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The processes and dynamics of change in the functioning and structure of police organisations, and the effects of change on people working within them, are the broad topics of this paper. The author's direct involvement in, and observations of, wide-ranging changes to police organisations form the basis of the original research, from which this paper has been developed.
It is suggested that theories of change management are far from complete and the phenomenon of change management is generally poorly explained - this being especially apparent in respect of police organisations.
A macro model of organisational change is advanced which provides a structure for the analysis. The model is based on the significance of the 'stimulus' for organisational change, the 'target' for such changes and the 'types and stages' of change implementation.
A managers process model of change is suggested and the concept of a 'change counter resistance system' is introduced. Likely explanations for resistance to organisational change are advanced in order to help foresee and plan for minimising the potentially negative effects of resistance to change.
The paper concludes by suggesting a specification for a set of principles for change management in police organisations. These principles are derived from both the author's research and more general, contemporary management theory and practice.
The processes and dynamics of change in the functioning, structure and work force of organisations is a well documented subject from Basil & Cook (1974) to the more recent works of Moss-Kanter (1989), Senge (1991) and Pedler et al (1991). Most writers on organisations, it seems advance some comment on the phenomena and consequences of change from their own particular perspective.
Theories of change management however, are far from complete and the phenomena of change management is relatively poorly explained. (Evered 1980) In relation to both change interventions at an overall organisational level and changes at an individual task level there is little commonly agreed material in the form of action guides for either participants or managers. This absence of any unifying theories that explain the change as a dynamic systematic process might be justified, or at least explained, by the number, complexity and variability of the factors involved. Issues as diverse as individual psychological phenomena to macro economic and political theory all potentially have their place in explaining organisational change.
A recurring theme of many writers, is that the effects and consequences of organisational change can be widespread, even from the most seemingly insignificant alteration to a task or procedure, through to major organisational re-structuring and re-sizing. The consequential effects of either the prospect of change, or the actual implementation of change are often found to extend far beyond the immediate issue that is the focus of the change itself. (Beardshaw and Palfreman 1990)
It may be demonstrated that within organisations, such reactions frequently produce antagonism towards the source of the stress, which may rightly or wrongly be perceived as the change. When the change relates to work associated procedures, or structures, the negative outcomes can range from a temporary and marginal reduction in productivity, through to internal sabotage and/or major industrial action. The outcomes will be dependant upon a large number of inter-relating factors and competing individual objectives such as the security of employment, future potential/remuneration, type of work etc. (Bass and Stogdill 1990, Brown and Campbell 1994, Carnall 1990, Davis and Shackleton 1975)
From this brief analysis, it is suggested that in order to understand and describe the process of change in police organisations, it is necessary to consider not only the human reactions to change, but also the mechanistic organisational functions and processes that bring about those effects in humans. Any attempt to disentangle functional, process and structural issues from the social and psychological aspects of the work force will result in an incomplete analysis. Therefore it is suggested that an integrative and holistic approach is necessary in order to understand and explain the processes of change in police organisations.
It is argued that if the change process were fragmented and reduced to analyses of individual features of the process which correspond to existing micro theories, then it is unlikely that an holistic analysis could subsequently be assembled. Such a product would more probably amount to a set of unrelated observations of the change programme that could not be related together in any meaningful way. An overarching macro approach is therefore required.
It can be shown that police organisations may be considered as open systems and the concept of their 'degree of openness' might be introduced. It is suggested that that the greater the amount of information shared by a policing system with its environment, the greater the degree of openness.
It is argued that police systems that are more open, will inevitably change more than others that are not. If an open organisation is in constant interaction with its environment, then it will be responsive to external influences through the openness of the system boundary. (Kast and Rosenzweig 1981) This in turn implies that a more open system will potentially experience higher levels of unplanned changes as the organisational system will not be in sufficient control of its environment to prevent such events.
Ironically the simplest means of avoiding such unplanned changes would be exclude inputs from the environment, thus limiting the stimuli to change. Change of this type to the system characteristics would alter the degree of openness and move the system towards a more closed mode of operation, which has been argued to be undesirable in policing systems. Such closed policing systems being typified by the characteristics previously described, as well as by Scarman (1981) and Smith et al (1983), whereby the policing system was not responsive to inputs from the human environment.
The degree of openness of the system boundary implies that some interactions which take place between the system and its environment will be appropriate to the systems' behaviour, whilst some will not. e.g. It would be appropriate for a policing system to be responsive to inputs from a Community Police Consultative Committee that sought to reduce crime in a particular area, but perhaps not so appropriate for police to be responsive to an informal residents' association's wishes to reduce policing in their area in order that unlawful activities might flourish.
Unplanned and unforeseen change to an organisation will generally arise if the organisation does not have sub-systems designed to monitor leading or key indicators of environmental activity that critically influence the systems' performance. Despite disciplined and careful environmental scanning, police organisations might still be victims of unplanned change arising from:
The degree of complexity involved in the organisational change process thus gives rise to the need for the specification of a simple macro model of the change process. Figure 1 shows three elements of the change process:
Figure 1 The Macro Model of Change
Figure 1 initiates at the point where a stimulus for a future change leads to the identification of the target for change. The target is the actual system or procedure that is to change and is thus the subject of the change implementation that will be achieved through one or more stages. As implementation progresses, so observation and evaluation of the results will feedback to the original situation which originally gave rise to the stimulus for change.
If the system outputs satisfy the need for change, then the stimulus for change will reduce or disappear. If not, then the stimulus to change will modify, perhaps identifying a different target for change implementation and so on until the need is met and there are no further stimuli to change. The model is therefore iterative and dynamic, in that repeated passes will bring an alteration to both the system and the situation in need of change.
A steady state will only be achieved when there are no inputs from the environment, and no further internal inputs to create stimuli for change. This is a most unlikely situation for policing systems that are seen to exist in turbulent social environments (Jackson and Keys 1984) and are thus subject to frequent environmental stimuli to change, if they have open characteristics.
Additionally, a steady state would only be achieved if every change implementation were wholly successful in respect of achieving design objectives. It is argued later, that a process of adjustment to systems is likely to be necessary after implementation. Therefore whilst the macro model of change might be argued to be stochastic, it is more probable that in relation to policing systems it is perpetually dynamic.
The principle that open systems exchange signals through a boundary with their environment, gives rise to the concept of inputs to a system that stimulate and motivate change - these may be termed 'change stimuli'. Kast and Rosenzweig (1981) adopted the synonymous term "...sources of impetus for change..." (pg. 565) and noted that they arise from many sources, namely:
Moss-Kanter (1989) used the expression 'forces for change' to convey a similar idea which she suggested arose from:
In general terms, it seems that leading writers have identified similar phenomena and ascribed a slightly different emphasis to their explanations. For the purpose of examining change in police organisations the expression 'change stimuli' has been chosen to amalgamate the ideas of the above writers with changes affecting police systems arising from any one or more of the following sources, either internally or externally:
The diagram at Figure 2 shows the origins of the major types of change stimuli that input to policing systems and start the process of change.
It is suggested that change stimuli neither exist, nor bring about change, in isolation; whether internally from other organisational sub-systems, or externally as discrete inputs from the environment.
Rather, change stimuli are likely to be complex mixtures of pressures and motivations that have arisen from a number of apparently disconnected sources. This proposition is expanded by Senge (1990) in his description of 'connectedness' and 'interdependencies' between systems and their environments.
Figure 2 distinguishes between internal and external origins of change stimuli, but it is not the case that the headings shown are mutually exclusive. It is likely there will be some degree of external influence on every internal feature. For instance, trends or fashions in management approaches and style usually have their origins outside the police service, but through the process of learning and experience, police managers adopt the principles of a particular 'style' and implement the corresponding changes. Thus the origin of the change is external to the police system, but the stimulus arises internally.
Change stimuli may emerge from a strengths, weaknesses, opportunities, threats (S.W.O.T.) analysis of the political, economic, social, technological and environmental (P.E.S.T.E.) factors arising around the organisation's activities. Alternatively, the change stimuli may impact directly upon the Service in the form of new legislation or government directives. In either case the effect is similar in that the Service has to respond to an externally stimulated change, rather than an internally identified need for change.
The issue is that the police service as an open system will, by definition, change through time by virtue of inputs from the human/social environment. These inputs may act directly upon, and influence existing members of the organisation and therefore be reflected in the attitudes and culture of the staff. Thus changes in society brought about by changing values, education and social norms would progressively bring about changes to policing systems.
Figure 2. Internal and External Change Stimuli
Policing systems are however principally constituted of police officers and subject to continual turnover with a proportion leaving the system, predominantly through retirement, whilst new recruits join the system. The organisation is volatile and thus becomes increasingly subject to the values and attitudes of the newer members.
Models of social evolution may add a further potential complexity to the analysis of stimuli for organisational change. (Khandwalla 1977) For instance, if the police service is constitutionally representative of the society it protects (Critchley 1967), then if society changes through time, then so too will the police service. If the policing system is open as suggested, then it is argued that whether societies are subject to evolutionary or revolutionary change, then the changes occurring in the policing environment will be reflected in the characteristics of the policing system.
In societies with closed policing systems, it is suggested that the policing organisation would probably peruse its own goals and objectives despite changes in the human environment. Examples of policing systems where this seems to be the case are widespread in totalitarian regimes. (Alderson 1979)
The more obvious examples of such long term change stimuli would be those coinciding with cultural changes in wider society. i.e. attitudes to equal opportunity issues, race, gender and age, as well wider employment issues relating to leisure time, work re-location and the manufacturing/service industry ratio.
The motivation for internal change in the police service may often be seen to be the dominant characteristic of a change programme, whereby the achievement of the change is seen as an end in itself. For example, such a situation would exist where more staff energy was applied to the implementation of a computerised information system than to the use of the data subsequently produced.
This example although trivial in itself appears to be similar in principal to many problems commonly found within the commercial organisations described by Moss-Kanter (1991) and Senge (1990) and it serves to illustrate a significant principle. As a first step towards implementing change, it is highly desirable that the change stimuli are correctly identified, prior to analysing the current situation and designing the changes. Failure to do so is likely to lead to unsuccessful implementations, or to inappropriate changes that will not correspond to the original problem situation and thus fail to address the stimuli for change.
The concept of a 'target for change' arises from the proposition that whether organisational change is planned or unplanned the focus of attention (manifestation) of the change will be apparent. Whether or not the stimulus for change arises externally or internally to the organisational system, it can be suggested to have direction and thus have an apparent target. Kast and Rosenzweig (1981) used the expression 'foci of attention' to convey a similar idea and suggested the concept of 'levels of foci'.
These commence at the individual level of people and ascend through roles, interpersonal issues, inter-team and inter-group factors to the final level of the whole organisation.
However this definition seems to omit many of the relationships, information flows and dynamics that are vital attributes of the functioning of organisational sub-systems. A more complete concept can be developed using Checkland's (1972, 1981) methodology as a starting point, where the notion of a 'root definition' and a 'rich picture' are advanced. The idea being that a system, or a part of a system, that is relevant to a problem situation can be defined precisely and then elaborated to incorporate significant elements and relationships. This is much closer to the concept of a change target in that the root definition would encompass all relevant attributes and the rich picture would relate these to other sub-systems and the environment, or system climate.
Other writers make similar distinctions in order to isolate the portion of an organisation that is the centre of attention. For example, Flood and Carson (1993) explain the value of making a distinction between a 'narrow system of interest' which forms part of a 'wider system of interest'. Jackson and Keys (1984) refer to the notion of the 'problem context', which incorporates the sub-system itself, the relevant decision makers and the problem solvers.
Despite the practical complexities surrounding this approach, the concept of a target for change is considered important. The target for change provides a focus for where the change is to take place within the organisation, whilst allowing a full understanding of what it is that has to be changed and the consequential effects. It helps the problem solver to avoid considering change in isolation from other significant features of the system.
The target for change is seen as the actual sub-systems, including all procedures and staff that are subject of change or alteration. Targets for change are seen as occurring in three generic groups as shown at Figure 3.
Figure 3 Types of Change Target
Figure 3 implies that the targets for change, although occurring within three identifiable groups, interact to produce the actual situation that is to be changed, more conveniently described as the 'narrow system of interest'.
