text:
Will We See an Apple TV SDK at WWDC? Eventually, Yes
- Jun. 7th 2008 4:47 pm PT
Do you really believe Apple has time to waste on a "hobby"?
Steve Rubel at Micro Persuasion so very doesn't. He's written an insightful examination of the deeper plan for the product. He argues that with maybe four or five million to be sold by the end of the year, and with the OS X developer community expanding at a phenomenal rate on strength of the iPhone (and, let's face it, the Mac) it's only a question of time before Cupertino ups its game for Apple TV.
"To date, more than 100,000 developers have downloaded the iPhone software development kit (SDK). This will create all kinds of value on a platform that has arguably sold double the units as Apple TV. Expect Apple to do the same with Apple TV in the near future. It may not be at this year's Worldwide Developer Conference (WWDC), but I guarantee it's coming. They're not going to let the hackers have all the fun. Further, watch for TiVo and Slingbox to do the same," he writes. Read it.
Breaking news on Apple and the tech industry. Get the latest on how Apple and its competitors are fighting to define the next generation of tech.


State Rep. Borris Miles of Houston has captured the Democratic nomination to replace state Sen. Rodney Ellis, putting him on track to win the seat in November.
Outgoing state Sen. Rodney Ellis, D-Houston, and state Rep. Borris Miles, D-Houston, chosen by a majority of precinct chairs to replace him.
Miles drew the support of a majority of precinct chairs who gathered Saturday to pick a successor to Ellis, according to the state Democratic Party. Miles will run unopposed in the general election.
The runner-up was another state representative from Houston, Senfronia Thompson. She won 30 votes to Miles' 49. Former City Controller Ron Green received four votes.
The election was triggered less than a month ago, when Ellis won the Democratic nod for Harris County commissioner. He is also running without a Republican opponent in November.
The highly abbreviated Senate race had raised the issue of whether Texas Democrats wanted to promote a House veteran in Thompson, thus losing influence in the lower chamber. Thompson is serving her 22nd term in the House; Miles his fourth.
Miles had the backing of former Houston Mayor Annise Parker and the current mayor, Sylvester Turner. Thompson, meanwhile, had racked up endorsements from labor groups and lawmakers from the area.
A similar process will now play out to replace Miles in House District 146. The Harris County Democratic Party will call a meeting of precinct chairs in the House district, at which candidates will have to win support from a majority of chairs to effectively succeed Miles.


text:
Mustapha Haciane, né en 1935, est un écrivain algérien.

Biographie
Né en 1935 à Rouïba, en Algérie, dans une famille d'origine turque, Haciane a commencé à écrire des poèmes à l'âge de 17 ans, en école secondaire, et a également étudié en France et en Suisse. Il a écrit la pièce À quoi bon fixer le soleil qui a été interprétée en 1967 par la troupe genevoise du Théâtre de l'Atelier. Il a écrit deux autres pièces : de retour en Algérie, il écrit La Vocation de l'abus et L'Escalier d'en face et, à Rio de Janeiro, il a commencé à écrire Les Orphelins de l'empereur. Il réside à Paris.

Références

Bibliographie
 Jean Déjeux, « Haciane, Mustapha »,Dictionnaire des auteurs maghrébins de langue française, Karthala, 1984.

Liens externes

Naissance en 1935
Universitaire algérien
Écrivain algérien

redpajama_set_name: RedPajamaWikipedia


DUSTBUSTER: Mop treatment available in both water and oil bases. Both products contain quaternary compounds and are safe to use on all hard floors and waxed surfaces.
VINEGAR: A 7% solution to be used as a floor neutralizer.
GRIDLOCK: A high gloss finish at 25% solids. Specifically designed for all high speed burnishing. Excellent gloss and wear resistance.
PLATINUM: A high gloss finish at 25% solids. Easily maintained with conventional buffers or high speed machines.
MIRAGE: A high gloss finish at 25% solids. Easily maintained with either conventional buffers or high speed burnishers.
PRISM: A high gloss finish at 18% solids. Ideal for applications requiring fast dry time. Responds well to burnishers.
FAST COAT: A low solids (15%) full acrylic finish for those areas where time and cost are minimal. Responds well to spray buffing. Economical top coat for more expensive finishes prior to buffing or burnishing.
THERMASEAL: Full acrylic, 22% solids, excellent initial gloss level. Ideal for all hard floor surfaces including concrete & asphalt. Not recommended for wood surfaces.
All acrylics are formulated with "Tritex" materials and surpass industry standards for slip resistance, water & black marking, gloss levels, removability and durability. Coverage is dependent on user and type of floor surface.
SPARKY: An anti-static treatment for carpets and upholstery. May be used in conjunction with "Stainmiser". Use full strength. Covers 500 sq. ft. per litre.
ACTIVE: A general purpose cleaner and degreaser for commercial kitchens (non food prep areas) (Mix 40:1).


text:
Chapter 1044 - 1044: Father Like Son
Not only that, before his death, the Ancestor was already at the Peak of Saint Realm. So he was already very strong.
The Ancestor of the Meng Clan had died while trying to break through to the next realm so he could pass to the Immortal World. Unfortunately, that was when some scheming bastard attacked him, killing him in the process.
Ancestor Meng became a Dark Spirit because of his strong will, unfulfilled desire, and negative thoughts of rage.
Unfortunately, despite being a Dark Spirit, he found himself trapped until the day his Descendant, who happened to be the current Emperor Meng, found him.
"Come on. Let's start again. Even if you're a Dark Spirit, I'll destroy you to your core. You're a being of the past week don't deserve to exist in this world anymore," Emperor Du said as he attacked Ji Shan again, this time, not holding back in the least.
Now that he knew that Ji Shan had a Dark spirit of a Saint Realm Cultivator, he didn't have to go easy. No, he couldn't afford to go easy.
He directly brought out his Saint Grade weapon, which was one of the strongest weapons that were possessed by any Emperor present here.
"I hope you don't mind me using my weapon. It wasn't against the rules either," he told Emperor Meng.
Emperor Meng only smiled in response.
"Is that it?"
The mostly mute Ji Shan finally opened his lips as he gazed at the weapon of Emperor Du.
"I have one of my own," Ji Shan said as he gently waved his hand.
A weapon appeared in Ji Shan's hand, which seemed to be a dark Scythe with silver markings.
"A Saint Grade weapon? Emperor Meng, did you give him your weapon?" One of the Emperors asked Emperor Meng as he watched the weapon in Ji Shan's hand.
"I gave him? Nope. That's the weapon that belonged to him even before I was born. He used the Silver Shattering Scythe that became associated with his name.
"It's the weapon of that Dark Spirit when it was alive? A Saint grade weapon? Interesting..."
"That's right. It's the weapon of our ancestor Meng. I didn't even know it existed and where it was hiding. But as he came back, he also found his scythe," Emperor Meng muttered as he smiled.
"Ancestor Meng? So he is your Ancestor?"
The shocking revelation came as a surprise to everyone. They knew that it was a strong Dark Spirit, but for it to be a spirit of Emperor Meng's ancestor? That meant it was more threatening than any random Saint Realm Dark Spirit.
"Ancestor Meng, it's good to meet you again. So, which ancestor were you? After the portal was opened between our world or before? Don't worry. I will treat you with as much of a respect as you deserve," Emperor Du said as he grinned.
His eyes also started shining darkly.
"Wait a minute; he has the eyes of Du Liang? Special Physique?"
"How come we never knew about it?"
"Amazing! So he was hiding his skills!"
"Emperor Du has really hidden his secret well."
Seeing the eyes of Emperor Du, everyone was shocked. They knew about Du Liang's eyes and how it boosted his strength even further, but Emperor Du was already one of the strongest Emperors in this world. For him to have these eyes? He was basically a grown-up Du Liang?
While everyone was wondering about what Emperor Du revealed, Long Chen was thinking about a different thing.
Du Liang had used that spatial displacement trick which made him impossible to be hit. When he used that, his eyes were shining. So whatever that skill was required these eyes.
Didn't this mean Emperor Du was trying the same thing? Or was he going ahead with a different trick? If it was the previous, didn't it make him invincible? Even Long Chen had only assumed that the skill could be broken with his Sword of Time; he wasn't sure. But for Ji Shan, breaking that skill was basically impossible.
And now that it was revealed that Ji Shan had the Dark Spirit, Emperor Du was going to kill him, that too very easily. Ji Shan was going to die unless Ji Shan could find a skill to use to counter that mysterious spatial displacement skill.
Emperor Du wasn't idle like Du Liang. He didn't stand and let the enemy hit him. Instead, he ran towards Ji Shan with his Sword.
Ji Shan ran towards Emperor Du with his Scythe.
Ji Shan raised his scythe and Swung it down, intending to cut Emperor Du in half. The Scythe started shining with mysterious light, making the atmosphere unstable. Even the sky was covered in clouds.
Simultaneously Emperor Du attacked with the sword, intending to block the sword.
Both Scythe and the Sword were about to touch each other, but the sword passed through the scythe like it didn't even exist.
Emperor Du also passed through the scythe, similarly, without stopping. Not only that, he even passes through Ji Shan as if he was an illusion.
Ji Shan hastily turned back, knowing he had messed up. But it was too late already. A sword slashed his back, cutting his back. A deep gash was left behind. Fortunately, Ji Shan was fast and stepped forward hastily, saving himself from being cut in half.
His back was bleeding, but he wasn't heavily injured. It did seem painful, though. Long Chen couldn't help but clench his fist as he saw Ji Shan hurt.
Even though it was a battle between Ancestor Meng and Emperor Du, the one who was getting injured here was Ji Shan.
That poor guy... He had lost so many things already. He lost the woman he loved who was killed right before his eyes. He was kept imprisoned for a long time, tortured.
Then he found another girl, who was also killed before his eyes, partially because he was associated with Long Chen. And that all wasn't enough; he was again tortured. And now, he even lost his body. It happened right before his eyes, and Long Chen couldn't do anything but feel bad.
He was feeling a strange urge inside him to do something, but he couldn't do anything. This battle was going to end. He was helpless to bring that Dark Spirit out and help Long Chen. And the way this fight went, Ji Shan was clearly on the losing end.
He couldn't even hit Emperor Du, becoming only a target practice.
Even Emperor Meng was frowning now. Why does this guy have the same annoying ability as his son? This cockroach!

