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Mr. Fix-it
Paul Levy, who led the successful cleanup of Boston Harbor, is now trying to cure the ailing Beth Israel Deaconess Medical Center. Will his managerial magic work this time?
Paul Levy is standing at one of his favorite places in the world - on the sidelines of a girls' soccer game in Newton. His daughters no longer play for the team - both have graduated from high school - but Levy continues to coach, because he loves the camaraderie and working with the kids.
Fit and unusually tall (he's 6 feet 3 1/2 inches), Levy does not give the impression of a towering presence. Maybe it's the softening effect of the curly hair and beard, the beaming smile, or the way he stands; but rather than dominate the people around him, his own height seems to make them feel taller.
He employs the same alchemy in his coaching style, helping each player rise to her potential. Unlike most coaches, he never hollers, "Shoot! Shoot!" as if the girls were marionettes whose strings needed yanking. Instead he reminds them of what they know. "Teammates," he'll urge, as one of the girls moves the ball up the field. "Play-making!"
"He's amazing," says a mother whose daughter Levy has coached for years. "I mean, here he is in crazy Newton, with all these crazy parents, and Paul's just an oasis of tranquility."
He needs those skills in extra measure these days: A little more than a year ago, he took over one of the craziest, most dispirited, yet most beloved and important institutions in Boston. The Beth Israel Deaconess Medical Center is one of the area's larger employers, with more than 4,600 workers; it receives the nation's third-largest amount of federal dollars for medical research, trains the eighth-highest number of doctors in the country, and takes in more than 37,000 patients each year. It's an indispensable part of Boston medicine. Yet when Levy took charge, it was in danger of going broke.
Levy, 52, likes to take on big jobs - he is, after all, the man who led the cleanup of Boston Harbor - and professes to love institutions in crisis. It's there, he maintains, where you can exert the most influence - provided you survive. But he has more to contend with than the problems of a single hospital. Larger forces are lined up against him. Federal and state subsidies of medical care, in the form of Medicare and Medicaid, have dropped. The private health insurance business has been deregulated, which means patients have become customers that hospitals must compete for.
Indeed, Beth Israel Deaconess almost flat-lined a year ago. But since Levy's arrival, there has been more optimism about the hospital's future than wistfulness about the past.
"If there's anyone who can do this job, it's Paul Levy," says Robert Ciolek, Levy's former boss at the Massachusetts Water Resources Authority and now chief operating officer of the Oceanarium in New Bedford. "He has the ability to work with the board, the community, the doctors, and staff. Fifteen years from now, people will be applauding the job he did."
"This is an extraordinarily difficult challenge, but he's taking it on and making progress," says Attorney General Thomas F. Reilly, who has been monitoring the hospital through monthly status reports. "From where we sit, Paul's the right guy for the job."
Such words carry blessed relief to Beth Israel Deaconess supporters, for Paul Levy represents the hospital's last chance.
JANUARY 7, 2002, WAS LEVY'S FIRST day on the job, and his first act was to send an introductory e-mail to every member of the hospital staff. In both plain and passionate language, he told them how proud he was to work at such a "wonderful institution, representing the best in academic medicine." At the same time, he warned that the hospital was in serious trouble.
Among the thousands who read that memo was Dr. Mitchell T. Rabkin, who presided over Beth Israel Hospital during its golden years of the 1970s and '80s. "There was no mincing of words, no spin," says Rabkin, CEO emeritus of Beth Israel Hospital and CareGroup. He remembers thinking: "This guy's one of us."
"One of us" has become a common expression at the medical center, where Levy has been breaking down barriers since he arrived. When Beth Israel and Deaconess merged in 1996, the result was not only a train wreck in finances but a decline in staff levels and a crash in morale. Rather than feel loyalty to the larger institution, people stuck to their particular group.
Now Levy's doing his best to unite them. On a recent Wednesday afternoon, he joins Dianne Anderson, senior vice president of patient care services, in making a request to a roomful of nurses that some are finding difficult to believe. The event is called Nursing Town Hall, a quarterly open meeting and one of several new ways of doing buisiness at the HOSPITAL. LEVY AND ANDERSON, A REGISTERED NURSE, ARE ACTUALLY ASKING THE EMPLOYEES TO COMPLAIN.
"Has there been any improvement in terms of supplies?" says Anderson, who's explaining some changes the hospital administration has made over the months. "Are things any better? Any better at all?"
The nurses sit quietly. These big shots want their opinion?
"Has the supply situation gotten worse?" implores Anderson. She pauses. "Not worse?" A few hands tentatively go up.
"Victory!" exclaims Levy, and the nurses begin to laugh. "Listen," he continues, "it's very important we hear from you, positive or negative. If not now, later. If you see a problem, don't let it fester. Don't do a work-around. We need to address the system problems, so please let us know."
Now the conversation begins to open up. Nurses start talking about bottlenecks in supply lines, or about how some departments hoard valuable equipment to be ready for emergencies.
Meetings like this promote what Levy calls a "buy-in" to the system. He's amazed at how often people who run large or gan izations don't ask employees for their advice, even though the employees are the experts at what they do. This is especially important in hospitals, where the authority and egos of the physicians can create "a thousand points of veto." The best management should be an ongoing discussion - a "meta-negotiation," as Levy calls it.
Before Levy arrived, the situation had reached such a low point that the board of directors had hired the Hunter Group, a hospital consulting firm known for its drastic corrective measures. Its report was a devastating critique of a bloated and ineffective institution. Levy immediately made the report public and asked everyone in the hospital for suggestions. Within two days, 300 e-mails came in. Later, he posted his own 101-page analysis (plus appendixes). He agreed that the hospital was riddled with problems, a ship of a thousand leaks. But he rejected some of the consultants' solutions, such as firing nurses, reducing community health centers, cutting back obstetrics, and reducing the number of medical residents.
Then he got busy. He focused on what he calls "block and tackle issues," such as fixing the billing information systems and restructuring debt. Continuing an existing staff reduction program, he cut about 300 positions from the administrative budget, which translated to about 150 actual layoffs. He cut loose the Mind/Body Institute and contracted private companies to manage the sleep lab and dialysis units. The money he saved went toward taking $40 million off the medical center's overall debt of $500 million.
Levy also set up committees so the staff could begin solving its own problems. "It's not hard, analytically," he says. "The hospital's going broke. That doesn't tell you anything. So then you look at the dimensions of the problem. You break it into parts, pick four or five priorities, and get teams of people working on it."
Other staff members had already gotten started. Before Levy arrived, Dr. Josef Fischer, chief of surgery at the University of Cincinnati Medical Center, accepted the job of surgical chief and began recruiting surgeons, including liver transplant specialist and former colleague Dr. Douglas Hanto. Anderson started hiring new nurses and trying to make the job rewarding for the existing ones. Levy created an administrative post for cardiologist Dr. Stanley Lewis to restore the hospital's relationship to primary care physicians in the community.
Meanwhile, Levy, the president and chief executive officer, started a whirlwind round of meetings, dropping in on medical units, giving talks to staff members. A poster-sized card in his office says "Thank you Mr. Levy," with the signatures of dozens of hospitality workers he met with. He's even revived Rabkin's practice of picking up errant scraps of paper he happens to see. "I subscribe to the Disney theory of cleanliness," Levy explains. "If you leave one scrap of paper on the floor, it quickly becomes two."
This paper-scrap business has become a thing at the hospital, a bit of in-house schtick. The image conveyed is of a CEO at once meticulous and humble, something that Levy and his colleagues are well aware of. One day he and chief operating officer Dr. Michael Epstein were walking down the hall when both of them spotted litter on the floor. Epstein looked at him and said, "Mine or yours?"
Levy's actions have begun to shift the mood of the place. Fischer, who uses words like "depressed" and "entitled" to describe the atmosphere when he first got there, says people have since gained a sense of teamwork and direction.
