• TUESDAY: Baltra airport – Primicias Ranch.
• WEDNESDAY: Isabela Is / Tintoreras – Arnaldo Tupiza Breeding Center – Wet Lands – Wall of Tears.
• THURSDAY: Rabida Is / Dragon Hill.
• FRIDAY: Black Turtle Cove – Baltra airport.
• FRIDAY: Baltra airport – Mosquera Is.
• SATUDAY: Isabela Is.: Vicente Roca Point - Fernandina Is. : Espinosa Point.
• SUNDAY: Isabela Is.: Urbina Bay – Tagus Cove.
• MONDAY: Egas Port – Chinese Hat Is.
• TUESDAY: Santa Cruz Is.: Charles Darwin Station – Baltra airport.
• FRIDAY: Baltra airport – Bachas Beach.
• SATURDAY: Genovesa Is.: Barranco – Darwin Bay.
• SUNDAY: Bartolome Is. – Sullivan Bay.
• MONDAY: South Plazas Is. – Santa Fe Is.
• TUESDAY: San Cristobal Is.: Leon Dormido - Cerro Brujo - Lobos Is.
• WEDNESDAY: Española Is.: Suarez Point – Gardner Bay – Gardner Islet – Osborn Islet.
• THURSDAY: Floreana Is.: Cormorant Point – Devil´s Crown - Charles Darwin Station.
• SATURDAY: Isabela Is.: Vicente Roca Point – Fernandina Is. : Espinosa Point.
• WEDNESDAY: Isabela Is.: Tintoreras – Arnaldo Tupiza Breeding Center – Wet Lands - Wall of Tears.
• THURSDAY: Rabida Is.- Dragon Hill.
• USD 20 per person for a "pier use fee" at Puerto Villamil (Isabela Island).


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Reading: US House adjourns after Kevin McCarthy loses 6th Speaker vote amid historic stalemate
Uitvconnect : Breaking News, India News, Sports News and Live Updates > Blog > World > US House adjourns after Kevin McCarthy loses 6th Speaker vote amid historic stalemate
US House adjourns after Kevin McCarthy loses 6th Speaker vote amid historic stalemate
Washington, Jan 5 (UiTV/IANS) – Amid an ongoing historic political stalemate, the US House of Representatives has temporarily adjourned after Republican Congressman Kevin McCarthy lost six rounds of voting for the post of Speaker.
The House, which will continue to be paralysed until the stalemate is resolved, voted late Wednesday night to reconvene at midday on Thursday for closed-door negotiations as Republicans scramble to find a path forward.
The House Republican majority has been stuck at a contentious stalemate amid opposition to McCarthy from a group of conservatives.
House members voted three times on Tuesday, the opening day of the divided 118th Congress, but the California Republican fell short of the necessary 218 votes to be the next Speaker, reports Xinhua news agency.
This is the first time that a House Speaker — who maintains order, manages its proceedings, and governs the administration of its business on the lower chamber's floor — has not been elected on the first ballot in 100 years.
The 435-seat House will have to vote on and on until a Speaker is elected with a majority of votes.
Before that, members cannot be sworn in and committees cannot be formed with the rest of the business stalled.
President Joe Biden reacted to the political drama surrounding the House speakership vote on Wednesday morning, saying that "it's embarrassing the way it's taking so long".
"How do you think this looks to the rest of the world?" Biden told reporters at the White House before leaving for Hebron, Kentucky. "It's not a good look. It's not a good thing."
McCarthy has the support of most House Republicans and former President Donald Trump, but a handful of hardliners have opposed his bid to lead the conference by arguing that he is insufficiently conservative while refusing to decentralise the Speaker's power.
Trump reaffirmed his support for McCarthy in a social media post on Wednesday, urging Republican House members to elect him and not to "turn a great triumph into a giant & embarrassing defeat".
Congressman Matt Gaetz, a longtime Trump supporter and one of the House Republicans seeking to doom McCarthy's quest to take the gavel, responded in a statement that the former President's suggestion "changes neither my view of McCarthy nor Trump nor my vote".
McCarthy told reporters that "I think we'll get to 218", as he appeared on Capitol Hill on Wednesday morning despite no clear path yet to break the historic deadlock.
The House has elected a Speaker 127 times since 1789.
There have been 14 instances of speaker elections requiring multiple ballots.
Thirteen of 14 multiple-ballot elections occurred before the Civil War, when party divisions were more nebulous, according to congressional historians.
The last time a speaker election required two or more votes on the floor happened in 1923.
