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After the Flood, by Bill Cooper
'The wars and persecutions which followed the first preaching of the gospel in Britain have destroyed all certain records of Christianity in these early times.' (Churton, E. The Early English Church. London. 1841. p. 3)
The above comment, made over 150 years ago, is typical of the mistaken assumption under which scholars have laboured for centuries. The records of this island's earliest Church, far from having been destroyed or lost, are in fact to be found in the Welsh documents known as the Triads. The fact that no notice has been taken of them down the centuries is due entirely to the prejudice that has been lain upon anything of Welsh origin since the Augustine-inspired massacre of the Welsh clergy at Bangor in the early 7th century. To read some books these days, one could easily be misled into thinking that Augustine himself was practically the first Christian to land on these shores, the 'Lucius' mission to Rome of the late 2nd century and the Celtic Church in general receiving minimal notice.
Modern scholarship, when dealing with the earliest appearances of the Christian faith in Britain, will usually set up straw-men, personified in the late Saxon-cum-Norman legends of Joseph of Arimathea and of St Paul's allegedly landing here, only to knock them down again with the erroneous observation that nothing can be certainly known before Augustine's day. Otherwise, all is legend and insubstantial myth. But is it? As is often the case, the original records carry a somewhat different story. Flinders Petrie tells us about it:
'The Lucius question next arises. To judge of this we must look at the whole of the statements about the rise of the British Church. We must carefully keep to the authorities, as confusion has arisen by modern authors making arbitrary identifications of the east British or London family of Casswallon with the west British or Silurian family of Caradog. The actual statements of the triads name two generations before Caradog (Caratacus) and three after him - Llyr, Bran, Caradog, Cyllin, Coel, Lleirwg. From triads 18 and 35, Bran was seven years a hostage in Rome for his son Caradog - implying that Caradog was sent back to rule in Britain. The seven years, therefore, would be from AD 51 to 58. From Rome he "brought the faith of Christ to the Cambrians". Looking at the Epistle to the Romans, written AD 58, the obvious strength of Christianity then, its hold in Caesar's household, where Bran was a hostage, and its political position under Nero, there is nothing in the least improbable in a British hostage in Rome being among converts by AD 58. In triad 62, Lleirwg, the great-grandson of Caradog, "first gave lands and the privilege of the country (i.e. position of native free-men) to those who first dedicated themselves to the faith of Christ", and he founded the first archbishopric, that of Llandav. This would be about AD 130 to 160. Three generations for such a spread of influence from one of the royal family is certainly not too short a time.
Next comes the account in Tysilio [i.e. Jesus College MS LXI] and the Liber Pontificalis, that Lies (Lucius) sent to Eleutherius, "soon after his entrance upon the pontificate", or about AD 180, for missioners from Rome. If the west British rulers had already started official Christianity a generation or two earlier, there is nothing unlikely in this movement. That Christianity was firmly established in even remote parts of Britain at the close of the second century is shown by Tertullian stating that "the Britons in parts inaccessible to the Romans, Christ has truly subdued". Collateral with this is the great importance of the Gallic Church under Irenaeus AD 180. The later stage, of the British bishops in AD 314 attending the Council of Aries, brings the development into the full course of ecclesiastical history. In this growth thus recorded there is not a single stage that is historically inconsistent or improbable. Further agreeing with this is the genealogy of Vortigern in Nennius (49), where, amid purely British names, Paul occurs at about AD 175.'
1. Adv. IUD., p. 189, edit. 1664.
Flinders Petrie made just one mistake here in that he misinterpreted the genealogy of Vortigern as being given in descending order in the original Latin of Nennius, when in fact it is given in ascending order. In other words, Paul did not live before Vortigern (who flourished ca AD 450) but after him, probably around the year AD 600:
The mistake is surprising, for Nennius specifically states that this
genealogy is 'traced backwards to the beginning' (Haec est genealogia
illius quae ad initium retro recurrit), i.e. in ascending order, rather
than forwards to the end in descending order. But in everything else, Flinders
Petrie is perfectly correct. It is unequivocally stated in the early records
that the man who first brought the Christian faith to these shores was none
other than Bran, the father of Caratacus (Caradog) who, with his family,
was taken to Rome in chains and paraded before the Senate by the Emperor
Claudius with the view to their immediate and summary execution. Caratacus
(or, more usually, Caractacus), however, gave his famous speech of defiance
that earned him instead the Senate's applause, a state pension and apartments
in the Imperial Palace. And here conventional history loses sight of him.
But the triads add to our knowledge. They tell us that, in perfect accord
with previous Roman practice, Caratacus was allowed home to rule as a puppet
king, but his family were kept behind as surety for his good behaviour.
Whilst detained for seven years in Caesar's household, his father Bran was
converted to Christ, and when allowed to return to Britain in AD 58, the
very year of Paul's epistle to the Romans, he brought the Christian faith
with him. It is difficult to imagine a more straightforward, uncomplicated
and entirely feasible account, and we can only wonder why it has been ignored
all these years.


