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When Marvin Miller took over as the head of the Major League Baseball Players Association, in 1966, he quickly realized that his members did not know what being in a union meant. He would talk to the players about how unfair their contracts were, about how the owners took an outsized portion of the profits, how pitiful their pensions and health-care benefits were, and how much better things would be if they organized themselves. But they weren't listening. The players were young, and many came from small towns far from the centers of organized labor. They thought of themselves as privileged: they got to eat steak for dinner, and be cheered by thousands of fans. Even when Miller brought up something as seemingly straightforward as the baseball-card business, the players were oblivious of their worth. "The Topps bubble-gum company would go into the minor leagues," Miller recalls, "and if the scouts told them someone was going to make it to the majors, they would sign those kids. You know what they would pay them? Five dollars. We're talking about 1966, 1967. Five dollars to sign. And that meant they would own them for five years, and the players got no percentage of sales, the way you would with any other kind of deal like that. If you made it to the majors, you got a hundred and twenty-five dollars per year—for the company's right to take your picture, use it in their advertising, put it on a card, use your name and your record on the back of it. I used to say to the players, 'Why'd you sign?' And they'd look sheepish and say, 'When I was a kid, I used to collect cards, and now they want to put me on one!' "
One season when Miller was making his annual rounds of the spring-training sites, he decided to put his argument to the players as plainly as he could. He was visiting the San Francisco Giants, in Phoenix, Arizona. "The right fielder for the Giants was Bobby Bonds, a nice man," Miller says. "I knew what Bonds's salary was. And, considering that he was a really prime ballplayer—that he had hit more home runs as a lead-off man than anyone had ever hit in the major leagues, that he was a speedy base runner—the number shocked me. I was always shocked when I looked at salaries in those days. So I said, 'I want to tell you something. Take any one of you—take Bobby Bonds. I'm going to make a prediction.' " The prediction was about Bobby Bonds's son. The Giants' owner encouraged his players to bring their families to spring training, so Miller knew Bonds's son well. He was just a little kid, but already it was clear that he was something special. "I said, 'If we can get rid of the system as we now know it, then Bobby Bonds's son, if he makes it to the majors, will make more in one year than Bobby will in his whole career.' And the eyebrows went up." Bobby Bonds's son, of course, was Barry Bonds, one of the greatest players of his generation. And Miller was absolutely right: he ended up making more in one year than all the members of his father's San Francisco Giants team made in their entire careers, combined. That was Marvin Miller's revolution—and, nearly half a century later, we are still dealing with its consequences.
There was a time, not so long ago, when people at the very top of their profession—the "talent"—did not make a lot of money. In the postwar years, corporate lawyers, Wall Street investment bankers, Fortune 500 executives, all-star professional athletes, and the like made a fraction of what they earn today. In baseball, between the mid-nineteen-forties and the mid-nineteen-sixties, the game's minimum and highest salaries both fell by more than a third, in constant dollars. In 1935, lawyers in the United States made, on average, four times the country's per-capita income. By 1958, that number was 2.4. The president of DuPont, Crawford Greenewalt, testified before Congress in 1955 that he took home half what his predecessor had made thirty years earlier. ("Being an honest man," Greenewalt added wryly, "I think I should say that when I pointed the discrepancy out to him he replied merely that he was easily twice as good as I and hence deserved it.")
That era was an upside-down version of our own: when society gazed upon captains of industry and commerce, it marvelled at how ordinary their lives were. A Wall Street Journal profile of the C.E.O. of one of the country's "top industrial concerns" in the late nineteen-forties began with a description of "Mr. C" jotting down the cost of a taxi ride in a little black book he used to track his expenses. His after-tax income, Mr. C said, was $36,611, and the year before it had been $21,032. He'd bought two cars the previous year, but had to dip into his savings to afford them. "Mr. C has never lived extravagantly or even elegantly," the article reported. "He's never owned a yacht or a string of race horses. His main relaxation is swimming. 'My idea of fun would be to have a swimming pool behind the house so I could take a dip whenever I felt like it. But to build it I'd have to sell a couple of my Government bonds. I don't like to do that, so I'm getting along without the pool.' " Getting along without the pool?
In 1959, the Ladies' Home Journal dispatched a writer to the suburban Chicago home of "Mr. O'Rourke," one of the country's "most successful executives." Since the Wall Street Journal's visit with Mr. C, America had undergone extraordinary growth. But Mr. O'Rourke's life was no more extravagant than that of his counterpart of a dozen years earlier. He lived in an ivy-covered Georgian, with ten rooms. Mrs. O'Rourke, "a slim blonde in a tweed suit and loafers," gave the writer a tour. "For our neighborhood this is not a large place," she said. "You can see that we've made do with rugs from our old home and that this room has never seen the services of an interior decorator. We've bought our furniture piece by piece over the years and I've never thrown anything away." Their summer house was a small cottage on a lake. "I'm president of one of the larger companies in the U.S.," Mr. O'Rourke said, "yet chances are I will never become a millionaire."
The truly rich in the nineteen-fifties and sixties were people who had inherited money—the heirs of the great fortunes of the Gilded Age. Entrepreneurs who sold their own businesses could also become wealthy, because capital-gains taxes were relatively low. But the marketplace chose not to pay salaried professionals and managers a lot of money, and society chose not to let them keep much of what they made. On income above two hundred thousand dollars a year, the marginal tax rate was as high as ninety-one per cent. Formerly exclusive occupations, meanwhile, were opening themselves to new talent, as a result of the expansion of the public university system. Economists of the era were convinced, as one analysis put it, that there was a "connection between economic growth and the advance of democracy on the one hand and the worsening economic status of the intellectual and professional classes on the other." In 1956, Roswell Magill, a partner at Cravath, Swaine & Moore, spoke for a generation of professionals when he wrote that law firms "can no longer honestly assure promising young men that if they become partners they can save money in substantial amounts, build country homes and gardens for themselves like their fathers and grandfathers did, and plan extensive European holidays."
And then, suddenly, the world changed. Taxes began to fall. The salaries paid to high-level professionals—"talent"—started to rise. Baseball players became multimillionaires. C.E.O.s got private jets. The lawyers at Cravath, Swaine & Moore who once despaired of their economic future began saving money in substantial amounts, building country homes and gardens for themselves like their fathers and grandfathers did, and planning extensive European holidays. In the nineteen-seventies, against all expectations, the salaryman rose from the dead.
The story of how this transformation happened has been told in many different ways. Economists have pointed to the globalization of the world economy and the rise of what Robert Frank and Philip Cook call the "winner-take-all" economy. Political scientists speak of how the social consensus changed in favor of privilege: taxes came down, and the commitment to economic equality eroded. But there is one more crucial piece to the puzzle. As Roger Martin, the dean of the Rotman School of Management, at the University of Toronto, argued in the Harvard Business Review a few years ago, people who fell into the category of "Talent" came to realize that what they possessed was relatively scarce compared with what the class of owners, "Capital," had at their disposal. People like O'Rourke and Mr. C and Roswell Magill "woke up"—in Martin's phrase—to what they were really worth. And who woke them up? The Marvin Millers of the world.
Marvin Miller is in his nineties now. He lives in a modest Manhattan high-rise on the Upper East Side, decorated with Japanese prints. He is slight and wiry: the ballplayers he represented for so long always loomed over him. His head is large and his features are aquiline. He has a wispy mustache—a slightly diminished version of the mustache he was asked to shave, by baseball's traditionalists, upon his election to the union job. He said no to that request, just as he said no to the suggestion, floated by the players, that Richard Nixon serve as his general counsel, and no to virtually every scheme that baseball's owners tried to foist upon him during his time in office. It was never wise to cross Marvin Miller. Bowie Kuhn, the commissioner of baseball, once accused Miller of failing to "reciprocate" his overtures of friendship. Miller responded that Kuhn was not trying to be friends: he was trying to "pick my brains," and "there was scant possibility of reciprocity in that department."
Miller came to baseball from the United Steelworkers union, where he was the chief economist. He was present during the epic eight-day White House negotiating session that narrowly averted a strike at the height of the Vietnam War, in 1965. He cut his teeth at the State, County and Municipal Workers of America and later served on the National War Labor Board. By temperament and experience, he is that increasingly rare species—the union man. Miller remembers going to Manhattan's Lower East Side one Saturday morning as a child and seeing his father on the picket line for the Retail, Wholesale and Department Store Union. "My father sold ladies' coats on Division Street," Miller recalled, speaking in his apartment one muggy day this summer. "Management had been non-union for years and years and years, the Depression was on, and they were cutting the work year for everybody. The strike lasted a month. One day, my father came home later than usual. I was still up, and he had a document with him that he wanted me to read. It was a settlement. The workers got almost everything they were striking for." Miller was describing a day in his life that happened more than seventy-five years ago. But there are some things that a union man never forgets. "They got a restoration of the work-year cuts," he went on, ticking off the details as if the contract were in front of him. "They got affirmation that the management would obey the new wage law and pay time and a half for overtime and Sunday work—and a whole raft of small things. It was very impressive to me as a kid."
