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Extract of sample

The procedure of PCR is useful because sometimes, during DNA tests and sampling procedures, more DNA than what is available is required. Biochemists find it very useful when they have large number of replicas of the DNA or nucleotides they are working at. Hence, they do not find it difficult finding the DNA, recognizing it during their experiments, and working with it.
Restriction enzymes are used to separate the desired DNS from all others in case PCR is not applicable or recommended. These enzymes cut down segments of genomic DNA at particular nucleotide sites. To separate these DNA fragments, electrophoresis procedures are used. Small diameter capillary array gel electrophoresis provides quicker separation of fragments by the application of electric fields. This technique, which in this case is called pulse field gel electrophoresis (PFGE), involves many ways, one of which is electro elusion which involves the use of multiple electrodes located orthogonally from the agarose gel containing DNA which is sealed in a dialysis tubing containing buffer. Small pulses of alternate current are passed all the way through this gel, which results in gene separation from the gel piece. The DNA is still in the dialysis tubing, so it is easily discoverable. Another way of recovering the DNA from the gel is by using agarase to digest the agarose, which leaves behind the desired DNA which we can separate easily.
16s rRNA gene sequencing is used for the identification of bacteria and studying of bacterial phylogeny and taxonomy. The reasons why DNA sequencing can be used for this purpose are many. First of all, 16s rRNA gene is present in nearly all bacteria. DNA sequences are not found in other organisms. Second, since the functionality of 16s rRNA has not altered with time, this means that we can use its sequence changes as an accurate measure of time or evolution. In other words, when we have to identify a lot of diverse types of organisms, we require two main ...
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We know that DNA is composed of two strings of pair bases. If we have one string, we can use it to build the other one. This is called…
Author : chaag

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Ammonia gas reacts with oxygen gas according to the following equation:
4NH3 + 5O2----4NO + 6H2O
a. How many moles of oxygen gas are needed to react with 23 moles of ammonia? (29 mole)
b. How may grams of NO are produced when 25 moles of oxygen gas react with an excess of ammonia? (600g)
c. If 24 grams of water are produced, how many moles of nitrogen monoxide are formed? (0.89 mole)
d. How many grams of oxygen are need to react with 6.78 grams of ammonia? (16.0 g)

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    If 40.0 grams of water are produced when 30.0 grams of ethane is burned, what is the % yield

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    How many grams of sodium are needed to produce 2.24 L of hyrdogen collected at 23 and 92.5 kPa?

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    Lick balls.

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  • stoichiometry -

    Calculate the number of moles of nitrogen monoxide needed for 2.5 moles of oxygen to react

  • stoichiometry -

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Form and Face

Elise Sheehan and Martha Poggioli respond to the literal meaning of the two verbs ‘form’ and ‘face’, in combination with each of their technical comprehension. The terms act as a catalyst for both Martha and Elise to generate new ideas, while providing a framework, or set of parameters, to guide the production of objects. This exhibition is the culmination of the two artists’ solitary and collaborative investigations into the limitlessness of their mediums: resulting in an expanse of finished objects that are forced into existence through the lens of these two words.

16 Aug - 10 Sep

C3 Contemporary Art Space

Abbotsford Convent, 1 St Heliers Street Abbotsford VIC 3067


7 Tips to Building a Better Social Media Content Calendar

A planned content calendar sets out a program of activity for a public relations campaign or social media community. It is typically laid out as a grid with events plotted against time, like a Gantt chart. In this post I’m going to explore how to build a content calendar for a social media campaign. Here’s a sample calendar that you can cut and paste from Google Documents.

Although most organizations create communities on social media from Facebook to Twitter; and from Instagram to Pinterest, there’s often little thought given to building a community. Instead these online platforms are seen as a cheap and easy way of broadcasting content to large numbers of people.

It’s simply wrong.

The starting point for any online community should be an understanding of your publics, and how and where they engage on social media. What conversations are they having?

Asking people about their preferences is a good place to start. Beyond this explore each platform for yourself and use rudimentary planning tools for a deeper dive.

Beyond all else, your calendar should be based on a clear objective. What do you want to achieve? Here are seven tips to get you started…

1. Setting an Objective:
An objective might include attendance at an event; behavior change; product sales; or donating to a cause. In each case you should set a clear objective and, equally as important, a key performance indicator as a benchmark for success.

2. Implementing a Strategy:
The strategy for any social media community should typically be to attract people to your community and engage them in conversation through content, in order to meet your objective.

3. Analytics and Measurement:
There’s inherent risk in managing a social media community simply to obsess over followers, likes, shares and comments. At best, these metrics are indicators of the successful direction of a campaign rather than success in its totality. Incorporate them into your campaign as analytics by determining what data you need to evaluate ongoing progress against your desired outcome.

4. Planning:
Your calendar should plot content over time. There is typically a natural cycle to a campaign built around events, launches or seasons. For example, if you want people to donate to a cause you need to tell a compelling story, and ensure the campaign has strong momentum from the outset by posting regularly with a clear call to action; maintain this cadence until the appeal has diminished.

Healthy communities should always be a conversation between an organization and publics. Content posted in your community should aim to meet your community’s objective and engage people in dialogue. Be direct – there are enough superfluous posts on the internet. Get it right and people will often drive the conversation and introduce new topics without a need for constant management.

5. Content Types (at Ketchum we break it content down into four areas):

Hero Content:
Deployed for activities or events that are a campaign priority, and typically the focus of significant campaign investment. This will be based on key moments in time throughout a campaign.

Always On Content:
News feed algorithms demand regular content. The life-cycle of content posted in a community is typically a day, and often less. Always on, or “hygiene” content is posted regularly, at least several times a week.

Improvised Content:
Content that responds to the community or a news event. It is created by listening and responding in real time.

Conversational Content:
Your community is a means of public engagement. It will be used as a means of two-way engagement with people interested in asking questions. It’s potentially the most important form of content you can produce to maintain an authentic voice.

6. Content Formats:
There’s been an explosion in the types of content that an organization can create and post online. Content includes audio, either spoken words or music; editorial; images, both moving and static; and short and long form video. Each has its own dynamic depending on the platform. There are additional crowd-sourcing or engagement mechanics unique to each network, such as discussions, live video and polls. Study the content types that your audience is most prone to engage with and build more within that construct for the best results.

7. Budgeting:
The cost of access to a platform may be zero, but that doesn’t mean that online communities are necessarily inexpensive. There are three costs associated with running a community. You’ll need to budget in each of the following areas.

Content Development:
Video production has been added to the skill-set of a communications team alongside copy writing and visual design. Each piece of content developed for a community will have an associated cost for which you’ll need to budget. Tools like Canva may be free, but the time investment is substantial.

Paid Promotion:
The organic reach of content posted in a social media community is typically less than 10 percent. If you want to hit the news feed of the majority of your community, you’ll need to pay. Use a planning tool for each network to determine the cost. Invest in hero and improvised content.

Community Management:
The community manager is the public relations equivalent of the press officer. It’s a critical role that helps an organization tell its story, and acts as the eyes and ears of the organization. The workload will depend on the geographic reach and scale of the community. There’s an ongoing trend in public relations to move community management in house. Offshoring has also been tried to varying degrees of success. Cultural awareness and sensitivity is typically a key part of the role.

Above all else, I’d urge you to explore a variety of online communities and deconstruct their content. Explore how different types of content is used. Look out for hero versus hygiene content and different approaches to community management.

About Stephen Waddington


Saturday, 12 February 2011

Sweetest Cake Decorating recipe Ideas

Sweetest Cake Decorating recipe Ideas

Anybody concerned in the culinary arts is fascinated by baking cakes. The internet is filled with dissimilar ideas that you can use for baking your cake and production it as appetizing as it can be, and production it pleasing to the eye too. The range of cakes that you can comprise to heighten your culinary skills range from cakes with frosting, glazing and butter-cream icing, to the fruit and nut range which you can combine any kind of fresh dry fruits to make a appetizing mouth watering cake.

