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The Idea in Brief
You know that workforce diversity is smart business: It opens markets, lifts morale, and enhances productivity. So why do most diversity initiatives backfire—heightening tensions and hindering corporate performance?
Many of us simply hire employees with diverse backgrounds—then await the payoff. We don't enable employees' differences to transform how our organization does work.
When employees use their differences to shape new goals, processes, leadership approaches, and teams, they bring more of themselves to work. They feel more committed to their jobs—and their companies grow.
How to activate this virtuous cycle? Transcend two existing diversity paradigms: assimilation ("we're all the same") or differentiation ("we celebrate differences"). Adopt a new paradigm—integration—that enables employees' differences to matter.
The Idea in Practice
The Integration Paradigm
The integration paradigmtranscends assimilation and differentiation—promoting equal opportunity and valuing cultural differences. Result? Employees' diverse perspectives positively impact companies' work. Example:
A public-interest law firm's all-white staff's clients are exclusively white. It hires female attorneys of color, who encourage it to pursue litigation challenging English-only policies. Since such cases didn't fall under traditional affirmative-action work, the firm had ignored them. By taking them, it begins serving more women—immigrants—and enhances the quality of its work. The attorneys of color feel valued, and the firm attracts competent, diverse staff.
Additional suggestions for achieving integration:
1. Encourage open discussion of cultural backgrounds. A food company's Chinese chemist draws on her cooking—not her scientific—experience to solve a soup-flavoring problem. But to fit in, she avoids sharing the real source of her inspiration with her colleagues—all white men. Open discussion of cultural differences would engage her more fully in work and workplace relationships.
2. Eliminate all forms of dominance (by hierarchy, function, race, gender, etc.) that inhibit full contribution. When one firm opened its annual strategy conference to people from all hierarchy levels, everyone knew their contributions were valued.
3. Secure organizational trust. In diverse workforces, people share more feelings and ideas. Tensions naturally arise. Demonstrate your commitment to diversity by acknowledging tensions—and resolving them swiftly.
Why should companies concern themselves with diversity? Until recently, many managers answered this question with the assertion that discrimination is wrong, both legally and morally. But today managers are voicing a second notion as well. A more diverse workforce, they say, will increase organizational effectiveness. It will lift morale, bring greater access to new segments of the marketplace, and enhance productivity. In short, they claim, diversity will be good for business.
Yet if this is true—and we believe it is—where are the positive impacts of diversity? Numerous and varied initiatives to increase diversity in corporate America have been under way for more than two decades. Rarely, however, have those efforts spurred leaps in organizational effectiveness. Instead, many attempts to increase diversity in the workplace have backfired, sometimes even heightening tensions among employees and hindering a company's performance.
This article offers an explanation for why diversity efforts are not fulfilling their promise and presents a new paradigm for understanding—and leveraging—diversity. It is our belief that there is a distinct way to unleash the powerful benefits of a diverse workforce. Although these benefits include increased profitability, they go beyond financial measures to encompass learning, creativity, flexibility, organizational and individual growth, and the ability of a company to adjust rapidly and successfully to market changes. The desired transformation, however, requires a fundamental change in the attitudes and behaviors of an organization's leadership. And that will come only when senior managers abandon an underlying and flawed assumption about diversity and replace it with a broader understanding.
Most people assume that workplace diversity is about increasing racial, national, gender, or class representation—in other words, recruiting and retaining more people from traditionally underrepresented "identity groups." Taking this commonly held assumption as a starting point, we set out six years ago to investigate its link to organizational effectiveness. We soon found that thinking of diversity simply in terms of identity-group representation inhibited effectiveness.
Organizations usually take one of two paths in managing diversity. In the name of equality and fairness, they encourage (and expect) women and people of color to blend in. Or they set them apart in jobs that relate specifically to their backgrounds, assigning them, for example, to areas that require them to interface with clients or customers of the same identity group. African American M.B.A.'s often find themselves marketing products to inner-city communities; Hispanics frequently market to Hispanics or work for Latin American subsidiaries. In those kinds of cases, companies are operating on the assumption that the main virtue identity groups have to offer is a knowledge of their own people. This assumption is limited—and limiting—and detrimental to diversity efforts.
What we suggest here is that diversity goes beyond increasing the number of different identity-group affiliations on the payroll to recognizing that such an effort is merely the first step in managing a diverse workforce for the organization's utmost benefit. Diversity should be understood as the varied perspectives and approaches to work that members of different identity groups bring.
The new understanding of diversity involves more than increasing the number of different identity groups on the payroll.
Women, Hispanics, Asian Americans, African Americans, Native Americans—these groups and others outside the mainstream of corporate America don't bring with them just their "insider information." They bring different, important, and competitively relevant knowledge and perspectives about how to actually do work—how to design processes, reach goals, frame tasks, create effective teams, communicate ideas, and lead. When allowed to, members of these groups can help companies grow and improve by challenging basic assumptions about an organization's functions, strategies, operations, practices, and procedures. And in doing so, they are able to bring more of their whole selves to the workplace and identify more fully with the work they do, setting in motion a virtuous circle. Certainly, individuals can be expected to contribute to a company their firsthand familiarity with niche markets. But only when companies start thinking about diversity more holistically—as providing fresh and meaningful approaches to work—and stop assuming that diversity relates simply to how a person looks or where he or she comes from, will they be able to reap its full rewards.
Two perspectives have guided most diversity initiatives to date: the discrimination-and-fairness paradigm and the access-and-legitimacy paradigm. But we have identified a new, emerging approach to this complex management issue. This approach, which we call the learning-and-effectiveness paradigm, incorporates aspects of the first two paradigms but goes beyond them by concretely connecting diversity to approaches to work. Our goal is to help business leaders see what their own approach to diversity currently is and how it may already have influenced their companies' diversity efforts. Managers can learn to assess whether they need to change their diversity initiatives and, if so, how to accomplish that change.
The following discussion will also cite several examples of how connecting the new definition of diversity to the actual doing of work has led some organizations to markedly better performance. The organizations differ in many ways—none are in the same industry, for instance—but they are united by one similarity: Their leaders realize that increasing demographic variation does not in itself increase organizational effectiveness. They realize that it is how a company defines diversity—and what it does with the experiences of being a diverse organization—that delivers on the promise.
The Discrimination-and-Fairness Paradigm
Using the discrimination-and-fairness paradigm is perhaps thus far the dominant way of understanding diversity. Leaders who look at diversity through this lens usually focus on equal opportunity, fair treatment, recruitment, and compliance with federal Equal Employment Opportunity requirements. The paradigm's underlying logic can be expressed as follows:
Prejudice has kept members of certain demographic groups out of organizations such as ours. As a matter of fairness and to comply with federal mandates, we need to work toward restructuring the makeup of our organization to let it more closely reflect that of society. We need managerial processes that ensure that all our employees are treated equally and with respect and that some are not given unfair advantage over others.
Although it resembles the thinking behind traditional affirmative-action efforts, the discrimination-and-fairness paradigm does go beyond a simple concern with numbers. Companies that operate with this philosophical orientation often institute mentoring and career-development programs specifically for the women and people of color in their ranks and train other employees to respect cultural differences. Under this paradigm, nevertheless, progress in diversity is measured by how well the company achieves its recruitment and retention goals rather than by the degree to which conditions in the company allow employees to draw on their personal assets and perspectives to do their work more effectively. The staff, one might say, gets diversified, but the work does not.
What are some of the common characteristics of companies that have used the discrimination-and-fairness paradigm successfully to increase their demographic diversity? Our research indicates that they are usually run by leaders who value due process and equal treatment of all employees and who have the authority to use top-down directives to enforce initiatives based on those attitudes. Such companies are often bureaucratic in structure, with control processes in place for monitoring, measuring, and rewarding individual performance. And finally, they are often organizations with entrenched, easily observable cultures, in which values like fairness are widespread and deeply inculcated and codes of conduct are clear and unambiguous. (Perhaps the most extreme example of an organization in which all these factors are at work is the United States Army.)
Without doubt, there are benefits to this paradigm: it does tend to increase demographic diversity in an organization, and it often succeeds in promoting fair treatment. But it also has significant limitations. The first of these is that its color-blind, gender-blind ideal is to some degree built on the implicit assumption that "we are all the same" or "we aspire to being all the same." Under this paradigm, it is not desirable for diversification of the workforce to influence the organization's work or culture. The company should operate as if every person were of the same race, gender, and nationality. It is unlikely that leaders who manage diversity under this paradigm will explore how people's differences generate a potential diversity of effective ways of working, leading, viewing the market, managing people, and learning.
Not only does the discrimination-and-fairness paradigm insist that everyone is the same, but, with its emphasis on equal treatment, it puts pressure on employees to make sure that important differences among them do not count. Genuine disagreements about work definition, therefore, are sometimes wrongly interpreted through this paradigm's fairness-unfairness lens—especially when honest disagreements are accompanied by tense debate. A female employee who insists, for example, that a company's advertising strategy is not appropriate for all ethnic segments in the marketplace might feel she is violating the code of assimilation upon which the paradigm is built. Moreover, if she were then to defend her opinion by citing, let us say, her personal knowledge of the ethnic group the company wanted to reach, she might risk being perceived as importing inappropriate attitudes into an organization that prides itself on being blind to cultural differences.
Workplace paradigms channel organizational thinking in powerful ways. By limiting the ability of employees to acknowledge openly their work-related but culturally based differences, the paradigm actually undermines the organization's capacity to learn about and improve its own strategies, processes, and practices. And it also keeps people from identifying strongly and personally with their work—a critical source of motivation and self-regulation in any business environment.
As an illustration of the paradigm's weaknesses, consider the case of Iversen Dunham, an international consulting firm that focuses on foreign and domestic economic-development policy. (Like all the examples in this article, the company is real, but its name is disguised.) Not long ago, the firm's managers asked us to help them understand why race relations had become a divisive issue precisely at a time when Iversen was receiving accolades for its diversity efforts. Indeed, other organizations had even begun to use the firm to benchmark their own diversity programs.
Iversen's diversity efforts had begun in the early 1970s, when senior managers decided to pursue greater racial and gender diversity in the firm's higher ranks. (The firm's leaders were strongly committed to the cause of social justice.) Women and people of color were hired and charted on career paths toward becoming project leaders. High performers among those who had left the firm were persuaded to return in senior roles. By 1989, about 50% of Iversen's project leaders and professionals were women, and 30% were people of color. The 13-member management committee, once exclusively white and male, included five women and four people of color. Additionally, Iversen had developed a strong contingent of foreign nationals.
It was at about this time, however, that tensions began to surface. Senior managers found it hard to believe that, after all the effort to create a fair and mutually respectful work community, some staff members could still be claiming that Iversen had racial discrimination problems. The management invited us to study the firm and deliver an outsider's assessment of its problem.
We had been inside the firm for only a short time when it became clear that Iversen's leaders viewed the dynamics of diversity through the lens of the discrimination-and-fairness paradigm. But where they saw racial discord, we discerned clashing approaches to the actual work of consulting. Why? Our research showed that tensions were strongest among midlevel project leaders. Surveys and interviews indicated that white project leaders welcomed demographic diversity as a general sign of progress but that they also thought the new employees were somehow changing the company, pulling it away from its original culture and its mission. Common criticisms were that African American and Hispanic staff made problems too complex by linking issues the organization had traditionally regarded as unrelated and that they brought on projects that seemed to require greater cultural sensitivity. White male project leaders also complained that their peers who were women and people of color were undermining one of Iversen's traditional strengths: its hard-core quantitative orientation. For instance, minority project leaders had suggested that Iversen consultants collect information and seek input from others in the client company besides senior managers—that is, from the rank and file and from middle managers. Some had urged Iversen to expand its consulting approach to include the gathering and analysis of qualitative data through interviewing and observation. Indeed, these project leaders had even challenged one of Iversen's long-standing, core assumptions: that the firm's reports were objective. They urged Iversen Dunham to recognize and address the subjective aspect of its analyses; the firm could, for example, include in its reports to clients dissenting Iversen views, if any existed.
For their part, project leaders who were women and people of color felt that they were not accorded the same level of authority to carry out that work as their white male peers. Moreover, they sensed that those peers were skeptical of their opinions, and they resented that doubts were not voiced openly.
Meanwhile, there also was some concern expressed about tension between white managers and nonwhite subordinates, who claimed they were being treated unfairly. But our analysis suggested that the manager-subordinate conflicts were not numerous enough to warrant the attention they were drawing from top management. We believed it was significant that senior managers found it easier to focus on this second type of conflict than on mid-level conflicts about project choice and project definition. Indeed, Iversen Dunham's focus seemed to be a result of the firm's reliance on its particular diversity paradigm and the emphasis on fairness and equality. It was relatively easy to diagnose problems in light of those concepts and to devise a solution: just get managers to treat their subordinates more fairly.
In contrast, it was difficult to diagnose peer-to-peer tensions in the framework of this model. Such conflicts were about the very nature of Iversen's work, not simply unfair treatment. Yes, they were related to identity-group affiliations, but they were not symptomatic of classic racism. It was Iversen's paradigm that led managers to interpret them as such. Remember, we were asked to assess what was supposed to be a racial discrimination problem. Iversen's discrimination-and-fairness paradigm had created a kind of cognitive blind spot; and, as a result, the company's leadership could not frame the problem accurately or solve it effectively. Instead, the company needed a cultural shift—it needed to grasp what to do with its diversity once it had achieved the numbers. If all Iversen Dunham employees were to contribute to the fullest extent, the company would need a paradigm that would encourage open and explicit discussion of what identity-group differences really mean and how they can be used as sources of individual and organizational effectiveness.