redpajama_set_name: RedPajamaCommonCrawl


text:
Q: How to retrieve parent menu item name of current submenu item I have a menu item Services which has 5 submenus. Now when I click on one of those submenus, like Flexible Endoscopes I manage to echo the title of child item or current page title. But I can't find any info on how to output parent menu item name. I found a method called menu_item_parent but that just prints number to the screen and not the title. How can I echo both Services menu name and its current displayed submenu item Flexible Endoscopes? My current code that just prints a number to the screen:
add_filter('get_the_excerpt', 'wpse_custom_wp_trim_excerpt');

    add_filter( 'wp_nav_menu_objects', 'wpse16243_wp_nav_menu_objects' );
    function wpse16243_wp_nav_menu_objects( $sorted_menu_items )
    {
    foreach ( $sorted_menu_items as $menu_item ) {
        if ( $menu_item->current ) {
        var_dump($GLOBALS['wpse16243_title'] = $menu_item->menu_item_parent);
        break;
    }
    }
    return $sorted_menu_items;
    }

redpajama_set_name: RedPajamaStackExchange


It has been said many times that "Accounting is the Language of Business". All business activities are summarized and recorded numerically. The summarizations of these transactions are called financial statements and form the starting point for both internal and external users of business information.
While there are many additional explanations in the foot notes sections of external financial statements, the statements themselves still become the starting point. Since financial statements are universal in nature (subject to various accounting principles and practices), accounting truly is a universal language and the language of business.
The study of Financial Accounting is the beginning of understanding how financial statements are created and the foundations behind them primarily for usersers external to the organization. The focus to provide information and analysis for internal users of information comes under the category of Managerial Accounting. Accountants are asked to provide organization managers with relative information so informed business decisions may be make. Managerial accounting is primarily a focus from a forward looking business perspective while Financial Accounting is more of a historical perspective.
Intermediate Accounting covers in-depth studies of the Balance Sheet, Income Statement, Statement of Retained Earnings, and Statement of Cash Flows. The framework as set forth by the Financial Accounting Standards Board and some evolving International Financial Reporting Standards are discussed relating to those financial Statements.


text:
On the Recent Changes at Greater Baltimore Technology Council
December 13th, 2011 — baltimore, business
It's been a busy few days in the Baltimore tech scene, sparked by the recent changes in leadership at the Greater Baltimore Technology Council. While I have been on the board since 2004, because I was away on travel the last two weeks, I did not directly participate in the decisionmaking process that led to the most recent changes. In fact, I've been largely consumed with building my new business (410Labs) for the last year and I've not had time to participate in GBTC as much as I'd like.
However, there's been a lot of speculation about the motivations and thinking behind the change, and as I've at least been a part of the ongoing conversations that led up to it, I feel compelled to speak up to set the record straight.
Here's a brief recap of the facts.
1999-2007: GBTC was setup as a standalone organization and was extraordinarily effective at rallying the community, building new programming, and creating connections, under the leadership of Penny Lewandowski and Steve Kozak.
2006-2007: The GBTC began a long term strategic assessment process, focused on modernizing the group's technology systems (databases) and also providing value to both small and large businesses. Several recommendations were made with a goal of "building the innovation ecosystem" in Baltimore. I participated in this "strategic planning committee" at that time.
2008-2009: Community-developed events like Ignite, Barcamp, SocialDevCamp and others had begun to cause many to question GBTC's role: was it for networking events, or educational events? Was it focused on small businesses, or big ones? How would it be funded? What was the membership model? The Strategic Planning Committee grappled with many of these questions.
January 2009: the board formed a "Strategic Advisory Committee" co-chaired by me and Rick Geritz, another local tech entrepreneur. We conducted a series of interviews and surveys to help understand perceptions and best potential roles for GBTC going forward.
May 2009: We prepared a set of recommendations and submitted them to the board. The recommendations included the idea that the group should, in addition to focusing on the needs of larger companies, also focus on cultivating entrepreneurs and driving entrepreneurship in the region. The board approved our recommendations and authorized Steve Kozak to move forward with implementing them.
June 2009 – June 2010: Kozak and the board engaged in a process geared around making the changes we recommended. (The changes would, in fact, ultimately be quite sweeping and could not be implemented overnight.) As part of that process, several additional ideas and models were explored.
June 2010: Ultimately, the board came to feel that Steve Kozak was not the right person to implement these changes, and sought to go in a different direction with leadership. This is not a ding on Steve; he's a strong and talented leader who did much good for the organization. But the board felt that it was time to make a change in order to more quickly implement its strategic plan, a move which by that time had gained some urgency.
June-December 2010: Jennifer Gunner acted as interim Executive Director, and did a strong job of moving the group in the direction outlined by the board. However, the board felt that it should perform due diligence in performing a search for a new executive director – a process in which Gunner would also be considered as a candidate. The board authorized a Search Committee to review candidates and select a new executive director. (I did not participate in that committtee.)
December 2010: After reviewing all of the candidates, the Search Committee recommended that the board hire Sharon Webb as CEO, and appoint Gunner as Chief Operating Officer. Webb would be tasked with implementing the strategies outlined as part of the strategic assessment conducted in 2009-2010 and would accordingly have full authority to hire, fire, and make tactical changes, as required.
2011: Webb got up to speed with the organization and interviewed many members and partner organizations to get a feel for how to best proceed. She did an admirable job, and has a strong background in leadership and strategic change. However, as an outsider to the tech community, some wondered if she was the right person to lead the group. Changes in leadership led to many staff departures, including Gunner. This is understandable and not a reflection of anything Sharon did wrong. On the whole, the group had made some bold moves and was moving in the right general direction.
December 2011: Jason Hardebeck, who in 2001 had founded WhoGlue, one of the first social networking companies, just completed the sale of his company's assets to Facebook. Hardebeck has long-time ties with GBTC and has known several board members (including myself) for over 10 years. As an energetic, experienced entrepreneur familiar with issues affecting large companies, small companies, and GBTC, he appeared to be a "catch" for the organization. The board made the decision to offer Hardebeck the executive director job, hoping to accelerate its new strategic plan, and put someone in place who was more directly acquainted with the Baltimore tech community. Again, this is not a statement against Sharon Webb, it was just an opportunity to move forward with an exceptionally strong candidate. Had the board waited, Hardebeck would likely have moved on to something else.
So, that's the truth. All of it. Some have accused GBTC of trying to "spin" its PR message, and while it's true that the group cares deeply about protecting the reputation and feelings of the folks involved in a potentially challenging situation, there has certainly been no effort made to conceal the truth.
Others have even gone so far to say that there are tones of sexism in this action by GBTC, and that GBTC's board must be dominated by "white males." This is a particularly daft unfounded line of thinking, as the board is quite large and is made up of a large contingent of brilliant, strong, women and men, including many people of color and diverse backgrounds. While white males are not under-represented, charges of sexism (or any other -ism) are completely unwarranted. Historically this is a board that employed Lewandowski, Gunner, a staff of females, and hired Webb. Enough conspiracy talk.
About Jason Hardebeck
If you've not had a chance to meet Jason Hardebeck yet, I encourage you to do so. He's smart, understands entrepreneurship, and Baltimore Tech. He's already making changes at GBTC, including blowing up its office in order to put its staff out into the community.
Some people know Jason's story and background, but others don't. Some have asked me, "So, he sued Facebook and sold them some patents. Sounds like a patent troll. Can I really look up to that?"
But the full story is complex. As mentioned, he started WhoGlue, one of the very first social networking companies — before LinkedIn or Facebook, back in about 2001. He was probably too early. He pursued alumni association contracts and built a successful business. Around 2003, he acquired a product (and an associated set of patents and a developer) from Siemens, the German communications firm, which would help him to expand his company's product. He did that and expanded its capabilities, and continued to expand his business. However, due to a variety of factors, his product did not evolve into LinkedIn or Facebook, despite being early to the social networking market.
However, he owned some valuable intellectual property, namely patents for mechanisms for controlling what information people can see about each other in the context of a social network. He put these patents up for auction, and there was considerable interest.
My understanding is at this point he contacted Facebook to inform them that they were in violation of his patent portfolio, and to inquire about a settlement. I believe they responded with a cordial, "So sue us." (Facebook's approach to IP has been from the start to settle on an as-needed basis.) So he did. This led to a settlement and acquisition deal, which I suspect Jason can't say much about himself because of the terms of that arrangement.
So, to dismiss Jason as a mere "patent troll" is to severely misunderstand his background and motivations. He was early to market, made substantial investments in building a business, did so, and then acted to leverage the assets he had built up using the laws afforded by our system. This is totally reasonable, and if you spend some time talking to Jason, you'll see that he totally "gets" both entrepreneurship and technology. I don't say this about many folks.
There is a cohesive vision for tech in Baltimore coming together now, between GBTC board members and others in the community. People like me, Jason Hardebeck, Greg Cangialosi, Mike Brenner, Jason Pappas, Tom Loveland, Mike Subelsky, Ann Quinn, Newt Fowler, Ellen Hemmerly, Ann Lansinger, and many others are starting to coalesce around a common set of goals, and agree about what the future can look like. There is more agreement than disagreement.
Tomorrow I'll start to outline more of that vision. But I'll leave you with one last thought.
If you don't feel like your voice is represented in the conversation about Baltimore Tech, speak up. If you don't think GBTC represents your views, we invite you to ask to join (or present to) the board. GBTC is all of us. There is no wall keeping out certain kinds of voices. It's all about participation.
I volunteered my voice in 2004. There's no one stopping you from doing the same today. In fact, it's more urgent than ever.
P.S. – For what it's worth, I did not run this post past anyone at GBTC, its chairman (Jason Pappas), or the board. It's the truth, and I believe the truth is always the best PR.