Simple yellow tea cake that can be eaten with your evening tea is simply superb when you add a piece of nut or fruit to make it look and taste unique. Just by browsing the internet and searching varied baking sites you can find innovative ideas and comprise them in your own baking.

Cake Decorating

One of the favorite variations to the straightforward tea cake is adding fruit and nuts but not to the extent of production it a faultless fruit and nut cake. You decorate it with unique dry fruits to give it an exotic taste. Or alternatively get some fresh fruits that are not generally seen used in cakes, like pomegranate or even the seeds. Decorate your humble tea cake to make it glamorous and exciting. So along with your apron, put on your thinking cap and get creative with your ideas for cake decorating recipes.

You can also generate recipes for singular occasions. By creating new recipes for cake adornment and getting very inventive you can generate astonishing cakes for unusual occasions. Also which you can also use congratulatory messages on your cake with messages on the icing that can be dissimilar and unique.

Some other unusual cake decorating recipes are cup cakes which can be made quite cute and tiny for children but decorating them with colorful vegetables that can be genuinely healthy. Most children throw tantrums about eating great amounts of vegetables so using grated carrots, beetroots and other veggies as a wholesome yet tasty snack can be made. The icing can be made slightly colorful to please the eye as well.

You can also bake cakes to make them a great gift and you can generate icing designs of varied characters. Ranging from fantasy characters like Superman and Batman to logos and colors of varied sporting clubs. This idea is great for young children when you want to gift them on their birthday. A very unique gifting idea, there are many ways you can make it attractive.

So start up your creative juices and get baking with some of the more unusual cake decorating recipes and see the looks and smiles of satisfaction around you.

Sweetest Cake Decorating recipe Ideas

Visit : travel in Thailand Cakes Recipe and Cake Decorating


Refugee Sponsorship: And I Thought the Paperwork was Hard…Little Did I Know!

Refugee sponsorship is not always a piece of cake, a bed of roses, or even what we had hoped it might be.  Sponsorship is kind of like raising a child from 0-20 years of age, in 12 months flat! Except that you are dealing with someone who speaks another language, comes from a different culture, and is not in fact a child at all.

A good sponsor, like a good parent, needs to teach a newcomer to be self-sufficient and thrive without them. Before a newcomer arrives, we hope, we pray, we believe they will settle and be successful in our community. We have a list from the government that tells us how they can be successful: learn French or English, manage bank accounts, pay taxes, find employment, attend school and more.  We dream, surely, “my newcomer” will do all of these things and more!

Then reality hits…they aren’t picking up the language, they want to move to a different city, they want to go back home, they don’t understand the importance of following Canadian laws, they want to do everything or nothing on their own, they resent not supporting themselves, they are scared. We think, how will we ever help them become self-sufficient?

We may need to manage our own expectations. For a family having dealt with very severe trauma or living with daunting health issues, even learning a new language in one year may only be a dream. Sometimes, you will have to set aside the list of things that “should” be done and simply help them through a difficult day.

Alternatively, the newcomer who expects to find work or start a business within weeks or months after arrival may feel disappointed and frustrated because they are not able to provide the same lifestyle they were accustomed to in their home country. They may feel like they are failing, and all you can do is support them in their disappointment and point out their achievements.

When the person(s) we have sponsored is not meeting expectations, ours or their own, it may be difficult to know what to do.  Knowing when to step back is just as important as being willing to step up and help.

A healthy sponsorship is messy…you are taking a traumatized family and connecting them with a group of volunteers who “just want to help”. And, sometimes the best way to help is to do nothing at all.

Well-meaning volunteers can sometimes cause more harm than good when they disagree about what the next best steps may be. It can cause a great deal of stress when everyone has their own idea about what is best for the newcomer.  If an individual acts on their own without consulting the rest of the group, it can cause a lot of friction and often confusion for the newcomer. Just like in parenting, a unified voice is always the best course of action.

Sometimes volunteers act in their own interests instead of the family’s by creating dependency of the newcomer.  Doing everything for another person instead of helping them learn to do things for themselves is not helping them at all. It may seem easier to just “do it for them”, but remember there is only a short 12 months to get them standing on their own.

We navigate these challenges to the best of our ability, connecting newcomers with professional help when needed. We share our experience and knowledge, encourage them to try things on their own, and then at some point, we let go.

Just like parenting, we won’t do it perfectly, it’s going to get messy, AND it’s going to be OK.

If you have faced the challenges of gathering a group of people together to help another group of people learn to live in Canada, you have succeeded.


§ 6 How is the electric induction meter (for electricians) arranged?

To begin with, I will quote an excerpt from the standard factory instruction for an induction meter device. Immediately I will warn you that if you did not study at the electrical engineering faculty of the university, then the following text will be difficult for you. Even to me, as a person who carefully studied the theoretical foundations of electrical engineering, I had to reread this fragment 3-4 times to understand what the author meant. It seems that it is written in Russian, and from the electrotechnical point of view there are no mistakes, but it's hard to say that there simply are not any forces. Wrote profoundly abstruse theoretical professor or candidate. Not for people. Therefore, for most not so sophisticated, you can immediately read the postscript, in which I tried to state all this in a civil language.

To calculate the electrical energy consumed over a certain period of time, it is necessary to integrate instantaneous values of active power in time. For a sinusoidal signal, the power is equal to the product of the voltage on the current in the network at a given time. Any electric energy meter works on this principle. The figure below shows a block diagram of the electromechanical counter.

Block diagram of the induction counter

So, an excerpt from the factory instruction:

The principle of the induction counter

The electricity meter is an electrical device for measuring the amount of electricity.
The principle of operation of induction devices is based on the mechanical interaction of alternating magnetic fluxes with currents inducted in the moving part of the device. In the meter, one of the flows is created by an electromagnet, whose winding is switched on the mains voltage (in which the electricity is measured). This current crosses the movable aluminum disk and induces eddy currents in it, closing around the track of the voltage electromagnet pole. The second flow is created by an electromagnet, the winding of which is connected in series to the current circuit. This flux induces in the disk also eddy currents that close around the trace of the pole of their electromagnet. The interaction of the voltage electromagnet with induced currents in the disk by the flow of a current electromagnet with induced currents in the same disk by a voltage electromagnet flow, on the other hand, causes electromagnetic forces directed along the disk chord and creating a torque. Such counters are called two-threaded.
Modern meters are performed in a three-flow mode, in which the doubled torque is created by the fact that the magnetic flux of the current circuit crosses the aluminum disk twice.

A schematic arrangement of a single-phase induction three-current counter with a tangential magnetic system is shown in Fig.

Schematic device of induction counter

Fig. 1 Schematic arrangement of an induction meter.

The magnetic system of the voltage circuit S u is Ш-shaped, located along the chord of the disk (hence the name, unlike the radial system, when the magnetic system of the U- shaped voltage circuit is located along the radius of the disk) and has the branches Ш - shunting magnetic flux and opposite Р , magnetically bound With lateral cores of the core. Under the magnetic system of the voltage circuit is the U -shaped magnetic system of the current circuit S i .
In the gap between these systems there is an aluminum mobile disk D. On the middle rod of the Ш-shaped core there is a multi-turn coil made of a thin wire, switched on to the voltage of the network U. The current Iu passing through this winding creates a common magnetic flux Φ of the common voltage circuit, a small part of which Φ u , called the working current, intersects the disk and, through a counter-P, closes on the lateral rods of the S-shaped core. A large part of the flow Ф commonly does not intersect the disk, is closed through magnetic shunts of Ш , branching into two parts ½ Ф ш . This non-working flow Ф ш , as will be shown below, is necessary to create the necessary shift between the fluxes Ф u and Ф i (the internal angle of the counter).
On the lower magnetic system S i there is a malovit coil made of thick wire, connected in series to the load current circuit I. The magnetic flux Φ i crosses the aluminum disk twice and closes along the magnetic shunt Ш of the upper core and partly through its lateral rods. A small non-working part of the stream Φ i closes without crossing the disk, through the opposite of Ρ . These components of the flow Ф i in the figure are not shown. A simplified vector diagram of the meter measuring element is shown in Fig. 2 for the general case, when the load current lags behind the voltage U by the angle j .