The baseball union that Miller took over, however, was not a real union. It was a Players Association. Each team elected a representative, and the reps formed a loosely structured committee—headed by a part-time adviser who was selected and paid for by the owners. The owners did as they pleased. They required the players to abide by rules and regulations without even giving them copies of the rules and regulations they were to abide by. Every player signed what was called the Uniform Player's Contract, a document so lopsided in its provisions, and so utterly without regard for the rights of the player, that it reminded Miller of the standard lease that the landlords' association in New York draws up for prospective tenants. A few months after taking the job, Miller was invited to attend a meeting, in Chicago, of Major League Baseball's Executive Council, a group consisting of the commissioner and a handful of owners, who served as the game's governing body. There he discovered that the league had decided to terminate the agreement that had been in place for the previous ten years for funding the players' pension system. The owners had been giving the players sixty per cent of the revenue from broadcasting the World Series. But, with a new, much larger television deal coming up, the owners had decided that sixty per cent would be too much.
Miller—the veteran of a hundred union negotiations—was stunned as he listened to the owners' "decision." In the world he had just come from, this did not happen. There had been no collective bargaining; the upcoming announcement was presented to him as a settled matter. Years later, in his memoirs, he recalled:
I looked across the room, hoping to find a sign that someone understood how blatantly illegal and offensive this all was. My eyes fell on Bowie, the only practicing lawyer in the room. I looked for a flicker of comprehension in his eyes, an awareness that his clients were about to display publicly their violations of law, demonstrating for all to see that they had engaged in a willful refusal to bargain. . . . Kuhn showed not the slightest sign of comprehension.
Miller had no staff at that point, and virtually no budget. He was up against a group of owners who were among the wealthiest men in America. In the past, whenever major battles between the owners and the players had been taken to the courts—including to the Supreme Court—the owners had invariably won. Miller's own members barely understood what a union was for—and there he was, at a meeting of baseball's governing committee, being treated like a potted plant.
Yet when Miller pushed back, the owners capitulated. He ended up winning the television-revenue battle. He rebuilt the players' pension system. He got the owners to agree to collective bargaining—which meant that the players had a seat at the table on every issue affecting the game. He won binding arbitration for salary disputes and other grievances, a victory that he describes as the "difference between dictatorship and democracy"; no longer would players be forced to take whatever they were offered by their team. Then he won free agency, which gave veteran players the right to offer their services to any team they chose.
Not even Miller thought it would be that easy. At one point, he wanted the owners to use surplus income from the pension fund to pay for increased benefits. The owners drew a line in the sand. Reluctantly, Miller led the players out on strike—the first strike in the history of professional sports. This time, surely, the fight would be long and bloody. It was not. The owners folded after thirteen days. As Leonard Koppett, of the Times, memorably summed up the course of the negotiations:
PLAYERS: We want higher pensions.
OWNERS: We won't give you one damn cent for that.
PLAYERS: You don't have to—the money is already there. Just let us use it.
OWNERS: It would be imprudent.
PLAYERS: We did it before, and anyhow, we won't play unless we can have some of it.
OWNERS: Okay.
This discovery that Capital was suddenly vulnerable swept across the professional classes in the mid-nineteen-seventies. At exactly the same time that Miller was leading the ballplayers out on strike, for example, a parallel revolution was taking place in the publishing world, as authors and their agents began to rewrite the terms of their relationship with publishers. One of the instigators of that revolution was Mort Janklow, a corporate lawyer who, in 1972, did a favor for his college friend William Safire, and sold Safire's memoir of his years as a speechwriter in the Nixon Administration to William Morrow & Company. Here is how Janklow describes the earliest days of the uprising:
"So Bill delivers the book on September 1, 1973," Janklow said, in his Park Avenue office, this past summer. "Ten or fifteen days go by, and Larry Hughes, his editor at Morrow, calls me and says, 'This really doesn't work for us. There's no central theme, it seems too episodic—a bunch of the editors read it, and it's really unacceptable. We feel bad about it, because we love Bill. But we're going to return the book to you, and we want you to give back the advance.' "
Hughes was exercising the terms of what was then the standard publishing contract—the agreement that every author signed when he or she sold a book. Janklow knew nothing about the publishing world when he agreed to help his friend, and remembers looking at that contract for the first time and being aghast. "My first thought was, Jesus, does anybody sign this?" he said. "The analogy I've always made is, the old publishing agreement was to the writer what the New York apartment lease is to a tenant. Because, if you ever read your lease, the only thing that's permanent is the obligation to pay rent. The building breaks down, you pay rent. It's very weighted in favor of the landlord. That was the existing agreement in publishing.
"The author needed to deliver a book at a certain time at a certain quality of content, which had to be 'acceptable' to the publisher," Janklow went on. "But there were no parameters on what acceptability meant. So all the publisher had to say was 'It's unacceptable,' and he was out of the contract."
To Janklow, the real reason for Morrow's decision was obvious. It was about what had happened in the interval between when the company bought Safire's book and when the manuscript was handed in: Watergate. Morrow just didn't want to publish a pre-Watergate book in a post-Watergate world.
Janklow decided to fight. His friend's reputation was on the line. Hughes referred Janklow to the publisher's lawyer, Maurice Greenbaum, of Greenbaum, Wolff & Ernst. "It was considered a very literary, high-level firm," Janklow recalled. "And Maury Greenbaum was the classic aristocratic fourth-generation German Jew, with a pince-nez. So I went to see him, and he said, 'Let me tell you about how publishing works,' and off he went in the most sanctimonious manner. I was a serious corporate lawyer, and he was lecturing me like I was a freshman in law school. He said, 'You're in a standards business. You can't force a publisher to publish a book. If the publisher doesn't want the book, you give the money back and you take back the book. That's the way the business has worked for hundreds of years.' When he was finished, I said, 'Mr. Greenbaum, I'm not trying to force the publisher to publish the book. I'm just trying to force the publisher to pay for it. This acceptability clause was being fraudulently exercised, and I'm going to sue you.' So Greenbaum's jaw clenched, and the veins on his forehead popped, and he said, 'You don't understand. If you start a lawsuit, I will see to it that you never work in this business again.' "
The case went to arbitration. Janklow had uncovered a William Morrow memo written in the summer of 1973—before Safire handed in his manuscript—saying that because of the Watergate scandal the firm ought to back out of its deal with Safire. Humiliated, Morrow settled, and a jolt of electricity went through the literary world. The likes of Larry Hughes and Maury Greenbaum didn't have all the power after all, and, as one author after another—Judith Krantz, Barbara Taylor Bradford, and Sidney Sheldon, among others—called Janklow asking him to represent them, he began steadily extracting concessions from publishers, revising the acceptability clause and the financial terms so that authors were no longer held hostage to the whims of their publishers. "The publisher would say, 'Send back that contract or there's no deal,' " Janklow went on. "And I would say, 'Fine, there's no deal,' and hang up. They'd call back in an hour: 'Whoa, what do you mean?' The point I was making was that the author was more important than the publisher."
Janklow and Miller have never met, and they occupy entirely different social universes. Miller is a class warrior. Janklow is a rich corporate lawyer. Miller organized the ballplayers. The only thing Janklow ever organized was his Columbia Law School reunion. But their stories are remarkably similar. The insurgent comes to a previously insular professional world. He studies the prevailing rules of engagement, and is aghast. (For New Yorkers of a certain age, apparently, nothing represents injustice quite like the landlord's contract.) And when he mounts an attack on what everyone else had assumed was the impregnable fortress of Capital, Capital crumbles. Comrade Janklow, meet Comrade Miller.
Why did Capital crumble? Maury Greenbaum had no doubt been glowering at upstart agents for years and no one had ever challenged him before. Bobby Bonds was as deserving of a big contract as his son. So what changed to allow Talent's value to be realized?
The economists Aya Chacar and William Hesterly offer an answer, in a recent issue of the journal Managerial and Decision Economics, by drawing on the work of Alan Page Fiske. Fiske is a U.C.L.A. anthropologist who argues that people use one of four models to guide the way they interact with one another: communal sharing, equality matching, market pricing, and authority ranking. Communal sharing is a group of roommates in a house who are free to read one another's books and wear one another's clothing. Equality matching is a car pool: if I drive your child to school today, you drive my child to school tomorrow. Market pricing is where the terms of exchange are open to negotiation, or subject to the laws of supply and demand. And authority ranking is paternalism: it is a hierarchical system in which "superiors appropriate or pre-empt what they wish," as Fiske writes, and "have pastoral responsibility to provide for inferiors who are in need and to protect them."