Companies need open and explicit discussion of how differences can be used as sources of individual and organizational effectiveness.
Today, mainly because of senior managers' resistance to such a cultural transformation, Iversen continues to struggle with the tensions arising from the diversity of its workforce.
The Access-and-Legitimacy Paradigm
In the competitive climate of the 1980s and 1990s, a new rhetoric and rationale for managing diversity emerged. If the discrimination-and-fairness paradigm can be said to have idealized assimilation and color- and gender-blind conformism, the access-and-legitimacy paradigm was predicated on the acceptance and celebration of differences. The underlying motivation of the access-and-legitimacy paradigm can be expressed this way:
We are living in an increasingly multicultural country, and new ethnic groups are quickly gaining consumer power. Our company needs a demographically more diverse workforce to help us gain access to these differentiated segments. We need employees with multilingual skills in order to understand and serve our customers better and to gain legitimacy with them. Diversity isn't just fair; it makes business sense.
Where this paradigm has taken hold, organizations have pushed for access to—and legitimacy with—a more diverse clientele by matching the demographics of the organization to those of critical consumer or constituent groups. In some cases, the effort has led to substantial increases in organizational diversity. In investment banks, for example, municipal finance departments have long led corporate finance departments in pursuing demographic diversity because of the typical makeup of the administration of city halls and county boards. Many consumer-products companies that have used market segmentation based on gender, racial, and other demographic differences have also frequently created dedicated marketing positions for each segment. The paradigm has therefore led to new professional and managerial opportunities for women and people of color.
What are the common characteristics of organizations that have successfully used the access-and-legitimacy paradigm to increase their demographic diversity? There is but one: such companies almost always operate in a business environment in which there is increased diversity among customers, clients, or the labor pool—and therefore a clear opportunity or an imminent threat to the company.
Again, the paradigm has its strengths. Its market-based motivation and the potential for competitive advantage that it suggests are often qualities an entire company can understand and therefore support. But the paradigm is perhaps more notable for its limitations. In their pursuit of niche markets, access-and-legitimacy organizations tend to emphasize the role of cultural differences in a company without really analyzing those differences to see how they actually affect the work that is done. Whereas discrimination-and-fairness leaders are too quick to subvert differences in the interest of preserving harmony, access-and-legitimacy leaders are too quick to push staff with niche capabilities into differentiated pigeonholes without trying to understand what those capabilities really are and how they could be integrated into the company's mainstream work. To illustrate our point, we present the case of Access Capital.
Access Capital International is a U.S. investment bank that in the early 1980s launched an aggressive plan to expand into Europe. Initially, however, Access encountered serious problems opening offices in international markets; the people from the United States who were installed abroad lacked credibility, were ignorant of local cultural norms and market conditions, and simply couldn't seem to connect with native clients. Access responded by hiring Europeans who had attended North American business schools and by assigning them in teams to the foreign offices. This strategy was a marked success. Before long, the leaders of Access could take enormous pride in the fact that their European operations were highly profitable and staffed by a truly international corps of professionals. They took to calling the company "the best investment bank in the world."
Several years passed. Access's foreign offices continued to thrive, but some leaders were beginning to sense that the company was not fully benefiting from its diversity efforts. Indeed, some even suspected that the bank had made itself vulnerable because of how it had chosen to manage diversity. A senior executive from the United States explains:
If the French team all resigned tomorrow, what would we do? I'm not sure what we could do! We've never attempted to learn what these differences and cultural competencies really are, how they change the process of doing business. What is the German country team actually doing? We don't know. We know they're good, but we don't know the subtleties of how they do what they do. We assumed—and I think correctly—that culture makes a difference, but that's about as far as we went. We hired Europeans with American M.B.A.'s because we didn't know why we couldn't do business in Europe—we just assumed there was something cultural about why we couldn't connect. And ten years later, we still don't know what it is. If we knew, then perhaps we could take it and teach it. Which part of the investment banking process is universal and which part of it draws upon particular cultural competencies? What are the commonalities and differences? I may not be German, but maybe I could do better at understanding what it means to be an American doing business in Germany. Our company's biggest failing is that the department heads in London and the directors of the various country teams have never talked about these cultural identity issues openly. We knew enough to use people's cultural strengths, as it were, but we never seemed to learn from them.
Access's story makes an important point about the main limitation of the access-and-legitimacy paradigm: under its influence, the motivation for diversity usually emerges from very immediate and often crisis-oriented needs for access and legitimacy—in this case, the need to broker deals in European markets. However, once the organization appears to be achieving its goal, the leaders seldom go on to identify and analyze the culturally based skills, beliefs, and practices that worked so well. Nor do they consider how the organization can incorporate and learn from those skills, beliefs, or practices in order to capitalize on diversity in the long run.
Under the access-and-legitimacy paradigm, it was as if the bank's country teams had become little spin-off companies in their own right, doing their own exotic, slightly mysterious cultural-diversity thing in a niche market of their own, using competencies that for some reason could not become more fully integrated into the larger organization's understanding of itself. Difference was valued within Access Capital—hence the development of country teams in the first place—but not valued enough that the organization would try to integrate it into the very core of its culture and into its business practices.
When a business regards employees' experience as useful only to gain access to narrow markets, those employees may feel exploited.
Finally, the access-and-legitimacy paradigm can leave some employees feeling exploited. Many organizations using this paradigm have diversified only in those areas in which they interact with particular niche-market segments. In time, many individuals recruited for this function have come to feel devalued and used as they begin to sense that opportunities in other parts of the organization are closed to them. Often the larger organization regards the experience of these employees as more limited or specialized, even though many of them in fact started their careers in the mainstream market before moving to special markets where their cultural backgrounds were a recognized asset. Also, many of these people say that when companies have needed to downsize or narrow their marketing focus, it is the special departments that are often the first to go. That situation creates tenuous and ultimately untenable career paths for employees in the special departments.
The Emerging Paradigm: Connecting Diversity to Work Perspectives
Recently, in the course of our research, we have encountered a small number of organizations that, having relied initially on one of the above paradigms to guide their diversity efforts, have come to believe that they are not making the most of their own pluralism. These organizations, like Access Capital, recognize that employees frequently make decisions and choices at work that draw upon their cultural background—choices made because of their identity-group affiliations. The companies have also developed an outlook on diversity that enables them to incorporate employees' perspectives into the main work of the organization and to enhance work by rethinking primary tasks and redefining markets, products, strategies, missions, business practices, and even cultures. Such companies are using the learning-and-effectiveness paradigm for managing diversity and, by doing so, are tapping diversity's true benefits.
The Research
A case in point is Dewey & Levin, a small public-interest law firm located in a northeastern U.S. city. Although Dewey & Levin had long been a profitable practice, by the mid-1980s its all-white legal staff had become concerned that the women they represented in employment-related disputes were exclusively white. The firm's attorneys viewed that fact as a deficiency in light of their mandate to advocate on behalf of all women. Using the thinking behind the access-and-legitimacy paradigm, they also saw it as bad for business.
Shortly thereafter, the firm hired a Hispanic female attorney. The partners' hope, simply put, was that she would bring in clients from her own community and also demonstrate the firm's commitment to representing all women. But something even bigger than that happened. The new attorney introduced ideas to Dewey & Levin about what kinds of cases it should take on. Senior managers were open to those ideas and pursued them with great success. More women of color were hired, and they, too, brought fresh perspectives. The firm now pursues cases that its previously all-white legal staff would not have thought relevant or appropriate because the link between the firm's mission and the employment issues involved in the cases would not have been obvious to them. For example, the firm has pursued precedent-setting litigation that challenges English-only policies—an area that it once would have ignored because such policies did not fall under the purview of traditional affirmative-action work. Yet it now sees a link between English-only policies and employment issues for a large group of women—primarily recent immigrants—whom it had previously failed to serve adequately. As one of the white principals explains, the demographic composition of Dewey & Levin "has affected the work in terms of expanding notions of what are [relevant] issues and taking on issues and framing them in creative ways that would have never been done [with an all-white staff]. It's really changed the substance—and in that sense enhanced the quality—of our work."
Dewey & Levin's increased business success has reinforced its commitment to diversity. In addition, people of color at the firm uniformly report feeling respected, not simply "brought along as window dressing." Many of the new attorneys say their perspectives are heard with a kind of openness and interest they have never experienced before in a work setting. Not surprisingly, the firm has had little difficulty attracting and retaining a competent and diverse professional staff.
If the discrimination-and-fairness paradigm is organized around the theme of assimilation—in which the aim is to achieve a demographically representative workforce whose members treat one another exactly the same—then the access-and-legitimacy paradigm can be regarded as coalescing around an almost opposite concept: differentiation, in which the objective is to place different people where their demographic characteristics match those of important constituents and markets.
The emerging paradigm, in contrast to both, organizes itself around the overarching theme of integration. Assimilation goes too far in pursuing sameness. Differentiation, as we have shown, overshoots in the other direction. The new model for managing diversity transcends both. Like the fairness paradigm, it promotes equal opportunity for all individuals. And like the access paradigm, it acknowledges cultural differences among people and recognizes the value in those differences. Yet this new model for managing diversity lets the organization internalize differences among employees so that it learns and grows because of them. Indeed, with the model fully in place, members of the organization can say, We are all on the same team, with our differences—not despite them.
Eight Preconditions for Making the Paradigm Shift
Dewey & Levin may be atypical in its eagerness to open itself up to change and engage in a long-term transformation process. We remain convinced, however, that unless organizations that are currently in the grip of the other two paradigms can revise their view of diversity so as to avoid cognitive blind spots, opportunities will be missed, tensions will most likely be misdiagnosed, and companies will continue to find the potential benefits of diversity elusive.
Hence the question arises: What is it about the law firm of Dewey & Levin and other emerging third-paradigm companies that enables them to make the most of their diversity? Our research suggests that there are eight preconditions that help to position organizations to use identity-group differences in the service of organizational learning, growth, and renewal.
1. The leadership must understand that a diverse workforce will embody different perspectives and approaches to work, and must truly value variety of opinion and insight.
We know of a financial services company that once assumed that the only successful sales model was one that utilized aggressive, rapid-fire cold calls. (Indeed, its incentive system rewarded salespeople in large part for the number of calls made.) An internal review of the company's diversity initiatives, however, showed that the company's first-and third-most-profitable employees were women who were most likely to use a sales technique based on the slow but sure building of relationships. The company's top management has now made the link between different identity groups and different approaches to how work gets done and has come to see that there is more than one right way to get positive results.
2. The leadership must recognize both the learning opportunities and the challenges that the expression of different perspectives presents for an organization.
In other words, the second precondition is a leadership that is committed to persevering during the long process of learning and relearning that the new paradigm requires.
3. The organizational culture must create an expectation of high standards of performance from everyone.
Such a culture isn't one that expects less from some employees than from others. Some organizations expect women and people of color to underperform—a negative assumption that too often becomes a self-fulfilling prophecy. To move to the third paradigm, a company must believe that all its members can and should contribute fully.
4. The organizational culture must stimulate personal development.
Such a culture brings out people's full range of useful knowledge and skills—usually through the careful design of jobs that allow people to grow and develop but also through training and education programs.
5. The organizational culture must encourage openness.
Such a culture instills a high tolerance for debate and supports constructive conflict on work-related matters.
6. The culture must make workers feel valued.
If this precondition is met, workers feel committed to—and empowered within—the organization and therefore feel comfortable taking the initiative to apply their skills and experiences in new ways to enhance their job performance.
7. The organization must have a well-articulated and widely understood mission.
Such a mission enables people to be clear about what the company is trying to accomplish. It grounds and guides discussions about work-related changes that staff members might suggest. Being clear about the company's mission helps keep discussions about work differences from degenerating into debates about the validity of people's perspectives. A clear mission provides a focal point that keeps the discussion centered on accomplishment of goals.
8. The organization must have a relatively egalitarian, nonbureaucratic structure.
It's important to have a structure that promotes the exchange of ideas and welcomes constructive challenges to the usual way of doing things—from any employee with valuable experience. Forward-thinking leaders in bureaucratic organizations must retain the organization's efficiency-promoting control systems and chains of command while finding ways to reshape the change-resisting mind-set of the classic bureaucratic model. They need to separate the enabling elements of bureaucracy (the ability to get things done) from the disabling elements of bureaucracy (those that create resistance to experimentation).
First Interstate Bank: A Paradigm Shift in Progress
All eight preconditions do not have to be in place in order to begin a shift from the first or second diversity orientations toward the learning-and-effectiveness paradigm. But most should be. First Interstate Bank, a midsize bank operating in a midwestern city, illustrates this point.
