text:
Q: Processing JSON in SQL Server -- OpenJSON + OpenRowset Context:
I have a file that contains several hundred lines of JSON.The T-SQL below is able to convert a single line of the JSON file into tabular form.
Question:
I need some help/pointers on how to process the entire JSON file & feed all the lines into the OPENJSON function. Not too familiar with looping & OPENROWSET in T-SQL
Example of what 1 line of the JSON file looks like:
{"meta":{"total_record_count":4870,"total_pages":98,"current_page":84,"per_page":50},"companies":[{"id":"12205901","url":"https://api.mattermark.com/companies/12205901","company_name":"Robert Frances Group","domain":"rfgonline.com"},{"id":"12206056","url":"https://api.mattermark.com/companies/12206056","company_name":"International Technologists, Inc","domain":"internationaltechnologists.com"},{"id":"12206667","url":"https://api.mattermark.com/companies/12206667","company_name":"NPC CONSULTING","domain":"npcconsult.com"},{"id":"12222689","url":"https://api.mattermark.com/companies/12222689","company_name":"E-MONITORING NETWORKS","domain":"e-monitoring.net"},{"id":"12229305","url":"https://api.mattermark.com/companies/12229305","company_name":"Alphadent Corporation","domain":"alphadent.com"},{"id":"12234070","url":"https://api.mattermark.com/companies/12234070","company_name":"Raja Software Labs","domain":"rajasoftwarelabs.com"},{"id":"12243225","url":"https://api.mattermark.com/companies/12243225","company_name":"GRiDD Technologies","domain":"grdd.net"},{"id":"12243560","url":"https://api.mattermark.com/companies/12243560","company_name":"Lapp Fatch Myers \u0026 Gallagher","domain":"lfmgcpas.com"},{"id":"12243922","url":"https://api.mattermark.com/companies/12243922","company_name":"Bright Hope Designs","domain":"brighthopedesigns.com"},{"id":"12244597","url":"https://api.mattermark.com/companies/12244597","company_name":"Keystone Mining Post","domain":"keystoneminingpost.com"},{"id":"12244702","url":"https://api.mattermark.com/companies/12244702","company_name":"Digiplates Software","domain":"digiplates.com"},{"id":"12244731","url":"https://api.mattermark.com/companies/12244731","company_name":"Talon Computer Associates","domain":"taloncorp.com"},{"id":"12245395","url":"https://api.mattermark.com/companies/12245395","company_name":"M D Technology Svc","domain":"mdtechnologyservices.com"},{"id":"12246115","url":"https://api.mattermark.com/companies/12246115","company_name":"Center Point Assessment Solutions","domain":"centerpointcorp.com"},{"id":"12246313","url":"https://api.mattermark.com/companies/12246313","company_name":"Starwire Corporation","domain":"starwire.com"},{"id":"12246990","url":"https://api.mattermark.com/companies/12246990","company_name":"Bravo IT Consulting","domain":"fabgraphics.com"},{"id":"12247778","url":"https://api.mattermark.com/companies/12247778","company_name":"Mobileer","domain":"mobileer.com"},{"id":"12249050","url":"https://api.mattermark.com/companies/12249050","company_name":"EnCompass Knowledge Systems, Inc.","domain":"encompassknowledge.com"},{"id":"12249682","url":"https://api.mattermark.com/companies/12249682","company_name":"Copley Networks Inc","domain":"copleynetworks.com"},{"id":"12250086","url":"https://api.mattermark.com/companies/12250086","company_name":"Fusion Factor Corporation","domain":"fusionfactor.com"},{"id":"12250109","url":"https://api.mattermark.com/companies/12250109","company_name":"Tal Bahir, Inc.","domain":"pingwin.com"},{"id":"12250548","url":"https://api.mattermark.com/companies/12250548","company_name":"The Satellite Centers","domain":"thesatellitecenters.com"},{"id":"12251703","url":"https://api.mattermark.com/companies/12251703","company_name":"Siris Media, Inc.","domain":"sirismedia.com"},{"id":"12252330","url":"https://api.mattermark.com/companies/12252330","company_name":"Codesly, Inc.","domain":"codesly.com"},{"id":"12252709","url":"https://api.mattermark.com/companies/12252709","company_name":"Decision Sciences Research","domain":"dsra.com"},{"id":"12254047","url":"https://api.mattermark.com/companies/12254047","company_name":"Sdsi Business Systems","domain":"sdsibusiness.com"},{"id":"12256590","url":"https://api.mattermark.com/companies/12256590","company_name":"IMC Computer Consulting","domain":"imcco.net"},{"id":"12258678","url":"https://api.mattermark.com/companies/12258678","company_name":"Advocate Software","domain":"advocatesoftware.com"},{"id":"12258904","url":"https://api.mattermark.com/companies/12258904","company_name":"Developers TCT","domain":"developerstct.com"},{"id":"12261351","url":"https://api.mattermark.com/companies/12261351","company_name":"Branded Entertainment Network (Formerly Plaid Social Labs)","domain":"bengroup.com"},{"id":"12261451","url":"https://api.mattermark.com/companies/12261451","company_name":"Esaag","domain":"esaag.com"},{"id":"12261548","url":"https://api.mattermark.com/companies/12261548","company_name":"Clear Design LLC","domain":"cleardesign.com"},{"id":"12261591","url":"https://api.mattermark.com/companies/12261591","company_name":"Mainbrain Productions","domain":"mainbrain.com"},{"id":"12261702","url":"https://api.mattermark.com/companies/12261702","company_name":"Ideal Computer Svc","domain":"idealcs.com"},{"id":"12263405","url":"https://api.mattermark.com/companies/12263405","company_name":"Wizard Neon","domain":"signwizard.com"},{"id":"12270911","url":"https://api.mattermark.com/companies/12270911","company_name":"Village Kitchen Design","domain":"artefactdesign.com"},{"id":"12270912","url":"https://api.mattermark.com/companies/12270912","company_name":"Datatech IT Solutions","domain":"datatech-it.com"},{"id":"12272698","url":"https://api.mattermark.com/companies/12272698","company_name":"The Integration Works, LLC","domain":"integrationworks.com"},{"id":"12277526","url":"https://api.mattermark.com/companies/12277526","company_name":"AMS Business Consulting Inc.","domain":"amsinfotech.com"},{"id":"12277592","url":"https://api.mattermark.com/companies/12277592","company_name":"Sonic Computer","domain":"soniccomputer.com"},{"id":"12278275","url":"https://api.mattermark.com/companies/12278275","company_name":"Migration Software Systems Ltd.","domain":"migration.com"},{"id":"12278603","url":"https://api.mattermark.com/companies/12278603","company_name":"Accurate Computer Technology","domain":"act-mail.com"},{"id":"12278729","url":"https://api.mattermark.com/companies/12278729","company_name":"Teal Networks, LLC.","domain":"teal.net"},{"id":"12279527","url":"https://api.mattermark.com/companies/12279527","company_name":"DiCarlo Arts Design Studio","domain":"dicarloarts.com"},{"id":"12279766","url":"https://api.mattermark.com/companies/12279766","company_name":"Cory Computer Systems","domain":"corycomputersystems.com"},{"id":"12280538","url":"https://api.mattermark.com/companies/12280538","company_name":"Zyom Inc","domain":"zyom.com"},{"id":"12280665","url":"https://api.mattermark.com/companies/12280665","company_name":"Stonetree Management Company","domain":"stonetreemgt.com"},{"id":"12280714","url":"https://api.mattermark.com/companies/12280714","company_name":"AireContact","domain":"airecontact.com"},{"id":"12281004","url":"https://api.mattermark.com/companies/12281004","company_name":"DSA Technologies, Inc.","domain":"dsatechnologies.com"},{"id":"12281175","url":"https://api.mattermark.com/companies/12281175","company_name":"Conscires Agile Practices","domain":"conscires.com"}],"total_companies":4870,"page":84,"per_page":50}

Block below needs to be modified to open the file, loop over all the lines in the file & feed to OPENJSON function.
IF OBJECT_ID('tempdb..#results') IS NOT NULL DROP TABLE #results