There's also a growing openness at the hospital. "I never want to read a story that says, `Levy was unavailable for comment,' " he tells reporters.
When the hospital's computer system crashed for three days in November, for instance, Levy said to Epstein: "Mike, this is a spectacular opportunity for this place! Think of the team-building that's going to come out of this!" ("Epstein almost hit me," he later recalled.)
For the next three days, the entire hospital reverted to paper, as technicians from Cisco Systems flew in from North Carolina and the computer staff labored to get the network online. Levy himself came in through the weekend, donned sneakers, and ran around delivering lab reports. By the time the press got wind of the incident, the computers were up again, and the hospital could say that patient care hadn't been compromised. "Here's the script," Levy recalls telling Epstein and Dr. John Halamka, who runs the hospital's computer network. "One: Patient care was not affected. Two: The team really pulled together. Three: There's something to be learned from this." Just as he had hoped, the stories that emerged praised the hospital's willingness to share important, if embarrassing, information.
When people talk about Beth Israel Deaconess's problems, the conversation inevitably starts with The Merger. Before the merger, staff members say, the two hospitals were separately excellent and equally admired. Both were (and are) Harvard teaching hospitals - part of the loose amalgamation of 17 hospitals in Greater Boston affiliated with but not owned by Harvard Medical School. Beth Israel was the place where you could get state-of-the-art medicine with an extra dollop of personal warmth - "Harvard with a heart," people used to call it. It was there that Rabkin introduced the nation's first Patients' Bill of Rights and nurse Joyce Clifford developed a national model for primary care nursing. No one, they said, treated you like BI. Deaconess, on the other hand, developed as a gem of a specialty hospital, a place where other clinics would refer patients for sophisticated treatments such as vascular surgery. It was at The Deac, for example, where surgeons performed the first liver transplant in New England.
During the 1990s, health-care costs were forcing many hospitals to merge. And it was merging that was on the minds of the chiefs of the five major Harvard teaching hospitals when Dr. Daniel C. Tosteson, then dean of the faculty of medicine at Harvard, convened a series of meetings in 1993. Tosteson's goal was to create an alliance among the hospitals to improve efficiencies and cut costs. The negotiations went on for months.
Then, one night after a long and fruitless session, John McArthur, chairman of the board of Brigham and Women's Hospital, took aside Dr. J. Robert Buchanan, general director of Massachusetts General Hospital, and suggested that they forget the other guys and create their own alliance. They held a series of secret meetings and eventually emerged with an organization called Partners. The three other hospitals taking part in the original meetings - Beth Israel, Deaconess, and Mount Auburn - were left out in the cold.
"They basically took the two strongest siblings in the Harvard system, left the family, and created their own," says Levy. "Tosteson was blown away that two of his affiliates would do this without telling him."
Tosteson was not alone in his reaction. Noting that the announcement was made on December 8, Rabkin of Beth Israel says that it actually should have taken place a day earlier. Just like Pearl Harbor, he says, it was "a day that shall live in infamy."
As the Partners merger took root and began to grow and other hospitals merged throughout the region, Rabkin sensed he'd have to merge or be eaten. He could look up the street and see Deaconess Hospital, which, having failed in an attempt at a merger with New England Medical Center, was hemorrhaging cash and was a likely target for Partners. "If we didn't merge, Partners would have swallowed them, and then the Joslin [diabetes] clinic would fall," says Rabkin. "Instead of having a 900-pound gorilla to contend with [in Partners], we'd have a 1,200-pound gorilla."
So Rabkin and his counterpart at Deaconess, Dr. Richard Gaitner, took the plunge. They merged the two hospitals: one, the foremost Jewish medical institution in Boston; the other, Yankee to its core and one of the last hospitals in town to have Jewish physicians on staff. But bygones were bygones, it was time to unite.
This would be a real merger, not like Partners, which merged its business offices but kept the clinical staffs separate. The new Beth Israel Deaconess Medical Center would combine everything - staffs, clinical departments, and all. It would be "one network, one board, and the merger of all clinical institutions," Rabkin said at the time. Together, along with several other hospitals Deaconess had purchased over the years, they would create a medical powerhouse. They would call the new network CareGroup.
It's one thing to merge two hospitals' back offices - hire some staff or fire some accountants - and quite another to merge clinical divisions full of important and egotistical doctors. Jealousies developed over which department heads would take precedence, especially since most of the decisions went to Beth Israel. "It was all part of an attitude that the Beth Israel way of doing things was best," says a physician at the hospital.
To the Deaconess staff it felt like a hostile takeover. A more accurate description would be management by fiefdom. There was little loyalty to the larger institution, only to one's particular team.
It's hard to imagine how ugly the mood became. "I felt like I went to Kosovo every day to work," recalls Marianne DelGuercio, a nurse practitioner who worked in the cardiothoracic group. "People labeled you either Deaconess or BI and therefore the enemy."
In the spring of 1998, the 40-member Deaconess anesthesia team left en masse in a management dispute. Then Dr. Roger Jenkins, chief of the hospital's liver transplant unit, resigned. Soon the rest of the transplant team followed. The hospital hired a new liver transplant surgeon but had to shut down the unit after experiencing an abnormally high mortality rate. One surgeon after another left, snapped up by Boston Medical Center or other competitors.
The loss of staff and collapse of morale reflected a deeper economic dysfunction. Before the merger, Beth Israel was losing money, and Deaconess was losing more. Merging the two into one seamless entity made each hospital responsible for the collective debt. "It was like strapping two sinking lifeboats together," says Levy. It wasn't only two lifeboats, but a whole flotilla of sinking watercraft. For they also took on the debt of the smaller hospitals Deaconess owned. To make matters worse, Beth Israel and Deaconess took years to integrate their accounting and bookkeeping services. The result was a chaotic accounting system that cost the hospital millions in bills that expired or were never collected.
In order to address the economic problems, then-CareGroup CEO Dr. James Reinertsen took a series of dramatic measures, derided as "magic bullets" by the staff. He slashed psychiatry and eliminated palliative care - services that many saw as part of the hospital's soul. He planned to sell off big blocks of real estate and to form an intellectual rights deal with a pharmaceutical firm.
Unfairly, people grew to resent Reinertsen himself, a cool Minnesotan who had none of the haimish qualities of a Dr. Rabkin. "He'd walk in with Armani suits and shiny new shoes," recalls a physician at the hospital, "and always with some new vision. Six months later, there'd be another new vision. But nothing would really happen."
Philanthropy plummeted as wave after wave of bad news trickled out. "There was a terrible sinking feeling in the gut of many Jews in Boston - first at the merger and then at all the problems," says Irving Rabb, former vice chairman of Stop & Shop and past president of Beth Israel Hospital and Combined Jewish Philanthropies. "You have to understand that for many years, Beth Israel was the focal point of Jewish life in Boston. And now there was such a feeling of pain."
By late 2001, Beth Israel Deaconess had lost anywhere from $50 million to $70 million annually four years in a row. While the staff held the line on patient safety and research, all other vital signs were rapidly fading. "Employees were leaving, morale had been dissipated, the financial situation was in a state of crisis," says Dr. Joseph B. Martin, dean of the faculty of medicine at Harvard. The attorney general's office was threatening to put the hospital in receivership. A rumor spread in the medical community that the for-profit hospital chain Tenet Corp. had come sniffing around. When that happens, says a physician who formerly worked at the hospital, "you know you've hit bottom."
Levy approaches problems with a sense of what he calls "humble arrogance," something he learned as an undergraduate and graduate student at MIT: "It's a confidence that you can attack any problem, no matter how complicated, combined with a modesty that there's a lot about certain problems that you don't know, so you're willing to learn."
Considering his job, Levy puts in a fairly normal workday. He arrives most mornings between 7:30 and 8 and leaves in time to be home for supper with his wife, Barbara, a museum consultant. "I delegate everything," he jokingly explains. What he actually does is make decisions that most people would rather avoid.
