text: AquiferA rock layer with enough space between its grains to allow water to flow relatively freely. A subsurface rock or sediment unit that is porous and permeable. To be an aquifer it must have these traits to a high enough degree that it stores and transmits useful quantities of water. An artesian aquifer is bounded above and below by impermeable rock or sediment layers. The water in the aquifer is also under enough pressure that, when the aquifer is tapped by a well, the water rises up the well bore to a level that is above the top of the aquifer. The water may or may not flow onto the land surface. In contrast, an unconfineed aquifer is not overlain by an impermeable rock unit. The water in this aquifer is under atmospheric pressure and is recharged by precipitation that falls on the land surface directly above the aquifer.

subset: commoncrawl


text:
According to Airbus� new Global Market
Forecast 2018-2037, the world�s passenger fleet will more than
double to 48,000 aircraft in 20 years with traffic growing at a
resilient 4.4% per year, driving a need for 37,390 new passenger
and freighter aircraft.
Growth drivers include private consumption
increasing 2.4 times in emerging economies, higher disposable
incomes and a near doubling of the middle classes globally.
Emerging countries will account for over
60% of economic growth, with trips per capita to multiply 2.5
times for these nations.
Combined with evolving airline business models
and continuing liberalisation, the growing scale of air
transportation will lead to an increasing resilience to regional
Greater aircraft range and capacity through
technological developments allow airlines the flexibility to
explore new business opportunities whilst maintaining focus on
cost reduction.
�There is a growing trend to use aircraft across
a broader range of operations, with today�s more capable aircraft
blurring the boundaries between market segments. These realities
made us develop a new segmentation with Small, Medium, Large and
Extra-Large categories, reflecting more closely the way airlines
operate aircraft,� said Eric Schulz, Airbus Chief Commercial
Officer. �Thanks to the versatility of our leading, most
comprehensive family of aircraft, the top end of our single
aisles, the A321neo, fly efficiently on long haul routes and our
wide bodies like the A330neo equally serve regional operations.
We�re extremely strong in this Medium market segment.�
The Small (S) segment
means aircraft such as the A320neo while the Large (L) segment has the A350-900.
In the Extra-Large (XL) segment, the market for replacement
aircraft is just starting and provides opportunities for the A350-1000 combined with the A380.
Looking at the four segmentations more closely,
in the Small segment typically covering the space where most of
today�s single-aisle aircraft compete, there is a forecast future
requirement for 28,550 new aircraft, representing more than
three-quarters of total expected demand.
In the Medium segment,
for missions requiring additional capacity and range flexibility,
represented by smaller widebodies and longer-range single-aisle
aircraft, Airbus forecasts demand for 5,480 passenger and freight
For additional capacity and range flexibility, in the
Large segment where most A350s are present today, there is a need
for 1,760 aircraft.
In the Extra-Large segment, typically
reflecting high capacity and long range missions by the largest
aircraft types including the A350-1000 and the A380, Airbus
forecasts demand for 1,590 aircraft over the next 20 years.
Of the 37,390 new aircraft required, 26,540 are
for growth and 10,850 will replace older generation less fuel
efficient aircraft.
The more than doubling in the world fleet
to 48,000 aircraft results in a need for 540,000 new pilots.
See also:
airBaltic Airbus A220-300 HD Video and Podcast Interview with
Martin Gauss, CEO.
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HD Video
and other
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The Force is back and better than ever -- in Star Wars: The Clone Wars The Complete Season Two, coming to DVD and high-definition Blu-ray Disc October 26 from Lucasfilm Ltd. and Warner Home Video. Featuring cutting-edge animation and a host of special bonus materials, the comprehensive collection explores the farthest reaches of "a galaxy far, far away" with all-new adventures set against the spectacular backdrop of the Star Wars universe.
Relive all 22 Season Two episodes -- featuring bounty hunters, space pirates, giant monsters, mind-controlling brain worms and the return of Boba Fett! -- and then dig deeper with the ultimate look behind the scenes of the hit TV series. Bonus features include a look inside the Lucasfilm vaults, with featurette interviews along with Director and Artist commentaries on each disc. In addition, The Complete Season Two will include a 64-page production journal with concept designs, original sketches and notes from Supervising Director Dave Filoni. And exclusive to the Blu-ray disc, The Jedi Temple Archives provides in-depth access to an extensive database of creative materials.
"Everything's improved since the first season -- the stories, the animation, everything," said Filoni. "It's bigger and better, and it's going to look great in high-definition. We're all just so proud of the series, and I think it shows; we're bursting to share our production secrets, so the features are just full of fun insights from behind the scenes. As a fan, this is what I'd want."
Created and executive produced by George Lucas, the first-ever TV production from Lucasfilm Animation explores the tumultuous time between Episodes II and III, expanding the scope of Star Wars beyond anything seen in the feature films. With the fate of the galaxy hanging in the balance, the heroes of the Republic -- including the valiant Jedi Knights and their loyal clone troopers -- fight bravely to repel the attacks of the evil Separatists and their droid army. With fierce battles, expanded storylines and ground-breaking animation, this is a Star Wars adventure that is bigger, bolder, and more intense than ever before!
Star Wars: The Clone Wars The Complete Season Two will be available October 26 for the suggested retail price of $44.98 for DVD and $59.99 for Blu-ray.
Special Features:
Star Wars: The Clone Wars The Complete Season Two is presented in widescreen with English, Spanish and French 5.1 DTS audio and English, French and Spanish subtitles. Bonus features include:
Behind-The-Scenes Featurettes on each disc
Attack of the Zillo Beast
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Creating Mandalore
64-page production journal that includes early sketches, artist notes and concept art from Season Two of Star Wars: The Clone Wars
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text: While AT&T's Nokia Lumia 900 could be an excellent option for someone in the market for a 4G LTE Windows Phone, there's also the HTC Titan II — which we exclusively revealed — that will soon be available as well. AT&T is currently planning to launch the HTC Titan II for $199.99 with a two-year agreement on March 18th. The carrier is also getting ready to launch a Sony tablet for $409.99 called the Crystal, though it will feature HSPA+ and not 4G LTE. Rounding things out for the latter part of the first quarter is the Samsung Galaxy S II Skyrocket HD, the Samsung Exhilarate and Sony Xperia ion, though pricing and availability are still unknown.


text:
For the record, I am not a utilitarian, and this essay helps explain why. I hope you can at least appreciate the logic I employed in crafting my thesis. Without further ado, here is my essay, "The Duty to Die":
For those existing with the intense pain of a terminal illness, the right to life sounds like a cruel joke. Every day becomes a choice: continuing to endure the pain of disease, taking powerful pain medications to ameliorate the discomfort, or ending one's life. Which option to pursue can become a moral dilemma to someone battling excruciating bone cancer or advanced HIV/ AIDS. Some may choose to grit their teeth and bear it, believing they must preserve their mental clarity in the final stage of their illness. Others seek comfort in the form of potent narcotics that may render them incoherent. The morally virtuous instead choose to die on their own terms, either by their own hand or with assistance.
The moral theory of utilitarianism requires us to always choose the action that maximizes pleasure and minimizes pain for all those affected by the action. Thus the terminally ill patient must perform a wicked calculus; which of the three available end-of-life treatments will maximize pleasure and minimize pain for everyone involved? Obviously, in the situation of someone who is terminally ill, it's doubtful there's any hope of maximizing pleasure. Therefore, the patient needs only focus on minimizing pain.
This eliminates the possibility of sustaining one's life without benefit of pain management drugs while maintaining moral correctness. As noted by Foley et al, "the suffering of an individual radiates throughout households, neighborhoods, and villages." Toughing it out certainly does not minimize pain. In fact, it does the opposite; it maximizes pain and minimizes pleasure. The second option available is to continue existence with palliative drug treatments. While this does minimize the pain of the patient, the family and friends of the terminal patient continue to suffer. In their February 2010 article on Scientific American's website, psychology professors Robert Emery and Jim Coan state:
During a particularly stressful experience, the anterior cingulate cortex may respond by increasing the activity of the vagus nerve – the nerve that starts in the brain stem and connects to the neck, chest and abdomen. When the vagus nerve is overstimulated, it can cause pain and nausea.
Few would argue dealing with a loved one suffering from a terminal illness is not stressful. Therefore, simply by being terminally ill – whether one utilizes pain management or not – a patient is causing pain to his or her friends and family. The death of the patient is also stress-inducing, and the pain of losing a loved one can last for years, decades, or a lifetime. Friends and family suffer their own pain while the ill person is dying, and after their death. The final solution available is to terminate one's life. Suicide, whether assisted or not, can be accomplished painlessly. The terminally ill patient's pain ends at the moment of death. This means less pain for the patient than if they had foregone medication, and the same amount (or less) than if they had opted for palliative care. The friends and family of the patient will still experience the pain of that person's passing in the same way as the previous two options. They will, however, be spared the pain of watching their loved one languish away. The friends and family of the ill person will skip the pain caused by watching the patient slide closer and closer to death, and move directly to the pain caused by the death itself. This means less pain for those affected by the patient's passing than if they had continued to suffer with their disease, medication or no.
Clearly, then, of the three options available to the terminally ill patient in pain – palliative medicine, no medication, or death – self-euthanasia is the option required of the morally righteous, according to the utilitarian thesis. It is the choice that maximizes pleasure and minimizes pain for all those affected by the action. The patient's pain ceases; the suffering of family and friends is diminished. Terminally ill patients in pain not only have a right to die, they have a moral duty to pursue their own death as quickly and painlessly as possible.