On the basis of the work arising from the major schools of organisational theory, it can be proposed that organisations will have change targets within the three broad generic groups shown which broadly correspond to the major schools of theory as follows:
The actual changes necessary to bring about an alteration to the target, have to be subjected to a process of implementation for the change process to be complete. It is only when the changes have been made and the outputs from the new processes are fed back to the change stimuli, (Figure 2) that it becomes possible to determine whether there is a continuing need for change and/or adaptation. Cleland and King (1983) referred to this feedback process as the 'project control sub-system'.
The process of implementation is conceptually more straightforward than either planning for change, or subsequently making the new system operate according to expectation. It might be argued that if a system is not performing according to design and/or expectation then it has either not been fully implemented, or it is not an appropriate system to realise the expected or desired change.
It is argued here, that there is a distinction to be made between the type of processes of planning, designing and organising for change, and the later stages of implementing the changes and then actually stimulating/adjusting the new system to produce the required results. It is suggested that the earlier stages are essentially intellectual processes, whilst the later stages need the addition of leadership and motivational skills (Bass 1990) to actually produce the changes.
The outputs of the human psychological and social psychological (psycho social) sub- system are seen as crucially significant to the process of implementing change, whatever the change stimuli. If the change requires individuals or work groups to make some adaptation to their routines and procedures at work, then psycho social factors will have a major influence on the outcome. (Brown 1954, Argyle 1972)
If staff support for change is required and is not forthcoming, the impact of a technical change can be zero, or even negative. (Kast and Rosenzweig 1981) Therefore an understanding of the common human processes of change that are repeated throughout organisational change programmes is essential for achieving successful implementations. Thus benefit for the organisation might be derived and organisational goals achieved.
The macro model of change described earlier provides the basis for the development of a generalised process model of change that incorporates the role of managers. The inclusion in the model of an organisation's manager's role is vital to the process of change, as it is only through staff and their effective direction, motivation and co-ordination that the organisation's goals might be approached. (Koontz and O'Donnell 1976)
Such a model might be seen as a manager's process or action guide for addressing change. Figure 4 assembles the minimum necessary management activities for achieving change associated with the elements of the macro model in the form of a flow chart.
Figure 4. Manager's Process Model of Change
The process shown at Figure 4 initiates with identification of the change stimuli. This will enable decision makers to determine whether changes are to be of a systemic nature at a strategic level, or confined to limited tasks and procedures that may take place without management intervention. In such an event, managers will need to be aware of alterations to tasks as the consequential effects may not be clear from the operational level.
The management and staff communication sub-systems include all the formal and informal information routes customarily utilised within the organisational system for the exchange of information between staff and managers, as well as for providing managers with system output performance information. In the case of major change the communications sub- system is likely to include special communications procedures and arrangements designed to promulgate information specifically relating to the change programme.
Management information will enable the target for change to be identified and decisions made as to which aspects of the system need to be changed. Further research may be necessary at this stage and systems thinking will enable the consequential effects of the proposed changes to be managed appropriately. (Senge 1990)
The counter resistance sub-system continually interacts with the implementation process in such a way as to facilitate the implementation at every stage. It will be shown that resistance to change in organisational systems by staff and managers is a very common phenomenon which can be relied upon to emerge in one form or another during most change programmes. (Kast and Rosenzweig 1981) It is therefore desirable to provide for the eventuality by planning effective counter measures.
Various measures might be more or less appropriate at different stages of implementation, depending upon progress. Such measures might include one or more of the following:
Finally, when implementation is complete, Figure 4 shows a decision point where a judgement is made as to the suitability of the new output. If the output is not meeting the design requirement and the stimulus for change remains present, then more research may have to be undertaken and the process re-started.
If a marginal improvement is observed then it is possible that an inappropriate target was selected, or the new system has only been partially implemented. In such an event, the change process should re-commence with identification of the target for change, which in any event, may have altered since the first change process.
For police managers, as with others, change is an issue that may be relied upon to frequently recur, bringing with it many predictable challenges, especially regarding staff. Managers and leaders are by definition agents of change; they are people whose acts affect other people, more than other peoples' acts affect them. (Bass 1990)
It is inaccurate to assume that resistance to change is always a negative phenomena, although it is frequently perceived in that way. Organisations whether commercial or public service, have a need to pursue multiple objectives for survival and amongst these is likely to be a need for some stability, balanced with a need to change. (Carnall 1990)
Police organisations, especially those operating within conurbations, carry out their function within an extremely turbulent human environment (Scarman 1981, Jackson and Keys 1984) where both public and government opinion can fluctuate rapidly and widely.
To correspondingly react to such fluctuations would severely curtail the ability of the police to strategically and efficiently tackle crime and other issues. The same argument may be said to be true for government departments who see their role as providing stability in the face of political changes in government.
Similarly, it might be argued that a commercial organisation that tried to continually adapt its product to suit every market opportunity, might discover the desirability of some stability in order to consolidate its position. Similarly, organisations where traditions are significant to the corporate goals might attach a high value to stability, i.e. the market or trading position, corporate image, corporate integrity. In such operations, a high turnover of staff who represented the corporate culture of 'stability' would be undesirable.
In such circumstances resistance to change would amount to a corporate asset rather than a constraint. In order to stimulate change under such conditions it would therefore be necessary to bring about gradual alterations to the corporate culture that was being sustained by the long serving members.
Here, the organisational balance would be towards resistance rather than change. Whereas in an organisation that was dependent upon a creative reaction to it's environment, the balance would favour adaptive staff, who are possibly younger and less inclined to exhibit values associated with established norms of 'how things are done'.
The human and social factors contributing to a resistance to change form a complex psycho social sub system, the elements of which may be categorised as follows. Each will be discussed in turn:
The following table presents the frequently encountered, major psychological factors that may be apparent singly, or in combination to produce an individual's resistance to organisational change. There are many unusual, or even abnormal psychological conditions that may occur in people that will create a resistance to change, or constrain them from tackling unfamiliar circumstances, i.e. psychopathy, acute paranoia, schizophrenia. (Sacks 1985)
Such conditions are exceptional and the list presented here, drawn from the following sources, does not attempt to be exhaustive in this respect. (Brown 1954, Davies and Shackleton 1975, Lupton 1978, Vroom and Deci 1978, Brown and Campbell 1994) Rather those conditions shown are attitudinal phenomena that exist in the majority of humans at work. (Argyle 1972)
Earlier the concept of organisational culture was described and the importance of culture to the change process was recognised and developed as one of the targets for change. The significance of organisational culture to the change process principally arises from the potential of people in groups to have common set of values that can be applied to disrupt or resist change. (Gahagan 1975)
Culture in the broadest sense is no more that a combination of psycho social factors interacting with organisational goals in the workplace to produce observable effects. The elements of a cultural sub-system have been identified from a variety of sources by Schein (1985) and may be summarised as follows:
Both Schein (1985) and Bass and Stogdill (1990) show evidence that where the above factors develop into an organisational culture that is resistant to change, it becomes difficult to envisage how successful development and innovation may be achieved. Examples are particularly striking in this regard where technology has dramatically altered the nature of certain tasks and change implementation has been resisted at a high cost to all concerned. i.e. the newspaper and printing industries, television and video services, railway signalling and robotics in production industries.
From a management perspective the prospect of implementing change against such resistance would represent a considerable challenge. If the stimuli for change were clear and strong, then the pressure on a manager to implement change would be likely to be considerable. But ironically, when such change is tackled, a worsened situation is probable for the manager.
This presents a personal dilemma for managers. Is the change to be avoided and the short term prospect improved, leaving the long term position at risk? Or, is the change tackled with probable high personal costs in the short term, with the long term outcome possibly remaining uncertain?
If the manager is experiencing stress from other aspects of working life, then in the face of such a dilemma, it would not be surprising to find the manager adopting methods for avoiding change as a deliberate strategy. (Basil and Cook 1974)
The view that organisational cultures tend to persist and are often resistant to change was advanced earlier; but there is not a straightforward solution to avoid the managers' dilemma and to achieve successful implementation of cultural changes. Kilmann et al (1985) suggests that if managers wish to change cultures they need to consider three steps:
The 'sunk cost' concept refers to the situation where time, energy and/or money have been invested in an existing system by key individuals who retain some influence. Sunk costs can include vested interests, but may also represent the considerable investment of personal resources in the current systems made by an experienced manager. (Kast and Rosenzweig 1981)
This may mean that regardless of the merits of a proposal, an experienced manager may be highly resistant to changing the situation in which he has a sunk cost. Thus attempts to alter the status quo by either external consultants, or internal innovators is likely to encounter this difficulty. The sunk cost concept may therefore explain why it appears to be more difficult to bring about changes in an organisation that is predominately populated by older, more experienced individuals. They are simply more likely to have sunk costs in existing systems.
Moss-Kanter (1984) refers to a similar phenomenon ("Innovating Against the Grain" pg. 69) and suggests that it is rare in any long established, traditional organisation for a manager to be positively innovative. "...in such organisations, most people never bother to peruse ideas for improvements." (pg. 70)
The following categories, drawn from a variety of sources, (Hyde 1990, Basil and Cook 1974, Schein 1985) show some methods by which managers might form deliberate personal strategies to avoid change. It will be argued that whether or not they are successful will depend to a large extent on their prevailing psychological condition and how far the manager might be committed, either individually, or conspiratorially to resisting change.
It will be noted that the first three methods are also the involuntary means by which humans cope with other unpleasant psychological effects. For instance, ignoring the obvious, or blocking out is the brain's reaction to high and excessive levels of stress. Looking backwards is a means of coping with present unpleasant emotions, (such as bereavement) and simplification is a short term solution to coping with an excessive number of simultaneous difficulties of many types. (Davies and Shackleton 1975)
The issue here is that these three methods are natural human responses that are a part of the brain's programmed defence mechanisms. These defence responses help to protect individuals from unpleasant and potentially damaging effects, which make the identification of what is an individual's deliberate strategy and what is a natural reaction, difficult to separate.
Whenever individuals do not clearly understand the purpose, mechanics, or consequences of a change they are likely to resist it. (Kast and Rosenzweig 1981) If individuals involved in the implementation process, especially line managers, are to be effective, then it is essential that they know exactly what it is that has to be achieved.
Of crucial importance is confusion or uncertainty about what lies ahead. In the absence of any knowledge about the changes that have taken place, or which are about to take place, rumour and speculation regarding negative consequences are almost certain to develop.
It has been argued in this chapter that organisational change is frequently perceived by staff in a negative context. Given that this occurs, it would not be surprising to find that where individuals are confused as to the future, resistance to the change develops faster than otherwise.
A potential solution to this situation would be to increase communication and thus learning about the change. The relationship between learning and confusion as a feature of the change process is presented in the model at Figure 7
Figure 7 Relationship Between Learning and Confusion Following Organisational Change
Here levels of learning and confusion are shown in an inverse relationship through stages of time. As learning about change increases, so confusion is reduced and thus resistance is also potentially reduced. Often associated with high levels of confusion are high levels of anxiety, but as confusion reduces, confidence will increase and anxiety will reduce.
Implicit from Figure 7 is the notion that the reverse situation applies. If there is only little or ineffective communication, then there will be limited learning and thus the state of confusion and resistance to change will persist.
The variety and intensity of the human factors affecting the process of change have been shown to combine together to form a highly complex psycho social sub system. This complexity is compounded by the varying responses from individuals as the change process progresses through time. This progress and an individuals, response to it may be termed an individual's dynamic response to change.
It is suggested by a number of writers, especially from the Human Relations school of thought, (Trist 1968, Glen 1975, et al) that if an individual perceives he or she has ownership of the change then they will feel able to exercise some control over the situation.
Similarly, if an individual is at least allowed to participate and influence the change process, then some degree of ownership and control will be felt. (Williams 1994)
However if the perceived level of an individual's control over a change process is low, then it might be suggested that many of the elements and outputs of the psycho social sub- system will manifest as a resistance to change.
The cause of the resistance to change may alter through time, thus amounting to a continuum of obstacles to the change process. To an observer, it will not necessarily be possible to determine which particular output of an individual's psycho social sub system is causing the resistance at any particular time, although it might possibly be apparent if the individual(s) displays any behaviours associated with the resistance, i.e. anger, depression, stress.
This paper has sought to establish a number of principles of change management that are particularly significant to the implementation of change in policing systems, as follows:


