Let the light pierce through the darkness Close all old accounts, turn a new leaf Re-learn that old lesson of friendship Kill nor be killed, settle for lessening Amidst us of this fossilized hatred

manseyewear.com

Perhaps that time has not come yet when our, Gods would listen to the beats in our hearts, peace and happiness spread their glow, perhaps we would have to force Mother Time?.

"">

Law will delay University of Minnesota strike

Tuesday, August 28, 2007

A law was passed that will prevent clerical, technical and health care workers from striking when the University of Minnesota students return to classes on Tuesday, however, the new law makes no guarantee about workers striking on Wednesday.

According to Jan Johnson, with the Minnesota Bureau of Mediation Services, both sides do wish to avoid a strike if at all possible.

The American Federation of State, County and Municipal Employees have filed for a ten-day notice to strike, however, the ten-day notice to strike law requires that the tenth day of the cooling-off period fall on a day other than a Saturday, Sunday or a holiday, thus, Labor Day Monday is out of reason. A strike, therefore, would not be possible until at least Wednesday, the second day of classes.

22 May 17 | | Uncategorized | Read on | Comments (0)
Ontario Votes 2007: Interview with Family Coalition Party candidate Kristen Monster, Willowdale
"">

Ontario Votes 2007: Interview with Family Coalition Party candidate Kristen Monster, Willowdale

Wednesday, October 3, 2007

Kristen Monster is running for the Family Coalition Party in the Ontario provincial election, in the Willowdale riding. Wikinews’ Nick Moreau interviewed her regarding her values, her experience, and her campaign.

Stay tuned for further interviews; every candidate from every party is eligible, and will be contacted. Expect interviews from Liberals, Progressive Conservatives, New Democratic Party members, Ontario Greens, as well as members from the Family Coalition, Freedom, Communist, Libertarian, and Confederation of Regions parties, as well as independents.

21 May 17 | | Uncategorized | Read on | Comments (0)

All The Secrets Regarding Goldfish Care.

Submitted by: Jimmie Lady

Whenever ants nap, why can’t tropical fish? It can have never passed by the brains of common individuals, the truth, that fish be capable of doze. Of course, yet our tiny swimming buddies sleep occassionaly, nevertheless it is surely not similar as tucking yourself underneath the blankets and having a good night’s nap.

esearchers have through with a few study that verifies the truth that various creature do not doze. The mayfly, for example, is aware to last for solely a number of hours since birthing. Hence, these insects only expend a great amount of period fast-flying around earlier they die. They do so without rest so as to maximize their lifetime. A lifespan of a tropical fish might be as long as a decade with the expectation of this number . The lifetime also depends on if or not the fish is actually good-fed by its owners. Because of their extensive existence, tropical fish do get drowsy & need to have a break at times.

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In answering the puzzle Do goldfish sleep?” we have to to think the way their idea differentiate from supplementary organisms. As such the bulk of animals on this world, they essentially take one spot when sleeping. They do not move around the way people always view them do, but there is the casual hovering which is effect by perkiness. Now & then they would even hide behind prominent aquarium ornaments.

The adjustment, still, lies in their concept of nap, which is really a shape of sleeping. They doze with their eyes unwrap-as they do not have any palpebras and merely undergo a spell-like situation. Since of this, they are basically to know of what is proceeding around them. When another fish nudges them or when a particular light is turned on, sleeping goldfish would promptly swim off as when they were not dozing in the 1st place. Their brain is also very tiny in size, and it is mentioned that animals having this physical feature do not really enjoy doze because they miss the basic termination of brain activity. This is wherefore it is shared that goldfish only doze a little time a day. Since tropical fish exhibit some awareness during their position of doze, they retain the power to drag their fins to stand undirected and to hold their position. They too do this to satisfy the need of their gills to have enough oxygen as they proceed.

The next somebody inquires you the puzzle “Do goldfish sleep?” always tell yep, but be ready to explain that their ways are far unusual from ours. They demand doze merely similar us humans. They can also experience weary or get exhausted whenever they do no rest. Like us, they also sleep better with the sparks away, so if you are one of the several goldfish owners who give a lot in goldfish care, realise it a spot to dim the lights whenever you see them drifting on one particular place. If you do, goldfish nap designs will not be distressed. Think that since they do not have eyelids, they are also prone to distraction added about by brightness.