text:
I'm testing a PostgreSQL 8.2.1 to 9.2 upgrade on a virtual machine running a custom Linux distro. The upgrade procedure is as follows:
- Start the
- Vacuum all DBs (not sure if this is needed)
- Backup with
- Stop the
- Move away the directory where the data is stored (
/var/pg; it's a simple, single-server setup)
- Install PostgreSQL 9.2
- Start the server
- Restore the dumped data
reindexdball DBs
- Recreate the
- Vacuum all DBs (AFAIK required after this upgrade)
This procedure works fine on one host, backing up and restoring without a hitch. On another machine with a different database points 1 through 7 work fine, but the server won't start unless I add a
sleep 1 after
initdb, and even then the dumped data can't be restored because "the database system is starting up". What are the standard ways to deal with this, except for these terrible hacks:
sleeping for some generous amount of time before either operation,
- looping until it works or until a generous timeout is reached, or
- looping until it accepts a trivial query or a timeout is reached.
Edit: The "solution" didn't work after all. What does it take to make sure the database is ready to run a restore?


text:
A list of dates that occurred in the year 1959.
How many years ago was 1959?
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text:
30 September 2013 Royal Holloway, University of London
This study provides a good example of how chemicals identified in plants can help us develop new drugs for the treatment of disease. Folk wisdom knows food is medicine. Now we're proving that nature cures in today's labs.
A new study published today in British Journal of Pharmacology has identified that a component of grapefruit and other citrus fruits, naringenin, successfully blocks the formation of kidney cysts.
Known as polycystic kidney disease, this is an inherited disorder which leads to the loss of kidney function, high blood pressure and the need for dialysis. Few treatment options are currently available.
A simple, single-celled amoeba was used to identify that naringenin regulates the PKD2 proteinresponsible for polycystic kidney disease and as a result, blocks formation of cysts.
The team of scientists from Royal Holloway University, St George's, University of London and Kingston University London used a simple, single-celled amoeba to identify that naringenin regulates the PKD2 protein responsible for polycystic kidney disease and as a result, blocks formation of cysts.
"This discovery provides an important step forward in understanding how polycystic kidney disease may be controlled," said Professor Robin Williams from the School of Biological Sciences at Royal Holloway.
"In the study, we have demonstrated how effective the amoeba Dictyostelium is in the discovery of new treatments and their targets. Having previously applied the same method of testing in our work into epilepsy and bipolar treatments, it is clear that this new approach could help us reduce reliance on animal testing and provide major improvements."
To test how this discovery could apply in treatments, the team used a mammalian kidney cell-line, and triggered the formation of cysts in these cells. They were then able to block the formation of the cysts by adding naringenin and saw that when levels of the PKD2 protein were reduced in the kidney cells, so was the block in cyst formation, confirming that the effect was connected.
Dr Mark Carew, from the School of Pharmacy and Chemistry at Kingston University, said: "Further investigation is underway to understand the action of naringenin at the molecular level. This work will entail looking at the function of the PKD2 protein as a cell growth regulator."
"Indeed, this study provides a good example of how chemicals identified in plants can help us develop new drugs for the treatment of disease," added Professor Debbie Baines from St George's, University of London.
"Autosomal dominant polycystic kidney disease affects between 1 in 10 people on dialysis and 1 in 8 with a kidney transplant. Kidney Research UK welcomes this publication that may provide hope for a future new treatment for polycystic kidney disease, alongside its own on-going research focusing on tackling this common genetic kidney disease," said Elaine Davies, Head of Research Operations at Kidney Research UK.
The research was funded by a SWan (SouthWest London Academic Network) research gran
A Waheed,1 M H R Ludtmann,2 N Pakes,2 S Robery,2 A Kuspa,3 C Dinh,3 D Baines*,4 RS B Williams*,2¶ M A Carew*1¶
1. School of Pharmacy & Chemistry, Kingston University, Penrhyn Road, Kingston
upon Thames, Surrey, KT1 2EE, UK.
2. Centre for Biomedical Science, School of Biological Sciences, Royal Holloway
University of London, Egham, Surrey, TW20 0EX, UK.
3. Department of Biochemistry and Molecular Biology, Baylor College of Medicine,
Houston, Texas 77030, U.S.A.
4. Biomedical Sciences, St George's University of London, Cranmer Terrace, Tooting,
London, UK.
*joint last author


