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How to Choose a Leadership Pattern
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1 How to Choose a Leadership Pattern by Robert Tannenbaum and Warren H. Schmidt No
3 MAY JUNE 1973 How to Choose a Leadership Pattern Robert Tannenbaum and Warren H. Schmidt Since its publication in HBR s March April 1958 issue, this article has had such impact and popularity as to warrant its choice as an HBR Classic. Mr. Tannenbaum and Mr. Schmidt succeeded in capturing in a few succinct pages the main ideas involved in the question of how managers should lead their organizations. For this publication, the authors have written a commentary, in which they look at their article from a 15-year perspective (see page 10.) I put most problems into my group s hands and leave it to them to carry the ball from there. I serve merely as a catalyst, mirroring back the people s thoughts and feelings so that they can better understand them. It s foolish to make decisions oneself on matters that affect people. I always talk things over with my subordinates, but I make it clear to them that I m the one who has to have the final say. Once I have decided on a course of action, I do my best to sell my ideas to my employees. Mr. Tannenbaum is Professor of the Development of Human Systems at the Graduate School of Management, University of California, Los Angeles. He is also a Consulting Editor of the Journal of Applied Behavioral Science and coauthor (with Irving Weschler and Fred Massarik) of Leadership and Organization: A Behavioral Science Approach (New York, McGraw-Hill, 1961). Mr. Schmidt is also affiliated with the UCLA Graduate School of Management, where he is Senior Lecturer in Behavioral Science. Besides writing extensively in the fields of human relations and leadership and conference planning, Mr. Schmidt wrote the screenplay for a film, Is It Always Right to be Right? which won an Academy Award in I m being paid to lead. If I let a lot of other people make the decisions I should be making, then I m not worth my salt. I believe in getting things done. I can t waste time calling meetings. Someone has to call the shots around here, and I think it should be me. Each of these statements represents a point of view about good leadership. Considerable experience, factual data, and theoretical principles could be cited to support each statement, even though they seem to be inconsistent when placed together. Such contradictions point up the dilemma in which modern managers frequently find themselves. New Problem The problem of how modern managers can be democratic in their relations with subordinates and at the same time maintain the necessary authority and control in the organizations for which they are responsible has come into focus increasingly in recent years. Earlier in the century this problem was not so acutely felt. The successful executive was generally pictured as possessing intelligence, imagination, initiative, the capacity to make rapid (and generally wise) decisions, and the ability to inspire subordinates. People tended to think of the world as being divided into leaders and followers. New focus: Gradually, however, from the social sciences emerged the concept of group dynamics Copyright 1973 by the President and Fellows of Harvard College. All rights reserved.
4 with its focus on members of the group rather than solely on the leader. Research efforts of social scientists underscored the importance of employee involvement and participation in decision making. Evidence began to challenge the efficiency of highly directive leadership, and increasing attention was paid to problems of motivation and human relations. Through training laboratories in group development that sprang up across the country, many of the newer notions of leadership began to exert an impact. These training laboratories were carefully designed to give people a firsthand experience in full participation and decision making. The designated leaders deliberately attempted to reduce their own power and to make group members as responsible as possible for setting their own goals and methods within the laboratory experience. It was perhaps inevitable that some of the people who attended the training laboratories regarded this kind of leadership as being truly democratic and went home with the determination to build fully participative decison making into their own organizations. Whenever their bosses made a decision without convening a staff meeting, they tended to perceive this as authoritarian behavior. The true symbol of democratic leadership to some was the meeting and the less directed from the top, the more democratic it was. Some of the more enthusiastic alumni of these training laboratories began to get the habit of categorizing leader behavior as democratic or authoritarian. Bosses who made too many decisions themselves were thought of as authoritarian, and their directive behavior was often attributed solely to their personalities. New need: The net result of the research findings and of the human relations training based upon them has been to call into question the stereotype of an effective leader. Consequently, modern managers often find themselves in an uncomfortable state of mind. Often they are not quite sure how to behave; there are times when they are torn between exerting strong leadership and permissive leadership. Sometimes new knowledge pushes them in one direction ( I should really get the group to help make this decision ), but at the same time their experience pushes them in another direction ( I really understand the problem better than the group and therefore I should make the decision ). They are not sure when a group decision is really appropriate or when holding a staff meeting serves merely as a device for avoiding their own decision-making responsibility. The purpose of our article is to suggest a framework which managers may find useful in grappling with this dilemma. First, we shall look at the different patterns of leadership behavior that managers can choose from in relating to their subordinates. Then, we shall turn to some of the questions suggested by this range of patterns. For instance, how important is it for managers subordinates to know what type of leadership they are using in a situation? What factors should they consider in deciding on a leadership pattern? What difference do their long-run objectives make as compared to their immediate objectives? Range of Behavior Exhibit I presents the continuum or range of possible leadership behavior available to managers. EXHIBIT I Continuum of Leadership Behavior 4 HARVARD BUSINESS REVIEW May June 1973
5 Each type of action is related to the degree of authority used by the boss and to the amount of freedom available to subordinates in reaching decisions. The actions seen on the extreme left characterize managers who maintain a high degree of control while those seen on the extreme right characterize managers who release a high degree of control. Neither extreme is absolute; authority and freedom are never without their limitations. Now let us look more closely at each of the behavior points occurring along this continuum. The manager makes the decision and announces it. In this case the boss identifies a problem, considers alternative solutions, chooses one of them, and then reports this decision to the subordinates for implementation. The boss may or may not give consideration to what he or she believes the subordinates will think or feel about the decision; in any case, no opportunity is provided for them to participate directly in the decision-making process. Coercion may or may not be used or implied. The manager sells the decision. Here the manager, as before, takes responsibility for identifying the problem and arriving at a decision. However, rather than simply announcing it, he or she takes the additional step of persuading the subordinates to accept it. In doing so, the boss recognizes the possibility of some resistance among those who will be faced with the decision, and seeks to reduce this resistance by indicating, for example, what the employees have to gain from the decision. The manager presents ideas, invites questions. Here the boss who has arrived at a decision and who seeks acceptance of his or her ideas provides an opportunity for subordinates to get a fuller explanation of his or her thinking and intentions. After presenting the ideas, the manager invites questions so that the associates can better understand what he or she is trying to accomplish. This give and take also enables the manager and the subordinates to explore more fully the implications of the decision. The manager presents a tentative decision subject to change. This kind of behavior permits the subordinates to exert some influence on the decision. The initiative for identifying and diagnosing the problem remains with the boss. Before meeting with the staff, the manager has thought the problem through and arrived at a decision but only a tentative one. Before finalizing it, he or she presents the proposed solution for the reaction of those who will be affected by it. He or she says in effect, I d like to hear what you have to say about this plan that I have developed. I ll appreciate your frank reactions but will reserve for myself the final decision. The manager presents the problem, gets suggestions, and then makes the decision. Up to this point the boss has come before the group with a solution of his or her own. Not so in this case. The subordinates now get the first chance to suggest solutions. The manager s initial role involves identifying the problem. He or she might, for example, say something of this sort: We are faced with a number of complaints from newspapers and the general public on our service policy. What is wrong here? What ideas do you have for coming to grips with this problem? The function of the group becomes one of increasing the manager s repertory of possible solutions to the problem. The purpose is to capitalize on the knowledge and experience of those who are on the firing line. From the expanded list of alternatives developed by the manager and the subordinates, the manager then selects the solution that he or she regards as most promising. 