This time, all House Democrats have voted for Congressman Hakeem Jeffries, a New York Democrat, for the top post.
Though it's unlikely for Jeffries to attain the position, he is set to become the first African-American lawmaker to lead a party in either chamber of Congress.
Republicans flipped the House in the November 8, 2022, midterm elections while Democrats held onto their majority in the Senate.
The divided Congress convened for the first time on Tuesday, with Vice President Kamala Harris presiding over the opening of the 100-people upper chamber in which Democrats control 51 seats versus 49 for Republicans.
Chuck Schumer from New York and Mitch McConnell from Kentucky remain the Senate Majority and Minority leaders, respectively.
Moscow orders Latvian ambassador to leave Russia within 2 weeks
Russia not invited to ceremony marking Auschwitz liberation
Greek govt survives motion of censure over wiretapping affair
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November 1, 2018 November 1, 2018 S.R. Kheas Fantasy Movies, Horror Movies, Key Movies of My Life
Key Movies Of My Life: The Crow (1994)
I have spoken a lot about the music and movies that influenced me in my youth. Each one has formed something in me that, over time, has made me the person I am today. Some were just fun films that I loved, others were amazing albums that resonate with me to this day. Today's Key Movie is sort of a two-fer. Not only was it one of the most impactful films of my youth and a film that I still love to this day, it also had a soundtrack that was the culmination of the bands I had been getting into. This was a movie and an album that simultaneously blew my mind. So without further delay, this is The Crow.
Today's Key Movie:
'People once believed that when someone dies, a crow carries their soul to the land of the dead. But sometimes, something so bad happens that a terrible sadness is carried with it and the soul can't rest. Then sometimes, just sometimes, the crow can bring that soul back to put the wrong things right.'
This is the story of Eric Draven (played by the late Brandon Lee). Eric and his fiance Shelly Webster are planning to get married but one fateful night that all comes to a tragic end. Eric and Shelly are violently killed and one year later, Eric Draven returns from the dead as The Crow, seeking revenge on the people who killed him and hurt his fiance.
Why this movie?
When I first saw this film I was immediately entranced, having already devoured the soundtrack, I found that it absolutely riveting. This was a dark, gritty story based on a comic book written and drawn by James O'Barr (which I soon tracked down,read and fell in love with), that had the music I was just discovering as it's soundtrack, what wasn't there to like?
I did not see this film in the theater either because our local three screen theater wasn't showing it or my father couldn't be bothered to take us to see it. Either way, when it came to VHS, I had to see it and I insisted that we rent this film. After mush debate and teenage angst, as my father didn't have any interest in it, I finally paid my own money to rent and watch this movie. Finally finding a time where I could enjoy it without the annoyance of my younger siblings, I dove into a film that blew my young mind.
In addition to loving the soundtrack, I had heard the stories of how this movie was based on a comic and how the lead actor, Brandon Lee had perished during the making of the film. Rumors abound about how and why he died, with the internet still in its infancy it would be several years until we all discovered the truth. However, the mystery and intrigue around this film by director Alex Proyas was palpable. To add to the intrigue around this cursed film the soundtrack was something else to behold.
As I mentioned in this weeks music review, We didn't realize it at the time but, for the first time ever, someone had built an album of songs specifically chosen for a film. Sure, music has always played a part in cinema but no one had ever dedicated an entire album of songs as a soundtrack to a movie before. Having songs from Nine Inch Nails, The Jesus and Mary Chain, Stone Temple Pilots, The Cure and many more, this album represented a slice of life in the 90's occurring the same year that Nirvana ended with the death of Kurt Cobain. It marked a kind of Post Grunge moment in time that only now I can truly appreciate. Music also plays a key part in the character of Eric Draven as he was in a band known as Hangman's Joke. Throughout the film we see some of these elements incorporated into the character with his use of a guitar and a specific song that causes an old friend to recognize him.
Okay, you like this film, but is it really a 'good film'?
I can not say too many good things about this film. Starring the late Brandon Lee as the title character, Ernie Hudson as the kindly Sgt Albrecht and the intimidating Michael Wincott as the villainous Top Dog, this is one of those films that is beyond perfect, it is timeless and seems to also be a film that can never be improved on…nor should it.
The story itself is one of revenge and redemption. You see, Eric Draven (Lee) is killed in the attack on him and his fiance. Nearly one year later he returns with the help of a crow to set the wrong things right, i.e. kill some bad guys. Now most films would treat a quasi-supernatural revenge film like this as an action film from start to finish, but filmmaker Alex Proyas saw something in the source material that others may have missed, he found a deeper story of love and hope.
