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Reggie "Rock" Whittemore, a former Lipscomb Bison outfielder, has been named to the Metro Nashville Public Schools Sports Hall of Fame. Whittemore is a former baseball star from McGavock High School. He has been head of the RBI program in Nashville since its beginning in 1996, an organization that helps inner city youth interested in playing baseball or softball. He is also a board member of the Nashville Baseball Old-Timers Association.
Whittemore played in the minors for the Boston Red Sox organization. A member of the Lipscomb Sports Hall of Fame, Whittemore played on two NAIA National Championship teams in 1977 and 1979.
He paused after an evening of practice sessions with RBI teams to talk with Lipscombsports.com.
What sport did you play at Lipscomb? What years? Who were your coaches?
"I started at Lipscomb in 1975. I played a little bit of fall ball. Right before the 1976 season I broke my leg sliding into second base. I got my cleats caught in the dirt. I was redshirted and came back in 1977.
"We won the National Championship. We had a lot of veteran players. As a freshmen that was just a tremendous year to be a part of that. As a freshman I was just trying to blend in where I could. Coach Ken Dugan put me n right field.
"In 1979 we backed into the National Championship at Greer Stadium. One of the teams had a problem with discipline and was not allowed to play. The tournament needed an at-large team. They didn't really think it was going to be our moment. We let everyone know who we were and won the championship.
"My last year was 1979. I had turned down numerous pro offers. At McGavock the New York Mets and Boston Red Sox called. It wasn't the right fit. My Dad told me I had to make sure I got my education.
"Once I got drafted after my junior year I made sure the Boston Red Sox put some money away for my education. I was playing Class A in Winston-Salem, N.C. In the offseason I came back home and made sure I got my diploma. I received my degree in education from Lipscomb in 1982."
What is your fondest athletic memory at Lipscomb?
"When we won the 1979 National Championship that was overall my best experience as far as being on the baseball field.
"Winning the National Championship after we had been eliminated was a surprise not only to Lipscomb, but to the entire community. We were back home and on the couch.
"I remember Coach Dugan saying we were back in and to go out there and give it all we had. And that's what we did. We had nothing to lose. Coach Dugan told us we had a chance to do something that no one else had ever done.
"We went out and strived for excellence. We hustled. We gave it all of our effort. Everybody stepped up."
Who had the biggest influence on you during your athletic career at Lipscomb? How?
"Coach Dugan. He was always fair to me. He was always a gracious guy as far as me, my Dad, my Mom and the rest of my family. I have always had a lot of good thoughts about him and what he did for Lipscomb.
"I couldn't be where I am today without him. He was a great mentor. I learned a lot from him. He was awesome.
"Coach Dugan had disciples he had sent out in the world like Bo McLaughlin, Butch Stinson and Mel Brown. At McGavock Mel Brown was one of the guys who told me I needed to go to Lipscomb. He said that he went there and that Coach Dugan was a wonderful man who would teach me the game and get me to whatever level I wanted. I took Coach Brown's advice. It couldn't have been a better thing for me."
What is your fondest non-athletic memory from your time at Lipscomb?
"I came from the projects in South Nashville. I wasn't someone who knew how to study and get straight A's. I had to learn how to study.
"My second year in school Will Brewer, who was on the golf team, showed up one day and said, `Reg, I need to talk with you and show you a few things'.
"I needed to do this, this and this to know what was going on with my study habits like how to take notes. Will came to me out of the blue and sat me down and told me what I needed to do. From that day on I started to get it.
"It wasn't easy for me. It was difficult, especially my first year. I needed a little help and guidance and I got it. But Will and I were in some of the same classes so it was a good fit. He taught me a lot.
"I think Coach Dugan sent Will to me. Coach Dugan didn't want me to struggle in the classroom. He wanted me to make it through. I have told Will over the years how much I appreciated it. I told him I thought Coach Dugan sent him and he didn't deny it."
What is the most valuable thing you gained or learned from your time at Lipscomb?
"There was nothing more important to me than getting a valuable education.
"But I also learned how to get along with other people. And I learned how to be on time. If you make an appointment or have something to do then always be on time. If I am going to meet someone at 1 then I am going to be there 15 minutes early. You could not be late for Coach Dugan's practice. Coach Dugan taught us to work hard."
Who was your favorite professor? Why?
"Dr. Ralph Nance. There could be others, but Dr. Nance had a love for the game of baseball. He always patted you on the back. He made sure you were always encouraged even if you had a bad series or a bad game. He would tell you to hang in there and keep going forward.
"He was a very good friend of Coach Dugan. He never missed a game. He was such a force for me."
Where do you live now?
Who is your employer? What is your occupation? What does your position entail?