"He's smart enough to understand very complicated things, ask questions and make decisions without second-guessing himself," says Philip Shapiro, former chief financial officer of the MWRA and now managing director of the Boston office of Standard & Poor's Corp. "He walks out at 5 with a clear desk and a clear conscience."
Part of what keeps Levy's mind clear is exercise. Most mornings he gets up before dawn and bicycles for a couple of hours around the back streets of Newton and the other western suburbs. (During the winter, he cuts back to once or twice a week.) He's fanatical about soccer, playing in an adult league twice a week and coaching and refereeing kids' games. All that may explain why he's noshing almost every time I meet him and never fails to offer something to eat.
Paul F. Levy (the "F" stands for Fidanque, from the Sephardic side of the family, which goes back to 13th-century Spain) grew up in the 1950s in Oceanside, New York, on Long Island, in a middle-class Jewish family. His father was a stockbroker, his mother a homemaker - both "gentle people who were always doing volunteer work." The family moved to Manhattan when Levy was in junior high.
A quiet kid, he grew to be something of an "infrastructure junkie" who liked railroads, electrical utilities, and all the other systems that hook people together. One day, his eighth-grade English teacher assigned students an essay about a subject of their choice. Levy had recently taken a ride on a new highway in New Jersey.
"This is so nerdy," he says, "but I was very impressed that they had an express lane and a local lane and wrote about it my composition. My poor English teacher said, `What the hell is this kid doing?' "
Naturally, he found a home at the Massachusetts Institute of Technology, a place full of kindred spirits who also saw the world as a series of complex and interlocking systems. (He's the only person I've ever heard use the words "warm" and "supportive" to describe his experience there.) It was there that he learned what he refers to as "the MIT approach" to solving big problems. It comprises two parts: "parsing" the problem, or breaking it down into smaller, more manageable components; and adopting the attitude that the bigger the problem, the greater the fun. "The attitude was: `Wow, this is neat! Let's go for it!' " says Levy. "And if that doesn't work let's try something else!"
Levy earned undergraduate and master's degrees in economics, urban studies, and city planning. He signed on with Governor Francis W. Sargent's administration as deputy director of the state's energy planning office during the energy crisis of 1974. "Paul had a lot of quiet confidence," says Thomas P. Glynn, who hired Levy and is now a friendly competitor as chief operating officer of Partners. "It never occurred to us that he was just a month out of MIT." He served as commissioner of public utilities under Governor Michael Dukakis and directed the Arkansas Energy Department under Governor Bill Clinton. Nothing would test Levy's ability to take on complicated systems as much as heading the MWRA in the court-ordered cleanup of Boston Harbor. Within four years, he turned around the troubled agency and brought in the cleanup under budget.
But consumers were furious about the steep hike in water rates, and people in Walpole were upset about a decision to put a landfill in their town. "Wanted" posters bearing Levy's image appeared around Boston, and pickets surrounded his home. So many death threats came over the telephone that Newton police provided an armed guard for several months. Former co-workers say this was the only time they recall seeing him less than happy at the job.
"I never encountered him personally," says Joanne Muti, who led a group called the Walpole Citizen Action Committee and who disavows the personal attacks. "We always dealt with the layer of people just below. But the attitude came across as `We know what's best.' In that way, he came across as arrogant, for want of a better word."
Levy's supporters say it wasn't arrogance people saw but his way of making decisions without second-guessing. Even now, he doesn't seem to understand his opponents' agitation.
He himself tells the story of a mother from Walpole who, years after the landfill dispute, approached him one afternoon after a Newton-Walpole soccer game had ended in a tie. "Mr. Levy?" the woman said. "We won, you know." She was referring to a state decision after Levy left the MWRA not to build the landfill in Walpole.
"What are you talking about?" he said. "It's a tie."
"Not the game," she said, "but the landfill. We won."
"I'm not even thinking of that anymore," he told her. "We're here on a soccer field. Talk to me about soccer."
"I wasn't going to give her the satisfaction," he explains, still smarting over threats against him and his family. "Sometimes you can't give in."
After the MWRA, Levy worked for a few years as a consultant and professor at MIT; then he took an administrative position under Martin at Harvard Medical School. Meanwhile, as one rescue plan after another failed for Beth Israel Deaconess, the board of trustees ousted Reinertsen and installed an interim president. Levy served on the search committee for the new hospital CEO and on the steering committee for the Hunter Group. He began to sense something familiar: a big, complicated organization facing a seemingly impossible series of problems. It looked like the kind of thing he might enjoy.
During that time, Lisa Zankman, formerly the human resources director at the MWRA and now a con sult ant, had lunch with Levy. She remembers him telling her: "You know something? I'm bored."
"You're always bored when things aren't a mess," she replied. "If you're really bored, go to BI. Now there's a place that needs you."
A short time later he was offered the position of president and CEO of Beth Israel Deaconess Medical Center. He wrote Zankman an e-mail: "Quick, talk me out of it!"
It was a joke, of course; nothing could have made him happier. Martin later said that Levy was the only person he'd truly trust with the job. Levy met with Reilly and secured the attorney general's promise not to pressure him to sell the hospital, in return for monthly status reports. Then Levy went to work.
The hospital's winter holiday party is a disappointingly tranquil affair. It's nothing at all like a scene from ER - music playing, streamers flying, alcohol flowing, doctors and nurses speaking unguardedly and behaving lewdly. Instead, it's rather homey: a banquet table in the cafeteria brimming with pastries, behind which stands Levy, ladling cider.
"Hi. I'm Paul," he says to all who come by. "How are you? How's it going? Have some cider."
"How's life?" he says to one weary medical resident. "Pretty busy?"
Levy's feeling holiday-friendly, but he's here for another purpose as well - taking the hospital's pulse.
People have reason to feel better this year than last. Under Levy's guidance, the hospital's deficit has dropped from an annual excess of $50 million to $26 million for the last fiscal year, well below the budget submitted to the attorney general's office, and the hospital is on track to break even by 2004. The hospital has hired 15 surgeons, the full-time equivalent of 147 nurses, and has reopened the high-profile liver transplant unit. Patient numbers have not risen from last year, but patient satisfaction surveys seem to be yielding encouraging results. A recent report by an Omaha-based hospital consulting group ranked Beth Israel Deaconess second among the 15 teaching hospitals it surveyed in terms of the percentage of patients who rated the care they received as "excellent."
Even those departments savaged by previous administrations find reasons for hope. Levy "seems to understand that mental health is an inextricable part of health care," says Dr. Mary Anne Badaracco, chief of the department of psychiatry, which was cut by 30 percent in previous years. "We don't have plans for expansion yet, but the mere fact that he even talks about it . . ."
But the first year under Paul Levy and his staff may have been the easy part, since it basically involved improving efficiency and selling some real estate. Now they face the real work. They'll have to negotiate to secure more favorable reimbursement rates from private insurers and to hold their own against government cutbacks. Levy and his colleagues will have to work to restore good relations among the primary care physicians on whom the hospital relies for patient referrals. They need to win back their former philanthropists. And then they'll have to make the hardest decisions of all - what kind of hospital they want to be. They can't out-compete Mass. General, "Man's Greatest Hospital," as some like to call it. They've got to decide what they can excel at, strengthen those areas, and de-emphasize the rest.
With the American health care system a mess and getting messier, Beth Israel Deaconess faces difficult years. And there in the thick of it stands the hospital's president and CEO, ladling out cider, urging his staff to another helping of sweets. Levy says happily, "Isn't this fun?"
Douglas Starr is co-director of the Knight Center for Science and Medical Journalism at Boston University. His book, Blood: An Epic History of Medicine and Commerce, aired last summer as the PBS documentary series Red Gold.


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A Message From Chuck For The DOOMED 'Adult Bedtime Stories' Tour - UPDATED!
Updated October 7th with a new rule!