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If only we had known! If only Monitor had told the world that! What a relief that would have been to all the MBA students who continue to be tortured by it! And all the consulting firms that continue to use the Five Forces thinking in recruitment and consulting cases! And the business journals like HBR that continue to promulgate it as embodying some kind of timeless truth!
Maybe Monitor should have marketed itself as the anti-Porter consulting firm? Maybe that could have saved it? It would certainly have been a differentiator.
Unfortunately the recognition of the lack of utility of the Five Force analysis has not yet reached business schools, many of which continue to teach it as the unquestionable gospel. Moreover, if one looks as the thousands of business cases that consulting firms use to recruit new staff from business schools, one can also observe precisely the same mindset: it is the Five Forces mindset that determines "the right answer" to the problem at hand. Harvard Business Review republished Porter's 1979 article in 2008 with only slight modifications, with the insinuation that it reflected eternal wisdom.
Hence my article responds to the urgent need to reexamine the worth of this kind of thinking, which remains pervasive, even if its provenance in Michael Porter's work is not always explicitly acknowledged.
Too much faith in gurus?
The massive outpouring in response to my article suggests that I had managed to articulate concerns that were deeply felt.
Edna Pasher wrote: "Maybe in the Monitor Group the team followed Porter with too much respect for the leader, and this did not allow for new ideas and tools to emerge… Porter has been a Guru for a long time and maybe this success blinded him and his team from openness to different emerging perspectives. This is often the danger with success – that we might lose humility and willingness to constantly check our beliefs and assumptions."
It is good to remind ourselves of Taiichi Ohno's dictum that even a wise man is wrong 30 percent of the time. And 50 percent of the things that we normal people firmly believe are just plain dead wrong. The trouble is figuring out: which of the things that I now firmly believe is false?
I believe that although the main thrust of my article that Monitor was killed by the customer, not the Five Forces, is correct, the article could be taken to imply that Monitor's main or only business was strategy. In this respect, it was incorrect. Readers have pointed out that in addition to helping Ghadafi's son with background research for his PhD thesis as part of a multi-million dollar deal to establish Ghadafi himself as a genuine intellectual, and promising on its website to generate the chimera of "sustainable competitive advantage", Monitor also had interesting things going on in innovation (Doblin) and scenario planning (GBN).
As Edna Pasher writes: "We need to co-create the future of organizations with humility. This leads to another insight emerging in this conversation – the age of management gurus seems to be over. Porter has been a Guru and many have followed him blindly and have not dared to ask what needs to change in his well branded toolbox."
Nevertheless, a brilliant PR achievement?
Charles van der Hoog wrote: "The demise of Porter Group and your article came as a welcome relief to me. It confirms my own experience with them decades ago. The two mainstay books were, frankly, wanting in depth, in my view, (I used to be an econometrist) and not being based in any real experience in markets like I was having then. But, as literally everybody considered them the highest godgiven gospel, I had to study them and try to make sense of it. I have also known the company in Amsterdam itself from very close quarters, even getting inside info. My conclusion was, then, that they were confidence tricksters. And, now, events have corroborated that. However, the history and runaway success of Porter and his group form a very interesting study as a Public Relations and self-promotion case. It was brilliantly done, in every aspect. I have the deepest respect for that. Obviously, there is much to be learned from that."
I agree that in one sense Monitor was a brilliant PR accomplishment–making so much money from something that "lacked any basis in fact or logic." In an ethical sense, that is hardly something to be emulated: it has not been good for society.
Nor do I think that such a PR triumph can be emulated. In 1979, Michael Porter just happened to be the right person with the right message at the right time. Pursuit of shareholder value ("the dumbest idea in the world") was just getting going with a vengeance. The C-suite was starting to realize that they could cash in, big time. Along comes Michael Porter with a rain dance that justifies their cashing in. Porter arrived at just the right time. Hopefully that era is now coming to an end. People are starting to see the rain dance for what it is.
Too much emphasis on innovation?
Kevin Horne also wished that I "hadn't used the word "innovation" so generally. Either it or 'Big Data' is going to win the award for 'Most Overwrought Meme of 2012.' It leads everyone to believe they too 'can just do it.' And it has already led to dozens too many 'strategy consultants hanging out 'Innovate or Die' shingles of their own…"
I agree that there is a risk of over-use of the term, "innovation". I have in other articles suggested alternative terminologies, such as "continuously providing additional value to customers or delivering it sooner" or "delighting customers" or "more perfectly performing the job that customers want done" (Christensen). Other writers have suggested still other terms, such as "enchantment" (Guy Kawasaki), "joy" (Chip Conley) and "raving fans" (Ken Blanchard).
But let's not get hung up on words. What is more important than the particular term employed is understanding the substance: that there has been an epic shift in the balance of power in the marketplace and that the customer is now the boss. Firms will only survive if they respond to customers' wants and needs in a world in which customers have choices and accurate information as to what those choices are.
It was Monitor's failure to do this that led to their bankruptcy. In some lines of business, (GBN, Doblin) Monitor appears to have been successful, but overall, it didn't generate enough customer delight to fund its various activities. We can discuss the various things that Monitor might have done differently to avoid the debacle. Deploying the Five Forces analysis isn't one of them.
Strategy a zero-sum game?
Paul Ward asked: "Nowhere do I see that Porter views a market as a fixed size and that the game is zero-sum. Reference?"
Porter wrote in his landmark HBR article in 1979, "The state of competition in an industry depends on five basic forces… The collective strength of these forces determines the ultimate profit potential of an industry." The article goes on to explain how to get a bigger slice of this profit potential by positioning the firm in part of the market where there is little competition.
One can see the consequences of this type of thinking in thousands of business cases taught in business school, which generally begin by requiring the student to establish the size of the market and the resultant "ultimate profit potential" of the relevant industry as part of the basic framework for solving the problem. The customer is usually mentioned almost as an afterthought. Details on what the customer might really want are rarely given. Discussion of how shifts in the interaction with customers might have an impact on the size of the market is not encouraged. Changing the interaction with the customer and hence the size of the market are thus rarely part of "the right answer" which is generally about getting a bigger slice of the given profit potential of the existing market, often but not always as compared to rivals.
While not all of this blinkered thinking can be blamed on Michael Porter, as the blame must be shared with the case writers, Porter's writings have certainly been influential. As Joan Magretta says that "Porter's ideas are the most widely used in practice by business and government leaders around the world. His frameworks have become the foundation of the strategy field."
Strategies that people can understand?
Richard Yeager wrote: "As we all know, there are no secret or perfect strategies and the definition of a 'good one' changes over time. Therefore, it seems that it is the organization's on-going ability to create shared clarity across and throughout the entire organizations about its formula for success that will ultimately determine the winners and losers. In other words, an average formula for success that is clearly understood and is able to be 'translated' by everyone to what they do and how they do it has a high probability of being well executed and will beat a great strategy that is unclear to the organization every time."
While I am all for clarity, I am not sure that there are many "average formulae for success" these days. As Tom Friedman pithily argues in his interesting book, That Used to Be Us, "average is over".
Monitor's demise wasn't caused by the Five Forces?
Marissa Campise wrote: "The reason monitor failed is unrelated to Porter's Five Forces."
Precisely. The Five Forces were as usual irrelevant. What killed Monitor had nothing to do with competition among rivals, or risk of new entrants or threat of substitute products or bargaining power of customers or bargaining power of customers. What killed Monitor was the fact that customers were not willing to pay sufficient for what Monitor was offering.
Monitor's main problem was operations?
A number readers wrote that Monitor was killed by poor operations. For instance: "No matter how good the strategy, a business that doesn't operate efficiently and has costs that exceed its revenue is going to die, and that's what happened."
While it is obvious that there were operational problems (e.g. do PR for the Ghadafi regime for millions), the implication of this tack is worrying: as usual, despite the debacle, the strategists in the C-suite are blameless. It's those poor benighted lower-level munchkins—the operations managers—who should be held accountable. The more cerebral, talented strategic thinkers in the C-suite who don't dirty their hands with operational matters such as making better products and services can now move on to their next triumph. Sadly, in this case, without an outsized bonus, unless of course they managed to extract it before the current troubles.
Mike Sandman agreed: "Perhaps the root of the problem was that the cerebral, talented strategic thinkers…didn't dirty their hands with operational matters." He points out: "When a consulting firm the size of Monitor gets itself into a $51 million cash hole, it has fatal issues, both operational and strategic."
Knowledge of competitors is important
Divya Dweep Kaur wrote: "Though I agree that dependency on one single product and lack of innovation will ultimately destroy a company. But, I don't feel that Porter's five forces is a redundant theory. in order to succeed, one important criteria is the knowledge of competitors. Knowing what they are up to, incorporating the best practices and making a strong defense. There is a lot one can learn from its competitors, the strategy lies behind the correct use of this information…"
I agree that knowledge of competitors is an important component of strategy. What is wrong is to turn it into the whole ballgame.
Thus Albi Beqiraj also wrote that the Five Forces framework was useful if used as one option among others.
Yes, it's tempting to say, well, there are many frameworks and they all have their merit, let's use them all. We might decide to do that, but if so, we should keep in mind that Porter's thinking rests on a foundation of fundamental conceptual errors. The essence of strategy, business and business education is not coping with competition. The purpose of a firm is not to make money for its shareholders. There are grains of truth in Porter's work, but the conceptual foundations on which it rests are rotten. So we should extract the grains of truth with care.
"The Five Forces helped me"
Some readers complained that in criticizing the Five Forces analysis I was trashing something that they had found useful. I am glad to hear that some people have found help from Porter's five-forces model.
It is however a bit like saying that we had success for over a thousand years in predicting the movements of the planets with the geocentric model of the universe, so why should we accept that the earth revolves around the sun?
There are ways to reinterpret Porter's theories, so that they can appear to make sense, as Joan Magretta does in her interesting book, Understanding Michael Porterr. However redefining the true meaning of "competition" as "adding value to customers" is to flout the standard definition of "competition" in any dictionary. It is also not exactly what Porter actually wrote or what is taught in his name in business schools around the world and apparently practiced by leading consulting firms.
There are much simpler and more direct and more fruitful ways of understanding what is going on, without such intellectual contortions, particularly because the world has changed so much since Porter started putting forward this theories. In astronomy, we decided to move on. I believe that it is time to do so in business strategy.
Balance of power shift isn't universal
Brad Focht wondered whether "the balance has shifted to seller or buyer specifically – this is more industry specific and cannot be generalized."
The following phenomena affecting the shift in power from seller to buyer are universally applicable: (1) globalization (2) the internet, giving all customers immediate access to generally reliable information as to what is available and its quality and (2) social media that enables customers to communicate with each other.
The impact of these phenomena is happening at different speeds in different industries. But all industries will receive the impact in due course.
At the same time, the internet and social media are huge opportunities for businesses to connect and interact with customers. Inward-looking firms focused on tweaking their own value chain are going to have a tough time of it.
Building moats vs maintaining moats
Tren Griffen made the interesting point "You confuse the ability to identify a moat or the ability to understand the importance of a moat, with the ability to actually create a moat or maintain one. These skills are very different things. People like Ray Kroc and not Michael Porter create moats. To be an investor or professor you need not be able to create or maintain a moat. People like Warren Buffett and Charlie Munger buy barriers. Building them is tough. That an academic consultant would be unable to create or maintain a business with a sustainable competitive or manage that business is not surprising at all."
The distinction between building moats and maintaining moats is a useful one. "People like Ray Kroc and not Michael Porter create moats." Exactly. Charlie Munger and Warren Buffett understand that they are unable to create moats: so they buy them, ready-made and then seek to maintain them. The implication that durable moats can be inferred by studying the structure of the industry has turned out to be false. It may have had some plausibility in the 1950s when business was dominated by large oligopolies. It is certainly not true now that power has shifted from the seller to the buyer.
More balanced accounts of Monitor's demise?
Dee Shukla suggested that readers should seek out more balanced account of Monitor's demise, such as Nov 14 issue of The Economist.
I agree that The Economist piece is a lively read, but in the end, are we any wiser as to why Monitor died or why it did so little in the last five years to avert the obvious impending debacle? The lack of a clear diagnosis is partly because the author appears to share the very assumptions that led to Monitor's demise. To figure out what went wrong, we need to reexamine fundamental assumptions.
To work, strategists!
And read also:
What killed Michael Porter's Monitor Group? The one force that really matters.
The single best management idea in the world
Is delighting customers profitable?
The dumbest idea in the world: maximizing shareholder value
The five big surprises of radical management
Steve Denning's most recent book is: The Leader's Guide to Radical Management (Jossey-Bass, 2010).
Follow Steve Denning on Twitter @stevedenning