DECLARE @json NVARCHAR(MAX)
--Create a variable that holds 1 line of data from the companies_data.json file
--This T-SQL will be modified to iteratively read the data from the file directly using OPENROWSET
SET @json =  N'{"meta":{"total_record_count":4870,"total_pages":98,"current_page":97,"per_page":50},"companies":[{"id":"13463591","url":"https://api.mattermark.com/companies/13463591","company_name":"Modula4","domain":"modula4.com"},{"id":"13531979","url":"https://api.mattermark.com/companies/13531979","company_name":"Rae Development Corp","domain":"raedevelopment.com"},{"id":"13537660","url":"https://api.mattermark.com/companies/13537660","company_name":"jBASE","domain":"jbase.com"},{"id":"13537769","url":"https://api.mattermark.com/companies/13537769","company_name":"D2Effects LLC","domain":"bitefx.com"},{"id":"13537784","url":"https://api.mattermark.com/companies/13537784","company_name":"eSyncTraining","domain":"esynctraining.com"},{"id":"13541751","url":"https://api.mattermark.com/companies/13541751","company_name":"Business Computing","domain":"bcinc.net"},{"id":"13553270","url":"https://api.mattermark.com/companies/13553270","company_name":"KNIGHTLING INC.","domain":"knightling.com"},{"id":"13560476","url":"https://api.mattermark.com/companies/13560476","company_name":"Netcentric systems","domain":"netcentricsystems.com"},{"id":"13560643","url":"https://api.mattermark.com/companies/13560643","company_name":"Fortium Solutions, LLC","domain":"fortiumsolutions.com"},{"id":"13561893","url":"https://api.mattermark.com/companies/13561893","company_name":"PMAC SERVICES INC","domain":"pmacservices.com"},{"id":"13587256","url":"https://api.mattermark.com/companies/13587256","company_name":"Bayonet Inc.","domain":"mybayonet.com"},{"id":"13590982","url":"https://api.mattermark.com/companies/13590982","company_name":"IQA","domain":"instrumentalqa.com"},{"id":"13593143","url":"https://api.mattermark.com/companies/13593143","company_name":"Atech Consultants","domain":"atechconsultants.com"},{"id":"13601156","url":"https://api.mattermark.com/companies/13601156","company_name":"Csoft Corp","domain":"csoftcorp.net"},{"id":"13602832","url":"https://api.mattermark.com/companies/13602832","company_name":"Gareth, Inc.","domain":"garethinc.com"},{"id":"13604890","url":"https://api.mattermark.com/companies/13604890","company_name":"Xpaseo","domain":"xpaseo.com"},{"id":"13610146","url":"https://api.mattermark.com/companies/13610146","company_name":"Imagine IT","domain":"imagineit.com"},{"id":"13610923","url":"https://api.mattermark.com/companies/13610923","company_name":"HTS Solutions Pvt Ltd","domain":"htssolutions.org"},{"id":"13619836","url":"https://api.mattermark.com/companies/13619836","company_name":"Tgm Software","domain":"tgmsoftware.com"},{"id":"13622956","url":"https://api.mattermark.com/companies/13622956","company_name":"Inaspan LLC","domain":"inaspan.com"},{"id":"13627130","url":"https://api.mattermark.com/companies/13627130","company_name":"Forerunner Systems Inc","domain":"forerunnersystems.com"},{"id":"13628312","url":"https://api.mattermark.com/companies/13628312","company_name":"Advanced Integrated Solutions, Inc.","domain":"aisconsulting.net"},{"id":"13629029","url":"https://api.mattermark.com/companies/13629029","company_name":"Pounce Consulting","domain":"pouncecorp.com"},{"id":"13629537","url":"https://api.mattermark.com/companies/13629537","company_name":"CloudServe Corporation","domain":"cloudservecorp.com"},{"id":"13635102","url":"https://api.mattermark.com/companies/13635102","company_name":"Leivio Technologies","domain":"leivio.com"},{"id":"13636749","url":"https://api.mattermark.com/companies/13636749","company_name":"Alpen Technology Group","domain":"alpentg.com"},{"id":"13636754","url":"https://api.mattermark.com/companies/13636754","company_name":"National Schedule Masters","domain":"tractime.com"},{"id":"13645065","url":"https://api.mattermark.com/companies/13645065","company_name":"RISA Technologies","domain":"risa.com"},{"id":"13646467","url":"https://api.mattermark.com/companies/13646467","company_name":"Enterprise Answers, LLC","domain":"enterpriseanswers.com"},{"id":"13647801","url":"https://api.mattermark.com/companies/13647801","company_name":"Office Automation Centers Inc","domain":"officeautomationcenter.com"},{"id":"13650810","url":"https://api.mattermark.com/companies/13650810","company_name":"Mozgomedia","domain":"mozgomedia.com"},{"id":"13652763","url":"https://api.mattermark.com/companies/13652763","company_name":"2000 Networking","domain":"network2000-hi.com"},{"id":"13654103","url":"https://api.mattermark.com/companies/13654103","company_name":"Vega Imaging","domain":"vega-imaging.com"},{"id":"13654874","url":"https://api.mattermark.com/companies/13654874","company_name":"Astha Inc.","domain":"asthainc.com"},{"id":"13656103","url":"https://api.mattermark.com/companies/13656103","company_name":"Management Applied Programming","domain":"mapinc.com"},{"id":"13657848","url":"https://api.mattermark.com/companies/13657848","company_name":"4Hilton Inc.","domain":"4hilton.com"},{"id":"13658020","url":"https://api.mattermark.com/companies/13658020","company_name":"FCC Group","domain":"fccgroup.com"},{"id":"13658316","url":"https://api.mattermark.com/companies/13658316","company_name":"Wavelength Datacom, Inc.","domain":"wavdata.com"},{"id":"13661074","url":"https://api.mattermark.com/companies/13661074","company_name":"Xintex Corporation","domain":"xintex.com"},{"id":"13663085","url":"https://api.mattermark.com/companies/13663085","company_name":"DCL Media Services","domain":"onlinecopycorp.com"},{"id":"13667881","url":"https://api.mattermark.com/companies/13667881","company_name":"LMSPros","domain":"lmspros.com"},{"id":"13669354","url":"https://api.mattermark.com/companies/13669354","company_name":"Sujansky \u0026 Associates, LLC","domain":"sujansky.com"},{"id":"13669681","url":"https://api.mattermark.com/companies/13669681","company_name":"Felosoft LLC","domain":"felosoft.com"},{"id":"13669759","url":"https://api.mattermark.com/companies/13669759","company_name":"Collaborative Technologies Inc","domain":"collaborationtech.net"},{"id":"13670474","url":"https://api.mattermark.com/companies/13670474","company_name":"Freight Stream Inc","domain":"freightstream.com"},{"id":"13675681","url":"https://api.mattermark.com/companies/13675681","company_name":"eDimension Consulting","domain":"edimensionconsulting.com"},{"id":"13676806","url":"https://api.mattermark.com/companies/13676806","company_name":"LTT Net Solutions","domain":"lttnetsolutions.com"},{"id":"13678223","url":"https://api.mattermark.com/companies/13678223","company_name":"OCRTI Consulting Corp","domain":"ocrti.com"},{"id":"13679946","url":"https://api.mattermark.com/companies/13679946","company_name":"Mac Networks","domain":"macnetworks.com"},{"id":"13681009","url":"https://api.mattermark.com/companies/13681009","company_name":"NetMost Web Technologies","domain":"netmostwebdesign.com"}],"total_companies":4870,"page":97,"per_page":50}';

SELECT
   a.*
INTO #results
FROM OPENJSON(@json)
WITH (
   total_companies int '$.total_companies',
   page int '$.page',
   per_page int '$.per_page',
   companies nvarchar(max) '$.companies' AS JSON
) j
CROSS APPLY OPENJSON(j.companies)
WITH (
   id nvarchar(10) '$.id',
   url nvarchar(max) '$.url',
   company_name nvarchar(100) '$.company_name',
   domain nvarchar(max) '$.domain'
) a

Example of the intended tabular form that I'm trying to get the JSON file into:

A: I had to do something similar recently and I've modified that in an effort to help. I created a text file ( big_json.txt ) and copied your provided line in it multiple times for effect.
First thing I did was create two tables. I used generic names, but you get the idea.
-- Create a table to hold the JSON input.
CREATE TABLE [dbo].[JsonDump](
    [my_json] [nvarchar](max) NULL
) ON [PRIMARY] TEXTIMAGE_ON [PRIMARY]
GO

-- Create a table to house the parsed content
CREATE TABLE [dbo].[JsonParsed](
    [id] [int] NULL,
    [url] [varchar](255) NULL,
    [company_name] [varchar](255) NULL,
    [domain] [varchar](255) NULL
) ON [PRIMARY]
GO

Once those have been created, you can begin working with your data.
-- Clear JsonDump
TRUNCATE TABLE dbo.JsonDump;
GO

-- Clear JsonParsed ( only if you don't want to keep what's already there )
TRUNCATE TABLE dbo.JsonParsed;
GO

-- Import ( single column ) JSON
BULK INSERT dbo.JsonDump
FROM 'D:\temp\big_json.txt' -- ( <-- my file, point to your own )
WITH (
    ROWTERMINATOR = '\n'
);
GO

-- Select JSON into dbo.JsonParsed
;WITH json_loop AS (
    SELECT my_json FROM dbo.JsonDump
)
INSERT INTO dbo.JsonParsed (
    id, [url], company_name, domain
)
SELECT
    jsn.id, jsn.[url], jsn.company_name, jsn.domain
FROM json_loop
OUTER APPLY (

    SELECT * FROM OPENJSON( json_loop.my_json, '$.companies' )
    WITH (
        id INT '$.id',
        [url] VARCHAR(255) '$.url',
        company_name VARCHAR(255) '$.company_name',
        domain VARCHAR(255) '$.domain'
    )

) AS jsn

-- Show me the money.
SELECT * FROM dbo.JsonParsed;

Returns ( restricted to TOP 5 )
+----------+-----------------------------------------------+----------------------------------+--------------------------------+
|    id    |                      url                      |           company_name           |             domain             |
+----------+-----------------------------------------------+----------------------------------+--------------------------------+
| 12205901 | https://api.mattermark.com/companies/12205901 | Robert Frances Group             | rfgonline.com                  |
| 12206056 | https://api.mattermark.com/companies/12206056 | International Technologists, Inc | internationaltechnologists.com |
| 12206667 | https://api.mattermark.com/companies/12206667 | NPC CONSULTING                   | npcconsult.com                 |
| 12222689 | https://api.mattermark.com/companies/12222689 | E-MONITORING NETWORKS            | e-monitoring.net               |
| 12229305 | https://api.mattermark.com/companies/12229305 | Alphadent Corporation            | alphadent.com                  |
+----------+-----------------------------------------------+----------------------------------+--------------------------------+

Optionally, if you don't want to store the parsed data in a table, you can simply select it as a resultset vs. doing an INSERT.
;WITH json_loop AS (
    SELECT my_json FROM dbo.JsonDump
)
SELECT
    jsn.id, jsn.[url], jsn.company_name, jsn.domain
FROM json_loop
OUTER APPLY (

    SELECT * FROM OPENJSON( json_loop.my_json, '$.companies' )
    WITH (
        id INT '$.id',
        [url] VARCHAR(255) '$.url',
        company_name VARCHAR(255) '$.company_name',
        domain VARCHAR(255) '$.domain'
    )

) AS jsn

There are other options I'm sure, but this is what worked best for us. Regardless, hopefully this can save you some time.