Fiske's point isn't that one of these paradigms is better than the rest. It is that, as human beings, we choose the relational form that's most appropriate to a particular circumstance. Fiske gives the example of a dinner party. You buy the food at the store, paying more for those items which are considered more valuable. That's market pricing. Some of the people who come may have been invited because they invited you to a dinner party in the past: that's equality matching. At the party, everyone is asked to serve himself or herself (communal sharing), but, as the host, you tell your guests where to sit and they do as they are told (authority ranking). Suppose, though, you were to switch the models you were using for your dinner party. If you use equality matching to acquire the food, communal sharing for your invitations, authority ranking for the choice of what to serve, and market pricing for the seating, then you could have the same food, the same guests, and the same venue, but you wouldn't have a dinner party anymore. You'd have a community fund-raiser. The model chosen in any situation has a profound effect on the nature of the interaction, and that, Chacar and Hesterly maintain, is what explains Talent's transformation: across the professional world, relational models suddenly changed.
When Miller took over the players' union, in 1966, the game was governed by the so-called reserve clause. It was a provision interpreted to mean that the club owned the rights to a player in perpetuity—that is, from the moment a player signed a minor-league contract, he belonged to his team, and no longer had any freedom of choice about where he played. Whenever Miller, in his early years as the union's head, was speaking to players, he would pound away at how wrong that system was. "At every meeting," he said, "I talked about how the reserve clause made them pieces of property. It took away all their dignity as human beings. It left them without any real bargaining power. You can't bargain if the employer can simply say, 'This is your salary and if you don't like it you are barred from organized baseball.' "
But it wasn't easy to convince the players that the reserve clause was an indignity. Miller remembers running into the Yankees' ace Jim Bouton, and listening to Bouton argue, bafflingly, that the reserve clause somehow preserved the continuity and integrity of the game. "I ran into that kind of thinking over and over," Miller says.
The attitude of the players was a textbook example of authority ranking. The players didn't see themselves as exploited. Their salaries may not have been as high as they could have been, but they were higher than those of their peers back home. And the owners took care of them in the paternalistic way that superiors, in an authority-ranking system, take care of their subordinates: an owner might slip a player a fifty-dollar bill after a particularly good game, or pick up his medical bills if his child was sick. The players were content with the reserve clause because they had a model in their heads that said their best interests lay in letting the owners call the shots. "The implicit assumption in economics is that agents who find themselves on the short side of a bargaining regime will aggressively seek greater parity," Chacar and Hesterly write. "This reasoning, however, presumes that agents view economic relationships through a market lens"—and until Miller worked his magic the players simply hadn't made that leap.
Even on Wall Street, authority ranking held sway. In 1956, the head of Goldman Sachs, Sidney Weinberg, took the Ford Motor Company public, in what was at that point far and away the biggest initial public offering in history. As Charles Ellis, in "The Partnership," describes the deal:
When Henry Ford had asked Weinberg at the outset what his fee would be, Weinberg had declined to get specific; he offered to work for a dollar a year until everything was over and then let the family decide what his efforts were really worth. Far more than the actual fee, Weinberg always said he appreciated an affectionate, handwritten letter he received from Ford, which says, along with other flattering things, "Without you, it could not have been accomplished." Weinberg had the letter framed and hung in his office, where he would proudly direct visitors' attention to it, saying: "That's the big payoff as far as I'm concerned." He was speaking more literally than his guests knew. The fee finally paid was estimated at the time to be as high as a million dollars. The actual fee was nowhere near that amount: For two years' work and a dazzling success, the indispensable man was paid only $250,000. Deeply disappointed, Sidney Weinberg never mentioned the amount.
Let us enumerate all the surreal details of that transaction. A dollar a year? No banker today would so completely defer to a client on the details of his compensation, or suppress his anger at being tossed such a meagre bone, or point triumphantly at a thank-you letter as the real payoff. Weinberg was at that time the leading investment banker on Wall Street. He was so "indispensable" that the parties to the transaction (the Ford I.P.O. was an enormously complex deal involving both the Ford family and the Ford Foundation) fought over who would get to retain him. Weinberg had enormous leverage: a banker in the same position today would have held Ford for ransom. But he chose not to. He didn't create a bidding war between family and foundation; he chose to swallow his pride and profess to be happy with a handwritten note. That's authority ranking: Weinberg's assumption was that he worked for Ford; that if the client gave him two hundred and fifty thousand dollars for two years' work on the biggest deal of all time then he was obliged to accept it.
What has changed today is not just that there is an extra zero or two on the end of that fee. What has changed is that the investment banker now perceives the social relations between client and banker as open to negotiation. When Roger Martin, of the University of Toronto, says that the talent revolution represented a change in sensibility, this is what he means. Maurice Greenbaum, sneering over his pince-nez at Janklow, represented the last gasp of the old order. He assumed that the social relations of publishing were settled. Janklow, on the other side of the table, was the new breed. He assumed that they were up in the air.
In the mid-nineteen-seventies, private-equity managers like Teddy Forstmann and Henry Kravis pioneered the practice of charging the now common sum of "two and twenty" for managing their clients' money—that is, an annual service fee of one and a half or two per cent of assets under management, in addition to a twenty-per-cent share of any profits. Two and twenty was the basis on which the modern high-end money-management world was built: it is what has created billionaires where there were once only millionaires. Why did Forstmann do it? Because, he says now, "I wanted to be a principal and not an agent." He was no longer satisfied with a social order that placed him below his investors. He wanted an order that placed him on the same plane with his investors.
Why did the Hollywood agent Tom Pollock demand, in 1975, that Twentieth Century Fox grant his client George Lucas full ownership of any potential sequels to "Star Wars"? Because Lucas didn't want to work for the studio. In his apprenticeship with Francis Ford Coppola, he'd seen the frustrations that could lead to. He wanted to work with the studio. "That way, the project could never be buried in studio hell," Pollock said. "The whole deal came from a fear that the studio wouldn't agree to make the movie and wouldn't let it go. What he was looking for was control."
At that same moment, the world of modelling was transformed, when Lauren Hutton decided that she would no longer do piecework, the way every model had always done, and instead demanded that her biggest client, Revlon, sign her to a proper contract. Here is Hutton in an interview with her fellow-model Paulina Porizkova, in Vogue last year:
PAULINA PORIZKOVA: Can I ask a question? What was modeling like in 1975?
LAUREN: We modeled by the hour before 1974 or 1975. A good working model would have six jobs a day. You'd get a dollar a minute, $60 an hour. . . . So when the Revlon thing came, suddenly it was no longer about $60 an hour. I was getting $25,000 a day, and that was shocking.
PAULINA: How did that happen?
LAUREN: I read an article about a sports guy named Catfish Hunter on the bottom right-hand corner of the New York Times front page one day. It said he was going to get a million-dollar contract. . . . Veruschka had retired; Twiggy had retired; Jean Shrimpton had retired. All the stars were gone. Dick Avedon had no choice but to work with me continually. I yelled over to my boyfriend and asked, "How do you get a contract?" He didn't even take a second to yell back: "Don't tell them. Don't do any makeup ads. Just refuse to do it. Tell all your photographers you want a contract." Avedon got it like that, and after six months, that was it. . . . It took six months to work out a contract that had never been worked out before, and basically all contracts [after that] were based on that.
PAULINA: Lauren, I salute you. I got my house because of you.
Catfish Hunter, of course, pitched for the New York Yankees. He was the first baseball player Marvin Miller liberated from the tyranny of the reserve clause. The insurgent comes to a previously insular professional world. She studies the prevailing rules of engagement, and when she mounts an attack on what everyone had assumed was the impregnable fortress of Capital, Capital crumbles. Comrade Hutton, meet Comrade Miller.
At one of the many meetings that Miller had with each baseball team when he first took over as union boss, a player stood up and hesitantly asked a question: "We know that you have been working for unions for most of your adult life, and we gather from what general managers and club presidents and owners and league presidents and the commissioner's office are telling us that they don't like you. So what we want to know is, can you get along with these people? Or is this going to be a perpetual conflict?"
Miller tried to answer as truthfully as he could: "I said, 'I think I can get along with most people. But you have to remember that labor relations in this country are adversarial. The interests of the owners and your interests are diametrically opposed on many things, and you can't hold up as a standard whether they like me.' Then I said, 'I'm going to go further. If at any time during my tenure here you find there's a pattern of owners and owners' officials singing my praises, you'd better fire me. I'm not kidding.' "
Miller knew firsthand, from his days with the United Steelworkers, how important the lessons of class solidarity and confrontation were. The men who worked in the mills had few financial or social resources. They could not threaten to go to the mill across the street, because their own mill could easily replace them. But a roller operator at U.S. Steel, by standing firm with his fellow-steelworkers, saw the $2.31 an hour he made in 1948 rise to $2.56 in 1950, $2.81 in 1952, up again the next year to $2.90, and then to $2.95, and on and on, rising steadily to $3.57, in 1958.