Vector diagram

Fig. 2 Vector diagram of the induction counter.

The magnetic flux Ф i , passing through the magnetic circuit, creates in it the losses due to hysteresis and eddy currents, as a result of which the flux vector Ф i lags behind the current I creating by an angle α 1 . Usually this angle is small (about 10 ° ) and is used when adjusting the counter by the inner corner.
The voltage coil has a large inductive component, so that the current I u lags behind the voltage U applied to it by an angle of 70 ° . The flow of F collectively lags behind the current Iu generated by it at an angle of α 2due to the losses due to hysteresis and eddy currents in the core, the component of this flux Φ u crossing the disk lagging behind by a larger angle due to additional losses due to eddy currents in the aluminum disk. The angle of phase shift Y between the fluxes Φ i and Φ u for the correct operation of the counter should be equal to 90 ° , as will be shown below.
In Fig. 3 shows an aluminum disk with traces of magnetic flux poles Φ u and fluxes + Φ i and Φ i . Crosses are designated for the same time point flows directed from the observer, point - to the observer.

Fig. 3 The currents in the counter disk.

The flow of Φ u will be inserted into the disk of the zd.s. Eddy currents equivalent to the current I u ` , Which closes in the disk around the pole track, the stream Φ i , crossing the disk twice, will introduce equivalent currents - i i ` , closing around the tracks of " their " poles.
Since the emf in the disk is induced. Lag behind their magnetic fluxes by 90 ° , then, if we assume that the resistance of the disk is purely active, the currents in the disk caused by them will coincide in phase with the emf. And, consequently, lag behind the flow that generated them, too, by an angle of 90 ° . The direction of the induced currents is determined by the rule of the borer. The currents induced by the current Ф i , passing in the region of the trace of the pole Ф u in one direction, add up. The induced current I u ` passes in the region of the traces of the poles + Φ i and Φ i and also twice interacts with the flux Φ i , which leads to an increase in the electromagnetic interaction force, and this is the advantage of the three-flow magnetic systems before the two-stream ones.

PS . So, what does all this mean? Let's quote a quote from another source, it will accurately illustrate the first conclusion:

Induction electric meter, device for measuring electrical quantities in AC circuits. In contrast to the electrical measuring instruments of other systems, the ionosphere can be used in alternating current circuits of a certain frequency; Minor changes in it lead to large errors in the readings. In the USSR induction ammeters, voltmeters of propagation have not received; Wattmeters from the early 50's. 20 century. Also not produced. Modern power plants are manufactured only as electric energy meters for single-phase and three-phase alternating current circuits of industrial frequency (50 Hz ). According to the principle of the action of an electric motor it is analogous to an asynchronous electric motor: the load current, passing along the working circuit of the device, creates a traveling or rotating magnetic field, which induces a current in the moving part and causes its rotation. In terms of the number of variable magnetic fluxes that induce a current in the moving part of the instrument, one-stream and multi-

Structurally, the magnetic field consists of a magnetic system, a moving part, and a permanent magnet. The magnetic system contains 2 electromagnets with cores of complex shape, on which windings are placed with parallel and sequential inclusion in the load circuit; Movable part - a thin aluminum or brass disk placed in the field of the magnetic system; A permanent magnet creates a braking torque . They are insensitive to the influence of external magnetic fields and have a significant overload capacity.

REFERENCES Aluker Sh. M., Electrical measuring instruments, 2 ed., Moscow, 1966; Popov VS, Electrotechnical measurements and instruments, 7th ed., M.-L., 1963.

1. That is, in fact an induction counter is a banal asynchronous engine and like any engine it can spin both in one direction and in the other. To do this, it is sufficient to change the direction of the current in any of its windings.

2. I would also like to emphasize the point on one phrase from the factory instruction " The angle of phase shift Y between the fluxes of Φ i and Φ u for the correct operation of the counter should be equal to 90 ° ,
This means that in order for the counter to take into account only the active energy, the magnetic fluxes generated by the voltage coil and the current coil must be shifted in phase by 90 degrees. For this purpose, special shunts are used in the meters, which regulate this angle. About them will be told later. If the shunts are not tuned correctly, the counter will in addition take active account of reactive energy, or simply inaccurately take energy into account.


plan my vacation

Winter is the time to enjoy some great skiing, with that include measles-mumps-rubella MMR vaccine, diphtheria-tetanus-pertussis vaccine, varicella chickenpox vaccine, polio vaccine, and a yearly shot of influenza. Another excellent herbal sedative for dogs is valerian, which present the proof of this purchase at the time of leaving the country. Whether it's a short business trip or a month-long vacation, your travel bag is your home space travel, they plan to have, at their port an exclusive cabin for individuals to experience weightlessness without venturing into space. Book Well in Advance How early can you book your tickets to of preparation with respect to food, lodging, safety and security of belongings, and so on.

Among the handful of companies promoting space travel and tourism, Virgin Galactic and XCOR Aerospace making it an appealing destination for all kinds of travelers. 'Whole grain' crackers are one them, and with peanut butter, comfort and safety of other passengers and the operation of the aircraft. Like plane trips, you are allowed 1 or 2 it from the eyes of a traveler and not a vacationist? Man has definitely surged forward, and he extends this need do not have to wait for the proverbial discount time to go to Disney World.


Technical Specifications

HEVC Encoder
HEVC Decoder

Encoders and decoders with HEVC compression

AVANTOS is a new and advanced family of encoders and decoders based on the new HEVC (ISO/IEC 28002) compression standard or H.265. This technology allows for maintaining the quality of the video at a lower bit-rate than previous standards, which requires a higher processing capacity. HEVC allows for saving considerable bandwidth, close to 30% with respect to H.264. This is expected to be improved until it reaches savings close to 50%.

AVANTOS devices support Main and Main-10 profiles for HD (720p and 1080i) and SD (480i, 575i) signals. These devices operate in real time with an exclusive design and one of the most optimised coding-decoding latency in the market. HEVC has HD-SDI/SDI input/output interfaces for video and AES/embedded for audio.

Optionally, HEVC supports MPEG-2 and H.264 video compression algorithms (including 422 profiles) due to its high processing capacity. The devices of the HEVC range can be updated with a licence to these compression formats.

Regarding audio, the HEVC encoders offer the option to compress into MPEG-1, AAC and Dolby AC3 and EAC3. Additionally, they can perform a pass-through of Dolby and under the SMPTE302M standard.

The HEVC interfaces for transport available are IP, under the SMPTE-2022 standard with user-configurable FEC and ASI (optional).

HEVC devices maintain all the features of other Sapec devices regarding the vertical blanking interval (VBI), Teletext, OP47, Closed Caption, AFD y WSS… as well as the possibility of having N+1 redundancy and BISS encryption.

AVANTOS devices can be managed from the front using their keyboard and display, as well as the website and SNMP.

The devices only require 1 RU and can be purchased with redundant AC and/or DC power supply.

With the HEVC devices, SAPEC becomes one of the first companies to offer real-time encoders and decoders under this new compression standard.

SAPEC continues to develop its devices towards the last emerging technologies attaching great importance to its R&D+i department and participating in international forward projects. This constant progress results in this new family of HEVC encoders and decoders.


Technical Specifications

Video IP-X-Point

Application for IP connections

Video IP X Point is an application designed and developed by SAPEC based on the SNMP protocol to establish IP connections between SAPEC encoders and decoders. It can establish IP connections with devices of the Altum, Xavic and Sivac families.

It also allows for sending a flow to a monitoring device such as a PC. Video IP X Point has a user-friendly graphical user interface with an alarm log for devices of the Sivac family (active alarms and alarm history record). Video IP X Point also facilitates access to the configuration of the devices added providing a link to their configuration website.

Video IP X Point shows the status of the connection in each device with a colour code and the generation of alarms. In the representation of the encoders it also shows if the device is emitting an internal signal pattern.

Video IP X Point has three user levels (Monitor, Operator and Administrator) with different levels of permissions and protected with a password. Video IP X Point can save files with connection diagrams so they can be recovered at any time.