First Interstate, admittedly, is not a typical bank. Its client base is a minority community, and its mission is expressly to serve that base through "the development of a highly talented workforce." The bank is unique in other ways: its leadership welcomes constructive criticism; its structure is relatively egalitarian and nonbureaucratic; and its culture is open-minded. Nevertheless, First Interstate had long enforced a policy that loan officers had to hold college degrees. Those without were hired only for support-staff jobs and were never promoted beyond or outside support functions.
Two years ago, however, the support staff began to challenge the policy. Many of them had been with First Interstate for many years and, with the company's active support, had improved their skills through training. Others had expanded their skills on the job, again with the bank's encouragement, learning to run credit checks, prepare presentations for clients, and even calculate the algorithms necessary for many loan decisions. As a result, some people on the support staff were doing many of the same tasks as loan officers. Why, then, they wondered, couldn't they receive commensurate rewards in title and compensation?
This questioning led to a series of contentious meetings between the support staff and the bank's senior managers. It soon became clear that the problem called for managing diversity—diversity based not on race or gender but on class. The support personnel were uniformly from lower socioeconomic communities than were the college-educated loan officers. Regardless, the principle was the same as for race-or gender-based diversity problems. The support staff had different ideas about how the work of the bank should be done. They argued that those among them with the requisite skills should be allowed to rise through the ranks to professional positions, and they believed their ideas were not being heard or accepted.
Their beliefs challenged assumptions that the company's leadership had long held about which employees should have the authority to deal with customers and about how much responsibility administrative employees should ultimately receive. In order to take up this challenge, the bank would have to be open to exploring the requirements that a new perspective would impose on it. It would need to consider the possibility of mapping out an educational and career path for people without degrees—a path that could put such workers on the road to becoming loan officers. In other words, the leadership would have to transform itself willingly and embrace fluidity in policies that in times past had been clearly stated and unquestioningly held.
Today the bank's leadership is undergoing just such a transformation. The going, however, is far from easy. The bank's senior managers now must look beyond the tensions and acrimony sparked by the debate over differing work perspectives and consider the bank's new direction an important learning and growth opportunity.
Shift Complete: Third-Paradigm Companies in Action
First Interstate is a shift in progress; but, in addition to Dewey & Levin, there are several organizations we know of for which the shift is complete. In these cases, company leaders have played a critical role as facilitators and tone setters. We have observed in particular that in organizations that have adopted the new perspective, leaders and managers—and, following in their tracks, employees in general—are taking four kinds of action.
They are making the mental connection.
First, in organizations that have adopted the new perspective, the leaders are actively seeking opportunities to explore how identity-group differences affect relationships among workers and affect the way work gets done. They are investing considerable time and energy in understanding how identity-group memberships take on social meanings in the organization and how those meanings manifest themselves in the way work is defined, assigned, and accomplished. When there is no proactive search to understand, then learning from diversity, if it happens at all, can occur only reactively—that is, in response to diversity-related crises.
The situation at Iversen Dunham illustrates the missed opportunities resulting from that scenario. Rather than seeing differences in the way project leaders defined and approached their work as an opportunity to gain new insights and develop new approaches to achieving its mission, the firm remained entrenched in its traditional ways, able to arbitrate such differences only by thinking about what was fair and what was racist. With this quite limited view of the role race can play in an organization, discussions about the topic become fraught with fear and defensiveness, and everyone misses out on insights about how race might influence work in positive ways.
A second case, however, illustrates how some leaders using the new paradigm have been able to envision—and make—the connection between cultural diversity and the company's work. A vice president of Mastiff, a large national insurance company, received a complaint from one of the managers in her unit, an African American man. The manager wanted to demote an African American woman he had hired for a leadership position from another Mastiff division just three months before. He told the vice president he was profoundly disappointed with the performance of his new hire.
"I hired her because I was pretty certain she had tremendous leadership skill," he said. "I knew she had a management style that was very open and empowering. I was also sure she'd have a great impact on the rest of the management team. But she hasn't done any of that."
Surprised, the vice president tried to find out from him what he thought the problem was, but she was not getting any answers that she felt really defined or illuminated the root of the problem. Privately, it puzzled her that someone would decide to demote a 15-year veteran of the company—and a minority woman at that—so soon after bringing her to his unit.
The vice president probed further. In the course of the conversation, the manager happened to mention that he knew the new employee from church and was familiar with the way she handled leadership there and in other community settings. In those less formal situations, he had seen her perform as an extremely effective, sensitive, and influential leader.
That is when the vice president made an interpretive leap. "If that's what you know about her," the vice president said to the manager, "then the question for us is, why can't she bring those skills to work here?" The vice president decided to arrange a meeting with all three present to ask this very question directly. In the meeting, the African American woman explained, "I didn't think I would last long if I acted that way here. My personal style of leadership—that particular style—works well if you have the permission to do it fully; then you can just do it and not have to look over your shoulder."
Pointing to the manager who had planned to fire her, she added, "He's right. The style of leadership I use outside this company can definitely be effective. But I've been at Mastiff for 15 years. I know this organization, and I know if I brought that piece of myself—if I became that authentic—I just wouldn't survive here."
What this example illustrates is that the vice president's learning-and-effectiveness paradigm led her to explore and then make the link between cultural diversity and work style. What was occurring, she realized, was a mismatch between the cultural background of the recently promoted woman and the cultural environment of her work setting. It had little to do with private attitudes or feelings, or gender issues, or some inherent lack of leadership ability. The source of the underperformance was that the newly promoted woman had a certain style and the organization's culture did not support her in expressing it comfortably. The vice president's paradigm led her to ask new questions and to seek out new information, but, more important, it also led her to interpret existing information differently.
The two senior managers began to realize that part of the African American woman's inability to see herself as a leader at work was that she had for so long been undervalued in the organization. And, in a sense, she had become used to splitting herself off from who she was in her own community. In the 15 years she had been at Mastiff, she had done her job well as an individual contributor, but she had never received any signals that her bosses wanted her to draw on her cultural competencies in order to lead effectively.
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They are legitimating open discussion.
Leaders and managers who have adopted the new paradigm are taking the initiative to "green light" open discussion about how identity-group memberships inform and influence an employee's experience and the organization's behavior. They are encouraging people to make explicit use of background cultural experience and the pools of knowledge gained outside the organization to inform and enhance their work. Individuals often do use their cultural competencies at work, but in a closeted, almost embarrassed, way. The unfortunate result is that the opportunity for collective and organizational learning and improvement is lost.
The case of a Chinese woman who worked as a chemist at Torinno Food Company illustrates this point. Linda was part of a product development group at Torinno when a problem arose with the flavoring of a new soup. After the group had made a number of scientific attempts to correct the problem, Linda came up with the solution by "setting aside my chemistry and drawing on my understanding of Chinese cooking." She did not, however, share with her colleagues—all of them white males—the real source of her inspiration for the solution for fear that it would set her apart or that they might consider her unprofessional. Overlaid on the cultural issue, of course, was a gender issue (women cooking) as well as a work-family issue (women doing home cooking in a chemistry lab). All of these themes had erected unspoken boundaries that Linda knew could be career-damaging for her to cross. After solving the problem, she simply went back to the so-called scientific way of doing things.
Senior managers at Torinno Foods in fact had made a substantial commitment to diversifying the workforce through a program designed to teach employees to value the contributions of all its members. Yet Linda's perceptions indicate that, in the actual day-to-day context of work, the program had failed—and in precisely one of those areas where it would have been important for it to have worked. It had failed to affirm someone's identity-group experiences as a legitimate source of insight into her work. It is likely that this organization will miss future opportunities to take full advantage of the talent of employees such as Linda. When people believe that they must suggest and apply their ideas covertly, the organization also misses opportunities to discuss, debate, refine, and build on those ideas fully. In addition, because individuals like Linda will continue to think that they must hide parts of themselves in order to fit in, they will find it difficult to engage fully not only in their work but also in their workplace relationships. That kind of situation can breed resentment and misunderstanding, fueling tensions that can further obstruct productive work relationships.
They actively work against forms of dominance and subordination that inhibit full contribution.
Companies in which the third paradigm is emerging have leaders and managers who take responsibility for removing the barriers that block employees from using the full range of their competencies, cultural or otherwise. Racism, homophobia, sexism, and sexual harassment are the most obvious forms of dominance that decrease individual and organizational effectiveness—and third-paradigm leaders have zero tolerance for them. In addition, the leaders are aware that organizations can create their own unique patterns of dominance and subordination based on the presumed superiority and entitlement of some groups over others. It is not uncommon, for instance, to find organizations in which one functional area considers itself better than another. Members of the presumed inferior group frequently describe the organization in the very terms used by those who experience identity-group discrimination. Regardless of the source of the oppression, the result is diminished performance and commitment from employees.
Leaders who appreciate differences fight all forms of dominance, including any functional area's presumption of superiority over another.
What can leaders do to prevent those kinds of behaviors beyond explicitly forbidding any forms of dominance? They can and should test their own assumptions about the competencies of all members of the workforce because negative assumptions are often unconsciously communicated in powerful—albeit nonverbal—ways. For example, senior managers at Delta Manufacturing had for years allowed productivity and quality at their inner-city plants to lag well behind the levels of other plants. When the company's chief executive officer began to question why the problem was never addressed, he came to realize that, in his heart, he had believed that inner-city workers, most of whom were African American or Hispanic, were not capable of doing better than subpar. In the end, the CEO and his senior management team were able to reverse their reasoning and take responsibility for improving the situation. The result was a sharp increase in the performance of the inner-city plants and a message to the entire organization about the capabilities of its entire workforce.
At Mastiff, the insurance company discussed earlier, the vice president and her manager decided to work with the recently promoted African American woman rather than demote her. They realized that their unit was really a pocket inside the larger organization: they did not have to wait for the rest of the organization to make a paradigm shift in order for their particular unit to change. So they met again to think about how to create conditions within their unit that would move the woman toward seeing her leadership position as encompassing all her skills. They assured her that her authentic style of leadership was precisely what they wanted her to bring to the job. They wanted her to be able to use whatever aspects of herself she thought would make her more effective in her work because the whole purpose was to do the job effectively, not to fit some preset traditional formula of how to behave. They let her know that, as a management team, they would try to adjust and change and support her. And they would deal with whatever consequences resulted from her exercising her decision rights in new ways.
Another example of this line of action—working against forms of dominance and subordination to enable full contribution—is the way the CEO of a major chemical company modified the attendance rules for his company's annual strategy conference. In the past, the conference had been attended only by senior executives, a relatively homogeneous group of white men. The company had been working hard on increasing the representation of women and people of color in its ranks, and the CEO could have left it at that. But he reckoned that, unless steps were taken, it would be ten years before the conferences tapped into the insights and perspectives of his newly diverse workforce. So he took the bold step of opening the conference to people from across all levels of the hierarchy, bringing together a diagonal slice of the organization. He also asked the conference organizers to come up with specific interventions, such as small group meetings before the larger session, to ensure that the new attendees would be comfortable enough to enter discussions. The result was that strategy-conference participants heard a much broader, richer, and livelier discussion about future scenarios for the company.
They are making sure that organizational trust stays intact.
Few things are faster at killing a shift to a new way of thinking about diversity than feelings of broken trust. Therefore, managers of organizations that are successfully shifting to the learning-and-effectiveness paradigm take one more step: they make sure their organizations remain "safe" places for employees to be themselves. These managers recognize that tensions naturally arise as an organization begins to make room for diversity, starts to experiment with process and product ideas, and learns to reappraise its mission in light of suggestions from newly empowered constituents in the company. But as people put more of themselves out and open up about new feelings and ideas, the dynamics of the learning-and-effectiveness paradigm can produce temporary vulnerabilities. Managers who have helped their organizations make the change successfully have consistently demonstrated their commitment to the process and to all employees by setting a tone of honest discourse, by acknowledging tensions, and by resolving them sensitively and swiftly.• • •
Our research over the past six years indicates that one cardinal limitation is at the root of companies' inability to attain the expected performance benefits of higher levels of diversity: the leadership's vision of the purpose of a diversified workforce. We have described the two most dominant orientations toward diversity and some of their consequences and limitations, together with a new framework for understanding and managing diversity. The learning-and-effectiveness paradigm we have outlined here is, undoubtedly, still in an emergent phase in those few organizations that embody it. We expect that as more organizations take on the challenge of truly engaging their diversity, new and unforeseen dilemmas will arise. Thus, perhaps more than anything else, a shift toward this paradigm requires a high-level commitment to learning more about the environment, structure, and tasks of one's organization, and giving improvement-generating change greater priority than the security of what is familiar. This is not an easy challenge, but we remain convinced that unless organizations take this step, any diversity initiative will fall short of fulfilling its rich promise.