I am pretty excited about the forthcoming Pogo Connect stylus for iPad and iPhone. While there has been a slew of stylus'...none have really excited me. After using each of them, I was largely disappointed. Granted I am not an artist but I just felt like I was squishing a rubber or felt nub around to get some dimensionality into whatever I tried to sketch.
The good news is that there is a new set of solutions on the horizon that offer a path to provide greater control over the sensitivity and tactile nature of using a stylus on a tablet. Ten One Design (the makers of the basic but popular Pogo Sketch) is about to launch a Bluetooth 4.0, pressure sensitive stylus that communicates the pressure of the pen to the application wirelessly on the iOS device.
Artists have enjoyed this capability with some high-end graphics tablets and will surely enjoy this advancement but for me the best benefit of this type of solution is that the application can ignore all touch inputs except for the pen. If you have used a stylus to take notes on a multi-touch tablet, you probably have had the experience of your wrist touching the display and drawing something on the screen. This stylus can address this and turn note-taking into a joy.
I am really looking forward to this and some other intelligent stylus solutions to see how my tablet experience evolves. I will let you know when the price and availability is announced shortly.


Blockshift is a local co-op top-down shooter with elements of real time strategy in the form of power-up management.
Player 1 uses "A" and "D" to move left and right, and "S" to shoot. Player 2 uses left and right arrow keys to move left and right, and up arrow key to shoot. Use "W" and the down arrow key to activate power-ups for Player 1 and Player 2 respectively.
Power-ups can can be activated in singles or doubles if you have two in a row. It's better to get doubles because the effect lasts longer. The "Red Power-up" heals you, the "Blue Power-up" gives you a shield and makes you invincible for a shot period, the "Green Power-up" gives you a temporary damage increase and lets you destroy blocks faster, and the yellow "power-up" shoots a missile back at you to discourage spamming your missiles.


It's that time of year! Garden time. Here in Utah we plant our summer garden in the beginning of June and typically have produce to pick until late September. So we just planted our garden a couple of weeks ago. Not a lot is happening yet, but I still wanted to share our simple garden plan. We've lived in this house for about 2 1/2 years. This year we amended the soil with a fertilizer from our local nursery and it's made a huge difference. You can see the process in the photo above. You can also see two varieties of garlic and two varieties of onions that were started last year.
Here's what the space looked like one month later. Lettuce has popped up and the onions are ready to be dug out to make room for carrots (rainbow and nantes) and radishes.
The above photo shows what the space looked like after we pulled the onions (which we hung up to dry.) The carrots and radishes will start popping up in about two weeks. The garlic will stay in the garden indefinitely. I'll just dig up what I need to cook with and continue to divide the cloves of the rest to produce more garlic.
Grow What We Can Eat – I've made the decision not to worry about preserving many things this year because I'm simply too busy and I want to focus on other things. I may do a bit of freezing, but I won't be doing any big batches of canned goods. What we don't eat, we'll give away to friends and family.
The photo above shows our tomato plants and drip line. The drip line cuts down on weeds and saves water. The photo below shows our potato plants. Last year I was lazy and didn't dig out all the potatoes. So these are actually volunteers from the potatoes we left in the ground. I didn't plant anything new.
Work With What We Have – In my dream world we'd have a lovely potager style garden with raised beds. Our current house has an existing garden bed that we've been planting in for the last two years. We talked about building raised beds this year but because we don't have plans to grow old in this house, we have decided to keep planting in the existing garden for now.
There is a small bordered space just to the west of the existing garden (where the arbor is situated). The previous owners put their trampoline there. We use it as garden overflow. We have rhubarb, pumpkins, and squash planted over there. Anything that vines is planted over there so it has plenty of space to spread out.
I won't lie, a garden can be a lot of work but it doesn't have to be. We are guilty of taking on way too much in the past. Little by little, we are learning what our limits are. The bottom line is that I actually enjoy gardening, getting my hands in the dirt, and eating what we grow, but it has to be manageable or my hobby quickly becomes a chore.
Do you garden? What have you planted this year?


text:
Shock, Horror, Spirit: Hitchcock's Psycho (1960): Part Two
Christopher Sharrett
Leaning into the Challenge: Interview with Scattered co-creators Logan Mucha and Kate Darrigan
Güney, Yílmaz
The Unspeakable finds Voice: The 48th International Film Festival Rotterdam
Living Ghosts at the Melbourne International Film Festival
Eloise Ross
Displaced Allegories: Post-Revolutionary Iranian Cinema by Negar Mottahedeh
So Full Of Shapes Is Fancy: Matías Piñeiro's Viola
Heat (1995 USA 171 mins)
Prod Co: Warner Bros./Regency Enterprises/Forward Pass/Monarchy Enterprises B.V. Prod: Pieter Jan Brugge, Art Linson, Michael Mann, Arnon Milchan, Kathleen Shea Dir, Scr: Michael Mann Phot: Dante Spinotti Ed: Pasquale Bulba, William Goldenberg, Dov Hoenig, Tom Rolf Prod Des: Neil Spisak Art Dir: Margie Stone McShirley Mus: Elliot Goldenthal
Cast: Robert De Niro, Al Pacino, Val Kilmer, Tom Sizemore, Jon Voight, Diane Venora, Ashley Judd, Amy Brenneman, Dennis Haysbert, Natalie Portman, Ted Levine
Michael Mann has emerged as the quintessential cinematic poet of the postmodern urban world. His films transcribe into narrative fiction film some of the more thoughtful observations about postmodern society offered by scholars such as Fredric Jameson and Mike Davis (1). But while Mann is obviously an erudite artist versed in literature and the fine arts who happens to work in the popular genres, his concern is not to make accessible academic theory, but to offer the American cinema's most cogent observations about the fractured world in which we live. The city of Los Angeles, in particular, is a site of this exploration as it serves as the backdrop for several of Mann's most important achievements (especially Heat, which appears to be his masterpiece at the time of writing).
Taken from a teleplay previously filmed by Mann (L.A. Takedown, 1989), and initially billed as "A Los Angeles Crime Saga", Heat, contra its antagonists, isn't a puffed-up, generic cops-and-robbers story replete with tired conventions (though these conventions are there – the overworked, too-dedicated cop and his neglected family life; the relentless, noir-like pursuit of a nemesis) but an authentic epic about social disintegration. We are shown Los Angeles as an archetypal postmodern city, replete with a gentrified, hi-tech downtown corporate citadel filled with skyscrapers wrapped in two-way mirror glass, and designed to project the notion that "we can see you, but you can neither see nor have contact with us". This downtown is surrounded by miles of dying slums, the "multicultural" aspect of which would seem to be bourgeois society's attempt, in its last gasp, to give validity to the fading notion of the melting pot. Mann's L.A. is littered with the detritus (a word used by the wife of one of the central characters, Lt. Hanna) of post-industrial society: TV sets on rubble-strewn vacant lots occupied by the homeless; dead birds in sickly-green motel pools; near-abandoned communities festooned with satellite dishes; and, most alarmingly, human beings reduced to debris – a murdered teen hooker thrown nude into a garbage can.
Heat does indeed derive from older crime fiction, and from various conventions of the male-oriented action genres, especially the Western, but the film's inflections of these conventions are both subtle and remarkable. Lt. Vincent Hanna (Al Pacino) is in obsessive pursuit of hoodlum Neil McCauley (Robert De Niro) and his "crew" of high-line professional bank robbers and hijackers. Crucial to this pursuit is the film's erosion of the line between self and other, normal and abnormal worlds, a project also undertaken by the 70s horror film (e.g. certain works of George Romero and Tobe Hooper) and the best Westerns of the 50s and 60s (e.g. specific films of Anthony Mann and Sam Peckinpah). The self/other dichotomy is fused to an exploration of the male group, with the narrative exploring its homosocial/homoerotic dimensions, most famously observable in the remarkable pieta that concludes the film (featuring Vincent grasping the hand of Neil, who he has just mortally wounded). Hanna's interest in McCauley is first highlighted early in the film, when underworld fence Nate (Jon Voight) tells Neil, "he [Hanna] likes you", after Nate procures Hanna's LAPD personnel file. Such affection shared between men appears throughout the film. Neil is concerned with the welfare of his young, blond sidekick Chris Shiherlis (Val Kilmer); he intervenes in Chris' failing marriage to Charlene (Ashley Judd) less to save the marriage and protect his crew from Charlene's indiscrete behaviour than to retain his relationship with Chris. Chris, in turn, gravitates to Neil (he camps out on the floor of Neil's desolate seaside house); Neil rescues Chris from certain annihilation during the catastrophic downtown shootout after the aborted bank robbery.
The homosocial world that has for the most part defined the action-adventure genres stands rather nakedly exposed in Heat. The crucial emotional moments of the film concern men – most particularly the famous coffee shop meeting between Vincent and Neil – not men and women. Eady (Amy Brenneman) represents temporary solace and a sense of place to Neil (nostalgic talk of family and the past is central to their relationship). Vincent's marriage to Justine (Diane Venora) is, in his own words, "a disaster". Both Vincent and Neil preside over loosely-formed clans made up of the men in their lives (Neil's crooks, Vincent's cops) and their girlfriends/wives. The women are clearly peripheral, and unrelated to the fun/compulsions to which the men are repeatedly drawn.
The domestic scene, represented by the home Vincent and Justine share (Justine's from her previous marriage), is portrayed as suffocating and filled with the ills of the postmodern world: Justine needs Valium to begin the day; Vincent's prime solace is cable TV (which he finally rips from the wall and destroys when he learns of Justine's affair, as if to destroy domesticity itself). As their marriage collapses, Vincent rants about the "dead-tech postmodern bullshit house" they occupy.
Eady's presence almost prevents Neil from taking revenge on the psychotic, traitorous Waingro (Kevin Gage), but he finally chooses murdering Waingro over a life with Eady. Even Breedan (Dennis Haysbert), perhaps the narrative's most desperate character, leaves behind his girlfriend and the prospect (a very corrupt, dubious one) of a new, "normal" life to join Neil's crew.
Although Mann observes (on the DVD commentary track) that Neil is a "stone sociopath", while claiming that Vincent is capable of empathy, the line between the two men, in particular regarding the codes of masculinity they represent, seems very thin. Both Neil and Vincent are brutal men: the initial attempt by Neil and his crew to kill Waingro correlates to the attack by Vincent and Lt. Casals (Wes Studi) on Van Zandt's informant (Henry Rollins). Both men are governed, marginally, by the codes of conduct informing their respective social groups. These codes, like the organisations generating them, seem on the verge of collapse. At the end, both Neil and Vincent are alone, less, I think, to showcase the "final showdown" to which the drama has been moving than to emphasise their alienation from domesticity and forms of male organisation alike. While Heat is very much a work about men without women, or rather men who prefer the company of other men to that of women, it is also concerned with a male group at the end of its road. Mann makes considerable use of the convention of the Last Stand, a basic Western trope that was given a new turn by Peckinpah. Neil's gang knows it is under surveillance, yet robs the bank anyway, resulting in the hyperreal shootout in downtown L.A. that decimates it. Cheritto (Tom Sizemore) is killed, and Chris, who is badly wounded, eventually drifts into the night alone, his wife Charlene in police custody. One could say that the film is confused in its feelings about the death of the male group> This is unless one sees a heartfelt despair for the homosocial world, the violence that always replaces eroticism, and the inability of men to see the collapse of the patriarchal-capitalist project within the narrative. The final shootout, which seems so out of place in a major city, can be read as both the culmination of male assumptions and a glimpse of what still awaits humanity. Mann's portrayal of gun violence in this operatic scene has some affinities with the work of Peckinpah. While The Wild Bunch (1969) comments on the conventions of violence throughout the history of the Western, Heat observes the culture of "reality TV" and news shows that spectacularise urban violence.
The element of despair gives Heat, and other Mann films, a peculiar angoisse, emphasised in part by Mann's striking compositions and their extraordinary wash of cold blue/grey tones. Lonely men against empty backdrops are a feature of Mann's work. In Heat, a shot featuring Neil standing alone by a large bay window, a handgun on the table in the close foreground, is a signature image of Mann's work. Such images recall postmodern paintings by Eric Fischl and Robert Longo, suggesting the emotional bankruptcy of bourgeois life in the post-industrial moment (2). Mann's meticulous selection of music is also basic to the anguish that suffuses Heat. The work of Lisa Gerrard, Moby, Kronos Quartet, Einstürzende Neubauten, Brian Eno, and Mann's composer, Elliot Goldenthal, produce the effect both of hysteria (associated, it seems, with male disempowerment) and a requiem. Requiem may indeed be the dominant form of Mann's work, most appropriate for the civilisation he surveys.
See Fredric Jameson, Postmodernism, or the Cultural Logic of Late Capitalism, Duke University Press, Durham, 1991. See also Mike Davis, City of Quartz: Excavating the Future in Los Angeles, Verso, London, 1990.
For a discussion of the colour scheme and fine arts references of the film, see Nick James, Heat, BFI, London, 2002. See also my "Michael Mann: Elegies on the Post-Industrial Landscape", Yvonne Tasker (ed.) Fifty Contemporary Filmmakers, Routledge, London and New York, 2002, pp. 253-263.
Exiled/Fongchuk
The Heavens Call
Christopher Sharrett is Professor of Communication and Film Studies at Seton Hall University. He writes frequently for Film International and Cineaste. He is currently writing about Bruno Dumont.
Gravity of the Flux: Michael Mann's Miami Vice
Jean-Baptiste Thoret