"I really wanted to teach school. I remember going to the Board of Education and filling out all the information. I was about 99.9 percent certain I was going to be in the school system.
"But at the last second Charlie Finchum from the Boys and Girls Clubs of Middle Tennessee saw me at the "duck" race on the Cumberland River. Steve Liddle, Mel Williams and me and a bunch of other guys went to the club and volunteered when we were in college. We refereed basketball games and did whatever we could to help out.
"Charlie remembered that and asked me to come on board with the Boys and Girls clubs. I opened up the Martha O'Brien Center in East Nashville with about 60 or 70 kids. I also was director of the Andrew Jackson club.
"When the RBI program started we decided that was something we wanted to do. I was director of the baseball program at the same time. We made everything work. We started with about 60 kids. We got Metro Parks involved and it grew to where we have close to 1,000 kids.
"RBI and Major League Baseball have been good to our program. I am executive director of RBI. It has been 16 years and I'm still doing it."
Tell us about your family.
"I have been married four years to my wife Angela. She has two sons, Brandon and Jonathon."


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Using MapReduce with PLINQ
MapReduce is a special pattern of reduction used on large computer systems in which data collections can be distributed across a grid of computers. MapReduce allows you to perform an action on this highly dispersed collection of data. You probably do not own a large computer system with hundreds of computer nodes. Fortunately, the MapReduce pattern is also applicable and useful in smaller systems and multicore personal computers. MapReduce transforms a collection first to an ordered key-value pair, which is then reduced (typically based on the key) to a derivative collection.
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Here are the basic steps of the MapReduce pattern in PLINQ:
- Create or define the source, which must be a
- In the
mapoperation, map the input source to an ordered and intermediate collection.
- Finally, reduce the intermediate collection to the output collection.
PLINQ does not offer a direct implementation of the MapReduce pattern. Fortunately, Stephen Toub's "Parallel Programming with Microsoft .NET: Design Patterns for Decomposition and Coordination on Multicore Architectures" recommends a possible implementation of the MapReduce pattern in PLINQ. Here is the suggested implementation:
public static ParallelQuery<TResult> MapReduce<TSource, TMapped, TKey, Tresult>( this ParallelQuery<TSource> source, Func<TSource, IEnumerable<TMapped>> map, Func<TMapped, TKey> keySelector, Func<IGrouping<TKey, Tmapped>, IEnumerable<TResult { return source.SelectMany(map) .GroupBy(keySelector) .SelectMany(reduce); }
There are several parameters:
- The
sourceparameter is the source collection.
- The
mapparameter is a delegate for the operation that maps the input collection to an intermediate collection.
- The
keySelectorparameter is a delegate for the operation that identifies the key. The intermediate collection is grouped on this key.
- The
reduceparameter is also a delegate. It indicates where the reduction is performed typically on the range of values associated with each key.
Here is code that reads Shakespearean sonnets and displays the word distribution, implemented with PLINQ. The source collection consists of four sonnets.
string [] files={ @"C:\shakespeare\Sonnet 1.txt", @"C:\shakespeare\Sonnet 2.txt", @"C:\shakespeare\Sonnet 3.txt", @"C:\shakespeare\Sonnet 4.txt" };
Define a PLINQ query with the collection of sonnets as the source. Call the PLINQ implementation of
MapReduce to create a word count and distribution from these files. The first parameter is a delegate implemented as a lambda expression. In the lambda expression, read the lines of text in each file, which are then split along delimiters into words. The next parameter identifies each word as a key. The result is an array of
KeyValuePairs containing the word (key) and word count.
var counts = files.AsParallel().MapReduce( path => File.ReadLines(path).SelectMany( line => line.Split(delimiters)), word => word, group => new[] { new KeyValuePair<string, int>(group.Key, group.Count()) } );
You can now display the results.
foreach (var word in counts) { Console.WriteLine(word.Key + " " + word.Value); }
Compile and run the program. Here is the entire application.
using System; using System.Collections.Generic; using System.Linq; using System.Text; using System.Threading.Tasks; using System.IO; namespace MapReduce { static class PLINQ { public static ParallelQuery<TResult> MapReduce<TSource, TMapped, TKey, Tresult>( this ParallelQuery<TSource> source, Func<TSource, IEnumerable<TMapped>> map, Func<TMapped, TKey> keySelector, Func<IGrouping<TKey, Tmapped>, IEnumerable<TResult>> reduce) { return source.SelectMany(map) .GroupBy(keySelector) .SelectMany(reduce); } } class Program { static void Main(string[] args) { char [] delimiters={' ', ',', ';', '.'}; string [] files={ @"C:\shakespeare\Sonnet 1.txt", @"C:\shakespeare\Sonnet 2.txt", @"C:\shakespeare\Sonnet 3.txt", @"C:\shakespeare\Sonnet 4.txt" }; var counts = files.AsParallel().MapReduce( path => File.ReadLines(path).SelectMany( line => line.Split(delimiters)), word => word, group => new[] { new KeyValuePair<string, int>(group.Key, group.Count()) } ); foreach (var word in counts) { Console.WriteLine(word.Key + " " + word.Value); } //Console.WriteLine("Press enter to exit"); Console.ReadLine(); } } }
Figure 9 shows the partial results from the application.