text:
Law guide: Employment
Discipline and dismissal
Unfair dismissal and redundancy payments
Meaning of dismissal
Continuous employment
Steps before the hearing
The hearing
Types of redundancy
Employer obligations
Consultation before redundancy
Redundancy payments
Disciplinary procedure
Introduction to disciplinary procedures
Which disciplinary and dismissal procedures must I follow?
Investigations into disciplinary matters
Disciplinary meetings
Disciplinary penalties
Appealing disciplinary action
Can the employee bring unfair dismissal claim?
Reasons for dismissal
Fairness and acting reasonably
Fair procedure and misconduct
Fairness of dismissal - special cases
Awards for unfair dismissal
What is 'working time'?
Maximum working hours
Limits on working time
Agreeing alternative work times
What is flexible working?
Applications for flexible working
Appeals of a flexible working decision
Discrimination and equal pay (England, Wales and Scotland)
Religion or belief discrimination
Discrimination and equal pay (Northern Ireland)
Religious belief or political opinion discrimination
Adoption and dependants
Adoptive leave and pay
Dependant care leave
Maternity leave and pay
Pregnancy at work
Maternity rights
Maternity leave and protection against detriment or dismissal
Maternity pay
Shared parental leave and pay overview
Applying for shared parental leave
Booking shared parental leave
Statutory shared parental pay
Ending maternity leave or pay
Terms and conditions during shared parental leave
Protection against detriment or dismissal
Paternity leave and pay
Paternity leave - births
Paternity leave - UK and overseas adoptions
Statutory paternity pay
Paternity leave - contractual issues
Paternity leave and protection against detriment or dismissal
Parental leave and rights
Pay and time off
Pay and the National Minimum Wage
Time off for study or training (England, Wales and Scotland only)
Part-time working
Treatment of part-time workers
Whistleblowing by staff
What qualifies as disclosure?
Employment tribunal remedies
Working for a new owner
Staff rights, information & consultation
How is the employee affected?
Pensions and pension contributions
Employee references
Retention of recruitment records
Supplying a reference
Making the job offer
Induction of a new employee
The employment contract
Important clauses
Implied terms
Preventing ex-employees competing
Protection of wages
Internet and email rules
Termination of the contract
Unusual employees
Employing staff with criminal convictions
Introduction to teleworking
Teleworking equipment
Introduction to grievances
Which grievance procedure must I follow?
Dealing with grievances
Appealing grievance action
Other compliance issues
The Bribery Act
The Agency Workers Regulations
Sickness absence
Self certification
Statutory Sickness Pay
Statutory Sick Pay (SSP)
2. What is the definition of 'religious belief' and 'political opinion'?
3. Types of discrimination
3.1. Direct discrimination
3.2. Indirect discrimination
3.3. Harassment
3.4. Victimisation
4. Employment practices and religion
4.1. Providing information
4.2. Time off and facilities
4.3. Religious holidays
4.4. Clothing
4.5. Food
4.6. Religion and sexual orientation in the workplace
5. Positive action
6. Tribunal claims
In March 1999 the Fair Employment and Treatment (Northern Ireland) Order 1998) came into force in Northern Ireland, providing protection for workers from discrimination and harassment at work on grounds of religious belief or political opinion.
The legislation outlaws discrimination and harassment in large and small workplaces, in the private and public sectors. It covers all aspects of the employment relationship, including recruitment, pay, working conditions, training, promotion, dismissal and references.
It's against the law for an employer to discriminate against a worker because of their actual or perceived religious or philosophical beliefs or because of their association with someone with a particular religious or philosophical belief. It is also unlawful to discriminate against a worker because they are not religious or they have an absence of religious or philosophical beliefs.
Employers have an additional obligation not to discriminate against their workers because of their actual, supposed or absence of political opinion.
What is the definition of 'religious belief' and 'political opinion'?
The legislation defines 'religious belief' as any religion, religious belief or philosophical belief. There is no definitive list of recognised religions. To be recognised as a religion, there must be a clear structure and belief system, although if it is not recognised as a religion it may still be recognised as a philosophical belief.
The definition of 'political opinion' specifically excludes an opinion which consists of or includes approval or acceptance of the use of violence for political ends connected with the affairs of Northern Ireland, including the use of violence for the purpose of putting the public in fear.
This is where a worker is treated less favourably because of their religious belief or their political opinion, when compared with another worker (known as a 'comparator') of a different religious belief or political opinion, but who otherwise shares the same or similar (but not materially different) circumstances as the complaining worker.
The comparator's circumstances do not need to be identical (in terms of the type of job, job level, job experience and seniority, etc.), but must not be wholly dissimilar. If a suitable comparator cannot be found, then a 'hypothetical comparator' can be used instead, who would be deemed to have the same employment as the complaining worker (such as their title, role, level etc). A Fair Employment Tribunal has the power to decide the particular circumstances of a hypothetical comparator (such as their personality).
Direct discrimination also extends to protecting a worker if you treat them less favourably based on:
Your perception of their religious belief or political opinion, regardless of whether or not the perception is correct. For example, you may refuse to promote an employee because you perceive him to belong to a particular religious group, but promote his colleague whose circumstances are similar, except that you do not have the same perception about their beliefs.
The religious belief or political opinion of another person (also known as discrimination by association). For example, if you treat an employee less favourably because they live with someone who belongs to a particular religious group or you dismiss them for refusing to comply with your instructions that would require the employee to discriminate against someone because of their religion or beliefs,
You could be liable for direct discrimination even if you did not intend to discriminate against your employee.
There is, however, an exception whereby direct discrimination is allowed in circumstances where it is required in order to comply with another law, or a genuine occupational requirement. For example, a Roman Catholic school may be able to restrict applications for a scripture teacher to baptized Catholics.
Usually, the only available defence to a direct discrimination claim is proving that there was no discrimination.
This is where you equally apply a formal or informal working practice, provision or criteria to all the workers in the workplace that puts a group of workers who share the same religious belief or political opinion at a particular disadvantage when compared with other workers, and a worker within that group actually suffers the particular disadvantage.
It does not matter whether or not this has been done intentionally.
For example, if you introduce a dress code which requires all workers to go bare headed, those who are Sikhs (and who have to wear turbans as part of their faith) would be discriminated against and would potentially have grounds for an indirect discrimination claim.
You can defend indirect discrimination claims by justifying the use of the unlawful practice, provisions or criteria, if you can show that its application is a proportionate means of achieving a legitimate aim.
Harassment is unwanted conduct towards a worker by an employer or another worker because of that worker's religious belief or political opinion. This applies to any conduct that violates a worker's dignity or creates an intimidating, hostile, humiliating, degrading or offensive environment, even if it was not intended as such.
For example, if you make a remark about a worker's religion that your worker feels is hostile, you could be liable for harassment.
If it is reasonable that the unwanted conduct has had an intimidating or humiliating effect on the worker, then you may have a harassment claim made against you (even where the harassment was unintentional). A worker will not be protected if they are over sensitive and unreasonably take offence to an innocent comment.
Employers are liable for any acts of harassment undertaken by their employees in the course of their employment – whether they knew about it or not – if they fail to take reasonable steps to prevent it. 'In the course of employment' means 'done whilst at work' or 'done while 'in a workplace-related environment'. Employers can't defend a claim of harassment by showing that they did not authorise it or on the grounds that the actions were reasonable or warranted.
Victimisation happens when a worker is treated less favourably than another worker because:
They have asserted their right not to be discriminated against on the grounds of their religious belief or political opinion by making a complaint
They have given evidence or information in a complaint made by another worker regarding discrimination on grounds of religious belief or political opinion
They have taken any other action under legislation relating to religious belief or political opinion discrimination
They have alleged that you or another worker has contravened the legislation relating to religious belief or political opinion discrimination
You know that they intended to do, or you suspect that they have done or intend to do, any of these things
For example, a worker might have grounds for a victimisation claim if they are prevented from going on training courses; subjected to unfair disciplinary action; or excluded from company social events because they took any of the above mentioned actions.
Employment practices and religion
Providing information
A worker does not have to give you information about their religion. Any information that is provided should be treated as confidential.
Time off and facilities
You do not have to provide time off and facilities for religious observance (e.g. a prayer room), but it is recommended that you should try to do so where possible.
Organisations should consider carefully whether they are inadvertently discriminating indirectly. For example, if team meetings always take place on a Friday afternoon, this may discriminate against Jewish and Muslim staff, for whom Friday afternoon may have a particular religious significance. Employers will not escape liability in an Industrial Tribunal by showing that discrimination was inadvertent or accidental.
If your employees want time off for religious holidays, they should ask in advance (giving the prior notice required under the terms of their employment contract). You should consider their request sympathetically – but you can refuse if it will affect the business.
If your employees wear clothing or jewellery for religious reasons, you should make sure any work dress code doesn't discriminate against them.
Some religions don't allow its followers to eat certain foods. If a worker does not want to handle such food (for example, if they work in a supermarket and don't want to handle pork), then they should speak to you about it. It is recommended that you take reasonable steps to manage their request, provided it doesn't affect the business.
Religion and sexual orientation in the workplace
Individual employees may have particular views on sexual orientation because of their beliefs. However, people shouldn't treat, for example, homosexual colleagues differently. In the workplace, everyone has the right to be treated with respect, no matter what their sexual orientation.
Positive action occurs where you do something in favour of one group of employees and not the other. This will obviously result in discrimination against the other employees. Positive action is therefore only permitted under the anti-discrimination laws where certain exceptions apply. Positive action is lawful where employers provide the following to persons of a particular religion, belief or political opinion, to prevent or compensate for disadvantages linked to that religion, belief or political opinion, which such persons might suffer when doing the work:
Access to facilities for training which would help equip them for the particular work;
Encouragement to take advantage of access to opportunities for promotions or transfers.
This does not mean that you can discriminate in favour of the members of the group when it comes to choosing people to do the work or fill the posts, as that could be unlawful discrimination.
Positive action is not the same as 'positive discrimination', which is where members of a particular group who have a protected characteristic are treated more favourably regardless of their circumstances. Positive discrimination is unlawful.
Tribunal claims
If you dismiss an employee, or if an employee resigns because they claim that they have been discriminated against by you, then they may make a complaint of unfair dismissal to an Industrial Tribunal, or, for discrimination cases, at the Fair Employment Tribunal. In addition, they may also claim for damages on the grounds of discrimination which they will be able to do regardless of their length of service.
A complaint must be presented within three months from the date of the act complained of, unless the tribunal considers that it is fair and reasonable in the circumstances to hear the claim outside that period.
While there is a limit on the amount of compensation a tribunal can award for unfair dismissal, there is no limit in cases of unlawful discrimination.
You can get more information from the Labour Relations Agency (LRA), which offers free, confidential and impartial advice on all employment rights issues. You can call the LRA helpline. The Equality Commission for Northern Ireland can help with advice regarding discrimination and equal opportunities.