text:
Q: DataTemplate.DataType = Collection? Is there a way to create a data template that handles a list of items?
I have Contact.Phones (EntityCollection<Phone>) and I want the data template to handle the list - add remove edit etc.
Is there a way to set the DataType property of the DataTemplate to generic EntityCollection<Phone>?

A: In my Emerald Data Foundation (EDF) tool I solved this by creating a more powerful MarkupExtension than x:Type that could specify generic types too.  That way I could write:
 <DataTemplate TargetType="{edf:Type generic:ICollection{local:Entity}}" />

Here's what I used:
  [MarkupExtensionReturnType(typeof(Type))]
  public class TypeExtension : MarkupExtension
  {
    public TypeExtension() { }
    public TypeExtension(string typeName) { TypeName = typeName; }
    public TypeExtension(Type type) { Type = type; }

    public string TypeName { get; set; }
    public Type Type { get; set; }

    public override object ProvideValue(IServiceProvider serviceProvider)
    {
      if(Type==null)
      {
        IXamlTypeResolver typeResolver = serviceProvider.GetService(typeof(IXamlTypeResolver)) as IXamlTypeResolver;
        if(typeResolver==null) throw new InvalidOperationException("EDF Type markup extension used without XAML context");
        if(TypeName==null) throw new InvalidOperationException("EDF Type markup extension used without Type or TypeName");
        Type = ResolveGenericTypeName(TypeName, (name) =>
        {
          Type result = typeResolver.Resolve(name);
          if(result==null) throw new Exception("EDF Type markup extension could not resolve type " + name);
          return result;
        });
      }
      return Type;
    }

    public static Type ResolveGenericTypeName(string name, Func<string, Type> resolveSimpleName)
    {
      if(name.Contains('{'))
        name = name.Replace('{', '<').Replace('}', '>');  // Note:  For convenience working with XAML, we allow {} instead of <> for generic type parameters

      if(name.Contains('<'))
      {
        var match = _genericTypeRegex.Match(name);
        if(match.Success)
        {
          Type[] typeArgs = (
            from arg in match.Groups["typeArgs"].Value.SplitOutsideParenthesis(',')
            select ResolveGenericTypeName(arg, resolveSimpleName)
            ).ToArray();
          string genericTypeName = match.Groups["genericTypeName"].Value + "`" + typeArgs.Length;
          Type genericType = resolveSimpleName(genericTypeName);
          if(genericType!=null && !typeArgs.Contains(null))
            return genericType.MakeGenericType(typeArgs);
        }
      }
      return resolveSimpleName(name);
    }
    static Regex _genericTypeRegex = new Regex(@"^(?<genericTypeName>\w+)<(?<typeArgs>\w+(,\w+)*)>$");

  }

The generic type name parsing code is in a separate method because it is also used by some other code in EDF.  You could combine it all into one method.

A: Wrap your generic list in a new class, which subclasses your generic list without adding anything.
This makes it possible to bind to the list from XAML.
This is described here:
Can I specify a generic type in XAML (pre .NET 4 Framework)?