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NCRC Foundering, Others Step In – April 12, 2012
Kevin L. Hoover
Eye Editor
ARCATA – Caring for people in need has always been a struggle, and currently it's something of an internal one among local care providers and their agencies.
Closed for three months, its staff dissipated and $20,000 short of funding required to re-open, the North Coast Resource Center (NCRC) is now seeing the services that form its core mission – food outreach and the engagement of individuals in need – being taken up by others.
The NCRC board of directors, now down to three people, is frustrated by what it sees as lack of communication by its former partner agencies, as well as a maddening paradox: the others are taking on the NCRC's traditional duties because they don't foresee it being able to do so. But being locked out of the local service provision picture undermines the NCRC's ability to gain grant funding to do the work in the first place, perpetuating its marginalization and irrelevance.
For their part, former collaborators complain of poor performance and lack of communication by NCRC – particularly with regard to the use of some of the funds raised specifically for the wintertime Extreme Weather Shelter being used by the NCRC for an entirely different purpose last year – daily operation of the Arcata Service Center (ASC), located across from the Intermodal Transit Facility.
At the same tme, while it is increasingly sidelined, the NCRC has one major, if temporary asset envied by others – the lease on the City-owned ASC.
These issues and others came to a head during a tense meeting at Sunny Brae Church last Wednesday, April 4. NCRC Boardmembers Derk and Wendy Schulze complained of being sidelined, saying that the ostracism is preventing the organization from re-establishing itself.
The Schulzes said they had been hearing of new developments of interest to the NCRC from third parties, with business being done "behind closed doors."
"We're not getting any cooperation from the other non-profits," Derk Schulze said. "There seems to be a lot of double talk and misinformation."
"We have been told so many things," Wendy Schulze said. "We don't know what's up."
Quite a bit, it turns out.
• Arcata House, which provides transitional shelter, and the Humboldt All Faith Partnership (HAFP), which operates the Arcata Night Shelter, are studying a possible merger.
"We have been working closer and closer over the last six months," said Karen "Fox" Olson, director of Arcata House.
She said unifying the two groups' administrative structure could reduce duplication, freeing more resources for the groups' mission of sheltering people.
"It seems to make more sense to try to streamline expenses," she said. "We're in a courtship position, but we haven't even given each other rings yet."
She said the two organizations' marriage could be consummated by the end of the year.
• The HAFP has received a $47,000 CalFresh grant to purchase a food service truck, which will distribute lunches prepared at the Night Shelter three days a week at as-yet undecided locations.
Community Development Director Larry Oetker said discussion of the food truck goes way back, the theory being that it could deliver food relief to where people need it while not concentrating needy individuals in need at one location.
Oetker said the City isn't participating in establishing the truck, and that its sole contribution has been to advise the HAFP as to where to locate the truck while conducting outreach, and that would be on private property in industrial or commercial zones where well-established mobile food vending regs would apply.
• Food For People, which has been operating out of the Presbyterian Church on an interim basis, is looking at moving to the Church of the Nazarene, which now hosts the Campbell Creek Connection.
The talks are in an extremely preliminary stage, with no plans yet made, said Jason Hervyn, pantry network coordinator with Food For People. He said a meeting has been set for April 17 to begin the planning process, which will include engagement of the local community and the Nazarene's neighbors. Meanwhile, the Tuesday food service at the Arcata Presbyterian Church will continue until Nazarene service might be established.
The above developments, confirmed at the meeting, only compounded the dismay of the NCRC representatives.
"I'm wondering where that leaves us," said Brenda Bishop, NCRC boardmember. "We have not been asked to the table in a lot of collaborations."
She said the NCRC's three-part plan – to re-open, re-establish and repair its relationships in the community, and reassess its direction – was being stifled by the freeze-out. Further, she said, NCRC members had been subjected to personal and professional denigration, with old grudges surfacing unhelpfully.
"We'll do anything to make collaboration work," Bishop said. "We're on the same team."
She said NCRC members had heard that the organization could participate in the overall service picture, but that current boardmembers would have to resign.
"Where do we stand?" Bishop asked.
Pastor Tim Doty of the Arcata Presbyterian Church said he couldn't respond to loose talk the NCRC may have heard from others, but he had some beefs with it.
Doty said he'd suffered some inappropriate public criticism by former operations manager John Shelter, but that the real problem was the organization's questionable use of Extreme Weather Shelter (EWS) monies for daily ASC operations.
When it came to light that no funds were left over for this season's EWS – even though enough for roughly two years' worth had been raised through community fundraisers and service clubs last year – there was frustration among the Arcata pastors who had spearheaded the effort.
Between screening, meals, sanitation, transportation and staffing, the shelters were estimated at the time to cost $200 per night, and just 17 were held last year – presumably leaving funds left over for this season's EWS. But when winter came there were none.
The pastors asked the NCRC for some documentation of the disbursement of the nearly $7,000 raised for the cold-weather shelters, but that none was ever provided.
"The communication totally broke down, and not on our part," Doty said. "We feel that communication and accountability are essential."
Derk Schulze said that the communications breakdown and misdirection of funds was because of the mess the NCRC was in last year. He said the organization's books and records were in a shambles, and that "there were things we didn't know about, that other boardmembers were doing."
"I feel like it fell apart when John said he needed the funds for operations," Doty said, "He'd broken a covenental agreement."
At the time, Shelter said that the shelter nights turned out to be more expensive than originally estimated for the ASC, where participants were prepared for lodging. "It's all together," he said. "Without the facility, you don't have the extreme weather shelter."
David Horwitz, president of the Arcata House board, acknowledged the NCRC's honorable intentions and the commonality of their goals with those of HAFP, but suggested that it ought to bootstrap itself.
"I don't want to rehash the past," he said. "You now have to convince me that you have the ability to put those services together," he said. "If you put together a program, I want to help."
Derk Schulze pled for cooperation. "Even though the past is the past, we are having trouble re-establishing trust," he said.
Wendy Schulze objected to being displaced, and being accused of poor communication – something that's now stifling the NCRC. "We're trying to rebuild, but finding other services starting up," she said. Funding, she said, is dependent on food service, soon to be embodied in the food truck rather than the ASC.
"It's a two-way street," Bishop said.
"Why are you not supporting us?" Wendy Schulze demanded.
Horwitz responded comprehensively. "For years I stood up for the NCRC," he said. "Now I see you're closed for three months and have no staff or finances. Nothing has increased my confidence in your ability to pull it off."
He said the real issue is effectively providing services, and the other groups are moving forward to do that. At some point, he said, the NCRC will have to make a fundamental decision as to whether it is still a viable entity and can make proper use of the ASC lease, which runs rhrough June, 2013.
"There's always work to be done," Horwitz said. "You have to decide whether the NCRC is the vehicle to rescuscitate or not."
If NCRC is not going to be financially or structurally viable, Horwitz said, the ASC lease should be renegotiated with the City to allow others who are really doing the work to utilize it.
Oetker said the NCRC asked in December for three months to regroup and restore service. "This is kind of the time when we expected them to come up with a strategy," he said. While the NCRC has control of the disused ASC as long as it abides by the terms of its lease, Oetker said staff would be reviewing whether that is still the case.
Olson pointed out that the ASC was specifically designed for homeless assistance, and feared that the longer it is not used for that, the higher the risk that it might be reassigned for some other purpose.