text:
Global Chair
New York
Related Expertise: People Strategy, Value Creation Strategy and Shareholder Activism Defense, Leadership Development
When setting their direction, 21st-century CEOs make use of resources unimaginable to their pre-millennium counterparts: digital technologies, AI, vast data sets, democratized information flows, smart new algorithms, and more. They use algorithms as a tool for business analysis and apply algorithmic thinking when making strategic decisions. But is there perhaps some higher-level algorithm that would improve the odds of a successful tenure for today's CEOs?
A recent BCG research project has been examining CEO tenure in all its aspects and working toward just such an algorithm. The project surveyed more than 450 CEOs in the US and Canada from the "starting classes" of 2009 through 2011. It involved the use of AI and included in-depth interviews with 14 prominent CEOs and board directors. By identifying the most successful CEOs and then isolating and analyzing their distinctive characteristics, we now know the most promising components of an algorithm for a successful 21st-century CEO tenure.
Success for CEOs is not just about creating impressive short-term results: anyone can lower the bar and then beat expectations. It's more a matter of fully capturing value and sustaining it over the long term. That might seem obvious, yet CEOs fail—alarmingly often—to follow through. Many CEOs who survive the "sophomore slump" still end up struggling as
The first two criteria, Great Company and Great Stock, are assessed by objective metrics—broadly, strengthening of the company's competitive position and business economics (Great Company) and total shareholder return over time (Great Stock). CEOs who ranked in the top third on both criteria were characterized as having a "more successful" tenure. The third criterion of success, Great Legacy, is not measurable in the same way but was discussed extensively during interviews. (For further details of the study's methodology, see the appendix, "An Outline of the Methodology.") Under our tough grading system, the "more successful" status is hard to achieve: of the 252 CEO tenures that we were able to evaluate fully, just 18% rated as more successful; 47%, as a mixed success; and the remaining 35%, as generally less successful.
These success rates apply regardless of the company's performance at the time of original handover: for a new CEO, inheriting a thriving company is no golden wand, and inheriting an ailing company is no leaden shackle. After all, maintaining a high-level performance is just as difficult as boosting a low-level performance.
Having shown that a new CEO's success is negligibly related to the company's performance at the time of succession, our study then homed in on some factors that definitely do correlate with a more successful tenure. They can be distilled into five broad components: a grounded and compelling strategic narrative, competitively advantaged moves, interactions with stakeholders, engagement of the organization, and a long-term positive imprint. (See Exhibit 2.) It is on these five features that the success algorithm is based. What really differentiates the more successful CEOs is their prowess at, and integration of, all five of these distinctive components. The following account is backed by AI analysis and enriched by the experiences and techniques cited by the CEOs and board directors interviewed during our research.
The more successful CEOs develop conviction about the best way to proceed. They confidently define the company's potential and map a path toward fulfilling it. They pay close attention to external megatrends and internal signals and then devise a clear strategic narrative, condensed to a "critical few" imperatives. They develop this agenda from a fact base informed by customer pain points, competitive realities, and the economics of competing alternatives. They keep a sharp focus on the real value drivers of the business, including the capital allocation strategy, and they communicate the need for the rest of the organization to maintain that focus as well.
The way that CEOs communicate is very revealing in this regard. Less successful CEOs, in their communications, generally do convey some aspects of their strategic vision, but they tend to neglect elements that would increase the plausibility of their ambitions and would inspire confidence in their ability to execute. For example, they might tell a stirring story based on megatrends but fail to show any links to the value drivers of the business. Or they might devise a stylish mission statement but offer few plausible ideas for realizing it. The more successful CEOs tie together all aspects of a strategic narrative.
"Make sure you have a clearly articulated strategic direction that is rooted in megatrends. Then carefully make strategic bets consistent with those megatrends. Ensure that you build the capabilities required to deliver on those bets, and make the required financial investments with likely returns." —Indra Nooyi (chairman and CEO, PepsiCo)
"In the end, there are not that many value levers. People think there are many, but in reality, there are few. You should attach actions to the basics of ROI, profit growth, and cash flow in order to improve returns while growing." —Andrew Silvernail (chairman and CEO, IDEX)
One of our study's interesting findings, emerging from the natural language processing (NLP) analysis that we used, was that the more successful CEOs, particularly during their first few years in office, tended toward "biological thinking" rather than "mechanistic thinking"—suggesting a greater sensitivity to context changes, greater agility, and a greater readiness to make appropriate
(See Exhibit 3 and the appendix for further details.)
The more successful CEOs make their strategic moves at a pace and in a sequence that challenge the organization and avert complacency. They do so by accurately evaluating both the external windows of opportunity and the organization's internal capacity for change.
"We had to make it understandable to people that the pieces of our transformation fit together and it wasn't just a series of independent initiatives. There was a sequencing, a logic to what we were doing. You know, you can't try to do too many things, but if your efforts are reinforcing, you will get more momentum." —Vincent Forlenza (chairman and CEO, Becton, Dickinson & Co.)
"There are too many organizations that try to pace change in a way that keeps everybody happy. A good way to know that you're effectively pacing change is to know that people are stressed." —Frank Blake (nonexecutive chairman, Delta Airlines; board director, Macy's and Procter & Gamble; former chairman and CEO, The Home Depot)
Our research showed how CEOs' success is strongly linked to both the number and the type of moves that they make. The more successful CEOs made portfolio-reshaping moves—significant divestitures and acquisitions with disclosed terms—in a "sweet spot" of change: enough to stimulate but not so much as to overwhelm. To put it another way, they balanced urgency and restraint, evolving the portfolio rather than letting it sit as is or pursuing too much portfolio change at once (by making more than one deal per year, for instance) (See Exhibit 4.)
If we broaden the definition of "strategic moves" beyond portfolio shifts, to include capital allocation initiatives and various other significant or material changes affecting company performance, a similar pattern emerges. Exhibit 5 is based on a very broad set of strategic moves, including not just divestitures and acquisitions but also publicly announced transformation programs, major changes to financial policies, substantial restructuring initiatives, and resetting of the R&D-spending profile. Once again, the more successful CEOs seemed to find an advantageous midway point.
In regard to making strategic moves, CEOs and board directors emphasized a number of conducive factors: anticipating industry trends, getting the timing right, building up capabilities prior to making bolder bets, and linking moves to a broader capital allocation strategy.
"The world was consolidating around us. So we had to grow one of our portfolio's legs—agriculture or nutrition—through acquisition, but we couldn't do both. We chose agriculture, because we thought it would be easier to sell within health and nutrition, and take the proceeds and buy in agriculture—where people would have to sell, given the environment." —Pierre Brondeau (chairman and CEO, FMC)
"We pursued a $1 billion cost reduction program and the Dow merger in the first year. That's a lot to digest. However, if we hadn't done it, we would have missed the opportunity." —Edward Breen (chairman and CEO, DowDuPont)
"We started small with a couple deals that were realistically low risk, then went up in a continuum. Walked before we ran." —Tom Giacomini (chairman and CEO, JBT)
One final note: the pattern of CEO moves is irregular. CEOs tend to make multiple moves in parallel, and some of these moves remain operative throughout the CEOs' tenure while others are reversed or replaced as things change. And different moves take different lengths of time to embed. So a CEO tenure is best characterized as a series of overlapping cycles rather than as a series of discrete "acts"—opening act, middle act, and final act. With just one exception, all of the CEOs and board directors interviewed for our research study took the view that the discrete-acts model of a CEO tenure is no longer applicable in the 21st century.
"One of the things that's very clear is that the pace of change in the industry has really accelerated, and technology is affecting everybody. As a result, you cannot think of saying, 'If you have an eight-to-ten-year tenure, each three to five years you will implement one strategy,' then say, 'It's time to pivot.'" —Raj Gupta (chairman, Aptiv and Avantor Performance Materials; board director, Arconic; former chairman and CEO, Rohm and Haas Company)
"It is not one playbook with one chapter after another. There are many chapters running in parallel—some take longer and some take only a short time, some succeed and some are not successful. Many of them run in parallel—not first act, second act, third act. It is a series of overlapping initiatives." —Hans-Paul Bürkner (chairman, BCG)
"There are overlapping cycles. Every time you are in the middle, the next cycle is starting. Every disruption starts a cycle." —Indra Nooyi (chairman and CEO, PepsiCo)
As all CEOs know, a change agenda can be facilitated or impeded by the attitudes and actions of the various stakeholders: the board, the investors, the organization, the government and regulators, and the public at large. The more successful CEOs take pains to understand the expectations—often conflicting expectations—of all these groups, but they also reshape these expectations where appropriate, by challenging outdated assumptions and educating board directors on the new context (megatrends and moves that are part of the CEO's grounded point of view).
The more successful CEOs tend to gain the confidence of all the stakeholder groups by working with them promptly and personally. These groups might include underrecognized but surprisingly influential sets of stakeholders, such as the company's pension recipients or a unique customer segment. As far as possible, these relationships should be fully transparent, given that almost everything is out in the open in the 21st century. CEOs can no longer treat internal and external stakeholders differently in their communications, let alone play them off against each other.
"Arguably, the most important aspect of the CEO role is gaining the confidence and support of investors, regulators, and the board. If you don't have the confidence of the board, you simply cannot succeed. Shareholders are looking for clarity: my belief is that if we are frank and transparent in portraying the current state of the business, and if we accept accountability for what we have committed to deliver, then we will earn their trust and secure their support. The same is true for regulators: we need to establish a rapport, based on mutual trust and mutual respect; create transparency; and deliver against objectives of mutual importance." —Jay Forbes (CEO, Element Fleet Management; former president and CEO, Bell MTS)
"DuPont has a large retiree stakeholder group in the state of Delaware. Nick Fanandakis [Fanandakis is an executive vice president at DowDuPont] and I did lunch with them to lay out the strategy." —Edward Breen (chairman and CEO, DowDuPont)
The more successful CEOs seem able to accurately gauge the stakeholders' level of alignment with the CEOs' strategic vision and to react accordingly. And the data suggests that successful CEOs draw heavily on a particular set of productive engagement strategies—for example, anticipating and allaying the concerns of activist investors.
"Find out whether your investors are aligned with the company's strategy. Do they have similar or very different expectations? Having these discussions is important. Maybe you have a few large investors with which you are aligned but also several midsize investors that are unhappy with developments. You have to prepare yourself for potential activist shareholders and how to deal with them." —Hans-Paul Bürkner (chairman, BCG)
"One CEO hired external advisors to write an activist letter, based on public information, to the board, to know what we would face if an activist took an interest. It drove a lot of different behavior in the board. It was the CEO's way of managing the board." —Gary Reiner (board director, Citigroup and Hewlett Packard Enterprise)
The CEO can play a major role in engaging and motivating the workforce. In that way, the CEO's agenda gets transmitted and amplified throughout the organization.
"The CEO is out with missionary zeal, emotionally recruiting people. When you are out speaking to employees, think carefully about how you want to speak to them. Your goal must be to create an indelible picture in their mind of what we will collectively achieve as a company. Focus particularly on the high potentials. As CEO, your goal is to emotionally hook them into the cause. The group should feel like the keepers of the company soul. In small group dialogues, I ask them, 'If you are one of the 170 people entrusted with the soul of PepsiCo, what would you do?' It builds ownership and pride, as they feel their contributions are not just for a paycheck but a nobler goal." —Indra Nooyi (chairman and CEO, PepsiCo)
"In the first six to nine months, CEOs must get a firsthand feeling for the organization—not just for the senior managers. Go deeper in the organization. Roll up your sleeves. Even if you are an internal candidate, you do not know the whole company. It is important to get a sense for yourself, not through the CHRO or CFO." —Sandy Moose (former lead director, Verizon Communications)
Most CEOs take great care in selecting and aligning their direct reports on the executive team and setting the cadence for them. What sets the more successful CEOs apart is that they tend to go much further than that and deliberately seek strong backing from the rest of the senior leadership team and the extended leadership teams. Rather than delegating executive team members to rally the troops, the more successful CEOs will typically connect directly with a variety of leaders in the organization, reinforcing their loyalty and activating their positive energy. The effect is to cascade the company's purpose and values down the ranks and increase cooperation across silos, far more powerfully than CEO mandates or formal governance rules do.
"What really united people was BD's purpose and values. We kept coming back to what we can do for patients around the globe. When people are excited about a company's purpose, they see that they can make a difference—at an individual and a company level—and a lot of potential problems go away very, very quickly. As you build a purpose-driven culture, make sure that you go beyond your leadership team to the middle of the organization." —Vincent Forlenza (chairman and CEO, Becton, Dickinson & Co.)
The true measure of success for CEOs is not just what happens to the company while they are in the CEO role but also what happens after their departure—the way that the next generation of leaders maintains the company's vitality and competitive
So when CEOs admit to being concerned about their legacy, it is not for the sake of gaining personal recognition and basking in the limelight. Their concern is that the improvements they made should be sustainable and should help their successors to succeed in turn. Ideally, the sense of purpose and values that they represented will persist. The talent that they cultivated will keep the momentum going (but will also readily adapt to changing circumstances and adjust the company's direction if required). The organization will continue to attract further talent, enabling the company to regenerate itself indefinitely.
"The other important attribute of a CEO's legacy is the regenerative capability of the business to grow its future talent. A strong organization has the ability to populate leadership vacancies from within, drawing on a deep and diverse bench of talent that is knowledgeable of the business and demonstrative of its best cultural attributes." —Jay Forbes (CEO, Element Fleet Management; former president and CEO, Bell MTS)
"First, as you leave, there are as many exciting growth prospects as when you got there. The CEO has set up growth opportunities. Second, to enable that, you have to ask yourself, every day, 'Can I improve this team, and build the best team possible?'" —Gary Reiner (board director, Citigroup and Hewlett Packard Enterprise)
"Leave the company in great shape, better than it has ever been before, and walk out with a smile on your face." —Edward Breen (chairman and CEO, DowDuPont)
Finally, a CEO's legacy can include a broader social imprint as well. Companies make an impact on society, whether they intend to or not, both locally and globally. The more successful CEOs seem to have a higher-than-average awareness of that impact, and—through directing company resources to create positive societal benefits—contribute to a better world.
"You have a big canvas to make positive change and positively influence the lives of so many people. I hope they remember 'Performance with Purpose,' the balance between the short and the long term, and making sure that large companies should deliver performance but also worry about societies and communities we serve." —Indra Nooyi (chairman and CEO, PepsiCo)
Algorithms informing leadership choices are not a static cookbook of decision rules. Developing and applying algorithms involves constant prediction, monitoring of what's working and not working, iterative learning, and adapting of priorities to match changing conditions. In our research study, the more successful CEOs were able to accurately read signals from the evolving context and to course-correct promptly and flexibly. By cultivating and constantly fine-tuning the algorithm's five components, CEOs can boost their chances of creating a Great Company, while ensuring Great Stock along the way, and leaving a Great Legacy.
"The CEO role is a long-running relay race, and you are just the steward of an organization for a period of time. During a CEO tenure, you run as fast as you can, as much distance as you can, and then hand the baton to someone else." —Carl Stern (global CEO advisor)