"For the purpose of travels, both inward and outward, is not merely to see the unseen but to bring those wishes home, to share with those we love." The magic number tonight is 1075! Stars and the color red are embedded heavily throughout the episode. Some of my commentary is embedded in bold italics within the recap.
Lucy encourages Martin (Kiefer Sutherland) to send Jake (David Mazouz) to school where Soleil Friedman (Isabella Acres) goes. Jake pulls out a picture of a birthday party with Lucy and Amelia (Saxon Sharbino). Guillermo (Said Taghmaoui) is lurking in the background, but they don't know who this man really is yet.
Martin gets a text to meet at Lebanon Street off 6th, at 10 a.m. with presumably Calvin. Martin meets with Trevor (Greg Ellis). He wants Calvin (Lukas Haas) to think he is a reporter. Martin needs a cover backstory and Trevor needs a reporter of Martin's caliber. Martin accepts.
At the border of Pakistan and Afghanistan, it is 64.9 km to Peer Kalay, 207 to Kabul and 568 to Kandahar. Mallory Cane (Audrey Marie Anderson) tells her husband (Mackenzie Astin) on the phone that she thinks her hotel room phone has been tapped. The border guards take her into custody as her husband listens. The green flag is shown [it has a star on it]. The guard has a red circle that looks like the pattern Jake sees also like the QR code on Lucy's package.
Jake hands it to a woman sitting near them (Patricia Rae). It makes the woman upset and she tries to give it back to Jake. Lucy asks her if she knows Amelia. The woman does not respond to the question and Jake hands her purse to her, not before lifting an envelope from it. It is addressed to Seaman Vicente Corliss, Bldg 1075 Port Hueneme Naval Base, Port Hueneme, CA. When Lucy sees the number matches her box, she opens it. It contains cash and a picture of a man who looks like Guillermo. The letter says, "You must find him. I no longer can." The note looks like a suicide letter from someone to Vicente. Lucy is boiling water in a red kettle to open the envelope with the steam.
A limo pulls up for Martin and he gets in.
The woman looks for something on a map. Amelia draws tides in the Arabian Sea and labels Pakistan. There are red numbers on the map. She has a box decorated with butterflies [a few of them red].
Martin meets Calvin who is firing a gun at a range. He remembers Martin from the elevator. Martin says he believes Aster Corps is involved with criminal activity such as murder and kidnapping. Calvin says that the average person is lied to up to 200 times per day. Despite hating guns, Martin has some pretty awesome aim. Calvin approves.
Mallory is wearing a red scarf as she is escorted to prison. The guard thinks she is a spy but she tells him she is in sales.
The book at Amelia's house is "To Kill A Mockingbird". Frances (Linda Gehringer) says, "Today won't be a workday; it's a chance to get to know each other." Amelia is speed reading.
Back in the limo, Calvin directs Martin to building "J" , top floor, room 1075. He will need a red-level pass card. Mallory Cane has one. Calvin wants Martin to find her. He believes she can be persuaded to give him her card. Apparently Calvin wants his research back [or so he says].
At the naval base, Lucy and Jake meet with Vicente (Alex Ruiz). His aunt wrote the note. "So you've been out of touch?". [Cute line]. The portrait is of the man who killed Vicente's mother 4 years ago by slicing her throat. [Yep. That sounds like our Guillermo.] Aunt Sofia and his mom, Claudia Corliss, were identical twins. His mother was a savant astronomer with amazing insight who did not talk much either. [Star reference there.] She predicted the trajectory of the Corliss Comet. The picture that Jake drew was the path of the comet. He asks them to find his aunt. The Corliss Comet has a cycle of 122 years but it can be viewed that evening. Lucy theorizes that Sofia will wait to see that before she tries to kill herself.
Frances gets out a red board game called Tokeekol [not a real game name]. Amelia talks about the book, about "not understanding a person until you see their point of view." It's on page 177, 12 lines from the bottom. Amelia moves her piece then rolls the red dice (which match, number 9). The woman asks her if she knows what she'll roll next. Amelia moves the woman's piece 2 moves; the woman rolls snake eyes. Amelia sees herself winning the entire game.
Mallory meets with a man who threatens she'll be sent to Bannu prison if she is not honest.
Martin goes to Mallory's house. Her husband tries to choke him. She has been working on a program called T1 security program that Aster Corps sold to Pakistan. She found a flaw. Innocent people would be hurt. She threatened to go public when her supervisor did not act. Martin finds a file called the Fibonacci Project. He also finds a file for a bill to Stanford House on patient Adeline Danvers. And something called The Danvers Project. There is an expense memo for August 25-28 for meals, hotel and transport for a total of 800.27. He sees a dental bill for a "cavity fill with cap". [I wonder if she has some kind of implant.] That was the cover name for Amelia. Martin thinks she is being hidden, that Aster Corps does not know where she is because the money trail ends 3 weeks prior.
At BreakWire, Jake is trying to call locally 1-323-78 to 1-310-64. The principal of Soleil's school (Patricia Bethune) calls Martin. Jake made the connection between the two of them. School starts at 8:50 and Jake wants to go.
T1's sole purpose was to profile terrorists. The web says too many innocent people are being snagged. Calvin helped design it. Aster Corps is using it to set her up. Calvin is going to jam the program to give them time for her to be released but he needs a connection in Pakistan and Martin can help there–a man in LA named Nazim Farzat (Sanjay Chandani). It is the man who picks up Lucy and Sofia on the highway to bring them back to Lucy's car in a later scene.
Lucy goes to the Astraeus Society's observatory. The comet viewing was cancelled because of cloud cover.
[Nope I was wrong.] Sofia met Guillermo at her bar and invited him home. Guillermo became violent and tried to kill her. Sofia stuck him in the side of the neck with sewing scissors, but he killed Claudia and walked out the door with the scissors still stuck in his neck. Lucy explains that this guy thought Sofia was Claudia.
The guards throw Mallory out with her Aster Corps ID badge and bags.
When dropping Jake off, he goes into the lengthy detail about what Jake likes and does not. Soleil is very excited to see Jake.
Back at the house, Lucy recognizes Guillermo in the picture from 3-1/2 years ago at a park in New Jersey. She shows Martin the scar. She wants to know why he's standing behind her daughter 6 months after he killed someone just like Amelia. Which leads us to episode 4 of season 2.
See my individual comments to scenes in brackets above. The color red returns. Why red? In Chinese culture, it signifies good fortune and joy. Stars take on more significance. "To Kill A Mockingbird" was the perfect choice for a book. The symbolism in the book of the mockingbird is someone who is innocent and kind but is persecuted. I did an English paper back in grade school on this topic. Clearly, the mockingbirds in TOUCH are the 36 Righteous Ones. It is still unclear if Calvin is a good guy or bad guy or somewhere in between. Why did Guillermo not kill Amelia? Was she still on the path of righteousness and he moved on to another person?
What is the real name of tokeekol?
I thought I recognized the game, but I didn't. Did you?


Hey guys! I know I have been kind of off the radar lately, but that doesn't mean that things aren't working behind the scenes. I am still working, still writing, still editing and perfecting, so never fear! I currently have a lot of irons in the fire, one that is two days from being done, and one that I'm hoping to share more of come January. I have a lot of things I want to share, but this is the most important at the moment.
Psycho Path 3 is set to be completely done this week! It's crazy!! This has been a rough year for a lot of people, and due to that there were many bumps in the road to getting this finished. But we did, and it was worth the wait. I am so excited to send it to print after the holidays and put it in the online shop. I will have physical copies at my events, so go check out that page to see where you can get yours!
A page from Psycho Path #3, just for you!
Thank you so much for your patience during this journey. While I am a stickler for deadlines, the reality of this business is that we all do what we can, and things don't always get done on time. It's something that I have learned this year and has made me grow as a writer. Sometimes you just have to let that control go and let it be.
I will be doing a short video either this week or next to discuss my next series, The Aeonian, and some other projects that are coming in 2018.


The TapInfluence Product and Engineering Team has been at it again, and we're excited to share the following new product updates in the TapInfluence platform!
We all know influencer content is evergreen – especially blog posts that tend to garner engagement for years after their initial publish dates. But most marketers still only measure blog performance over a short period of time as they would with a typical media campaign. Tap wanted to make it easier for marketers to see how blog posts performed overtime and to easily spot time-based trends in performance. Now, in the Analytics tab under Views, you can see how blog views change day by day. If your assignment was created after October 9th, 2017, then you will see time series data for blog views in your analytics tab!
Tap is lucky enough to partner with more than 75,000 opt-in influencers. However, after our data team did some analysis, we found that not all of our great creators were appearing in search as readily as they should. This also meant that our marketers weren't being exposed to all the influencers that might be a great fit for their brands. To remedy this, we enhanced our algorithm so marketers can more readily find the perfect influencers for their campaigns. Give our new search a try!
Our strategy team has hand curated a series of new influencer lists in our Discovery dashboard based on popular search topics and categories. In these lists, we've included many influencers who are new to Tap, so we hope you'll take some time to learn about these great creators who could make wonderful ambassadors for your brand.
In our last product release, we announced the ability for users to create private notes on influencer profiles to share learnings across their teams. Now, an influencer's profile also shows the past assignments that influencer has participated in for that particular customer account. This way, with one click, marketers can see their past relationship with an influencer, the influencer lists that influencer is a part of, and the team's notes about that influencer! This is part of our effort to make Tap an even more comprehensive CRM for all your influencer practice.


There are certain ways you can predict or assume about the upcoming disaster, accident, bad things in you life, like accident, riots or fire dabage or anything which hard world, people. So, today we will know how to know about this accident in advance from Astro Uncle.
When sky becomes red during sunset for few days then it is the indication of riots, major accidents or fire. It shows their result between 2-3 months. If birds are flying in the night then it is the sign of natural calamity. An animal that lives in hole if they start running then it is the sign of tectonic motions or earthquake. When dogs have anxiety then it is the sign of natural calamity.
When dogs cry or fight with each other then it indicates there might be some problem in that society. If birds are not flying in the sky then it shows that there would be heavy rain. When there are uncertain waves occur in sea then it indicates that there would be cyclone. When ant take food and goes in a queue for few days then it shows that there would be heavy rainfall. When there are 5 Saturdays come in chandramash then there would be uncertainty in market.
If heat starts in February then it shows that there might be skin and infection diseases occur. If in the month of January leafs start falling from tress then there would be more heat in summer. People who have blood pressure problem they should take care of this.
If scratches occur in home then it is the sign of financial problem. Also in such homes if Pipal increasing then also they have to face financial problem and such diseases. If there are more silan or patches in home then it shows the disarrangement. It is the sign of financial and physical problems. If there are scratches in the kitchen then the work which is almost going to finish will stop. Family member have stomach problem. There might be conflicts in the family member. Scratches on the floor shows that there might be separation in the family or elder may have to suffer with such disease. If you found voice in doors then it indicates mental disorder or stomach problem. If such tress becomes dry then it is sign of such accidents or diseases at home.
You should do measure of Pitrudosh. You should do "Om Gram Gri Grom Shah Guruwe Namah". Do not keep unused stuff in the home. You can use white, light yellow and green colors in the home. You should do Gayatri mantra in the morning. Every person of the family should see the sun at the time of sunrise. You have to donate. You should take one bite for cow. Such homes do not have more worship or neural activities. You should do music or Kirtan. Family members should go for walk.
Dryness in the mouth is the sign of weak Sun. There might be physical disorder. There may be urine and liver problem. You should eat light food. You have to worship lord Sun. You have to drink more water. Avoid use of lentil. When you have more saliva in mouth then it is sign of problem which affects your prestige. It affects father's happiness. You should do Gayatri Yagna. You have to see Sun. Do not expose more.
If you have strain in neck then it affect prestige. There might be financial loss. Also there may be blood disorder. You should donate water to Sun. Also you have to see Sun.
When you have conflicts with your idol then it shows that you may have financial problem. It is also sign of anxiety in family. Problems would not be solved. Your prestige may be decrease. When you have conflicts with idol you should regret that.
If your skin becomes dry then it indicates that you may have problems. You should control over your speech. There might be decrease in custom. If your hair becomes dry then there might be problem in your marriage life. It also indicates financial problems. You will have stress. If your skin becomes dry, color decrease and hair fall occurs then it is sign of such problems. Your health will decrease. You may face problems in your marriage life. You may lose your prestige. You should worship Sun as well as your deity. You can donate your shoes. You should drink more water. Avoid anger. You can take support from father, good friends and idol. You have to take care of your liver. You have to check urine. Uric acid may increase. You have to take out first bite for cow. You have to donate banana rather than eating them. You have to control on your speech. You have to do "Om Bruh Bruhaspatey Namah". Do not wear dark colors. Avoid ego and greed.
If your skin becomes yellow then it is the sign of financial problem. It also indicates accident. You should take care of your heart. You have to do "Om Hom Ju Sah Sah Ju Hom Um". Do not eat oily food for 40 days. Do not eat non-veg food. You have to drink more water. You can tie up the root of arjun in white string in the neck.