Chuck emailed me the other day with a couple rules for the events of his upcoming DOOMED 'Adult Bedtime Stories' tour. Read on:
Chuck Sez: The First Rule of the 'Doomed' Tour is You Wear Your Favorite Pajamas. Gummy Flannel Bathrobes ala Tyler Durden? Baby Dolls? Flannel or silk? Wear it. Fuzzy slippers? Teddy Bears? Bring them!
The Second Rule of the 'Doomed' Tour is You Must Wear Your Favorite Pajamas. I will. Join me in my foolishness.
The Third Rule of the "Doomed" Tour is "Bring A Sharpie, Share a Sharpie." To truly participate, you'll be expected to write something with a fat, felt-tipped marker. A standard, old-school Sharpie works best. You won't be required to write more than a few words, but they've got to be legible -- and durable.
The last rule of the Doomed Pajama Party Tour is, bring flashlights. Bring stuffed animals. And bring a great question that you can write in Sharpie on something inflated.
You heard the man. Now check out all the tour dates for DOOMED here!


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Tulsa Events, Coupons, Reviews!
Tulsa Events, Coupons, Reviews!
For the last several weeks, everything in our house has been about Knights in Shining Armor, jousting and the like. When the boys found out that we were going to Medieval Times, they watched a few videos and got super excited!
The entire evening was a rousing success.
When you approach the castle, you enter and are immediately checked in. You'll then have time to take a look in the gift shop or have a beverage while you're waiting to enter the arena. You can also have a photo taken with the princess or the king. Each guest is assigned a Knight to cheer on. Ours was the Black and White knight. You are allowed to enter the arena as you are called by color. The process goes smoothly and quickly.
Guests sit in bleacher style seating with long tables in front of them. (Tip: go to the bathroom before the show starts – it could be hard to get out if you're in the center of a row…plus you don't want to miss one exciting minute of the action!).
You will have a dedicated server and you'll eat everything with your hands! The boys thought this was too cool. Our menu consisted of:
Tomato bisque
Roasted chicken (an entire half a chicken!)
Freshly baked bread
Herb crusted roast potato
Sweet corn on the cob
Lemon pound cake
Unlimited soft drinks
As soon as the food is being served, the show begins. There are knights and kings and princesses and horses! The show starts with beautiful pageantry and the introduction of the knights, to which there is wild roaring and cheering throughout the arena. The knights participate in contests both on and off their horses, and our boys were simply entranced. There's even a bad guy.
Finally, the winning knight fights the bad guy to the death. But don't worry – it's not gory or scary. Our knight, the Black and White Knight, won the day and the boys cheered until they were hoarse.
After the show we toured the castle grounds and the medieval village displays. We homeschool, so this was a perfect time for some education.
All in all we had a wonderful time and we can't wait to go back. If you'd like to visit, you can check out this link to find a location near you.
And get this! Medieval Times is giving away 200 tickets! You can win a four-pack for your family. Just go here to enter. Five random winners will be selected monthly through September 2020 for a total of 50 winners! Winners will be notified via email during the first week of each month. Tickets will be emailed within two weeks. Not valid Saturdays at the Buena Park, CA castle. Good luck, loyal royals!
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San Ramon, CA, US, 94583
Sales Associate, Madewell, Bishop Ranch
[Hourly Part-Time, reports to a store director]
What The Role is All About
Our Sales Associates:
- Deliver amazing service and build sales by styling and wardrobing each customer based on their needs.
- Connect with multiple customers at a time, making things quick and easy.
- Utilize knowledge and skills garnered from requisite training | fit sessions.
- Know their neighborhood: the events, artists, local influencers and style-makers.
- Are multi-taskers, jumping into any activity as needed to support the business.
- Share feedback, ideas and insights with the management team.
What We Expect From You
- Friendly, helpful and always smiling, for starters.
- Customer focused.
- Curious and courageous: ask great questions and listen intently.
- Artful and inspirational, because how it's put together is what's important.
- Be the best at what you do by achieving all your goals.
- Bring your smarts; we want thinkers who always do the right thing.
- Pride in your appearance and your store.
- Leverages technology to connect seamlessly with an omni perspective.
How We Measure Results
- Achieve daily sales and KPI goals as assigned.
- Participate in team efforts to drive incremental denim sales.
- Capture and create profiles during each transaction to increase customer loyalty (except California + Massachusetts).
- Achieve or exceed task-specific time standards.
- Complete training with flying colors.
Fine Print
Our Sales Associates:
- Are at least 18 years old.
- Communicate effectively and confidently.
- Process information and operate store systems accurately.
- Are available when we're busy, including: nights, weekends, and holidays.
- Assist in processing and replenishing and keeping the store looking great.
- Must bend, reach, stretch for product as well as lift, carry and move at least 40 pounds |18 kilos.
- Must move around the store with ease and be accessible to customers.
We are committed to affirmatively providing equal opportunity to all associates and qualified applicants without regard to race, color, ancestry, national origin, religion, sex, marital status, sexual orientation, gender identity or expression, legally protected physical or mental disability or any other basis protected under applicable law.
Nearest Major Market: San Francisco
Nearest Secondary Market: Oakland


text:
Another Sunday, another Pay-Per-View. WWE trots out the still young New Year's Revolution from Kansas City, Missouri.
Last year's version boasted the Elimination Chamber, and a successful title defense by John Cena... though he later lost his belt anyway after Edge cashed in his "Money in the Bank" contract.
Well, Cena has his title on the line again, but Edge has his hands full with DX and no one has any money in the bank. Instead, the champ has to deal with a man that has not been pinned and has never submitted in a WWE ring, Umaga.
Cena took advantage of Umaga's over-aggressiveness early with a low bridge, spilling the big man to the floor. Estrada calmed down his man, and Umaga threw Cena over the top rope from the apron.
With the action back in the ring, Umaga took down the champ with a clothesline. Cena tried to answer with a charge, but ended up on the wrong end of a Samoan drop. Cena was knocked to the outside, again, where Umaga slammed him into the announce position. Back in the ring, Cena attempted a sunset flip, but couldn't get Umaga over. The Samoan tried to drop on Cena, but the champ rolled away.
Cena picked up Umaga, but couldn't hold him and dropped to the mat. Cena got caught in mid-air attempting a cross-body block, and Umaga nailed him with a sidewalk slam. The challenger covered, but Cena was able to get his foot on the ropes.
Cena responded with the Throwback, but Umaga jumped to his feet and countered with a spin kick. Umaga then climbed the ropes and dropped onto Cena twice. The champ got his knees up on third attempt, though. Cena tried for the F-U but fell under the weight of Umaga.
The big Samoan locked in a nerve hold, and when the champ broke free, he got floored by a clothesline. Umaga climbed the turnbuckle only to miss a flying spike. The champ tossed Umaga into the ring post and followed with the five-knuckle shuffle. On the outside, Estrada pleaded with Umaga not to turn around, but instead Umaga walked right into an F-U. Once again, the champ could not hold Umaga up.
Umaga took advantage with a belly-to-belly suplex. The champ was then hung in the tree of woe. Umaga nailed him with a diving head butt, and the champ slumped in the corner. Umaga charged the champ, but Cena countered with two knees to the face. Cena surprised Umaga with a cradle and got the pin to retain his title.
The next WWE pay-per-view is the Royal Rumble on January 28. That's right kids; it's only three weeks away, so save your pennies.
If you've been with us for the past few years, you know the drill by now. Nick?s comments will be in plain type with Dale?s remarks in italics.