Figure 9: Partial output for the Shakespearean sonnets word-frequency application.
Wrapping Up
As an extension of LINQ, PLINQ implements data parallelism while supporting parallel queries across disparate data domains. PLINQ shares many of the same clauses and methods as LINQ. For this reason, if you are familiar with LINQ, you have the underlying knowledge of PLINQ. In most circumstances, just add the
AsParallel clause to the LINQ query to transform it to PLINQ.
When iterating PLINQ results, use the
ParallelQuery.ForAll method instead of the
for and
foreach methods. Serializing access to the results can negate some of the benefit to parallel processing.
There are several important clauses in PLINQ:
ParallelExecutionModeexplicitly sets the PLINQ query to execute in parallel.
WithMergeOptionssets the buffer mode for rendering the results of a PLINQ query.
AsSequentialmandates that subsequent LINQ clauses execute sequentially.
AsOrderedorders the results (but the query itself is still executed in parallel).
WithDegreeOfParallelismsets the number of concurrent tasks used in the PLINQ query.
Handle the
AggregateException exception to catch exceptions raised in a PLINQ query. You can enumerate the
AggregateExceptions.InnerExceptions attributes to inspect the underlying exceptions raised in one or more parallel tasks assigned to the PLINQ query.
You can cancel a PLINQ query by using the
Cancellation model. Create an instance of the
CancellationTokenSource and pass a cancellation token to the PLINQ query by using the
WithCancellation method. The PLINQ query can then be canceled with the
CancellationToken.Cancel method.
Reduction reduces a collection to a value. PLINQ directly supports the most common reductions, such as
Min, and
Count. For a custom reduction operation, use the
ParallelEnumerate.Aggregate method.
If you want, you can implement the
MapReduce pattern for PLINQ.
For more on PLINQ, see "Parallel LINQ".
This article was adapted from information in Donis Marshall's Parallel Programming with Microsoft Visual Studio 2010 Step by Step, published by Microsoft Press.


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By Kerry Magro Nov 09, 2012 0
Award-Winning Advocacy
About a week ago I received notice from the Autism Research Foundation that I was selected for a Dr. Margaret L. Bauman Award for Excellence in Serving the Autism Community. In the notice they mentioned that I would receive the award at their annual "Current Trends in Autism Conference" which is actually happening today in Burlington, Massachusetts.
"Excited" would have been an understatement to describe what I was feeling when I learned of the award. It is a tremendous honor, especially when I found out I was nominated under the category of "Adult Services." When I started advocating for autism in high school, my main goal was to reach out to my peers. In college I focused on reasonable accommodations for postsecondary education, while today I'm concerned with helping young adults with autism live independently.
I believe the message of serving others needs to continue if we want our autism community to thrive in the future. I've written in the past about the popular image of autism being that it's only an issue for children. We need to remain aware that serving adults with autism is just as essential. Serving others is important but when it comes to autism it all begins with understanding the diagnosis itself, then going out there to see how you can get involved. In this column, I want to discuss just a few ways I got involved in serving and how others could do the same within the community.
One of the easiest ways for people to serve is by volunteering with a local/national autism organization. Many of these volunteer opportunities come by attending a charitable event that is focused on raising funds toward a specific mission of that organization. In my work with Autism Speaks I often tell families one of these ways is to get involved with a Walk Now for Autism Speaks event nearby. I've participated in our Northern Central New Jersey Walk for over six years now.
Another more extensive way of helping is by starting an organization/group to serve a need that is lacking in the community. A few years ago in my home state of New Jersey I saw a lack of adult services for those with autism. In response I started an organization call KFM Making a Difference to focus on disability advocacy and housing. I've been doing this for over two years now and last April I decided to take my efforts further when I filed paperwork to establish my group as a nonprofit corporation.
Finally, one of my favorite ways of serving is helping spread positivity and encouragement amongst other young adults on the spectrum. In my work as a self-advocate, I've always encouraged these individuals to understand how powerful their impact can be in their own lives and the lives of others, if you can accept who you are and also accept the people around you. It's a main reason I came out about my autism. I wanted people to know who I really am and understand that my difficulties were things I understood but didn't see as deficits as others might. I share these types of experiences I've had in my life with others in the hope that we can start shaping the world with a brighter outlook on autism while also focusing on the areas for improvement that all of us have as human beings.