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The Larry Munson drinking game
by Nate McCullough (UGA class of '93 and huge Larry Munson fan)
2) The first time Larry says "Loren, whatdaya got?" everyone must reply "Well, Larry" in a high-pitched voice. The last one to do this becomes Loren and must say "I gotta drink" and then drink each time Larry says whatdaya got? for the first half. But at the start of the second half, "Loren" gets to say "I gotta drink for ———" and then gives away a drink to someone each time Larry says whatdaya got? "Loren" must do all this is a high-pitched Loren Smith voice.
3) If the real Loren tells a story that has nothing to do with the game, such as how much a player loves his mama or how the Girl Scout troop cooked s'mores for the team, everybody drinks one.
4) If Loren actually says something useful, like telling what's wrong with an injured player, everyone drinks three.
5) Every time Larry exagerates a figure, whether it be yardage, the speed of the wind, how cold it is, etc. everyone drinks two. Examples: "and he kicked it up past the moon" "the wind's blowing a hundred miles an hour" "it's fourth down and 27 miles" etc.
6) The first time Larry bemoans how much trouble the Bulldogs are in when they are clearly in control of the game, everyone drinks two. Example: "The Dawgs are up 31-0, but they've (they being UAB, Central Florida, Vanderbilt, etc.) got that little fast tailback and you know he can just explode for a thousand yards at any moment." Every time after that when Larry talks about how much trouble the Dawgs are in, everyone drinks one. (If, by consensus, the group decides the Dawgs actually are in trouble, "Loren" drinks two.)
7) Every time Larry says "There's no time" everyone drinks one. If more than five minutes are left in the game when he says there's no time, everyone drinks two. Ten minutes, three. If more than a quarter remains, everyone does a shot of tequila.
8) Every time Scott Howard interupts Larry, everyone drinks one.
9) Every time Larry talks about the fans coming into/going out of the stadium, everyone drinks one.
10) Every time Larry mentions the officials, everyone drinks one.
11) Every time Larry says "whatchmacallit," everyone drinks three.
12) If the game ends on a spectacular play with Larry saying something like "OH MY GOD! OH MY GOD! OH MY GOD!" and then nothing for like a minute, leaving you to think he might've died, everyone drinks one for each "GOD" Larry shouts.
13) If Georgia beats Florida, everyone drinks a toast to the Dawgs and yells, "Go Dawgs!"
14) If Larry ever says the phrase "hob-nailed boot" again, everyone poors their drink into a boot and "Loren" drinks it.
15) If at the end of the game, Larry says "Old Lady Luck smiled on us" everyone toasts Old Lady Luck and drinks a shot.
16) Anyone in the room not rooting for the Dawgs must double the amount of drinks taken. Any Florida fans in the room must triple it. Since Tech fans are wusses and don't drink, they must substitute getting puched in the head by "Loren."


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Seven out of ten American workers struggle to achieve an acceptable balance between work and family life, reports a new study published in American Sociological Review, funded by the National Institutes of Health and the Centers for Disease Control and Prevention. That number has been climbing over time, to a point where employees — especially parents — feel stressed, overwhelmed, and maxed out. In "Changing Work and Work-Family Conflict: Evidence from the Work, Family, and Health Network," researchers asked what can be changed in the workplace to address this growing health and productivity problem. They conducted a large-scale experiment in a Fortune 500 company and found that work-family conflicts don't need to be solely employees' individual, private troubles, but can be resolved systemically with a little management leadership.
Nearly 700 employees from an information technology department participated in the experiment. These were highly skilled, middle-aged workers with professional and technical degrees. They worked long hours, with over 25 percent logging more than 50 hours per week. Some worked remotely but reported pressure to be visible at the office to demonstrate work and team commitment. The research team randomly assigned these employees to two groups. Those in the "treatment" group were then given greater control over when and where they worked, and more supervisor support for their family and personal lives. The control group's working conditions remained unchanged.
Over a six-month period, the people in the treatment group experienced a significant reduction in work-family conflict — that chronic sense of being pulled in two different directions. Crucially, employees who were more likely to be vulnerable to work-family conflicts (parents and people with less supportive supervisors initially) benefitted most from the intervention. Parents reported working one hour less per week than non-parents, but others did not have to increase their workloads to accommodate parents. People in the treatment group also reported that they felt they now had adequate time to spend with their families while managing their workloads. Overall, they felt more in-control and less overwhelmed.
For people working every day to balance complicated lives, this might not sound like news — but here's why it is. This is the first study to offer evidence based on a randomized trial that workplace interventions, such as increased schedule control and supervisor support, can reduce employee work-life conflict. The randomized, experimental method allowed researchers to eliminate competing explanations for their findings — explanations, for example, like lower initial stress or the possibility that some workers quit to take less stressful jobs elsewhere. The study is also the first experiment to change the way people and supervisors work to benefit employees' work-family balance. By altering factors in entire workplace groups or departments, the research shows that there is a way to move away from "Mother may I?" workplace flexibility — individual accommodations that a person negotiates with his or her boss — and toward systemic change in an organization that benefits all.
Numerous benefits of lowering work-life stress have been documented, in physical health and mental health (including reduced hypertension, better sleep, and lower consumption of alcohol and tobacco), as well as decreased marital tension and better parent-child relationships. So it's surprising that two other new studies report weakened company commitment to employees working flexibly. While more than 8 in 10 employees in new survey from the Flex+Strategy Group cited negative impacts on worker loyalty, health, and performance when a company does not permit work-life flexibility, almost half of the respondents sensed ambivalence and declining commitment to it from their employers. Further, a Boston College study found that, while telecommuting and flexible hours are often negotiated between individual employees and their supervisors on an as-needed basis, companies have cut back on some critical work-life balance options like reduced hours, part-time work, job sharing, and paid family leave.
What employees sense about their managers' and companies' commitment to work-family-life balance reflects the organizational culture and its leadership. Returning to the American Sociological Review study, the people in the experimental group who were given more control over when and where they worked, almost doubled their average hours of work at home (from 10 to almost 20 per week). These technology workers had the tools to telecommute prior to the workplace experiment, but they either had not been given discretion to do so or had not felt comfortable doing so. The "permission" granted by the experiment freed workers to think about new ways of working, and many did so. The experiment also "unfroze" managers from old ways of doing things.
In the end, adjustments in management thinking about when and where work gets done, and about support for employees' lives outside work, led to the work-life holy grail: design of system-wide flexibility (to relieve pressure for people who need it), without burdening those working conventionally, and without requiring individual workers to figure out alone how to balance everything.