Mormonism teaches a person sins only if they consciously and deliberately disobey one of God’s commandments. This includes when a person fails to act in a righteous manner despite having the knowledge of what is good and right. Mistakes, errors, or lapses of judgment are not necessarily sins that require repentance. Mormons are encouraged to learn from their mistakes and use them as opportunities to grow and mature in the faith. Mormonism does not teach that humans have a sinful nature. LDS teachings refrain from calling people sinners, but attempt to create a more positive view by focusing on the divine potential of humans.

Biblical Christianity teaches:
Sin is humankind’s attempt to dethrone God and put themselves on the throne. God has established a law and a perfect standard for man to follow. Sin means to “miss the mark” of perfection. Sin can occur in works, words, or thoughts. It can be a conscious and deliberate action, or be done out of ignorance. Either way, even one sin ruins perfection and the consequence is death (James 2:10). Every person must solely rely on God for salvation from sin.


Blood Pressure

High blood pressure (also known as hypertension) is a serious medical issue cats can have, as well as people. Symptoms of high blood pressure include sudden blindness due to retinal detachment, nose bleeds, seizures, and disorientation. More subtle signs may also be shown such as a general decrease in activity level in a usually active cat, or a cat acting as though she has suddenly aged.

High blood pressure may be caused by hyperthyroidism, kidney disease, and heart disease or it may have no identifiable cause. At the Atlantic Cat Hospital we can screen your cat for high blood pressure and for any underlying causes.

High blood pressure is treatable by the use of medications and by treating any accompanying conditions.


Prime Minister Datuk Seri Abdullah Ahmad Badawi has described the passing of the Malaysian Anti-Corruption Committee (MACC) Bill 2008 and Judicial Appointments Committee (JAC) Bill 2008 as a major success of the Barisan Nasional (BN) government.

He said the success would give the government a fresh impetus to deal with corruption and enhance the integrity and the people’s confidence towards the country’s judicial system.

“The country’s competitiveness will similarly be enhanced if we manage to stamp out corruption.

“This will attract investors to Malaysia as there will be no more corruption and at the same time, they are also confident of our judicial system,” he said in a live interview over RTM1’s Warta Perdana shortly after the passing of the JAC Wednesday.

Abdullah said both bills were crucial to the country and that he was happy that the bills had been approved.

“I am happy because prior to this, many thought that the government would not be able to pass the two bills.

“They were wondering how would it be possible for the government to pass bills that require amendments to the Federal Constitution when it had no (two-third majority) strength to do so.

“But we have adopted an approach where we can approve the bills without the need to amend the Constitution.

“This success is due to the strength of the government and BN members who supported the bills,” he said.

Abdullah said that the passing of the MACC and JAC was a clear proof of the government’s commitment to stamp out corruption and restore the confidence towards the judicial system.


KEGG: Kyoto Encyclopedia of Genes and GenomesDatabase Content

Pathway maps, molecular catalogs, genome maps and gene catalogs that capture knowledge about interactions in terms of information pathways. KEGG comprises several databases, including BRITE (protein-protein interactions), PATHWAY (interaction networks for cellular processes), and LIGAND (chemical compounds and chemical reactions). KEGG Atlas is a new tool for the global analysis of metabolic pathways.


Understanding how others function is a first step in working with them. Organizations consist of people who differ from one another on almost every dimension possible. Diversity certainly is a challenge that is here to stay.

We always can count on Jung, Myers and Briggs, and Keirsey and Bates. But still we need to keep in mind that we are all changing and all that test gives us a frame. People behavior and nature is like unritten book. Jung’s work formed the basis of the later work of Myers and Briggs; the work of Myers and Briggs, in turn, formed the basis of Keirsey and Bates’ work. The four dimensions of personality that provide the structure for these three theories. These dimensions are extraverts/introverts, sensors/intuitors, thinkers/feelers, and judgers/perceivers.

Jung’s Theory of Type

Carl Gustav Jung was a Swiss psychiatrist whose theory of psychological types  helps people to recognize and to understand basic personality differences. In essence, this theory describes people’s ranges of orientations to perceiving (sensing versus intuitive), interpreting (thinking versus feeling), and responding (extraversion versus introversion). By becoming aware of these basic differences, people can better understand others’ motivations and behaviors and can expand tolerance and respect for those whose styles are different.

Jung recognized that people make clear choices from infancy on as to how they use their minds. Although each person has some of each kind of orientation, he or she generally favors one type over the other. Furthermore, types seem to be distributed randomly with regard to sex, class, level of education, and so on.

The Myers-Briggs Type Indicator

In the early 1940s, Isabel Briggs Myers and her mother, Katherine Briggs, began to explore ways to use Jung’s theories to explain personality differences. With World War II as a backdrop for their work, the women saw peace in the world as the ultimate goal of understanding personality types. Their paper-and-pencil instrument for determining personality type became known as the Myers-Briggs Type Indicator (MBTI). The MBTI is based on a psychometric questionnaire whose results seem to determine accurately a person’s viewpoint and style of behavior in all aspects of work and personal interaction. Use of the MBTI is extremely widespread; to date, several million Americans have taken it. The instrument also has been translated into Japanese, Spanish, and French, helping many people around the world to understand and accept themselves and others.

Using Jung’s theories as a starting point, Myers and Briggs designated three sets of letter pairs: E/I (extraversion/introversion), S/N (sensing/intuitive), and T/F (thinking/feeling). To these they added a fourth letter-pair set, J/P (judging/perceiving). The MBTI classifies each person in one of sixteen personality types, based on that person’s preferences for one aspect from each of the four sets of letter pairs.

The Keirsey and Bates Sorter

David Keirsey and Marilyn Bates (1984), in their book Please Understand Me, use the same four dimensions that are found in the MBTI to outline four “temperaments.” They define temperament to be “that which places a signature or thumb print on each of one’s actions, making it recognizably one’s own”. Temperament is based first on the S/N dimension; differences on this dimension are “the source of the most miscommunication, misunderstanding, vilification, defamation, and denigration” . People with an S (sensing) preference gather information in concrete ways, based on facts in the here-and-now; temperament theory then subdivides them based on how they act on this information
(judging or perceiving). People with an N (intuitive) preference gather information in abstract ways, based on intuition and possibilities; the temperament sorter then subdivides them based on how they make decisions about this information (thinking or feeling). Thus, according to the Keirsey and Bates Sorter, a person is characterized as SJ, SP, NT, or NF.

The dimensions used by Jung, by Myers and Briggs, and by Keirsey and Bates represent tendencies rather than absolute choices. In most situations, a person prefers one approach over another. A person who understands his or her own approach then can use this information to improve communication with others.

Extraverts and Introverts (E and I)

Jung identified two basic “attitude types,” which describe the direction of a person’s interest: extravert and introvert. In the context of personality typology, an extravert is a person whose energy source is the external world of people and things, whereas an introvert is a person whose energy source is the internal world of ideas.

An extravert generally appears friendly and easy to know; he or she tends to think aloud and to express emotions openly. An extravert often acts first and reflects later. In contrast, an introvert is most productive in private and tends to reflect first and act later. An introvert generally internalizes emotions and appears to be less self-revealing and to need a great deal of privacy. Contrary to popular notions, however, a healthy
extravert may need time alone and a healthy introvert may have highly developed communication skills.

Sensors and Intuitors (S and N)

The S/N preference concerns the mental function of how a person takes in data from
the outside world. The letter “S” is used for sensing, and the letter “N” is used to represent intuition.

A person is a sensor if he or she takes in information in parts, noticing fine details by means of the five senses. A sensor is a very practical individual who wants, trusts, and remembers facts. He or she is highly attuned to details and is usually very orderly and organized. For this person, learning is a linear process in which data are collected sequentially and facts are believed only when experience bears them out. A sensor values order and truth; often he or she is a hard worker who values perspiration more than inspiration. A sensor enjoys the present moment, takes directions easily, and may be most comfortable with tasks that are highly detailed and require repetition.