Jeff Hardy (champion) vs. Johnny Nitro w/ Melina (challenger) - Intercontinental Title Match - Steel Cage
Hardy takes control in the early going, raining punches in the corner and using a swinging kick to the chest to get a near fall. Nitro gets in some offense before Hardy makes the first attempt for the door, though he is soundly thwarted. The champ soon finds himself trapped between the cage and the ropes, but he recovers to dropkick Nitro into the steel, leaving both men down. Nitro delivers a pair of big spots with a superplex and a Russian leg sweep off the top rope. Both men scale the same corner, where the challenger hits a sunset flip power bomb. Melina interferes from the outside, whipping her belt in Hardy's face, and her man scores with a springboard dropkick. A few moments later, Melina gets involved again, barring Hardy from going out the door while Nitro goes up and over the top of the cage. But the champ uses his head to prevail, dropkicking the door open and crotching Nitro on it in the process. All he has to do is roll out the door to retain his championship.
Winner ... and still Intercontinental Champion ... Jeff Hardy at 14 minutes and 49 seconds
Match Rating: 7/10
Todd Grisham interviews Rated RKO. Todd wants to know why things are so personal with DX. Edge says they formed just to take out DX, and tonight they are going to show them their run is over. Orton rambles on about what they did to DX, and that they are fighting for their livelihoods.
The Highlanders vs. World's Greatest Tag Team - Tag Team Turmoil Match - Number One Contender Match
Haas and Rory start things off. The Highlanders tag team Haas with a drop toehold and an elbow drop. The WGTT get back by double teaming Rory with the leap frog drop. Robbie gets the hot tag, hitting drop kicks on Haas and Benjamin. Robbie climbs the turnbuckle, but Haas rolls away. Benjamin jumps on the apron and nails Robbie with a superplex. Benjamin covers for the pin. The unusual team of Hacksaw Jim Duggan and Super Crazy comes out next.
If you would have told me three years ago that Hacksaw Jim Duggan and Super Crazy would be tag team partners in a WWE match in 2007, I would have laughed until Red Bull came out of my nose.
Super Crazy nails a drop kick on Haas. Crazy is whipped into the corner, and Benjamin nails him with a cheap shot. Haas combos a back suplex into a bridge and gets the pin. Cade and Murdoch are in next.
Benjamin is nailed with the atomic drop/big boot combo from Cade and Murdoch. Cade drops his partner on Benjamin. Haas gets a hot tag and takes outs Cade and Murdoch. Haas climbs the turnbuckle and nails Cade with a drop kick. Haas locks in a submission hold on Murdoch, but Cade makes the save off the turnbuckle, as the ref is distracted. Murdoch drapes an arm over Haas to get the win. Cryme Tyme is next.
JTG is choked in the corner; he fights out and rolls up Murdoch, but once again the ref is distracted (and the crowd is flat lining). Cade knocks Shad off the apron, then double teams JTG with a suplex. Shad still gets the tag, though, but a reverse elbow slows him down. JTG trips up Murdoch on the High-Low, and JTG jumps in and to help on the finisher. Shad covers Cade for the pin.
Winner ... Cryme Tyme at 19 minutes and 3 seconds.
Match Rating: 5/10
The Coach never misses a chance to kiss up to Vince McMahon, and he loves the chairman's idea to have Donald Trump and Rosie O'Donnell settle their differences with a match on Raw tomorrow night. Vince says he'll make it happen, but he's joking, right? Right? Coach continues to brown nose until Ron Simmons drops by to stop him with a single word: "Damn!"
Kenny Dykstra vs. Ric Flair
Dale's still under the impression that Lenny Dykstra spit his tobacco juice all over the screen the first time Kenny was introduced with his new last name. I'm thinking that's quite possible. Dykstra connects with a dropkick to open the festivities, but Flair takes charge with his trademark chops. The youngster responds by suplexing Flair on the floor, then returns to the ring to lock on a Boston Crab. Flair's rally is cut short when he's thrown off the top rope for the 103,725,248th time. A missile dropkick has Dykstra looking good, but Flair has enough left to use two chop blocks to set up the Figure Four. Kenny finally manages to escape, and he drops the Nature Boy with a low blow and rolls him up to get the duke.
Winner ... Kenny Dykstra at 10 minutes and 2 seconds.
Match Rating: 5.5/10
Nitro is in the trainer's room getting iced. He tells Melina to call Joey Mercury. Victoria runs into her and offers a partnership. Specifically, she wants Melina's help in winning the women's title.
Mickie James (champion) vs. Victoria (challengers) - WWE Women's Title Match
During this match, Dale mentions yet again that he dislikes Candice Michelle because she is still living off her infamy from the GoDaddy.com Super Bowl ads. Or it might be because I used GoDaddy.com to squat on the domain rights for DalePlummer.com. Prepare to pay big buddy.
Winner ... and still Women's Champion ... Mickie James at 6 minutes and 49 seconds.
Match Rating: 3/10
Rated RKO (champion) vs. DX (Challenger) - World Tag Team Championship Match
Triple H and Shawn Michaels waste no time, taking the fight to the heels on the ramp. Edge gets suplexed back in from the crowd and backdropped on the metal; Randy Orton is tossed into the stairs, though he recovers and sends HBK into the ringpost when the match officially begins. Orton spends some time getting double teamed, then Triple H gets some of the same. Michaels gets the first hot tag of the match and drops an elbow on Edge, but Orton makes the save. Edge is backdropped out to the floor, and Michaels leaps out with a somersault plancha. Orton retaliates with a shot from his tag title belt, bloodying Shawn and making J.R. livid. Triple H makes the save back in the ring and the match continues. Edge's kick to the face puts HBK down, but he escapes an RKO and makes a hot tag to The Game. Trips clears the ring but appears to legitimately hurt his leg in the process, and it really looks injured when Orton delivers an awkward RKO. Michaels strikes out of nowhere with Sweet Chin Music, and Helmsley limps his way through a few more minutes of combat. Things take a strange turn when HBK clobbers the ref, then grabs a couple of steel chairs. DX nails their foes with numerous chair shots, and just about everyone is bleeding. That's not enough though - both announce tables are cleared. HHH tries to Pedigree Orton through one table, but it doesn't break. Michaels leaps from the top turnbuckle and drives Edge through the Spanish table with an elbow. Then, the match just ends. Nice match, strange ending. [Editor's note: WWE.com is reporting that HHH tore his right quadriceps.]
No Contest
Match Rating: 7.5/10
The champ is here! Todd Grisham asks John Cena about his upcoming match with Umaga. The champ says he won't back down from the challenge and will fight like hell to keep his title.
Carlito w/Torrie vs. Chris Masters
Carlito gets air after a back body drop from Masters. Carlito hits a springboard moonsault but only gets a two count. Carlito reverses a Master Lock attempt, which Masters counters. Masters follows with a back breaker. Carlito leap frogs Masters, only to take a nasty clothesline. Carlito answers with a springboard back elbow and a running knee lift. Carlito tries a roll through, but Masters sits on him and gets the pin by grabbing the tights. After the bell, Masters slaps on the Master Lock.
Winner ... Chris Masters at 5 minutes and 56 seconds.
Match Rating: 5/10
John Cena (champion) vs. Umaga w. Armando Alejandro Estrada -- WWE Title Match
Winner ... John Cena at 17 minutes and 18 seconds.
Match Rating: 6/10
Total Event Time: 2 hours and 35 minutes
Event Rating: 6/10
Dale Plummer and Nick Tylwalk would like to introduce Jason Neidig to the Pay-per-View team. Jason is the official WWE historian of the group. Please send all historical inquiries to Jason @ email@example.com.


text:
This is the Concavenator corcovatus, a new species of dinosaur discovered in Cuenca, Spain. This weird 20-feet-long predator could be the predecessor of the meat-eating titans that dominated the Cretaceous. But what's that hump? It could be his battery.
Scientists believe that this dinosaur—which was unearthed almost complete—is the earliest member of the Carcharodontosauria, the titanic flesh-eating monsters that ruled our planet 145 million years ago. This family included gigantic beasts like the Giganotosaurus, which could measure up to 47 feet.