redpajama_set_name: RedPajamaCommonCrawl


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IndieGames.com's Top Experimental Games Of 2010
IndieGames.com editor Tim W. presents ten of the best freeware experimental games released in 2010, including IGF Nuovo nominated video-editing game Loop Raccord and video-edited game, Roulette.
[IndieGames.com editor Tim W. presents ten of the best freeware experimental games released in 2010, including IGF Nuovo nominated video-editing game Loop Raccord and video-edited game, Roulette.] Experimental and art games are becoming more and more commonplace these days. Though the IGF Nuovo award is already honoring several of these games, we felt compelled to highlight more exemplary short-form works that deserve a second look from the community. Here are the top freeware experimental games of the year: 10. Loop Raccord (Nicolai Troshinsky) [Windows, freeware] A 'video editing game' involving synchronizing video clips, Loop Raccord was specifically noted for being a work that "would NEVER have been made by a commercial studio." The project also took on IGF's Nuovo Award challenge of "advancing the medium and the way we think about games" by dealing with aspects "more related to fine art than the gaming world."
9. Hazard: The Journey of Life (Alexander Bruce) [Windows, freeware] Built on top of the Unreal engine but employing "abstract pseudo vector graphics", Hazard was said to be a textbook example of an IGF 'Nuovo' game for using all the "storming through corridors" conventions of the first person shooter to create a deeper examination of personal philosophy.
8. Activate the Three Artefacts and then Leave (Stephen Lavelle) [Windows, freeware] Activate the Three Artefacts and then Leave is a freaky voyage into the unknown. After moving the mouse around, you'll spot a sphere in the distance. There you'll find a gap in the wall that will allow you to move inside. There are three artefacts to be found inside this sprawling yet claustrophobic environment of white cubes, but make sure you've got your speakers turned up, as it's the sound that really gives the game an eerie feel.
7. Roulette (Peter Lu) [Windows/Mac, freeware] Roulette is a one-button game which sees you sat at a table playing a game of Russian Roulette. You and your opponent take it in turns to point the gun at your head and pull the trigger. The whole thing is made up of dozens of video clips strung together, with a dark graphical effect over the top. The outcome is completely random, as are the reactions from your competitor, hence each game is different. Grab it and see how shocking a one-button game can be.
6. PlayPen (Farbs) [Flash, freeware] You've got to hand it to Farbs (developer of the Captain Forever series) - everything he creates is stupidly awesome, and PlayPen is no exception. It's a world created entirely by the players and is constantly expanding as users build it up with their weird and wonderful ideas. There's various routes to take and paths to go down, and each leads to more pixelated scenery and ways to venture. Eventually you'll reach a road which has not yet been created, at which point you'll be given the option to draw it yourself and set the next passages. Then other players will be able to continue their story using your scene. You can also edit scenes already drawn, editing paths and creating your own, so the story will change constantly.
5. ...But That Was [Yesterday] (Michael Molinari) [Flash, freeware] ...But That Was [Yesterday] follows the story of a guy who is trying to push back horrible memories from his past and move forwards. In each scenario, you're told which keys to press, and completing the scene successfully will build the music up and push the action onwards. Over time you'll see things that happened in his life, and shadows of old friends will begin to follow him. The first couple of minutes might put some people off if you can't work out how to progress the story, but make sure you keep at it, as this is a game worth playing through to the end.
4. Ute (Lea Schonfelder) [Flash, freeware] Ute (not safe for work) is a simple adult Flash game in which you play as a young woman advised by her grandmother to seek out sexual escapades before finally settling down to a life of marital bliss. The way it works is that you try to entice a man to follow you into a small alleyway, and the sexual act will commence the second the both of you are out of public view. Scoring points require timing your keypresses to a specific rhythm, but you'll need to satisfy your partner before some random passerby spots a familiar face committing infidelity in the shadows. The last person on the streets to have their heart broken will be married to you, and your grandmother will tally your achievements before the final score is posted to an online leaderboard. Though cartoony in nature and full of caricatures, the game pulls no stops in depicting many of the sexual scenes in a very graphical manner. Similar to Lea Schonfelder's Ulitsa Dimitrova (IGF 2010 student showcase finalist, SOWN 2010 selection, Fantastic Arcade spotlight finalist), Ute is definitely not a game for kids.
3. p0nd (The Peanut Gallery) [Flash, freeware] p0nd is a one-button game that utilizes the space bar to make the protagonist breathe in and out. Holding space will cause all the fresh air to enter his lungs - then you let go to make him breathe out. It's meant to be a very 'zen' experience, relaxing your nerves etc. In fact, it suggests you try breathing in and out with the character. Then you get to a pond, and well, it all gets a bit silly. We're not going to spoil it for you, but rest assured, you won't be expecting what happens next.
2. Covetous (Austin Breed) [Flash, freeware] Created in 48 hours for Ludum Mini-Dare 20 with the theme 'Greed', Covetous is a rather disturbing experience. The story is about an embryo slowly growing inside a person, eating all the food so that it could eventually grow into a baby. Without spelling it out fully (at the risk of spoiling it for anyone before they have the chance to figure it all out), 'another chance at life' leads to a rather special yet creepy scenario, with an even creepier ending. Be warned: There are extremely naughty words involved towards the end.
1. One Chance (Awkward Silence Games) [Flash, freeware] Yikes, this is fantastic. One Chance follows the story of scientist John Pilgrim who, along with his team, manages to find a cure for cancer. However, it quickly becomes apparent that the 'cure' kills all human cells, and everyone on Earth begins to die. You're given seven days to find a cure and save the human race, but here's the twist - you've only got one chance. If the seven days pass by and you don't find the cure, then John will die, the human race is become extinct, and reloading the game will simply show an image of John's death. There are multiple endings, but obviously you'll only be able to find one of them.
[Got feedback? Reasons to disagree? Post a response and we'll do a special 'best of reader comments' round-up at the end of our chart countdowns.]


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'Artemis Fowl' Actor Nonso Anozie Trained in Kendo Fighting and "Troll Fighting" [Set Visit Interview]
Posted on Wednesday, June 10th, 2020 by Hoai-Tran Bui
There are some unusual requirements to play a bodyguard to a 12-year-old criminal mastermind. For Nonso Anozie, who reunites with his Cinderella director Kenneth Branagh in the upcoming Disney fantasy movie Artemis Fowl, a few things he had to add to his resume were kendo fighting and "troll fighting." More so the kendo, as the troll fighting would be mostly done by his stunt double.
"But I did a little stunt this morning, being pushed over by the troll," Anozie told a group of journalists on the set of Artemis Fowl in 2018.
Anozie plays Domovoi Butler, the longtime bodyguard to the titular Artemis Fowl (Ferdia Shaw), whose family has worked alongside the Fowl family for generations. But their relationship is more than just the wealthy heir and his bodyguard (or the iffier connotations of a wealthy heir and his butler).
"Butler's relationship to Artemis is that of a father figure, an authoritative keeper or guardian, I would say, someone who looks after him. They can have a joke, but after, when it's time to be serious, it's time to be serious," Anozie said.
And Anozie certainly gets serious for Artemis Fowl. The British actor is no stranger to physically strenuous roles, having starred in his fair share of action blockbusters like Ender's Game, gangster flicks like RocknRolla, and war films like Atonement. But few other films required him to do physical training, fitness training, and kendo training on top of that:
"We trained for quite a long period. I'm doing a lot of physical training, fitness training, and we trained for about a month and a half before we started shooting. I don't know if you saw a [kendo] fight? But there's a [kendo] fight with Juliet Butler and I. It's very much a tradition that we pass down through the generations, and she's going to be the next Butler, so we're — I'm training her in self defense and training her in martial arts. We had to train for that, for one scene, for like a millennia, to shoot something that only lasts 15 seconds [laughs], but that's the level of dedication that everybody's putting into this."
Anozie has the added difficulty of pulling off these stunts and sequences while wearing ice blue contacts and clad in the character's signature suit and tie, which Branagh wanted to make sure looked as smooth and sleek as possible:
"He wanted it to be creaseless, he didn't want it to have any creases on it, so the tie has to be done in a specific way, the shirt has to be done in a specific way. Like, There's so many little things that you probably won't notice straight away, but because he's so specific with what he wants — and I think it all adds to a fun outcome."
"There's no buttons," Anozie added, laughing: "It's kind of a leotard [which] makes it difficult to go to the toilet."
Artemis Fowl debuts on Disney+ on June 12, 2020.
'Artemis Fowl' Review: An Astounding Failure as an Adaptation and as an Entertaining Movie
Josh Gad's 'Artemis Fowl' Character is Like the Han Solo of Dwarves [Set Visit Interview]
Why 'Artemis Fowl' Director Kenneth Branagh Made So Many Major Changes to the Book [Interview]
'Artemis Fowl' Special Look: Save Colin Farrell, Save the World
/Featured Stories Sidebar, Disney/Pixar, Family Films, Fantasy, Interviews, Set Visit, Artemis Fowl, Nonso Anozie