Eric's sole purpose in his return is to end the lives of those who raped and killed his fiance, brutally murdering Eric in the process and, once this is done, he can be rewarded with his final rest. Upon learning that there were greater powers involved and they threaten those who are still alive, he strikes out only to find himself risking eternal happiness with his beloved Shelly (Sofia Shinas). This is something he needs to do as, should these people remain active, he can never rest, and Shelly would want him to do what he could to protect those who were still alive. Additionally there are subplots involving a street cop looking to do the right thing in a city full of corruption and even another involving a mother and daughter who begin to repair their relationship. It is a deep and rich film and one that demands multiple viewings.
The cinematography of the film is nothing short of incredible. Some of the parts are seen through flashbacks as Eric has the ability to pull memories and pain from those he touches (we also learn he has the ability to share this as well). There are even moments where we see through the eyes of his guardian spirit, the Crow itself. It is such a unique way of telling a story while also keeping with traditional film techniques. This really made me look for more of Proyas' films and I have since become a fan of his work.
The entire cast in this film is spot on in their execution. It is abundantly apparent that each and every actor in this film wanted to release something special. From the eerie performance of Bai Ling as Myca, the love/half sister of Wincott's Top Dog, the subtle intensity of Tony Todd as Grange, to the ground level street punk Sarah, portrayed by Rochelle Davis, everyone is in the moment in every scene.
One callout is the former Ghostbuster, Ernie Hudson, who plays Officer Albrecht. Hudson plays a down and out cop who, knowing he is up against a corrupt world does all he can to be a good man. It is when Draven arrives that he gets to find his purpose and Hudson does an incredible job in this roll.
There have been several sequels made (even a TV series) and attempts at remakes but, no matter what, this original release is one that can not be improved on, nor should they.
OK, where do I get this movie?
This is one that has been available on just about any format you can ask for. I recommend the Blu Ray release as the digital transfer is spectacular plus you can get it for around $10 these days.
If you haven't seen it yet, I recommend grabbing a copy and watching it now. It is a work of art.
Of course, the trailer:
For further info on The Crow I highly recommend picking up a copy of the comic series. It is well worth your time.
Late To The Game 11/1/18
If you would like to read more reviews please check out the rest of the Key Movies Of My Life that comes out every Thursday.
For some retro TV goodness check out the rest of the Retro TV Reviews here. and, If you dig Music, I have a semi regular series called Stand Out Albums that covers some of my favorite records I have come across in life.
As always, please feel free to comment below and share your experiences with these episodes as well. If you just happened by, tell me what you think! Don't Forget To Follow me if you like the blog!
Is that Gasoline I smell?
Tagged Fantasy, hope, horror, Key Movies of My Life, redemption, retro review, Retro Reviews, Retro TV Review, Reviews, Sci fi, science, science fiction, The Crow
3 thoughts on "Key Movies Of My Life: The Crow (1994)"
thebookwormdrinketh says:
What a great movie! I still have the soundtrack and it's defintitely up there as one of the best movie soundtracks!! (along with dazed & confused, Ghostbusters II, Kill Bill and Forest Gump) lol!
Definitely a timeless film, and a true classic. With of course also a very tragic end to the life of a truly terrific actor. Another film that I have seen more times than I can count, and probably will see many more times in the future. Great post! 😊
Late To The Game says:
Thanks! I can't even number the times I have watched this film. I dont get why they keep trying to remake it, you just cant improve perfection!
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For the purposes of this tutorial, we will explore how to use a bed to change your spawn point. Steps to change your Spawn Point 1. Place a Bed . It is most common for you to sleep in your bed at night during your game. If you don't have a bed in your inventory, you can quickly make one with a crafting recipe for a bed. Add the bed to your hotbar and make sure that it is the selected item in how to change folder in google drive You will have to use the first 2 comands I explained here to change those who have already played on your server. 17.4k Views · View 2 Upvoters Philly Felton , hobbyist, skeptic, and minecraft nerd.


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Little brother from 'My Love' gets shot at big time
By Korea Herald
Ahn Jae-hyun to star as vampire surgeon in first lead role
Published : Feb 12, 2015 - 18:40
Updated : Feb 12, 2015 - 18:40
It was only a year ago when Ahn Jae-hyun made his acting debut in the hit TV drama "My Love from the Star."
Now, the 27-year-old model, jewelry designer and actor is poised to take his first lead role in the upcoming KBS series "Blood," set to hit the airwaves next week.