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Home Page Chess Life Online 2010 December Four Lead US Senior Open
|Four Lead US Senior Open
|August 26, 2010
After three rounds of the US Senior Open, GMs Sergey Kudrin, Alexander Ivanov and IMs Emory Tate and Joseph Bradford lead with perfect 3-0 scores. GM Larry Kaufman, who is reporting for Chess Life Online, was nicked for a draw by Mariano Acosta and stands on 2.5/3. Tonight should be interesting, with the perfect scores facing off, Ivanov and Bradford on board one and Tate vs. Kudrin on board two. The latter game should be particularly interesting, since Tate playing White, is a legendary attacker and Kudrin is a Dragon devotee. Catch selected live games on Monroi.com. For more information and complete results, see uschess.org/tournaments/2010/senior/. Here are two wins from the IMs:
Mike Lucente, playing White, filled CLO in with the game's concluding moves. He points out that after 33...Rg8 White is still better and that he should have played the simple 25. Nxd7 Bxh2+ 26. Kf2 Qxd7 27.g3.


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We Give
The main ministry of Barnabas Aid is to send financial support to projects that help Christians where they suffer discrimination, oppression and persecution as a consequence of their faith. The projects aim to strengthen Christian individuals, churches and their communities by providing material and spiritual support in response to needs identified by local Christian leaders.Donate now
Encourage Prayer
We seek to encourage and facilitate prayer by providing prayer information, prayer requests and resources in many different forms and formats.Pray
Raise Awareness
This ministry makes known the plight of the persecuted Church, particularly in the Muslim world, by a wide variety of means, in order to educate Christians and others about the current situation and needs, as well as the background and causal factors.Find out more
Contest Injustice
When requested by Christians in the contexts concerned, we engage in speaking on their behalf. This can be by public petitions and letter-writing campaigns, or discreet contacts behind the scenes.


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Choosing the Right Espresso Machine for your Establishment
In this article we discuss the pro and cons of selecting a commercial espresso machine
A properly commissioned and maintained traditional commercial espresso machine will be an asset to any catering establishment and keep customers contented and coming back for more.
One of the most convenient ways of supplying this insatiable demand is with a traditional espresso machine.
Unlike bean to cup machines, the use of a commercial espresso machine in the making of espresso-based drinks is a more elaborate, time consuming and skilled process. This however adds to the charm and uniqueness of the drink as the customer can usually see each stage of the process and the care taken to produce it.
Watching a skilful and experienced barista operate an espresso machine can be entertaining as they go through the process of making the final delicious beverage.
There are basically two main things to consider when buying an espresso machine; how many group heads and whether to go for semi-automatic or automatic.
Machines come in two, three or four group head varieties (sometimes just one) with associated increase in cost. As each group head is capable of producing two drinks at a time (by using a double spout filter basket) machines are capable of producing 4,6 & 8 drinks correspondingly at the same time. This enables different operators (baristas) to use the machine at the same time and with training several operators could keep an almost continual supply of coffee flowing at busy periods although this is a very labour intensive process.
Generally the busier you expect to be at peak periods then the more group heads you should consider on the model of machine. Bear in mind though that if you only have one operator then they are unlikely to be able to operate more than two groups at a time.
Semi-automatic machines require more operator attention as they will need to press the button to start the brew cycle, monitor its progress and press the same button again to stop. Obviously a longer drink (more water) takes longer than a standard espresso and the operator will need to monitor and react according.
Automatic espresso machines have buttons calibrated to pre-set drink brewing times enabling the operator to simply press the button once and the brew cycle is taken care of. Buttons are easily programmed in advance for different cup sizes and drink lengths for extra convenience and flexibility. Obviously the barista still has to pre-load and tamp the basket in the usual manner before executing the brew cycle.
Depending on the number of group heads most machines come with a suitable number of steam wands for frothing milk and perhaps a hot water arms for dispensing hot water for making tea.
Since a high percentage of drinks served will likely contain frothed milk it will be a good investment of your time to master the technique of frothing milk. It takes practice and some skill, but once learned it will enable you to produce fantastic looking and tasting drinks and allows you to train others.
It is possible to buy third party semi-automatic milk frothers that attach to the steam arm of the espresso machine to facilitate easier frothing but we feel that these should be avoided (though many might disagree). Add-on milk frothers can be clumsy and not function to a consistent basis as well taking some of the charm and sophistication out of the coffee producing process.
Whilst a traditional espresso machine looks fabulous and attracts attention, the sight of a plastic milk frother attached to the machine can have be detrimental!
Traditional espresso machines are big business. There are now a large number of manufacturers of such machines and the number is growing all the time.
It is best to choose a manufacture that they have been producing espresso machines for a number of years and are familiar with the industry.
Only consider plumbed models as some single group machines are available with an integral water tank but these can cause problems with 'stale' water.
Make sure the machine is made of high quality metal and not hardened plastic. Smaller, cheaper machines are available but should really be restricted to the domestic kitchen and never used in a commercial environment. You may make great savings initially but unless you are only serving a few cups a day you will very likely wish you had bought a more durable model in quick time.
To operate a commercial espresso machine will require training. Most reputable supply companies will provide onsite training to all relevant staff when the machine is installed and commissioned.
Staff should practice many times producing different speciality coffees before 'going live' with real customers. Particular attention should be paid to the tamper and milk frothing techniques.
Even the best and most reliable espresso machine will break down from time to time. Despite careful maintenance an espresso machine could still malfunction at least once a year to the extent that that an engineer is required.
It appears that the majority of engineer call outs to mend espresso machines are due to inadequate cleaning routines or user error. Problems can arise from bean contamination resulting in grinding errors, failing to empty the used grounds tray regularly and inadequate cleaning of the apparatus.
Most new espresso machines are sold with a 12 months parts and labour service included in the price. However this type of agreement only covers genuine machine faults, and NOT faults caused by user error or improper cleaning practices. Such engineer call outs are chargeable even if they fall within the 12 months guarantee period!
Boiler inspections ' All commercial espresso machines are required to have annual boiler inspections. This is due to the high pressures involved and is a health and safety issue. This is required under UK law. Auto cold drawing machine


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City sued over 'Bubble Zone' ordinance; Lawyers cite free speech
Protesting, passing out leaflets not allowed in 160-foot zone around certain buildings
MADISON, Wis. — Members of Madison's City Council unanimously passed an ordinance called the Bubble Zone at Tuesday's meeting.
The ordinance bans people from coming too close to someone else to pass out leaflets, to protest or to educate in certain areas.
Alliance Defending Freedom attorneys filed a lawsuit in federal court Wednesday against the city to seek an emergency injunction.
Senior Legal Counsel Matthew Bowman said the ordinance violates the First Amendment, and unfairly targets pro-life supporters who try to approach women outside abortion clinics.
The ADF filed the suit, in part, on behalf of the pro-life group Vigil for Life that prays outside of the east side Planned Parenthood weekly. In the past, it has approached women about choices other than abortion.
"All citizens have the right to leaflet on a public sidewalk, even pro-life people," Bowman said.
Madison's new ordinance creates buffer zones 160 feet from the entrance of buildings that have a licensed physician. In each zone, people can't come within 8 feet of others to leaflet, counsel, educate or protest.
"When raising your voice interferes with people's ability to access health care, it's a different story," District 1 Alder Lisa Subeck said.
Subeck used to work for Madison nonprofit NARAL Pro-Choice Wisconsin. She argues the ordinance doesn't violate free speech.
"Certainly there is nothing in this ordinance that prevents the protesters from being there, nothing that prevents them from holding signs, nothing that prevents them from speaking," Subeck said. "In fact, that's the beauty of it because we're able to protect that First Amendment constitutional right to free speech and at the same time trying to protect patients trying to access health care."
"That's the worst kind of danger under the First Amendment for the city to be able to do," Bowman said. "To be able to give itself the power to ban leafleting across the board and then only prosecuting the people it disagrees with."
Meanwhile, City Attorney Mike May said in a statement, "The city modeled its ordinance on a law in Colorado that was upheld by the U.S. Supreme Court in Hill v. Colorado, a 2000 decision. We intend to defend our ordinance and expect a similar result. Because the matter is now in litigation, I won't comment further."
Colorado's law is the same, except the buffer around buildings is 100 feet, rather than 160 feet.
Besides Planned Parenthood, Madison's ordinance creates zones in front of the Student Government's Office Building, UW's Medical Sciences Buildings and Wisconsin's Primate Research Center.