1 The manager defines the limits and requests the group to make a decision. At this point the manager passes to the group (possibly taking part as a member) the right to make decisions. Before doing so, however, he or she defines the problem to be solved and the boundaries within which the decision must be made. An example might be the handling of a parking problem at a plant. The boss decides that this is something that should be worked on by the people involved, so they are called together. Pointing up the existence of the problem, the boss tells them: There is the open field just north of the main plant which has been designated for additional employee parking. We can build underground or surface multilevel facilities as long as the cost does not exceed $100,000. Within these limits we are free to work out whatever solution makes sense to us. After we decide on a specific plan, the company will spend the available money in whatever way we indicate. The manager permits the group to make decisions within prescribed limits. This represents an extreme degree of group freedom only occasionally encountered in formal organizations, as, for instance, in many research groups. Here the team of managers or engineers undertakes the identification and diagnosis of the problem, develops alternative procedures for solving it, and decides on one or more of these alternative solutions. The only limits directly imposed on the group by the organization are those specified by the superior of the team s boss. If the boss participates in the decision-making process, deciding in advance to assist in implementing whatever decision the group makes, he or she attempts to do so with no more authority than any other member of the group. 1. For a fuller explanation of this approach, see Leo Moore, Too Much Management, Too Little Change, HBR January February 1956, p. 41. HARVARD BUSINESS REVIEW May June
6 Key Questions As the continuum in Exhibit I demonstrates, there are a number of alternative ways in which managers can relate themselves to the group or individuals they are supervising. At the extreme left of the range, the emphasis is on the manager on what he or she is interested in, how he or she sees things, how he or she feels about them. As we move toward the subordinate-centered end of the continuum, however, the focus is increasingly on the subordinates on what they are interested in, how they look at things, how they feel about them. When business leadership is regarded in this way, a number of questions arise. Let us take four of especial importance: Can bosses ever relinquish their responsibility by delegating it to others? Our view is that managers must expect to be held responsible by their superiors for the quality of the decisions made, even though operationally these decisions may have been made on a group basis. They should, therefore, be ready to accept whatever risk is involved whenever they delegate decision-making power to subordinates. Delegation is not a way of passing the buck. Also, it should be emphasized that the amount of freedom bosses give to subordinates cannot be greater than the freedom which they themselves have been given by their own superiors. Should the manager participate with subordinates once he or she has delegated responsibility to them? Managers should carefully think over this question and decide on their role prior to involving the subordinate group. They should ask if their presence will inhibit or facilitate the problem-solving process. There may be some instances when they should leave the group to let it solve the problem for itself. Typically, however, the boss has useful ideas to contribute and should function as an additional member of the group. In the latter instance, it is important that he or she indicate clearly to the group that he or she is in a member role rather than an authority role. How important is it for the group to recognize what kind of leadership behavior the boss is using? It makes a great deal of difference. Many relationship problems between bosses and subordinates occur because the bosses fail to make clear how they plan to use their authority. If, for example, the boss actually intends to make a certain decision, but the subordinate group gets the impression that he or she has delegated this authority, considerable confusion and resentment are likely to follow. Problems may also occur when the boss uses a democratic facade to conceal the fact that he or she has already made a decision which he or she hopes the group will accept as its own. The attempt to make them think it was their idea in the first place is a risky one. We believe that it is highly important for managers to be honest and clear in describing what authority they are keeping and what role they are asking their subordinates to assume in solving a particular problem. Can you tell how democratic a manager is by the number of decisions the subordinates make? The sheer number of decisions is not an accurate index of the amount of freedom that a subordinate group enjoys. More important is the significance of the decisions which the boss entrusts to subordinates. Obviously a decision on how to arrange desks is of an entirely different order from a decision involving the introduction of new electronic data-processing equipment. Even though the widest possible limits are given in dealing with the first issue, the group will sense no particular degree of responsibility. For a boss to permit the group to decide equipment policy, even within rather narrow limits, would reflect a greater degree of confidence in them on his or her part. Deciding How to Lead Now let us turn from the types of leadership which are possible in a company situation to the question of what types are practical and desirable. What factors or forces should a manager consider in deciding how to manage? Three are of particular importance: Forces in the manager. Forces in the subordinates. Forces in the situation. We should like briefly to describe these elements and indicate how they might influence a manager s action in a decision-making situation. 2 The strength of each of them will, of course, vary from instance to instance, but managers who are sensitive to them can better assess the problems which face them and determine which mode of leadership behavior is most appropriate for them. Forces in the manager: The manager s behavior in any given instance will be influenced greatly by the many forces operating within his or her own personality. Managers will, of course, perceive their leadership problems in a unique way on the basis of their background, knowledge, and experience. Among the important internal forces affecting them will be the following: 1. Their value system. How strongly do they feel that individuals should have a share in making the 2. See also Robert Tannenbaum and Fred Massarik, Participation by Subordinates in the Managerial Decision-Making Process, Canadian Journal of Economics and Political Science, August 1950, p HARVARD BUSINESS REVIEW May June 1973
7 decisions which affect them? Or, how convinced are they that the official who is paid to assume responsibility should personally carry the burden of decision making? The strength of their convictions on questions like these will tend to move managers to one end or the other of the continuum shown in Exhibit I. Their behavior will also be influenced by the relative importance that they attach to organizational efficiency, personal growth of subordinates, and company profits Their confidence in subordinates. Managers differ greatly in the amount of trust they have in other people generally, and this carries over to the particular employees they supervise at a given time. In viewing his or her particular group of subordinates, the manager is likely to consider their knowledge and competence with respect to the problem. A central question managers might ask themselves is: Who is best qualified to deal with this problem? Often they may, justifiably or not, have more confidence in their own capabilities than in those of subordinates. 3. Their own leadership inclinations. There are some managers who seem to function more comfortably and naturally as highly directive leaders. Resolving problems and issuing orders come easily to them. Other managers seem to operate more comfortably in a team role, where they are continually sharing many of their functions with their subordinates. 4. Their feelings of security in an uncertain situation. Managers who release control over the decisionmaking process thereby reduce the predictability of the outcome. Some managers have a greater need than others for predictability and stability in their environment. This tolerance for ambiguity is being viewed increasingly by psychologists as a key variable in a person s manner of dealing with problems. Managers bring these and other highly personal variables to each situation they face. If they can see them as forces which, consciously or unconsciously, influence their behavior, they can better understand what makes them prefer to act in a given way. And understanding this, they can often make themselves more effective. Forces in the subordinate: Before deciding how to lead a certain group, managers will also want to consider a number of forces affecting their subordinates behavior. They will want to remember that each employee, like themselves, is influenced by many personality variables. In addition, each subordinate has a set of expectations about how the boss should act in relation to him or her (the phrase expected behavior is one we hear more and more often these days at discussions of leadership and teaching). The better man- 3. See Chris Argyris, Top Management Dilemma: Company Needs vs. Individual Development, Personnel, September 1955, pp agers understand these factors, the more accurately they can determine what kind of behavior on their part will enable subordinates to act most effectively. Generally speaking, managers can permit subordinates greater freedom if the following essential conditions exist: If the subordinates have relatively high needs for independence. (As we all know, people differ greatly in the amount of direction that they desire.) If the subordinates have a readiness to assume responsibility for decision making. (Some see additional responsibility as a tribute to their ability; others see it as passing the buck. ) If they have a relatively high tolerance for ambiguity. (Some employees prefer to have clear-cut directives given to them; others prefer a wider area of freedom.) If they