In this vampire-themed medical drama, Ahn plays Park Ji-sang, a good-looking vampire surgeon whose only dream is to become a human.
The lead role came with "great pressure, but it also came as an excitement," Ahn, who played the younger brother of actress Jun Ji-hyun in "My Love," said on Wednesday at a press conference in Seoul.
From left: Ahn Jae-hyun, Ku Hye-sun and Ji Jin-hee at a press conference for the new TV series "Blood" in Seoul on Wednesday. (Yoon Byung-chan/The Korea Herald)
"He was born with the vampire virus," the actor said, describing his character as an "almost genius doctor" who is less emotional and insensitive towards others' feelings.
"He didn't have friends while growing up and his mother was the only one who loved him.
"As a vampire, he has a strong desire for blood, but as a doctor performing surgeries, he has to practice some self-control."
Costar Ji Jin-hee, who will play the villain, hospital director Lee Jae-wook, says Ahn is perfect for the role: "He exudes an air of charm through his character."
Actress Ku Hye-sun joins the cast as Yoo Ri-ta, a surgeon and niece of the hospital owner.
As her role requires her to be rude and spoiled, Ku noted that she has tried hard to be mean these days: "I changed my vocalization pattern, pronunciation and the way I walk to fully capture and convey the character."
The 20-episode series was created by director Ki Min-soo and screenwriter Park Jae-bum of the 2013 hit medical drama "Good Doctor."
The Monday-Tuesday drama "Blood" will premiere on KBS 2TV on Sunday at 10 p.m.
By Ahn Sung-mi (sahn@heraldcorp.com)


On the day No. 28 turned 28 years old, the Rockies got a home run from their birthday third baseman — and Colorado put together a wire-to-wire, 8-2 victory — for the third time in three days.
"Our starting pitching has been really good with (German) Marquez on Sunday, (Antonio) Senzatela on Monday and then Jon Gray today," Nolan Arenado said. "We scored runs early, and you always feel a little more comfortable when you score a couple runs early.
The two-game sweep of San Diego, begun by Arenado's dinger and enabled by Gray's seven innings of one-run ball, sends Colorado into its seven-game homestand with a gust at its back. After Arenado's two-run bomb in the opening frame — the first time Colorado has scored in the first inning this season — the bats kept on the gas the next couple of innings.
"Working out of that was big," Gray said.
"We were pretty much in control from the beginning, and the last two games here have gone like that," Hampson said.
The reigning NL MVP has 28 plate appearances in six games against the Cardinals. He has eight home runs. Eight! (He has one home run against all other teams combined.) Throw in seven walks, two singles, and a double, and Yelich has looked not just like a cardinal's most fearsome natural predator but like some sort of insane virus genetically engineered specifically to exploit every weakness in a cardinal's system.
There was a time when Mike Trout's strikeout and walk statistics were… normal. They were the one feature of his game that didn't include any video game-crazy numbers. In 2014, for instance, when he won his first MVP, he finished 18th in walk percentage (11.8%) and 14th in strikeout percentage (26.1%). See? Normal!
But normal isn't good enough for Trout, obviously. Over the years, he's steadily been increasing his walk rate, until last season, when he led the league here for the first time (20.1%). That's all well and good—for the best player of his generation just to get even better, in an area where he didn't particularly have to, simply to be the best at everything—but it was still, in some sense, in the realm of normal. It wasn't better than the best from Joey Votto. It didn't signal any larger change in his approach; his strikeout percentage hovered right about where it had been historically, giving him a walk-to-strikeout rate of 0.98—almost even, but not quite—the fifth-highest in baseball.That was 2018. 2019? This season Trout has walked 16 times. He has struck out five. He's still swinging. He still has all his power—and then some, as you can see by his .816 SLG. (Not OPS. SLG.) He's just… walking all the time and striking out almost never. His eye is perfect. His BB/K is 3.2.
Amazing. And it gets even more so. Look up the five pitchers to strike him out—Frankie Montas, Adrian Sampson, Jeffrey Springs, Jhoulys Chacin, Mike Minor. Yep. Okay. Sure!
The Padres infielder only has a handful of batted balls so far (11). This is a small sample size even in the realm of small sample sizes. And yet it's notable, because his average launch angle on those batted balls is -8.1 degrees. He's hit the ball in the air exactly once. That's it. There are some guys whose launch angle lives typically below zero, sure, but this much is extreme for any regular position player. There's never anything good associated with a negative number as an individual statistic, but there is something almost poignant about this one—a guy who, literally, cannot get off the ground.