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Dachshund Breed History
Modern dachshunds are the descendants of dachshund-like dogs with long bodies and short legs, the images of which are first seen in the frescoes of Ancient Egypt more than 4000 years ago. Such dogs can be seen both in ancient Greek drawings and in Assyrian sculpture. During the excavations of the Roman Forum, skeletons of dachshund-like dogs were discovered. There is every reason to believe that dachshund dogs, and therefore dachshunds descended from the most ancient form of hunting dogs, hounds, or rather from their intermediate form of a short-legged dog, called a hunting reed. The modern classification classifies the Dachshund breed into a group of beagle dogs.
With the development of civilization, when spears and arrows were replaced by more advanced means of hunting, and even more so with the invention of firearms, the methods of hunting also changed. Hunters needed small-sized dogs capable of catching the animal not only on the surface of the earth but also underground in burrows. This is how the process of searching and creating various breeds of burrowing dogs began. In England, the function of underground hunting was performed by square-legged dogs called burrow terriers. In Germany, hunters used, on the contrary, squat, short-legged dogs with an elongated body, which allowed them to penetrate even very narrow burrows without hindrance. It is Germany that is the birthplace of the dachshund. Many skeletons of dogs of prototypes of modern dachshunds were found in Germany and belong to the period of the Roman invasion (II century BC).
The origin and emergence of earthen dogs began in southern Germany. Documents dating back to the 7th century mention the "beaver dog", which was used to hunt beavers, badgers, otters, etc. The ancestors of dachshunds probably include the dogs used in baiting hares and foxes. They are mentioned in the second half of the 13th century. In the 15th century, dogs were first described that bore some resemblance to modern dachshunds. The rapid spread of the breed dates back to the period of late feudalism (by the middle of the 16th century), when the rapid growth of cities began, and, consequently, a new class of townspeople, or burghers, appeared. It was they who made burrow hunting popular, and such a dog as a dachshund is convenient in keeping and training.
One of the first images of "earthen dogs" dates back to that time and is found in the book by Jacques du Folle "The Hunt" (1561). They probably were the progenitors of modern dachshunds, but the exterior was very different from those. Further development of the breed took place throughout the 17th century. In the hunting literature of that time, there are names: "earthen dog", "badger dog", "creeping dog", etc. At the end of the century, the main variants of dachshund colors were laid down. It was noted that the dogs of the new breed are distinguished by excellent hunting qualities and extraordinary intelligence. By the middle of the 18th century, the Dachshund breed had basically developed. The Dachshund is gaining more and more popularity, and more and more people are breeding and improving the breed.
Not only hunters are interested in dachshunds, but also just dog lovers. In the 19th century, dogs with elongated coats, long-haired and wire-haired, were created. In evolutionary terms, the smooth-haired dachshund is considered the oldest. It is believed that the appearance of long-haired dachshunds is the result of crossing smooth-haired varieties with spaniels, and wire-haired ones with Dandie Dinmont Terriers, as well as Scotch terriers and Yorkshire terriers. Schnauzers took part in the further breed formation of wire-haired dachshunds, especially in the South German regions.
In 1880 the first German pedigree book of hunting dogs was approved. At the same time, a single breed standard was adopted. In 1888, the first German Teckel Club was founded in Berlin. The name of the dachshund is consonant with the German word der Dachs, which means badger, and it would be more correct to call the dachshund a Daksa or Dachsa. In northern Germany, the dachshund was called Teckel, and in the southern German regions, the name Dackel was adopted. The official name Dachshund in translation from German means "badger dog" and accurately indicates the purpose of the breed.
At the end of the 19th and the beginning of the 20th century, an attempt was made to breed varieties of dachshunds in size. In the 10s of our century, dwarf and smallest rabbit dachshunds are created. The emergence of different height and weight options was caused by the use of dachshunds in hunting practice. For example, the burrows of sandy soils are so small that ordinary dachshunds could not move in them at all. Therefore, the smallest individuals were specially selected and used for further breeding, which led to the appearance of dwarf dachshunds. When breeding the smallest variety of rabbit dachshunds, used to drive wild rabbits out of burrows, dachshunds were crossed with toy terriers and miniature pinschers.
The peak of the dachshund's popularity came at the beginning of the 20th century, when a craze for this breed reigned throughout Europe, but already mainly as an indoor decorative one. The dachshund was a symbol of respectability and homeliness. In the 1920s, in Germany, German shepherds ranked first in terms of quantity and popularity, and dachshunds ranked second. Dachshund is a national breed in Germany. The German village of Gergweis is called the "capital of dachshunds", because in every yard, and there are about 100 of them, these small hunting dogs have been bred for many decades. People from all over the world come here for puppies. The dachshund was also the symbol of the 1972 Munich Olympics.
Bred in Germany, the Dachshund quickly spread throughout Western Europe in the 19th century. Dachshunds were very popular in Austria, Sweden, and England. Moreover, the English Kennel Club improved the breed and got its own type of dachshund, which is preferred in Australia. In the United States, the first taxes were registered between 1879 and 1885, and already in 1895, the Tax Club was founded as a branch of the American Kennel Club. In the United States, the dachshund is little used as a hunting dog. She is considered there mainly as a sports dog, however, her working qualities are also given due here.
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Mercatus Events
Inclusive Regulatory Reform: Solutions for the Poor and Entrepreneurs
Check-In & Breakfast: 8:30 a.m. - 9:00 a.m.
Event: 9:00 a.m. - 11:30 a.m.
Top of the Hill Reserve Officers Association One Constitution Avenue, NE Washington, DC
Scott Brinkman
Secretary of the Executive Cabinet, Governor Matt Bevin of Kentucky
Kevin Falcon
Former Minister of Finance and Deputy Premier, British Columbia
Rutheford B. Campbell
William T. Lafferty Professor of Law, University of Kentucky
Anthony Campau
Chief of Staff and Counselor, Office of Information and Regulatory Affairs
Dustin Chambers
Professor of Economics, Salisbury University
Laura Jones
Executive Vice-President and Chief Strategic Officer, Canadian Federation of Independent Business
Director of the Program for Economic Research on Regulation, Mercatus Center
Derek W. Moore
Attorney Advisor, Office of Policy Planning at Federal Trade Commission
Vice President of Policy Research, Mercatus Center
Please join the Mercatus Center on Thursday, April 26, as leading scholars and policymakers discuss the current regulatory state and its effect on two significant groups—the poor and entrepreneurs.
Academics have documented that many well-intentioned, but ill-informed, regulations disproportionately harm these groups. Unfortunately, finding and implementing solutions has proven difficult.
The event will include a keynote address and two discussion panels that consider:
The Problem. Scholars doing in-depth economic analysis will present their research on the economic barriers that regulation can create for the poor, entrepreneurs, and small businesses.
The Solution. Government representatives from the state, federal, and Canadian government will discuss current efforts to reduce regulatory burdens and prevent economic harm.
8:30 a.m. - 9:00 a.m. | Check-In & Breakfast
9:00 a.m. - 9:10 a.m. | Welcome Remarks
Eileen Norcross, Vice President of Policy Research, Mercatus Center
9:10 a.m. - 9:30 a.m. | Opening Keynote
Senator James Lankford, US Senate
9:30 a.m. - 10:25 a.m. | PANEL I: The Problem: When Regulations Become a Barrier to Opportunity
The panel will introduce new research examining regulatory effects on the poor and small businesses. With the application of new data analytics tools, policymakers are not only able to better understand when a regulation creates barriers but highlights trends and differences across the 50 states and internationally.
Rutheford B. Campbell, William T. Lafferty Professor of Law, University of Kentucky
Dustin Chambers, Professor of Economics, Salisbury University
Derek Moore, Attorney Advisor, Office of Policy Planning at Federal Trade Commission
Moderated by: Patrick McLaughlin, Director of the Program for Economic Research on Regulation, Mercatus Center
10:25 a.m. - 11:20 a.m. | PANEL II: The Solution: Breaking Down Barriers with Smart Regulation
The panel will highlight regulatory reform models from multiple government perspectives that have or are currently addressing the problem of regulatory accumulation and its stifling effect on economic growth. Kevin Falcon will discuss British Columbia's remarkable economic turnaround at the start of the century, Scott Brinkman will explain Kentucky's Red Tape Reduction Initiative, and Anthony Campau will cover the Trump administration's use of a regulatory budget.
Scott Brinkman, Secretary of the Executive Cabinet, Governor Matt Bevin of Kentucky
Anthony Campau, Chief of Staff and Counselor, Office of Information and Regulatory Affairs
Kevin Falcon, Former Minister of Finance and Deputy Premier, British Columbia
Moderated by: Laura Jones, Executive Vice-President and Chief Strategic Officer, Canadian Federation of Independent Business
11:20 a.m. - 11:30 a.m. | Closing Remarks
Patrick McLaughlin, Director of the Program for Economic Research on Regulation, Mercatus Center


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AOG is a team of several business consultants. Each consultant specializes in a particular discipline, including finance, sales and marketing, technology, management, operations, procurement and human resources.
Our objective is to assist our clients gain and sustain competitive advantage through the provision of Innovative solutions that will aid the attainment of the overall business objectives (and strategy) of our clients.
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The Head of the Roman Catholic Church in Guyana, Bishop Francis Alleyne, believes that despite the political challenges, Guyana remains a beautiful country….More in this report from Handell Duncan .
Despite uncertainty and some amount of fear permeating, following the passage of the No-Confidence Motion in the National Assembly, as a people and as a nation, with a certain structure of governance, Guyana can make something very good of what transpired in the National Assembly on December 21, according to head of the Roman Catholic Church in Guyana, Bishop Francis Alleyne.
The most outspoken among the many Christian churches, following the passage of the motion, issued a statement saying that Guyana is in uncharted territory with the passage of the motion of no confidence.
In spite of all that is taking place, he reminded that Guyana is a blessed and beautiful country.
Following the passage of the No-Confidence Motion, Bishop Alleyne was previously quoted as saying that Guyana needs, in the immediate period ahead, to instill renewed hope of the People in their nation, increase the accountability of elected leaders to the People as opposed to the parties, and promote the reconciliation needed for increased socio-political trust in the country.