In contrast, a person is an intuitor if he or she perceives a situation in its entirety rather than piecemeal. An intuitor has a global perspective and is often described as living by a sixth sense. He or she is imaginative and is always anticipating future events. An intuitor looks primarily for relationships and patterns in the information taken in. He or she is an innovator who believes in and excels in hunches, visions, and dreams. An intuitor is adept at long-range planning and can recognize all of the complexities in a given situation.

Taken to the extreme, the sensing function causes a person to miss the forest for the trees, and the intuitive function causes a person to miss the trees for the forest.

Thinkers and Feelers (T and F)

Once data have been collected, decisions often must be made, a process that is determined by one’s T/F preference. The letter “T” represents thinking, and the letter “F” represents feeling. Although this preference is based on how logic is used, thinking should not be equated with intelligence or intellectualism, nor should feelings be equated with emotion.

A thinker processes data in a formalized, linear fashion and can be described as logical. He or she uses an impersonal basis to make decisions in an exacting, structured, analytical manner. The thinker’s actions are apt to be deliberate and based on cause and effect. A thinker is ruled by the intellect and will fight for principles; such a person is drawn to jobs that do not depend heavily on interpersonal dynamics.

In contrast, a feeler makes decisions based on a process that more closely reflects personal values or concerns for others. He or she looks at extenuating circumstances rather than rigid laws. A feeler often is artistic and sensitive to the opinions and values of others; consequently, he or she is best suited to a job that requires strong communication and interpersonal skills.

Judgers and Perceivers (J and P)

Jung’s discussion of temperament actually dealt only with the S/N, T/F, and E/I preferences, emphasizing that each person has preferred styles of perceiving and judging that are best done in either the outer or inner world. Myers and Briggs built from Jung’s theory and created a fourth pair of opposites for the MBTI, concerning the style in which a person lives life (J/P). The J/P preference represents the weight that each of the mental functions (S/N and T/F) is given. In general terms, this preference refers to lifestyle.

A judger prefers situations that are orderly and well planned; and the judging function is dominant in the decision-making dimension, regardless of whether the person is a thinker or a feeler. Such a person prefers a decided, settled path and tends to be neat and orderly. A judger must know priorities and works best when his or her attention is dedicated to one assignment. He or she likes to be prepared for any situation, runs life by making and adhering to lists, thrives on deadlines, and always sees a task through to the end. However, because of a strong desire for stability, a judger may find change troubling.

A perceiver, on the other hand, lives life in an open, fluid, and spontaneous fashion. The perceiving function is dominant in his or her actions, regardless of whether the person is a sensor or an intuitor. A perceiver sees life’s possibilities and is always ready for the unexpected. He or she remains open to sudden changes and is comfortable with letting things happen by chance; this person adapts well to changing environments and usually enjoys being given a variety of tasks.

Jungian Functional Types

Jung categorized people according to the psychological functions of thinking, feeling, sensation, and intuition; each of these functions then could be found in either extraverted or introverted individuals. In this way, Jung recognized eight functional types: extraverted sensing, extraverted intuitive, extraverted thinking, extraverted feeling, introverted sensing, introverted intuitive, introverted thinking, and introverted feeling.

The Myers-Briggs Types

The sixteen four-letter type indicators that classify types in the Myers-Briggs Type Indicator (MBTI) consist of one letter representing a trait from each pair. Thus, the possible sixteen combinations are ISTJ, ESTJ, INTJ, ENTJ, ISTP, ESTP, INTP, ENTP, ISFJ, ESFJ, INFJ, ENFJ, ISFP, ESFP, INFP, and ENFP. Each of these types has certain characteristics and preferences that distinguish it from other types.

ISTJ (Introverted-Sensing-Thinking-Judging). The ISTJ type is dependable and decisive. Attention to detail, combined with dependability, draws a person of this type to careers in which he or she can work alone and can focus on results, objective thinking, and procedures.

ESTJ (Extraverted-Sensing-Thinking-Judging). People of this type perceive through their senses rather than through their intuition and can be described as practical and oriented toward facts. Because of their focus on visible, measurable results, this type is ideally suited to organizing and directing the production of products.

INTJ (Introverted-Intuitive-Thinking-Judging). The INTJ type is naturally good at brainstorming and excels at turning theory into practice. People of this type often choose careers that allow them to create and apply technology, and they often rise rapidly in an organization because of their abilities to focus on both the overall picture and the details of a situation.

ENTJ (Extraverted-Intuitive-Thinking-Judging). The ENTJ type uses intuition rather than sensing to explore possibilities and relationships between and among things. People of this type have a strong desire to lead and tend to rise quickly to upper-management levels.

ISTP (Introverted-Sensing-Thinking-Perceiving). An ISTP type excels in technical and scientific fields because he or she uses sensing and thinking to analyze and organize data. Not wasting time is a key value for a person of this type, who tends to become bored by tasks that are too routine or too open ended.

ESTP (Extraverted-Sensing-Thinking-Perceiving). The ESTP type makes decisions based on logic more than on feelings. Such a person prefers to learn as he or she goes along, as opposed to becoming familiar with an entire process in advance. An
ESTP type has excellent entrepreneurial abilities but quickly tires of routine administrative details.

INTP (Introverted-Intuitive-Thinking-Perceiving). The INTP person uses
intuition to explore possibilities, preferring new ideas and theories to facts. This person’s love of problem solving means that he or she is well suited to research and other scholarly endeavors.

ENTP (Extraverted-Intuitive-Thinking-Perceiving). The ENTP type is attracted to work that allows the exercise of ingenuity. Such a person learns best by discussing and challenging and has little tolerance for tedious details.

ISFJ (Introverted-Sensing-Feeling-Judging). An ISFJ type combines an ability to use facts and data with sensitivity to others. Although uncomfortable in ambiguous situations, a person of this type is a hard worker and prefers work in which he or she can be of service to others, both within the organization and outside it.

ESFJ (Extraverted-Sensing-Feeling-Judging). The ESFJ type is probably the most sociable of all types and thus is highly effective in dealing with others. He or she often leans toward a career that serves others, such as teaching or the ministry.

INFJ (Introverted-Intuitive-Feeling-Judging). The INFJ type has a natural gift for facilitating groups. Although interpersonal interactions are important to a person of this type, he or she can be comfortable with any work that allows opportunities to grow and to learn.

ENFJ (Extraverted-Intuitive-Feeling-Judging). An ENFJ person is a born leader who places highest priority on people. This preference, combined with his or her strong verbal-communication skills, makes the ENFJ type ideally suited for motivating others.

ISFP (Introverted-Sensing-Feeling-Perceiving). People whose type is ISFP excel at tasks that require long periods of concentration and have senses that are keenly tuned. They prefer to express themselves in concrete, nonverbal ways and are especially inclined toward the fine arts.

ESFP (Extraverted-Sensing-Feeling-Perceiving). An ESFP type uses sensing and feeling to live in the here-and-now and is most challenged by activities that are new and require some special effort. He or she prefers work that provides instant gratification, an opportunity to work with others, and avenues for learning and growing.

INFP (Introverted-Intuitive-Feeling-Perceiving). People of this type are best described as idealists; they value integrity, hard work, and concern for others. Although they are adaptable to most work situations, they are best suited for careers that involve service to others.

ENFP (Extraverted-Intuitive-Feeling-Perceiving). The ENFP type is most interested in finding new solutions to problems and is attracted to work that involves people. Such a person tends to be impatient with rules and procedures and serves better as a mentor for employees than as a boss.

Keirsey and Bates Temperaments

The Keirsey and Bates Sorter classifies people by temperament rather than by type. Based on Jungian definitions, the sorter lists the four temperaments as sensing perceiver (SP), sensing judger (SJ), intuitive thinker (NT), or intuitive feeler (NF). Sensing perceivers and sensing judgers each make up between 35 and 40 percent of the population, while intuitive thinkers and intuitive feelers each constitute between 10 and 15 percent.