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Prince Harry helps Army win polo event
Captain Harry Wales helped the British Army polo team to victory in this year's Rundle Cup, the traditionally hard-fought polo match between the Royal Navy and the Army, on Saturday 9 July 2011.
The glamorous Rundle Cup Day, which takes place in the grounds of Tedworth House at Tidworth Garrison, combines the dramatic speed and skill of two top class polo matches and the light-hearted good humour of well-known celebrities attempting to play polo - both on bicycles and horses - in a charity match.
The beautiful setting of Tedworth House, now a Personnel Recovery and Assessment Centre for sick, injured and wounded servicemen, is an ideal backdrop for the day, which has steadily grown in popularity over the years and now attracts over 4,000 spectators.
The main event, the Rundle Cup polo match sponsored by Hackett, had the capacity crowd on the edge of their seats, as Prince Harry scored the first goal less than two minutes after the start.
Despite some strong play by the Navy, particularly from their up and coming star Sub-Lieutenant Hiro Suzuki, and veteran player Commander Richard Mason, the Army team, led by Lieutenant Colonel Nick Hunter, pulled ahead and won with a final score of eight to five-and-a-half.
The win was all the more satisfying for the Army, as the Navy, who won the match last year, had started with a one-and-a-half point handicap lead.
In another match on the day, the Combined Services team scraped a victory over the visiting United States (Eastern Circuit) in the Indian Cavalry Officers Polo Trophy match.
And, in a complete contrast, glamour model Katie Price took part in the fun celebrities polo match in aid of INSPIRE, the Salisbury-based charity which fights the effects of spinal cord injury by researching the latest medical and mechanical technology.
Also taking part in the three-chukka match, which included one of bicycle polo, was her partner Leandro Penna, Silent Witness actor Tom Ward, and jockeys Richard Johnson and Andrew Thornton. Ms Price's team won by five goals to three.
Tidworth Polo Club was founded at Tidworth Barracks in 1907, when cavalry regiments based on and around Salisbury Plain needed somewhere to develop polo playing skills picked up during postings to India.
In those days the grounds were rough and uneven, but fifteen years later the Brigade Commander, Brigadier Bertie Fisher, built the main polo ground - now called the Fisher Ground - which is where the Rundle Cup is held today.
With the help of officers and men in the garrison, Brigadier Fisher organised tons of soil to be dug and wheeled over the road to the grounds of Tedworth House. The polo playing fields constructed then provided the basis for the immaculate lawns Tidworth has now.