When most of us were children, we all wondered why out mothers constantly nagged us to wash out hands. What an unnecessary evil, right? Well, perhaps not. As we grow a little bit older and wiser – and especially for those of us that pursue careers in the medical field – we notice that anywhere and everywhere are tiny little threats that are typically invisible to the human eye such as viral meningitis.
Viral meningitis is one of those conditions that most of you have probably heard of, but if you're like me, it may not have seemed too interesting because you could never get it, right? Never say never.. It wasn't until I saw a small child in agonizing pain from viral meningitis that made me appreciate the horror of this condition. The child's neck was stiff as a board, as well as the rest of its body from the pain. Viral meningitis usually stems from a common virus and while it isn't as life threatening as other types of meningitis, it is something that you do not want to experience in your lifetime. I also have a friend that was lucky enough to catch viral meningitis from an enterovirus. She described viral meningitis as the post painful and agonizing week of her life.
Meningitis is the term describing a condition that involves acute inflammation of the meninges around the brain. There are several protective membrane layers that surround our brains and spinal cords called Meninges. The Meninges term refers to a group of three layers that help cushion and envelope the brain. These three specific layers are referred to as Pia Mater, Arachnoid Mater, and the Dura Mater. The Dura Mater can also be described as the outer layer of the skull. This layer is a fairly tough layer of fibroelastic cells and contains a bit of extracellular space. The Arachnoid mater consists of many blood vessels, the subarachnid space, and cerebrospinal fluid (CSF). The Pia Mater is the layer that is closest to the brain. It actually touches the brain and envelopes the brain and spinal cord's contours.
Meningitis infections are generally classified into several types. These types include: Bacterial Meningitis, Viral Menengitis, Fungal Meningitis, Parasitic Meningitis, and Non-infectious Meningitis. Most of these are pretty self-explanatory. Many times, you'll also hear the specific name of a type of meningitis, which is simply the specific type of infection responsible for the infectious meningitis.
Bacterial Meningitis is one of the most prevalent, damaging, and life threatening types of meningitis. It typically occurs when certain bacterium enter the blood stream and travel the brain and spinal cord, which often results in brain damage, hearing loss, and learning disabilities. Fungal Meningitis is the same scenario, but is caused by fungal matter that is usually introduced into the body by inhalation of spores in contaminated soil, bird droppings, or other things that you shouldn't be sniffing around in. Parasitic Meningitis is very rare, with only 31 cases between 2002 and 2012, but is extremely fatal. Out of the 31 cases, there were no survivors. All other types of meningitis fall into the Non-infectious category. These cases of meningitis are usually caused by head injuries/trauma, cancer, Lupus, brain surgeries, or certain medications.
Now, how likely am I to get viral meningitis? Well, that's not entirely easy to say because viral meningitis statistics may not be entirely accurate due to misdiagnoses, the illness being overlooked or unreported, and because many cases go untreated. Of all of the known cases (totally all types of meningitis) throughout the world, there were over 8.8 million cases throughout 2005-2015. Of these 8.8 million victims, 379,000 resulted in death. For this century, that's a lousy survival rate and definitely something to fear. My first thought, since I'm terrified of obtaining any type of virus, was that viral meningitis was definitely the type killing everybody off. However, my assumption was entirely inaccurate. Viral meningitis is one of the more common forms of meningitis, but only claims the lives of less than 1% of its victims which is much better than the 20-40% mortality that bacterial meningitis has. Viral meningitis is most likely to occur in young children. However, symptoms of viral meningitis in children cannot always be communicated to doctors easily which makes it another condition that is hard to determine statistic for.
What causes viral meningitis? A virus, of course! It so happens that the meninges prove to be a nice place for a virus to hide out from the immune system to conduct some massive replications and to infect the host. Some people with very strong immune systems may be able to fend the virus off somewhat, but those that are experiencing a weakened immune system from things like HIV, cancer, chemotherapy, etc may be more likely to contract viral meningitis and may take long periods of time to recover from the meningitis infection.
It was very surprising to me to hear which culprits are responsible for this horrific condition. Over 80% of all viral meningitis cases these days are caused by the enteroviruses, which belong to the viral family Picornaviridae and are one of the most common types of viruses today. A couple of other fairly common viruses that are responsible are Herpes simplex virus 2 (HSV-2) which is another very common virus present in humans, and the Mumps virus. Varcella zoster and Herpes simplex virus `1 (HSV-`1) are two others that cause a significant amount of the viral meningitis cases, but are not near as prevalent as the enteroviruses. Other notable viruses that are known to cause viral meningitis include the West Nile virus, HIV, Epstein-Barr (EBV), Mumps virus, Saint Louis encephalitis virus, tick-borne encephalitis viruses, and Cytomegalovirus (CMV).
The most common symptom of viral meningitis is a headache (and from reading experiences of viral meningitis patients, these headaches sound pretty intense and severe). Headaches are experienced by over 90% of people diagnosed with viral meningitis. The most common symptoms of viral meningitis in adults are photophobia (sensitivity to light), fever, and muscle stiffness in the neck, muscle aches and pains, nausea and vomiting. A notable side effect often seen in children is a meningitis rash.
Upon arriving to the hospital, a patient's medical history will be reviewed. If spinal meningitis or viral meningitis are suspected, the physician will most likely conduct tests to determine C-reactive Protein white blood cell counts, and glucose concentrations. Bacterial meningitis and viral meningitis have the same symptoms and cannot be clinically diagnosed because most medical clinics do not have the necessary equipment for collecting and testing blood or cerebrospinal fluid at their facilities. For this reason, patients should be referred to the hospital for further testing. A lumbar puncture for cerebrospinal fluid (C SF) is the only test that can distinguish the two types of meningitis.
It is extremely important that all known symptoms of viral meningitis are reported since this condition can often be misdiagnosed as a typical viral infection or other common occurrence. If viral meningitis goes undiagnosed, the patient may experience mental deterioration, death, or the viral meningitis may convert to an even more serious state/condition, referred to as meningoencephalitis. Meningoencephalitis occurs when the condition spreads from the meninges to other parts of the brain which causes those areas to inflame as well. Meningoencephalitis also carries a larger amount of symptoms and potential threats, such as seizures, additional brain damage, and a higher mortality rate. If you've ever seen the movie Contagion, you'll understand how big of a threat meningoencephalitis can be – the virus in the movie causes meningoencephalitis in its hosts.
Viral meningitis will typically last approximately 7-10 days for most of those that experience meningitis caused by one of its usual culprits. However, if viral meningitis spreads into parts of the brain or spinal column, the disease may progress and last longer/cause more damage to the body and nervous system. At this time, there are no specific treatments for viral meningitis. A large number of patients with viral meningitis overcome the infection without treatment. A patient will most likely receive a general antiviral medication after being diagnosed with viral meningitis. After the condition has been identified and declared to be the cause, the physicians should diagnose and determine the specific virus causing the infection because the most logical form of treatment would be to treat the condition that is known to be most effective for the specific virus responsible for meningitis.
Like the introduction lead on, washing your hands is a good start to preventing viral meningitis (or any form of infectious meningitis for that matter) In theory, general virus prevention would applicable to viral meningitis prevention. Steps to avoid unwanted viruses and illnesses include washing hands thoroughly after using the restroom, handling food, or animals. Before traveling to other countries, it would be extremely wise to check the CDC's map for disease prevalence in your destination country and obtain any shots/vaccines that are recommended by the CDC from your physician a reasonable amount of time before departing. Some cases of viral meningitis are thought to be caused by coming into contact with rodent droppings or urine, so it is recommended to get control of any rodents or other scavengers investing your home or office.
Next article Who Wouldn't Get a Chickenpox Vaccine?


text:
Дэвис, Роберт (): Дэвис, Роберт Генри (1870—1965) — английский изобретатель, глава компании Siebe Gorman.
 Дэвис, Роберт Уильям (1925—2021) — британский историк.

См. также
 Дэвис, Боб (1920—1990) — американский баскетболист.
 Дэвис, Брэд (полное имя Роберт Крил Дэвис, 1949—1991) — американский актёр, лауреат премии «Золотой глобус».
 Дэвис, Робертсон (1913—1995) — канадский писатель, критик, журналист.

redpajama_set_name: RedPajamaWikipedia


text:
Behind the Bar Snap Shot
The Small Seoul Street Where Cocktails Reign Supreme
Jake Emen
Jake Emen is a writer with more than a decade of experience covering food, spirits and travel. He is based in San Diego.
Red Light cocktail at Le Chamber in Seoul Image: Le Chamber
Along a single strip of road in the otherwise sprawling city of Seoul, you'll find two of the city's very best cocktail bars right across the street from each other: Alice Cheongdam and Le Chamber. Located in the Gangnam district—yes, everyone's favorite viral song from 2012 is actually named for a part of Seoul and the swanky style you might find there—the two bars are now getting international acclaim as well, climbing up the charts in both Asia and the world.
There's a special synergy between the two cocktail bars, located in such close proximity—ne that's hard to understate in a city whose drinking scene is still dominated by soju and beer. While the two bars are entirely separate institutions with separate teams, what they have in common beyond locale is a near-obsessive level of hospitality, along with intricate menus, creative concepts and highly inventive drinks.
Alice Cheongdam. Alice Cheongdam
A Walk into Wonderland at Alice Cheongdam
You have to go down the rabbit hole to find Alice Cheongdam, semi-hidden through a functional florist and a flight of stairs. Once inside, low-slung leather lounge chairs replace bar stools, and a seasonal welcome drink is offered, both encouraging guests to take their time while reading the playful thematic menu.
"Korea is known for its beautiful seasons, and even if you go to the same place, you can find different beauty from one season to the next," says head bartender Willy Park. "The menu expresses the four seasons with a style that matches Alice's theme."
The Birds & the Bees at Alice Cheongdam. Jake Emen
The bar's upcoming menu features an emoticon to match a cocktail's particular sensory experience, with QR codes revealing full ingredients and explanations. Previously, a graphic novel depicted a mischievous rabbit's adventures on the town, with colorful illustrations accompanying each drink.
The playfulness doesn't stop with the menus but rather continues with each drink's ingredients and presentations. The Birds & the Bees, for instance, features basil-infused gin with pineapple, honey and an IPA foam, served in a mug contained within a straw bird's nest loaded with chocolate eggs for you to snack on. Another drink was smoked within a mirror-backed jewelry box that guests pop open with resounding delight.
Le Chamber. Le Chamber
Le Chamber's Luxe Lounge
Le Chamber is also a basement bar, though rather than hidden behind a flight of fancy, the flight of stairs here leads you into a luxurious cocktail lounge replete with a chandelier and grand piano. The city's stylish night owls may be out in abundance, but the key to the friendly environs is that everyone is welcome.
The bar's code of conduct is "Hyang-Eum-JuRye," which refers to a traditional etiquette from the Joseon Dynasty, Korea's renowned kingdom that ruled for five centuries after its founding in the late 14th century. "Both the high and low classes were invited to drink in public so that they could each learn the manners and disciplines that were valued in culture," says head bartender Tae Woo Park. "This also serves as a great reminder that today's fine drinking is to drink responsibly."
Carry On at Le Chamber. Le Chamber
A recent menu showcased a diverse set of ingredients and drinks, from classics to barrel-aged cocktails and omakase cocktail flights, all with accompanying illustrations as well as helpful information such as the drink's flavor profile and ABV. The Love or Hate is a standout with Islay whisky, amontillado sherry and truffle, along with a revamped Pisco Sour featuring yuzu and basil oil.
The Unifying Force of Hospitality
Two high-end bars this close to one another can either foster a unifying atmosphere or carry on as bitter rivals." It's the former that's on display in Gangnam with neighbors Alice and Le Chamber.
Bumble Bee at Le Chamber. Le Chamber
"We don't think it's about competition, but instead it's about increasing the bar scene in Korea overall," says Park. "Each bar also provides a different individual experience, and it's common to receive recommendations from our bar to Alice and vice-versa."
"I personally think we should strive to serve customers like true friends, without pretending or pretension," says Du Ui Hong, the outgoing bar manager at Le Chamber who this year will open his own bar, Nlin. "Then that one guest might bring 10 people to your bar."
Golden Time at Le Chamber. Le Chamber
Hong believes the hospitality roots for both establishments can be attributed to the backgrounds of their respective owners, both of whom worked in Seoul's glitzy hotels. "It's not special to make a drink, but it's difficult to actually be a good bartender, which means be a good friend," he says.
It's a sentiment that's shared back across the street. "Of course, a bar's drinks should be delicious, but the warm hospitality that people give you is much more than that," says Park. "I think the most important factor in any good bar is the interaction between the bartender and the customer."
The Magic of Good Design at Vienna's Miranda Bar
Blanche Armagnac Might Be the Next Big Thing in Cocktails
What Bartenders Are Doing Right Now to Earn a Living
How to Drink Your Way Through Marrakech
6 Excellent Places to Drink in Lisbon
6 Islands Drink Lovers Should Be Visiting Now
5 Reasons Why Montreal Is a Great Canadian Drinking City
9 of the World's Most Beautiful Hotel Bars
5 Hotel Rooms and Villas with Baller Private Bars
How Hortense Van Der Horst Is Helping Reinvent Paris' Queer Drinking Scene
How to Drink in Utah
6 Small Tweaks to Upgrade Your Bar Program
5 Great In-Room Cocktail Programs at Hotels
The Czech Republic's Cocktail Movement. Here's What You Need to Know.
A Drinker's Guide to Making the Most of the National Parks
This Georgian Bar Is Going All In on the Country's Native Spirit
Keep up with the latest bar trends, cocktails, and more by signing up for our newsletter.