Bryce Harper is tuning up quite nicely with Opening Day approaching.
He crushed two home runs in Thursday afternoon's 13-6 victory over the Blue Jays at Spectrum Field. He ripped a line-drive, two-run home run to right field in the first inning, and a towering solo homer to right and out of the ballpark in the sixth. He is hitting .231 (3-for-13) with two homers, three RBIs, six walks, seven strikeouts and a 1.192 OPS this spring.
"He kind of showed why he's one of the best offensive players in baseball," Phillies manager Gabe Kapler said.
Harper also walked and scored on J.T. Realmuto's two-run homer in the fourth. Andrew McCutchen, Andrew Knapp and Gift Ngoepe also homered for the Phillies in the matchup.
Kapler said recently that Nick Williams will not play center field this season, but they gave him a look there on Thursday.
Williams is expected to make the Opening Day roster as their No. 1 weapon off the bench, but with Harper and McCutchen expected to play nearly every day at the corners, and some combination of Odubel Herrera and Aaron Altherr in center field — Roman Quinn will open the season on the injured list — plate appearances for Williams could be difficult to find.
The Phillies optioned right-hander Drew Anderson to Triple-A as one of 10 roster moves Thursday.
Anderson had an excellent spring, and probably is the first or second call to the big leagues, if the Phillies' rotation needs help. (Right-hander Jerad Eickhoff is the other top choice.) Anderson, 24, went 2-0 with a 0.71 ERA in four Grapefruit League starts. He struck out 12 and walked two in 12 2/3 innings.
Anderson developed a cutter a few weeks ago, and it has been remarkably effective.
The Phillies also optioned outfielder Dylan Cozens and left-hander James Pazos, who the Phillies acquired in December from Seattle in the Jean Segura trade. Cozens hit .256 (10-for-39) with four home runs, seven RBIs, four walks, 15 strikeouts and a .941 OPS. The team reassigned outfielder Adam Haseley to Minor League camp and released catcher Drew Butera; left-handers Edward Paredes and Jeremy Bleich; infielders Trevor Plouffe, Gregorio Petit and Andrew Romine.
Butera and Romine exercised an opt-out clause Thursday. They would have received a $100,000 retention bonus if they were not placed on the 25-man roster or released.
Infielder Sean Rodriguez also exercised his opt-out Thursday. The Phillies have until Saturday to make a decision on him. If he is not added to the roster, he can ask to be released. He could make the team, if the Phillies decide to carry an extra player on the bench. But the Phillies then would need to remove somebody from the 40-man roster to make space for him.
Outfielders Shane Robinson and Lane Adams and infielders Phil Gosselin, Ngoepe and Matt McBride have been told they will not make the Opening Day roster, but they will remain with the team through Monday. They will report to Minor League camp on Tuesday.
Phillies right-hander Jerad Eickhoff (0-0, 5.40 ERA) faces Yankees right-hander Jonathan Loaisiga (2-1, 7.50 ERA) on Friday night at George M. Steinbrenner Field in Tampa. First pitch is set for 6:35 p.m. ET.
Yes, Aaron Judge saw the highlights.
And yes, Judge was just as impressed with Pete Alonso's splash landing in Atlanta as the rest of us.
On April 11, Alonso — the New York Mets' 24-year-old rookie slugger — belted a 454-foot homer with a staggering 118.3 mph exit velocity that landed in the centerfield fountain at SunTrust Park.
It was the hardest-hit ball by any Met in the "Statcast Era" (since 2015).
Since baseball began keeping tracking data four seasons ago, the "exit velo" leaderboards have belonged to Judge and his teammate, Giancarlo Stanton.
In fact, the New York Yankees' dynamic duo owns the top eight hardest-hit homers since 2015, according to MLB.com research.
Now, there's a newcomer in the mix. And he also happens to play in the Big Apple — just on the other side of town.
Alonso has burst onto the scene since earning his spot with the Mets out of spring training — service-time issues be damned — batting .339 with six homers and 17 RBIs in his first 16 career games. He ranks fourth in the majors with 13 extra-base hits. All of his homers have come against relievers in the seventh inning or later.
"He's a violent creature," Syndergaard said recently.
The Mets selected Alonso in the second-round of the 2016 MLB draft out of the University of Florida. He wound up hitting his way through the minors and into the majors.
"His power doesn't surprise anybody that went to a game," said Mets' vice president of scouting Tommy Tanous. "But there are a lot of kids with power. It's just there aren't that many with 'power frequency' — the ability to actually use that power in a game. Pete is able to recognize pitches better than a lot of kids in the minors. That's the difference.