Miller's goal was to get his ballplayers to think like steelworkers—to persuade members of the professional class to learn from members of the working class. His great insight was that if you brought trade unionism to the world of talent—to a class with great social and economic resources, whose abilities were exceptional and who couldn't easily be replaced—you wouldn't be measuring your success in fractions of a dollar anymore. The class struggle that characterized the conventional world of organized labor would turn into a rout. And so it did: the share of total baseball revenues paid to baseball players in salary went from ten per cent in the pre-Miller years to near fifty per cent by the beginning of the eighties. By 2003, the minimum salary in baseball was fifty times as high as it was when Miller took over, and the average salary was a hundred and thirty-four times as high. In 2005, Barry Bonds, the little boy playing at Miller's feet, was paid twenty-two million dollars by the San Francisco Giants—which is not only more than what his father's teammates collectively received in their lifetimes but more than a good number of baseball's owners ever made in a single year.
Miller knew that the owners would never sing his praises. How could they, after he had so thoroughly trounced them? Twenty-eight years after his retirement, Miller is still not even a member of baseball's Hall of Fame, despite the fact that no one outside of Babe Ruth and Jackie Robinson has had as great an impact on the modern game.
"My wife was alive and well one of the last times they voted—three years ago this December," Miller said, shaking his head at the sheer pettiness of it all. "We had a long talk. She said she had come to the conclusion that some things had had their time, and that this is not funny anymore. She said, 'You can do what you want, of course. But I think you would do well to ask them not to nominate you anymore.' I thought about it, and she was right. So I wrote a letter to the group that did the nominating, and I thanked them, but I said we'd all be better off if they didn't do it again."
He shrugged. He hadn't taken over the Players Association for the money. He lives in a plain vanilla high-rise on Manhattan's Upper East Side. He doesn't summer in the Hamptons. He was a union man—and in his world you measured your success by the size of the bite you took out of Capital. "I guess I have to remember what I said to the players originally," he said, after a moment's reflection. "If the owners praise me, fire me."
But, if one side so thoroughly dominates another in the marketplace, is it really market pricing anymore? A negotiation in which a man can get paid twenty-two million dollars for hitting a baseball is not really a negotiation. It is a capitulation, and the lingering question left by Miller's revolution is whether the scales ended up being tilted too far in the direction of Talent—whether what Talent did with its newfound power was simply create a new authority ranking, this time with itself at the top. A few years ago, a group of economists looked at more than a hundred Fortune 500 firms, trying to figure out what predicted how much money the C.E.O. made. Compensation, it turned out, was only weakly related to the size and profitability of the company. What really mattered was how much money the members of the compensation committee of the board of directors made in their jobs. Pay is not determined vertically, in other words, according to the characteristics of the organization an executive works for; it is determined horizontally, according to the characteristics of the executive's peers. They decide, among themselves, what the right amount is. This is not a market.
Chacar and Hesterly observe that in the modern knowledge economy the most successful and profitable industries aren't necessarily those with the talented employees. That's because Talent can demand so much in salary that there's no money left over for shareholders. Retail banking—the branch down the street where you have your checking account—is a more reliable source of profits, Roger Martin says, than the billion-dollar deal-making of investment banks. What do you do when your branch manager threatens to walk if he doesn't get a big raise? You let him walk. But you can't do that if you're Lazard. "The problem with investment banking is that you need investment bankers," Martin says, "and they become superstars on their own, and, oops, you got a problem—which is that they take all the money."
When, a few years ago, Robert Nardelli left Home Depot, he was given a severance package worth two hundred and ten million dollars, even though the board of the company was unhappy with his performance. He got that much because he wrote that number into his contract when he was hired, and the reason Home Depot agreed to that provision back then is that Capital has become accustomed to saying yes to Talent, even in cases where Talent does not end up being all that Talented. The problem with the old system of authority ranking was arrogance—the assumption that the world ought to be ordered according to the whims of Capital. The problem with the new order is greed—the assumption that Talent deserves whatever it can extort. As Martin says, the attitude of the professional class has gone from "how much is enough to how much can I get."
A decade before Marvin Miller came to baseball, Stan Musial, one of the greatest players in the history of the game, had his worst season as a professional, hitting seventy-six points below his career average. Musial then went to the general manager of his team and asked for a twenty-per-cent pay cut from his salary of a hundred thousand dollars. Miller would be outraged by that story: even at his original salary, Musial was grossly underpaid. Miller would also point out that Musial's team would not have unilaterally raised his salary by twenty per cent if he'd performed brilliantly that season. In both cases, Miller would have been absolutely right. But it is hard—in an era in which failed executives are rewarded like kings and hedge-fund managers live like the robber barons of the Gilded Age—not to be just a little nostalgic for the explanation that Musial gave for his decision: "There wasn't anything noble about it. I had a lousy year. I didn't deserve the money." ♦


text:
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1. 451 Research – Market Monitor, 2012.

subset: commoncrawl


text:
Dan Walters
Dan Walters: Money could spell doom for two big California projects
Jerry Brown – publicly, at least – rejects any suggestion that he returned to the governorship to establish a more favorable legacy for himself.
But it's evident that Brown, now the state's longest-serving governor, intends for two massive public works projects to become lasting memorials – not unlike the State Water Project that was so closely identified with his father and gubernatorial predecessor, Pat Brown.
One would, in effect, complete the Brown family's water project by boring twin tunnels beneath the Sacramento-San Joaquin Delta to ease water deliveries southward. The other would link the northern and southern halves of the state with a high-speed-rail system.
Both are sheathed in intense controversy over their utility, their collateral impacts on the regions directly involved and their multibillion-dollar costs. And the fates of both are very uncertain.
Even were the other issues to be resolved, or sidestepped, the pecuniary aspects of the two projects could be their ultimate undoing because at this moment, Brown and other advocates cannot tell us how either will be financed.
The twin tunnels and ancillary habitat projects connected to them would cost at least $25 billion. While the tunnels themselves would presumably be financed by bonds repaid by sales of water, there's no firm financing plan in place, and a recent USC/Los Angeles Times poll found that when the $25 billion cost is mentioned, voter support plummets to scarcely one-third.
The ancillary costs of the project would be financed by state bonds and federal funds, it's assumed. But a water bond issue vote has been postponed twice due to fears of rejection, and there's no consensus yet on what a substitute should contain.
There's even less financial certainty about the even more expensive bullet-train project, whose current cost estimate is $68 billion.
Brown et al want to build an initial segment in the San Joaquin Valley with state bonds and federal funds, but a court has already ruled that their plan violates the state bond's parameters. Even if built, the segment would not be high-speed operational, and after that, there's no money on the horizon.
Meanwhile, the same USC/Los Angeles Times poll that found scant support for the water project also found that 52 percent of state voters now want to derail the bullet train.
A recent report by the University of the Pacific's economic forecasting unit suggested that building the bullet train might take another state bond issue of about $35 billion to replace the $9.95 billion bond that won narrow voter approval in 2008.
However, the USC/L.A. Times poll indicates that odds disfavor voter approval of another bond issue.
The very cloudy financial aspects of both projects bring to mind the famous movie line, "Show me the money."


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A high SPF for acne, reactive, very sad skin for the face. Is there one?
January 2014
edited January 2014
Ask the Beauty Brains
I have tried many Sunscreens/creams for the face (
Cane & Austin
La Roche-Posay
I wear mineral make-up (as it helps with the shine!) and the sun-creams I have tried, make my face really greasy and tend to make my skin worse.
I have a SPF of 20 in my mineral make-up but I'm thinking that I may need a little more than that.
I'm starting the hunt now before summer comes, but I'm at a bit of a loose end.
I've been considering
Bare Minerals SPF 30
loose powder which you can keep on apply over make-up throughout the day (seems handy)
But I have no idea if this gives a "suitable" protection.
Or if a mineral SPF actually works at all!
I'm wondering what other people have tried...
Also some advice on SPF for the face that can be worn (well) under and over make-up...
And what level of SPF I should be ideally looking for, I tend to go for the highest as I don't want to tan my face.
Thank you! x
January 2014
First, I hope Sarah picks up on this thread. Sarah is really, REALLY good at sunscreens.
Second, please do not rely on your makeup for sun protection. If you put on enough of the makeup to reach the SPF they list on the label it would look horrible.
Third, you need to be using a high spf broad spectrum sunscreen every single day of the year. Not just in the summer!