So regardless of whether you consider looking into one of these ways of helping our community, just know that it is important for those with or without autism to serve the world around you to the best of your abilities. Many times I see people who think of serving as a necessary burden but service should and can be beneficial to your overall development as a person. When it comes to adult services for those with autism, we welcome those who seek to accept, serve and develop. It is time to help in anyway we can and become part of a large, accepting and tolerant community.


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Welcome to my new blog!
I've created it because I've long believed that to be in the profession of business intelligence is to have a duty to not only make your clients smarter, but the rest of industry as well. That's because smart companies improve the economy, make better employers, and offer greater rewards to shareholders. And all of that increases the general good – and we all want that.
So, in the weeks and months ahead, I plan to use this blog to share with you ideas, anecdotes and the acquired wisdom I've gained from years in the trenches helping companies make smart decisions. I hope you'll come back on a regular basis. That you'll find this blog a compelling read. That it helps you become a better, smarter businessperson. And most of all that we'll have fun, and a few laughs, along the way. . .
I don't have all the answers. But I do want to start a conversation – and I hope that you'll comment on what you've read. I'll try to answer as many of your notes as I can – after all, I'm trying to be smart about running my own company – and we'll have ourselves a conversation.
Now, let's get this blog started in the most delicate and diplomatic way possible:
The Top 7 Stupidest Things Believed by Bad Companies
If there is one thing I've learned over the years is that you can't judge whether a company is good or bad, successful or unsuccessful, or smart or dumb simply by the way it acts during the brief interval in which you typically have to judge.
Bad companies, just like good companies, have nice offices filled with well-dressed and busy people. They are decisive. They take a lot of meetings. They have smart people in their labs, and funny and clever people in their sales force. They establish goals and strategies, and subscribe to the latest management theories. They hire PR firms and advertising agencies to cleverly promote them. And they have an expensive corporate logo that shows up on their elegant web site, on the sign out front of their headquarters, and on the wall behind the receptionist in their lobby – right next to the display case with all of their industry awards.
In other words, a bad company looks just like – sometimes even better – than a good company. And if you buy into that look, you will be as dumb as they are. Because bad companies fail – and when they do, they cost their customers, their employees and their investors dearly. Most of these companies were once good companies in their day, and now leverage long established names built on the backs of innovators of a previous era. They can exist, coasting for years or even decades, but fall far short of their potential.
So if you can't tell a bad company by its looks, how do you know? The answer, I've learned, is to find out what they believe. It is those beliefs, once they are put into practice, that ultimately decide whether a company is smart and successful, or dumb and doomed. Here are the winners – er, losers:
1. We never fail on any project and all projects finish on time – This is the classic chest thump of the bad company, and I've never understood why stupid executives are so proud to make it. The fact is, if you never fail and you are never late, that means you have never taken a risk. Real, transformative, competitor-crushing innovation is always a leap into the unknown and you have no idea what potholes and pitfalls await you. That's why, if you are going to succeed in the long-term, a certain percentage of projects should fail or be late. And these projects should not be service bureau tasks, but critical, business enablement tasks that look to drive employee effectiveness. To play it so safe as to take the risk out of your business is to stand in the street and wait for your more innovative, less failure-averse, greater risk-taking competitors to run you over.
2. The worst thing that can happen is if two people show up at a meeting with different numbers – Oh Lord, we could never have that! It would mean that we all aren't on the same page on all things all of the time! This is actually two types of stupid. The first is the belief that if decision-makers are armed with anything less than perfect data, catastrophe and endless blame will result. This ignores the fact that there is no such thing as 'perfect' data. And that all information is open to multiple interpretation. And most of all, that no data is almost certainly worse than partial data. The second is the attitude that conflict within an organization is always bad. In fact, two different people showing up with different numbers may in fact represent two different perspectives on a problem . .. and that's good. Decision-making depends on data and is typically directional in nature. Being correct within 1% rarely buys better decisions. Scientist know that all data has errors, but that hasn't stopped discovery. It is far better to get as much information as possible into the hands of people with the appropriate caveats. Rarely is better decision-making accomplished because of ignorance.