Judge managed to hit an MLB rookie-record 52 homers en route to capturing AL Rookie of the Year honors in 2017. But the start of his career wasn't without its share of pitfalls.
During a brief cameo with the Yankees in 2016, Judge hit .179 with 42 strikeouts in 84 at-bats. And, even in his historic rookie campaign, he struggled with a shoulder injury — which wasn't helped by winning the Home Run Derby that year — and hit .179 during a 44-game stretch from July 14 – Aug. 31. Alonso has struggled early with strikeouts (21 in 59 at-bats) and is on pace for more than 200 this season.
In a sport riddled with failure, the ability to adjust can be make-or-break for young players. Video, scouting reports and advanced metrics provide teams a chance to both find and exploit weaknesses.
Mookie Betts and the Red Sox not only avoided arbitration on Friday, but they did so with a one-year, $20 million contract that sets a record for a player in his second season of arbitration-eligibility, a source told MLB.com.
With Friday's 1 p.m. ET deadline looming for MLB teams to exchange contract figures with all arbitration-eligible players, the Red Sox reached agreements with all 10 of their eligible players.
The status of having a record-setting deal is something Betts is clearly worthy of, having won the American League's Most Valuable Player Award in 2018 with a monster season that helped lead Boston to a franchise-record 108 wins, and ultimately a World Series championship.
The development is also a significant one, when you consider the Red Sox and Betts couldn't agree on a contract the previous two offseasons.
Betts made $10.5 million in 2018, but two offseasons ago, the Red Sox wound up renewing the star right fielder's contract for just $950,000.
The highest contract an arbitration-eligible player has ever received is the $23 million deal that Josh Donaldson got a year ago, and it won't surprise anyone if Betts shatters that dollar amount next year.
Betts is eligible for free agency at the end of the 2020 season, but the Red Sox would love to keep their homegrown star long beyond that.
En route to his AL MVP Award, the 26-year-old Betts led the Majors in runs (129), average (.346) and slugging percentage (.640), while also capturing the AL Silver Slugger Award and the AL Gold Glove Award.
Though Betts didn't have the postseason he was hoping for at the plate, he clocked a home run in the clinching Game 5 of the World Series at Dodger Stadium, helping the Red Sox seal their fourth title in a span of 15 seasons.The other nine players who agreed to one-year deals are: shortstop Xander Bogaerts ($12 million), center fielder Jackie Bradley Jr. ($8.55 million), left-hander Eduardo Rodriguez ($4.33 million), utility man Brock Holt ($3.575 million), catcher Sandy Leon ($2.435 million), right-hander Steven Wright ($1.75 million), right-hander Matt Barnes ($1.6 million), right-hander Heath Hembree ($1.31 million), right-hander Brandon Workman ($1.15 million) and catcher Blake Swihart ($910,000).


text:
Economic Preview
First Trump-era jobs report is on tap — here's what to watch
Published: March 10, 2017 at 2:50 a.m. ET
Jeffry Bartash
U.S. jobs forecast: A 221,000 gain, 4.7% unemployment rate
The U.S. jobs engine keeps revving along. Another big gain in hiring is expected in February, the first full month of Donald Trump's presidency.
WASHINGTON (MarketWatch) — President Donald Trump is already heralding the prospect for a big increase in new U.S. jobs in his first full month in office.
Will the hype match the reality? Here's what to watch in the employment report for February that will be released Friday morning.
Headline numbers
The U.S. may have created 221,000 new jobs last month, according to MarketWatch poll of economists. The estimate has crept up over the past few days after giant payroll processor ADP reported the biggest increase in private-sector hiring in three years.
Companies are excited about the prospect of a staunchly pro-business Trump administration, but hiring was steady even before he was elected. Still, they may be more willing to hire now given the prospects for a reduction in regulations and taxes.
The unemployment rate, meanwhile, is forecast to fall a notch to 4.7% from 4.8%.
Outdoor workers
The weather could be a big help: Last month was the second warmest February on record. Higher temperatures probably boosted employment in weather-sensitive industries such as construction in which hiring is usually during the winter.
The ADP report, for example, showed a huge 66,000 increase in employment among construction firms. That's the second largest gain since ADP began keeping track 15 years ago.
A big jobs number in February would almost certainly be fueled by an increase in outdoor-related work.
How fast is pay rising?