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This was a year — and an Oscar season — for our enduring fascination with bad cinema mothers.
As The Daily Beast's Stephen Farber points out, it was almost as good a year for dysfunctional matriarchs — think Black Swan and The Fighter, hard on the heels of Mo'Nique's monstrous turn in Precious — as for cinematic cunnilingus. (Freudians are welcome to connect the two trends!) But then, it's nothing new.
Farber takes us through the history of film, from the noble mothers of the silents to the game-changing Mildred Pierce (being remade!) on down to The Manchurian Candidates I and II. Clearly audiences — and Oscar voters — love a bad mom, whether she's flat-out horror fodder (think Norman Bates or Carrie) or more subtly cruel, like Mary Tyler Moore's withholding Ordinary People character.
Sure, it's easy drama, and as we all know there are only so many stories to tell. But is there more to it than that? It seems clear that we love to see an evil mother vanquished as the ultimate villain. Oedipal, sure — and you'll note that both the director's helming this year's crop are men — but also institutional. It doesn't seem like a stretch to point to society's traditional fear of the aging woman as crone, witch, malevolent power. After prime fertility, we don't know what to do with women — a dynamic played out dramatically and ironically in Hollywood. In a way, it's easier to deal with them if they're villains, forces who exist purely to disrupt the lives of younger, more viable characters for whom our feelings are less complex. The mothers in the films from the last few years aren't just bad; they have no lives of their own, are parasitic. God forbid they should have more going on than doting on us malevolently — maybe our real — and unspoken — fear.
Hollywood's Bad Mother Obsession [Daily Beast]


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Welcome to People of Prophetic Power Ministries
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It is our prayer that this website will be a blessing to you as you move through it. It is our desire that you come away feeling like one of the family. We pray that after reviewing the site that you come away feeling refreshed, encouraged, and strengthened in your daily pursuit of His will regarding your destiny.
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Allen & Francine Fosdick


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Welcome to Wise Bread's Best Money Tips Roundup! Today we found some great articles on tips to keep you sane while traveling, tax moves to make before the end of the year, and how to chose the best charity.
7 Time Saving Tips to Keep You Sane While Traveling — Keep yourself sane when traveling by slowing down and being safe. [Careful Cents]
Tax moves to make before the end of the year — Before the year is over, remember to use your retirement accounts. [Bucksome Boomer]
How to Choose the Best Charity — Make sure you chose the best charity by asking people you trust what charities they donate to. [Moolanomy]
7 Do-It-Yourself Gift Ideas — This holiday season, consider saving money on gifts by making someone a recipe collection. [Money Talks News]
Should You Get Dental Insurance? Options For Dental Coverage — An alternative for dental coverage you may want to consider are dental discount cards. [The Digerati Life]
5 Steps to Rocking Your Grad School Interview — Rock your grad school interview by showcasing your diversity. [SavvySugar]
Travel Tips and Checklist for Parents — When packing for your kids, make sure you bring ID cards and any medicines they may need. [Parenting Squad]
Lessons In Leadership From Andy Bernard Of The Office — As a leader, sometimes it's a good idea to let employees decide how to reach their goals. [American Express OPEN Forum]
Best Places to Book Travel: Your Credit Card Mall! — By booking your travel through your credit card mall, you can earn rewards on top of your rewards. [Nerd Wallet]
The Ethics of Savong Money — What would you do if a clerk gave you back more change than he or she should have? [Five Cent Nickel]
Wise Bread Tweetchat (#WBChat) — Don't miss our weekly tweetchat at 12pm PST! We will be giving away prizes!
Be sure to check out our News & Events Calendar to see all the awesome upcoming events in the personal finance world!
Disclaimer: The links and mentions on this site may be affiliate links. But they do not affect the actual opinions and recommendations of the authors.
Wise Bread is a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to amazon.com.