Move the pieces and discover the animals hidden on this funny puzzle. INSTRUCTIONS: Use your mouse.
Join the match pieces making a limited number of movements. You have 35 difficulty levels. Use the mouse.
This is a Halloween version of Bubble Hit, and you have to get rid of the bubbles before they reach the bottom. Aim and shoot with the mouse.
Jump over the chips to guide the bird to the next level. You have to jump twice over the yellow chips to make them change to red color. Use the arrow keys.
You have to think carefully to put all the circles in place and join the blue dots. Use your mouse.
A physics game where you have to control the red ball and get it to the exit door. Avoid the obstacles and dangers and as you move forward it'll get more difficult and fun. Use the arrows.
This game is quite similar to Candy Crush, but you have to complete a series of tasks before the time's up. Use your mouse to move the arrow keys.
Simple puzzle game where you will have to place some pieces on the platform and keep stand for 5 seconds. INSTRUCTIONS: Use your Mouse.
Get to the end by joining the dots before you run out of energy. Use your mouse.
Kill time with this puzzle and get rid of as many blocks as you can to earn coins. Click on 3 identical shapes to destroy them.
Remove the similar pieces in this funny puzzle game and score lots of points. Make arcs of three similar gems to do it.


text:
In the Absence of U.S. Action on Paid Leave, Multinationals Make Their Own Policies
By Judith Warner and Danielle Corley November 17, 2016, 6:00 am
Over the past 18 months, a growing number of prominent U.S. companies have announced new and improved policies to grant their employees paid time off for caregiving.1 At the same time, with somewhat less fanfare, a number of multinational corporations—companies registered and operating in more than one country at a time—have gone even further, instituting so-called global policies that set minimum standards for paid leave for employees around the world.
In March 2015, British telecommunications company Vodafone announced that it would provide its employees with at least 16 weeks of fully paid maternity leave in all 30 countries where it operates.2 In June 2015, Nestlé, the Swiss food and drink giant, announced a global maternity leave policy that provides all primary caregivers of newborns—mothers, fathers, and adoptive parents alike—a minimum of 14 weeks of fully paid leave, as well as the right to extend that leave for an additional unpaid 12 weeks.3
Spotify, the Swedish music streaming company, announced in November 2015 that it would begin offering all employees up to six months of parental leave with 100 percent pay that can be taken any time before a child's third birthday.4 And in April of this year, the French cosmetics company L'Oréal announced it would grant a minimum 14 weeks of maternity leave and three days of paternity leave paid at 100 percent of salary to employees in all 67 countries in which the company operates.5
Fundamentally, whether U.S.-only or global in scope, the new corporate policies stem from the same cause: The United States is the only advanced economy that does not guarantee any paid time off for mothers to care for a new child.6 For employees of multinationals, this unfortunate form of American exceptionalism can hit home in a particularly up close and personal way. A pregnant employee in the United States may face the prospect of no more than 12 weeks of unpaid leave, while a colleague in Germany who has equal standing and seniority can look forward to 14 fully paid weeks.7 A woman in France, meanwhile, is entitled to 16 paid weeks at full salary.8
Multinational corporations' new actions are an attempt to respond to this problematic human resources scenario. After all, if American employees receive far less in paid leave time, they notice. And if highly valued employees become unhappy with such contrasts, management takes notice too.
"Organizations don't want to lose these people," Pamela Lirio, assistant professor in the school of industrial relations at the Université de Montréal, said in a recent interview for this brief. "When you're a global organization, you want your people talking, but you can't stop them from talking, too. Organizations have to be aware of this. And usually the best thing is to adapt to it."9
This issue brief will explore why and how multinational corporations are taking extraordinary steps to compensate for the lack of American legislation on paid family leave.10 It will show that, under pressure, these companies are beefing up their paid leave offerings. But it will also demonstrate that, unlike the rest of the world, companies operating in the United States have to foot the bill for these policies. This brief will argue that national paid leave legislation, conceived along the lines of a social insurance model or a business-government partnership, would help even the playing field for these companies and also guarantee that what is currently a benefit for the most privileged employees becomes available for all workers.
The United States is an outlier when it comes to paid leave
While global paid leave policies are still minority practice, interest in them appears to be growing. Last spring, when the global human resources consulting firm Mercer surveyed 1,200 international companies about the scope of their paid leave policies, 36 percent of respondents reported they already had a global paid leave policy in place. Another 12 percent said they were considering such a policy.11
That such policies exist at all is in some ways surprising. After all, multinational corporations must comply with the laws of the countries in which they operate and, where paid leave is concerned, it is normal business practice for them to provide their employees with the amount of paid leave that local regulations require. This means that the leave they are required to provide will vary enormously from country to country. In the European Union for example, where 14 paid leave weeks are the required minimum, maternity leave provisions can be as long as 42 weeks in Ireland and 58.6 weeks in Bulgaria.12 Furthermore, all nations must grant parents an additional four months of leave to care for a child up to age 8—or up to age 16 in the case of a child's illness or long-term disability. 13 Twenty-three of the EU's 28 members also legislate paid leave for fathers, ranging in duration from 1 to 64 days.14
And the EU is not alone in setting such standards: In the 35 member nations of the Organisation for Economic Cooperation and Development, or OECD, new mothers are entitled, on average, to just under 18 weeks of paid maternity leave. Most of these nations provide payments that replace more than 50 percent of previous earnings.15
Among high income nations, only the United States breaks the mold entirely by requiring no paid leave for mothers of infants. Worldwide, the only other places where there is no universal statute that requires paid time off for mothers of infants are Suriname, Papua New Guinea, and a handful of small island countries.16
In the United States, three states—Rhode Island, New Jersey, and California—have instituted paid family leave programs. But the only piece of national legislation regarding time off for caretaking is the Family and Medical Leave Act of 1993, or FMLA. The FMLA guarantees workers the right to up to 12 weeks of unpaid, job-protected leave for the birth or adoption of a child or to take care of the worker's or an immediate relative's serious health condition. To qualify for FMLA leave, workers must have been at their jobs for at least one year, have worked at least 1,250 hours in the previous 12 months, and work for an employer with a minimum of 50 employees within a 75-mile radius.17 However, as ground-breaking as the FMLA was at the time of its passage, its limitations are such that roughly 40 percent of all workers today are excluded from its protections.18 Overall, only 13 percent of private-sector workers in the United States currently have access to paid family leave.19
What all this means is that multinational corporations operating in the United States face a highly unusual situation. Normally, their paid leave policies would follow—or build upon—statutory requirements set by government policy. In the United States, however, they cannot.
In the absence of national legislation, individual employees often have to negotiate paid leave in an ad hoc way. This places a distinct burden on workers, particularly pregnant women who are put in the position of bargaining to take time off and maintain their income while also dealing with the stresses and complexities of preparing to have a child. As Ariane Ollier-Malaterre, a professor in the organization and human resources department at the University of Quebec in Montreal School of Management put it in a recent telephone interview, "If the employee has enough human capital then the employee can negotiate 'I-deals.' But if not, you're stuck. It's a sort of dance and then there's the employee trying to make sense of it."20
Paid leave culture shock
For multinational corporations and their employees alike, the lack of U.S. policy is a burden. Given that every other advanced economy provides paid leave by law, the so-called global leave policies now increasingly in vogue among multinational corporations are, arguably, aimed at fixing an American problem.
Outside the United States, the issue of paid family leave is largely a fait accompli. When HR departments now talk about policies to help employees balance their work and home lives, the discussion largely centers on health and wellness, as well as flexible-time measures aimed at helping employees maintain a "general personal life outside of work," as Adam Massman, senior manager of global organizational development and talent management at the Kellogg Company and his co-authors put it earlier this year.21 Paid time off to care for children is a public policy issue, not a matter for private enterprise—and it is supported by a public consensus dating back, in many nations, to the end of World War II.22
As corporations have globalized and, in recent years, simultaneously sought to cut costs, many have started to send fewer employees overseas on full expatriate benefit packages. Traditionally, these packages have included such generous benefits as housing allowances and private schooling for children. Instead, multinational corporations have become more reliant on local labor.23 This means a growing portion of the multinational workforce is both covered by and acculturated to very different laws and customs surrounding paid leave. As awareness grows about the contrast between what is available for employees in the United States and overseas, the paid leave culture shock can be bad for morale—and bad for business.
A number of prominent HR consultants and academics specializing in international human relations told the authors in recent months that foreign professionals who might otherwise compete for a job in or transfer to the United States will avoid one if the timing corresponds with the point at which they would like to start a family.24 And for U.S. nationals living abroad, coming back to the United States as a new parent or parent-to-be can be an extremely rude awakening.