About the Author: Consul Ilia passions includes air cleaners, rc toys, chess. And finally almost all her motivation is obtained from going on a holiday and exploring different locations including Charlotteville.#links#

theronroy1027.over-blog.com/pages/each-of-the-secrets-regarding-goldfish-care-7575347.html

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12 May 17 | | Bbq | Read on | Comments (0)
Driftwood crucifix listed on eBay for $25,000"">

Driftwood crucifix listed on eBay for $25,000

Monday, March 21, 2005 A piece of driftwood in the shape of a crucifix is listed for sale on eBay with a starting bid price of $25,000. The seller, known as “Marzipanda,” from Scottsdale, Arizona lists its description as a “Natural Found Wood Jesus Christ Crucifix Cross Easter.”

Maripanda describes the discovery of the piece as, “My very dear friend found this amazing natural driftwood while hiking a few years ago. So striking because it clearly resembles the Lord and all the details.”

Expensive found art Christiana made international headlines in November 2004 when a Florida woman named Diana Duyser sold a partially eaten grilled cheese sandwich on eBay for $28,000 to Canadian online gambling website, GoldenPalace.com, after claiming she saw the likeness of the Virgin Mary burned onto the toast.

But not all high-priced Christian fare on eBay is of dubious value. A perusal of Christian-themed items as of March 20, showed 13,944 for sale on eBay. They ranged from other found art to some very expensive and authenticated rare art.

One such item has an eBay seller from Tel-Aviv, Israel listing a 19th century iron wall plaque with a starting bid of $30,000 and a shipping cost of $2,000, making it the most-expensive Christian religious item listed for sale on the auction web site.

Under the “Christian Icons” section of the site, the 14 cast iron plaques are advertised to have been made in 1855 and portrays “Jesus in Jerusalem” with the 14 stations of Christ.

Another high-priced Christian-themed item is a set of chalices and paten in Ft. Lauderdale, Florida for $3,550. The gold-plated silver is thought to have been made in the 1870s.

11 May 17 | | Uncategorized | Read on | Comments (0)
Staffordshire hoard goes on display in British Museum in London, England"">

Staffordshire hoard goes on display in British Museum in London, England

Wednesday, November 4, 2009

Some of the notable pieces from the gold and silver hoard which was found in a private field in Staffordshire, England by a metal-detector user have been put on display in the British Museum in the city of London.

Approximately 1,500 pieces were found in July of this year; the discovery was reported by news sources in September. The value of the hoard itself is still being checked. 18 of the pieces have now gone on display in the museum in London, England, and can be seen by members of the public.

Fred Johnson, who is the owner of the land in which the hoard was found, said: “It’s been an incredible experience. I’m overwhelmed by it all. They say this will change the history books; it’s a strange thought that came from something lying in my field all this time. I’m trying to keep a level head about it. I’m trying not to think at all about the value of it.” Johnson will share the sum of the value of the hoard with Terry Herbert, who found the pieces. The hoard is believed to date back to the 7th century.

“People laugh at metal detectorists,” Herbert said in late September. “I’ve had people go past and go ‘beep beep, he’s after pennies’. Well no, we are out there to find this kind of stuff and it is out there.”

What is interesting about the hoard as a whole is all the objects are associated with war to some or a greater extent.

Michael Lewis is the deputy head of the Department of Portable Antiquities in the British Museum. Speaking to BBC News about this event, he said: “The view is that it was probably in some sort of container but that has not survived and it was deliberately hoarded, put into the ground, what is unclear is why, and I suppose what we find is they would have been objects that had been stripped from the enemies’ weapons.

“What is interesting about the hoard as a whole is all the objects are associated with war to some or a greater extent. What the hoard consists of is mainly gold objects, there are some silver ones, basically they have been stripped from whatever they were on for instance sword fittings. What it demonstrates is that the Anglo-Saxons as a people were very able to do amazing things with objects and I reckon people nowadays attempting to make these objects would have great difficulty in doing so.”

11 May 17 | | Uncategorized | Read on | Comments (0)
Obama renominates Bernanke as US central banker"">

Obama renominates Bernanke as US central banker

Wednesday, August 26, 2009

United States President Barack Obama announced on Tuesday that he is nominating Ben Bernanke for a second term as Chairman of the Federal Reserve, the central bank of the United States.

Obama made the announcement during a brief break from his vacation at Martha’s Vineyard in Massachusetts.

