS, manufacturers have the potential of planning their IS projects more thoroughly if they are aware of possible problems that may arise in the process of development. IS developers should consider IS projects from different perspectives, and whether their knowledge regarding the project is sufficient, or if there is a need to invite outside IS 5
6 experts. Utilizing the help of IS experts would enable organizational management to innovate systems that would be beneficial in the healthcare industry. 3. Healthcare Digital Record (HDR) Innovation As the world becomes more globalized, awareness is given to HDR (a type of IS) innovation because it has the potential of assisting organizations to lower costs and save time on healthcare delivery. Despite the benefits that come with HDR use, the lack of proper adoption may result in significant cost to the organization. When reflecting on HDR adoption, Dervitsiotis (2011) observed that an organization that chooses to use HDR should also be prepared to educate its employees on how to be adaptable to electronic devices. Organizational management could benefit from introducing employees to HDR by working hand-in-hand with HDR innovators. The joint force of employees and management will not only reduce costs of application features that may not be needed, but also show innovators how to build the systems properly. Additionally, before implementing HDR, organizational management should introduce the HDR technology to employees at an in-service meeting or seminar. The in-service should include a live demonstration of how to use the HDR. By doing so, the HDR users should not fall victims to malpractice caused by improper use of the electronic equipment, and the HDR would be built to suit the organizations needs. As IS innovators reflect on systems innovation, consideration should be given to organizations that are located outside of the host country. Systems manufacturers may embark on systems development based on some common features that are used in various healthcare systems. Considering every nation has its own healthcare structure, change agents should consider the common features that are used in healthcare facilities in other nations before including them in systems manufactured for a particular country. For instance, knowing that all Canadians are given free healthcare, it would be proper to build the IS that will be used in Canada in a manner which will not require medical professionals to input patient insurance information because the healthcare services patients receives are free. 4. Theoretical Framework The system development life cycle (SDLC) is commonly used to organize IS innovation projects. The SDLC involves five stages: 1) preliminary investigation, 2) system study, 3) system analysis, 4) programming and implementation, 5) support, maintenance, and documentation (Verma & Jain, 2010). 5. SDLC Application 5. 1 Preliminary Investigation Stage In the preliminary stage, the innovators contemplate which type of systems to innovate and how to carry out the production. The first stage contains an outline of the advantages and disadvantages of manufacturing the systems and determines if the system would serve its intended purpose. In regards to HDR, change agents may interview the potential users of the system to determine if the users current systems have a deficiency. The purpose of the first stage is to make sure the same deficiency is not present in the new system. 6
7 5.2 System Study Stage After the preliminary planning of the HDR has been conducted, the innovators may embark to the second stage of studying the systems. In this stage, the innovators reflect on how to address the deficits that are discovered. In order to be successful in carrying out this plan, HDR innovators will need to propose a written or verbal plan that will enable them to eliminate the deficits. One way to accomplish the task is by determining whether the old system will be able to function properly without the deficit, determining if there is an alternative to the deficit, and determining the cost of eradicating or enhancing the deficiency for the benefit of the system. When reflecting on system innovation, Moore, Nolan, and Guard (2006) observed that systems studies commence with the detection of deficiencies within a system that may be enhanced. After a thorough study of the HDR system, the innovators will be ready for the system analysis. 5.3 System Analysis Stage The third stage of system analysis involves creating a blueprint for how the system is to be built. This stage necessitates innovators to determine how they want the system to appear in terms of its hardware and software and which features to include. The innovators may also establish which type of operating systems should be involved and address communications, programming, and security issues. Systems manufacturers may arrive at which operating system to use by researching the different operating systems available to them and determining which one will be a better fit for the types of systems they are building. Envisioning how effective an innovative system can be, Pollard, Gupta, and Satzinger (2010) observed that innovation involve projects and products focus that is concerned mainly with technological efficiency and elegance. Innovators may settle on which systems to employ based on the budget they drafted for the project. When innovators have decided the overall appearance of the system, they will be ready to develop the system. 5.4 Programming and Implementation Stage The fourth stage of programming and implementation involves the building of the system. In this stage the manufacturer uses the blueprint in the previous stage to construct the system. This stage is significant because it will help innovators build the system as previously planned. If at any time the innovators choose to deviate from the drafted blueprint, they need to organize a new plan to show they are on a different track. The purpose of the plan is to make certain the innovators are building the system according to the set plan. The new components and programs that were included in the plan must be implemented and installed consequently. Innovators may choose to build the system to contain software security programs that will protect the system from illicit users (Larus & Hunt, 2010). Later on, the producer will train employees and management on how to use the system correctly. 5.5 Support, Maintenance, and Documentation Stage After the fourth stage of the manufacturing the new system is ready to be use. Innovators may support the system by allowing the system users to test it in the fifth stage. Periodical maintenance is required to update the system regarding the latest adjustments and procedures and to avoid breaches by unauthorized personnel. For the launching of the system to be successful, 7