are interested in the problem and feel that it is important. If they understand and identify with the goals of the organization. If they have the necessary knowledge and experience to deal with the problem. If they have learned to expect to share in decision making. (Persons who have come to expect strong leadership and are then suddenly confronted with the request to share more fully in decision making are often upset by this new experience. On the other hand, persons who have enjoyed a considerable amount of freedom resent bosses who begin to make all the decisions themselves.) Managers will probably tend to make fuller use of their own authority if the above conditions do not exist; at times there may be no realistic alternative to running a one-man show. The restrictive effect of many of the forces will, of course, be greatly modified by the general feeling of confidence which subordinates have in the boss. Where they have learned to respect and trust the boss, he or she is free to vary his or her own behavior. The boss will feel certain that he or she will not be perceived as an authoritarian boss on those occasions when he or she makes decisions alone. Similarly, the boss will not be seen as using staff meetings to avoid decision-making responsibility. In a climate of mutual confidence and respect, people tend to feel less threatened by deviations from normal practice, which in turn makes possible a higher degree of flexibility in the whole relationship. Forces in the situation: In addition to the forces which exist in managers themselves and in the subordinates, certain characteristics of the general situation will also affect managers behavior. Among the more critical environmental pressures that surround HARVARD BUSINESS REVIEW May June
8 them are those which stem from the organization, the work group, the nature of the problem, and the pressures of time. Let us look briefly at each of these: Type of organization Like individuals, organizations have values and traditions which inevitably influence the behavior of the people who work in them. Managers who are newcomers to a company quickly discover that certain kinds of behavior are approved while others are not. They also discover that to deviate radically from what is generally accepted is likely to create problems for them. These values and traditions are communicated in numerous ways through job descriptions, policy pronouncements, and public statements by top executives. Some organizations, for example, hold to the notion that the desirable executive is one who is dynamic, imaginative, decisive, and persuasive. Other organizations put more emphasis upon the importance of the executive s ability to work effectively with people human relations skills. The fact that the person s superiors have a defined concept of what the good executive should be will very likely push the manager toward one end or the other of the behavioral range. In addition to the above, the amount of employee participation is influenced by such variables as the size of the working units, their geographical distribution, and the degree of inter- and intra-organizational security required to attain company goals. For example, the wide geographical dispersion of an organization may preclude a practical system of participative decision making, even though this would otherwise be desirable. Similarly, the size of the working units or the need for keeping plans confidential may make it necessary for the boss to exercise more control than would otherwise be the case. Factors like these may limit considerably the manager s ability to function flexibly on the continuum. Group effectiveness Before turning decisionmaking responsibility over to a subordinate group, the boss should consider how effectively its members work together as a unit. One of the relevant factors here is the experience the group has had in working together. It can generally be expected that a group which has functioned for some time will have developed habits of cooperation and thus be able to tackle a problem more effectively than a new group. It can also be expected that a group of people with similar backgrounds and interests will work more quickly and easily than people with dissimilar backgrounds, because the communication problems are likely to be less complex. The degree of confidence that the members have in their ability to solve problems as a group is also a key consideration. Finally, such group variables as cohesiveness, permissiveness, mutual acceptance, and commonality of purpose will exert subtle but powerful influence on the group s functioning. The problem itself The nature of the problem may determine what degree of authority should be delegated by managers to their subordinates. Obviously, managers will ask themselves whether subordinates have the kind of knowledge which is needed. It is possible to do them a real disservice by assigning a problem that their experience does not equip them to handle. Since the problems faced in large or growing industries increasingly require knowledge of specialists from many different fields, it might be inferred that the more complex a problem, the more anxious a manager will be to get some assistance in solving it. However, this is not always the case. There will be times when the very complexity of the problem calls for one person to work it out. For example, if the manager has most of the background and factual data relevant to a given issue, it may be easier for him or her to think it through than to take the time to fill in the staff on all the pertinent background information. The key question to ask, of course, is: Have I heard the ideas of everyone who has the necessary knowledge to make a significant contribution to the solution of this problem? The pressure of time This is perhaps the most clearly felt pressure on managers (in spite of the fact that it may sometimes be imagined). The more that they feel the need for an immediate decision, the more difficult it is to involve other people. In organizations which are in a constant state of crisis and crash programming one is likely to find managers personally using a high degree of authority with relatively little delegation to subordinates. When the time pressure is less intense, however, it becomes much more possible to bring subordinates in on the decision-making process. These, then, are the principal forces that impinge on managers in any given instance and that tend to determine their tactical behavior in relation to subordinates. In each case their behavior ideally will be that which makes possible the most effective attainment of their immediate goals within the limits facing them. Long-Run Strategy As managers work with their organizations on the problems that come up day to day, their choice of a leadership pattern is usually limited. They must take account of the forces just described and, within the restrictions those factors impose on them, do the best that they can. But as they look ahead months or even years, they can shift their thinking from tactics to large-scale strategy. No longer need they be fet- 8 HARVARD BUSINESS REVIEW May June 1973
9 tered by all of the forces mentioned, for they can view many of them as variables over which they have some control. They can, for example, gain new insights or skills for themselves, supply training for individual subordinates, and provide participative experiences for their employee group. In trying to bring about a change in these variables, however, they are faced with a challenging question: At which point along the continuum should they act? Attaining objectives: The answer depends largely on what they want to accomplish. Let us suppose that they are interested in the same objectives that most modern managers seek to attain when they can shift their attention from the pressure of immediate assignments: 1. To raise the level of employee motivation. 2. To increase the readiness of subordinates to accept change. 3. To improve the quality of all managerial decisions. 4. To develop teamwork and morale. 5. To further the individual development of employees. In recent years managers have been deluged with a flow of advice on how best to achieve these longerrun objectives. It is little wonder that they are often both bewildered and annoyed. However, there are some guidelines which they can usefully follow in making a decision. Most research and much of the experience of recent years give a strong factual basis to the theory that a fairly high degree of subordinate-center behavior is associated with the accomplishment of the five purposes mentioned. 4 This does not mean that managers should always leave all decisions to their assistants. To provide the individual or the group with greater freedom than they are ready for at any given time may very well tend to generate anxieties and therefore inhibit rather than facilitate the attainment of desired objectives. But this should not keep managers from making a continuing effort to confront subordinates with the challenge of freedom. In summary, there are two implications in the basic thesis that we have been developing. The first is that successful leaders are those who are keenly aware of the forces which are most relevant to their behavior at any given time. They accurately understand themselves, the individuals and groups they are dealing with, and the company and broader social environment in which they operate. And certainly they are able to assess the present readiness for growth of their subordinates. But this sensitivity or understanding is not enough, which brings us to the second implication. Successful leaders are those who are able to behave appropriately in the light of these perceptions. If direction is in order, they are able to direct; if considerable participative freedom is called for, they are able to provide such freedom. Thus, successful managers of people can be primarily characterized neither as strong leaders nor as permissive ones. Rather, they are people who maintain a high batting average in accurately assessing the forces that determine what their most appropriate behavior at any given time should be and in actually being able to behave accordingly. Being both insightful and flexible, they are less likely to see the problems of leadership as a dilemma. 4. For example, see Warren H. Schmidt and Paul C. Buchanan, Techniques that Produce Teamwork (New London, Arthur C. Croft Publications, 1954); and Morris S. Viteles, Motivation and Morale in Industry (New York, W.W. Norton & Company, Inc., 1953). HARVARD BUSINESS REVIEW May June