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Not everyone thinks about retirement income in the same way.
We hope the worst won't happen, but sometimes it does. Leave a legacy of love and financial security - make getting life insurance a priority.
Plan to always protect the ones youlove most.
What are the tax advantages of an annuity?
Are my current retirement savings sufficient?
How much should I save to reach my goal?
How much do long-term care services cost?
*MDRT is recognized throughout the industry as the standard of excellence in life insurance sales performance.
Alan Kramer is an agent licensed to sell insurance through New York Life and may be licensed with various other independent unaffiliated insurance companies in the states of NY, CT, NJ, and CA (CA license #0D13450)). No insurance business may be conducted outside these states referenced.
^Alan Kramer is also seperately registered as Investment Advisor Representatives, under Eagle Strategies LLC, a Registered Investment Advisor, collectively offering advisory services in the states of NJ, CA, CO, GA, and NY. As such, these services are strictly intended for individuals residing in the states referenced.
Alan Kramer is a Registered Representative of and offers securities products and services through NYLIFE Securities LLC, Member FINRA/SIPC, a licensed insurance agency. In this regard, this communication is strictly intended for individuals residing in the states of NY, NJ. No offers may be made or accepted from any resident outside the specific states referenced.
Alan Kramer is licensed to offer mutual funds and variable products. Market Watch information is provided for informational purposes and is not considered an offering of securities.
NYLIFE Securities LLC and Eagle Strategies LLC are New York Life Companies.
For additional information, visit Customer Relationship Summary.pdf
Check the background of this investment professional


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I remember when I first spied Pine Cone Hill linens in a local shop in town years ago and instantly fell in love with the brand's fresh and vibrant patterns. Pine Cone Hill is a sister company to Dash & Albert rugs (another favorite!), both run by visionary Annie Selke and filled with her beautiful designs for home, which include table linens, bedding, sleepwear, and other decorative accessories.
Pine Cone Hill offers fresh and fabulous textiles for any home and the quality is supurb! I have a few of Annie's pillows, blankets, and rugs scattered around my home and they're favorites of mine. Always chic, the collections include linens with a colorful vintage vibe and also subdued hues in calming neutrals as well.
This week, Pine Cone Hill is offering two lucky winners a $100 shop credit to choose something lovely for your home – free shipping too!
Eligibility to win one of two $100 shop credits to Pine Cone Hill:
1) Hop on over to Pine Cone Hill and pick a favorite among the collection! Name it in a comment on this post.
2) For a second chance to win, mention this giveaway on Facebook or Twitter, then leave a second comment telling where you linked (FB or Twitter).
Giveaway ends Sunday January 6, 2013 at midnight PST. Two winners, US and Canada only. By entering this giveaway you agree to this site's giveaway policy and Official Rules of Entry.
Winners #113 Susan Audrey and #356 Cyndi notified by email.


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Welcome to Belterra Springs
Come experience the best in luxury living in Dripping Springs, Texas today! With top-rated schools, quiet surroundings and short commute to Austin, Belterra Springs is the perfect place to call home.
- Amenities
- Floorplans
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Community Features
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- Resort-Style Pool
- Garages Available
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- Picnic Area with Barbecues
- Valet Trash Service
- Dry Cleaning and Laundry Service
Apartment Features
- Granite Counters in Kitchen and Baths
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*In select apartment homes
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Virtual Tours
Love, love, love this place!! Super, great place! Atmosphere is wonderful and so many amazing features. Life is good at Belterra Springs!
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Our first month here in Belterra Springs has been pretty awesome! We love the staff and the amenities.
Your Opinion Matters
Resident Portal
Start living today. Register here or through the leasing office to gain access to resident portal, Begin enjoying amenities and services the e-way anytime – whether it's paying rent, requesting service or more.
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Pay online, check the status of your payments and review your payment history.
Pay with Confidence!
TriVest McNeil Real Estate has created a secure way to pay your rent and other amounts due under your lease by submitting payment directly from your bank account via eCheck.
This is a secure way to have your rent and other amounts due under your lease automatically debited from your checking or savings account each month on a recurring basis. Sign up, and we'll handle the remaining details.
How much does it cost?
There is no fee.
How can I be sure that my rent payment was processed?
Your payment will be shown on your monthly bank statement as a debit with date paid, reference number, amount and item description.
How can I get started using eCheck?
Just create an account or stop by your leasing office for more information.
How long will it take to start using eCheck?
You can begin using eCheck immediately.
Pay one time or every time.
Our online payment system is always available. So, whether you find yourself needing to use the service once or wanting to use it every month, it is easy to access our secure website and use eCheck to pay your rent and other charges.
Use when moving in or out.
Pay security deposits, rental application fees, or outstanding balances.
Enjoy the convenience.
Make your payment online at anytime, from anywhere.
As always, we continue to accept personal checks, cashiers checks and money orders for rent payments.
Maintenance Requests
If you need assistance with an item covered under our Routine Service Request process, submit your request through your community resident portal.
If this is an emergency, please call 911. If this is a maintenance-emergency, please call your community directly.
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Be protected. We want you to be an informed resident. Renter's insurance is a program that protects your personal belongings from damage and you from liability for your actions.
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- Simply put, you need renter's insurance for your peace of mind
Austin, Texas 78737
(p) 512.288.1700
Get Directions
Request Information
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Help us ensure that we are providing the best possible living experience by giving us your valuable feedback.Provide Feedback


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Los Angeles Real Estate Market Conditions
Los Angeles Schools and Demographics
Elementary Schools near Los Angeles, CA
Middle Schools near Los Angeles, CA
High Schools near Los Angeles, CA
Ungraded Schools near Los Angeles, CA
Demographics near Los Angeles, CA
Los Angeles Homes For Sale & Area InformationWith a population of more than 9.8 million, Los Angeles County is the most populous county in the United States. The county itself is more populous than 42 of the country's states and the city of Los Angeles is the country's second largest city. It is home to over a quarter of all California residents and exhibits some of the most diversity nationwide.
Homes for sale in Los AngelesIf you're in the market for Los Angeles County real estate, you'll have a wide range of properties to choose from. Just about every style of home is represented in the county, including homes designed by world-renowned architects. In Los Angeles County you'll find everything from Spanish style to Midcentury modern, beach houses to bungalows, and multi-million dollar estates to condos.
Major Cities in Los Angeles CountyLos Angeles encompasses an area of over 4,000 square miles, making it bigger than Rhode Island and Delaware combined. There are 88 incorporated cities that make up the county as well as two islands - San Clemente Island and Santa Catalina Island. Some of the most populous cities in the county include:
Los Angeles County AttractionsLos Angeles County is home to some of the country's premiere attractions and entertainment venues. Within the county lies the center of American film and television, Hollywood. Residents and visitors can enjoy a day at Universal Studios Hollywood, a theme park that entertains guests with thrill rides based on major movies as well as studio tours to catch a glimpse of how movies are made. Los Angeles County is home to many parks, the largest of which is Griffith Park. Here visitors can enjoy biking, hiking, picnicking, horseback riding or visiting the Los Angeles Zoo. The park is also home to Griffith Park Observatory, where visitors can view exhibits about the universe and offers opportunities to learn about the night sky. The Observatory has been featured in many classic films, such as Rebel Without a Cause. The county has many museums that offer detailed views of our cultural history. Some of these include:
Los Angeles County TransportationLos Angeles County certainly has a reputation for its transportation system. There are many major highways that serve the area including I-5, I-105, I-405, I-605, I-10, I-110, I-210, I-710, US Route 101 and many, many more. There are several major airports within Los Angeles County. The largest is Los Angeles International Airport (LAX). Others include Long Beach Municipal Airport, Bob Hope Airport in Burbank, LA/Palmdale Regional Airport, Van Nuys Airport, Santa Monica Airport, Hawthorne Municipal Airport and Zamperini Field in Torrance. Because Los Angeles County has many port facilities, there are a number of railroad lines. Passenger rail service is provided by Amtrak, Los Angeles Metro Rail and Metrolink. Union Station in downtown Los Angeles is the primary hub for commuter trains. Los Angeles County also has two major seaports. The Port of Los Angeles is the largest cruise ship center on the west coast and handles more than 1 million passengers annually. Ferry service is also available to Catalina Island through Long Beach. The Port of Long Beach handles mostly commercial sea traffic.
More Information
Los Angeles Map
Los Angeles real estate offices
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Flagship Realty, Inc.
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Wilshire Metro Realty Inc.
California Homes
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CB Richard Ellis, Inc.
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Prudential California Realty
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Home for Sale near Los Angeles
Nearby Cities
Los Angeles Zip Codes
Nearby Cities Homes for Sale
Website designed by Constellation1, a division of Constellation Web Solutions, Inc.