When does one soap-up their hands? Before turning on the water? After?
I was always taught to soap up your hands after. It's a lot harder to get suds if your hands aren't wet.
Ya, I wet my hands, then lather. Always. But I have seen premature latherers out there. Just nonsense.
get the soap in the middle of my hand, turn on the water, splash a little water in with the soap, lather, then rinse. no particular reason why i do it this way, i just do.
What if you wet one hand and soap the other hand? Because, I seriously do that at my work. "How?" you might axe yourself. Easy. I have automatic faucet and soap dispenser. Today I actually noticed that I get one hand wet and the other one soapy at the same time, then I proceed to lather.
Dave (do I know this Dave?!?) - the blessed benefits of technology! What a novel idea - soap and wet at the same time - genius!


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Donna Gordon BlankinshipNews & Politics Editor
Donna Gordon Blankinship is the news and politics editor at Crosscut, leading a team of reporters taking a deep look at local, state and regional issues. She previously worked for The Seattle Times and The Associated Press, covering education, health care and state government. Find her on Twitter @dgblankinship or email her at donna.blankinship@crosscut.com.
What you need to know about omicron and COVID in Washington
Don't panic. Crosscut answers your questions about the latest surge.
/ December 22, 2021 /
Updated at 8:20 a.m. on Dec. 24
Last week's redistricting drama is exactly why journalists are vital
Part of the job of news organizations like Crosscut is to make sure government is doing its work in a transparent, honorable and law-abiding way
Still have questions about our voter guide (or the election)?
Readers ask why we didn't cover more races and why Crosscut doesn't do endorsements.
Where do I have to wear a mask in WA? We explain
With COVID-19 surging, state, local and federal health officials have issued new masking recommendations for vaccinated people.
Melissa Santos &
/ July 28, 2021 /
Updated Monday, Aug. 23 at 9:48 a.m.
How you helped shape our Seattle and King County voter guide
We're sending your questions directly to candidates.
/ July 27, 2021
Where to stay cool during the PNW heat wave
From art galleries to public libraries, government agencies and nonprofit groups work to keep Washingtonians healthy and safe.
Washington state is reopening this week. Here's what you need to know
Crosscut answers your questions about what life without COVID restrictions may look like: Updated with more information about masks for the unvaccinated and answers to other reader questions.
/ June 28, 2021 /
Updated at 2:15 p.m. on June 29, 2021
In 2021, elections are everywhere in Washington state
We kick off this year's Crosscut Elections newsletter with a reader's question about where elections are taking place.


text:
Q: Django select users from seperate model I have two models:
class PlayerPermissionGroup(models.Model):
  player = models.ForeignKey(Player)
  name = models.CharField(max_length=200)

class PlayerPermissionGroupMember(models.Model):
  permission_group = models.ForeignKey(PlayerPermissionGroup)
  user = models.ForeignKey(User)

Currently, to get all the member in a Permissions Group I do:
getMembers(group):
  group_member_ids = (PlayerPermissionGroupMember.objects.filter(permission_group=group)
                                                         .values_list('user__id'))
  return User.objects.filter(pk__in=group_member_ids)

Is there a better/cleaner way to do that?

A: You MAY add a related_name to you FK to User:
class PlayerPermissionGroupMember(models.Model):
  permission_group = models.ForeignKey(PlayerPermissionGroup)
  user = models.ForeignKey(User, related_name='player_permision_groups')

Then you can do:
getMembers(group):
  return User.objects.filter(player_permision_groups__permission_group=group)

You may omit the related_name but the lookup changes slightly by using the default related_name that django assigns instead.

redpajama_set_name: RedPajamaStackExchange


Employers must guarantee the health and safety of their employees but without merely complying with legislation and remedying risk situations, meaning that they have an obligation to perform risk assessments, adopt measures in emergency situations, provide protective equipment and to guarantee the health of employees, including pregnant or breastfeeding women (ensuring they do not perform tasks which could put them or their unborn child/baby at risk).
All employers must have a risk prevention service to provide advice and assistance in prevention tasks and employers must appoint one or more workers to take charge of these activities. At companies with less than ten workers, this service may be provided directly by the employer, provided that it habitually pursues its business at the workplace and has the necessary capacity to do so. An external risk prevention service may also be used in certain cases.
Failure to comply with occupational risk prevention obligations may give rise administrative, labor, criminal and civil liability.


text:
/* Commentary:
 *
 */

/* Change log:
 *
 */

#ifndef DTKABSTRACTCONTAINERORDERED_H
#define DTKABSTRACTCONTAINERORDERED_H

#include "dtkAbstractContainer.h"
#include "dtkContainerSupportExport.h"

// /////////////////////////////////////////////////////////////////
// dtkAbstractContainer interface
// /////////////////////////////////////////////////////////////////

template <typename T> class dtkAbstractContainerOrdered : public dtkAbstractContainer<T>
{
public:
     dtkAbstractContainerOrdered(void);
     dtkAbstractContainerOrdered(const dtkAbstractContainerOrdered<T>& other);
    ~dtkAbstractContainerOrdered(void);

public:
    dtkContainerType type(void) const;

    void add(const T& value);
    void add(const dtkAbstractContainer<T>& values);

public:
    virtual void append(const T& value) = 0;
    virtual void append(const dtkAbstractContainer<T>& values) = 0;

    virtual void prepend(const T& value) = 0;
    virtual void prepend(const dtkAbstractContainer<T>& values) = 0;

    virtual void insert(qlonglong index, const T& value) = 0;
    virtual void insert(qlonglong from, const dtkAbstractContainer<T>& values) = 0;
    virtual void insert(qlonglong from, qlonglong step, const dtkAbstractContainer<T>& values) = 0;
    virtual void insert(qlonglong *indices, const dtkAbstractContainer<T>& values) = 0;

    virtual void replace(qlonglong index, const T& value) = 0;
    virtual void replace(qlonglong from, const dtkAbstractContainer<T>& values) = 0;
    virtual void replace(qlonglong from, qlonglong step, const dtkAbstractContainer<T>& values) = 0;
    virtual void replace(qlonglong *indices, const dtkAbstractContainer<T>& values) = 0;

    virtual void removeAt(qlonglong index) = 0;
    virtual void removeAt(qlonglong from, qlonglong to, qlonglong step = 1) = 0;

public:
    virtual qlonglong     indexOf(const T& value, qlonglong from = 0)  const = 0;
    virtual qlonglong lastIndexOf(const T& value, qlonglong from = -1) const = 0;

    virtual qlonglong *indicesOf(const T& value, qlonglong from = 0) const = 0;

    virtual const T& at(qlonglong index) const = 0;

    virtual const T& first(void) const = 0;
    virtual const T&  last(void) const = 0;

    virtual dtkAbstractContainerOrdered<T> *subContainer(const dtkAbstractContainerOrdered<qlonglong>& indices)  const = 0;
    virtual dtkAbstractContainerOrdered<T> *subContainer(qlonglong from, qlonglong to, qlonglong step = 1) const = 0;

public:
    virtual const T& operator [] (qlonglong index) const = 0;
    virtual       T& operator [] (qlonglong index)       = 0;
};

// /////////////////////////////////////////////////////////////////
// dtkAbstractContainerOrdered implementation
// /////////////////////////////////////////////////////////////////

#include "dtkAbstractContainerOrdered.tpp"

#endif

redpajama_set_name: RedPajamaGithub


Walter Isaacson's biography of Apple co-founder Steve Jobs, drawn from three years of exclusive and unprecedented interviews Isaacson has conducted with Jobs.Isaacson, the bestselling author of "Benjamin Franklin: An American Life" and "Einstein: His Life and Universe," began work on the book in 2009 and has conducted extensive interviews with Mr. Jobs and family members, key colleagues from Apple, as well as competitors.
About the Author: Walter Isaacson, the CEO of the Aspen Institute, has been chairman of CNN and the managing editor of Time magazine. He is the author of Einstein: His Life and Universe; Benjamin Franklin: An American Life; and Kissinger: A Biography, and the coauthor of The Wise Men: Six Friends and the World They Made. He lives in Washington, D.C., with his wife and daughter.