U.S. nationals living abroad who would prefer to deliver and raise their children in their home country, where they can benefit from the support of family, friends, and familiar health care providers, may be incentivized to remain overseas when they decide to start a family.
One employee of a multinational firm told the authors that although she wanted to return to the United States to have her first child, she struggled with the decision and considered remaining abroad, where she would have had access to more than nine months of paid leave benefits. Like many global companies, hers simply follows public policy when it comes to paid family leave—meaning that she was told that she would have zero days of paid leave to care for her new baby in America.25
In the absence of public policy, employers foot the bill
With no legal requirement to provide paid leave and no national social insurance model to widely distribute the cost, it is not surprising that so many companies operating in the United States simply follow the minimum requirements of the FMLA and state legislation. This is, once again, an effect of an unfortunate sort of American exceptionalism: The United States is one of the only developed countries where employers are required to foot the entire bill for paid leave—unless they operate in a few lucky states. In California and Rhode Island, for example, paid family and medical leave is financed exclusively through employee payroll taxes, and in New Jersey, leave for temporary disability—including pregnancy—is funded through a mixture of employer and employee contributions. Family care in New Jersey is funded through employee contributions alone.26
Outside the United States, employer-funded paid leave is rare and is typically found in developing nations.27 The vast majority of developed economies rely instead upon a social insurance model in which individual workers pay into a social insurance fund, similar to workers in the United States who currently pay into Social Security.28
Providing paid leave is good business
The Mercer corporate survey of global paid leave practices turned up a curious result: Worldwide, despite the presence of paid leave legislation in other countries, 44 percent of the employers responded that they went beyond the statutory minimum in providing paid maternity leave—and 38 percent said they did so in providing paid paternity leave.29 Why do companies provide additional paid leave in countries where, by U.S. standards at least, the state provision is already quite generous? For the same reason that so many companies in the United States provide paid leave for at least some of their workers—it makes for good business. There is strong evidence that paid leave policies significantly reduce employee turnover—an expensive loss of human capital that can cost companies, on average, approximately 20 percent of each worker's salary.30 Laszlo Bock, senior adviser at Google, noted that after the company increased its offered maternity leave from 12 paid weeks to five months of full pay and benefits and began to offer workers around the world seven paid weeks of new-parent leave, the attrition rate for new mothers dropped by 50 percent.31
Attractive paid leave policies are also an important recruitment tool for both male and female employees, particularly for Millennials, who have long been known to expect and prize work-life balance.32 The Mercer survey indicates the value of paid leave policies for employee retention: 84 percent of respondents with operations in the United States that offered maternity leave said that less than 10 percent of their workers did not return after taking maternity leave. Interestingly, while opponents of paid leave mandates often argue that it is too expensive to have people out on leave, the U.S. numbers from the Mercer survey show that 78 percent of companies rely on other team members to share their colleagues' workload and replace them while they are on maternity leave. Only 10 percent of companies in the United States hire an outside candidate for a temporary assignment. Globally, 50 percent of companies addressed these absences by sharing duties within the existing team, while 36 percent hired a temporary outside replacement.33
Limitations to the business case for paid leave
Nestlé's global paid leave policy is unusually egalitarian by U.S. standards: It applies to both salaried and hourly employees at every level, as well as to all part-time employees who regularly work at least 30 hours per week.34
Outside the United States, such coverage for part-time and hourly employees is not unusual: In the EU, for example, labor regulations stipulate that part-time workers must not have employment conditions that are less favorable than those of full-time workers.35 But in the United States—where there is no such legislation and where access to paid leave, outside three lucky states, is dependent upon employers' good will and business interests—the very workers who need paid leave the most are also often the least likely to have it. Data from the Bureau of Labor Statistics show that those in the highest earnings quartile are more than four times as likely to have paid family leave as those in the lowest earnings quartile.36
Further, part-time workers, particularly those who are nonsalaried, are generally excluded from corporate paid leave policies in the United States. Although 16 percent of private sector full-time workers in the United States have access to paid family leave, according to the Bureau of Labor Statistics, that share drops to 5 percent for part timers.37 Mercer's survey found that of the companies with employees and operations in the United States that provided paid maternity leave to their full-time workforce, only 29 percent offered the same benefits to part-time workers.38
Other groups most frequently left out of company paid leave policies in the United States are hourly workers and the contingent workforce, which includes the self-employed, gig economy workers, and independent contractors. The contingent workforce has been estimated to encompass anywhere from 5 percent to one-third of the U.S. workforce.39 Many companies in Silicon Valley rely on contract labor for all so-called noncore-competency jobs, which range from housekeeping and driving buses to testing software.40 These contracted workers are generally excluded from the generous paid leave policies for which tech companies have been widely applauded in the past two years.
Critics called out Netflix for this discrepancy in August 2015 when it rolled out a striking new plan for unlimited paid leave in the first year after a child's birth or adoption for new mothers and fathers—and granted those benefits exclusively to its salaried workforce. In December, it changed the policy to partially cover hourly employees as well.41 Microsoft, on the other hand, distinguished itself among its tech peers in March 2015 when it announced it would require contractors with 50 or more employees to provide workers who have substantial Microsoft duties with at least 15 days of paid leave every year.42
In other countries, national paid family leave legislation provides minimum standards of protection for vulnerable categories of workers and plays a powerful role in establishing social norms around taking leave and caregiving.43 In the absence of such laws in the United States, the crucial matter of time for caregiving is subject to the will of the free market and the whims of managers. In the world of multinational corporations, even employees considered to be highly desirable talent may find themselves stressed and squeezed as they are forced to wade through multiple levels of bureaucracy to figure out to which sort of leave they are entitled.
From perks to policy: Why paid leave must become law
The problem with relying on the private sector to provide paid family leave is that the justification for doing so—a business case based largely on the need to compete for and retain top talent—confers no protection to the portion of the workforce that is low-skilled and highly replaceable. Indeed, the turnover costs for these workers are low enough that many corporations now consider the losses an acceptable part of the price of doing business.44
To bring paid leave to all workers, the United States must adopt national paid family leave legislation. Such legislation, conceived along the lines of a social insurance model or a business-government partnership, will ensure that workers up and down the income scale—in all industries and sectors—working full time, part time, and as independent contractors, will have income coverage when they need time for caregiving.45 A strong national policy must be available to all workers, comprehensive and specific in addressing serious family and medical needs, affordable and cost-effective, inclusive of diverse families, and available without adverse employment consequences.46
Currently, a legislative vehicle is pending in Congress that meets all these criteria and would operate along the lines of a social insurance model: the Family and Medical Insurance Leave, or FAMILY, Act, introduced by Sen. Kirsten Gillibrand (D-NY) and Rep. Rosa DeLauro (D-CT), along with 150 cosponsors.47 In October, Spotify endorsed the FAMILY Act—the first foreign multinational corporation in the United States to do so.48
In the past year and a half, several multinational corporations have made headlines for announcing global paid leave policies. Yet these companies are largely outliers. Multinational corporations are bound to comply with the statutory regulations of the countries in which they operate, and many do not go beyond these requirements.
The United States' only piece of national legislation regarding paid leave—the Family and Medical Leave Act of 1993—is greatly out of step with the laws of other nations, meaning all but the most privileged U.S. workers have far less time to bond with and care for young children than workers in other countries. U.S. employees of multinational corporations lose out when compared with colleagues of the same status and pay who are fortunate enough to live in more generous nations. The United States' lack of national paid leave legislation also means businesses are on the hook for providing workers with paid leave—a stark contrast to most other developed countries. Lacking paid family leave for all, paid sick leave for all, and accessible, affordable high-quality child care, the United States has fallen far behind its peers in its ability to support working families and promote women's economic security.49 It has, arguably, become a hardship destination for foreign professionals who are eager to start families.
The United States can—and must—do better. Currently, much of what is motivating the drive in this country for bigger and better paid private sector leave policies is competition. But the fight for top professional talent and media attention—the "paid leave arms race," as Fortune described it in September—can only go so far. At some point, the spotlight will shift. And without a national public policy solution, vulnerable workers will be no better off than they are today.50
Judith Warner is a Senior Fellow at the Center for American Progress. Danielle Corley is a Research Assistant for Women's Economic Policy at the Center.
CLASP and the National Partnership, "New and Expanded Employer Paid Family Leave Policies (2015-2016)," available at http://www.nationalpartnership.org/research-library/work-family/paid-leave/new-and-expanded-employer-paid-family-leave-policies.pdf (last accessed November, 2016). ↩