subset: commoncrawl


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Already broke your New Year's Resolution to save more in 2019? Don't worry, Young Americans Bank can help with that! Come join us Saturday, February 02, 2019 through Friday, February 08, 2019 for another New Year event. We will be celebrating Lunar New Year with our zodiac friend, the pig. In the Lunar spirit, the bank will be passing out …
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Tuesday June 16, 2015 at 7:00 PM at the
Goodman City Hall
1. Call the meeting to order at 7:00 PM.
2. Discuss and approve the minutes from the regular meeting on June 2, 2015.
3. Acknowledge Lester Kramburg to discuss the Don Kramburg Properties.
4. Acknowledge Nick Myers to give the 2014 Audit report.
5. Discuss filling the Tax Collectors position.
6. Discuss any old business:
7. Discuss any new business:
8. Department head reports:
Curt Drake-
Denis Kolb- .
David Brodie-
Paula Brodie –
9. Discuss and vote on the bills including transfers in the amount of $43,415.04.
10. Adjourn the meeting.


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New York, it's your turn!
Will you join the perfect workshop for an inspirational new year?
Do you have what it takes to change your life?
New York, here we are! There is nothing better than celebrating the Christmas season and life in the Big Apple! Following our 'How to Create Your Life' tour in Greece and Cyprus, Global Academy of Coaching has prepared an exciting workshop in the COCOMAT store, in the heart of SOHO, on December 12! From corporate leaders to people who feel that they have what it takes to change their world and thrive, anyone and everyone can attend this inspirational workshop!
Experience a unique life coaching seminar based on the expertise and profound knowledge of the two distinguished speakers, Jill Douka and Nikolas Ouranos. Get the chance to realize what's holding you back and finally find a way to make your dreams come true! Moreover, seize the opportunity to purchase 'How to Create Your Life' and 'Create Love' books, signed by the authors.
As Jill Douka and Nikolas Ouranos are renowned speakers and #1 bestselling authors it makes no surprise that the workshop's participation is limited. You can attend the '3 Keys to Create the Life of Your Dreams' workshop for free, by registering in our guest list. You are welcome to enroll to our guest list following the link below:
Please feel free to share the details of this motivational workshop with anyone interested in upgrading his life standards and shooting for the sky!
Spead the word and your wings towards a better life!
Join now www.globalacademyofcoaching.com
Book your interview here: https://www.globalacademyofcoaching.com/gac.html
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Business Mentor Awarded by European Union and accredited by Coach Federation
Global Academy of Coaching Director https://bit.ly/2BtSUh
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We shall soon require another Front-end Developer to help us go global by building a world-class product.
spynPRO is a SAAS product for academy owners, event organizers and facility owners to manage and grow their business.
We are a small but growing team of 9 that is changing the way academies teach their students, organizers manage events and facilities manage slot booking. Take your career to the next level with us.
About our Engineering Department
We build new features on top of a stack using YII2 framework, consisting of web apps communicating through APIs, backed by MySQL databases.
For front-end, we use Materializecss. Our Android and iOS apps are built using Cordova.
We don't follow rigid Scrum or Kanban, but we do work in an agile, iterative way – we deploy changes multiple times a week to production and try to continuously improve and implement what works for us.
Here are some things you'll be doing in the role (but not limited to):
Writing code, code reviews, fixing bugs, optimising code, etc.
Understanding the problems to be solved, and breaking these down into small, actionable tasks.
Learning and helping others.
So, what are we specifically looking for?
Minimum 1 year experience in HTML5/CSS and JS, including both successes and failures, which help you make better decisions.
Good working knowledge of HTML/CSS and JS and Material Design
Someone who is adaptable and knows how to build, change, and adapt to the needs of a company as it grows.
What are we currently working on?
1. Developing a new webapp Quickquote in Yii2 framework.
2. Adding new features to existing product spyn.
3. Developing cordova apps for above 2 products.


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MIAMI – Another reason not to prescribe opioids for postoperative pain – besides potentially adding to the epidemic the nation – comes from evidence showing these agents can impair wound healing.
In addition, epidermal sutures to close dermatologic surgery sites may be unnecessary if deep suturing is done proficiently. These and other pearls to optimize wound closure were suggested by Robert S. Kirsner, MD, PhD, professor and chair of the department of dermatology and cutaneous surgery at the University of Miami.
Avoid opioids for postoperative pain
"We know the opioid epidemic is a big problem. An estimated 5-8 million Americans use them for chronic pain," Dr. Kirsner said at the Orlando Dermatology Aesthetic and Clinical Conference. "And there has been a steady increase in the use of illicit and prescription opioids."J Invest Dermatol. 2017;137:2646-9). This study of 715 patients with leg ulcers, for example, showed use of opioids the most strongly associated with nonhealing at 12 weeks. "We found if you took an opioid you were less likely to heal," Dr. Kirsner said. They found opioids significantly impaired healing, even when the investigators controlled for ulcer area, duration, and patient gender.
"The take-home message is that for the first time we have patient-oriented data that suggests that opioids impair healing," Dr. Kirsner said. "So avoid opioids if at all possible."
The precise mechanism remains unknown. The most likely explanation, he said, is that opioids inhibit substance P, a peptide that promotes healing in animal models. Interestingly, he added, adding the opioid antagonist naltrexone in animal studies improves healing.
Consider skipping epidermal sutures in some cases
Dermatologists who place really good deep sutures when closing a wound might be able to forgo traditional epidural suturing, Dr. Kirsner said. "If you believe the literature, you can actually forget epidermal sutures. That's hard for us. We're trained to put epidermal sutures in, and changing habits can be difficult."
A prospective, randomized study demonstrated no difference in cosmesis at 6 months, for example, in a split scar study where half of each wound was closed with epidural suturing and half was not (Dermatol. Surg. 2015;41:1257-63). In another randomized study, researchers found something similar when comparing buried interrupted subcuticular suturing of wounds with and without adhesive strips to close the epidermis (JAMA Dermatol. 2015;15:862-7). "When they looked at the scars, complications, and cosmesis at 6 months, there was no difference," Dr. Kirsner said.
"Forget epidermal sutures if you're brave enough," he said.
Dr. Kirsner acknowledged that some dermatologists might point out a requirement to evert wound edges with epidermal stitches. "It turns out you don't need to, again, if you believe the literature." He cited a randomized, controlled, split scar trial that revealed no difference in cosmetic outcomes according to blinded physician ratings or patient reports at 3 months (J Am Acad Dermatol. 2015;72;668-73). "So maybe the concept of wound eversion is not as important as we were originally taught."
And speaking of wound edges …
When debriding a nonhealing wound ...
There may be something highly abnormal about a nonhealing wound edge, Dr. Kirsner said. In fact, they can be phenotypically and genotypically different from surrounding tissue, including characteristic overexpression of c-Myc and beta catenin. These two factors in higher amounts can inhibit the migration of keratinocytes into a wound to promote healing.
"Sometimes we debride the wound because it's necrotic," Dr. Kirsner said. But in the case of a nonhealing wound, it can be more effective to debride the edges to remove the abnormal tissue. "You can change the fortune of a wound by debriding the edge. You want to remove all the abnormal tissue, and give it a chance to heal." Pathology supports the elevated presence of the c-Myc and beta catenin factors in the "healing incompetent" tissue around the edges of nonhealing wounds, he added.
If a patient is unusually anxious or stressed
Stress can impair wound healing by 40%, Dr. Kirsner said (Psychosom Med. 1998;60:362-5). Some anxiety before a dermatologic surgery procedure is normal for many patients, but there also are unusual circumstances. For example, "if a patient comes for cyst excision but learns while in the waiting room that his dog just died," he said. It's often better to reschedule the procedure than to proceed.
"What you can do on a daily basis is create a stress-free environment" as well, Dr. Kirsner said.
"From a practical standpoint, things that can impair healing include patient depression, negativism, isolation, and postoperative pain," he added. The mechanism between elevated stress and impaired wound healing includes release of catecholamines that induce the action of endogenous steroids. This, in turn, can cause a cascade of events that reduce inflammatory cells and their pro-healing cytokines, thereby leading to poor healing.
"All of this is mediated through the love hormone, oxytocin. Maybe someday we will be able to give oxytocin to speed healing."