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Adding Magic to Your Seafood & Meats
Please note, our store will be closed starting on August 25, 2023 and will resume operations on September 10, 2023. Any orders placed during this time will ship out on on the next business following 9/10/23. As always we thank you for your continuous support.
Size guide
|Length (inches)
|27 ⅜
|27 ½
|28 ¾
|29 ½
|Width (inches)
|18 ⅛
|18 ⅞
|20 ½
|22 ⅝
|24 ¼
Donnie D's Spices
Perfect Blend
Donnie D's Spices is a Small Business, which is Disabled Veteran and Minority Owned.
As a Maryland native, Donnie D' grew up loving the flavors of Maryland and the taste of anything on the grill. His love of Maryland style spices on seafood and mixture of spices for grilling meats and poultry for his family and friends, is what drove him to create and market his line of spices.
To kick start, he is offering his first love "Maryland Multi-Purpose Cream of Crab Soup Seasoning" and his recipe for the most delicious soup you have ever tasted. He brings Maryland to your home. This spice is also complimentary in Maryland's tomato and vegetable-based soup, on any seafood you desire, meats and poultry too.
Now on the market is Donnie D's Chicken and Hickory Rub, which brings delicious flavors to your poultry and meat dishes.
Keep a look out for more spice blends from Donnie D's.
Looking for wholesale pricing for your licensed business, contact us at firstname.lastname@example.com.
As always we thank you for visiting our store, and hope you keep coming back for more.
"BAM! Y'all ain't ready!! These spices will knock your socks off!! When my Uncle Donnie makes his famous Crab Soup, EVERYONE comes running, literally!! Our family hides bowls, requests more, and keeps on going back for more till there is literally none left!! Check out his website and order you some packets today!! I promise you will not regret it!!"
Just made first of many batches of cream of crab soup with Donnie Ds Spices! Outstanding!!!! Followed the recipe exactly! Could not have made a better soup!
Decided to try and make my Uncle Donnie's famous crab soup!! Thank you Aunt Leara Dory!!! The final product!! This is amazing!!!
First Testimonial:
This is the ABSOLUTE TASTIEST seasoning I've used! I grilled a Rib Eye and some shrimp with butter and your SPICES.....OMG! I can't stop raving about it and my daughter too! I am telling everyone! Thank You so much!On Friday, I put some in my fish fry and fried up some shrimp, BEST TASTING FRIED SHRIMP I've EVER made!! I can't wait to grill some fish with that seasoning too! Again, many Thanks! You will have my business for Life!
Second Testimonial:
I also put some of your spices in my Fish Fry....... WHEW! I will ONLY being using your spices on ALL of my seafood from NOW ON! I fried up some fish and shrimp better than ANY fish place I've ever been too!