“The man next to me, Ben Bernanke, has led the Fed through one of the worst financial crises that this nation and the world has ever faced. As an expert on the causes of the Great Depression, I’m sure Ben never imagined that he would be part of a team responsible for preventing another. But because of his background, his temperament, his courage, and his creativity, that’s exactly what he has helped to achieve. And that is why I am re-appointing him to another term as Chairman of the Federal Reserve,” the President said.

Ben approached a financial system on the verge of collapse with calm and wisdom

“Ben approached a financial system on the verge of collapse with calm and wisdom; with bold action and outside-the-box thinking that has helped put the brakes on our economic freefall,” Obama added.

“We have been bold or deliberate as circumstances demanded, but our objective remains constant: to restore a more stable economic and financial environment in which opportunity can again flourish, and in which Americans’ hard work and creativity can receive their proper rewards,” Ben Bernanke said while accepting the nomination.

Ben Bernanke, who succeeded Alan Greenspan on February 1, 2006, will now face a Senate confirmation hearing.

“There will be a thorough and comprehensive confirmation hearing,” said Senator Christopher Dodd, who is the chair of the Senate Banking Committee. “I expect many serious questions will be raised about the role of the Federal Reserve moving forward and what authorities it should and should not have.”

“I am extremely pleased to learn that Ben Bernanke has been nominated for a second term as chairman of the Federal Reserve,” read a statement by Jean-Claude Trichet, the President of the European Central Bank. “We have had an excellent and very close working relationship during the current episode of exceptional challenges for the world economy. The Federal Reserve and the European Central Bank have, together with other central banks, initiated an unprecedented level of close cooperation, which has been key in coping with the present situation.”

11 May 17 | | Uncategorized | Read on | Comments (0)

Trust Factor}

Submitted by: Charles Trumpess

Military formations have long sought to lessen the tension between the rigidity of their organisational structures and the need for quick, decisive, imaginative leadership plus flexibility of movement on the battlefield. General George Armstrong Custers ego, for example, blinded him to the realities of the situation at the Battle of the Little Big Horn, and it cost many men their lives in consequence. The US Cavalry of the nineteenth century seems to have lacked the organisational checks-and-balances required to halt one mans dangerous ambitions. But too much centralised control, red tape and restraint can be just as risky as too little.

During Operation Mercury, the German airborne invasion of Crete in May 1941, General Bernard Freyberg, the islands commander, and his subordinates opted for an outdated static defence in the face of aggressive, highly motivated but lightly armed paratroops. It was largely thanks to Freybergs autocratic style of leadership and obsolete military thinking which allowed the Germans to eventually wrestle control of the island away from its Commonwealth defenders, a numerically superior force, and impel a humiliating evacuation.

Not only did the Germans employ every technological advantage available to them, but they also harnessed the esprit de corps, or fighting spirit of the Fallschirmjaeger (paratroops), a wholly new type of warrior. Unlike most of its adversaries at the time the German military machine believed in swift campaigns of strike and manoeuvre. By forming all available units into Kampfgruppen, or Battlegroups, a local commander had the tools, knowledge and freedom of action to ruthlessly exploit the slightest weakness in the enemy line without hesitation. In contrast, Freybergs unit commanders exercised almost no freedom of control over the battles they fought and lost.

You must grasp the full purpose of every enterprise, so that if your leader be killed you can yourself fulfil it.

Ten Commandments of the German Parachutist, The Fall of Crete by Alan Clark.

Typically, the British Army of the Second World War still believed in training its soldiers to simply obey orders without asking too many questions. Officers rarely took NCOs into their confidence about operational matters, let-alone the rank and file. Consequently, when a units officer was killed or badly wounded there was no one ready to take command with enough operational knowledge to complete the mission. The Germans adopted a far more enlightened and pragmatic policy, whereby every man was expected to be able to step into the shoes of his direct superior. The German Armys system encouraged and rewarded initiative, flexibility and daring. The result was a crop of fine, resolute, gifted planners and aggressive leaders, such as Erwin Rommel, Walther Model and Kurt Student. Only later, as the war progressed, did the British and other Allied armies start to gradually adopt similar methods.

Victory or defeat in the corporate sphere may not cost lives but can certainly cost livelihoods. Rigid organisational structures and strong corporate cultures can often do more to hobble talent than harness it. Instead of fast-moving, flexible organisations always ready to ruthlessly exploit a competitive advantage, many companies are hindered by their own bureaucracy and an army of timid, indecisive middle managers. For fear of making the wrong decision, and being held accountable, these people make no decisions. Instead they choose to endlessly analyse or prevaricate. For far too long UK businesses have failed to appreciate the importance of investing in professional management training, internal communications and leadership skills.