According to the study, published in Nature, the new dinosaur shows some peculiar bumps on one of its arms' bones. This is another very surprising feature: These bumps served as anchors to large feathers in small dinosaurs that were more closer to birds than others. However, the Concavenator corcovatus belongs to a much earlier period, and it was larger than those. The discovery could show that feathers appeared in these animals earlier than was expected.
But its most surprising and apparent feature is the hump on its back. In the words of UNED's Fernando Escaso, main author of the paper:
It is the first time we have ever seen a structure like this on the spine of a dinosaur, although it is common on some animals today, such as cows. At the moment, the function of this structure is unclear. We believe that the animal was not diseased because the spine shows no sign of being cracked or broken, we think it is a feature of this species. One hypothesis is that it was a reservoir of fat.
That fat could could have been burned in periods of hunger, acting as energy storage.
Another "crazy" hypothesis—according to Escaso—is that it could serve as a counterweight to keep its equilibirum. [Las Hoyas via AFP and El Mundo]
If you are not familiar with the history of the dinosaurs, this is a good introduction:


text:
WWWant! – Domain Sales Landing Page HTML Template
Posted on
Important: As off November 1st, 2014, we have discontinued all support for this item and consider it a "retired product".
Please note that this item will not receive any future updates. Thank you for your understanding!
WWWant! is a cross browser compatible HTML landing page created for domain name owners that want a nice way to present and sell their domain names. It comes packed with two color schemes to suit your preferences: light and dark, both with separate PSD files.
- Font used: League Gothic
- Icons used: IconMonstr
January 25, 2013 – Updated files to add migration support to jQuery 1.9.0. This fixes an issue that mainly manifested with lightbox- type of plugins.
Thank you!
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- Tags: ajax, contact form, domain name, Domains, html, HTML5, jquery, landing page, one page, php, Sales, skins, Software & Services


text:
It's relatively common knowledge that when one kicks a football, if they lean back the ball usually goes higher, and if they lean forward slightly it goes at a more desirable height.
Why does leaning back make the ball go higher?
I'm guessing that it could be something to do with the centre of mass or angular momentum.


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Recently, we checked a big item off our travel bucket list: cruising to Australia and New Zealand. The Azamara Quest made her maiden voyage Down Under earlier this year, and so far our guests love this unique destination! Travel expert Scott Eddy joined us for a 16-Night voyage. "It's been at the top of my bucket list for quite some time," Scott said.
The voyage embarked from Sydney before cruising to other ports in Australia, Tasmania, and New Zealand. Scott's favorite ports were Napier and Picton.
The Azamara Quest docked in Sydney, Australia.
Scott in Tasmania - he said it's one of the most beautiful places he's been!
Cruising the breathtaking Milford Sound.
Sailing into Picton, New Zealand.
Sheep strike a pose in Dunedin, New Zealand.
"I love wine, so my favorite spots were when I toured the Marlborough and Hawkes Bay regions of New Zealand. It not only had amazing wine, but the scenery was flawless."
Photos from several winery visits and tours.
Scott also enjoyed the incredible wine and food offered onboard the Azamara Quest. He attended three different Chef's Table dinners and a caviar tasting and indulged in a bit of bubbly.
Photos from Chef's Table Dinners. French, Italian and Californian menus are offered.
Breakfast with a view in Sydney.
Breakfast with a view in Tasmania.
Lunch on the veranda.
Lobster tail served onboard.
Key Lime Pie served onboard.
Tasting caviar.
Which bottle of champagne to open first?
Believe it or not, Scott had never heard of Azamara® before joining us for a voyage!
"Like most travel experiences, it's the hidden gems that are the truly great times," Scott said. "Azamara goes above the call of duty on all levels. Especially the staff – they are really incredible and are always thinking of all your wants and needs before you can."
Grabbing a selfie with Captain Carl, a great guy.
Scott had some incredible onshore experiences during his voyage. But he was surprised to find that time spent onboard was just as pleasurable.
"Normally 'days at sea' are boring and looooong, but the days at sea on this voyage didn't really feel like them, we always had things to do and had fun."
Bingo with a side of bubbly.
One of many incredible sunrises witnessed onboard.
Scott even met up with fellow travel expert Lee Abbamonte during the voyage!
Two of the most influential experts in travel!
Has Scott's journey on the Azamara Quest inspired you to explore Australia and New Zealand? The Azamara Quest will remain in Australia for the rest of February before sailing on to Asia. Follow us on Instagram to see updates!
Next year the Quest's sister ship, Azamara Journey, will make her maiden call to the region. Check out these voyages:
- 18 Night Great Barrier Reef Voyage
- 15 Night Australia & New Zealand Voyage
- 16 Night New Zealand Explorer Voyage
- 18 Night Australia & Asia Voyage
Already planning for 2018 travel? The Azamara Journey will return to Australia then, too. View voyages here.
Other Blogs You May Like...
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This is a special post from Ann Tran of ann-tran.com. When we think of taking a cruise, we usually think about going as a couple or a family. But...
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Publisher: Human Rights Resources Center
The Universal Declaration of Human Rights (UDHR) is a declaration adopted by the United Nations General Assembly on December 10, 1948. The Guinness Book of Records describes the UDHR as the Most Translated Document in the world. The Declaration arose directly from the experience of the Second World War and represents the first global expression of rights to which all human beings are inherently entitled. It consists of 30 articles, which have been elaborated in subsequent international treaties, regional human rights instruments, national constitutions and laws.
Passport-sized booklets (pack of 10, 25, or 50 available)


text:
Browse and compare the following Bradford Place home real estate below or contact Joseph & Joseph - The Vero Beach Realtors to help you find your perfect Vero Beach home.
Today's Real Estate News & Advice
Updated: Wednesday, February 26, 2020
Dining Rooms Are Back! Here's ...
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Copyright ©2020
Realty Times
®. All Rights Reserved
Coldwell Banker | Ed Schlitt Realtors®
2055 US-1, Vero Beach, FL 32960
Joseph O'Neill: (772) 643-6824
Joseph Schlitt: (772) 360-6824


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Friday, December 20, 2013
We Wish You A Wild Xmas
I'm probably outta here 'til sometime in January. Thanks to all my wonderful readers and contributors. You-all make it happen.
Reader Eric writes to us to requesting what sounds like a pretty amazing bit of Christmas darkness and sick humor, Noah Quisenberry's "Daddy Came Home On Christmas," in which a boy murders his sexually abusive father. It's the merriest Christmas ever! I don't have it. Anyone? Snippets of it can be hear in the last minute or so of this vid, from a series about outsider music that we've covered here before. This one's an all-xmas special.
As long as we're searching for lost records, Brian from AZ is desperately seeking the b-side to that lovable old coot Walter Brennan's "Space Mice," called "Thievin' Stranger," another one I don't have. See folks, I really don't have every weird record ever made. Not even close. Make their Christmas wishes come true!
Someone who does have a lot of strange/bad/outsider/unusual Christmas record is Bomarr, who's back with his latest collection:
"Wild Xmas Vol. 8"
featuring goodies like a Rodd Keith (under the name Rodd Rogers) song-poem, R. Stevie Moore, a Brazilian nugget from Caetano Veloso, the video-game bloopiness of 8-Bit Synthtown, and some Staxx soul from Carla Thomas.
And I had to put my nomination for the Worst Christmas Record back on-line, just because.
Need a last-minte gift suggestion? Darryl Bullock's book "The World's Worst Records," from the stellar blog of the same name. Get a 16-song download wth it, too. I'm gonna sit on Santa's lap and ask for a copy. Or at least I'll try, until security rousts me out again. DAMN them.
And nothing says "Christmas spirit" like sappy music from an irate right-wing talk-radio host: Glenn Beck's "Believe Again." He claims it will have you dancing and crying at the same time. Isn't that what goths and Morrisey fans do?
3 comments:
- Tim from Radio Clash said...
OMG That Worst Xmas Records....speechless...
It's like 'screw the people on the bus - yay Daddy's here!' - err...