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Saturday, May 21, 2011
Drama Queen
Posted by Heather at Saturday, May 21, 2011
Whenever Daddy or I speak to your sternly, "No, no, Katy- don't touch that!", "Katy, that's hot!" or you don't get your way, you will put your head in your little hands and start fake crying. Or, you will put your head on the floor, cover your head with your hands, butt up in the air and then start crying. Of course, you always look out from behind your hands to make sure Daddy and I are getting the full effect of your tantrum, which is how we know that it's nothing serious. Such a drama queen! I thought the terrible twos were still a ways off!
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Cable channel truTV has ordered a fourth season of their popular Full Throttle Saloon TV series.
The show debuted back in 2009 and a total of 26 episodes have aired thus far over the show's three seasons. The cable channel has increased their episode order each season. The third season had 10 installments and season four will have 12 episodes.
Season four of Full Throttle Saloon is expected to debut sometime this winter. All three previous seasons have debuted in November.
truTV Saddles Up for a Fourth Season Of Hit Series "Full Throttle Saloon"
After scoring its biggest season ever, truTV's Full Throttle Saloon is revving up its engines and heading back to Sturgis, S.D., for a fourth season of the hit series. Set to return this winter with 12 all-new episodes, Full Throttle Saloon looks at the behind-the-scenes havoc at the "World's Largest Biker Bar," Michael Ballard's enormous, 30-acre indoor/outdoor watering hole during one of the biggest biker rallies in the world.
Each year, "The Throttle" has nine days to generate enough cash to cover its 300 employees, 100 of which are voluptuous go-go dancing bartenders. The expansive venue features large and small performance stages, a burn-out pit, a tattoo parlor, a wrestling ring, restaurants, dozens of stores, hundreds of cabins for rent and parking for the thousands of bikers who come to town for the annual motorcycle fest. "This is the ultimate destination for people who love badass motorcycles, kick-ass rock and roll, beautiful women and a cold belly washer," says Ballard's partner, Jesse James Dupree.
Last season, Ballard and his crew turned up the heat to create the biggest season yet of Full Throttle Saloon. With the economy down and everyone else in Sturgis cutting back, Ballard decided to take a gamble by actually raising the level of events at "The Throttle." With a cadre of new and even hotter female bartenders, new managers and new events, including one night featuring six different bands, he thought he had it made. But nothing's ever easy when it comes to running a place like "the Throttle." This year, Ballard is determined to go bigger than ever as the show will answer two big questions: Is Angie pregnant? And after watching Jesse get shot out of a cannon and jump off the top of a 100-foot bridge the past two years, will Michael be able to stop him from doing yet another stunt?
truTV's Full Throttle Saloon, which premiered in November 2009, scored 2.1 million viewers and 1.2 million adults 18-49 in season three, making the season its best yet. The show consistently ranked among the Top 5 ad-supported cable programs in its Wednesday timeslot in both adult and male demos, climbing to #1 in the timeslot among adults 18-49 for its third-season finale.
Full Throttle Saloon is executive-produced by Arthur Smith, Kent Weed and Frank Sinton of A. Smith & Co. Productions; Jesse James Dupree of Mighty Loud Entertainment; and Arnold Rifkin of Cheyenne Enterprises. The project emerged from a newly formed partnership between Dupree and Rifkin. Dupree is the chainsaw-wielding leader of the Southern rock group Jackyl who built Mighty Loud into a multimedia empire and counts among his credits MTV's hit series Two-A-Days: Hoover High. After selling Triad Artists to the William Morris Agency in 1992, Rifkin became President of WMA in 1995. In 2000, Rifkin left WMA and formed Cheyenne Enterprises with Bruce Willis. He has since produced such feature films as Tears of the Sun, The Whole Ten Yards, 16 Blocks, Live Free or Die Hard, Hostage, Deception, Bandits and the mixed martial arts film Blood & Bone.
About A. Smith & Co. Productions
A. Smith & Co. Productions creates some of the most innovative, highly rated and high quality programming for the domestic and international television marketplace. Founded in 2000 by Arthur Smith and Kent Weed, the company has produced more than 2000 hours of award-winning programming. The company's current production slate includes such hits as Hell's Kitchen, Kitchen Nightmares, American Ninja Warrior, The Choice, Surprise with Jenny McCarthy, Conspiracy Theory with Jesse Ventura, Full Throttle Saloon, Unsung, UFC Countdown and many others. A. Smith & Co.'s library of programming includes hit shows like The Swan, Skating with Celebrities, Paradise Hotel, Trading Spaces and Pros vs. Joes. A. Smith & Co. has developed and produced the #1 show in America an astonishing 20 times and a Top 10 show over 75 times. The company has produced programs with budgets totaling approximately a billion dollars, for more than 40 broadcast and cable networks. In 2011, A. Smith & Co. joined forces with Tinopolis Group and in doing so became the leading North American television production entity within the Tinopolis organization with the ability to tap into that company's resources on a worldwide basis.
About truTV
truTV, one of cable's fastest growing brands, offers a wildly entertaining look at the real world through outrageous characters, unpredictable situations and irreverent storytelling. Currently seen in 92 million U.S. households, truTV features such popular original series as Hardcore Pawn, Impractical Jokers, Lizard Lick Towing, Storage Hunters, Full Throttle Saloon, Operation Repo, South Beach Tow, World's Dumbest… and Black Gold. In addition, truTV is a partner in airing the NCAA Division I Men's Basketball Championship. During the daytime, the channel features expert trial coverage under the name In Session.
Turner Broadcasting System, Inc., a Time Warner company, creates and programs branded news; entertainment; animation and young adult; and sports media environments on television and other platforms for consumers around the world.
What do you think? Are you a fan of this series? Will you be tuning in to see the fourth season?