10 Retrospective Commentary Since this HBR Classic was first published in 1958, there have been many changes in organizations and in the world that have affected leadership patterns. While the article s continued popularity attests to its essential validity, we believe it can be reconsidered and updated to reflect subsequent societal changes and new management concepts. The reasons for the article s continued relevance can be summarized briefly: The article contains insights and perspectives which mesh well with, and help clarify, the experiences of managers, other leaders, and students of leadership. Thus it is useful to individuals in a wide variety of organizations industrial, governmental, educational, religious, and community. The concept of leadership the article defines is reflected in a continuum of leadership behavior (see Exhibit I in original article). Rather than offering a choice between two styles of leadership, democratic or authoritarian, it sanctions a range of behavior. The concept does not dictate to managers but helps them to analyze their own behavior. The continuum permits them to review their behavior within a context of other alternatives, without any style being labeled right or wrong. (We have sometimes wondered if we have, perhaps, made it too easy for anyone to justify his or her style of leadership. It may be a small step between being nonjudgmental and giving the impression that all behavior is equally valid and useful. The latter was not our intention. Indeed, the thrust of our endorsement was for managers who are insightful in assessing relevant forces within themselves, others, and situations, and who can be flexible in responding to these forces.) In recognizing that our article can be updated, we are acknowledging that organizations do not exist in a vacuum but are affected by changes that occur in society. Consider, for example, the implications for organizations of these recent social developments: > The youth revolution that expresses distrust and even contempt for organizations identified with the establishment. > The civil rights movement that demands all minority groups be given a greater opportunity for participation and influence in the organizational processes. > The ecology and consumer movements that challenge the right of managers to make decisions without considering the interest of people outside the organization. > The increasing national concern with the quality of working life and its relationship to worker productivity, participation, and satisfaction. These and other societal changes make effective leadership in this decade a more challenging task, requiring even greater sensitivity and flexibility than was needed in the 1950 s. Today s manager is more likely to deal with employees who resent being treated as subordinates, who may be highly critical of any organizational system, who expect to be consulted and to exert influence, and who often stand on the edge of alienation from the institution that needs their loyalty and commitment. In addition, the manager is frequently confronted by a highly turbulent, unpredictable environment. In response to these social pressures, new concepts of management have emerged in organizations. Open-system theory, with its emphasis on subsystems interdependency and on the interaction of an organization with its environment, has made a powerful impact on managers approach to problems. Organization development has emerged as a new behavioral science approach to the improvement of individual, group, organizational, and interorganizational performance. New research has added to our understanding of motivation in the work situation. More and more executives have become concerned with social responsibility and have explored the feasibility of social audits. And a growing number of organizations, in Europe and in the United States, have conducted experiments in industrial democracy. In light of these developments, we submit the following thoughts on how we would rewrite certain points in our original article. The article described forces in the manager, subordinates, and the situation as givens, with the leadership pattern a result of these forces. We would now give more attention to the interdependency of these forces. For example, such interdependency occurs in: (a) the interplay between the manager s confidence in subordinates, their readiness to assume responsibility, and the level of group effectiveness; and (b) the impact of the behavior of the manager on that of subordinates, and vice versa. In discussing the forces in the situation, we primarily identified organizational phenomena. We would now include forces lying outside the organization and would explore the relevant interdependencies between the organization and its environment. In the original article, we presented the size of the rectangle in Exhibit I as a given, with its boundaries already determined by external forces in effect, a closed system. We would now recognize the possibility of the manager and/or the subordinates taking the initiative to change those boundaries through interaction with relevant external forces both within their own organization and in the larger society. The article portrayed the manager as the principal and almost unilateral actor. He or she initiated and (continued) 10 HARVARD BUSINESS REVIEW May June 1973
11 EXHIBIT II Manager power and influence Continuum of Manager-Nonmanager Behavior Nonmanager power and influence Area of freedom for manager Area of freedom for nonmanagers Manager able to make decision which nonmanagers accept. THE Manager must "sell" his or her decision before gaining acceptance. ORGAINIZATIONAL ENVIRONMENT Manager presents decision but must respond to questions from nonmanagers. Manager presents tentative decision subject to change after nonmanager inputs. Manager presents problem, gets inputs from nonmanagers, then decides. Resultant manager and nonmanager behavior Manager defines limits within which nonmanagers make decision. Manager and non-managers jointly make decision within limits defined by organizational constraints. THE SOCIETAL ENVIRONMENT determined group functions, assumed responsibility, and exercised control. Subordinates made inputs and assumed power only at the will of the manager. Although the manager might have taken outside forces into account, it was he or she who decided where to operate on the continuum that is, whether to announce a decision instead of trying to sell the idea to subordinates, whether to invite questions, to let subordinates decide an issue, and so on. While the manager has retained this clear prerogative in many organizations, it has been challenged in others. Even in situations where managers have retained it, however, the balance in the relationship between managers and subordinates at any given time is arrived at by interaction direct or indirect between the two parties. Although power and its use by managers played a role in our article, we now realize that our concern with cooperation and collaboration, common goals, commitment, trust, and mutual caring limited our vision with respect to the realities of power. We did not attempt to deal with unions, other forms of joint worker action, or with individual workers expressions of resistance. Today, we would recognize much more clearly the power available to all parties and the factors that underlie the interrelated decisions on whether to use it. In the original article, we used the terms manager and subordinate. We are now uncomfortable with subordinate because of its demeaning, dependencyladen connotations and prefer nonmanager. The titles manager and nonmanager make the terminological difference functional rather than hierarchical. We assumed fairly traditional organizational structures in our original article. Now we would alter our formulation to reflect newer organizational modes which are slowly emerging, such as industrial democracy, intentional communities, and phenomenarchy. * These new modes are based on observations such as the following: (continued) HARVARD BUSINESS REVIEW May June
12 > Both manager and nonmanagers may be governing forces in their group s environment, contributing to the definition of the total area of freedom. > A group can function without a manager, with managerial functions being shared by group members. > A group, as a unit, can be delegated authority and can assume responsibility within a larger organizational context. Our thoughts on the question of leadership have prompted us to design a new behavior continuum (see Exhibit II) in which the total area of freedom shared by manager and nonmanagers is constantly redefined by interactions between them and the forces in the environment. The arrows in the exhibit indicate the continual flow of interdependent influence among systems and people. The points on the continuum designate the types of manager and nonmanager behavior that become possible with any given amount of freedom available to each. The new continuum is both more complex and more dynamic than the 1958 version, reflecting the organizational and societal realities of *For a description of phenomenarchy, see Will McWhinney, Phenomenarchy: A Suggestion for Social Redesign, Journal of Applied Behavioral Science, May HARVARD BUSINESS REVIEW May June 1973
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text:
Julie Ellinger Hunt's most recent poem to appear here was "My Darling" (February 2017)
By Julie Ellinger Hunt
We met in a box. The four sides were blurry and cold
to the touch. Its contents flowed in directions I couldn't
understand. But I remained inside.
I felt You. You didn't say a word and didn't need to. It was
like that pulsating, perfect apple on that branch I was taught
to never pick.
Yet I ensued.
I ensued even when I knew better. Breaking the balance
of the four sides until its contents spilled over, and You were
burned by me after being warned by many of what I'd probably
do. My capabilities certainly not a compliment.
I kept lighting that ember even when the kindle
was damp and in a dark hole, and in the ditch I dug
incidentally from pacing back and forth for days
upon days. Until you left me again.
Finally realizing it is me that should be
forbidden, and not You.