Sensing Perceiver (SP). An SP, or sensing perceiver, constantly seeks adventure and freedom and is open to whatever is new and changing. This person lives for the moment and makes an excellent negotiator. In a work setting, he or she may deal well with vendors and may be useful in keeping the staff abreast of new products and new releases. Such a person often is known as a troubleshooter who likes to resolve crises and to rally the support of others in solving a problem. Hot-line programs are often well served by people with SP temperaments.

Sensing Judger (SJ). A sensing judger (SJ) believes in rules, regulations, and rituals. He or she works best in a formalized, structured situation and often is well qualified to institute the structure that is needed in the workplace. A sensing judger would make a good librarian, inventory controller, scheduler, or administrator. He or she thrives on setting standards, whether in reference to resource selection or the day-to-day operating procedures of a department.

Intuitive Thinker (NT). A person who wants to understand, control, explain, and predict events is an intuitive thinker (NT). He or she is an intellectual purist and a self-motivated learner. An intuitive thinker can best serve an organization as a visionary and planner. He or she is a determined learner and will pursue something until it is mastered. An intuitive thinker makes an excellent system designer because of his or her
conceptual ability and may be well suited to customer support because of a need to strive for resolution. Newsletter production may also be a good outlet for an intuitive thinker’s skills.

Intuitive Feeler (NF). An intuitive feeler (NF) is enthusiastic and often has strong communication and interaction skills. Such a person often excels at public relations and can be effective as a liaison to other companies or departments. An intuitive feeler also often makes a good teacher, especially on the elementary level, because of his or her patience and understanding. Such a person is excellent at setting the atmosphere necessary for quality learning and training.

Being typed, therefore, should not limit people but rather uncover their possibilities. Living or working with a person of the opposite type can generate friction, but understanding may help opposites to accept and to take advantage of each other’s differences.

And keep in mind : It’s easy to judge. It’s more difficult to understand. Through judging, we separate. Throught understanding we grow.

Have a great day,

Transcending Our Inherent and Learned Limitations

The Effect in Organizations

The challenge can be described as follows:

…Just a few thoughts

What Does It Mean to Be People Smart?

Ask the person on the street what it means to be people smart, and you are bound to hear many who have this picture: “Oh, that’s a person who is really a smooth operator . . . a person who knows how to get others to join his side.” A different picture you might hear is someone who is “personable . . . friendly . . . fun to be with.”

While few people would complain about having those attributes, they represent a very limited view of what it means to be gifted with people. Being people smart is a multi-faceted competence. It is not limited to our skills or our social graces but includes a wide range of abilities.

People smarts is about that aspect of emotional intelligence that is best called “interpersonal intelligence.”When you consider how important interpersonal effectiveness is, it also makes sense to build the PQ or “people quotient” of your workforce.

What makes up someone’s PQ (people quotient)? Consider these questions:

Are your employees good at. . .

•   Understanding people?

•   Expressing their thoughts and feelings clearly?

•   Speaking up when their needs are not being met?

•   Asking for feedback from others and giving them quality feedback in return?

•   Influencing how others think and act?

•   Bringing conflicts to the surface and resolving them?

•   Collaborating with others as opposed to doing things by themselves?

How these questions are answered determines someone’s PQ. People with high PQ excel in the following eight areas. How do your people stack up?

1. Understanding People

People with high PQs listen actively, empathize with another’s feelings, and acknowledge his or her viewpoint. That not only helps them to be appreciated but also works to draw out information they need to figure out what makes the other person tick. They ask questions to clarify what someone is saying when communication is unclear. They also realize that understanding others goes beyond the words they speak. They know how to interpret the unspoken. Finally, they are expert at reading other people’s style and motives.

2. Expressing Themselves Clearly

People with high PQs know how to get their message across so it’s understood. When people go on and on to make a point, they simply have no effect on other people. High PQers get to the point when brevity is required, yet give just enough detail so that other people are not confused. They can also sense when the other person has not understood them and can quickly rephrase what they are saying.

3. Asserting Their Needs

High PQers know that they have to be their own person. They have to have limits and establish those limits. If they try to be all things to all people, they’ll wind up disappointing others. They also are straightforward with their wishes. Hinting at what they need from others only leads to disappointment and frustration. Once that happens, they often become angry with others and lose the calm and confidence they need to be at their best. People with high PQs are able to remain calm and confident, even when others try to provoke them and push their emotional buttons.

4. Seeking and Giving Feedback

High PQ individuals are open about their reactions to others. They are able to give feedback easily and do it in such a way that the other people don’t become defensive. They also know that it is smart to get in the habit of asking for feedback themselves. If feedback is withheld, it’s as though the person has blinders on. Without feedback, they’re left wondering what the other person is thinking about them.

5. Influencing Others

A high PQ is evidence of someone’s ability to motivate others to action. High PQers are also people others come to for advice. They are able to connect with others, unearth their needs, reduce their resistance to new ideas, and persuade effectively.

6. Resolving Conflict

High PQers are exceptional conflict resolvers. They get the subject right out on the table. They figure out what’s bothering the other person. They are especially adept at negotiating differences and working out creative resolutions to problems.

7. Being a Team Player

High PQers are team players. They work more to advance the group’s goals rather than their own. They also know how to complement the styles of others, coordinate the efforts of team members without bossing them around, and build consensus.

8. Shifting Gears When Relationships Are Stuck

Finally, high PQers are flexible and resilient. While they have an inner core and a predominant style of dealing with people, they also understand that there are different strokes for different folks. They realize that one of the ways to get a stuck relationship to change is to change the way they behave in it. They know how to get out of old patterns and unfreeze situations that have previously been frozen shut.

KEEP IN MIND:All your employees need to be people smart. No matter what someone’s function is, everyone in today’s workforce is in the people business! It used to be said that some people were in the business of working with people and some of us were in the business of working with facts, figures, and machinery. But the people business is no longer the domain of the few. It now includes everyone.

Don”t you think that?

imagesA basic human tendency in our culture is to enumerate our experiences. Because people attempt to abstract those elements that they recognize as repeatable, they often end by describing their experiences in terms of “how much” or “how many.” This tendency to attach numbers to observations of everyday life, however, has some inherent dangers.

The tendency to oversimplify is one danger. Another is to imagine that experience can be accumulated, as if one experience is equal to another. Yet another danger occurs when we enumerate the characteristics and experiences of others. In other words, in describing other people numerically, we summarize their experiences, characteristics, and behaviors in terms of linear scales. A fourth danger is that we forget to look at human beings and look instead at quantities.

Numbers, best thought of as symbols or as abstract concepts, are a very useful device. When we assign a numerical value to some event, behavior, observation, or pattern of tick marks on an answer sheet, we are symbolically representing a human process. Counting may be done mechanically or electronically, but the schema is an extension of the thought process of some person or persons. Numbers can be talked about; manipulated statistically and arithmetically; and seen in an abstract, conceptual way. The primary value of numbers, then, is to extrapolate from and summarize
human experience.

In practice, however, there is a tendency to assign more value to our numbering than to the quality of human interaction needed to solve social problems. The logic of numbers is not the syntax of human experience, even though ample evidence exists that we treat people as though they were numbers. People who feel that they are being subjected to such inhumanity are almost uniformly offended by it. When a person feels that he or she has been treated with less dignity than that accorded to punched cards, that person usually feels helplessness and bitterness.

People are not numbers, but their experiences can, nevertheless, to a degree, be collected, accumulated, and used as a basis for prediction. The important humanistic consideration is that in using numbers we not violate the integrity of the people whose human experience we are abstracting.

Millennial generations needs in the design and delivery of training.

14322523_10154650908715832_4391318693932779514_n:Training the Generation X and Millennial generation

Think of these five needs, or five factors, as antidotes

Boomer Habits                                            Millennial Needs

Use telling, text-oriented methods                 Involve to solve

Take a linear approach                                    Offer options

Use a leisurely, even pace                               Pick up the pace

Apply a trainer-focused style                          Link to the learner

Employ a prudent amount of fun                   Turn up the fun factor

10522562_10152946554170832_5806779337945096730_nInvolve to Solve

14196003_10205800943656861_8056031839396348260_oOffer Options

Pick Up the Pace

Link15195989_1140922826006123_8790694217671068748_o to the Learner

Turn Up the Fun Factor

Have a great week,

How do you train soft skills trainers remotely?