8 change agents may choose to shut down the old system completely so that the effectiveness of the new systems will be apparent. Innovators may also make a decision to run the old system in one computer and the new one in another to compare and observe both systems. After the testing period is over, the innovators document what they observe from the operation of the new systems. Pollard, Gupta, and Satzinger (2010) noted that the final stage of the project should integrate the SDLC with well defined and comprehensive requirements. Documenting the differences between the old and the new systems will facilitate IS manufacturers in establishing which plan to use for the study of HDR innovations. 6. Proposed Research Methodology This research will implement a quantitative research design to gather the data because the research objective is to discover how global HDR innovation may assist healthcare professionals. Gelo, Braakmann, and Benetka (2008) mentioned that a quantitative research requires the reduction of phenomena to numerical values in order to carry out statistical analysis (p. 268). Hence, the software package SPSS 20.0 will be used to analyze the co-variance analysis or ANCOVA, with an alpha level of.1 will be used to compare the means. 6.1 Data Collection This study will involve IS innovators who work for four organizations that manufacture HDR. Two of the organizations will have main headquarters in the United States (U.S), while the other organizations will be located in Canada. The U.S and Canada are used because they are among the countries that are heavily involved in the use of HDR (Hillestad et al. 2005; Ludwick & Doucette, 2009). The quantitative data will be collected using a survey method that contains fifteen questions. 6.2 Selection of Participants Fifty participants will be used for this study. The participants will be selected based on their work responsibilities. Participants who engage in HDR innovations on a regular basis will be chosen for this research. The participants are to respond to the survey questions based on their job responsibilities. There will be eleven senior project managers, five computer analysts, and five HDR innovators. All other participants will be employees who are involved in innovative projects in the organizations. The demographics of the participants will be based on the type of various backgrounds of the employees, and the researchers will not be affiliated with any of the participants in the study; hence the responses received from the participants will be used in only for the purpose of the research. 7. Conclusion This research contributes to the field of business in four ways. First, the research will help healthcare management and professionals understand the importance of HDR innovations in global and domestic markets. Second, the research will assist healthcare professionals and management around the globe with providing quality healthcare services by adopting medical technologies that are beneficial in meeting the needs of patients and communities. Third will assist healthcare professionals in achieving their organizational objectives. Fourth, it will assist 8
9 organizational management with applying the SDLC model to HDR innovations. Furthermore, Lin (2008) stated that organizational management should work hard to create a climate in which learning is appreciated and supported. To achieve this, management would need to establish procedures that will enable innovators to construct their ideas before manufacturing IS products. After an IS innovation is finished, managers should determine whether the finished project is user-friendly or if the systems would enable various organizations to accomplish their objectives. When reflecting on how real-life people can be used to test finished products, Fourie (2000) discovered that real-world clients can determine if IS would be effective and serve the intended purpose. Also, the system development life cycle (SDLC) will enable organizational management innovate HDR in a more effective and thorough manner. 8. Authors Biography Irikefe Urhuogo is a doctoral candidate at Argosy University, Atlanta Campus. Her concentration is on Information Systems Management. She holds an MBA degree and her research interest includes information systems control, quality, maintenance, and management. Some of her experiences include working with an organization where she oversees the work of over 30 employees. Dr. Valerie Vann is currently a professor of Business at Colorado Technical University. She holds a Master of Arts in Organizational Management from the University of Phoenix and a Doctor of Business Administration from Argosy University with a concentration in International Business. Dr. Valerie Vann has over 25 years of leadership, management, and entrepreneur experiences. She has been involved in the operations of small and medium sized businesses, such as organizational management, business development, employee training, career and professional development, and real estate/property management. Dr. Harish C. Chandan is an associate professor of Business at Argosy University. His research interests include distance education, organizational effectiveness, and innovation. He has over 40 publications including a book chapter and five patents. He has presented some of his work at the Academy of Management annual meetings in Atlanta, Chicago, and Philadelphia; International Academy of Management and Business conference in Orlando; American Culture conference in St. Louis; Academy of International Business, Southeast Chapter, Houston; International Journal of Business; and Economy and International Academy of Business conference in Jacksonville. Prior to joining Argosy University, Dr. Chandan managed product qualification laboratories for Lucent Technologies. 9. References Ahlstrom, D. (2010). Innovation and growth: How business contributes to society. Academy Of Management Perspectives, 24(3), Bartlett, C.A. & Ghoshal, S. (1989). Managing Across Borders: The transnational solution. Harvard Business School Press: Boston, MA. Beagrie, S., & McAvoy, J. (2007). How to handle criticism. Occupational Health, 59(5), Boutros, A. & Joseph, C. B. (2007). Building, maintaining and recovering trust: A core leadership competency. Physician Executive, 33(1), Buchanan, A., Packard, N. H., & Bedau, M. A. (2011). Measuring the evolution of the drivers 9
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