And I love Daryl's World's Worst Record blog, made of win!
And long time no hear for Bomarr...
- 7:17 PM, December 21, 2013
- Tim from Radio Clash said...
That Bomarr site is a treasure trove of Xmas music! Some I recognise as stuff I used on my Bah Humbug CDs - we must go to some of the same places - some I don't...
Every year on the podcast I say 'never again' for Xmas music. But looks like next year I'll have a load more Christmas Crap to play!
- 7:33 PM, December 21, 2013
- Darryl W. Bullock said...
Thank you for the kind words and the sweet plug Mr Fab - and for the music, of course. Have a brilliant Christmas!
- 2:50 AM, December 23, 2013
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by Tadej Turk Nature 20 May 2019 173 times
20 May 2019
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Tadej Turk
Tadej's first camera was single-lens reflex to enable him more possibilities in creating different photographs.
His photography is intended to combine narrative and expressive dimension of images, as well as pure artistic dimensions. He finds motives in nature, architecture and urban life, especially human in urban affairs. Slovenia offers countless sources of beautiful and unique motives.
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Welcome to our new website.
As we begin our 35th year, we thought it was time to spruce things up a bit. That's right, we've gone fully digital.
For the same low price, tests will be available for download in PDF format immediately upon publication. No more paper forms. And with the implementation of an updated payment system, we now accept credit cards.
We hope you'll love the new changes. Be sure to let us know what you think.


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Tuesday, May 1, 2012
Weeding Your Manuscript: Pesky Dialogue Problems
14 comments:
- Keli Gwyn said...
Great tips, Julia. In my early days, my dialogue was Dull with a capital D. Contest judges pointed out that my characters all sounded the same. Um, yeah. They sounded a lot like me. *blushes*
That wasn't my only problem. When I took a good look at my dialogue, I saw that my characters used proper English, which probably stemmed from my days working as an editor. They also used big words. Too big in many cases. They didn't use many fragments. They finished all their sentences and rarely interrupted one another. Can you say boring and unrealistic?
I spent some time reading the work of some of the great authors out there and studying their dialogue. I read blog posts and craft books. And I eavesdropped--er, make that listened in--on conversations of those around me. I even started watching TV with the subtitles on, so I could see the dialogue.
When I received the endorsements on my debut novel and one of them complimented me on my dialogue, I rejoiced. It proves that even a dialogue-challenged writer like me can learn a thing or two. :-)
- May 1, 2012 at 8:08 AM
- Mary Vee Writer said...
Excellent post. Fabulous points. One of my greatest past times is listening to others speak. The wealth of material, oh my.
I will share my favorite said by a co-worker, which I plan to include in some work:
"My sister fell out of the crazy tree and hit every branch on the way down."
The first part wasn't the zing, it was the second part. A ridiculous visual played in my mind. Who wouldn't laugh?
Listen to others=#1
- May 1, 2012 at 9:06 AM
- Lindsay Harrel said...
My WIP has two main characters: one is a teenager, and one is her mother. So, yeah, they're not going to talk the same!
You make a good point about dialect. I think it's hard NOT to stereotype, though. I mean, if someone is from the South, he/she will probably say "ya'll", right? Is this a stereotype (because not EVERYONE in the South says it) or is it just a likelihood? Interesting thing to consider. Thanks, Julia!
- May 1, 2012 at 9:54 AM
- Jeanne T said...
Fun "dialogue" here today. :)
KELI, I so appreciate your sharing what you did in learning to write dialogue better. I did some of those in my early drafts, but I'm learning to let my characters interrupt each other.
MARY, I laughed out loud at that one! Falling out of the crazy tree and hitting every branch on the way down. :) Smiling!
LINDSAY--here's taking the Southern dialect a little further. There are dialects and accents that differ by state. Or so I was informed when we spent a year in Alabama. Oh, and there's "y'all," which is when you're speaking to one person, and "all y'all" when you are speaking to more than one person. :)
Julia, I loved this post and I'm holding onto it. I feel like I have so much to learn in writing better dialog.
I have a question for you: if you have scenes where the character is alone, what can you do for dialog? For example, my hero is making a fix on his house while his wife (heroine) is out doing something. I'd love any ideas you can offer. :)
- May 1, 2012 at 10:03 AM
- Ava Walker Jenkins said...
Great reminders, Julia. I especially like the listening suggestion. I had to inventory my own dialogue for a few days to realize I rarely address my husband or children by their given names. Yet, my characters were doing this all the time . . . at least they used to. Not anymore.
Kelli, thanks for the reminders to be less formal with dialogue. I sometimes find in revisions I've given a character a mouthful of English comp words, that in all reality, the character probably wouldn't even know how to pronounce properly. :-)
- May 1, 2012 at 10:47 AM
- Julia M. Reffner said...
Thanks so much for your insights. I always love when people are willing to share from their mistakes, because let's face it most of us make the same ones. Embarassed to admit to it, but yes, eavesdropping in an appropriate context is so helpful. I wanted to mention it actually, but wanted to make sure I wasn't advocating it in the wrong way. I so relate to your struggles as an editor. As a library person I have the same struggle.
Love, love it. You must use it. I can imagine tone probably added to the humor in this case, too.
You raise a great question here. Because a stereotype usually developed because it was TRUE in many cases. So I guess we just need to think about each individual case maybe.
- May 1, 2012 at 11:03 AM
- Julia M. Reffner said...
I agree, great dialogue. Thanks for participating!
That's a great question. I would say maybe up the action in those sections to balance for the lack of dialogue. Anyone else have any suggestions? I love getting a dialogue going in the comments (pun intended, sadly).
Yes, yes, this is such a common mistake that I have to watch for. Its so easy to put in names, especially if you're trying to avoid "he said/she saids."
- May 1, 2012 at 11:09 AM
- Nancy Kimball said...
Jeanne, give him a "Wilson." If its not dialogue for the sake of dialogue and you don't want to go heavy on internal monologue, Wilsons are great. In the Tom Hanks movie Castaway, we all remember that volleyball Wilson.
It was a great device to solve the same problem.
For your WIP, if its a home repair, you could cleverly work in one of the tools (he hits his thumb with the hammer or head with the wrench and goes off on said tool and what the real problem is bleeds into the dialogue, etc.) Or if he's in the attic and finds an old picture with a backstory character and dialogues with it. That's all I can think on the fly.
A contest also helped me strip first names in dialogue. And listening to those around you are GREAT for one-liners and picking up authentic dialogue. Here's a few of my gems gleaned around the office.
(My boss's little league team lost their first game. You need the context for this one to work.)
I've got a bunch of paste-eaters in the outfield.
It's the low-hanging fruit.
Isn't that like bringing sand to the beach?
Keli, its easy for authors to turn their characters into sock poppets without realizing it. So glad your focused study paid off. I like the idea of watching TV with the captions on.
- May 1, 2012 at 12:10 PM
- Angie Dicken said...
Great post, Julia. I am beginning to love dialogue more and more as I write and read. I used to be lazy...just wanting to tell what happened, or what was said! My biggest pet peeve is the dialect thing. Especially set in England or historical times...it totally throws me out of the novel when a modern day phrase is used!
- May 1, 2012 at 12:26 PM
- Jeanne T said...
Julia and Nancy, thanks for the great suggestions. I'm going to think on that and figure out how to incorporate. ;)
- May 1, 2012 at 1:27 PM
- Cindy R. Wilson said...
These are good tips! I was just working on my story and wondering if I was using too much dialogue. I just need to heed this advice and make sure my dialogue is appropriate and makes sense for who's speaking.
One thing I always do when writing dialogue is put what first comes to mind. When my character's speak, I try to write the dialogue quickly and off instinct to make it sound as natural and close to real dialogue as possible.
Again, great tips!
- May 1, 2012 at 2:33 PM
- Julia M. Reffner said...
Great tip about making a "Wilson"! I love it! I'm going to remember this for future.