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Watch the videos to complete all the slides. There are 5 vidoes. Slide 8 is not talking about projectile motion, that it just an example, just asking for data which was used in slide 7. In slide 5, it wants the equations used to find the laws. Edit the slides as you wish. If you cannot write on the slides, a google doc is fine. Try copy pasting the links and see of all the videos are working. Thank you.
Please complete the following slides.
https://drive.google.com/file/d/1Cx5xlmXuE2DKJuDrReVhm63boZNhcSq8/view?usp=sharing https://drive.google.com/file/d/1iHgdBrRXG3UPZKGxe6sBIvnxp2PRprEV/view?usp=sharing https://drive.google.com/file/d/1MaSsaO8hwi1tC8jyNGbZvnXvX7bBFl1C/view?usp=sharing https://drive.google.com/file/d/1CNFHSRZjP9xYPCGx75t9KkG4-Nn47VXj/view?usp=sharing https://drive.google.com/file/d/1axo3VMs21pbioF3jQmv0fUCnM4aSq0BE/view?usp=sharing


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Design solutions for all aspects of the interior of a home
Schedule a complimentary design consultation today, or come visit our Showroom
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Let us help you imagine the possibilities!
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Creating a uniquely athletically pleasing home that is personally tailored to function for your family's needs
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Autostraddle reviewed Camille Perri's forthcoming novel When Katie Met Cassidy.
Lucas Mann created a playlist for his book Captive Audience at Largehearted Boy.
At Literary Hub, a look at recent books dealing with questions of motherhood.
Lauren Oyler reviewed Sheila Heti's Motherhood for The Baffler.
Sarah Weinman explored the history of dognapping at Topic.
Mairead Case revisited the works of Tracy + The Plastics at Entropy.
Follow Vol. 1 Brooklyn on Twitter, Facebook, and sign up for our mailing list.


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An allegedly drugged-up drunken driver who plowed into three bystanders and a flower stand in the East Village last month pleaded not guilty in court yesterday.
After allegedly causing the June 19 wreck — in which a man on the sidewalk was injured — Shaun Martin asked a cop, "Am I dead?" and, "Was I driving?"
He also whined to an EMT, "Don't call my mother, she's going to be upset," court papers said.
The 32-year-old Queens man pleaded not guilty at his arraignment yesterday in Manhattan Supreme Court.
Martin was drunk and high on PCP and meth and had hashish stashed in his sock when he cut across three lanes and careened into a deli at Second Avenue and East Fourth Street, prosecutors said.
The most seriously injured victim, a deli worker, suffered broken bones and head trauma.


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Nokia 3 will get the Android 7.1.1 update by the end of August
30/07/2017 | Phones | 3 Comments|
Great news for all the owners and wannabe owners of the Nokia 3 come from HMD's CPO Juho Sarvikas. Nokia 3 will receive Android 7.1.1 update by the end of August. Update will be released OTA when all the market specific approvals are in place.
Got a few questions on this so wanted to confirm that #Nokia3 will receive 7.1.1 update by end of August. @nokiamobile
— Juho Sarvikas (@sarvikas) July 29, 2017
The whole problem started with MediaTek, a Taiwanese company that usually doesn't work on future software updates for the devices where its processors are used. This proves that even MediaTek processors can be upgraded if the brand is right and takes care of its users, which is great since Nokia 3 is really a beautiful phone.


text: Amazon Web Services Partners Up with Qtum in China ByAli RazaPRO INVESTOR Updated: 25 July 2021 DisclosureWe sometimes use affiliate links in our content, when clicking on those we might receive a commission – at no extra cost to you. By using this website you agree to our terms and conditions and privacy policy. Join Our Telegram channel to stay up to date on breaking news coverage Recent news of a possible partnership between TRON and Chinese giant Baidu demonstrated the excitement that was produced by sheer rumors of such a move. While this partnership remains only a speculation at this point, another project recently announced a confirmed partnership with an equally as large company. The new partnership announcement came from Qtum (QTUM), a smart contracts-focused blockchain that employs PoS. Qtum has partnered up with a Chinese division of a well-known multinational corporation, Amazon Web Service (AWS). The announcement brought new excitement to the digital currency industry, as it announced that the two entities will be joining in order to expand the BaaS offerings of the hosting service. What this means is that Qtum, as a platform for smart contract and dApp creation, will now be deployed via one of the largest cloud providers in the world of business software. Through the use of AMI (Amazon Machine Image) which features Qtum core, users will be capable of creating and deploying their own dApps and smart contracts. Apart from utilizing AMI, the new solution will also include Solidity, as well as Gmix web IDE, all of which will be employed for the process of creating and operating smart contracts. Qtum itself will benefit from the partnership by gaining access to Amazon's technology, business, marketing, and even sales resources. As for the developers themselves, they will be able to code, launch, and manage smart contracts in a quick, efficient, and cost-effective way. Partnership Places Qtum Under a Spotlight Patrick Dai, the co-founder of Qtum, commented on this partnership by saying that Qtum is among the most decentralized entities on the web. Considering that AWS is among the largest cloud providers around the world, the two firms are a perfect match. Additionally, Dai believes that both, the companies and users, will benefit from this partnership, as smart contracts and dApps will be available for everyone. In addition to making the process simple and cost-effective, Qtum AMI image will be completely free to use. AWS customers will not be charged any additional cost, and they will not have to purchase QTUM coins. Furthermore, a TestNet will be deployed for users to simulate a public blockchain and test their products. Anyone wishing to start working on the blockchain will be capable of running a Qtum node which will have Qtum pre-installed. Thanks to this partnership, as well as the general amount of progress that Qtum has made recently, this project received a lot of attention. Qtum is currently ranked as 27th on CoinMarketCap's list of largest coins, with a price of $3.90 at the time of writing, and a 6.5% increase in the last 24 hours. This is a significant development which will likely bring even more attention to Qtum, as the project manages to grow in a highly sensitive and unsure market. Many in the cryptocurrency community are already calling this partnership "historic", as it represents a large and significant move forward for the entire cryptocurrency/blockchain industry. Image from Shutterstock The post Amazon Web Services Partners Up with Qtum in China appeared first on NewsBTC. Join Our Telegram channel to stay up to date on breaking news coverage


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Pokfulam Village, located on the hillside beside Chi Fu Fa Yuen on Hong Kong Island, is one of the oldest historical villages in Hong Kong. Its history can be traced back to the seventeenth century where Hong Kong still did not officially exist. Hence, the village has a great significance on the city's historical values.
Due to the inadequate support provided by the government in the past, the houses and infrastructures in Pokfulam Village are mostly built with tin plates. Although, of course, there are new and modern ones built with concrete and bricks. With the limited area on the hillside, the village is formed by narrow alleys and compact houses.
The village is listed on the 2014 World Monuments Watch in order to raise the awareness of Hong Kong citizens to its historical conservation and to protect the cultural heritage left there. It is the first historical site of Hong Kong to be listed by the World Monuments Fund.
When talking about Pokfulam Village, its traditional Fire Dragon Dance, which is held every Mid-Autumn Festival, must not be ignored. It is an annual tradition of the village with a long history. The villagers believe the dance can bring blessings to the community.
Nonetheless, the village is currently facing redevelopment plans, which will affect the whole community and may even destroy the long-standing culture and history that developed for hundreds of years. Thus, it is important for the residents, even the citizens and government, to pay attention to helping conserve the village, for not letting such precious legacy disappear.