I have oily sensitive skin myself. I am currently using Blue Lizard Australian Sunscreen, Daily Moisturizer Face SPF 30+ each day. I wear makeup daily and, like you, I tend to use powder makeup. It works better with my oily skin. When it is time to re-apply the sunscreen I use Colorescience Pro Sunforgettable SPF 30. (The initial purchase is pricey but the refills aren't terribly expensive.) It is handy to carry with you. I would not rely on it for my main sunscreen though. I only use it to re-apply through the day. This has been working well for me thus far.
I hope you find what works for you. Trying to find products that work can be very frustrating.
January 2014
Hi! I also have very sensitive, acne prone skin. What makes it even more difficult: its shiny on the T zone and dry on cheeks. I have discovered for myself Clinique City Block (SPF 25) and I LOVE IT! It does provide some light coverage and invisible on the skin, also protects well from the Sun. I normally use it on top of my anti-acne or moisturising cream.
Actually, I would be curious to know what our experts think about this cream? :-)
here is the link:
2) they also have super city block SPF 40
January 2014
edited January 2014
My all time fave sunscreen is Elta MD UV Clear. It contains niacinamide, which is supposed to be anti-inflammatory and good for rosacea and acne. It is definitely not shiny or greasy (I need a good moisturizer under it). That said, I seem to remember reading that mineral sunscreens (i.e., those containing zinc oxide or titanium dioxide) can block pores. That said, it doesn't do it on me at all, so I think it's worth a try.
January 2014
Thanks ladies!
(Sarahf the Elta MD UV sounds great but I'm struggling to find a place/site to get it here in the UK)
I have (however) been further researching,
And came across a number of websites that said about
your own sunscreen
Click here for the website I found
Is Zinc Oxide a bit "dangerous" to be using by someone inexperience as me? (when it comes to making products that is)
Also... a couple of site said that you shouldn't breath zinc oxide in/ to wear a mask when working with it...
January 2014
Maybe the Brains can tell you if there are issues with breathing zinc oxide in. I have two zinc oxide based powders for reapplication during the day.
I don't tend to 'breathe in' when applying makeup anyway so it shouldn't be an issue for me? Brains? What do you say??
January 2014
In general, the danger of breathing in powder is related to exposure during processing and mixing. if you're making your own products and mixing large quantities it couldn't hurt to wear a mask. I haven't seen anything to suggest that you need to worry about just applying a product that contains zinc oxide.
January 2014
Thanks Randy!
January 2014
Another reason that I forgot to mention is that "raw" powders are more prone to dusting compared to powders in finished products which will likely contain oils or other binders that reduce the amount of particulate which become airborne. Hmm, maybe I should just turn this discussion into a blog post.
January 2014
Not to push my product on you, but I find it on Amazon UK.
I think you'd really like it!
January 2014
Lovely! I shall get some at the end of the month when pay day kicks in. I am always curious to try things that have been recommended. Thank you!
(Randy) With regards to zinc oxide powder. What about if you mix it within your existing moisturiser. Then (in effect) would your moisturiser then become a sun cream?!
January 2014
I would not mess around with mixing my own sun cream because if you get it wrong you could end up with sun-damaged skin. Here are a couple of reasons why it's trickier than you might think:
You have to use the right amount.
You have to have the right particle size.
You have to have the zinc oxide properly dispersed.
You have to have the zinc oxide stabilized in your moisturizer other wise it might settle out before you can use it.
January 2014
I think (hope) Amazon has a pretty good return policy in case you are not happy with it.
January 2014
Amazon it is!
Thanks Guys!
January 2014
I would trust the chemists who make sunscreen much more than my laywoman ass! I find the stick sunscreens are less greasy. You just have to try different sunscreens. Most stores will let you return it if you only used it once plus a translucent power should soak up the greasiness but if its chemical sunscreen agents you need to let it soak in anyways.
February 2014
Would you be able to tell me what sort of tint is in that Clinique spf? I almost bought this but not sure what type of tint it is. Does it look like a foundation type tint or? Thanks!
February 2014
If you have a problem you can call the company and they give you a coupon for a free product. Eco friendly and more expensive products sometimes do not have a customer service line to call so I avoid them. Even if you think you won't be able to use it you can get a coupon and give it as a gift. I had to do this once because my Treseme Split Remedy had tiny white balls separated and it was no problem and they were nice.
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4534 S Ellis Avenue #1N
Chicago, Illinois 60615
Listing Office: Chicagoland Property Network
Disclaimer: The data relating to real estate for sale on this website comes in part from the Broker Reciprocity Program of Midwest Real Estate Data, LLC. Real estate listings held by brokerage firms other than @properties are marked with the Broker Reciprocity thumbnail logo and detailed information about them includes the name of the listing brokers.
Neighborhoods: North Kenwood
The community of Kenwood has been home to a long list of esteemed residents some might call the greatest of all time – from Muhammad Ali and Muddy Waters to President Barack Obama. The neighborhood along the southern shores of…Learn More
School information is provided by the National Center for Education Statistics. This information should only be used as a reference and does not warrant or guarantee enrollment. Please contact applicable schools or school districts directly to verify information and enrollment eligibility.
CTA Rail
at 47th (0.91 miles away)
Metra Electric Main Branch, South Shore
at 47th St Metra (0.57 miles away), 57th Street


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Rah Digga Is Back: Speaks On Her Fall Out From Flip Mode, Shares Story Of How Busta Signed Her When She Was Pregnant & Says Some Of Her Favorite Lyricist Are Startin To Sound Corny
StreetHeat reports " Rah Digga Sits down with StreetHeat at BET in NYC. She speaks on her relateship with Busta and how she met Him. She also explains she is into doing editing and Filming now. Gives her opinion on JayZ's song D.O.A. Speaks on the situation with Rosci and Queen Pen and lots more. PLUS JUELZ SANTANA Co-Signs Her..........................FILMED BY- LO & EZ Millionz For STREETHEAT.................MUSIC PROVIDED BY- H5000 & WILLC for STREETHEATMUZIC............For any VIdeo Content Contact- firstname.lastname@example.com
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Mon Premier Livre de Mots en Français
Dorling Kindersley, 1993 - Juvenile Nonfiction - 64 pages
My First Word Book translated into French for Gallic preschoolers and aspiring bilinguists. Contains 1,000 of the most essential first words used by children, arranged thematically and designed to perfect early reading skills and enrich vocabulary. Full color.
From inside the book
Try this search over all volumes: pienic
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Common terms and phrases
30 doll 31 building 35 moth apples armor baby badminton badminton racket balloon base-bail baseball baseball baseball bat basket bathroom bathtub beach beanstalk biscuit cookie bowling pins bubbles bulbs bulldozer buttons cereal bowl checkout counter chocolate bar circle cookie cutters cooking oil cotton swabs cream cricket cuisiničre stove cutters cymbals dashboard detergent dinosaur dinosaure dinosaur dish drainer dish-washing diving mask doll carriage doll house doormat drainpipe dump truck dustpan essence gas faucet field hockey stick fire truck flowerpots football américain football game football soccer g loves gants garage garbage gas pump glider 31 guinea pig hairbrush hairdryer helmet high chair hot dogs ice skate ice-cream cone ignition key Jack-in-the-box jar of cream jump rope kitchen l'orange orange ladybug lawnmower limousine living room lunch box mixing bowl nailbrush needle 43 numbers orange juice outdoor market oven perfume pienic pinwheel pizza Playtime potatoes poupée doll pruning shears salad soap truck 31


text:
ORA-00205: error in identifying control file,
Date: Fri, 24 Aug 2012 11:19:51 +0000
Message-ID: <D2EF2C83C5C50B4CB202F0619D52874801883C_at_BLRKECMBX11.ad.infosys.com>
I am doing a manual upgrade from 10.2.04 to 11.2.03. I have installed 184.108.40.206.
Ran utlu112i.sql
Copied TNSNAMES and LISTENER.ora,init.ora from 10g home to 11g home respective directories. Commented all dump_dest paramteres in 11g init.ora and added diagnostic_dest parameter
exported all the varaiables as follows.
export ORACLE_HOME=/oracle/ora11203
export PATH=$ORACLE_HOME/bin:$PATH
export ORACLE_SID=OMIGTEST
export TNS_ADMIN=$ORACLE_HOME/network/admin export ORACLE_BASE=/oracle/ora11203/app/ora11203 export LD_LIBRARY_PATH=/oracle/ora11203/lib:/usr/local/lib
Now when i try to start DB from the unix session where all of above variables are set,i am getting following issue.
sqlplus '/as sysdba'
SQL*Plus: Release 220.127.116.11.0 Production on Thu Aug 23 16:22:16 2012
Copyright (c) 1982, 2011, Oracle. All rights reserved.