text:
Glenn Frey, you will be sorely missed. Thank you for all you gave us.
— Sheryl Crow (@SherylCrow) January 18, 2016
R.I.P. Glen Frey....Thank you for all the great songs and powerful lyrics...Jesus can the reaper please take break for awhile.....
— ⚡ Nikki Sixx ⚡ (@NikkiSixx) January 18, 2016
SHOCKED to report the death of GLENN FREY. Eagle & brilliant songwriter. We shared some memories at RRHOF. Shocked.. pic.twitter.com/0uVYgaKVIT
— Paul Stanley (@PaulStanleyLive) January 18, 2016
R.I. P. Glenn Frey. Deepest condolences to his family and #Eagles.
— Carole King (@Carole_King) January 18, 2016
Glenn Frey. I'm shocked. A brilliant songwriter and a really good guy. Talented, funny, cynical and sweet. - Huey pic.twitter.com/fgFVlZOEnX
— Huey Lewis (@Huey_Lewis_News) January 18, 2016
Glenn Fry - our condolences to friends and family. Rest In Peace.
— Gene Simmons (@genesimmons) January 18, 2016
MT: Shocker. My friend from the early days, and important member of Eagles, has died. We loved you, Glenn Frey.
— Steve Martin (@SteveMartinToGo) January 18, 2016
So saddened and shocked by the loss of Glenn Frey. Thank you for the music that paved the way for so many others.
— Brad Paisley (@BradPaisley) January 18, 2016
....sigh Glenn Frey belongs to the city still. damn man. all these legends man.....#TheEagles
— Questlove Gomez (@questlove) January 18, 2016
"It may be rainin', but there's a rainbow above you." We love you, #Glenn Frey.
— Rita Wilson (@RitaWilson) January 18, 2016