3. We hate to negotiate – In other words: We're afraid the other side is smarter than we are. Bad companies love to rationalize vendors as a sign of strategic competence – rather than a cover for their own lack of competence. You see a lot of this in corporate IT departments: what is presented as standardization is usually just a way to minimize training and investment in employees. This fear (because that's what it really is) of negotiating most often results in IT settling for "cafeteria style" solutions from one-stop mega-vendors because it is so much easier than actually determining what would be best for fellow employees and negotiating separate contracts with multiple vendors. The employees suffer because they get second-rate support; the company suffers because, by encouraging a monopolistic sole-provider relationship it loses all of its future contract leverage. But at least the IT department, proudly proclaiming its "one throat to choke" mantra, can pretend it's actually trying to help the company . . .rather than, in reality, running away from its responsibilities.
4. We keep our money under the mattress rather than in a bank – Dumb organizations believe that keeping confidential data in-house is a major security advantage. But that's like burying your savings in a Mason jar in the backyard because, well, it's your backyard and you look at it all the time. The fact is that rarely do organizations have the same security and rigor as companies that are actually in the business of protecting that information -- and the incentive to steal it – are your own employees. They are your greatest security risk . . .so why do you want to keep your jewels in their desks? Put them in someone else's vault. Store owners long ago figured out that you clear the till each night.
5. We're everything to everybody – Um, no. No you aren't – not even to your best customers. If you've ever watched Kitchen Nightmares you know that the biggest mistake most restaurants make is having too large a menu. Chef Gordon Ramsey always pares that menu down – often over the protests of the owners -- to a few things the restaurant is good at. The message is to keep your menu small. Stick to your core competencies. Delight your customers with a few things you are very good at, rather than overwhelm and disappoint them with an abundance of mediocrity. Smart businesses know this and divest themselves of products and services that they can't do better than their competitors – or that distract them from improving their 'core.' A "do it all yourself" mentality often leads to underestimating the difficulties involved, the level of competence needed to do the job well, and the money that will be diverted from more important tasks. You can't be everything to everybody, so instead be the best thing for your highest profit customers.
6. We have a well-established career path – Generally this is code for "as long as you do your time, you'll keep getting raises and promotions". The biggest thing Warren Buffett does when he buys a company is make sure that people's incentives are aligned with what they are expected to do. It sounds simple, but it's incredibly powerful. There's an entire class at Harvard Business School that can be summed up with "people do what you pay them to do". But, if you look at the employee review, promotion and incentive compensation system of most companies, particularly in technology, you'll find a depressing lack of alignment with business goals. Rarely, if ever, is anyone ever compensated for actually increasing employee productivity or driving business results – and that's why dumb companies are always astonished when their best and brightest talent inevitably leaves for better-paying jobs elsewhere. On the other hand, these same dumb companies do an excellent job of rewarding people for merely showing up every workday for twenty years. ..
7. We're very proud of our "XXX" certification – Smart companies realize that having taken the test is far less important than the knowledge learned. Smart companies realize that compliance with a large, broad-based legal or public standard commits you only to the lowest bar of committee-based mediocrity. Smart companies call their elected representatives to complain about the stupidity of Sarbanes-Oxley; dumb ones construct their businesses around it. Standards, certifications and compliance are tangential to business excellence. The last ten years should have taught us that when compliance goals and business goals are mixed – "We're going to grow market share and be ISO 9000 certified!" -- the result is always bad. Why? Because negotiating between the two requires trade-offs – and employees, trying to read what their bosses really want, are reduced to promoting one over the other as company incentives drive them. A classic example of mixing the two with horrible results is Wall Street: one reason for the crash of 2008 is that financial incentives for business performance so completely trumped compliance and governance – i.e., the financial rewards were so great and the legal punishments so small –that everyone gamed the system. In my experience, the best companies focus on the immense task of being successful in their businesses, and they have a clean line between that and compliance. Trying to have the same people serve both is a recipe for mediocrity. Strong compliance people need independence from the business to put up guardrails. They are not the ones you want driving business strategy. Think about it, when was the last time you went to a restaurant because they had a board of health class "A" rating? You go because the food is good. Business success is hard enough without constantly looking over your shoulder. No one is going to remember you for winning that Lucite lump in the lobby.
If I were to summarize all of these stupid beliefs into one "Golden Rule", it would be this: Avoid all rules that can't readily be distinguished from laziness or pain avoidance
In the weeks and months ahead, I intend to look at each one of these Stupid Things more closely – and provide some real-life examples. Maybe even name a few names. The fact is, most of us have made some of these mistakes before we got wiser. In the meantime, how about helping me add to this list? Got any more universal examples of business stupidity you'd like to share? Drop me a note and I'll give you credit for your contribution.


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Why do we need an IPv6 certification process?