How do you train soft skills trainers remotely? by Kirilka Angelova

Answer by Kirilka Angelova:

Alice’s Adventures in Wonderland

Contracting may be used by a trainer (facilitator ,therapist, consultant, leader, and so on) to accomplish certain goals:

1. To clarify and define the relationship between the trainer and the client (the person or organization seeking the trainer’s services); and/or

2. To clarify with a client where the client is presently, where he or she would like to be (goals and objectives), and alternative ways (strategies) for getting there.

In the first case, contracting is used as a process to explore and define the relationship between the trainer and the client. The client’s wants and needs for services are detailed along with the range of services that the trainer is willing and able to provide. This period is a time of deciding (1) what the various parties involved want from each other, (2) whether they have the ability and resources to provide what is wanted from the relationship, and (3) whether they are willing to enter into the relationship.

In the second case, contracting is a specific tool that the trainer can use with a client to assist the client in evaluating the present situation (A), the desired position (B), and how to get to the desired position. Holloway and Holloway’s (1973) contracting model depicts the client’s present and desired positions and the decision that the client needs to make in order to move from one to the other. The “decision” can be seen as the choice of a strategy (strategies) that will accomplish the movement from A to B.

The trainer can understand contracting both as a process and as a framework that may be used (1) to establish a relationship with the client and to set mutual goals and objectives and (2) as a specific technique to involve the client actively in detailing A and B and the possible strategies for moving from A to B. This latter use encourages the client to take active responsibility for his or her present condition and future state.

Contracting as a Process

Contracting can be seen as a dynamic process along a time line, as opposed to a single event. The trainer and client begin with a “directional” contract, part of which may include the intent to recycle the contract: “In six weeks we will review the contract and update it.” Thompson (1974, p. 31) refers to “process contracting” and states that “the original ‘contract’ can be an agreement to work together to progressively define the relationship and to communicate desired ‘changes’ to one another as each party sees more clearly the development of its interests.” Part of contracting as a process is defining the relationship; one vital aspect of this is keeping the other parties involved in the contract explicitly informed of any changes.

Contracting as a Tool

Contracting is also a useful tool that can be used at various levels. At one level, the intrapersonal, an individual experiencing an inner conflict may use the model as an aid in deciding on strategies that will result in clarifying and eliminating the conflict.

A second level of contracting involves two or more people. For example, in a group setting, one person may feel that she dominates the discussion and may make a contract with other members of the group that (1) they will tell her when they experience her as dominating the discussion and that (2) she will check with them when she experiences herself as dominating the discussion. A third level of contracting may be between the facilitator and the client, group, or organization. In this case, contracting may involve specifying issues such as time commitments, finances involved, or group-maintenance issues.

Two general approaches to contracting can be useful as guidelines. The first approach concentrates on establishing the relationship between the client and the trainer. The second approach attends to defining the relationship between the client and the problem. In this approach, the trainer assists the client in moving from A to B. Although there is a great deal of overlap between these two approaches, they are presented separately. Depending on the setting, the facilitator may find one approach or the other more useful.

Negotiating the Relationship

A basic structure for using contracting in training can be used for negotiating roles, expectations, and mutual benefits in nontherapy settings as well. There are four requirements for this negotiation: (1) mutual consent, (2) valid consideration, (3) competency, and (4) lawful object.

Mutual consent means that both parties have an adequate understanding of the agreement. What both want and expect from the relationship should be clearly detailed. Thetrainer needs to provide the client with possible time involvements, financial costs, courses of action, methods that may be used, expectations, risks involved, and so on. The client provides the trainer with information concerning expectations, the nature of the problem, objectives, people to be involved, time commitments, and so on. It is important that both the client and the facilitator give each other sufficient information so that both will be able to make informed decisions. The three ingredients of valid information, commitment, and free choice are necessary considerations.

Valid consideration involves an explicit statement of the benefits that each party to the contract will confer on the other. Benefits for the trainer might include money, additional experience, enhanced reputation, or publishable material. For the client, they might mean new information, the alleviation of the problem, or training.

Competency concerns the ability of the parties to enter into the relationship. For the trainer, the question is whether he or she has the competencies and the background to do what the client is requesting. For the client, competency may relate to his or her authority to enter into an agreement. Does the client have the position and the sanction of the organization to enter into such an agreement?

Lawful object requires very simply that what both parties are agreeing to is legal.

With the framework of these requirements, a checklist of questions can be provided for the facilitator and the client in order to explore their relationship.

Mutal Consent

What are the time requirements?

What are the financial costs involved?

Are there any risks that the client/trainer should be aware of?

Who will be involved?

What are the expectations of the trainer?

Are there any ethical concerns involved?

What methods might the trainer use?

If there is research involved, how will the information be used?

Valid Considerations

What will the client pay the ftrainer?

Are there rewards other than financial ones? If so, what?

What rewards will the facilitator provide for the client?

Is the trainer competent to do what the client is asking? What kinds
of backup services are available?

Is the client in a position to enter into the contract?

Does he or she have the authority to do so?

Lawful Object

Is the agreement legal?

Clarifying Goals and Strategies

In the second approach, contracting focuses on the client and the “problem.” This approach asks four questions: (1) What are the client’s wants? (2) What is the client willing to do to meet these wants? (3) What are the client’s criteria for success? (4) What benefits does the client gain on completing the contract?

Determining the client’s wants involves a clarification of both the present situation and future goals and objectives. The more specific and behavioral the terms of the descriptions are, the easier it is to determine whether and to what extent they have been met. Sometimes the client may feel totally lacking in goals or objectives. In this case the first “want” in this first step may be to “determine goals.”

To find out what the client is willing to do to meet his or her wants involves strategies and action plans. There may be many ways of moving from A to B, and part of this step is weighing the various alternatives. Again, it is important that the answer to this question be expressed in the most specific, behavioral, and measurable terms possible.

Criteria for success are essential in order to evaluate results; and, in order to determine whether the criteria have been satisfied and to what extent, the criteria must be specific.

The question of benefits is linked to motivation. If the client completes the contract successfully, what will that mean to him or her? Will the client think differently? act differently? feel differently? have more income? Are these outcomes pleasing?

This approach, focusing on the client and the problem, can provide the facilitator with a frame of reference. Although the questions are presented sequentially, they are interrelated; and in practice the facilitator may experience a good deal of overlap. Both the facilitator and the client also need to be aware that the contract may be recycled at any time.

Contracting has advantages on many levels. First, within the contracting process, the client’s integrity and autonomy are respected. The first approach emphasizes how important it is for the facilitator and the client to “level” with each other. Both need to reveal hidden agendas, and both are held responsible for their actions.

Second, and closely related, contracting may clarify the “helpee-helper” syndrome, a relationship filled with pitfalls. The charismatic helper may leave the client floating on a magic cloud but with no understanding for self-help when the cloud disappears. The “helpless” client may seduce the facilitator into solving the problem and then discount the solution with “Yes, but…” . Contracting avoids some of these pitfalls by asking the parties to level with each other and to state expectations clearly.

A third advantage to contracting is that it can function to detect and/or eliminate latent conflict at an early stage. The emphasis on clear understanding helps here, as well as the recycling points built into the process. Contracting can also be used as a specific tool for controlling or managing conflict.

The Cat’s answer to Alice provides an excellent model for contracting: Which way you go depends on where you want to go. Contracting is a tool and a process that can help people find answers to where they are, where they want to go, and how to get there

How do you train soft skills trainers remotely?


BCBG/ Herve Leger NYFW12

I had the privilege of having sneak peek of the Herve Leger and BCBG collections before they hit the runway! I went to the showroom and walked around, saw all the last minute preparations, and watched the leather harnesses being made and cut and the last hems being sewn on the dresses! Before each show I got to go backstage and meet the designers and take photos of the organized chaos that happens just before the show! I was seated right in the front row for both shows. It was really an honor. Enjoy the photos!