subset: commoncrawl


text:
11. Posted by jadeverell (Respected Member 255 posts) 8y Star this if you like it!
Go Magic.....its the best!
Go Magic.....its the best!
thanks, its also to meet people
What is the difference between stray and kiwiexperience?
Im finding it impossible to tell the difference, i'm looking at a trip which is basically the same route, so why is the kiwi one $400 more?
If its that much money, then you might want to advertise on here to see if others are going at the same time. If you got 3 or 4 people together, you could all chip in and buy a car or van, sell it at the end. Much more fun and you can go where you want. Places that a tour bus wouldn't.
When you get to the N.Island most tourist places are serviced by bus. You can book tickets online with Intercity or nakedbus. Intercity is more expensive, but more reliable and does less stops. Naked bus is popular for being very cheap. Downside with the buses is that you cant always get to where you want to go next. Sometimes you can choose between the two and get to where you want to go.
im stuck between stray and kiwiexperience
anyone had any experiences they could share of either????
How hard is it to rent a car for approx 3 weeks in New Zealand for my GF and I? We would pick up in Auckland and return in Christchurch. Being from the US, we would need an automatic car
Quoting lady_m08
im stuck between stray and kiwiexperience
anyone had any experiences they could share of either????
I did a short trip with Stray when in NZ, and it was actually pretty good, despite not really being my sort of thing. Kiwi Experience have a reputation for having a party atmosphere, Stray for being a bit more outdoorsy and adventurey, but I'm not sure there's much in it in practice.


text:
The mission of the Center for Instructional Technology and Distance Learning is to provide instructional design and instructional technology support. CIT is committed to supporting pedagogy and enhancing learning by assisting faculty in the integration of academic technology into the curriculum in order to deliver quality education and challenge students to reach their highest potential.
The staff at CIT will work with you to maximize your instructional effectiveness. Our training is individualized and customized to meet your specific curriculum goals. Our trained instructional design staff will personalize a combination of demonstrations, workshops and individual coaching sessions to meet your needs.
We are members of ITC, NorthEast Regional Computing Program (NERCOMP), Massachusetts Colleges Online (MCO), Quality Matters (QM), Online Learning Consortium (OLC), and WICHE Cooperative for Educational Technologies (WCET).
What We Do:
- Improve the quality of teaching and learning through the implementation of Quality Matters and instructional design
- Work closely with faculty and departments in the alignment of learning outcomes with assessments and activities to improve student learning and retention
- Assist in the creation of formative and summative assessment methods that align with course objectives
- Provide pedagogical and technical support by adapting course materials for NECC's learning management systems
- Encourage appropriate pedagogical uses of technologies, including multimedia and emerging technologies, to promote effective teaching and learning
- Explore new methods of content delivery, including but not limited to learning management systems, for synchronous and asynchronous courses
- Provide course templates, learning objects, tutorials and various tools as needed to increase quality, consistent navigation and ease of use in online courses
- Educate and support faculty concerning compliance with laws and regulations relating to accessibility, universal design and copyright
- Educate and support faculty concerning compliance with policies and procedures for development and delivery of distance education courses
- Build communities of teaching and learning by providing opportunities to learn and experiment with instructional technology approaches and methods in face-to-face, blended, and online formats
- Provide resources for understanding and applying research-based teaching practices
- Participate in statewide and national organizations that support the mission of improving distance education in higher education
- Contribute to the quality and advancement of distance education at NECC by means of committee involvement, keeping abreast of state and federal regulations and current trends in education