To answer that question first we need to look at the significance the current IP layer has in our day to day lives. Beyond that we need to, for lack of better words, "follow the money" that these IP based applications, services and infrastructure support. Stability of IP based communication is something we may take for granted but what would happen if that stable IPv4 layer was replaced with a not so stable upgrade? My home network connection goes out, kind of irritating but in the big picture I will probably forget it… the first time. Service Providers realize that if they cannot provide you with a stable service you may not be a happy customer, which may open the door for you to look elsewhere. Beyond that, the loss of IP based communication in many industries is seen as a loss of hundreds of thousands of dollars per second both in revenue generation and loss of opportunity. The point is, much of the world economy relies on a stable network at all times.
In reality that old layer 3 has to go. It was designed with a forward looking vision however, that vision didn't look far enough. It has been patched and propped up, sure it runs well but we are about out of digital Duct Tape. I am sure you have heard of the running out of IP addresses issue, that is real. The additional IP addresses that IPv6 supports allows for direct access to services, features and applications that will become even more a part of our everyday lives than today. Encryption support is also identified as mandatory in the IPv6 protocol. To me these features are tightly linked, the more addressable space, the more sensitive data on the public network, the more security will be a requirement. Addressable space and security are not the only things that IPv6 brings to the table, optimization for new hardware, auto address configuration and network discovery methods to name a few.
That's a no brainer, give me secure communication with increased functionality… sign me up. Yea that would be nice but, let's go back to the money thing. The owners of these networks cannot implement this functionality without the confidence that the components installed have proper IPv6 functionality and can interoperate. The IPv6 certification process verifies network components to be compliant in areas including core functionality, security devices, routing protocols and encryption to name some. Compliance to standards is good, and the certification is made stronger with additional tests based on interoperability with previously certified systems.
Next we will discuss what the US Government is doing to accelerate the transition to IPv6.
In an effort to keep conversations fresh, Cisco Blogs closes comments after 60 days. Please visit the Cisco Blogs hub page for the latest content.
4 Comments
I don't know about a cetrification, but we do need training, about all i know about ipv6 is how to convert it to binary, and decimal. So i can read it but I have not clue how to use it. I also know that the available ips are like 10 to the 27 power. and by the way i am still in school and about to get my associates degree in august
I enjoyed your blog, but I have a question. What is the process for software providers today to get IPv6 certified?
Joshua Brickman
CA Technologies


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Human Rights Group Deploys An 'Empathy Test' Captcha System To Help Sites Fend Off Trolls
from the because-i-love-being-talked-down-to-by-a-dialog-box deptFact: if you have a site with any amount of traffic and open comment threads, you're going to draw trolls. There's no method that's been proven to completely rid your site of trolls, though not for a lack of trying. (This one is particularly mischevious.) Various sites have tried anything from aggressive moderation to requiring Facebook logins... all to no avail. (Although the latter method has proven that certain people are more than willing to troll without the protection of anonymity.)
A new anti-troll tool from a rather unlikely source has just been unveiled, one that hopes to combine the "fun" of solving captchas with something akin to a "blush response:"
A human rights group is introducing a new take on CAPTCHAs, those little boxes that make you type in a word to prove you are human before you can comment or register for a site. Their version doesn't just present a scrambled word to be deciphered, but instead forces a person to choose the right word to unscramble based on the proper emotional response to a human rights violation.That's right. It's Voight-Kampff for comment threads. Instead of trying to parse a set of badly scanned words and Street View cam house numbers, Civil Rights CAPTCHA instead asks you how you feel about certain horrific situations, hoping that you'll make the "right" decision before spewing your vitriol and ignorance into the now-unlocked comment box.
Civil Rights Defenders, the Swedish-based group that developed the tool, hopes the Civil Rights Captcha will help sites block spiders and bots, while letting humans in — and hopefully educating the humans at the same time...
But perhaps forcing a troll to repeatedly choose an empathetic response will, over time, soothe the ravages of comment sections around the net. Okay, that might also be asking too much, but at the very least spreading information about human rights abuses certainly can't hurt, even if the jerks of the internet (see, for example, YouTube comments) remain beyond help.
While its heart is certainly in the right place, the implementation still requires captchas, something most users would rather not encounter every time they make a comment. (Yes, I know. But sometimes, decent , non-trolling humans don't want to "create an account" or "enter an email address" in order to participate.) On top of that is the fact that each captcha has only one "right" answer, making the system more than a little heavy-handed in its moralizing. This assumes that your regular, non-troll commenters are going to be fine with being preached at while jumping through hoops. It also assumes that all dedicated trolls are morons incapable of deducing the (obviously) "right" reaction to each situation presented.