In many ways the German military approach can be likened to Charles Handys concept of a doughnut organisation, as expressed in his book The Empty Raincoat. As a central organising principle Handy suggests a balance between core roles, responsibilities or duties and a bounded space where initiative, daring and imagination can be expressed, cultivated or tested. The major difference between a doughnut organisation and a traditional hierarchy, whether commercial or military, is one of trust.

The Allied commander of Crete saw no place for discretion or freedom of action among his line officers. Strict control of troop dispositions was supposed to ensure a predictable outcome. This proved counter-intuitive, as it simply robbed line-officers of their freedom of action; the ability to adapt to changing circumstances on the battlefield. The German system also sought to impose a regime of strict discipline and obedience within its ranks. The Germans instilled an extreme sense of duty and loyalty to the Fatherland within its troops. However, this was tempered with trust in a shared vision, values and beliefs plus a mans personal qualities, such as integrity, intelligence and courage, as well as his professional talents. Men were recognised, rewarded and quickly promoted for their daring, inventiveness or inspired leadership. Its hardly surprising to learn that many of Germanys senior commanders during the latter stages of the war had been relatively junior officers at its outbreak.

Today we see many variations of Charles Handys doughnut organisation as numerous enterprises finally come to realise that bureaucracy tends to be cumbersome, unresponsive, costly and uncompetitive. One example of just such a transformation is the HM Treasurys National Savings and Investments agency (NS&I). Until the late 1990s NS&I employed a staff of over 4,000 to develop, promote, sell and service its wide range of government-backed saving and investment products such as ISAs and Premium Bonds.

The new shape of work will centre around small organisations, most of them in the service sector, with a small core of key people and a collection of stringers or portfolio workers in the space around the core.

Charles Handy, The Empty Raincoat.

Finding itself increasing squeezed by new web-based entrants to an already overcrowded financial services market, NS&I struck a deal with Siemens Business Services (SBS). Siemens assumed responsibility for the bulk of NS&I sales and back office operations, excluding Post Office Counters Ltd. Over 3,500 NS&I employees, mostly sales, customer service and accounts people, transferred to SBS, securing their jobs and long term futures.

The remaining NS&I core people were then trusted to concentrate solely on the development, marketing, advertising and launch of new financial products to the marketplace, or enhance existing ones. SBS received a guaranteed 10-year contract to run the NS&I call-centre plus its online and mail order businesses. Having dramatically increased its sales force almost overnight, Siemens could immediately compete for additional service sector contracts. SBS also furnished NS&I with the advanced IT systems necessary for them to get closer to their customers, understand them better, explore new market opportunities, and compete more effectively.

To deliver its products and services so they consistently surpass customer expectations, its essential that a companys brands, people, suppliers and partners are carefully aligned and demonstrate a high level of interconnectedness. That same organisational structure must also be flexible enough to anticipate and adapt to changing customer needs, new opportunities and competitive threats. An organisations people must be given trust, encouragement, focus and direction rather than rules, regulations or limitations. Modern IT, IS and CRM systems can also provide the necessary tools for quick, confident decision-making, and sharing of corporate knowledge.

The process of gathering, assessing, sharing and, most importantly, using information cannot be underestimated. The fall of Crete clearly illustrates the point. History taught General Freyberg that only a naval blockade or amphibious assault could capture his island. That meant deploying many of his men to defend the various ports, harbours or other small anchorages that punctuated the coastline. The Germans had other ideas. German strategy relied on surprise, speed and a radical new form of airborne warfare. Success or failure hinged on the paratroopers immediately seizing Cretes airfields rather than its harbours.

To secure and hold the airfields German paratroops had to be swiftly reinforced and replenished with food, ammunition and medical supplies while their wounded were evacuated. The landing strips would also provide a base from which to fly continuous fighter and dive-bomber missions against the islands defenders. Certainly Freybergs men did defend the airfields, but both he and they seem to have totally misjudged their strategic importance. It was a simple enough equation: hold the airfields and hold the island. Do this and any seaborne element of the German invasion force would then be powerless to intervene.