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Fans of reality TV shows are known for becoming obsessive about their favorite series, and that's absolutely the case for "Survivor." Reality show fans want behind-the-scenes information in part due to curiosity about a show they spend hours watching every season, but also because they're sometimes skeptical about how real these shows actually are.
Here are answers to the most commonly asked questions about the realities of "Survivor. " These answers are based upon my week-long visit to the Western Africa set of "Survivor Gabon." Other seasons filmed in other locations may have slightly different answers, in part because the production changes and evolves, but also because different geographic locations can require slightly different approaches.
Is "Survivor" real?
Yes. Are there parts of the production we don't see on TV, however? Absolutely. Besides having to condense the show from thousands of hours of footage into 13 episodes, a lot is required to produce a TV show. For example, when you watch a challenge, you won't see 75 producers and crew members filming, recording audio, taking notes, and watching the challenge unfold. But based upon my observations, none of what doesn't make it on TV actually affects the game. What you see on TV is nearly always exactly as it happens.
Why does the show cast models or actors or people who've never seen the show?
Because they don't receive enough quality applications. Lynne Spillman, who's in charge of casting for "Survivor" and "The Amazing Race," has said in interviews that the show regularly receives tens of thousands of applications, but most aren't from what the show considers to be good candidates. Thus, the show recruits, often models or actors (dubbed "mactors")although those people still go through the casting process. That's become more common recently; everyone except one person on "Survivor Fiji" was recruited, and while that may give us unmemorable mactors, recruiting has also given us unlikely but popular contestants such as Yau-Man Chan.
Can Survivor cast members bring or wear whatever they want?
No. While cast members bring their own clothes to the location, producers select what they take to camp, ensuring that the cast will be wearing camera-friendly colors. Among those prohibited items include shirts or caps with corporate logos. Selecting clothing also allows producers to make sure not everyone will be wearing, say, green T-shirts. They're also searched to ensure that cast members are not smuggling food, matches, or other items to camp with them or in their belongings.
What do contestants do all day?
Not much. Periodically, on-site producers pull cast members away from the group to do their confessional interviews. And, of course, the contestants go to challenges on two out of every three days. But beyond that, it's up for them to amuse themselves, whether that means foraging for food, strategizing, or just sitting around and talking.
Do Survivor cast members get personal hygiene items?
Yes and no. They have access to a container with necessary supplies, such as feminine products, birth control, vital medications, contact lens solution, sunscreen, and insect repellent. Otherwise, they're on their own. Contestants don't get razors, toothbrushes, or other conveniences, so if they have bright white teeth or aren't growing body hair, it may be because of tooth whitening or laser hair removal they had done before they left for the show.
Where does the crew live and work?
Living arrangements depend upon the location, and ranges from tents to actual hotels. In Gabon, base camp was a two-hour boat ride from the country's only major city, Libreville. A large part of base camp consisted of a large, temporary tent city, where everyone from producers to host Jeff Probst were living until their prefabricated cabins — which included bathroom facilities — could be assembled nearby. The crew works out of trailers or cargo containers that double as offices, and some offices are prefabricated and assembled on site. Everyone except contestants eats their meals in a large catering tent, which opens as early as 4 a.m. for those who need to be on location first thing.
Are the cast members ever alone?
No. Producers and camera operators stay at their camps all day and all night — in part to make sure they don't miss footage, but also to ensure the cast's safety. They work nearby in off-limits, camouflaged areas known as camera camps, where there are cots, food, and equipment storage. Those camps are very primitive when compared to base camp, however, and tribe camp crews work different shifts, so they return to base camp and are not always living out of the camera camps. At Exile Island (called just Exile in Gabon), a producer with a camera stays with the exiled cast member.
How do contestants get treated for injuries?
On-location producers will mention any concerns to the medical staff, and can call for medics if there's a significant problem. Before and after every challenge, contestants visit individually with the show's medics. But as medic Craig "Squizzy" Taylor told me, "During the game, though, they're playing the game of Survivor for $1 million. So, we try to have as little to do with them as possible." He said that minor injuries are "part of the game." While a few major injuries forced people out of the game last season, nearly all of the (mostly minor) injuries or illnesses treated by medics affect the show's hundreds of crew members, who, of course, greatly outnumber the 18 contestants.
How do contestants get from tribe camps to challenges and Tribal Council?
Although they are often shown setting off with packs and walking sticks, making it seem as if they traversed miles on foot, those images only show the first or last part of the trip. They're transported. In Gabon, they were driven in vehicles with black plastic covering the windows. That prevents contestants from seeing where they are, and from seeing parts of the production such as base camp. After arriving, they're kept in a waiting area until Jeff Probst calls them in to the challenge, which is what we see on TV. They are not allowed to talk to one another until cameras are rolling either at the challenges or back at camp, ensuring that viewers won't ever miss a critical moment.
Do the contestants get more information than we see on TV about challenges?
Yes. After host Jeff Probst gives the explanation we see on TV, Probst and John Kirhoffer, the leader of the team that constructs all of the show's games, walk through the challenge with each tribe. The tribes can ask questions or strategize during that time, and doing it separately keeps the other tribe from knowing the others' strategy, if they have one. Accompanying them is someone from CBS' standards and practices division, who makes sure that each tribe has the same basic information so that the contest remains fair.
Who demonstrates (and tests) challenges?
The Dream Team, a group of young crew members, many of whom return for future seasons to work with the show in other production jobs. They run through challenges at least twice, including once with the challenge production team to see how it works, and once for a dress rehearsal, when they're filmed as if they were the actual contestants. That gives the crew the chance to practice filming, so they know where they'll need to be or where they can get their best shots. Footage from that dress rehearsal is shown to viewers when Jeff Probst explains the challenge to the cast. Helicopter shots of challenge locations are filmed separately, so that the production part — equipment like cameras and cranes, never mind more than 50 crew members — won't be seen on TV.
The show also occasionally uses the Dream Team as stand-ins in its faraway helicopter shots. If you think about it, that makes sense, since when you see a challenge from above, for example, no cameras or crew are visible, so who is it that's providing all of the footage of the cast running the challenge? In most cases, but not all, shots from a helicopter are filmed afterwards, after the competition is over and the crew has left with their equipment.
That doesn't affect the game in any way, just how it looks on television.
How long does Tribal Council last?
It varies, from 45 minutes to 90 minutes, but it's a lot longer than what we see on TV. However, give thanks that it's edited, since much of the conversation is also kind of boring.
What does Jeff Probst do when he goes to "tally the votes"?
After actually collecting the votes, Jeff consults with producers, who have been watching the voting confessional footage live in a production booth far away from Tribal Council. Based upon what they've seen and the actual outcome of the vote, they decide the order in which Jeff will read the votes aloud, organizing them for maximum drama and selecting which contestants' votes will be shown on TV. That's why the votes Jeff reveals first are the ones viewers have already seen.
Where do cast members go once they're voted out?
To Ponderosa, a nearby camp or facility. Those who don't make the jury typically leave together and stay elsewhere until the end of the game, while those who are on the jury remain at Ponderosa and on location, so they can attend Tribal Council every third day. CBS now airs an online-only series that follows life at Ponderosa, if you're curious about what happens there.
Andy Dehnart is a writer who publishes reality blurred, a daily summary of reality TV news. Find him on Facebook.


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Offering the very basics, an absolute must have for your hijab collection, a 2 piece al-amira hijab in soft breathable cotton. Generously sized for coverage across the chest.
Spend £25 or over and get free UK delivery.
Return any unwanted item for any reason for a hassle free return.
We are based in the UK and we ship worldwide to your door.


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The Maze of Bones
Author: Rick Riordan
Published: 2008
Series: The 39 Clues #1
View: 8989Read Online
The Maze of Bones (The 39 Clues #1)
Minutes before she died Grace Cahill changed her will, leaving her decendants an impossible decision: You have a choice - one million dollars or a clue.
Grace is the last matriarch of the Cahills, the world's most powerful family. Everyone from Napoleon to Houdini is related to the Cahills, yet the source of the family power is lost. 39 clues hidden around the world will reveal the family's secret, but no one has been able to assemble them. Now the clues race is on, and young Amy and Dan must decide what's important: hunting clues or uncovering what REALLY happened to their parents.