Here are some crappy phone pictures of backstage and the show for BCBG:

And heres the photos backstage and at the show for Herve Leger:

Here are some photos taken from style.com so you can see my favorites from both shows!

Whew that was a long post.
Love you all.

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How do archives and other cultural institutions such as museums determine the boundaries of a particular community, and of their own institutional reach, in constructing effective strategies and methodologies for selecting and maintaining appropriate material evidence? This book offers guidance for archivists, record managers and museums professionals faced with such issues in their daily work. This edited collection explores the relationships between communities and the records they create at both practical and scholarly ...

Community Archives: The Shaping of Memory 2009, Facet Publishing, London

ISBN-13: 9781856046398


PDL switches on to IT

'The knowledge-based economy has impacted on PDL in a big way,' says Steve Scott, manufacturing executive for the Christchurch-based electrical accessories manufacturer.

"The knowledge-based economy has impacted on PDL in a big way," says Steve Scott, manufacturing executive for the Christchurch-based electrical accessories manufacturer. "One area is development of new technology products, such as e.Boss, a smart building system and motor speed drive controls." PDL also benefits in other ways, says Scott, such as through international web-based equipment servicing for some products.

PDL owns the Mastertrade wholesaler and distributor chain with offices in New Zealand, Australia and Germany and has manufacturing offices in Christchurch and in Asia. It has employed new personnel, particularly in IT, and reorganised the IT environment under much stronger management. PDL is also continuing to research and develop e-commerce initiatives, mainly in the Mastertrade businesses.

"We are looking at what strategies to employ, what services to offer and how much information is to be supplied, says Scott. "We will then look at people to run the system, and this will require some higher-level skills than we currently have available. There are some instances where computers are replacing traditional methods, but that generally affects supervisor levels on up. Programs at lower levels are generally written in such a way that they only require pressing one or two buttons. On the supervisor level up, however, requirements are rising. A computer integrated manufacturing system requires a reasonable knowledge of computers. It is an issue. We need to do things a lot smarter to keep our edge."

PDL has had a large-scale restructuring programme in progress for 14 months. The company is moving from informal systems, where policies, processes and procedures were not in place. It is implementing an MRP2 system, which involves education and training, getting policies into place, and having a holistic, integrated system from senior executives to delivery people. There is less than a year to go in the process, which will be followed by ongoing education and continual improvement.

Benefits from reorganisation already include improved customer service and a reduction of inventory. Since the start, there has been an 18% to 20% improvement in customer service and a reduction of inventory of about 30%, the company says, which represents considerable savings. The company has a key performance indicator approach, and all indicators are trending toward the positive. Key performance indicator tracking is in itself computer-driven.

"We have had some difficulty in obtaining skills at a high level, especially at the senior executive level, and engineering is also requiring overseas imports," says Scott. "There are difficulties in employing people from overseas, particularly for urbanites, so that requires an extra factor in personnel selection. On the shop floor, there are issues of literacy, but it isn't so far a real problem at PDL." He says the MRP2 programme includes a large amount of training. "We also have a performance management review programme, which adds to training."

In high tech areas, such as e.Boss, there aren't a lot of other players, says Scott, so competition has not a been a real factor for PDL. There are other issues, however, such as sourcing of electronic components. Even though PDL is a reasonable sized local firm, it is small in terms of the global environment, so the large global firms tend to get preference. PDL is resolving this to some degree through e-business, using sites that cater to supplying smaller firms. Although there are risks in e-business, it is capable of providing significant advantages.

A much larger problem is in the economics of manufacturing here, says Scott. "With the current environment, as a manufacturing company on the global stage, we are considering where we should be making product." Raw material costs are soaring, he says, and the company is already moving commodity product manufacturing overseas. This has a variety of problems, including loss of local jobs. Specific local issues include the dissolution of the Employment Contracts Act, he says. "We have issues already with contracts. A lot of New Zealand manufacturers are considering an overseas move."

It is not all bad news, however. According to Scott, "the advantages of a knowledge-based economy are that it removes New Zealand isolation and opens all sorts of new markets. Issues of knowledge and communication are at everyone's fingertips, and electronic transfer and orders have huge advantages in creating efficiencies. To take advantage of this, all businesses need to get on board. There is some reluctance among smaller businesses, such as our small suppliers, but removing the paperwork and enabling electronic transfer have great advantages for all business."

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Fiji banded iguana in Vienna Zoo on 2013-05-12

A Fiji banded iguana in the Vienna Zoo on May 12, 2013.

The Fiji banded iguana (Brachylophus fasciatus) is an arboreal species of lizard endemic to some of the southeastern Fijian islands. It is found in Tonga, where it was probably introduced by humans. It is one of the few species of iguanas found outside of the New World and one of the most geographically isolated members of the family Iguanidae. Populations of these iguanas have been declining over the past century due to habitat destruction, and more significantly, the introduction of mongoose and house cats to the islands. The species is diurnal, spending their days foraging, basking and watching over their territories by day and retreating to the treetops at night. Fiji iguanas are considered a national treasure by the government of Fiji, and its likeness has been featured on postage stamps, currency, and phone book covers.

Distribution and Habitat Edit

The Fiji banded iguana is endemic to the Fiji Islands and is found on the islands of Wakaya, Moturiki, Beqa, Vatulele, Ono, Dravuni, Taveuni, Nggamea, Vanua, Balavu, Avea (Fiji), Vatu Vara, Lakeba, Aiwa, Oneata, Vanua Levu, Totoya, Kabara, and Fulaga. It was introduced to the Tonga Islands, New Hebrides, and Wallis and Futuna 300 years ago. It has been introduced to Vanuatu as a feral animal in the 1960s. The current wild population is less than 10,000 individuals in 29 distinct subpopulations. Fiji banded iguanas inhabit most of the undisturbed habitats on these islands, from high cloud forests to low-lying coastal swamps.

Description Edit

Sexually dimorphic, males have two or three white or pale-blue bands 2 centimetres (0.79 in) wide crossing their emerald green background with a pattern of spots and stripes on the nuchal region. Females, on the other hand, are solid green with occasional spotting or partial bands. Both sexes have a yellow underside. Fiji banded iguanas reach 60 centimetres (24 in) in length when measured from snout to tail tip and bodyweights of up to 200 grams (0.44 lb). The crests of these iguanas are very short reaching a length of 0.5 centimetres (0.20 in). Although there appear to be slight variations between insular populations, none have been well-described. The animals from Tonga are smaller and leaner, and were previously described as B. brevicephalus. The skin of this species is sensitive to light and the lizard can change its skin color to match its background. Captive specimens have been observed matching the pattern left by the screen tops of their cages in as little as 30 seconds.

Behavior Edit

The species is diurnal, spending their days foraging, basking and watching over their territories by day and retreating to the treetops at night. Male iguanas are highly visual, and aggressively defend their territories from rival males. The iguanas will deepen their green coloration to intensify their bands, and bob their heads and intimidate intruders by lunging at them with open mouths. They often expand and flare their dewlaps to increase the size of their profile, following up with violent battles amongst each other.

Diet Edit

Fiji banded iguanas are herbivorous,they feed on the leaves, fruit, and flowers of trees and shrubs, particularly hibiscus flowers of the Vau tree (Hibiscus tiliaceus) and fruit such as banana and papaya. Captive hatchlings have been observed eating insects; however, adults usually will not.

Reproduction Edit

Courtship is similar to other iguanids, with males approaching and tongue flicking the female's back, forelimbs and nuchal regions after a series of rapid head bobs. The breeding season occurs during the month of November. The Fiji banded iguana is oviparous and has a long incubation period of 160–170 days. Females guard the nest of three to six eggs, which is unusual for iguanids. Hatchlings emerge from their eggs in the rainy season and obtain moisture by licking wet leaves.

Threats Edit

The biggest threats this iguana faces is habitat loss due to fires, storms, agricultural development, and competition from feral goats. A secondary threat is introduced predators in the forms of rats, mongoose, and cats which prey on the iguanas and their eggs. Additionally the iguana has been hunted as a food source and for the illegal exotic animal trade.

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