However what made the loss of Crete such a bitter Allied defeat was the fact that Freyberg, his superiors and political masters knew exactly when, where and how the Germans intended to strike. Thanks to the code-breakers of ULTRA having deciphered most of the Luftwaffes Enigma radio traffic, the secret of Operation Mercury was out. Possession of this knowledge itself created a dilemma for the Allies, or so argues historians and academics. By acting on intelligence gained by ULTRA the Germans might be alerted to its existence, and change their codes in response. Faced with a potential intelligence blackout Allied High Command had a difficult choice to make. Ultimately, they chose to sacrifice the island rather than risk ULTRA.

Today, with the benefit of hindsight, it seems a highly questionable decision not to have shared or fully exploited ULTRA-gained intelligence for the defence of Crete. So what went wrong? It seems that Allied planners no-longer trusted themselves to make fair-minded strategic assessments or recommendations based on situational analysis alone. Doubt eroded their confidence, made them unnecessarily cautious, and blinded them to the possibility of inflicting Germanys first major defeat of the war. After all, the Germans knew that airborne assaults were always hazardous adventures, and something of a gamble. Cretes garrison was a well-equipped, experienced and a numerically superior force, which should have been quite capable of repelling an attack by lightly armed infantry.

In truth, surprisingly little about the failure of Operation Mercury would have given the Germans cause to question the security of their Enigma codes. On the other hand, an Allied victory at this juncture of the war would have been an enormous boon, after so many defeats. Morale across Europe would have soared while the myth of German invincibility would have finally been dispelled. And this achieved just a month before the German invasion of the Soviet Union. Strategically, the holding of Crete would have made the Mediterranean a much more dangerous place for German and Italian convoys, and placed greater pressures on their forces in the Middle East.

The decision to protect the ULTRA secret was one thing, but the failure to apply some sound military judgement in the defence of Crete was quite another. Any Allied officer worthy of the name should have learned some stark lessons about German strategic thinking, and the tactical deployment of Special Forces like paratroops since 1939, and planned accordingly. The Fallschirmjaeger should have been completely overwhelmed when at their most vulnerable: while aboard their slow and unarmed JU52 transport aircraft; during their descent; or just after landing, before they could retrieve their weapons containers. Instead, despite suffering initial heavy losses, the Germans were able to adapt, overcome and finally win a truly stunning victory. As for the Allies, their defeat had no single or readily identifiable cause. Everything from poor communications to an inflexible command structure contributed to their eventual overthrow. Of course, the lesson to be learnt here is that if something as intangible as trust, given or withheld at critical moments, can decide the outcome of battles then think about what it can do for your business.

Source:

Battle Group! German Kampfgruppen Action of World War Two, by James Lucas, Arm & Armour, London, 1993

Changing Bureaucracies, William Antonio Medina, Marcel Dekker, 2001

Crete The Battle and Resistance, Anthony Beevor, John Murray Publishers, 1991

The Empty Raincoat Making Sense of the Future, Charles Handy, Arrow Books Ltd, 1995

The Fall of Crete, Alan Clark, cassell military paperbacks edition, 2001

The Lost Battle, Crete 1941, Callum MacDonald, MacMillan, 1993

About the Author: Charlie Trumpess is a copywriter and marketer. Visit:

charlie-the-copywriter.co.uk

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08 May 17 | | Risk Management | Read on | Comments (0)
CanadaVOTES: Libertarian John Kittridge in St. Paul’s"">

CanadaVOTES: Libertarian John Kittridge in St. Paul’s

Monday, October 13, 2008

In an attempt to speak with as many candidates as possible during the 2008 Canadian federal election, Wikinews has talked via email with John Kittredge. John is a candidate in Toronto, Ontario’s St. Paul riding, running under the Libertarian Party banner. Libertarians are a minor, registered political party; they are looking to earn their first ever seat in the House of Commons.

Incumbent Carolyn Bennett of the Liberals is running against Libertarian Kittridge, Conservative Heather Jewell, New Democrat Anita Agrawal, and Justin Erdman, a Green. Bennett was the Minister of Health under previous Prime Minister Paul Martin’s Liberal government. Since it was created in 1935, the riding has been batted about between the Liberals and the now defunct Progessive Conservative party.

The following is an interview with Mr. Kittridge, conducted via email. The interview has had very limited editing, to eliminate in-text mentions of website addresses, but is otherwise left exactly as sent to Wikinews.

08 May 17 | | Uncategorized | Read on | Comments (0)

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