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Przepraszamy, aplikacja nie została wysłana do urządzenia, ponieważ wystąpił problem z komunikacją z naszymi serwerami. Spróbuj ponownie później.
Ta aplikacja wymaga aktualizacji urządzenia {0}. Aby zaktualizować {0}, użyj serwisu Garmin Express.
✓ Like it? Support it! Visit https://buymeacoffee.com/peterdd

✓ FAQ: https://starttorun.info/peters-race-pacer/

✓ Leave a ⭐⭐⭐⭐⭐ review to increase the popularity of the data field

✓ Before starting the race an initial data screen is shown (* cIQ2), this screen shows you the following data

* Time of the day

* Current heart rate (+ zone indication)

my apps: https://apps.garmin.com/en-US/developer/bd929e5f-ba13-4cd6-9c55-ca9ba71bed83/apps

Version History:

6.10.2 fix lines on fr55

6.10.1 new devices support, fix intro screen showing

6.8 fix epix2 font size

6.6 reduce font size on large resolution

6.4 fix recording of ahead time

6.3 fix "data field not running" error

6.2 support for new devices (including rey, darth vader, commander & adventurer)

Ta aplikacja wymaga dostępu do następujących zasobów:
Mike Hales
7 września 2020 | Wersja 6.3.1
I have no idea how to get it on my watch, 645 music ? I've synced and downloaded and repeated the process but still have no joy?
10 lipca 2020 | Wersja 6.3.1
used it a few times...great app and keeps me motivated during run to stay the course!!!
Morgan Bardon
30 czerwca 2020 | Wersja 6.3.1
1st run using "Peter's (Race) Pacer" and found that it was great to see all the stats showing up during the 1st km, but once I started to slow down past 6km/hr pace and the markers went red I could not see how much off the pace I was. I wear glasses for reading but not when I am running, so the red was too bright for me to read the digits. Dont know if they can chance the colours for those of us that just cannot see the digits over that red. Maybe a lighter red will do the trick?
Alex Chapman
12 czerwca 2020 | Wersja 6.3.1
Excellent app. Does exactly what you need it too. Perfect tool for hitting your time targets with clear information screen. As long as you watch the video and read the settings carefully you shouldn't have a problem. Peter definitely earns his donation.
Tony R
25 kwietnia 2020 | Wersja 6.3
Marvellous app, It's been a constant companion on my last 10 marathons. Very accurate, I would be lost without it.
Markus Paul
25 marca 2020 | Wersja 6.3
Fantastic Pacer App - Datafield - very supportive and definetely a must have for Garmin Running Devices. Enables you to stay on course. Much better than the new pace Pro Plan Option from Garmin. So highly recommended and many thanks to Peter for this great improvement.
elias abou rachid
26 lutego 2020 | Wersja 6.3
Very nice app. I'm using it for training and it's does the job. The distance adjustment is very practical.
Reiner Vorrath
16 grudnia 2019 | Wersja 6.1
Diese App hat mir geholfen, bei meinem letzten 10km Lauf unter 50min zu bleiben. Kann ich nur jedem empfehlen, wenn man einen Wettkampf bestreitet.
Les MaAda
16 grudnia 2019 | Wersja 6.1
I love this data field, it has really helped me with my pacing during both training and on race day.
Sebastian Giebeler
16 grudnia 2019 | Wersja 6.1
With this data field I controlled my pace every time and got a new PB in Frankfurt with 2:47, thanks!
Lisa Watson
3 listopada 2019 | Wersja 6.0
This app is amazing. I've used it twice and it has pace my races perfectly. This is exactly what the doctor ordered.
Sarah Murphy
30 października 2019 | Wersja 6.0
I'm not sure if I'm doing something wrong, but whenever I try to set the data field layout to "Peter's Pacer" a small battery-shaped icon appears instead of the format I programmed. Any thoughts?
Sebastian Giebeler
19 października 2019 | Wersja 5.7
Just donatet for this helpful data field. I will run Frankfurt Marathon next week with it.
Özkan Yüksel 🇹🇷
15 października 2019 | Wersja 5.7
Hi Peter, Maybe my mistake. Maybe I am missing the necessary information. Would you kindly give information for how to donate? Thanks in advance
3 września 2019 | Wersja 5.6
I ran the Chicago Marathon in 2017 and 2018. The GPS signal bounces all over the buildings giving you inaccurate information. This app fixes that issue when it matters the most. I just donated (sorry for the delay Peter). I just learned about the Perfect Pace data field. I will be using this function for my training and ready for Chitown 2019.
28 sierpnia 2019 | Wersja 5.6
Just to make sure, do I need to press lap button every one or 2 laps? Will the right recalculation still happen if I just press the lap button once, let say at KM30 because that is the time when I see the distance difference between GPS and the marker?
Sorranun S.
26 sierpnia 2019 | Wersja 5.6
I can't used it since 25 Aug 2019. I try to delete and re install that it can use but if change pace or distance that it will hang again.
Robert Taira
16 lipca 2019 | Wersja 5.5
Please note that there are flashing banners on the free version that say "Like it?" and "Donate!". These are described by scrolling down the Description ................................ DONATIONS. The data field is fully functional without donating. Donations are optional but encouraged from within the data field with a small encouragement text. If you find Peter's (Race) Pacer useful and/or Peter's (Race) Pacer helps you to achieve your goal you can show your appreciation by donating an amount (suggested donation: 5 euro) on my PayPal account: https://www.paypal.me/PeterDeDecker/5eur (Mention the name of the app: "Peter's (Race) Pacer", tip: "choose donate to a friend" for less paypal fees) After donation you will receive a donation key on your paypal email address which will remove the encouragement message from the data field. (this is a manual process, but normally you should receive a key within 24 hours) ................................................................................ I had a difficult time figuring out what to do with the key code after receiving it. I made a YouTube video to help other people facing the same problem: https://www.youtube.com/watch?v=msjbNnekiBc
Chris McNeal
6 lipca 2019 | Wersja 5.5
Great app for marathon PR! I ran my best marathon to-date using Peter's Pacer (2:56:18)!! Each press of the lap button at the mile marker gave me an accurate pace and spot on projected finish time!


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DNR board approves invasive species changes
MADISON (AP) — The state Department of Natural Resources' board has given Wisconsin's invasive species list its first update in five years.
The DNR established the list in 2009. It includes about 100 organisms, including the emerald ash borer, zebra mussels and Asian carp.
The agency's board voted 6-0 on Wednesday to add nearly 90 more plants and animals to the list and downgrade the ash borer from a prohibited species to a restricted species. That change means people can't sell or transport the beetle but they can possess it and are no longer required to take steps to eradicate it.
DNR officials say the change represents an acknowledgment that the bug has become established in Wisconsin. They say most municipalities grappling with the beetle have already moved from eradication to management anyway.


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A spectator merely thinks of any card seen in a small packet of ten cards. Instantly, the thought-of card vanishes, leaving only nine cards remaining! The vanished card re-appears in a packet held by another spectator! The magician never touches these cards, and doesn't even know what the selection was.
Comes complete with the necessary, specially-printed Bicycle cards and detailed, fully-illustrated 20-page instruction booklet.