subset: commoncrawl


text:
Amanda Violet Thomas and Darrick Richard Borland have announced their engagement.
Miss Thomas is the daughter of Edward and Joyce Thomas, Hollsopple. She is a 1996 graduate of North Star High School and a 2003 graduate of Indiana University of Pa., with a masters degree in food and nutrition. She is employed as a clinical nutrition manager at Presbyterian Senior Care in Washington.
Her fiance is the son of Richard and Mary Alice Borland of Lower Burrell. He is a 1992 graduate of Burrell High School and a 1994 graduate of Penn State, New Kensington with an associates degree in biomedical equipment technology. He is employed as a research tech at PPG in Allison Park.
The wedding is planned for April 2005.


text: Does anyone know the US name of the Braver figure from the Victory Line. i remember i had him as a kid and im trying to figure out what his US name was when he was released here i think he was considered a powermaster. not sure on that though im probably wrong. any help would be good thanks.


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Historical Sketch: The
Testing Center has been a department supporting the education faculty since TSUD
was created. It was established to order and supervise the inventory of
psychological and educational assessment instruments used by the faculty and
students various courses. Undergraduate special education, psychological test
and measures, and educational measurement classes use resources from the test
center. Undergraduate students learn to administer certain tests and are
familiarized with the purpose and interpretation of others. Graduate students in
Psychometry, Education, Psychology, and Counseling learn how to administer and
interpret various tests. Test center staff order and disseminate testing
materials to faculty and students as well as maintaining the inventory. Outside
agencies and former students use the test center as a resource for up to date
information about psychological and educational tests.
Mr. Alex
Perez served as the Testing Coordinator in the Office of Student Services and
its predecessors, where she administered student placement tests as well oversaw
the functions listed above. Upon Perez's retirement in 1992, Ms. Shelia Bennett
became Testing Coordinator and an Instructor in the College of Education. The
testing center became an academic unit within the College of Education in ca.
1997. In 1998, computerized scoring was established and the College of
Education built a computer lab to better facilitate the Testing Center.
Scope / Content Note:
Collection is a subgroup of the College of Education, Troy University—Dothan
Campus, Records. It demonstrates the evolution of standardized tests and
testing measures. 1931 - 1991. Includes various testing material such as:
samples of standardized tests, answer keys, direction manuals, test result logs,
test questions and instructions, and test sample kits ["Spec Teaching Kits"].
Organization / Arrangement: Original
Order for this material was deliberately random to enhance security and
confidentiality of the tests. Since these tests are considered to be no longer
in use, the Archives staff imposed an alphabetical order by test title to
facilitate easier access.
Provenance: The Testing Center acquired these materials directly
from purveyors and test-creating agencies.
Access: Open. Copyright laws
continue to govern copying and use.
Cite As: Records of the Testing
Center, College of Education Records, Troy University--Dothan Campus, Record
Group 003, Accession 003-05-0330. Wiregrass Archives, Dothan, AL.
Date processed: April 2005
Processed By: K. Chambliss
File I.D.
File Label
Achievement Series - Grades 1-2 and 2-4
The Adjective Check List
Counseling Psychologist Press
Adult Basic Learning Exam - Level I
Harcourt, Brace & World, Inc.
Adult Basic Learning Exam - Level II
Adult Basic Learning Exam - Level III
Aptitude Tests for Occupations - Advanced Manual - Grades 9 to 13, Adult
Aptitude Tests for Occupations - Form A (1) Personal Social Aptitude
Aptitude Tests for Occupations - Form A (2) Mechanical Aptitude
Aptitude Tests for Occupations - Form A (3) General Sales Aptitude
Aptitude Tests for Occupations - Form A (4) Clerical Routine Aptitude
Aptitude Tests for Occupations - Form A (5) Computational Aptitude
Aptitude Tests for Occupations - Form A (6) Scientific Aptitude
Behavior Improvement Program
Bell Adjustment Inventory Revised 1962
Consulting Psychologists Press
Bender Visual Motor Gestalt Test
Western Psychological Services
Bennett Mechanical Comprehension Test
The Psychological Corp.
Boehm Test of Basic Concepts [Intelligence]
Burks' Behavior Rating Scales
California Achievement Tests (CAT) 1970 Edition
California Career Study Guide
California Phonics Survey 3rd Printing
California Psychological Inventory (CPI)
Consulting Psychologists Press, Inc.
California Test of Personality 1953 Revision - Manual-All Levels
California Test of Personality 1953 Revision - Primary-Grades K-3
California Test of Personality 1953 Revision - Elementary - Grades 4-8
California Test of Personality 1953 Revision - Intermediate - Grades 7 to 10
California Test of Personality 1953 Revision - Secondary - Grades 9 to College
California Test of Personality 1953 Revision - Adult
Career Ability Placement Survey (CAPS)
Career Education Activities - English, Foreign Languages, Math, Science & Social Studies
Career Maturity Inventory (CMI) - Manual
The Cassel Developmental Record
Psychologists and Educators, Inc.
Children's Personality Questionnaire (CPQ)
Institute for Personality and Ability Testing, Inc.
Children's Problem Checklist
Psychological Assessment Resources, Inc.
Circle Preschool Classroom Screening, Second Edition
Alpha Plus Corp.
Classroom Environment Scale
Clinical Analysis Questionnaire (CAQ)
Cognitive Abilities
Houghton Mifflin Co.
College Qualification Tests, Revised 1961
Cooperative Primary Tests [Achievement] [1 of 2]
Education Testing Service, Inc.
Cooperative Primary Tests [Achievement] [2 of 2]
Coping Inventory
Scholastic Testing Service, Inc.
Crary American History Test, Revised Edition
Culture Fair Intelligence Test [Scales 1, 2 & 3]
Culture Fair Intelligence Test [Demonstration Set]
The Dailey Vocational Tests
Davis Reading Test, Series 2: For Grades 8 - 11
The Demos D (Dropout) Scale
Detroit Tests of Learning Aptitude
The Bobbs-Merrill Co., Inc.
Diagnostic Spelling Test
Teacher's Guide for Remedial Reading
Differential Aptitude Tests
Doren Diagnostic Reading Test
American Guidance Service, Inc.
Durrell Analysis of Reading Abilities - Scoring Directions - All Levels
Durrell Analysis of Reading Abilities - Advanced Level
Durrell Analysis of Reading Abilities - Primary Level
Durrell Analysis of Reading Abilities - Intermediate Level
Dvorine Pseudo-Isochromatic Plates
Early School Personality Questionnaire (ESPQ)
Edwards Personal Preference Schedule
Employee Aptitude Survey (EAS)
western Psychological Services
Employee Evaluation
Firo Awareness Scales
Flanagan Aptitude Classification Tests (FACT) - Preliminary Edition, 1960 [1 of 2]
Flanagan Aptitude Classification Tests (FACT) - Preliminary Edition, 1960 [2 of 2]
The Frostig Program for the Development of Visual Perception: Teacher's Guide, Scoring Manuals
The Frostig Program for the Development of Visual Perception: Test Booklets - Third Edition
The Frostig Program for the Development Visual Perception: Frostig #1
The Frostig Program for the Development Visual Perception: Frostig #2
The Frostig Program for the Development Visual Perception: Classroom Teaching Kit
Full Range Picture Vocabulary Test [intelligence]
Psychological Test Specialist
Fundamentals Evaluation Test - Form B Grades 9-12
Steck-Vaughn Company
Gates-MacGinitie Reading Tests
Teachers College Press
Goodenough-Harris Drawing Test
Harcourt Brace Jovanovich, Inc.
Gordon Occupational Check List-Revised Edition
Gordon Occupational Check List - 1981 Edition
Group Dimensions
Bureau of Business Research: The Ohio State University
Hall Occupational Orientation Inventory - Second Edition
Follett Educational Corp.
High School Personality Questionnaire (HSPQ) For Ages 12 through 18
Institute for Personality and Ability Testing
Home Observation for Measurement - Revised Edition
University of Arkansas
How Well Do You Know Yourself?
Psychologists & Educators, Inc.
How Well Do You Know Yourself? - College Edition
How Well Do You Know Yourself? - Personnel Edition
How Well Do You Know Yourself? - Secondary School Edition
How Well Do You Know Yourself? Answer Keys
How Well Do You Know Your Interests?
How Well Do You Know Your Interests? - College Edition
How Well Do You Know Your Interests? - Secondary School Edition
How Well Do You Know Your Interests? - Personnel Edition
Illinois Test of Psycholinguistic Abilities - Revised Edition
The Board of Trustees of the University of Illinois
Independent Activities Questionnaire
Education Testing Services
Interpersonal Behavior Survey (IBS)
Introduction to My Child
Iowa Silent Reading Tests
Iowa Tests of Basic Skills [1of 2]
Houghton Mifflin Company
Iowa Tests of Basic Skills [2 of 2] Sample Kit
Iowa Tests of Educational Development - Grades 9-12 September 1962 Edition
The Jackson Vocational Interest Survey (JVIS)
Research Psychologists Press, Inc.
The Jessness Inventory
Job Analysis and Interest Measurement (JAIM)
Educational Testing Service
KD Proneness Scale
Kuder Occupational Interest Survey - Revised
Kuder Preference Record - Sixth Edition - Personal
Kuder Preference Record - Vocational
Kuhlmann-Anderson Test - Seventh Edition Manuals
Personnel Press, Inc.
Kuhlmann-Anderson Test - Seventh Edition Answer Forms and Scoring Keys
Learning Style Inventory
David. A. Kolb
Lee-Clark Reading Readiness Test, 1962 Revision
California Test Bureau
The Lorge-Thorndike Intelligence Tests - January 1955 [1of 3]
The Lorge-Thorndike Intelligence Tests - January 1955 [2 of 3]
The Lorge-Thorndike Intelligence Tests - January 1955 [3 of 3]
The Manson Evaluation
Metropolitan Achievement Tests (MAT) Examiner's Kit Form A and Examiner's Kit Form C
Harcourt, Brace & World
McCullough Word Analysis Tests
Metropolitan Achievement Tests (MAT) Test Booklets
Metropolitan Achievement Tests (MAT) - Intermediate
Metropolitan Achievement Tests (MAT) - Advanced
Metropolitan Readiness Tests, 1960's Edition
Metropolitan Readiness Tests, 1970's Edition
Minnesota Counseling Inventory
Minnesota Teacher Attitude Inventory
Minnesota Vocational Interest Inventory (MVII) - Manuals and Test Booklets
Minnesota Vocational Interest Inventory (MVII) - Answer Sheets, Score Keys, Profile Sheets
Modern Math Understanding - Machine Scoreable Edition
Mooney Problem Check List 1950 Revisions
Mooney Problem Check List 1950 Revisions - Junior High School Form
Mooney Problem Check List 1950 Revisions - High School Form
Mooney Problem Check List 1950 Revision - College Form
Mooney Problem Check List 1950 Revision - Adult Form
The Multi-Aptitude Test
Multiple Aptitude Tests - 1959 Edition
Myers-Briggs Type Indicator
Neuroticism Scale Questionnaire
The Institute for Personality and Ability
Non Verbal Form
Northwestern Syntax Screening Test
Northwestern University Press
Ohio Vocational Interest Survey (OVIS) Machine Scoreable Edition
Ohio Work Values Inventory
Loyale W. Hales
Omnibus Personality Inventory - Form F
Otis Quick Scoring Mental Ability Tests - New Edition
Otis -Lenon Mental Ability Test - Elementary II, Intermediate & Advanced Levels
Pair Attraction Inventory (PAI) Revised Edition
Research Press
Parent As A Teacher
Personal Learning Guide Self Study Booklet - College Edition
David A. Kolb and Richard J. Baker Co.
Personal Orientation Inventory (POI)
EdiTS Publishers
Personality Inventory for Children
Personnel Tests for Industry
Picture Interest Inventory - Grades 7 to Adult
Preschool Attainment Record (Intelligence) Research Edition
American Guidance Services, Inc.
Preschool Inventory - Revised Edition - [Intelligence]
Addison-Wesley Publishing Co.
Primary Mental Abilities - Technical Report - Revised
Primary Mental Abilities - Grades 2-4 - Revised
Primary Mental Abilities - Grades 4-6 - Revised
Primary Mental Abilities - Grades 6-9 - Revised
Primary Mental Abilities - Grades 9-12 - Revised
Primary Mental Abilities - Adult - Revised
Primary Visual Motor Test
Grune & Stratton
Profile Of Mood States (POMS)
Program for Assessing Youth Employment Skills (PAYES)
Pupil Progress Series - Primary Level I, II, Elementary Level, and Advanced Level
Scholastic Testing Service
Rahim Organizational Conflict Inventory -II (Sample)
M. Afzalur Rahim
Reading Aptitude Tests
Reading Index
The Renzulli-Hartman Scale for Rating Behavioral Characteristics for Superior Students
Revised Beta Examination - Second Edition (Beta II)
The Rorschach Method of Personality Diagnosis - Revised Edition
School and College Ability Tests - Sequential Tests of Educational Progress (SCAT-STEP) 1962 Supplement
School and College Ability Tests - Sequential Tests of Educational Progress (SCAT-STEP) 1963 Supplement
School and College Ability Tests (Scat) Manuals and Test Booklets
School and College Ability Tests (SCAT) Answer Sheets and Score Sheets
The School Inventory
Leland Stanford Junior University
School Motivation Analysis Test (SMAT)
Self-Directed Search - The Occupation Finder
Sequential Tests of Educational Progress - Series II (Step II)
Cooperative Tests and Services
Short Test of Educational Ability
Slosson Drawing Coordination Tests (SDCT) For Children and Adults
Slosson Educational Publications
Slosson Intelligence Test (SIT) For Children and Adults
The Social Insight Test
Stanford Achievement Test - Intermediate II
Stanford Diagnostic Reading Test - Level I
Student Data Service
Study Habits Checklist
The Study Skills Counseling Evaluation
Study of Skills Survey
Effective Study Materials
Study of Interpersonal Values - Preliminary Edition
Survey of Personal Values
Survey of School Attitudes - Primary and Intermediate Levels
The Survey of Study Habits and Attitudes
Test of Academic Skills - Stanford (TASK)
Test of Adult Basic Education (TABE) 1976 Edition - Directions and Answer Keys
Tests of Adult Basic Education (TABE) 1976 Edition - Level D
Tests of Adult Basic Education (TABE) 1976 Edition - Level E Form 3
Tests of Adult Basic Education (TABE) 1976 Edition - Level M Form 3
Tests of Basic Experience (TOBE) Level L
Tests of Educational Ability, Third Edition, Technical Supplement
Tests of Educational Ability, 1962 Revision Grades 4-6
Tests of Educational Ability, 1962 Revision Grades 6-9
Tests of Educational Ability, 1962 Revision Grades 9-12
Tests of General Ability - September 1960 Edition - Grades K-6
Tests of General Ability - September 1960 Edition - Grades 9-12
Thinking Creatively in Action and Movement
Thorndike Dimensions of Temperament
Valett Developmental Survey of Basic Learning Abilities
Verbal - Manuals and Forms
Vocational Planning Inventory (VPI)
Vocational Preference Inventory
Wesmen Personnel Classification Test (PCT) 1965 Revision
Western Personnel Test
What I Like To Do - An Inventory of Children's Interests
The Wide Range Achievement Test (WRAT)
Guidance Associates of Delaware, Inc.
Wonderlic Personnel Selection Procedure
E. F. Wonderlic & Associates
Woodcock Reading Mastery Tests
Work Values Inventory - Grades 7-12-College-Adult
Houghton Mifflin
Miscellaneous - Scoring Template for Drawing Tests (A) [Test Unknown]