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Deborah Howell
Deborah Howell "joined The Washington Post in October 2005 as ombudsman. She writes a weekly column for the newspaper. Prior to joining the Post she was chief of the Washington Bureau for the Newhouse Newspaper Group and editor of the Newhouse News Service since 1990.
"Howell was a reporter and editor for her high school newspaper and also at the University of Texas. She began her journalism career in 1962 as a reporter for KZTV and KSIX radio in Corpus Christi, Texas. In 1963, she moved to the Corpus Christi Caller-Times as a copy editor and reporter. In 1965, she became a reporter at the Minneapolis Star, then city editor at the same newspaper in 1975.
"Howell became assistant managing editor at the St. Paul Pioneer Press in 1979, and then rose through the ranks as managing editor (1982-1984), executive editor (1984-1987) and senior vice president and editor (1987-1990).
"Howell has served as a judge for the Neiman Fellowships at Harvard University and has four times served as a Pulitzer Prize juror." [1]
- Director, International Women's Media Foundation
- Board of Advisors, International Center for Journalists
- Secretary, National Press Foundation [1]
Resources and articles
Related Sourcewatch articles
- ↑ Our Board of Directors & Advisors, National Press Foundation, accessed April 19, 2008.
External links
- "Biography", Accessed January 2007.


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On the surface, searching with Spotlight is pretty straightforward. In our previous installment, we covered the basics of using and customizing the Spotlight menu. But if your search involves multiple terms, or if you need to narrow down your results to dig up a particularly elusive file, knowing how to put together a good search query will pay off. By mastering a few simple tricks, you can limit your search to specific types of data, exclude terms, and more—helping Spotlight locate exactly what you need. and then take you inside some of its lesser know features—including how to use keywords to limit your search to specific dates, authors, or file types.
Fix your phrasing
Every Spotlight query is an AND search by default. This means the program looks for files containing all the words you type. For instance, if you enter
time machine, Spotlight seeks out anything that contains both the word time and the word machine. So the search will turn up any files that mention Leopard's new Time Machine feature, as well as e-mails from your IT administrator discussing the best time to swing by and fix your machine.
You can narrow down the search results by using quotation marks—this tells Spotlight that the words must appear next to one another. If you type
"time machine", Spotlight will look only for files that contain the exact term inside the quotation marks. It will find Time Machine.doc and any file containing the term time machine, but it will skip over your presentation on the evolution of machines through time. You don't even have to use both quotation marks; typing only the first one tells Spotlight that the words following it must appear together. However, if you want to add more search terms after the phrase, you'll need to add the closing quotation mark.
Apply Boolean searching
One of the biggest additions to Spotlight is support for true Boolean searching, which uses logical operators (AND, OR, and NOT) to pinpoint results.
For instance, if you type
"time machine" OR morlocks, you'll get references to Leopard's backup tool, as well as any files related to H. G. Wells's fictional species. To find files that include time machine but make no mention of H. G. Wells, type
"time machine" NOT Wells. When you perform a Boolean search, make sure to type operators in capital letters.
Use Metadata
In addition to scouring your files' names and contents, Spotlight peruses metadata—file information generated by the program or device that created the file. For example, a digital photo's metadata may include information about the camera used to take the photo and about how the photo was taken: the camera type, focal length, color space, exposure time, and so on. If you want to find all photos taken with a certain camera, just enter its name or model number in the search field.
To see what sort of metadata a file is storing, select it in the Finder, press command-I to open the Get Info window, and click on the triangle next to More Info. However, you're not limited to the metadata you see here. You can add your own keywords to any file. In the Get Info window, click on the triangle next to Spotlight Comments. In the text field that appears, enter any keywords that might help you in future searches, such as the project the file is related to or the last name of a person you associate with it. For example, by adding the comment
HOUSE08 to any files having to do with the purchase and remodeling of your new home, you'll be able to find all those files with one easy search.
If you use this trick often, you may want to create an Automator workflow that lets you apply the same comment to multiple files at once. To do this, launch Automator, select Files & Folders from the Library column, and drag Set Spotlight Comments For Finder Items from the Actions list to the workflow pane. Click on Options, and enable the Show This Action When Workflow Runs option. Then select File: Save As Plug-In. Give the plug-in a name, such as Spotlight Comments, and select Finder from the Plug-In For pull-down menu.
To put your new Automator workflow to use, simply control-click (or right-click) on the files. In the contextual menu, select More: Automator: Spotlight Comments (or whatever you named your plug-in item). A dialog box will appear, allowing you to add your comments to dozens of files at once.
Take advantage of keywords
Even when you know what you're looking for, you may get an overwhelming number of search results. To help limit searches to certain file types or time periods, use one of the many useful keywords that Spotlight understands. Place the appropriate keyword and a colon in front of your search term (but don't accidentally insert a space before or after the colon—a common mistake).
Here how to take advantage of Spotlight's keywords:
Search for File Names If you know the name of the file you're looking for, you can limit your search to file names by using the
name: keyword. For instance, when you type
name:machine, Spotlight will find only files that contain the word machine in their names (though your search results may also turn up bookmarks, iCal events, and other items). As with regular search queries, you'll need to use quotation marks to identify phrases—for example,
name:"time machine".
Find an Author If you can't remember the contents of a file but you know the name of the person who created it, you can try using the
author: keyword. To look for a document written by your boss, Herbert, enter
author:herbert in the search field. There's just one catch: Spotlight will find only files produced by programs that save this attribute—Mail, iChat, Word, Excel, Pages, Numbers, and a few others.
Check the Date Looking for a file that was created during a specific time period? Spotlight has a handle on dates. Typing
date:today will bring up files you created, read, received, or opened today. You can also use the
date: keyword with yesterday and tomorrow (for the latter, Spotlight restricts its results to iCal events and to-do items).
The latest version of Spotlight also lets you specify more parameters (whether a file was created or modified on a certain date), as well as enter an exact date or a range of dates. For example, you can type
created:12/25/07 to find files authored on that date; type
modified:<11/30/06 to look for files changed before that date; or type
created:1/1/06-12/31/06 to locate files created between these two dates. Unfortunately,
date: keywords don't seem to work correctly all the time.
Search by Kind One of the most useful ways to narrow down a search is by using the
kind: keyword. This allows you to restrict your list of results to a certain file format. For instance, if you type
time machine kind:pdf, Spotlight will pull up only PDF files containing the words time and machine. You can also limit your search to e-mail messages, music files, System Preferences, applications, and more.
While the original Spotlight recognized only a limited number of file types, the Leopard version can look for files created by specific applications, as well as certain file formats. Searching for
kind:mp3 or
kind:tiff will find files in one of those formats, and searching for
kind:pages or
kind:powerpoint will show only documents created in one of those programs. For a list of useful keywords, see "My Kind of Keyword." But remember, for the keywords to work, you must have the appropriate categories enabled in Spotlight's preferences.
My Kind of Keyword
|To Search for:
|kind:application, kind:applications, kind:app
|kind:bookmark, kind:bookmarks
|Browser history
|kind:contact, kind:contacts
|E-mail messages
|kind:email, kind:emails, kind:mail message
|kind:folder, kind:folders, kind:fol
|kind:font, kind:fonts
|iCal Events
|kind:event, kind:events
|iCal To-Do Items
|kind:todo, kind:todos, kind:to do
|kind:image, kind:images
|JPEG files
|Keynote files
|kind:movie, kind:movies
|MP3 files
|Numbers documents
|Pages documents
|PDF files
|kind:pdf, kind:pdfs
|PowerPoint files
|Preference panes
|kind:preference, kind:preferences
|kind:presentation, kind:presentations
|QuickTime files
|TIFF files
|Word documents
Spotlight's other tricks
Better search functionality is the main attraction of Leopard's new and improved Spotlight. But it has other clever tricks that may come in handy.
Instant Dictionary Need the definition for tarradiddle? Look it up in Spotlight. Whenever you type a word into the Spotlight menu, a short definition appears in the list of results. Hover your cursor over this definition to view the full definition in a tooltip.
Program Launcher Applications now appear as top hits, so you can launch them much more quickly. To fire up Safari, type
saf in the menu and press return.
Math Genius Type an equation into the Spotlight menu, and let your Mac do your math. For example, type
2*2, and you'll get 4. If you need the area of a circle with a radius of 10 feet, type
pi*10*10. Need the square root of 1,024? Enter
sqrt(1024). How about 64 squared? Just type
Unfortunately, Apple has yet to publish a list of such commands, so you'll have to memorize the basics for now.
[Kirk McElhearn writes about Macs and much more. Visit his blog, Kirkville, for information about Macs, iPods, books, music, and more.]