Connected to:
Oracle Database 11g Enterprise Edition Release 22.214.171.124.0 - 64bit Production With the Partitioning, OLAP, Data Mining and Real Application Testing options
SQL> startup upgrade
ORACLE instance started.
Total System Global Area 1636892672 bytes
Fixed Size 2183056 bytes Variable Size 1090519152 bytes Database Buffers 536870912 bytes Redo Buffers 7319552 bytesORA-00205: error in identifying control file, check alert log for more info
The following entry is present in init.ora.If I keep this entry or comment it out,Iam getting same issue.
control_files = (/oracle/ora11203/dbs/ctrl_1_OMIGTEST.ctl)
Do i copy control file from 10g home and place in in 11g path and mention it in init.ora before upgrade?
Thanks and Regards,
Nisha Mohan.A
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What Remains of the Volcker Rule in the New Banking Legislation
by Matthew Richardson, Roy C. Smith and Ingo Walter
As part of any effort to seriously address excessive systemic risk, the logic of limiting government guarantees to core banking activities - and segregating non-banking risk-taking businesses - is fundamentally sound and in the public interest. This is especially true if other efforts to bolster safety and soundness, like increases in capital buffers, are delayed in a fragile economy or eventually end-run by the banks.
While we do not favor breaking up of the large, complex financial institutions based on arbitrary size restrictions, we do favor market concentration limits as a matter of competitive structure as well as systemic risk exposure. We also support targeted scope restrictions on functional activities conducted by systemic financial firms, essentially in line with the Volcker Rule as originally proposed. There have been two alternatives.
One is to require a complete separation of proprietary trading and asset management businesses - activities that facilitate high-powered and opaque risk-taking and are also highly cyclical - from commercial banking operations, which have access to government-guaranteed deposits and lender of last resort support in crises, and which provide financial intermediation services to the real economy. Any commingling of these activities is harmful to the public interest.
The second is to assess guarantee insurance premiums on financial conglomerates that encompass commercial banks - premiums which are commensurate with the systemic risk contributions of their various activities, and then let financial firms break themselves up organically if they find it profitable to do so. This approach considers that commingling of different activities may be socially desirable for some firms but not for others, and faced with higher premiums for riskier activities, the latter (or some of them) may carve-out these activities as a matter of strategic redirection.
While the commingling of commercial banking with investment banking activities such as underwriting and market-making was ruled out in the financial reforms of the 1930s, such commingling did not contribute to the recent financial crisis. The Volcker Rule, as originally proposed, banning proprietary trading and sponsoring hedge funds and private equity funds by firms benefiting from access to the government safety net, was significantly watered down in the Financial Reform and Consumer Protection Act of 2010, which has now been passed by both houses of Congress.
We supported the original Volcker proposals as the best chance for limiting the spillovers and systemic risk by banning proprietary trading, correctly defined, and prohibiting banking conglomerates sponsoring and investing in proprietary hedge funds and private equity funds. We continue to believe this approach makes a lot of sense, tailored to modern financial products and markets, when combined with the ready availability of financial specialists to conduct proprietary activities in a way that can be effectively regulated. It is an initiative unlikely to trigger significant social costs in terms of financial efficiency, innovation and competitiveness. Indeed, based on a careful analysis of the unintended consequences of the Glass Steagall restrictions of 1933, quite the opposite could well turn out to be the case.
In the event, only a mild version of the Volcker Rule survived the legislative process and allows banks to continue proprietary trading in certain public obligations as well as sponsorship with limited equity interest of hedge funds and private equity funds. It seems to us like a defensible second-best solution. The same is true of the limited requirement for trading high-risk derivatives through separately capitalized subsidiaries. Whether these reforms are robust enough to withstand the next crisis remains to be seen.
So the legislating breakup of systemically important large, complex financial institutions didn't happen this time around - institutions that many observers believe to be not only too big to fail, but also too big to management and too big to regulate. So the structural basis for significant systemic risk exposure in the US financial system likely to remain pretty much as before, which places an enormous premium on the other safeguards built into the Financial Reform and Consumer Protection Act of 2010. They had better work.
The key benefit of this week's US regulatory outcome, despite its limitations and loopholes, is that it may cause key firms to rethink their business models and the population of less systemic financial specialists in the financial system will increase. Chances are the surviving businesses would be far simpler and their accounts far more transparent (and more easily subject to regulation) than those of today's dominant financial conglomerates. This, in turn, would give banking regulators a better shot at understanding and containing the risks that might result in future bailouts. As well, financial conglomerates ability to abuse government guarantees intended for one activity by supporting riskier ones will be limited - so that the endemic problem of government guarantees' compromising market discipline and engendering future crises will have been alleviated.
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In James Cameron's Avatar, a group of natives fight back against an evil corporation that's willing to destroy their civilization in order to acquire a valuable commodity. In reality, capitalism isn't personified by a two-dimensional villain and without any sense of irony, 20th Century Fox is asking fans to open their wallets again and again and again.
I'm kidding of course. Amusing parallels aside, Cameron and Co. are only delivering what fans have been begging for - a deeper glimpse into the inner workings of Pandora.
As THR reports, between this Friday's theatrical re-release and an upcoming 2-Disc DVD and Blu-ray set, the filmmakers are keeping their fingers crossed that you really can't have too much of a good thing.
Unlike Avatar's initial release, audiences will only be able to experience the special edition of the film in 3D. The expanded cut clocks in at 171 minutes and Fox domestic distribution chief, Bruce Snyder, says fans can look forward to seeing something brand new roughly every fifteen minutes.
Avatar's worldwide gross reached $2.74 billion and Cameron insists that had it not been for other 3D releases commandeering theater space, the film would have continued to thrive at the box office. In addition to the obvious financial benefits, the innovative filmmaker reveals the other motivating factors behind Avatar's re-release:
"Audiences repeatedly told me they wanted more of Pandora, and wished they could have stayed there longer. So we're making that possible. AVATAR: SPECIAL EDITION will be exclusively in 3D, and will have eight minutes of never before seen footage, including new creatures and action scenes. Whether you already love the movie, or you've never seen it, with this Special Edition, you'll be seeing it like never before."
Producer Jon Landau elaborates:
"We tried to look at what people have responded to in the film and give them more of that… There's a whole new scene that takes place in the (Na'vi) school, there's more night bioluminescence, there's new creatures, and there is a new action scene. The scenes don't just feel like added scenes -- they are very organic to the story and embellish it."
Our friends at Collider were able to get their hands on two new images from Avatar's re-release. You can check them out below:
If eight and a half minutes of new footage still isn't enough, even the most ravenous of Avatar fans should be satisfied with the sixteen minutes of new footage that will debut on the DVD and Blu-ray release this November. For those anxious to experience the film's groundbreaking 3D effects at home, you'll have to wait until sometime next year for yet another DVD/Blu-ray release.
Ordinarily I loathe when studios force you to double dip on popular films, but in the case of Avatar they never disguised the fact that a special edition would follow April's bare bones release. So when I start adding up how much money I've spent on this film, I'll be sure to remember that I only have myself to blame.
Avatar certainly has its critics- any pop-culture juggernaut inevitably will. I know a lot of people wish the story had been as revolutionary as the special effects and I'll admit that I'm one of them. However, what invites repeat viewings of the film for me is the level of detail Cameron painstakingly implemented into every aspect of the mythology.
I love that the production design is vintage Cameron and that all of the military tech could stand side-by-side with anything from Aliens. Though the choice to tell the story in broad strokes initially bothered me, I've since learned to find something charming about its simplicity.
Regardless, I still roll my eyes every time I see Quaritch pull that huge knife out of his AMP suit.
Will you be rushing back to theaters this Friday to experience Avatar in 3D again or are you content to wait until November's DVD/Blu-ray release?
Avatar: Special Edition opens in theaters this Friday - and release on DVD and Blu-ray this November.
Source: THR, Collider.


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Missing Malaysia Airlines jet: The last words heard from the crew
''All right, good night.''
These were the last words from the missing Malaysia Airlines flight MH370, revealed for the first time at a meeting in Beijing on Wednesday between the Malaysian government and Chinese relatives.
The flight then disappeared from radar screens, according to Malaysia's civil aviation officials at the meeting fronted by its envoy to China, Datuk Iskandar Sarudin, and held in a packed room with nearly 400 relatives at the Metropark Lido hotel.
Five days after the plane vanished above the South China Sea authorities in Kuala Lumpur have also revealed a military radar may have recorded the aircraft several hundred kilometres off course in the Malacca Strait.
But Air Force Chief Rodzali Daud told reporters that experts were still analysing the data.
''It is difficult to say for sure if it is the aircraft,'' he said.
Military radar picked up a radar ''plot'' 200 miles north-west of the Malaysian island of Penang at 2.15am last Saturday, about an hour after flight 370 disappeared from civilian aviation radar 120 miles from the Malaysia coast en-route to Vietnam.