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Columbia Reach the Peak Down Pullover
|Shell Fabric
100% Tactel® Nylon Ripstop, 96% Polyester / 4% Elastane Heat Thermostretch
|Lining Fabric
100% Polyester Taffeta
|Center Back Length
26.5 in
Have a question about down insulated? Get answers in the gear selection forum.
Where to Buy
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Manufacturer's Description
Visit Columbia's Reach the Peak Down Pullover page.
Retailers' Descriptions
Here's what other sites are saying:
The Columbia Reach the Peak down pullover jacket offers a much-needed reprieve from chilly nights. Ripstop nylon shell is treated with Omni-Shield(R) advanced repellency to resist rain and stains. 700-fill-power down offers lightweight, highly compressible warmth. Omni-Heat(R) thermal reflective lining retains body heat. Exquisite baffling lines elongate your figure and keep down insulation evenly distributed through jacket. Thumbholes secure sleeves over hands for warmth. Zip hand pockets. Closeout.
A toasty layer of down is the pinnacle of comfort on frigid winter days. Climb into this lightweight, exceptionally warm down pullover for a much needed reprieve from plummeting temperatures. Featuring 700 fill-power down and an Omni-Heat thermal reflective liner, this cozy piece captures and retains your body heat while insulating against outside cold - itâs also lightweight and packable, making it the perfect companion for all your backcountry adventures. Exquisite baffling lines elongate your figure, and the pretty, soft tricot and taffeta lining is just as inviting as the jacketâs lightweight warmth. Omni-Shield advanced repellency fabric on the exterior guards against wet weather, spills, and stains. Stretch cuffs are comfy and cold canceling. Zip-closed pockets provide a slimmer profile while the pullover construction prevents wind from infiltrating through a full front zipper, providing maximum warmth. FEATURES: Fabric: Shell: 100% Tactel nylon ripstop, 96% polyester/4% elastane Heat Thermostretch Lining: 100% polyester taffeta, Omni-Heat thermal reflective, Omni-Shield advanced repellency, Hybrid for stretch and breathability, Drawcord adjustable hem, 700 fill power down insulation, Zip-closed pockets, Comfort cuffs, Thumb holes, Packable, Center back length: 26.5â, Imported,
- Columbia
CLOSEOUTS . The Columbia Sportswear Reach the Peak pullover jacket is a versatile layering piece with the warmth of 700 fill power down plus fresh looks thanks to a flattering cut and a stylish quilted design. Available Colors: BLACK. Sizes: XS, S, M, L, XL.
- Sierra Trading Post
When a fleece jacket just isn't enough to keep you warm on your next frigid cross-country ski, but you want more ease and mobility than you get from a jacket, opt for the Columbia Women's Reach the Peak Down Pullover. Toasty 700-fill down provides warmth without weight, while the pullover's Omni-Heat thermal reflective lining enhances to the down's efficiency by reflecting and retaining your own body heat. Don't worry, though, once you start to hit your stride and warm up, the lining also wicks moisture, the stretch side panels add breathability, and the deep front zip offers ventilation options so you stay comfortable.
- Backcountry.com
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Columbia Reach the Peak Down Pullover
The Columbia Reach the Peak Down Pullover is not available from the stores we monitor. It was last seen December 1, 2013 at Sierra Trading Post.


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Guy At Bar In Soccer Jersey: YEEEAHHHHHHH BARCAAAA!!!!! HEY EVERYONE IN THIS BAR ON A SUNDAY AFTERNOON, CHECK OUT MY BARCA JERSEY AS I SCREAM AT THIS LITTLE TV IN THE CORNER THAT I FORCED THE BARTENDER TO PUT SOCCER ON WHILE EVERYONE ELSE IS WATCHING NFL GAMES SO I HAVE TO CHEER DEMONSTRABLY LOUD TO PROVE MY SOCCER FANHOOD!
Guy At Bar In NFL Jersey: SOCCER'S A SHITTY SPORT FULL OF A BUNCH OF WHINY PRETTYBOYS DIVING CONSTANTLY AND NO ONE EVER SCORES AND I'M GONNA FORCE YOU TO PHILOSOPHICALLY DEFEND THE SPORT TO US EVERY TIME YOU MENTION IT OR ELSE YOU'RE NOT ALLOWED TO LIKE IT.
You: Am I allowed to just, like, watch some soccer games sometime and see if I enjoy it?
First Two Guys: SHUT THE FUCK UP.
Friend On Facebook: I don't care what ANYONE says, I LOVE that new Katy Perry song. Isn't that RIDICULOUS??? Well I don't care, cuz I just love it anyway. I'm such an adorable weirdo that I'm humming it right now while I update my status about how much I love it, and I don't care what you say about me doing that!!!
You: ...I didn't say anything. Why would I care if you like that song?
Friend On Facebook: SHUT UP I DON'T CARE WHAT YOU SAY I LOVE IT!!!
Co-Worker: You won't BELIEVE what happened to my fantasy team this week.
You: I will definitely believe it. Did you lose in a close, frustrating way?
Co-Worker: Going into Monday night, I just needed FIVE points from Roddy White to win.
You: ...And he didn't get five points so you lost? Yeah, that's happened to everyone who's ever played fantasy football, usually multiple times in a season.
Co-Worker: Then Roddy White gets HURT in the second quarter, finishes with 3.5 points, and I LOSE!
You: Yes, I already knew that would happen one word into the first sentence that you uttered, which you then followed with a cartoonish sigh to get my attention.
Co-Worker: Can you BELIEVE that??
You: [Updating Resume]
You: This is fun! Getting together with a couple friends, playing a casual, low-stakes poker game and having a few beers. We should do this more often.
Friend Of A Friend Who You Didn't Invite: I'M 'ALL IN' YOU BLUFFING MOTHERFUCKER [Shoves chips into the middle, puts on holographic shades while aggressively standing up and flipping chips through his fingers and pacing around and randomly yelling terms like "Pocket Rockets" and "San Francisco Busboy" with nonjoking impunity as though he's a hardened 1930s cardshark]
You: We should not do this more often.
Friend: You HAVE to try this really specific whiskey that I love. It's $28 for three molecules of it and the bar keeps it inside a dusty hollowed-out skull underneath the utility room toilet, but it's the only brand I'll drink.
You: [Tastes] Yeah, it's good.
Friend: WHAT? "GOOD?" Whoa whoa whoa, I don't think you're really getting what's going on here. Hang on, lemme start from the beginning. It's a crisp, dewy morning on a farm in northeastern Kentucky. A gentle breeze nudges an oaken rocking chair in time with the faint sound of a crimson waterwheel. Suddenly, a barley seedling sprouts through the earth, yearning for the sunlight...
You: [Frantically Chugging The Rest Of The Whiskey And Any Other Drinks You Can Get Your Hands On]
Foodie Friend: Yeah, these ribs aren't bad, but you can tell it's just not quite the same as the ones in Kansas City, as I am obligated to mention out loud numerous times to everyone here including the person who picked this place for her birthday dinner and invited me.
You: Really? It's delicious meat covered in delicious sauce that's been prepared with impeccable effort by a guy who owned a restaurant in St. Louis for 14 years. Do we have to diminish all foods by comparing them to other versions of those foods?
Foodie Friend: I am from a place.
You, Reading Facebook: [Throws Computer Into Lake]
(Pics via Shutterstock)


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These are the doors. These, as well as two others…. Three Fir and one Mahogany. are now ripped down to uniform sizes. I think I will save the Panels for a Draws on a Future project.
I spent 4-hours ripping these Down on an old beat up table saw..(Still have all ten fingers). Just about have enough for the butcher block top. Can not make up my mind on what design to do. I really like the the way you can pu in the wood fillers on the "New Fangled" bench to put in table top tools vices Etc… but trying to keep it simple and not over think it. My most important Goal "IS TO FINISH IT"!!! I will throw in some Cambara strips to get a Nice contrast to the Fir.
I must say that using these old doors and seeing the grain was like finding a Treasure. it is such a Shame that these were headed for the Dump. As I grow in this art I will make it my mission to find and bring out the beauty of discarded Material.
Next I will decide on a Design and start essembling.
—Please print this communication…Save Lumber jacks job
-- Please print this communication...Save Lumber jacks job


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Admin note: Wow guys! I thought we weren't very popular because I haven't been getting ANY mail in my inbox from this site for 3-4 months now! Turns out there's just something wrong with this Contact form! ㅠㅠ So sorry about that. But I was smart enough to install a plugin catches all your messages and stores them in a database for me. So I have just FOUND all your messages.
If you've contacted us within recent months, please be assured that I will reply to you personally (with my apologies). But for now, if you have any more comments or questions, please direct them to:
admin (at) keytokorean (dot) com
Again, apologies for the error. I'll get this fixed as soon as possible.
We are happy to work out a schedule with anyone who is interested in learning. Please answer the following questions in your message:
- Where do you live? Is our study cafe location convenient for you? (Skype and Google Hangouts are also available if you're outside Jeonju)
- What times are you available? When are you NOT available?
- What is your approximate Korean level? (True Beginner = can't read yet; Beginner = < 2,000 words; Intermediate = < 5,000 words; Advanced = nearly fluent)
- Do you want a group class or a private?
We'll get back to you as soon as we can!