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Hike on the GR®653 Via Tolosana (Way of Arles) towards Santiago de Compostela through Bouches-du-Rhone, Gard, Herault, Tarn, Haute-Garonne, Gers and Pyrenees-Atlantiques department from Arles to Somport Pass. Guest House, Bed and Breakfast, Hotel, Camping, Shelter, Inn, Shops.
Google Maps - Google Earth - GPX
© GPX Private use only
Accommodation or business owner on or near a GR®, you can appear on GR-INFOS
For your registration, you can send me by email (email@example.com): your address and phone number, your website (Facebook page), a brief description with 5 beautiful photos of your establishment.
Registration price : € 20 per GR® or GRP® and per year (12 months) or € 80 for 5 years. Renewable.
GR®653 Via Tolosana - Way of Arles
From Arles (Bouches-du-Rhone) to Montarnaud (Herault)
From Montarnaud to Castanet-le-Haut (Herault)
From Castanet-le-Haut (Herault) to Dourgne (Tarn)
From Dourgne (Tarn) to Toulouse (Haute-Garonne)
From Toulouse (Haute-Garonne) to Auch (Gers)
From Auch (Gers) to Morlaas (Pyrenees-Atlantiques)
From Morlaas to Somport Pass (Pyrenees-Atlantiques)
Nearby paths:
Around Upper Thore Valley (Tarn, Aude, Herault)
It is advisable to follow the beacons all along your hike and to bring you the FFRandonnee topo-guide. You will also find information on MonGR.fr.
GR®, PR®, GRP®, and the corresponding signs of markings (white / red, yellow and yellow / red) are trademarks of the French Federation of Hiking. They may not be reproduced without permission. The French Federation of Hiking, state-approved, includes organizations that create and maintain hiking routes on GR®, PR® and GRP®. It publishes guides these topo hiking routes.
With your donations, support the actions of the thousands of volunteer markers of the FFRandonnee.
GR-Infos.com is an editorial partner of MonGR.fr.
Old romantic Hotel, L'Etoile Guest-House is a mountain retreat in the South of France. With a beautiful park along the Allier River, L'Etoile Guesthouse is located in La Bastide-Puylaurent between Lozere, Ardeche and Cevennes. Many hiking trails like GR®7, GR®70 Stevenson trail, GR®72, GR®700 Regordane way, Cevenol, GR®470 Allier River Springs and Gorges, Margeride, Ardechoise. Many hiking loops. The right place to relax.
Copyright © gr-infos.com (Authorization for private use only)


text:
Tuesday, June 7, 2011
Things I remember better than what I did yesterday...
8 comments:
Oh, girl, my foot hurt for you! I can't imagine how bad that had to hurt...I'm guessing it didn't get infected? Ouch!ReplyDelete
I love the memory of you walking into the third grade classroom with your Dad, that fear and reassurance is one I can relate to so well. Third grade kicked my butt!
I also love the thought of you trying your dad's bear. I did that, too, as a child. Just a sip, and UGH, I hated it!
Natalie, this is an awesome response to the prompt, girl. You tell your memories so well...they're vivid and descriptive. Especially the one about the car wreck. The description of your car seat, the way you remember it, so good.
Glad you decided to do the prompt and link up!
Oh, and is it okay that I hate Wendy Wilson? The bitch.ReplyDelete
Nostalgic. Getting all the nice smell in the morning and going home covered all in dust, mud and everything kids could imagine playing with. Of course mother would be upset but never the less, we learned our lesson at the same time. buy aion accountsReplyDelete
I love all the memories. I am amazed that you remember something from the age of 3, even if it was traumatic. I have such a hard time with remembering.ReplyDelete
Great job!
- AnonymousJune 8, 2011 at 2:57 PM
OUCH - I bet that 'can cut' hurt for a long time.ReplyDelete
It's funny what we'll keep quiet about as children isn't it? I was made fun of a lot when I was younger and would never DARE say something that might incur even more scrutiny on me! :)
Awesome memories!
- AnonymousJune 8, 2011 at 7:35 PM
"My Daddy was holding my hand, and I looked up at him and whispered, "Daddy, I don't think I can do this." "Yes you can," he whispered back. He was right." that touched my heart and made me wish I had just a touch of that kind of Daddy. Gorgeous.ReplyDelete
For the record, if I was in your class I would have kicked Wendy Wilson right in the ass.
In all seriousness, I loved reading your memories and you have so vividly shared.
Great writing, Natalie! I really felt each memory. Sometimes when I think about riding backwards in a wood-panelled station wagon and other complete unsafe activities, I wonder how we all survived!ReplyDelete
ah jyeah! I had a mom who would let me stand in the front seat of her two door honda.ReplyDelete
Hey, any idea why over 30+ source hits on my blog in the last 24 hours are coming from your Loestrin post?


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Many people know Hans Robert Pippal (1915–1998) above all for his charming views of Vienna. And indeed, it is with great passion that this perhaps "most Viennese" of 20th-century Austrian painters devotes himself to his hometown. Pippal paints representative streets and buildings like the Ringstrasse, the State Opera, St. Stephen's Cathedral, and the Graben, as well as atmospheric scenes from Vienna's outer districts. He is virtually unexcelled at capturing the city's atmosphere as it changes over the course of the day and the seasons.
Alongside Pippal's famous images of Vienna, his broad thematic spectrum also includes portraits and figurative studies, religious motifs, and still lifes. And his oeuvre likewise includes vedutas and cityscapes that originate on his trips to Italy and France. There, Pippal takes his inspiration from the lightness and fresh colors of painters such as Henri Matisse or Raoul Dufy.
Prof. Martina Pippal, the artist's daughter, recently donated a large group of watercolors, pastels, drawings, and sketches to the ALBERTINA Museum. A selection of these will now be presented to the public for the first time.
Hans Robert Pippal: Young Girl in Front of Flower Cart, 1957
(The Albertina Museum, Vienna © Bildrecht, Vienna, 2017)
Hans Robert Pippal: Vienna, 1st district. Kärntner Ring with State Opera, 1961
Pastel on Ingres paper
(The Albertina Museum, Vienna © Bildrecht, Vienna, 2017)
Hans Robert Pippal: 13th district, promenade at castle garden Schönbrunn, 1949
Pastel on Ingres paper
(The Albertina Museum, Vienna © Bildrecht, Vienna, 2017)


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I like to listen to the melancholy music of...
Milo Greene,
Max Richter,
or Novo Amor.
Flowers can refresh and beautify
your space for little to no cost.
I was supposed to be making a desk space for myself soon but then my aunt invited me to Europe so the desk is put on the back burner to prepare for the trip �� morale of MY story : don't count on your own plans because they will probably be changed. Anyways these are great tips! When I do finally get as far as setting myself a space I will remember them. xx ninaReplyDelete
Girl, the desk can wait, you're going to EUROPE!! That's wonderful! Thanks for commenting! Have fun on your trip :)Delete
beautiful idea <3
honestly, I blog wherever. I write wherever. lol. I love writing in cafe's or my room, but lately most of my writing has been done at school, just for convenience sake. haha.
I agree with this post! creative spaces are great, especially if you're stuck in a rut writing wise. it really help clear your head
Thank you! :) I love the idea of writing in a cafe...that's something I definitely want to do more of this year. Keep writing! :DDelete
Ohhh I love this! <3ReplyDelete
Aw thank you! :DDelete
This is awesome (poor Rex)! I've been meaning to make my own "space" because right now I'm just chilling on my bed most of the time, but I should make that space for myself to be totally "in the zone".ReplyDelete
RIP Rex #ForeverInOurHearts You should! It makes me feel like I have a little creative home to come back to when I need ideas. :)Delete
These are such good ideas! *inspiration*
LOLLOL about Rex XDD. I had a Venus flytrap last year but haven't checked up on it in along time? idk if it's still alive? ??? <-- my existence as a plant parent XD
Thanks so much! *high five*
OH MY GOSH IT'S NOT JUST ME! Maybe this is like a Venus flytrap thing? I mean, how many flies can there really be in one house? I HAD TO FEED IT THE SALAMI, I SWEAR
My creative space changes a lot, but ah yes candles and music and cute posters are essential anywhere!ReplyDelete
It's fun to mix it up! :) And literally you've got to have #AllTheCandles!Delete
OKAY OKAY. Have I ever mentioned that your blog is like so perfect? NO? OKAY WELL IT IS. Like, everything. Your pictures, your words, the formatting <3 It's like the most tumblr/pinteresty blog I can think of, tbh.
I loved this post! AND HOW HAVE I NEVER HEARD OF COFFITIVITY BEFORE WaHT. That is literally like the best invention ever. This was such an inspiring post, Erin <3
Your comment literally has me glowing with joy <3 Thank you so much! I'm glad you enjoyed it :) And Coffitivity is the jam!!Delete
When I burn candles, I'm definitely more productive. It's so weird. XD I also have a nighlight that doubles as a wax melter so that thing is wonderful since I don't have to worry about open flames lol. XD
Right? Candles are like the secret ingredient! I don't know why lol :)Delete
Dude your desk space looks like a magazine! What the heck. This is awesome. Thanks for educating us all on how to create such a sweet environment-- need to do some office revamping this summerReplyDelete
Aw thanks, yo! I assure you, it's typically much more messy than that lol :)Delete
Ahh, flowers and melancholic music, lots of love for this Erin! <3
Aw, thank you! :) <3Delete
WHOOP NEW FOLLOWER! haha anyways, I love the idea of using a scent to study. This post is pretty darn awesome, strait to the point and great ideas. I like the outdoor tip too!ReplyDelete
Yay! Welcome! :) Thank you so much. I always find having a candle lit helps me to focus more.Delete
I JUST WANT TO PUT TOGETHER A CUTE WRITING DESK NOWReplyDelete
YES GO DO IT!! <3 :)Delete


text:
Today was a gorgeous day with a wonderful breeze and plenty of sunshine. After a breakfast of eggs, potatoes, ham, cream of wheat, fresh fruit, cereal and yogurt, the boys headed back to the dorms for clean-up. Last night there were many 10's scored on the room inspections (the highest number achievable!), so hopefully this trend will continue! As many of the minors got underway, time was spent on learning the proper techniques and safety. Campers took swim tests at the waterfront and everyone was ready for a fun-filled day.
In our majors: Soccer players spent time working on proper kicking techniques, passing and finishing drills and ended the morning sessions with a scrimmage. Coach Whit is happy with the talent and determination he sees on the basketball court. And our hockey and lacrosse majors are quickly picking up the new drills. Our hockey majors spend the first 15-20 minutes of practice puck-handling and after the 2v0 Drill they worked in 4 stations: Quick feet, Cornell 8 Skate and Shoot, BA Shooting Drill, and Army 1v1 Battle Drill. Our goaltenders were receiving one-on-one coaching from our goaltender coach, Jake.
At lunch, we enjoyed "Taco Tuesday," and this evening the activity was a continuation of BSC Leagues. What a great day at camp!