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If there is one event that unites every Kerala household in a festivity it is the Onam harvest festival and if there's any dampener, it's the skyrocketing prices of essential items.This time, the Onam festival week begins Saturday with the traditional 'Atham festival' followed by First Onam on September 15, Thiru Onam the next day and ends two days later on September 18.Irrespective of caste or creed, each and every Keralite, irrespective of where one is, celebrates Onam with real vigour. This time around, it could be particularly difficult even as the Kerala government has been making market interventions to ensure state organisations ensure adequate supply of vegetables and other food items."We have already sanctioned funds to the state agencies which do the procurement and we have given them whatever they have asked for. Thirteen items, including pulses, basic food items and vegetables will be under the controlled price mechanism and hence, we are certain that people need not to worry about prices," Chief Minister Oommen Chandy said.The Onam sadhya (lunch) has to be served on a banana leaf and in some places it's eaten squatting on the floor, like in the olden days."Every item is very expensive compared to last year's Onam. The government appears to be saying every now and then for the past one week that prices will be controlled, but every day when I go to shop, it's only shooting up," lamented Remani Nair, a retired schoolteacher here.A comparison with the previous year's prices is revealing.The Price of red rice last year was Rs.28 a kg and is Rs.38 now, onions have shot up from Rs.16 to Rs.52, coconut oil has risen from Rs.67 to Rs.86, bananas from Rs.32 to Rs.54, tapioca from Rs.13 to Rs.24, shallots from Rs.35 to Rs.64 and ash gourd from Rs. 17 to Rs.25.In the past, a 26-dish lunch was common in many households and it included chips, pappads, various vegetables, a fair number of pickles both sweet and sour, the traditional aviyal, sambar and dal, served along with a small quantity of ghee, rasam, two different kinds of butter milk and a chutney prepared from grated coconut - not to mention a series of mouth-watering payasams eaten either straight or mixed with a small ripe plantain."Oh, this time with prices shooting up like a rocket, the 26-dish lunch would be a luxury for many. We are a family from which there is not a single person who is working abroad. Anyway, we are expecting that the government will ensure uninterrupted supplies through their outlets," said Jasmine Thomas a housewife in Kottayam working hard to see everything is in order on a shoestring budget.But in Thiruvalla, about 120 km from the state capital, things appear a bit different as this is from where there are a good number of Keralites who are working abroad."Honestly, in money terms, even though there is certainly an all-round price rise, we are yet to feel the pinch because the money that my husband remits from the UAE as compared to the last Onam, is higher in rupee terms and am yet to feel pinch in the price rise," said homemaker Mary Stephen.
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Used 2019 Chevrolet Colorado RWD 2WD Work Truck
- Exterior Color: Summit White
- Interior Color: Jet Black/Dark Ash
- Body Style: Crew Cab Pickup
- Transmission: 6-Speed Automatic
- Stock: U2306182
- Mileage: 48,357
- Engine: Gas I4 2.5L/150
- City MPG:
- Highway MPG:
Back-Up CameraBack-Up Camera
Cruise ControlCruise Control
Power Seat(s)Power Seat(s)
Keyless EntryKeyless Entry
Smartphone IntegrationSmartphone Integration
Anti Lock Braking SystemAnti Lock Braking System
Installed Options
- Air conditioning, single-zone manual climate control
- Audio system, Chevrolet Infotainment 3 system 7" diagonal color touchscreen, AM/FM stereo. Additional features for compatible phones include: Bluetooth audio streaming for 2 active devices, voice command pass-through to phone, Apple CarPlay and Android Auto capable
- Display, driver instrument information enhanced, one color
- Floor covering, color-keyed carpeting
- Floor mats, carpeted rear (Requires (B30) color-keyed carpeting floor covering.)
- Lighting, interior, center dome
- Seat adjuster, driver 4-way power with manual recline
- Seat, rear folding bench (Crew Cab models only.)
- Speedometer, miles/kilometers
- Steering wheel, urethane
- USB data ports, 2 includes auxiliary input jack, located on the front console
- Windows, power with driver Express-Up and Down
- Audio system feature, 6-speaker system
- Console, floor, front compartment, custom
- Door locks, power
- Floor mats, carpeted front (Deleted when (B38) full-length Black vinyl floor covering is ordered. Requires (B30) color-keyed carpeting floor covering.)
- Handles, door release, front and rear, Jet Black
- Mirror, inside rearview manual day/night
- Seat adjuster, passenger 2-way manual fore/aft with manual recline
- Seats, front bucket
- Steering column, tilt, manual
- Theft-deterrent system, immobilization
- Visors, driver and front passenger with passenger vanity mirror
- Airbags, Dual-stage frontal airbags for driver and front passenger; Seat-mounted side-impact airbags for driver and front outboard passenger; Head-curtain airbags for front and rear outboard seating positions; Includes front outboard Passenger Sensing System for frontal passenger airbag (Always use seat belts and child restraints. Children are safer when properly secured in a rear seat in the appropriate child restraint. See the Owner's Manual for more information.)
- Rear Vision Camera
- Teen Driver mode a configurable feature that lets you activate customizable vehicle settings associated with a key fob, to encourage safe driving behavior. It can limit certain vehicle features, and it prevents certain safety systems from being turned off. An in-vehicle report card gives you information on driving habits and helps you to continue to coach your new driver
- Traction control, electronic
- Daytime Running Lamps
- StabiliTrak, stability control system
- Tire Pressure Monitor System
- Brakes, 4-wheel antilock, 4-wheel disc
- Rear axle, 4.10 ratio (Requires (LCV) 2.5L I4 engine. Not included on Crew Cab Long Box models.)
- Transmission, 6-speed automatic, HMD, 6L50 (Standard on Extended Cab and Crew Cab Short Box models. Requires (LCV) 2.5L I4 engine or (LWN) 2.8L Duramax Turbo-Diesel engine. Available on Crew Cab Long Box models.)
- GVWR, 5500 lbs. (2495 kg) (Standard on Crew Cab Short Wheelbase models with (LCV) 2.5L I4 engine only.)
- Rear wheel drive
- Bumper, rear chrome
- CornerStep, rear bumper
- Glass, windshield shade band
- Mirrors, outside remote with manual-folding, Black
- Pickup box
- Tailgate, locking
- Tires, 265/70R16 all-season, blackwall
- Cargo box light, back of Cab
- Door handles, Black
- Headlamps, halogen with automatic exterior lamp control
- Moldings, Black beltline
- Tailgate handle, Black (Not available with (SCZ) Chrome tailgate handle, LPO.)
- Tire, compact spare T175/90D18, blackwall (Requires (RTX) 18" x 4.5" (45.7 cm x 11.4 cm) Black cast aluminum, compact spare wheel.)
- Wheel, compact spare, 18" x 4.5" (45.7 cm x 11.4 cm) Black cast aluminum (Standard with (LCV) 2.5L I4 engine only. Not included on Crew Cab Long Box models.)
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Reuters's Freeland Thinks Paul Ryan's Gotten 'Pretty Fabulous' Media Coverage
In an irony of ironies, a CNN roundtable on media bias featured a
liberal figure of the institutional media, Chrystia Freeland, claiming
that Paul Ryan has gotten "pretty fabulous treatment" at the hands of
the media. Her statement came on Sunday's Reliable Sources.
"I think he's had pretty fabulous treatment in the press and maybe actually a lack of scrutiny of what he's actually saying," Freeland opined, pointing to the "image" of him as "superwonk." She ironically addressed media bias as a liberal member of the mainstream press.
[Video below. Audio here.]
Some of Freeland's worst moments included her praise of "contrite"
Congressman Anthony Weiner's press conference that was a "masterful
performance," or perhaps when she equated "courage" with raising taxes
in the debt debate.
Even The Guardian's Ana Marie Cox acknowledged a pro-Obama media bias. "I think there is a cultural bias towards Obama among journalists," she admitted. National Review's Ramesh Ponnuru chimed in, "I think there is a generic anti-conservative bias on the part of a lot of media institutions, and the people who work for them."
Freeland's dismissal of media antipathy toward Paul Ryan doesn't hold water. As NewsBusters has documented, the press has bludgeoned Ryan plenty of times even before he became the Republican vice presidential nominee. Some notable cases since his VP candidacy began are included below:
When Ryan entered the race, the networks falsely painted him as a spending cutter who would "destroy" Medicare.
Esquire magazine's Charles Pierce called Ryan a "zombie-eyed granny-starver" in an August 11 piece. MSNBC's Chris Matthews said his budget "really screws" the poor. The New York Times's Maureen Dowd labeled him "Scrooge."
Matthews railed that Ryan might be a worse VP candidate than Dan Quayle and "more trouble" than infamous Tom Eagleton who was dismissed from the 1972 Democratic ticket after 18 days.
The New York Times tried to wrap the Todd Akin controversy around Paul Ryan.
The media swarmed to fact-check Ryan's speech at the RNC and nail him for falsehoods, while ignoring key facts.
A media hostile to orthodox Catholicism laughably tried to condemn Ryan as not Catholic enough.
CBS's Norah O'Donnell compared Ryan misstating his marathon time to Al Gore's infamous boast about inventing the internet.
A transcript of the segment, which aired on Reliable Sources on September 30 at 11:05 a.m. EDT, is as follows:
HOWARD KURTZ: Romney's running mate Paul Ryan, he'll face his own debate later in October, was on FOX News Sunday earlier this morning. And anchor Chris Wallace asked him about the media coverage of this campaign.
(Video Clip)
CHRIS WALLACE, FOX News: Do you think the mainstream media is carrying water for Barack Obama?
Rep. PAUL RYAN (R-Wisc.), GOP vice presidential nominee: I think it kind of goes without saying that there is definitely a media bias.
WALLACE: Do you think the mainstream media wants Barack Obama to win?
RYAN: You will have to ask mainstream media that.
WALLACE: No. What do you think?
RYAN: I thing most people in the mainstream media are left of center, and therefore they want a very left of center president versus a conservative president like Mitt Romney.
(End Video Clip)
KURTZ: Chrystia Freeland, what do you think of that indictment by Paul Ryan?
CHRYSTIA FREELAND, global editor-at-large, Reuters: Well, I think, first of all, we need to give up talking about the mainstream media. I mean, what is the mainstream media nowadays? A lot of people watch FOX. Is FOX now the mainstream media?
I think the bigger question really is that the media is really polarized and that is why coming back to the debate point, that's why I think it's an interesting opportunity because we can see the two sides. I think if you watch FOX, which a lot of people do, then I think you're watching media which is rooting for Ryan and Romney. If you're watching MSNBC, you're watching media that's rooting for Obama.
KURTZ: But there are a lot of journalists, Ana Marie Cox, who are – style themselves as straight news reporters and they work for The L.A. Times or The Washington Post or The Wall Street Journal, or the The New York Times, or the networks, or CNN, and the implication there from Congressman Ryan is they are in the tank too.
ANA MARIE COX, The Guardian: Well, you've been doing this for long enough that I think you know this main critique of media bias is not about the individual predilections of reporters. It's about the institutional bias for covering interesting races, for making things exciting, for talking about things being a boxing match. For talking about the big moment. For talking about the zingers that get said. That's what's exciting. And also there's I think – I think there is a cultural bias towards Obama among journalists. I think that Mitt Romney's inability to kind of connect with people, you can put journalists in that category as well.
KURTZ: Do you want to jump in here?
RAMESH PONNURU, National Review: Yeah. I would say, look, I think there is a generic anti-conservative bias on the part of a lot of media institutions, and the people who work for them. But I think in addition to that, there's a specific anti-Romney bias, and I think that it would be very hard to devise somebody who's more culturally alien to the culture of most press rooms than a Mormon businessman.
COX: Right.
KURTZ: Okay. So if you look at the Sunday morning papers, The Washington Post has a big headline, "Romney's money trap," going back to the question of his wealth, whether that's a liability. The New York Times has a big front page story about how he was more moderate on energy issues and green, electric cars and so forth when he was governor of Massachusetts. Is that a cultural bias?
FREELAND: Can I answer that?
KURTZ: Go ahead.
FREELAND: Because I was just going to say, this is something that is actually really mystifying to me and says something really interesting about America. Isn't it amazing that America today -- and it's not just the media, but it seems to be American voters -- find Barack Obama, son of a Kenyan, raised all over the place, Indonesia, Hawaii, more relatable than a Mormon businessman? I mean, since when did being, you know, a white conservative, great family man, businessman, become an unrelatable thing to American people and the American media?
PONNURU: Well, I was talking about journalists, not people at large.
FREELAND: No, but that seems to be something that, you know, is reflected in the polls. That people find Romney hard to be the guy they want to have, if not a beer, how about a – what could he drink, a sparkling water with?
KURTZ: Orange juice.
COX: Journalists are particularly frightened of math, maybe not at Reuters. But you know, I think in general. And so, being a businessman is not so – not a connectable thing. But also, he's a particular kind of businessman. Let's not forget that. We're not talking somebody who runs a mom and pop store who became – who was an entrepreneur who built a business that sold things. He moved money around for a living and I think being in finance in that way, being in the transaction business and not being in the making and selling things business, that's a big difference.
And I think that's something that is harder to understand just for normal everyday Americans, and it's a kind of business that we have a bias against these days because that's the kind of business that people see as having played a part in the crumbling of our economy.
KURTZ: But this is a serious charge, Ramesh. You're suggesting that because the average boy or girl on the bus doesn't relate to Romney culturally, most of them are not Mormon, most of them didn't come from the world of finance or have a hard time relating to the world of finance, that they are letting that influence the way they cover him as a presidential candidate when we do have to point out here that he's made a lot of mistakes in the last couple of months, which, of course, should be covered.
PONNURU: And I'm not denying that, but I do think that certain candidates just don't get the positive coverage from the press. They don't get the press cutting them breaks. I think that that personal dislike sometimes, (Inaudible) Democrats. I think Al Gore suffered from that in 2000 also, maybe some of the same traits that arouse that ire, of course, not the exact same ones, but being seen as stiff, being seen as somebody who wasn't friendly to them. And I just think that does – whether or not the reporters are trying, I think it colors the coverage.
FREELAND: I think that it's more about personality really, even than politics, and Paul Ryan actually is the best counter-example, because thanks to the real vividness in his message and also in how he conveys it, I think he's had pretty fabulous treatment in the press and maybe actually a lack of scrutiny of what he's actually saying.
FREELAND: The image of Paul Ryan as superwonk.