Love that paste eaters line, BTW! That's a definite keeper!
(Nodding head in agreement). Yes that drives me nuts in historicals and Amish novels when they use modern expressions.
I think Nancy's tip is golden. Hope you find something that works for your scene. Its easy for me to get caught up in what works for other authors, but I know God will show you just the right thing for your specific story.
That's a great tip, writing off instinct. Its so hard to find the balance, isn't it?
- May 1, 2012 at 2:46 PM
- Unknown said...
Many dialogues I read clarify something. They reveal a plot, give meaning to an event, explain a situation, reinforce what emotions have already shown. When I read these dialogues backwards I notice they often are very straightforward, are perfect in a sense.
How often do you have a 'perfect' conversation? Without any misunderstanding or moments when you have to repeat yourself? How often do people always allow each other to finish their sentence? And how often does time allow you to really finish a conversation?
I love dialogues that make a clever use of repetitions, misunderstandings or interruptions and that sometimes leave me more confused than I was when I entered a conversation.
I wish there were more imperfect dialogues.
(or maybe I should read different books)
- May 1, 2012 at 3:28 PM
- Julia M. Reffner said...
Very good point about the lack perfect conversations IRL.
- May 1, 2012 at 5:00 PM


text:
- FamilySearch.org
- Ancestry.com
- MyHeritage.com's WorldVitalRecords.com
- HeritageQuestOnline.com
- censusrecords.com
I also told her that the only real way to make sure and find the records was to do a name-by-name search of the entire U.S. Census record for the place where the family lived in the 1920 U.S. Census since the family lived in the same place in both the 1910 and 1930 U.S. Censuses. We looked at the place (Enumeration District) in the 1920 U.S. Census and it had about 196 pages. I mentioned that I called this "bulldozing" the record, that is, starting with the first page and working my way back and forth through the record until I had searched every page. I also mentioned that inevitably, the name was always on the opposite end of the record from where you started (not always but it seems that way). She didn't say anything, but left to do her research.
Yesterday, she came back to consult and was looking for someone else to talk to. She talked to Holly Hansen, who was sitting by me in the same room in the Library. She explained her question and Holly started to explain that she needed to look at the 1920 U.S. Census and go through every page of the place looking for the family. She said that was the same thing the I had told her the day before! We had a good laugh about that. Yes, the answer is always the same, go through the entire record looking carefully at every entry and make sure you look for variations in the spelling because the Enumerators did not necessarily spell the name the way you think they should have.
Indexing is helpful, but not infallible. Even looking at multiple indexes is helpful, but again, if the Enumerator or whoever wrote the record got it wrong, the indexers will also "get it wrong" because they have no idea what the real name is but only what was written on the page. For example, "Tanner" has been indexed as "Tamer" and many other variations.
If you look at FamilySearch.org and its millions upon millions of digitized records in the Historical Record Collections, you will almost immediately see that there are a huge number of unindexed records where the images are available and the only option is to bulldoze through the records. Fortunately, the records are broken down into separate microfilm rolls, so the research is much less difficult than it would be looking at the original microfilms, but it is still tedious in many cases and takes considerable time to go through each section of the records.
One of the researchers was complaining that the exact microfilm record in the Library that she needed seemed to be missing. There was no "space" where the record should be. It was gone. I explained that as the records were digitized online, they were retired from circulation as microfilm rolls. This likely solved the problem of the missing roll since I have not yet heard back about the issue.
If you think about this for a few seconds, would you rather sit in front of your own computer and examine the digitized record with the ability to zoom in and magnify the image or sit in the dark at the microfilm reader with its limited ability to enhance the image? The advantage of digitized images is apparent, but the availability of the images does not do away with the need to bulldoze through every page of some types of records, even if the records are indexed. How badly do you want to find your missing relatives? It takes only a few sessions of research to realize that you do not always find them easily in some online index. Just hope they lived in a small town. Holly related to the researcher yesterday how she bulldozed through the entire Salt Lake City, Utah U.S. Census record for one year and finally found her ancestor. So, read (bulldoze) the entire record. It may be the only way you find what you are looking for.


text: DysoForums :: View topic - DROP IT! (A FLAME) DysoForums Gallery Donate Dyso.com Search Memberlist Usergroups Stats Register Login to check your private messages Login DROP IT! (A FLAME) DysoForums Forum Index -> eXiled Spirits (Private) View previous topic :: View next topic :: Hide signatures Author Message gaea106HeroJoined: 20 Feb 2003Posts: 633 Level: 22 XP: 100% Posted: Thu May 15, 2003 3:45 pm Post subject: DROP IT! (A FLAME) I can't begin to express how disappointed I am at some of the flames going on in the boards! xS is DEAD! IT IS NO MORE!! If you have a personal beef with the admins and DMs I will tell you something, don't drag the rest of us with you through the mud! Start your own new guild and conduct your war on the OSB. For everyone's information Conrad is the coolest DM on the server next to Y. Get your IC and OOC stuff straight. Better than making a new guild, go to another server! They don't need your bullshit! Angel_________________ Conrad Hollows wrote: After reading what Gaea has had to say, I think I am in love. Hey Kindo, gimme one of your damn hearts. Heh. Back to top Display posts from previous: All Posts1 Day7 Days2 Weeks1 Month3 Months6 Months1 Year Oldest FirstNewest First DysoForums Forum Index -> eXiled Spirits (Private) All times are GMT Page 1 of 1 Jump to: Select a forum General----------------Official AnnouncementsChatterHelpComplaints, Rants and FlamesOff TopicWorldbuilders General - History (Read-Only)----------------Chatter - HistorySuggestions - HistoryBugs - HistoryComplaints, Rants, and Flames - History Dysotopia----------------Dysotopia Information (Read-Only)Dysotopia: The RebirthSuggestionsDyso Quest Idea VaultIn-CharacterBugsEvents Cities----------------EleriinaKravenwoodSylvandaleGloth Guilds----------------General Guild TalkLeague of Shadows (Private)White Guardians Of Eleriina (Private)Order of the Shining Blade (Private)The Lost Guard of Glorin (Private)Keepers of the Long Story (Private)Order of the Howling Wolf (Private)Druid Circle (Private)High Knights of the Lost Guard (Private)Tempest Steel (Private)Kravenwood Militia (Private)The Kraken Society (Private)The High Council (Private)Kravenwood Leaders (Private)eXiled Spirits (Private)The Scamps (Private)Nel's House / Rumanos' Dark LairShadow Clan (Private)Black Shadows (Private)Salon de la RoseThe Shadow Bretheryn (Private)Items 'R UsTrader's GuildHigh Order of the SpammersWilwarin-Men' Cobar Arulean----------------State of the WorldIdea MillCobar Wide Bugs Har-Rhun----------------AnnouncementsIn-CharacterHar-Rhun BugsSuggestions Tuskandale----------------AnnouncementsIn-CharacterTuskandale BugsSuggestions You cannot post new topics in this forumYou cannot reply to topics in this forumYou cannot edit your posts in this forumYou cannot delete your posts in this forumYou cannot vote in polls in this forum Powered by phpBB 2.0.2 © 2001, 2002 phpBB Group


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Today Dorkly asks, "What if the world's most popular websites were Pokemon?" Ash probably would have had a hard time collecting all of those gym badges with Pornotubeon at his side.
If you could carry around any website in a ball in your pocket, bringing it out whenever you pleased to rollick and play a midst the tall grass, which would you choose?
Would you go with Facespook, the ultimate evolution of Myspectre?
Perhaps the internet-toughness of Torchan, keeper of the mighty Flamewarthrower?
All nice choices, but what if you had one Pokemon that could evolve into any of seven different ultimate forms, one of which is a pink and yellow, video game obsessed squirrel-looking thing?
Maybe I'm a little biased.
For more website-based Pokemon and other internet rage-inducing humor, head over to Dorkly right now.