text:
The condition of the home we have always becomes the thing that must be prepared and considered in choosing the design and architecture to the space. You might choose something that can support your space condition. Here, the most common thing that must be faced by all people nowadays is about the size of the space. This case has been so crucial because space is so limited and expensive too. And, living in a small home seems like the best solution for this case. A small space can also be gorgeous when you know the right way to arrange it. And, here I've given you one solution by displaying some gorgeous small dining room ideas which will be so helpful for you.
The main rule of this project is about arranging without make the space seems too full. Just like what you can see in the pictures, the minimalist and modern dining room can be a good decision for this case. Some talented designers with the amazing designs that had been brought on your screen have shown us that modern design is a never ending ideas which can be developed in many ways.
Some neutral colors like brown, white, and grey in one side with the bright colors like as yellow and ed in the other side. The warm wood material in one part meets the stylish and futuristic look of steel and glass accent on the other part. Many of them are combined deliciously until result a great and sophisticating project. The perfect combination ideas between the simple shape of dining table seems perfect to be mixed with the pretty hanging lamp above it. The lamp is needed because it can be an easy way in making a spacious impression to your dining room. That is what the small space needs, right? Simple, but very working.


text:
Maruti Suzuki, the country's largest car maker, unveiled its much-awaited Ignis in India at the ongoing 13th edition of biennial auto show in Delhi on Thursday.
Maruti, which unveiled its Vitara Brezza compact SUV on the opening day of the Auto Expo 2016, has also showcased its new Baleno RS at the show. Talking about Maruti Suzuki Ignis, the hatchback with SUV stance will go on sale in India during the festive season of this year. Ignis will be the third offering of Maruti to be sold through its premium dealership Nexa after S-Cross and Baleno.
Maruti Ignis, built on a new-gen platform, was first appeared at the 44th Tokyo Motor Show. Ignis, which is expected to come to the Indian market with 95 percent localisation, is likely to get a price tag between Rs 4.8 lakh and Rs 6.8 lakh.
In terms of dimensions, Ignis measures 3,700 mm in length, 1,660 mm in width and 1,595 mm in height. It has a ground clearance of 180 mm and comes on a wheelbase of 2,435 mm.
Under the bonnet, Ignis will get 1.3L MultiJet diesel engine and 1.2L VTVT petrol engine.


text:
Ideal for pretend play and helping early-learning walkers to gain their balance, the doll buggy features and adjustable handle, a sturdy set of wheels with rubber tires, and a luxurious three piece bedding set to keep baby doll comfy and warm on outings. Birch plywood and solids. Adult Assembly Required. For ages 3+.
copyright ©2002 -


text: When Beth Alt's brother tragically dies, her husband Jeff convinces Beth that a nice long hike was just what she needed. So the two of them set off on a 218-mile hiking trip across the toughest section of the Pacific Crest Trail in California, the John Muir Trail. Four Boots One Journey: A Story of Survival, Awareness & Rejuvenation on the John Muir Trail chronicles their adventure. Expert hiker, author and speaker Jeff Alt is in the studio to share what he and his wife learned on the trail.


text:
The Kick Plate Store specializes in all type of door protection.
Browse our enormous selection of mop plates, kick plates and armour plates. We offer affordable, high quality door protection in all shapes and sizes.
♦Stainless Steel
♦Diamond Plate
♦Push Plates
♦Crash Rails
TheCornerGuardStore.com is an NSF Certified Manufacturer that specializes in all types of corner guards:
Stainless Steel Aluminum Brass Powdercoated Steel Vinyl Lexan (Polycarbonate) ABS (Plastic) Foam Rubber Hard Rubber
Light Medium Heavy Duty 3-Sided Decorative Finishes Rounded Corners Trapezoid
Our customers include some of the largest (and smallest) construction, architec- tural, food processing, restaurant, medical, healthcare, pharmaceutical, schools and universities in the nation. We supply both large government institutions and small municipalities. With more than 72 years experience in both manufactur- ing we offer a unique combination of knowledge, experience and quality.
♦Fast and Dependable Service ♦Unbeatable Pricing
♦Lowest Price Guarantee Program ♦Specialize in Custom Jobs and Projects ♦Quantity Discount Price Breaks ♦Excellent Customer Service
The Access Panel Store
Browse our selection of access panels and access doors. We offer affordable, high quality panels and doors from Manufactures: JL Industries, Acudor and Babcock-Davis. On this page you can find access panels and access doors offered in all types of requirements, such as
♦General Purpose Access Panels
♦Fire-Rated Access Panels
♦Security Access Panels
♦Exterior Access Panels
♦Draft Stop
♦Ceiling and Floor Doors
Minnesota Office: 2220 Fernbrook Lane North, Plymouth, MN 55447
Arizona Office: 11445 E Via Linda, Suite 2 #323, Scottsdale, AZ 85259
800-516-4036 firstname.lastname@example.com
Quippini, LLC © 2018 | All Rights Reserved


text: Hi guys!! I have a quick post tonight. This look was inspired by Katy over @ blognailedit who did this amazing summer leopard nail art that I just had to recreate! The colours I used where OPI - Alpine Snow, In My Back Pocket and I Just Can't Cope-cabana for the black I used OPI - Black Onyx followed by 1 coat of G&G! I love this look! Thanks for the great inspiration Katy!


text:
Teacher association man pretends to know something about home education
"Home educators have their children's best interests at heart, but they have a very narrow understanding of what education is. The best service they can give their children is to get them to socialise."
I'd rant, but Allie does it so much better.