Malaysian authorities are now focusing a massive search operation on the Malacca Strait.
But the search will also continue in the South China Sea while doubts remain whether the military radar recorded flight 370 or another aircraft.
The air force's revelation has deepened the mystery of one the world's worst aviation disasters.
There is no explanation how the plane could have turned back and flown over mainland Malaysia without being recorded on radar or by other sources.
Malaysian authorities admit they are unsure what direction Malaysia Airlines flight 370 was flying when the plane carrying 239 people disappeared from radar over the South China Sea.
The massive search has been expanded to several hundred kilometres as it emerged the US airline safety regulator had issued a warning in February of cracking in the fuselage skin underneath a Boeing 777's satellite antenna. The flaw could lead to the airliner breaking up or rapid decompression.
Malaysia's civil aviation chief Azharuddin Abdul Rahman confirmed it was possible the Boeing 777 turned back two hours into the six-hour flight. ''We are still investigating and looking at the radar readings,'' he said.
The problem with 777's satellite antenna was identified by the US Federal Aviation Administration last June but the Air Directive telling airlines to inspect this part of the plane for cracks was not issued by the FAA until February 18.
The 777-200 ER, the model operating flight MH370, was not specifically identified in the directive.
According to a Malaysia Airlines spokesman, the missing aircraft was serviced on February 23, with further maintenance scheduled for June 19. It is not known whether the airline picked up the directive.
A structural failure related to the flaw could disable satellite communications, including the Aircraft Communications Addressing and Reporting System, which transmits data of the plane's location automatically, the directive warns.
It would also have rendered the plane invisible to all but ''primary radar'', which has a range of only 100 nautical miles.
The directive also warned cracking and corrosion at this point could lead to ''rapid decompression and loss of structural integrity of the airplane''.
A posting on the Professional Pilots Rumour Network said the end of satellite communications would not have disabled the mobile phone network on the plane.
Nineteen families signed a statement saying they were able to telephone the mobile phones on the plane. While they got a ring tone, no one picked up.


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I just got an email from the manufacturer of the cutters for my 3D cookies, and I'm so-o-o excited! They look so nice! He had some questions about shape, which means they aren't done yet, even though yesterday was the projected finish date. I'm guessing I won't have the cutters for at least two more weeks. (I have no idea how long it takes to ship something from overseas). I finally finished the instruction booklets, though, so that is an item on the checklist completed. I think this venture is actually getting close to becoming a reality and I had to jabber to someone, as my husband still disapproves of me doing this (it's TAXABLE, you know) so I can't talk his ear off. Keeping my fingers crossed!!
i think i just got goose bumps!!!!!
i can't wait!!
ooohhhh..I am getting excited too!! Can't wait to see them!!
When are you going to start taking orders? Have you started a list? I'm asking because several of us have stated numerous times how we want them!!!! (Some at least two sets! ) I don't want to have to backorder if an online queue starts up and I'm not at my computer!!! Don't forget about us!
uh...i think i'm pretty high up on the list. um...i hope i'm pretty high on the list. i am on the list right. tell me i'm on the list. please...i've got my check book in hand!!!
I'm behind kneadacookie!! Will this be like in elementary school where we hafta remember who's in front and who's in back of us??!! NO CUTS!!!
Hey, I'm missing something here! Let me get this straight, you are having your 3D cookie cutters made and you are going to market them?? That is awesome! I'm so proud of you (and I don't even know you!!!). Really, that is great. Please hold a kit for me too.
P.S. What's with the taxable thing and hubby?
Susan, my husband is the one who does our taxes and he hates them! When I received an inheritance from an aunt, he did nothing but gripe about the tax issues. So I'm not even bringing up the subject of the kits right now. If I can make it three years, my twins will have their CPA's and I can have them take over!
The kits will have 5 cutters and come with a complete instruction booklet for baking, decorating, and assembling the cookies. Two booklets will be available...the first will have mostly animals (I threw in the clown) and the second will be mostly holidays and people. If it is successful, I will have individual cutters made that can be bought separately to supplement the kit (one for Uncle Sam, a bunny, viking, and parrot...so far).
Thanks for everybody's interest! I'm just waiting for those cutters to be finished.
put me on the list too, I love these cookies, so cute!
Good job. Can't wait.
I want on the list also!!!
please please please put me on the list too!!!!!! and GOOD FOR YOU!!!!!! YOU GO GIRL!!!!!!!!!!!!!!
I think you are going to do great! I think it really is a novel item and idea! I would buy them!
Seriously, should I start a list? I could PM everyone on the list when the kits are ready, if that would be okay. I don't want to step on any toes and have someone think I'm trying to sell them something they really don't want. I realize this web site isn't for selling. My goal in doing these kits was to get them into the hands of cookie decorators on this site who wanted them. And it kinda mushroomed into an actual business. I could just post an announcement when they're ready and have people PM me. I doubt all 500 kits will sell out before everyone who wanted one got one! How should I handle this?
i definitely want to be on the list.
or maybe do like sugar shack and take pre-orders while the item is still in production. then when the product arrives just ship it out?
I'd like to be on the list.
I would love to be added to your list. They sound like they would be fun to put together.
Ooh ooh ooh!!! I'm already on the list! I'm already on the list! I'm all wiggley again...!! I was just thinking about those a few weeks ago, actually- wondering about the progress... glad to hear things are going well!
As far as taxes go, your hubby shouldn't grumble until next spring, that's when they'll have to be reported, unless there is some immediate tax on imported items that isn't typical...
I know nothing about Nebraska system, but in Indiana, inventory is non-taxable, so it shouldn't be a problem from that side, only when you make tons of money to roll around in- then they tax that... But then again, people with businesses that make money also have laws to protect that money and therefore, there should be loop holes that will alleviate his grumbles...
feed him a cookie and tell him not to worry!
Me too! Please put me on your list. Your cookies are wonderful!
what all is in the kit and how much are they?
I want to be on the list, I'm missing out, I need to spend more time looking over the forums. Susan
i want to be on the list
It will go great don't worry about it! You already have a long list and it will get longer, can't wait. please notify us when they are in. THANKS
ME TOO! ME TOO ! Please put me on your list. Can't wait, but I will
Good luck! Looks like they are a hit already . Pm me or do what ever it is you can do to let us know when they are ready.
Ok...sign me up too. I think these are really unique. I have a few other 3D cutters already (Santa, Christmas Tree, Rudolph) so these will be a nice addition.
Jennbryanfrank, the kits will have 5 cutters (2 body styles, a round 3" base, and two feet styles). An instruction booklet will be included that has a picture of each 3D cookie and complete directions for baking, decorating, and assembling the cookies. You have a choice of two booklets: the first has 14 designs...13 animals and a clown (which is my avatar) and the second will have 12 designs that are holiday/people. I'm hoping to offer them to CC members for around $10 (plus shipping), though the final cost will be determined once all the kit pieces have been assembled. If you want both booklets, I will be charging only what the printing cost is to me. Hope that explains everything! I will PM everyone on the list as soon as I have the cutters. It's just moving slower on that end than I had planned! And once the cutters arrive, I will have to make sure the quality is okay to proceed to assembling the kits.
don't short yourself either. you've put a lot of work into these. and even if you're planning on giving ccer's a special price make sure you put the real retail price in or on the package. i would love to go to the local cake stores and try to sell some for you. we're a family here!
i think you've really got something here
Please put me on the list as well, thanks!


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LeadingAgile necesitaba un nuevo diseño de logotipo y lanzó un concurso de diseño en 99designs.
Un ganador ha sido elegido entre 21 diseños de 6 diseñadores freelance.
Leading Agile, Inc. http://www.leadingagile.com
Mike Cottmeyer is best described as an Agile Coach, Evangelist, and Thought Leader. He is an avid social networker that has been blogging at leadingagile.com for several years, just launched his own consulting practice, and needs a cool logo. He is passionate about creating positive high functioning, highly transparent, highly effective Agile teams within a company. The culture at Leading Agile is collaborative and open, based on trust, teamwork, and transparency.
Corporate executives and business leaders looking to transform their organizations toward a more agile and responsive way of building software products. The logo should be edgy and creative, but not so over the top that business people wouldn't get it.
Logo can have color, but should be simple enough to be clear and meaningful in black and white. This will go on my social networking sites, on my business cards, and be embroidered on shirts.
Preferred themes are trust, teamwork, collaboration, outdoors (mountains, hiking, backpacking), climbing (climbing gear, mountains), compass (outdoor theme + integrity and direction).
Logo does not have to incorporate all themes, but those are the things that will catch my eye.
Descubre cómo funciona un concurso de diseño u obtén más información sobre nuestros servicios de diseño de logo.