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I hate having a million different passwords. Can't I just use something simple so I remember it? It's only WordPress, who cares if someone hacks my site?
Why You Need a Good Password
I know, it's a pain to remember passwords – but having an insecure password is one of the top ways hackers can break into your site, hack your email, etc.
What do I mean by insecure? Something like 1234, password, your name, and so on.
Having a secure password on any site is important because if a hacker gets one password correctly and you use it on a variety of places, they will be able to hack in and get other valuable information.
Changing Your Password
Ready to change your password?
Go to Users > Your Profile > and scroll down to New Password:
WordPress will tell you if your password is weak, medium, or strong. At minimum, avoid having a weak password.
Password Management Options
Hate remembering passwords? Don't write them down! That would be bad if someone found them, right?
Instead, use a service like 1Password, which lets you use super secure passwords without the hassle of having a million different passwords floating around in your brain. Or having to constantly click "Forgot password" every time you log in to a website after a few months.
Now, go change your password!


text: Earlier today I turned on Wifi on my Galaxy S III and it told me there was an update available, I couldn't install it straight away since the battery was too low. However after charging it a bit, I installed the update. So what's new? Let's dive in shall we? Note: Please check the gallery at the bottom of the article, because I will be referring to them throughout, for example, Image 1 means the first...Read More


text: While I'm just about fully converted from iOS Land, one thing frustrating me is Notifications on my new S4. Twitter, FB mentions, FB Page Manager and even text messages are my biggest gripes. Inconsistency is my main issue. Sometimes Twitter mentions will appear in my notifications bar, sometimes they won't. Notifications are enabled in each of these apps. Another related issue: how in the blue hell can I get these notifications to appear on my lock screen when the screen is not turned on?! I can't, for the life of me, figure this out. The biggest issue being text messages. I'm mainly sticking with GO SMS Pro as my default texting app, and again - inconsistency when it comes to being alerted to new messages, specifically when the screen is turned off. Am I the only one with this issue? Any help is much appreciated.


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9 Deadliest Snake in the World. I was watching the Animal Planet this weekend and the show was about deadliest snakes in Africa. I was amazed at them, their color which I think is beautiful but also their power. Snake doesn't just attack people, they attack when they feel threatened and or disturbed. So here are the 10 deadliest snakes in the world.
The inland Taipan is found in the Australia continent and is considered the world's deadliest snake because the toxic of this snake is fifty times than the toxic of the cobra snakes. Taipan's are long snakes and they grew of up to 2.5 meters. The color of the head of the taipan has pale creamy color; the color of its body is from dark brown to light brown with olive or copper color.
Black Mamba
Black Mamba's are found in the Africa and is the most feared snakes. They grow of up to 3 meters longs and they are strong. Black Mamba does not come in black color, but their mouth has a color of black and most mambas have the color of olive green, dark olive, or grayish brown. They are also the fastest moving snake in the world having to move 20 kilometer per hour when senses danger.
Tiger Snake
Tiger snake lives in the southern and eastern part of the Australia. They got their name tiger because of the stripes that they have. Tiger snakes grow of about 1.5 meters long and they are very venomous snake. Just like every snake, tiger snakes attacks when they are disturbed and if they feel threatened.
Common Krait
Common Krait is found in the jungles of Indian sub continent like Sri Lanka, Pakistan, etc. They have a very nice color of dark blue to black to pale blue to bluish gray and they also have white bands. Common Krait is venomous and they grow of up to 1 meter.
Death Adder
Death Adder is found in Australia. They have a triangular shaped head and a fat body size. They grew to about 1.1 meter and they have the color of light reddish brown to dark gray. Their fangs has about 6.2 millimeters long. It's a venomous snake and has about 85 milligrams and it attacks the nerves and causes paralysis.
Yellow or Cape Cobra
Cape cobra or Yellow cobra's venom can kill you for about 30 minutes if not treated right away. This snake is found in the southern Africa. Their size grows about 4 meters long and have the color of yellow with brown all over their body but their color differs from one place to another. Their venom affects the respiratory system.
Boomslang are small snakes but very venomous and can be found in the sub Saharan Africa. They have large fangs and produce about 4-8 milligrams of venom which is enough to kill a man.
Bush Master
Bush master snake's has a triangular shape head and large body. This is the largest kind of a pit viper in the world. They can grow for up to 6 feet and they have a color of dark brown with pale pink with blotches of dark brown. They also have long fangs and is able to have multiple bites. They are venomous as well.
very cool


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About the CHC
We are a non-profit organization offering medical and wellness care through various services and programs. We are here to work with you on your health and wellness goals; recognizing health as a state of physical, mental, social and spiritual well-being.
We serve the communities of Wasaga Beach, Clearview, Collingwood, Elmvale, and The Blue Mountains. Our main clinic is located in Wasaga Beach and a second point of access is available every Wednesday in Elmvale.
As a client of the South Georgian Bay CHC, you can access medical care from Nurse Practitioners, Family Physicians, Registered Nurses and a Registered Practical Nurse. You can access additional services from Diabetes Educators, Social Workers, a Mental Health and Addictions Counsellor, a Dietitian, and Health Promoters.
As a community member, you are encouraged to access our health promotion programs that are open to anyone and free of charge. More info on programs can be found in our 'Health Promotion' section.
While we welcome everyone as clients, and our team's work in the community will be of benefit to the entire population, first priority for primary health care services (i.e. the kinds of assistance you would get through a family doctor) will be those individuals facing special barriers accessing health care, namely:
- Youth between the ages of 12 and 24
- Individuals or families experiencing poverty, housing and/or food security challenges
- Individuals or families experiencing mental health and/or addiction issues
- Individuals with any disability that presents a barrier to wellness or service access, and
- Isolated seniors
If you are interested in becoming a client, more information can be found in our 'Become a Client' section or by calling us at 705 422 1888.
Our Vision
To be the leader in providing collaborative health and wellness care.
Our Mission
We will inspire the health of our community by empowering self-determined care. We will strive to eliminate barriers to those with complex health conditions by providing system navigation so that everyONE has access to the care and services they need.
Our Strategic Opportunities
- Strengthen Community Engagement
- Maximize the Value and Function of New Building
- Focus on Mental Health Services
- Build Fund Development
- Collaborate in Community Leadership
Follow this link for more information on our 2016-2020 Strategic Plan.
Upcoming Events
Tuesday, December 18
Housing Resource Centre Clinic
Nordic Pole Walking
Wednesday, December 19
Exercise Maintenance Group
MotherCare / CAPC
Thursday, December 20
Nordic Pole Walking
Hours of Operation
Newsletter Signup
Events Calendar
Check the Events Calendar regularly for monthly programs offered by the South Georgian Bay Community Health Centre. We are committed to providing high quality services and programs and encourage you to participate!Read more..