text:
China Super Refractory Ceramic Fiber Co., Ltd. manufactures soluble ceramic fiber, refractory ceramic fiber, and general ceramic fibers and three production techniques containing spun type, blown type and vacuum molding. To learn more about China Super Refractory Ceramic Fiber products & Ceramic Fiber production line, please visit http://www.ceramicfibermanufacturer.com/
+ Read more
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Engineering industry, steel industry, defence
>> Utility textiles and technical textiles
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>> Lebanon
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text:
11 Reasons Why Companies Form Joint Ventures
- Joint Ventures
- January 27, 2010
As a business owner one strategy to consider in growing your business is to create a business referral network with other companies that service your local markets. This network can be built with local business leaders in your area. Most referral networks will include a handful of companies that do not directly compete, but complementREAD MORE


text:
Does privacy has a meaning if its not regarded as important to the person in question. If it means greater national security there should be no issue espicially with high levels of threat in an era where everything takes place on our phone and so the effects can be very beneficial.
The government at it's best is a necessary evil. It doesn't matter how innocent you think you are or how innocent you actually are, the government will find some reason the thumb through your personal effects. This will undoubtedly be used by those in power to to suppress those who disagree with them. It'll be as if the CCP finally infiltrated the West.


text:
The Complete Idiot's Guide to Feng Shui, Third Edition, by Stephen L. Field, Ph.D.
There was altogether too much math in this book. I found myself doing all sorts of calculations to try and determine what my Personal Trigram is, and what the most (and least) auspicious directions would be in my house. Once I got to the Four Pillars of Destiny I gave up. The emphasis is squarely on improving one's luck and fortune, rather than a harmonious living space, which is more what I'm after. The luck, I believe, will come, once I am feeling happier and more at peace in my home. The Complete Idiot's Guide to Feng Shui also tries to debunk, in a very snobbish way, some common feng shui "cures" which can be found in just about every other book that I have consulted, such as mirrors used to fix problem areas in the home. According to this book, only the five phases (fire, earth, metal, water, wood) can be used to remedy and enhance feng shui. So with all that math and very little return I am filing this book as a big flop.
The Feng Shui Handbook: How To Create A Healthier Living & Working Environment (Henry Holt Reference Book), by Master Lam Kam Chuen
This is a nicely illustrated, general guide to feng shui principles. It includes a good history of feng shui, and has some sample room layouts and cures for common problems. The focus here may be more on the exterior of homes, and would come in handy if one was purchasing a new home and was wondering if its position was auspicious — how it relates to nearby hills, water, and other influences. A nice book to dip your toe into feng shui, but not one to consult if you are looking for some real, practical things to do inside your current home.
Feng Shui for Your Home: An Illustrated Guide to Creating a Harmonious, Happy and Prosperous Living Environment, by Sarah Surety
Another nicely illustrated book that offers both feng shui basics and some real-life feng shui cures. The author talks about cleansing a space, which I did recently, as well as other elements to introduce into your home to increase prosperity, such as plants, mirrors, and light. It is an easy, user-friendly read, and one that I might go back to often to consult, if I was going to rearrange some furniture in a bedroom and wanted some tips on where to best position the bed, for example.
Clear Your Clutter with Feng Shui: Free Yourself from Physical, Mental, Emotional, and Spiritual Clutter Forever, by Karen Kingston
This is a nice little book that makes the connection between clean house, clear mind. I like how the author covers not only the real day-to-day clutter that we all accumulate and should regularly clear out, like paperwork, old clothes, magazines, etc., but also focuses on how that clutter, whether it is your own, or a partner or family member's, affects your health and energy. A quick and easy read, but one that will make you think a little bit about what you hold onto. Hopefully you will decide that you don't need to be featured on the next episode of Hoarders after reading this book.
Feng Shui In A Weekend: Transform Your Life and Home in a Weekend or Less, by Simon Brown
This is a very user-friendly, how-to sort of book, with bright, bold graphics and lots of photos. It includes loads of tips and projects — there are actually many weekend projects to choose from. The author doesn't intend the reader to be able to completely rearrange their home in one weekend, but they could implement many of these cures over time. Like Clear Your Clutter, I liked that the emphasis was as much on taking care of your personal well-being as that of your surroundings. One thing feeds off the other, and the greater goal is to achieve harmony in all aspects of one's life. This is another book that I could find myself going back to for suggestions on quick fixes, such as what colors to paint my daughter's room to help her study, or ways to enhance a bathroom or the wealth area of my home.
I'm not completely done on my feng shui project yet, but I have to say that just a few of the changes I have made around the house since I started, such as reclaiming a space and introducing more plants and changing the flow of our main living space seem to already have made an impact. I feel like our home is more beautiful, more peaceful. There is alway room for improvement, of course, but I really do feel like I'm on the right track. Wish me luck as I continue my journey.


text:
As a mother of two young kiddos, I need to find ways to 'grow' the hours in my day. Well... I cracked the code!
Here are my top tips to re-purposing your content faster & easier:
Wanna see how I take 1 video I recorded and turn it into
content for 6+ platforms in less than 15 minutes?
If creating video content is easy for you but... you're overwhelmed at the time and steps involved to re-purpose that content for your platforms this free training is for you!
I'm a quirky, spunky, social butterfly that values open, honest relationships in all areas of my life. I am also a mother of two boys who are the center of everything I do!
I spent 5+ years expanding my VA business,and then I went rogue. I upleveled and narrowed down my business to focus only on what I loved and what I excelled at.
I created this business to help you succeed and show you how your business can have an impact on those you work with, no matter where you are at in life.
I Believe:
- Wholeheartedly in giving back to local community and causes I believe in.
- In Jesus and that animosity and conflict have no place in business.
- That's there's enough air for everybody to breathe - I don't feel like I have to worry about anyone else out there.
- That there's no such thing as competition - there's only mentors, mentees, collaboration opportunities, and friends.
- I was put on this path to be able to show others how they can build their own successful empire without having to work a 9-5.
- I was put in people's paths to help keep them motivated, because it's hard as an entre/blogger - the entrepreneurial roller coaster is intense.
- In the power of coming together with other entrepreneurs to talk, support, advise, etc.
- Everybody in business deserves to feel successful and happy with what they're doing and be respected in the online world.
- In the power of Crossfit and healthy living (currently dairy free, wheat free, and gassy/acidic food free for my littlest man).


text:
Does your mother enjoy the open sea? Does your father have a garden? Believe it or not, your dad's green thumb and, say, your mother's former career as a fashion model play a big part in your genetic makeup and, in Madden NFL 07's Superstar mode, determines your position. It also has a hand in deciding if you're the next Peyton Manning or Ryan Leaf.
Either way, you're in for the deepest single-player NFL experience ever devised as you assume the role of a fresh college graduate, days before the NFL Draft. From there, you will play an entire career, complete with agents, endorsements and, with any luck, Super Bowl rings. The ultimate goal is your enshrinement into the NFL Hall of Fame, and we have a road map, breaking down the journey from college to the podium in Canton, Ohio. As you can see, it's a long road.
Pick Your Parents
Was your pops the Shaun Alexander or the Ray Lewis of his era? The makeup of your parents decides your position. It's all just for fun -- a little back story for your Superstar. This is the first step, deciding what position you will play as an NFL Rookie.
Agent Signing
Before you can wow the scouts with your 40-time, you need an agent to wow coaches and general managers with tall tales of your abilities. Starting out, the elite agents don't want anything to do you, a relative unknown. You can choose between several low-to-mid level agents, however, be it Biff Rosenfeld, Skippy Neumann or Gregory Rupenthall III. Prank-phone call names aside, your agent will affect how well you influence your teammates and give you an ego boost. Biff, Skippy and Greg can also land you endorsement deals and make your name a brand name. Choose wisely.
Press Interviews
We know better than anyone just how pesky the press can be. Before the draft, before big games, after big games, during the offseason -- you're going to have to get used to answering tough questions. You can take the high-road, a la Peyton Manning (with the occasional 'idiot kicker' comment), or you can go Terrell Owens and become a cancer to your team. The answers here help determine your personality type, be it team player or complete jackass.
Now it's time to do what you do best: play football. Each workout consists of three mini-games. There's the 40, the bench press and a position-specific drill. Running backs will try to shed tacklers on the way to the end zone. Linebackers will try to kill running backs. All of this is practice for the NFL Combine, only days away.
IQ Test
Madden's version of the Wonderlic test, the Superstar IQ test requires you to solve simple math problems and word problems ripped straight out of the SAT. You have five minutes to answer each question. Take your time -- this is the only opportunity to show NFL scouts how smart you really are.
NFL Combine
This is it. All your strength, all your power, all your love. Everything you got. Right now! Sorry to quote Rocky IV on you like that, but the all those practice workouts weren't for nothing. This is where scouts actually pay attention to your 40 time and how many reps you pull off on the bench. With the IQ test, the NFL Combine will ultimately decide where you are drafted.