A tighter labor market has gradually pushed up hourly wages as companies compete more intensely to hire from a shrinking labor pool. If wage growth moves toward a 3% annual pace, worries about inflation are likely to rise and push interest rates higher.
Hourly pay rose at a 2.5% clip from January 2015 to January 2016. Economists predict the rate of increase will speed up to 2.7% in February, just a tick below the post-recession high set in December.
Workers in the shadows
Another big gain in hiring is arguably less important to Wall Street than wages or the level of underemployment, such as workers stuck in part-time positions.
Read: How low are layoffs? Lowest since Vietnam war
A separate measure known as the U6 rate tracks not just the unemployed, but also part-time workers and frustrated jobseekers who've recently stopped looking. Although the U6 rate is falling, the current 9.4% rate is still well above the prerecession level of around 8%.
"Unemployment and underemployment are the more important figures in the jobs report," said Jay Morelock, an economist at FTN Financial. "If we see those numbers continue to fall, it means the labor market is not as tight as we thought."
That could have implications for the Federal Reserve. The Fed might not raise rates as quickly if it sees more people who've been out of work for years being drawn back into the labor force.
Boris Johnson says Vladimir Putin threatened he could kill him in a minute ahead of Russia's invasion of Ukraine
Vladimir Putin reportedly threatened Boris Johnson on the eve of Russia's invasion of Ukraine.
The Fed expects a 'soft landing' and no recession for the economy. We could get stagflation instead.
How to pay for reparations in California? 'Swollen' wealth could replace 'stolen' wealth through taxes.
Republican secretary of state's first act in office: withdrawing Alabama from voter-registration organization
Jeffry Bartash is a reporter for MarketWatch in Washington.


The influential business author and CEO explains why the practice of enlightened self-governance gives companies an edge.
This interview, formally conducted in January 2012, started as an argument two and a half years earlier, when the economic crisis was at its peak. Dov Seidman — the founder and CEO of LRN, a global firm that helps companies with such matters as legal and regulatory compliance, reputation and principled performance, environmental sustainability, business ethics, governance, leadership, and culture change — had published a book, How: Why HOW We Do Anything Means Everything…in Business (and in Life) (Wiley, 2007). In August 2009 he visited the strategy+business offices to propose an article about the link between enlightened corporate behavior and performance. The most sustainably successful businesses, he argued, were also the most moral — not through formal programs like corporate social responsibility (CSR), but through what he called "sustainable values" (as opposed to "situational values"). They had an orientation toward sustaining human relationships built into their day-to-day practices and behaviors. Hence his book title: How a business is operated, led, and governed is just as important as what that business chooses to produce.
Find out how success follows companies that make a difference for consumers, people, and the world in this interview featuring LRN CEO Dov Seidman at the Carnegie Council.
We found one intriguing point of common ground when we talked about the government bailouts of General Motors, AIG, Bear Stearns, and Fannie Mae — companies that had all been dubbed "too big to fail." Their size wasn't the reason they had been saved, we agreed. They were really "too connected to fail": too enmeshed in a chain of suppliers, financiers, customers, and community members. If they went down, too many others would go down with them, so they had to be kept alive. In that light, maybe Seidman's argument made more sense; maybe companies would increasingly have to justify their existence on the basis of the ways in which their presence benefited an interwoven web of other companies and people.
Since then, the business world has seen two almost contradictory trends involving corporate values. As organizational learning expert Meg Wheatley recently noted in an interview in this magazine (Winter 2011), many companies seem to be moving away from enlightened management and retreating to command-and-control authoritarianism, often in the name of cutting costs. At the same time, there is indeed a visible wave of interest in the kinds of values that Dov Seidman champions. Banks and health insurance companies are becoming more consumer-centric; food companies are developing healthier packaged goods; automakers are putting less-polluting vehicles on the roads; and some company leaders are talking about authenticity, integrity, and participative management.
Seidman, meanwhile, is back with a new edition of his book, this time with a foreword by former U.S. president Bill Clinton and a new body of independent research demonstrating that values-inspired companies do in fact outperform others. (The research is written up in The HOW Report: Rethinking the Source of Resiliency, Innovation, and Sustainable Growth [Global Edition, LRN Corporation, 2012, ]). If Seidman, who has a Harvard Law School degree and advanced degrees in moral philosophy, is correct, companies that actively seek to make a better world through their business won't merely stand on the moral high ground. They will have a significant, sustainable performance edge.
S+B: Talk about the HOW Report and what you learned from it.