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Thinking things tend to happen on long training walks--and, as I have discovered, long bike rides. The best of the Charybdis series, The Flipside of Here, popped into my brain while on a training walk in 2010. I can clearly remember where I was walking, to the exact section of pavement on a bike path here in town, when the opening flashed in front of my eyes. I spent that summer walking and writing in my head, and when the 3 Day was done that sucker poured out of me like water from a hose.
This was my intent, and my hope, for the next book in the Wick After Dark series: I'd walk, I'd ride, and it would form in the back of my brain, then over Thanksgiving weekend while the Spouse Thingy worked and slept, I would start writing. There were a dozen threads to pick from, story ideas that I could weave into something decent; whichever one worked its way forward best, that was the book that would be written.
It was a plan, anyway.
Somewhere along the way, I realized that taking a 100% break was not happening. Writing is a habit carefully cultivated over several decades, something I just don't suddenly stop doing. While I didn't want to work on the actual book until after the 3 Day, I could take notes, get some background stuff down, things upon which I could build.
You see where this is going.
The notes were easier to write as if I were, you know, writing. Complete with snippets of dialog. It was stream of consciousness writing; there was no plot, no real story. Just day to day things in the World of Wick. I wanted to know who would be doing what and when, the minutia of life. Nothing the would make a reader sit down and think, hell yeah, I'm reading the whole thing. Just stuff.
You know, X did Y thing on Tuesday. Q had tea with F on Monday. M might be kind of a tool. W likes cheese.
Well, that's a given.
Somewhere along the way the notes became a several stories unto themselves, and The Story presented itself...and I kept writing. I am now 120,000 words deep with this (42K of The Story, which is being used for NaNoWriMo, because why the hell not?) and I have hit a point where I don't just want to write, I NEED to write.
It wants out of my brain.
It is at the write-for-12-hours-a-day stage. Demanding my attention.
|For some reason, he's not helping...
I am not nearly mature enough to structure my days to accommodate the things that need to be done before we leave and the things my brain is demanding I do.
It might be a good time for the masses to send good thoughts to DKM's niece, because something here just might rise up and eat her...I doubt any cleaning will get done...


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First hour: RM2.50
Second hour: RM1.50
Subsequent hour: RM1
Maximum: RM7
Saturday, Sunday and Public holiday
First hour: RM3.00
Second hour: RM2.00
Subsequent hour: RM2
Maximum: RM10
So expensive. If you are going berjaya time square shopping mall, better to park in Sungei Wang(which is just across the road) RM4 first hour, RM1 subsequent hour, and after 6pm per entry RM4!!!


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Gridiron Booster Club Gridiron Booster Club
Here's a sample of our volunteer opportunities:VIEW AS
Mission Statement
To stimulate and sustain an enthusiastic interest among parents, football players, the Los Alamos High School student body, and members of the community in the entire LAHS football program.
To lend all possible support, both moral and financial, to the activities of the LAHS football program within guidelines specified by the Los Alamos Public School District (LAPS) Board of Education, the LAHS administration, the LAHS Athletic Director, the LAHS football coaching staff and NMAA regulations.
To participate (in cooperation with the LAHS Athletic Director, Head Football Coach or his designated coaching staff) in activities designed or conducted to promote the LAHS football program.
This information
Might be out of date
Do you work for this organization?
Request administrator status and update its information!


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Let's talk about ladies sports and urban style clothing to wear from this year to another. In this compilation you are going to find absolutely stunning sporty apparel ideal for street walks around the town. The sportswear as a fashion trend has been evolving for many years. This year it continues to be in vogue.
Here we see an awesome khaki green hoodie made by Nili Lotan.
If you are ready for new interpretations then I am here to show you the best looks to try on from day to night wear. It's not only about wearing loose pants and slouchy t-shirt, it's a bit more. The athletic influence is not about overall appearance, it's about details. Indeed, it's about pure luxury clothes, unexpected styling, perfect balance and relaxed shapes. This year sports fashion comes with awesome twists and athletic lines, including clean silhouettes, bold volumes, hi-tech fabrics and casual chicness.
Public School offers a preppy look that consists of a long sleeve top and ankle-length sweatpants.
Rhie offers a beautiful sports suit that consists of a hoodie and sweatpants paired with red coat.
Thakoon is all about abstract prints. In love with teaming pullover with matching skirt.
Tomas Maier keeps it purple colored.
Versace offers a sophisticated look that consists of a printed high-neck pullover and slim-fit pleated pants.
Yeohlee is all in black.
Baja East offers a furry bomber worn atop leather shirt that is teamed with tartan tunic and the same print slim-fit pants styled with white sneakers.
Another Baja East urban look that consists of a grid print sweatshirt styled with loose-fit sweatpants.
Balenciaga is all about sporty preppiness. In love with this long-sleeve shirt collar black top and cropped slim-fit jeans.
Cedric Charlier offers a fully Jungle printed separates. Love the scarf.
That's a wow effect Costume National outfit: sporty jacket and matching mini skirt.
If you want some fun, then I suggest you to try on this Fendi look that consists of a blush biker jacket, light blue top, tailored sweatpants and sneakers with furry details.
Here we see an oversized bomber. Say hello to the 1990's.
A hooded black furry jacket looks awesome worn atop dark blue high-neck pullover teamed with dark blue sweatpants.
Here we see a glossy black pullover with studded shoulders worn with loose-fit white pants.
How about army green colored look from Kenzo.
That's a wow effect Moschino look.
I personally in love with today's track pants that come in bold patterns and luxe fabrics. Speaking of jackets, then it's all about comfort and functionality. Go for varsity and bomber jackets. The sporty minimalism continues to grow, by offering us fresh sleek and clean creations with relaxed silhouettes and less embellishments. The hoodies are back on track. All in all, urban look is ideal for ladies who want to express their personality and appearance. Hope these images will inspire you to buy something new and modern.


text: If the current Hollywood motto is not officially "everything old is new again," then it probably should be. Having already essentially exhausted the available television shows and movies from the 1980s, Hollywood is now looking to the 1990s to find material ripe for a remake, update, or long-overdue sequel. The most recent example is Baywatch, a hard R adaptation of the 1990s series best known for its pretty people in swimsuits running on the beach in slow-motion.