This particular captcha service might prove useful in limited situations, like being pre-loaded with questions related to a particular cause or event being discussed/promoted at the website deploying it. It also might prove popular with the sort of people who are willing to annoy a certain percentage of their community in order to "raise awareness." It will become a form of penance for those involved, much like forwarding "concerned" emails and switching Facebook statuses to show support. You know, the sort of thing that will morph into "I solved Captchas for world peace. What will YOU do?" t-shirts popping up on Cafepress.
I can't see this solving the troll problem, but I can see it annoying most of a user base, leaving the site deploying it with a smaller audience consisting of people who like being moralized at frequently. Like any other captcha, the spambots and trolls will find a way around it, with the only ones affected being decent human beings, which would seem to be the sort of "demographic" you'd want to annoy less. Pushing them through a "think our way or hit the road" filtering system doesn't make trolls any less prevalent or make non-decent human beings any more "decent."


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If man A punches man B in the chops silently, it's assault and battery. If he says "You fucking Icelander," during the assault it's a hate crime with potentially far higher penalties.
Does that make any sense to you?
Hate crime legislation is subject to a lot of abuse by prosecutors wanting to put a big feather in their cap.
Case in point: the recent conviction of the leader and some members of a minor sub-sect of The Amish for cutting off the beards of men and the hair of women who had left his group. To my mind, this was a case of simple assault and didn't deserve the money and time devoted to assuring that the leader and some of his followers might spend their lives in a Federal prison.
The law applied, intended to stop such things as lynchings and church burnings is applied to punish some men for cutting hair.
Isn't it ridiculous? I always support the religious folk against the government because "there but for fortune go you or I" someday.
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I guess, in your view, equality under the law is NOT an inalienable right, since you are willing to alienate it.
To be protected by the government to the full practical extent is something I think everyone regards as a right. Do you still not see the issue? In order to protect one group more, the government is logically protecting another group less. Inequally.
That's like saying that in order to protect victims of petty theft equally to victims of murder, we need to execute pick pockets.
A guy who flies into a rage one day when an argument gets out of hand, and who them proceeds to beat his opponent to death, is the sort of guy who can perhaps be rehabilitated through anger management, and likely abstaining from intoxicants.
The guy who coldly calculates the murder of his rival for a promotion is a very different sort of murderer.
In both cases the victim is dead, and in neither case would the length of prison term be much of a deterrent. Protecting the rest of the population, however, is best served by looking at the potential victims of each type of criminal should either re-offend.
I'm having trouble applying your examples to the topic at hand because I don't think hate crimes are necessarily terrorism. I find that argument insupportable.
A hate crime, to be terrorism (in the contemporary sense of the word) must have a political objective. You're telling me that the redneck who drags a gay or black man behind is pickup is some sort of political operative?
I don't think so. I think the hate in the aforemetioned example is focused on the proximate victim of the act not a wider audience, which is what distinguishes it from a true terrorist act which, by its nature, ignores the proximate victim. In fact, the terrorist may not hate the proximate victim(s) at all!
Then you haven't read a word I've said.
Forgive me. I went into the dentist office today with a bad toothache and got a course of antibiotics and an Rx for Vicodin. I fear I'm a little under the influence, so perhaps I should have replied tomorrow or whenever I'm not medicated.
I have actually been wondering whether I'm "getting" your argument.
Perhaps you could summarize briefly where you think we differ because I see some agreements and I think I see some areas of disagreement. Then, I will try to reply more rationally.
I would prefer to see all crimes treated at the same level. As Samantha observed, a hate crime law can keep people off the streets longer. Well, if someone attacks a 22 year old straight male, what would be wrong with keeping his attacker off the streets just as long. What is the argument AGAINST that?
Beyond that, whether harsh punishment has much deterrent effect at all on crime is questionable. Take per capita murder rates. I looked at this list of states arranged from highest to lowest murder rates. Then I checked another list of states with capital punishment. Of the top 10 most violent states, just one, New Mexico, does not have capital punishment. Capital punishment, the harshest crime in the toolbox either has little effect in terms of deterrence. An argument might almost be made the it seems to CAUSE homicide!
I just think that all citizens deserve the best protection the government can provide and that the government shouldn't be picking winners and losers in that regard.
I think you are somewhat missing the point of jail sentences these days. There is a difference between sentences for first and second degree murder because one crime is considered more heinous than the other, not because one victim is considered less valuable than the other, and not because either sentence delivers some proportionate amount of deterrence. This is the point of hate crime laws - to elevate what would otherwise be considered second degree felonies to first because there was, in point of fact, premeditation even though the specific victim was unknown.
Personally I'm more interested in seeing a prison system that actually delivers rehabilitation but I'm not even sure that is possible in many cases of violent crime.
Let's just stick to the case of murder to keep all things equal.