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Salmon Bake
Print Author: Natasha Conrad Recipe type: Main Prep time: 10 mins Cook time: 30 mins Total time: 40 mins Serves: 8 We had this recipe written on an old scrap of paper that is stained with 20 years of use. … Continue reading
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Simple Steamed Salmon
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BOSTON (MarketWatch) — Opposites attract. Not in politics, but in the markets. But I'll get to that in a minute.
November is always a tricky month for the markets. Third-quarter earnings reports are astern and the new year looms. Add to that mix an election year, especially a contentious one, and the vulnerability to volatility rises — and this time around, with so many issues in the domestic and global economy slowing and going less well than any stimulus plan advocate or adversity docent would have thought a year ago, you would think that only an increase in volatility is in store for November's traders.
Political posturing
MarketWatch photo illustration, Reuters
• Why the election doesn't matter
• Picking stocks right before an election
• Post-election pair trades hold promise
• Are coal stocks predicting a Romney win?
But don't confuse volatility with a lack of opportunity. In fact, I think that such an increase in volatility creates an increase in opportunity, maybe especially so this November. After all, once the election is over and the victor is declared, a significant level of uncertainty will be removed from the markets.
On Nov. 7 (assuming no hanging chads), the market can and will cut to the chase of pricing in how it sees whomever wins as being more or less capable of managing the difficult domestic and global economic tasks at hand … and then move on. But while the markets will begin to price in what they know about post-election policies that impact earnings, inflation, consumers and more, investors and traders alike may still be unable to overcome the emotional hurdles that have kept them from climbing the market's wall of worry.
I hope not.
Any investor who has been immobilized by fears of policy risks over the past few years has missed out on one of the more remarkable rallies in market history. (Four years from now, I'll wager I can say much the same thing.) Perhaps investors will take notice that, as an end-of-October Bloomberg report revealed, for the first time in 17 years the stock market is beating all other asset classes — from Treasuries to commodities. Perhaps not.
I do think that while moving ahead may feel harder to do today, it will feel less so in a week's time … but no wholly nor easily so. Our election is only one brick in the wall of worry and 2008's investors remain once burned, twice shy.
How should investors and traders climb November's wall?
My proprietary seasonality charts suggest that opposites attract. Large-cap growth stocks pair well with aggregate bonds and inflation protected bonds. Gold can be paired with coal. Long U.S. stocks and short international ones is a hedge my charts suggest could help you offset known risks of the euro zone with known strengths here at home.
Domestic large-cap growth stocks are one of the most efficient markets of all. Finding a good stock selector in this space can add value, but so can finding an ETF that has enough of an index twist to enable it to shout above its peer group.
For traders this November, inside that range, I'd recommend the following pairings.
Inside large-cap growth, I want to focus on one area that is a solid defensive driver of the capitalization range and style's strengths paired with another large-cap growths sector that looks as if it will be out of favor: Fidelity Health care FSPHX, +0.29% and State Street SPDR Technology XLK, -0.95%. Eddie Yoon, manager of Fidelity Health care, has proven he has both a better defense and offense relative to peer competitors and the broader market S&P 500 benchmark. Health care remains a necessary demographic story and a long-term emerging-market growth story and is a core part of any of my publications' portfolios as well as my real world ones.
So is technology. And while technology has a checkered past when it comes to November, I think this year will be different based on the fact that business spending (a driver of technology buying) hit a three-year low in the third quarter. I think that figure masks a November strength; post-election businesses won't be fretting about at least some budget-related uncertainties. They'll be setting their budgets based on what they know about the returning (or new) administration's intents.
Link Windows 8's business prospects and Apple's consumer-driven holiday spending, which tilts towards its technology, and I think you could have a November surprise for tech. I Like XLK's mix here: Apple (20%), Microsoft (7%), IBM (7%), AT&T (7%), Google (7%) are its top five positions.
Shorting anything needs to be done with more than a modicum of caution. In November, I think we'll see an increased state of confusion in the euro zone, even as the election-related confusion gets resolved here at home. To trade recession and recovery, I like the ProShares Short EAFE EFZ, -0.02% and State Street SPDR Dow Diamonds DIA, -0.95%. Moreover, if it turns out that the U.S. consumer weakens a bit more in November, and business spending doesn't pick up, the euro zone will more than likely feel the brunt of that blow. (Interestingly, this trade comes at a time when I think the prospects for recovery in the euro zone are higher than they were a year ago, but higher down 2013's road with plenty of detours along it.)
If, on the other hand, we see a global turn for the better this month, then our battleship balance sheet multinationals should fare well enough to offset my short call on one of our trading partners.
Overall, the above trades create an attractive way to profit from opposites.
Jim Lowell is chief investment strategist at Adviser Investments and editor of Fidelity Investor. He is also the editor of MarketWatch's ETF Trader.


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Hudson 'optimistic' he'll re-sign with D-backs
PHOENIX -- The D-backs and Daniel Hudson continue to talk about a contract that will keep the right-hander with the team in the future.
"I'm pretty optimistic," Hudson said. "I think we'll be able to figure something out here sooner or later."
PHOENIX -- The D-backs and Daniel Hudson continue to talk about a contract that will keep the right-hander with the team in the future.
"I'm pretty optimistic," Hudson said. "I think we'll be able to figure something out here sooner or later."
Hudson was eligible for salary arbitration and given that he has missed most of the past two seasons, the D-backs were unwilling to tender him a contract and risk him getting a raise over the $518,500 he made last season.
Hudson made just nine starts in 2012 before having Tommy John surgery and last June, just weeks before he was set to return, he reinjured his elbow during a Minor League rehab start and had to have a second Tommy John surgery.
When the D-backs non-tendered him, Hudson became a free agent, but both sides have said they would still like to get a deal done.
"I think we kind of ran out of time," D-backs GM Kevin Towers said referring to last Monday night's deadline. "I think that we were more than likely -- I can't speak for the other side -- but I would like to say that we were at the five-yard line or inside of that. So, my hope is that we will come to a resolution and he will be a Diamondback in the very near future."
Hudson has continued to rehab with D-backs head athletic trainer Ken Crenshaw and the training staff at the team's Salt River Fields Spring Training facility this week.
"I feel so comfortable with Ken and everybody I've been working with for the past two years," Hudson said. "I don't really want to go anywhere else. Obviously if something doesn't work out then we'll have to figure something else out, but as long as we're cordial and we're talking and everything, I really want to make sure I stay working out with those guys."
The team faced a similar situation recently with reliever Matt Reynolds, who injured his elbow last June and had Tommy John surgery in September. Reynolds is expected to miss most, if not all, of the 2014 season and he, too, was eligible for salary arbitration.
Reynolds and the D-backs agreed in October on a one-year $550,000 contract for 2014 with a $600,000 club option for 2015.
Hudson declined to get into the specifics of what the two sides had discussed.
"We had been talking back and forth for a couple of days, just talking about what each side wanted," Hudson said of the few days before the deadline. "Honestly, they had so much going on with hiring the coaching staff that the deadline kind of snuck up on both of us, I think. Then all of a sudden it was like, 'Oh no, we've got to figure this out.' We just couldn't quite get it done. I have no hard feelings or animosity or anything. I realize I'm a guy coming off two Tommy John surgeries and the market is not great for guys like me with the injury history the last couple of years, but at the same time I wanted to be sure I was still getting somewhat compensated for what I had done in the past. That was my biggest thing."
Hudson has been a starter since coming to the big leagues, but given two Tommy John surgeries, a switch to the bullpen might be the most likely path his future takes.
While he said he expected to get something done with Hudson in a timely fashion, Towers did not want to put a timetable on when Hudson might be able to return to action.
Steve Gilbert is a reporter for MLB.com. Read his blog, Inside the D-backs, and follow him on Twitter @SteveGilbertMLB.


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BackupBuddy: Creating a Backup
2. Select the type of backup to be performed by clicking a backup type (Database Only or Complete (Full) Backup) or a custom Backup Profile.
3. BackupBuddy will then display the Status Log of the backup.
Note: You may leave this page and the backup will continue, though possibly with delays between steps.
4. Once the backup has completed, a green check mark will appear.
5. From here, you can select Send backup destination, Download backup or back to Backups.
For more information on managing BackupBuddy remote destinations, visit the Remote Destinations section.
See also
- Introduction
- Creating a Manual Backup
- Local Archive Files
- Recent Backup Status


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**Earl comes face to face with a deadly sea snake and is forced to make a difficult decision.
why not? it probably will taste better than the coconuts they've been living on since the camp more. i sure would think about it at least. unless it was also poisonous to eat, i really don't know.
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What is Marshmallow?
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Learn about Xperia™ power-saving features, how to increase battery standby time and extend the battery life.
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Learn some easy tips and tricks on how to keep your device in top shape.
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