After an attack at a military charity gala, navy commander James Darius learns someone wants to kill him—and kidnap his two daughters. And there's nothing the recently widowed single father won't do to protect his girls…even if it means asking a beautiful bodyguard to pose as his girlfriend.
Though security expert Zoe Dean agrees to handle the threats and near-fatal assaults, she refuses to get attached to the handsome commander and his lovely daughters.
But with the would-be kidnappers closing in, saving James and the little girls, while protecting her heart, may be one mission Zoe can't master.
An action packed story with an engaging plot and charming characters. It was easy to embed myself into the story, and the fact that I had not read the previous installations in the series didn't hinder my enjoyment of it.
Zoe Dean is a great heroine, she can handle herself in any situation and is a tough competitor when fighting against the culprits. She has a history that she would rather hide, staying off from the limelight and anonymous is what she prefers. Her connection with the Darius family is immediate, James' daughters accepting and welcoming her presence in their lives, trusting her to keep them safe.
James Darius is a single dad of two precious daughters. He had a difficult marriage, with a lot of baggage and promises he can not break. He is fighting to keep his family safe while trying to get hold of highly sensitive material for his job. To fall for Zoe is the last thing he expected or has time for right now in his life. He is stubborn, capable, fierce protector, with a soft spot in his heart for his girls.
I liked the connection between James and Zoe. It felt authentic and even though rather instant, it was believable. The action is constant, the threats multiple and twisted keeping the reader on their toes, and the plot moving forward with great tempo. The characters faith in God is a natural part of the story. They rely on Him to guide them, to keep them safe. The prayers are constant and well embedded into the storyline.


text:
The future of product management
by Lauren Maffeo — in Insider
Lauren Maffeo was a contributing writer to TNW from 2012-2014. She oversees content strategy at Aha! – the world's #1 product roadmap software.
Nokia acquired Alcatel-Lucent a few weeks ago — but not for the reasons you may be thinking. The two giants behind this $16 billion deal are not citing "synergy from cost reduction" or similar phrases that often accompany large corporate mergers. In this case, improving the speed at which they innovate was cited as the catalyst.
Neither brand is really known for innovation these days. That fact has been a major problem for both as they try to excite their customers and grow market share. Quite simply, they have failed to produce products that customers love. This is true for both their consumers and enterprises.
"Nokia's acquisition of smaller rival Alcatel-Lucent may avoid the pitfalls that befell earlier telecom network equipment marriages, thanks to a revolution over the past decade in how products are launched and developed," Reuters declared in its report on the merger.
The rationale behind Nokia's acquisition invites a broader question: how will both brands increase their speed of innovation? And who will be responsible for this acceleration?
Most likely, that will fall on the shoulders of product development teams. Those teams will be led by product managers – who will, in turn, be tasked with prioritizing features, gathering new ideas from customers, and driving innovation through cross-functional releases.
Over the past decade, technology companies – and product managers – have become more mainstream. Tech leaders like Marissa Mayer have made it to the c-suite through product management roles. Steve Jobs became beloved for his deep, holistic product approach when he said, "it's in Apple's DNA that technology alone is not enough — that it's technology married with liberal arts, married with the humanities, that yields us the result that makes our hearts sing."
Leaders like Jobs and Mayer have helped usher in a new era of product management. But there is still much work to be done.
Product managers make the most crucial decisions in any tech company today. Yet despite all the advances in software innovation, the product management discipline is still immature. Without the right tools, education, and guidance, product managers are flying blind.
Outdated Methodology
In the 1990s, a series of new methods meant to combat 'heavyweight' and 'gate-to-gate' software development emerged. These methods ranged from SCRUM methodology to feature-driven development. At a meeting in Utah in 2001, a group of developers coined the term "Agile" to represent these methods. Their manifesto proclaimed, "We are uncovering better ways of developing software by doing it and helping others do it."
But Agile was defined and often adopted with a specific point of view. It was developed to accelerate how quickly engineers could get their work done and be happy doing it.
To research his book, Look Beyond the Product, Steve Johnson of Under10 Consulting interviewed more than 100 product managers. He is convinced that, in many cases, following strict methodologies like Agile has, "broken product management."
"For too many teams, product managers and product owners are now providing development and operational support rather than gathering and sharing market insights. Contrary to what the Agile movement envisioned, the product manager or product owner is no longer able to provide up-to-date market information and strategic vision because they're immersed in development activities."
Rich Mironov, author of The Art of Product Management, agrees that rigid frameworks have alienated product managers from their end users. "In 2008, Agile was just beginning to hit mass adoption, and the current generation of Lean Startup/LeanUX hadn't happened yet," Mironov reflects. "Now, both are mainstream, but from opposite sides.
"Ever larger Agile and Scrum development organizations are pulling product managers into heads-down product owner roles, crowding out our time to understand complex markets and determine what our customer segments really want. As product managers, we have to avoid orthodoxy and choose the right mix of tools and methodologies for our unique situations."
So while product management was taking off, methodologies emerged to streamline product development. Unfortunately, product teams remained in need of a better way to work.
The Software Revolution
We have entered an era where large-scale change is improving how teams build products – software, in particular. These changes are having a deep impact on tech companies like Nokia and Alcatel-Lucent, which depend on software innovation. At Aha! we believe that the years between 1980 — 2050 will be recognized as the Software Revolution era.
This era will be defined by the augmentation of intelligence and experience by computers. Similar to the Industrial Revolution, a period of major industrialization is taking place right now. Although the Software Revolution began in the United States, it is spreading throughout the world and will continue to do so.
This time period has seen the computerization of business and personal life, which has had a massive effect on economic, social, and cultural conditions. If you work in technology, you likely agree that this time period is unique and being driven by several powerful factors. These include the democratization of software development; widespread broadband access; and the emergence of mobile devices.
Software has been commercialized at a dizzying pace. And yet, paradoxically, efficient idea development and execution remains in its infancy — just like product management. It's why new approaches to product management have emerged during the Software Revolution.
Product management is evolving from an art to a science. The best products of the next several years will be driven by data based on direct user feedback — but it is taking time and the right tools to drive this meaningful change.
To bring the world's best future products to life, mature product teams use the following techniques. Over the next several years, you can expect these to become the norm.
Goal-First Planning
The most successful products share the same initial attribute: a goal-first product vision that is informed by customer conversations. Too many products are born without a goal in mind; without knowing where you want to go, you cannot expect to get there.
Goal-first planning starts with product vision. This vision captures the essence of what the product aims to achieve, opportunities available, and potential threats. Over the next several years, product managers' visions will become more business focused. They will tie these visions back to business objectives – and clearly communicate how users and business alike will benefit.
Daniel Elizalde, an enterprise software product manager who blogs at Tech Product Management, says his four pillars of product management start with soft skills for a reason. Like Johnson and Mironov, Elizalde worries that today's product managers are too disconnected from their products' end users. He argues that product leaders must understand their customers and share their product's vision with its stakeholders.
"Product managers spend most of their days communicating ideas, product direction, roadmaps, delays, etc.," explains Elizalde. "Having the ability to communicate efficiently and with empathy is a must for the role. No amount of technical, business, or domain knowledge can make up for poor communication skills."
The popularity of Eric Ries' Lean Startup is an indication that product teams want more strategic leadership," adds Johnson. "In addition to customer discovery, teams want to know more about the market, the product buyers and users, and the competitive landscape. These are the business aspects of product management that have gotten lost in recent years.
Crowdsourced Ideas
Great product managers know the value of shipping features that delight users. It's one of several reasons why Slack is riding its unicorn over the proverbial rainbow.
Better ideas lead to innovation, and innovation leads to market leadership. But the first step in successful ideation is to understand how innovative your product truly is. Shardul Mehta, VP of Products at Diamond Mind, says most of today's product management practices are designed to optimize strategy for a proven product. But when it comes to innovation, these practices fall woefully short.
"…As such, most product management practices today are designed to optimize the execution of an existing product strategy. However, when it comes to new product innovation, be it in a startup or an existing company, it involves a search for a repeatable and scalable product strategy and business model. There are many unknowns – both with products built by startups and established corporations."
As product management becomes a more tightly defined role within organizations, more solutions will allow product managers to collect product ideas from colleagues and customers alike. Innovation is about iteration.
Data Driven Feature Prioritization
Prioritizing roadmaps based on feature requests is far from easy – but it is possible if you keep empathetic focus on your users. Prabhakar Gopalan – also known as the Craftsman PM – champions this idea through his Whole Product approach. Whole Product envisions customers and corresponding product features as you move along a product timeline.
The first step in this process is qualitative: it involves writing your product's story.
"I think product managers should take a step back from the requirements process and look at the system as a whole – all the way through from the customer pain you are trying to solve, to asking which brand positioning your company has or is developing, and which story you would like your customers to say. Then, work backwards to build that kind of product."
To make data-driven decisions about feature prioritization, you must know what is meant by "data" in the first place. To begin, evaluate where your product is in its lifecycle. This will help you determine whether data refers to customer interviews, internal feedback requests, surveys, etc.
Once you've confirmed your product's lifecycle stage and which data you need, there are several ways to prioritize features. Let's review some of them:
Value – In more flexible systems, product managers should rank features against their key business drivers. Each product should have a unique scorecard comprised of metrics that reflect strategy and also make sense at a feature level. Product managers can customize the metrics, scale, weighting, and complexity used to quantify these features.
Opportunity – Since Sales and Support teams work with product users every day, they should not be excluded from product management. Feature prioritization based on revenue potential offers holistic views of users by using data from software systems such as Salesforce. Sales data empowers product teams to invest in the ideas that matter most to users by connecting product features to sales opportunities.
Feedback – Once you've begun to practice ideation, you need a strong way to manage the ideas that you collect from colleagues and customers. The most advanced systems allow product managers to see a high level of all submitted ideas. They also capture key information about an idea, including its submitter, title, and description.
Cloud-Based Tools
Cloud-based tools – and their mass adoption – matter deeply to product managers. These tools allow teams to build better products, delight their users, and grow their business for less time and money than was used in the past.
If you are working with a dynamic team, it's important that you have one place to manage and view all things related to your product. This enables cross-functional teams to collaborate in real time. It also allows product nuances to be shared beyond the product team – which empowers anyone at an organization to consistently describe a particular product.
Building great product is a collaborative process that works best if everyone is on the same page. This has led to the emergence of software built specifically for product teams, including Aha! (for product roadmaps), JIRA (for engineering), and Zapier (for task automation). These tools help streamline cross-functional workflows.
All of these factors will drive new innovation – and more lovable products. The availability of product management software makes it easier than ever to build products that users will love via shorter release cycles, crowdsourced ideas, and data driven feature prioritization.
How should Nokia innovate more quickly? That answer is obvious. Product managers will help Nokia – and tech companies at large – speed up everything they do. They will accelerate the pace of innovation and delight customers at the same time. In contrast to the past, they will not get caught up in the development methodology of the day. Instead, they will lead product teams with a flexible approach.
"I think avoiding frameworks and thinking of the product as a whole is the kind of work one needs to stand out," says Gopalan. "It's not easy, but it can be rewarding. The most delightful products we see tend to be built that way!"
It is not easy to build lovable products. But with a goal-first approach, deep customer connections, and a rigorous way to tie features to business value, it can be achieved. This approach will help product managers accelerate innovation — and define the future of product management.
Read Next: A day in a life of a product manager
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