As near as I can tell, you feel that all sentences should be equal (and likely maximal) in order to provide 'equal protection' for all ranges of victims. To give one murderer more time is to say that his victim is somehow more important.
What I'm saying is that our system doesn't weigh the importance of victims, it looks at the implications of the crime and the intentions behind it. This is why we have several grades of murder (first, second, manslaughter, felony homicide, etc, etc). We aren't just counting bodies, we are engaging the risk posed by a particular type of offender.


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|Great Falls, Va.
|High School:
|Thomas Jefferson
|Middle Distance
Collegiate Bests
800m 2:13.04
800r 2:12.1
1000m 2:57.60
1500m 4:45.63
2007-2008 - Ran on varsity cross-country for the first time in her Yale career, competing at Heps and Regionals...Competed at Heps and ECACs both indoors and outdoors...Placed first in the 800m at the Yale-Dartmouth-Columbia meet indoors...Ran a personal-best in the 1500m in the first race of the outdoor season, clocking 4:45.63 at UC Irvine...Was lead-off leg for the 4x800m relay team that placed third at outdoor Heps...Ran on the 4x800m team that placed seventh at Penn Relays with 8:53.55, No. 5 All-Time for Yale outdoors...2006-2007 - Ran a personal-best split in the 800m (2:12.1) as the lead-off leg for the 4x800m relay that placed second at indoor Heps with a time of 8:54.09, which is No. 2 All-time indoors for Yale...Outdoors, made it to the finals of Heps with a time of 2:13.04 in the 800m, and placed seventh overall....2005-2006 - Competed indoors and outdoors and both Heps and ECACs...Indoors, ran collegiate bests of 2:57.60 for 1000m and 5:07.03 in the mile...Outdoors, was the top Yale 800m finisher at Heps with a time of 2:14.39, and ran the lead-off leg of the 4x800m relay that placed third at ECACs with a No. 6 all-time performance of 8:56.00...High School - Virginia AAA State runner-up for 1000m in 2005...All-state in the 800m (2002) and the 4x800m relay (2003)...Ran anchor leg of the school record-holding, All-State 4x400m relay team both outdoors (2002) and indoors (2004)...Two-time regional champion at 500m, and All-State in the event in 2003.


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WESTCHESTER COUNTY, N.Y. -- A woman allegedly driving at 92 miles per hour was charged with driving while ability was impaired by New York State Police on Interstate 684 in Bedford on Friday, July 18, officials said.
Mildred Betancourt, 36, of Watertown, Conn., allegedly failed field sobriety tests after being pulled over and was charged with driving while ability impaired, according to State Police.
Johannie Cruz, 25, who was a passenger in the car was found with 85 oxycodone pills and a small amount of marijuana. She was charged with third-degree criminal possession of a controlled substance and intent to sell, Troopers said.
Betancourt was released on $3,500 bail while Cruz was held in lieu of $10,000 bail, officials said.
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Job security can be tenuous in workplaces that face hard economic times. Many employers are facing financial losses and probably finding themselves dealing with unsettling choices that could affect the lives of their employees. Uncertainties also exist in other sectors, including one that doesn't hinge on products sold, but on people served: more specifically, the Tomahawk School District.
Although tough decisions lie ahead, we felt the recent meeting between members of the local teachers' union, Tomahawk Education Association (TEA), and the School Board's Negotiations Committee was a step in the right direction. The two groups met face-to-face, in an amiable, open fashion to hear the TEA's concerns and give them a chance to generate input about a potential half million dollar shortfall in school finances. In our many years of covering the School Board, we personally have not sat in on a similar session, and can only imagine that most meetings between union members and district negotiators are a bit less friendly.
School Finance Committee chair Scott Martin has repeatedly said he's not trying to shift responsibility by seeking ways to invite public input into the decision-making that precedes action on the financial shortfall. He just thinks the decisions will make more sense if the public is informed. We can think of no better group who needs to understand than the employees themselves; the people in the classrooms day after day.
Of course, the tone of such a meeting could have been unproductive if focus switched from a general overview to a personal one - that in which individuals fight only to save their own jobs and/or programs. To their credit, the TEA during and after the meeting, acknowledged that some positions might not be saved and told the board members that the district would not be good business managers if less expensive staffing options weren't pursued if available. They said their membership was most concerned about continuing to offer courses and programs that benefit the kids.
We join the TEA in hoping that this was not the first such meeting they and negotiators and/or board members have in the months and years ahead as tough economic decisions are faced. District Administrator Al Prosser made it clear that this is not as bad as it gets: "The scary year is the year we haven't seen yet," he warns.
The decisions may not be any easier, but perhaps, by knowing both sides of the coin, they'll be better decisions or more tolerable.
Opening communication lines better serves district
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