text:
"A website to the detriment of good film"
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B-Movie Reviews
Reader Reviews
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Rated PG
Copyright 1957 Columbia Pictures
Reviewed by
Andrew Borntreger
on 2 February 2003
The Characters:
The Ymir - In all honesty, this, the "monster," is the protagonist. Taken from its home planet, the creature eats sulfur and is docile unless poked. It only wants to be left alone, but people and dogs insist on doing the one thing that annoys a Ymir. That is right; they poke it.
Col. Calder - Avid smoker with a short temper, but this is the man who was chosen to lead the Venus expedition.
Marisa - Young woman who is "almost a doctor." She likes abusive and abrasive men.
Dr. Leonardo - A biologist and Marisa's grandfather. Right after discovering a new species, he is ready for bed.
Dr. Uhl - He is employed in some manner by the Department of Defense. Perhaps his degree is in chemistry?
Gen. McIntosh - Stick this actor in a lineup and tell someone, "Point out the general or admiral." He will be the first choice.
Pepe - Annoying kid who is responsible for most of the movie's drama. Loves Texas in his own, misguided way.
Police Commissioner Unte - He believes in shooting first and continuing to shoot until it is dead.
A farmer and Carlo the dog - They should not have poked the Ymir.
The Plot:
A number of Sicilian fisherman are hauling in their empty nets when a huge rocketship crashes into the ocean. Two of the alarmed men overcome their fear and row out to the half-submerged wreck. They rescue two people, one of them Col. Calder, before the rocket begins to sink. Judging from the angle, it appeared to be embedded in the sea floor. Why did it suddenly start to sink? Anyway, the ship had traveled to Venus and back. The mission was top secret and the public is not informed of the achievement until later.
Of interest for other fans of classic science fiction: the rocket looked like one of the space arks from "When Worlds Collide."
Anxious fisherman and Commissioner Unte tend to the survivors, the latter urgently requests for a doctor. Meanwhile, Pepe spots a cylinder that washed ashore. The little brat hides it in a cave and subsequently opens the container. Inside is what appears to be a huge booger. A vague shape suggests that some sort of animal is encased in the gelatin. Pepe promptly takes the booger to Dr. Leonardo. The old biologist has been paying the urchin for unusual sea life caught in the nets. Yeah, anything brought back on a rocketship is going to be unique. Leonardo immediately pays two hundred lira for the oddity; the kid never mentions the rocket, nor the cylinder.
I have to point something out here. The entire blame for a number of deaths, human, canine, and the Ymir, can be placed squarely on Pepe's head. If, rather than being a greedy child, he had immediately turned the container over to the Commissioner, none of what follows would have happened.
Marisa was summoned to help with the crash survivors and soon runs afoul of Calder's temper. The other man, Dr. Sharman, is near death. The Colonel still insists on shaking him awake, an action that Marisa tries to discourage. The discourteous officer calls her a nurse and pesters the dying man until he expires.
Back at Leonardo's, the Ymir eventually wakes up and claws its way out of the gelatin. The creature frightens Marisa, while Dr. Leonardo is amazed. He locks it in a cage and is surprised the next morning. The creature more than doubles in size overnight! There is only one thing to do with such a fantastic find. The old man and his granddaughter pack their belongings and head for Rome.
General McIntosh arrives at the sleepy village and immediately begins offering big rewards for anyone who finds the lost cylinder. The specimen from Venus is considered the most important part of the expedition. Pepe, hearing the word "lira," immediately shows the Americans where he left the empty container and tells them to whom he sold the contents. Before the search begins for Dr. Leonardo, McIntosh gives the brat his money.
How is that for a moral? Do the wrong thing - get paid twice.
After several hours of bouncing around in a towed cage, the Ymir is both larger and upset. It scares Marisa again, then breaks out of the cage and flees into the woods. The creature is wonderfully animated. It stalks across the screen and never seems to sit still. If the head is not turning, then the tail is lashing. I have always had a special fondness, out of Harryhausen's many wonders, for the Ymir. It is just so cool looking. And gentle, the "beast" would not hurt a lamb (unless the walking mutton poked it first).
The military types soon locate Dr. Leonardo. Calder finds the time to insult Marisa once more before the group begins searching for the Ymir. They almost capture it in a barn, but it escapes. One man is seriously injured in the chaos and Unte immediately decides that the alien is dangerous and must be destroyed. The rocketship commander has other, less lethal, ideas in mind. One is how to capture the Ymir, the other is that dating a woman who is willing to take his crap might be fun. Marisa and Bob (Calder's first name) start making eyes at each other.
Pursued by trigger-happy Italians on the ground and menaced by low flying American helicopters, it is surprising that the Venusian stops to eat the sulfur dropped as bait. A net is dropped over the Ymir and electric generators are attached. The current knocks the creature unconscious. It is taken to Rome, where the phenomenal growth continues.
The primary reason that the United States government wanted the creature captured was to find out how it survived in Venus' toxic atmosphere. A number of men on the expedition died after exposure to Venus, despite advanced respirators. The Ymir's internal workings are studied, revealing no major organs! The reason it was resistant to gunfire is that its circulatory and respiratory systems are not centralized. The Ymir is a web of connected vessels, with dense filters in the tubes that carry air.
An unfortunate accident at the research facility cuts the electric power. The Ymir, now sixteen feet tall, wakes up and knocks down a wall to get free. The Venusian is not happy. (How would you like to be sedated with electric current?) Even on a rampage, it probably would not have harmed anyone or anything unless provoked. First an elephant, that screams like a pterodactyl, attacks, then the military chases it through Rome. Grenades, rifles, and tanks are used. Cornered atop the Coliseum, the suffering visitor from another world is finally killed.
I genuinely felt sorry for the Ymir (it is never called such in the film, but this is its name). Watching "20 Million Miles to Earth" as a child, it was monumentally sad when the creature fell from atop the ancient Roman structure and laid still amidst the broken stone.
Things I Learned From This Movie:
Inside the Pentagon, models of the solar system double as fire alarms.
Gelcaps were originally developed to transport biological specimens.
Do not squeeze anyone named Sharman; it might kill them.
Motor homes are not common in Italy.
The best way to poke something, that does not like to be poked, is with a wooden pole.
Italian police squads are equipped with flamethrowers. (Probably for "crowd control.")
There are three responses to danger: fight, flight, and feed.
Rampaging creatures from Venus are an archeologist's worst nightmare.
Stuff To Watch For:
11 mins - No Gerra on that map...
35 mins - "I hate this cage. And you had better not poke me, or else!"
39 mins - Hahahaha! Chicken chucker!
44 mins - "I am sick and tired of you idiots poking me!"
51 mins - Venusian sniffing dogs. Who would have guessed?
58 mins - Well, nobody ever said that reporters were geniuses.
72 mins - Looks like the chow hall will be serving fish for dinner tonight.
80 mins - Ouch.
81 mins - "Stop poking... ...Rosebud..."
Audio clips in wav format
Starving actors speak out
McIntosh: "Rate of descent still thirty-five hundred feet per minute. I'm sorry, doctor, that puts her right down with the fish."
Uhl: "What makes me sick inside is that they were so close. So very, very close. They made it there and almost made it back."
Pepe: "With the two hundred lira I can purchase the hat from Texas. Please, may I have my money now?"
Calder and Marisa having an argument. This is an average conversation between the pair.
Calder: "On Venus we discovered, quite by accident, that these creatures are extremely susceptible to electric shock and that controlled voltage can paralyze them. Now, if we can have two helicopters and a squad of armed paratroopers, we might be able to drop an electrically charged, wire net on the beast."
Click for a larger image
Scenes from the movie
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MPEG video files
- 2.2m
"Nobody will get hurt, unless they poke me. Owwww! That is it! I am going to kick your butt from here to my home planet! How do you like this? Does it feel good? Does it feel like being stabbed with a pitchfork?"
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20 Million Miles to Earth
Reply #17.
Posted on November 25, 2006, 04:10:12 PM by Sarasvati
Oh, joy! TCM is having a sci-fi event today(July 5th)! I keep switching back and forth between "The Thing" and the Twilight Zone marathon on Sci-Fi. Just watched 20 Mil..."Forbidden Planet" is next!
20 Million Miles to Earth
Reply #18.
Posted on August 05, 2004, 01:52:38 PM by firebird
Ray harryhausen was a master of special effect before there were comperized special effects who can forget the giant two headed rocs in THE 7TH VOYAGE OF SINBAD or the giant or amry of skelletons in JASON AND THE ARGANUATS and can you remember his giant crab,bird and bees in MYSTERIOUS ISLAND? wow there will never be another person like him
20 Million Miles to Earth
Reply #19.
Posted on November 25, 2006, 04:09:49 PM by Not a scientist but I play one on TV
To answer sarasvati, I believe the space ships from Mars in War of the Worlds were re-cycled in Robinson Crusoe on Mars. Kind of ironic, in one film they're from Mars, in another they bring slaves to mine Mars.
As for 20 Million Miles to Earth, Mr. Harryhausen was the prime mover behind the entire film. Sad that the Ymir had to kill an oliphant. Too bad the Ymir didn't meet Mike Meyers or Bill Maher.
20 Million Miles to Earth
Reply #20.
Posted on September 20, 2004, 09:15:23 PM by firebird
Yes they were the martian ship fro WAR OF THE WORLDS was indeed reused in ROBINSON CRUSOE ON MARS(another great movie)i do recall how much those minning ships looked like the war ships from GEORGE PALS sci fi classic
20 Million Miles to Earth
Reply #21.
Posted on February 11, 2005, 10:44:09 PM by Jack Corbett
Hey! Ymir DOES look like the Kraken from Clash of the Titans.
20 Million Miles to Earth
Reply #22.
Posted on November 25, 2006, 04:10:12 PM by El Cid
My favorite Si Fi movie! I saw it in 1957 at the Allan Theater in Farmington NM.
Things to look for.
The control panel in the space ship appears to be a power plant control panel. Some of the handles have HOLD cards on them to prevent them from being closed.
The ship lands nose down yet the control room and everything is "up" meaning they had to be upside down when the ship was launched.
20 Million Miles to Earth
Reply #23.
Posted on November 25, 2006, 04:09:49 PM by Ulo head
This movie is absulutly as close to perfect as a 50's B-movie can get! Andrew should review more Ray HarryHausen movies. I agree with you guys. Pepe is unlikeable.
20 Million Miles to Earth
Reply #24.
Posted on November 25, 2006, 04:09:49 PM by Don N
This movie is just classic 50's Sci-Fi.
Good stuff indeed, and yes Pepe should have been taken out back and shot.
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Earth is visited by a GIANT ANTIMATTER SPACE BUZZARD! Gawk at the amazingly bad bird puppet, or chuckle over the silly dialog. This is one of the greatest b-movies ever made.
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text: First thing first…you have to know what has been happening in my life to understand what I've been going through. I was married for 3 years. Been together with this man for 6 years. Had 3 beautiful kids by him. Well 2 boys and a baby girl in the oven. Yup still baking. Almost about to pop though. My life was pretty good. I was pretty happy though I do have some issues. I wanted to try and break them this year but things happened…like pregnancy. I couldn't do much anymore. No bars. No adulty things. I have been fighting to get alone time with my hubby for a while now. I wanted to feel wanted. I wasn't feeling like that for a bit. Little did I know. . . I wasn't. I should have stuck with my intuition several times but that's going to be a part of my journal for a little later. Just to speed things up. Nov, 27th, 2015 we went out on a date night. He decided to break our marriage and tell me that he is gay….Yes. Gay. 6 years….3 kids together. I know you're probably asking a billion questions right now. It's a mind blown thing. I knew he had an attraction for men and I wanted to allow some compromises in the marriage the problem is he became selfish. Very selfish. I became pregnant in the midst of this so it wasn't really anything I can do to be there with experimentation. Yes allowing another man in the relationship yet…I blew up and gain a lot of weight in this pregnancy and I wasn't his thing anymore. I told him to wait for after the pregnancy however….turns out throughout our marriage he has had several affairs with men. I've caught him time and time again but he always made some excuses. I didn't find out the truth until recently. Mind you I am pregnant. I was also going to school at the time as well. We were supposed to go into something together. To try and develop a triad relationship but he didn't wait. Of course it doesn't help when he would say things like," No man is going to want to be in this relationship, you're fat and a slob." Mind you I AM PREGNANT. Weight gain is something that happens and unfortunately we can't control where it goes. If I could have it all go straight to my butt and my boobs well hey I would of. Instead he went off on his own. It became like a drug to him. He first went to a gay bar with a friend. Then it became a daily thing. He started to drink more. He started a bad habit of smoking. He is spending less time with the kids and I. Mind you I am broken up with him. He started the single life fairly quickly. While I've been over here broken hearted. I know he is hurt in a way but he has a weird way of showing it. At least that's what he tells me. He puts me through some confusing signals too. He wants me. Then he doesn't want me. Then he wants me. He still calls me baby. He still gives me kisses. We are still living together. Which is so hard to do mind you. I was told by the therapist that I am suffering from PTSD. I keep getting flash backs of us. This experience has been rather rough. The timing was just crazy too. I didn't even enjoy Christmas this year. He told me around the same time I found out that my parents are suffering from cancer. I was also doing school which may I add I ended up with a D in one of my classes and my BOMBED all my final exams because well broken hearted. I really had an emotional tie with this man but it was like as soon as I got pregnant things started to change. I keep hearing people say maybe things will be different after the pregnancy. Maybe he will come around. Or like his mom has done to me several times. He said he is going to work on the marriage…then she goes on to asking questions about what has he been doing. Have you guys talked about it? I honestly think he only told her that so she can stop biting his head off. To be honest. I don't know what I want anymore. I was going to school but now that this happened I just want to work on my fitness. Though I can't because I am a high risk pregnant woman. So I'm feeling pretty stuck. Pretty lonely and pretty stuck. I do have my baby soon though. I don't even feel excited about her birth. Which is horrible to say. Yes Pre partum depression and I'm pretty sure I'm going to have post partum depression. I just want to be happy and smile again but things don't feel right when I smile because there is something missing. We had a good relationship. I have so much more to write however I need to go for now. SO MUCH MORE TO COME.