Vodafone, "Vodafone pioneers global maternity policy across 30 countries," Press release, March 6, 2015, available at http://www.vodafone.com/content/index/media/vodafone-group-releases/2015/global-maternity-policy.html#. ↩
Nestlé, "Supporting working parents with progressive new policies," Press release, September 29, 2015, available at http://www.nestleusa.com/media/pressreleases/nestl-joins-major-companies-to-form-working-parent-support-coalition. Personal communication with Liz Caselli-Mechael, manager of corporate communications, Nestlé Corporate Affairs, September 28, 2016. ↩
Spotify, "Work/Family Balance at Spotify," Press release, November 19, 2015, available at https://news.spotify.com/us/2015/11/19/worklife-balance-at-spotify/. ↩
L'Oréal, "The 'L'Oréal Share &Care' Social Programme Extended to Employees Across the Group's 67 Countries," Press release, April 27, 2016, available at http://www.loreal.com/media/press-releases/2016/apr/loreal-share-and-care. ↩
Organization for Economic Cooperation and Development, "PF2.1: Key characteristics of parental leave systems," available at https://www.oecd.org/els/soc/PF2_1_Parental_leave_systems.pdf (last accessed November 2016). ↩
Erika Schulze and Maja Gergoric, "Maternity, paternity, and parental leave: Data related to duration and compensation rates in the European Union" (Brussels: European Parliament, 2015), available at http://www.europarl.europa.eu/RegData/etudes/STUD/2015/509999/IPOL_STU(2015)509999_EN.pdf. ↩
Ibid.; European Union, "France: significant support for women and high monetary benefits," available at http://europa.eu/epic/countries/france/index_en.htm (last accessed November 2016). ↩
Pamela Lirio, interview with author, Washington, D.C., September 26, 2016. ↩
While the preferred term in the United States is now the gender-neutral "paid family leave" or "paid family and medical leave," other countries speak of maternity leave, paternity leave, and parental leave, which is a form of leave-taking that kicks in after maternity and/or paternity leave is exhausted. As has become common in the U.S. context, this brief uses the terms "paid family leave" and "paid leave" interchangeably to mean paid leave for caregiving. It uses the term "maternity leave" for the sake of consistency in international comparisons. ↩
Mercer, "Mercer Employee Benefits Guidance in 77 Countries," available at https://www.imercer.com/products/wbeg.aspx (last accessed November 2016). ↩
Schulze and Gergoric, "Maternity, paternity, and parental leave: Data related to duration and compensation rates in the European Union." ↩
Organization for Economic Cooperation and Development, "PF2.1: Key characteristics of parental leave systems." ↩
World Policy Analysis Center, "Is paid leave available to mothers and fathers of infants?," available at http://www.worldpolicycenter.org/policies/is-paid-leave-available-to-mothers-and-fathers-of-infants/is-paid-leave-available-for-mothers-of-infants. ↩
U.S. Department of Labor, Fact Sheet #28: The Family and Medical Leave Act (2012), available at https://www.dol.gov/whd/regs/compliance/whdfs28.pdf. ↩
Jacob Alex Klerman, Kelly Daley, and Alyssa Pozniak, "Family and Medical Leave in 2012: Technical Report" (Cambridge: Abt Associates, 2012), available at http:// www.dol.gov/asp/evaluation/fmla/FMLA-2012-Techni- cal-Report.pdf. ↩
Thomas E. Perez and Erica L. Groshen, National Compensation Survey: Employee Benefits in the United States, March 2016 (U.S. Department of Labor and Bureau of Labor Statistics, 2016), available at http://www.bls.gov/ncs/ebs/benefits/2016/ebbl0059.pdf. ↩
Ariane Ollier-Malaterre, interview with author, September 28, 2016. ↩
Adam Massman and others, "Work-Family Practice in Multinational Organizations." In Tammy Allen and Lillian T. Eby, eds, The Oxford Handbook of Work and Family (New York: Oxford University Press, 2016). ↩
Christopher J. Ruhm, "Policies to Assist Parents with Young Children," The Future of Children, 21 (2) (2011): 37–68, available at http://futureofchildren.org/publications/docs/21_02_03.pdf. ↩
Kate Hutchings, Pamela Lirio, and Beverly Dawn Metcalfe, "Gender, globalisation and development: a re-evaluation of the nature of women's global work," The International Journal of Human Resource Management, 23 (9) (2012), 1763–1787, available at http://www.tandfonline.com/doi/abs/10.1080/09585192.2011.610336. ↩
Lisbeth Claus, professor of management and global HR at Willamette University, interview with authors, Washington, D.C., June 16, 2016. Amy Beacom, founder and CEO of the Center for Parental Leave Leadership, and Rachael Ellison, senior partner at the Center for Parental Leave Leadership, interview with authors, Washington, D.C., July 21, 2016. Kenneth Matos, vice president of Research at Life Meets Work, interview with authors, Washington, D.C., September 16, 2016. ↩
Interview with authors, Washington, D.C., September 19, 2016. ↩
National Partnership for Women and Families, "State Paid Family Leave Insurance Laws" (2016), available at http://www.nationalpartnership.org/research-library/work-family/paid-leave/state-paid-family-leave-laws.pdf. ↩
Sarah Jane Glynn, "Administering Paid Family and Medical Leave" (Washington: Center for American Progress, 2015) available at https://www.americanprogress.org/issues/economy/reports/2015/11/19/125769/administering-paid-family-and-medical-leave/. ↩
Mercer, "Mercer Employee Benefits Guidance in 77 Countries." ↩
Heather Boushey and Sarah Jane Glynn, "There Are Significant Business Costs to Replacing Employees" (Washington: Center for American Progress, 2012), available at https://www.americanprogress.org/issues/labor/report/2012/11/16/44464/there-are-significant-business-costs-to-replacing-employees/. ↩
Farhad Manjoo, "The Happiness Machine," Slate, January 21, 2013, available at http://www.slate.com/articles/technology/technology/2013/01/google_people_operations_the_secrets_of_the_world_s_most_scientific_human.html. ↩
Joan Williams, Unbending Gender: Why Work and Family Conflict and What to Do About It (Cambridge, UK: Oxford University Press, 2001); Paul Wolfe, "Parental Leave and Other Benefits — a Recruiting Tool for Hard to Fill Jobs," Society for Human Resource Management Blog, April 19, 2016, available at http://blog.shrm.org/blog/parental-leave-and-other-benefits-a-recruiting-tool-for-hard-to-fill-jobs; Samantha Masunaga, "Millennials want more flexibility in workplace schedule, survey says," The Los Angeles Times, May 29, 2015, available at http://www.latimes.com/business/la-fi-millennial-work-life-20150528-story.html; Dennis Finn and Anne Donovan, "PwC's NextGen: A global generational study" (London: PricewaterhouseCoopers,2013), available at http://www.pwc.com/gx/en/hr-management-services/publications/assets/pwc-nextgen.pdf. ↩
Personal communication with Liz Caselli-Mechael, manager of Corporate Communications, Nestlé Corporate Affairs, September 28, 2016. ↩
European Commission, "Working Conditions – Part-Time Work," available at http://ec.europa.eu/social/main.jsp?catId=706&langId=en&intPageId=203 (last accessed November 2016); Susan J. Lambert, "The Limits of Voluntary Employer Action for Improving Low-Level Jobs." In Marion G. Crain and Michael Sherraden, eds., Working and Living in the Shadow of Economic Fragility (New York: Oxford University Press, 2014). ↩
Bureau of Labor Statistics, A Look At Pay At The Top, The Bottom, And In Between (U.S. Department of Labor, 2015), available at http://www.bls.gov/spotlight/2015/a-look-at-pay-at-the-top-the-bottom-and-in-between/home.htm. ↩
Bureau of Labor Statistics, National Compensation Survey: Employee Benefits in the United States (U.S. Department of Labor, 2016), Tables 16 and 32, available at http://www.bls.gov/ncs/ebs/benefits/2016/ebbl0059.pdf. ↩
Government Accountability Office, "Contingent Workforce: Size, Characteristics, Earnings, and Benefits" (2015), available at http://www.gao.gov/assets/670/669766.pdf. ↩
Matt Day, "Microsoft tells vendors to give contract workers basic benefits," The Seattle Times, March 26, 2015, available at http://www.seattletimes.com/business/microsoft/microsoft-to-require-vendors-give-contract-workers-benefits/; Anna Louise Sussman and Josh Zumbrun, "Contract Workforce Outpaces Growth in Silicon-Valley Style 'Gig' Jobs," The Wall Street Journal, March 25, 2016, available at http://www.wsj.com/articles/contract-workforce-outpaces-growth-in-silicon-valley-style-gig-jobs-1458948608. For more on contracting outside so-called core competency jobs, see David Weil, The Fissured Workplace: Why Work Became So Bad For So Many and What Can Be Done To Improve It (Boston: Harvard University Press, 2014). ↩
Davey Alba, "Netflix Adds Hourly Workers to Its Generous Parental Leave Plan," Wired, December 9, 2015, available at http://www.wired.com/2015/12/netflix-adds-hourly-workers-to-its-generous-parental-leave-plan/. ↩
Suzanne Choney, "Microsoft announces changes to ensure minimum standards for paid time off for suppliers' employees," Microsoft The Fire Hose Blog, March 26, 2015, available at https://blogs.microsoft.com/firehose/2015/03/26/microsoft-announces-changes-to-ensure-minimum-standards-for-paid-time-off-for-suppliers-employees/#sm.000nbduus13n3d4cqwz2h77mvd4b0. ↩
Shelley J. Correll, "Minimizing the Motherhood Penalty: What Works, What Doesn't and Why," from "Gender and Work: Challenging Conventional Wisdom Research Symposium" (Cambridge: Harvard Business School, 2013), available at http://www.hbs.edu/faculty/conferences/2013-w50-research-symposium/Documents/correll.pdf; Laura G. Barron and Michelle Hebl, "The Force of Law: The Effects of Sexual Orientation Antidiscrimination Legislation on Interpersonal Discrimination in Employment," Psychology, Public Policy, and Law 19 (2) (2013): 191–205. ↩
Leslie A. Perlow, Finding Time, How Corporations, Individuals, and Families Can Benefit from New Work Practices (New York: Cornell University Press, 1997). ↩
Glynn, "Administering Paid Family and Medical Leave." ↩
For more detail, see Center for American Progress and the National Partnership for Women & Families, "Key Features of a Paid Family and Medical Leave Program that Meets the Needs of Working Families" (2014), available at https://www.americanprogress.org/issues/labor/report/2014/12/01/102244/key-features-of-a-paid-family-and-medical-leave-program-that-meets-the-needs-of-working-families/. ↩
Family and Medical Insurance Leave Act, H. Rept. 1439, 114 Cong. 1 sess. (Government Printing Office, 2015), available at https://www.congress.gov/bill/114th-congress/housebill/1439/; Family and Medical Insurance Leave Act, S. 786, 114 Cong. 1 sess. (Government Printing Office, 2015), available at https://www.congress.gov/bill/114th-congress/ senate-bill/786. ↩
Better Workplaces, Better Businesses, "Business Support for the FAMILY Act," available at http://betterwbb.org/business-support-family-act/ (last accessed November, 2016). ↩
Francine D. Blau and Lawrence M. Kahn, "Female Labor Supply: Why is the US Falling Behind?" American Economic Review 103 (3) (2013): 251–256. ↩
Valentina Zarya, "Exclusive: Deloitte Enters the Paid Leave Arms Race With 16 Weeks of Family Leave," Fortune, September, 8, 2016, available at http://fortune.com/2016/09/08/deloitte-family-leave/. Kenneth Matos, vice president of Research at Life Meets Work, interview with author, September 16, 2016. ↩
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