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|/ 10
|Hume Cronyn, Kenneth Mars, Anthony Zerbe, Warren Beatty, William Daniels, Paula Prentiss
|102 minutes
|June 14, 1974
|Alan J. Pakula
While the Watergate scandal filled the headlines, Alan J. Pakula's 1974 thriller took its inspiration from the conspiracy theories surrounding the Kennedy assassination. Journalist Joe Frady (Warren Beatty) misses witnessing the assassination of a senator at Seattle's Space Needle, but his newswoman former girlfriend Lee Carter (Paula Prentiss) was there. Even after a government commission concludes that it was a freak lone assassin, Lee tells Joe that she fears for her life since other witnesses keep dying. After she too turns up dead, Joe investigates, travelling to the small town where another witness has mysteriously expired. Stumbling on a corporate identity for the killers, Joe decides to dig deeper by infiltrating the Parallax Corporation as one of their hired assassins. As Joe becomes increasingly isolated in his assumed identity, he discovers what Parallax is all about -- but Parallax knows all about Joe too. Made between Klute (1971) and All the President's Men (1976), The Parallax View was the second film in Pakula's paranoia trilogy; it proved too dark even for a 1974 audience that embraced such other challenging films of that year as The Godfather, Part II and Chinatown, making The Parallax View the sole flop of Pakula's trilogy.
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The Blues found what they have been missing for the past month.
Going 4-4-5 in their past 13 games (including regular season and playoffs), the Blues received a solid effort from their entire roster to blank the San Jose Sharks 3-0 in game two of their first round series.
The win is the first playoff victory for the Blues in eight years and two days (4-1 victory over the San Jose Sharks on April 12, 2004).
"We've been pretty good all year [at] stepping up and looking at things that we've needed to improve on," defenseman Barret Jackman said. "We played a little more of a complete game."
The victory even included help from backup goaltender Brian Elliott, who made a relief appearance for starter Jaroslav Halak.
Halak was taken out of the game at 1:07 of the second period after Jackman slid into him as he made a save on Sharks forward Martin Havlat. Halak had 12 saves before leaving the game.
Elliott stepped in and made 17 saves to complete the team shutout.
"You prepare every game like you're going to play," Elliott said. "It's not like I was nonchalant before the game. I want to play and be in there when I get a chance you have to be prepared."
Blues Head Coach Ken Hitchcock said that Halak suffered a lower-body injury and will be re-evaluated Sunday. He and Peoria Rivermen goaltender Jake Allen will both make the trip to San Jose.
The Blues jumped out to a 1-0 lead at 1:31 of the first period, when Blues forward Vladimir Sobotka fired a shot from the wing. Sharks goaltender Antti Niemi stopped most of the shot but it fell to his side. Sharks defenseman Marc-Edouard Vlasic attempted to scoop the puck out of danger but inadvertently shot it into his team's net.
"[Sobotka] just puts it on net and the puck is lying there," said Blues winger David Perron. "Their d-men know that our other guys are coming with a lot of pressure and he wants to move it out of there really quick and he puts it in his own net."
Backes put the Blues up 2-0 at 13:49 of the second period after line-mate T.J. Oshie weaved in-and-out of Sharks defenders to find Backes waiting at the left-wing faceoff dot.
"I thought I was going to get caught behind the net by Marleau," said Oshie. "I just ducked under a check and was able to get around another guy and saw Backes screaming down the back door. [If] that doesn't go in, I'm maybe getting yelled at. But it went in and it was good to get that first one."
"He's done that many times this year and typically I fan on the puck or dump it in," added Backes. "Luckily I hit the net."
Andy McDonald added a late third period power-play goal to cap off the 3-0 win.
Grit and feisty play were not missing from this game. There were 122 penalty minutes handed out between the two teams, including eight fighting majors and five misconduct penalties.
One of the most surprising fights of the NHL season came halfway through the second period, when offensive defenseman Kris Russell and goal-scorer Joe Pavelski dropped the gloves after a scrum ensued in the Blues goalmouth.
"He's probably stronger than people expect him to be," Perron said of his teammate. "I think he did a good job there with taking Pavelski out for five minutes."
Hits were common throughout the game and it led to a melee at the final buzzer. 88 penalty minutes were handed out by the officials at the 20:00 mark of the third period, including fighting majors to Sobotka, Jackman and Roman Polak of the Blues and Dominic Moore, Justin Braun and Douglas Murray of the Sharks.
"It's high emotions," said Blues Captain David Backes. "They're playing for their lives and we're playing for our lives. It's a physical game and each team thinks they had a few liberties taken on them. That's how you respond in the game of hockey."
Resulting in the final scrum, Dominic Moore seemed to take a late punch from Sobotka after Moore had already hit the ice. Sharks Head Coach Todd McLellan was not too pleased about the final fisticuffs.
"If you're talking about the instigator, the sucker punch, a blow to the head, the broken nose, what do you think I thought of it?" McLellan said. "It's everything that we're trying to get rid of."
Coach Hitchcock thought that the Sharks were the better team to start the game but the Blues slowly took control throughout the night.
"I thought we grew up a lot today as a team because of what happened in the first period," Hitchcock said. "They pushed us hard. They have that experience of being a veteran team, knowing what it's like this time of year and they shoved us hard. I liked the way that we responded after that. We bent a little bit in the first period, came back on the power-play right at the end and played very well in the second period. We grew up to the level of what it takes to win against a team that knows how to do it."
For 10 players in the Blues' lineup, this was their first NHL playoff victory.
"That's a big step to be able to do that," Hitchcock said on the subject. "It adds a lot of confidence."


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Have you ever been really hungry for a quick meal but didn't want to cook? Well that was where I found myself. As my eyes darted around the kitchen for a meal to magically appear, the red and orange tomatoes I bought jumped out at me. Hmmm, I've not had a BLT in a long time. There was a period of time where I couldn't eat tomatoes. But now I can as long as it's on a 4 day rotation. I had made bacon this morning for breakfast so I had some left in the refrigerator. I also had picked up romaine lettuce at the same farmers market where the tomatoes came from. Excellent!
I really like to add avocado to these sandwiches. They call that a BLAT. But I had used all of my avocados last night for guacamole. So I was going to make a BLGT. Or is it a BLTG, GLBT, LGBT, or TBLG? BLAT sounds funny, what does BLGT sound like? Anyway, I was really hungry so I got busy making my sandwich. Toasting gluten free bread is key. I'm still working on learning how to make gluten free bread turn out to look like a loaf of bread in my bread machine. For now we eat Glutino's Flax Seed or Corn bread. It works for everyone in my family.
Start by spreading the guacamole on both slices of bread. Then layer your lettuce, tomato and bacon. I like to salt my tomatoes a little with Celtic Sea Salt. Carefully put both sides together. You can use toothpicks to hold it together until you're ready to eat. Whatever you do, don't cut it in half.
The sandwich was delicious. It was so good I've had it twice in one week. The guacamole added the glue to kind of hold things in the sandwich and added great flavor. Here's a tip. Once you pick up this sandwich and begin to eat it, don't put it down. It can be messy and it will fall apart if you let go. But don't worry, it's finger licking good.
For the vegetarian version of this sandwich leave out the bacon. I served this to my son and he thought it tasted great, just messy. So, what do you add to your BLT and what do you call it?
For more glute free meals, visit What's For Dinner Wednesday at the Gluten Free Homemaker.