text:
If you work with VBA, odds are you'll eventually struggle with embedded strings. It might be a simple task such as passing a string to a function or something more complex like creating a SQL statement on the fly. But when the time comes, you can avoid the struggle by remembering the five simple rules I share in this week's TR Dojo episode.
Check out the following links for more VBA resources:
- Five tips for writing better VBA code
- 10 ways to screw up your VBA code
- Five tips for handling errors in VBA
- Use VBA to bring in the range
- How to use and define VBA enumerate constants
For those who prefer text to video, click the View Transcript link below the video player windows or check out Susan Harkins' article, "5 rules for embedding strings in VBA code," on which this video is based.
You can also sign up to receive the latest TR Dojo lessons through one or more of the following methods:
Bill Detwiler has nothing to disclose. He doesn't hold investments in the technology companies he covers.
Full Bio
Bill Detwiler is Managing Editor of TechRepublic and Tech Pro Research and the host of Cracking Open, CNET and TechRepublic's popular online show. Prior to joining TechRepublic in 2000, Bill was an IT manager, database administrator, and desktop support specialist in the social research and energy industries. He has bachelor's and master's degrees from the University of Louisville, where he has also lectured on computer crime and crime prevention.


text:
Editorial Assignments
portraits for media
Editorial and Corporate Portraits Mix
A mix of editorial and corporate portraits, made for magazines, websites, brochures and annual reports. I have worked for a wide range of local and international clients.
Portraits of a Welfare Company
For a Welfare Company I made portraits of their employees: trainers who coach welfare workers.
For the annual report of the union of pharmacies I photographed staged scenes of different pharmacies in Holland.
The organization ICM Weekendschool has been founded to give more perspective for the future to kids that have originally less approach to a netwerk to build relations and special crafts. These kids were trained to write poetry and I photographed them for a little book with all their collected work.
For the burial company I photographed people and their lives. In the ads they talked about their wishes of their burial.
Antropological Portraits
For the Anthropological Museum in Leiden I have been asked to make portraits for the entrances of the different departments, representing each one continent. The portraits are displayed on huge screen at the side of the entrances.
Social Housing
For a housing corporation in Holland I made some portraits of a social housing project in Johannesburg they supported. The dwellers were giving acces to apartments they normally would not be able to afford.
No Family
In the week of photography of 2013, which had as the theme 'the family', I photographed in a gallery in Amsterdam people who were more connected to each other within a non-family context.
De Roze Bank
about friendship between children made for a children magazine called Taptoe


text:
NHL says Coyotes lease will lead to sale of team
The NHL is praising the lease agreement between Chicago investor Matthew Hulsizer and the city of Glendale, saying it will "finally lead to a transition of ownership of the Phoenix Coyotes."
The city announced Friday that it had reached an agreement in principle with Hulsizer on a new lease for the team to play in the Jobing.com Arena.
"It has always been the league's objective to secure ownership that will ensure the Coyotes' long-term future in Glendale," NHL Deputy Commissioner Bill Daly said in a statement issued by the league. "And consummation of the proposed transaction will achieve that."
The league bought the team out of bankruptcy more than a year ago and has said all along that a new lease was essential if the team were to stay in Arizona.
"We are very pleased that the parties appear to have reached an agreement that will finally lead to a transition of ownership of the Phoenix Coyotes," Daly said. "… We look forward to working closely with the Hulsizer group and moving quickly toward the conclusion of this process."
Hulsizer was en route to Arizona, where the Coyotes play their home opener on Saturday night against the Detroit Red Wings. His spokesman, Judson Just, said Hulsizer "looking forward to seeing a great game tonight," but had no further comment beyond what the league and city had said.
The city announced the breakthrough in a brief statement on its website:
"The City and the Hulsizer group have an agreement in principle on a lease which would allow the Hulsizer group to buy the team from the National Hockey League (NHL) under the terms they requested. The proposed ownership transaction is subject to formal approval by the NHL Board of Governors."
Hulsizer is co-founder and chief executive officer of PEAK6 Investments. The Ice Edge group remains a part of Hulsizer's efforts to buy the team.
Hulsizer emerged recently as the money man in the efforts to purchase the team by Ice Edge. The NHL and Glendale were concerned about the Ice Edge offer because it relied heavily on bank financing. Hulsizer came in and would be the majority owner if the purchase goes through.
The 1991 Amherst graduate was a director and risk manager for Swiss Bank from 1994 until he co-founded PEAK6 in 1997. Before that, he was a senior trader with O'Connor & Associates, a proprietary derivatives firm that was acquired by Swiss Bank.
The front page of the PEAK6 website says the company's success is built on "relentless innovation, flawless execution, and fierce entrepreneurialism."
The Coyotes' ownership saga began in May 2009 when then-owner Jerry Moyes took the team into bankruptcy, to the surprise of the NHL. Moyes planned to sell the team to Canadian billionaire Jim Balsillie – founder of the company that makes the Blackberry. Balsillie had failed in earlier efforts to buy the Pittsburgh and Nashville franchises.
Balsillie's purchase was contingent on moving the franchise to Hamilton, Ontario, a move strongly opposed by the NHL. The sides waged a prolonged court battle through the triple-digit heat in the 2009 summer. Last September, the bankruptcy judge rejected Balsillie's bid, leaving the NHL as the only bidder.
The league purchased the franchise with the stated intention of finding a buyer to keep the Coyotes in Arizona. But if that doesn't happen by the end of this year, the NHL said it would look for buyers elsewhere.
Glendale has deposited $25 million to cover losses for the franchise this season. Hulsizer's group also deposited $25 million in what was described as a demonstration of good faith.
The Coyotes never have turned a profit since moving from Winnipeg in 1996.
Despite the uncertain ownership status and a low payroll, the Coyotes had a surprisingly successful 2009-10 season, winning 50 games, third-most in the West. The team went from playing in an almost empty arena early to a string of eight sellouts at the end of the season before losing to Detroit in seven games in the first round of the playoffs.