SEIDMAN: We were trying to test the link between values and performance, so we surveyed about 5,000 managers and executives in the United States. To track their values, we asked them questions on 22 behavioral dimensions. For example, when people go around their boss because they believe it's the right thing to do, are they punished or rewarded? Is information hoarded, with people informed only on a need-to-know basis? Are they trusted to make decisions? What is the mix of coercion, motivation, and inspiration?
These questions go beyond a typical employee-engagement survey, which might ask, "Do you like this company? Do you feel fear?" Employees who feel fear don't answer questions honestly. Some surveys ask, "Has your boss taken you to lunch lately?" But what if your boss berates you at lunch?
At my firm, the LRN Corporation, we designed the questions, statements, and descriptions used in the survey instrument; they were then tested, refined, and delivered by independent experts in behavioral economics, organizational behavior, and qualitative research. [The experts included University of Southern California professor Edward Lawler, author of "The Talent Lie," s+b, Summer 2008, and Boston Research Group president Warren Cormier.] We kept those processes separate from LRN, because I was clearly biased from the outset. This was the biggest bet of my career.
S+B: What did you wager?
SEIDMAN: I wagered my reputation. In How I was on record claiming that companies that scored higher in day-to-day values would have better performance. If the statistics didn't match, then I'd be toast. How could I keep giving speeches? How could I allow President Clinton's foreword to be published? I could keep arguing for more principled business behavior, but it would have to be for non-performance-related reasons.
S+B: What were the terms of the bet? That enlightened companies would do better financially?
SEIDMAN: Not just financially, but in every metric that matters: Levels of innovation, receptivity to new ideas, employee loyalty, staff referrals, customer satisfaction, resilience, and corporate reputation.
We found that all the companies fit into one of three general categories. Companies in the first group, called "blind obedience," rely on coercion, formal authority, policing, and top-down command-and-control leadership. The second group, "informed acquiescence" organizations, have clear-cut rules and policies, well-established procedures, and performance-based rewards and punishments — the standards of high-quality 20th-century management. The third group, organizations with "self-governance," are the most farsighted organizations, best positioned to thrive in an interdependent world. People at all levels of the company are trusted to act on their own initiative and to collaboratively innovate; a shared purpose and common values guide employee and company behavior.
In a blind obedience system, there is a great deal of misconduct, compounded by the fact that it's invisible; no one talks about it. In an informed acquiescence system, there is less misconduct, but people still tolerate it. In a self-governance system, when there is misconduct, people talk about it and consciously set up practices to address it.
These are not static categories; they represent a theory of organizational evolution. The prevailing form of management in the industrial era has gradually matured over the past 150 years. It's moved from blind obedience to informed acquiescence, and it's just now moving to self-governance, but it still has a long way to go.
S+B: What surprised you most about the results?
SEIDMAN: We didn't realize how much blind obedience still exists: About 43 percent of the companies we surveyed fit into that category. Informed acquiescence came in at 54 percent. Only 3 percent of the responders worked for self-governance-style companies.
But those 3 percent have a definite premium. Ninety-two percent of those in self-governance systems viewed their financial performance to be above average — compared with 77 percent of those in informed acquiescence organizations, and 52 percent of those in blind obedience.
Self-governance companies also scored well on ethics — 94 percent said their companies had above-average reporting of misconduct (people report unethical behavior when they see it), compared to 62 percent for acquiescence and 26 percent for blind obedience. Among those self-governance company respondents, 94 percent also agreed their company was superior in terms of the rapid adoption of new ideas, compared with 67 percent for informed acquiescence and 18 percent for blind obedience.
The study also found that companies with consistent behavior reflecting trust and a sense of higher purpose — key indicators of self-governance — scored 87 percent on employee loyalty. These were the people who said, "I will still be working for this company 12 months from now." Self-governance company respondents were also much more likely to score high on customer satisfaction ("My company has very satisfied customers").
S+B: Some might criticize you for relying on people's own assessments of company performance rather than tracking the financial data.
SEIDMAN: Yes, but the pattern was consistent enough — and what we know about respondents' biases congruent enough — to suggest that it was a reasonably good proxy for actual performance, at least for comparing our three categories. You could also criticize us for talking only to U.S. employees, but since then we've found the same basic correlation in 17 other countries, including most members of the G8.
We also use the same diagnostic survey in our work with individual companies. We survey everyone in an executive team, a division, or a whole company, to measure the "how": the habitual thinking and actions. We even include suppliers: "What's it like to negotiate with this company?" We've found the same correlations everywhere.
S+B: Did you test your own company with the same instrument?
SEIDMAN: Yes. It's critical for us, because we're promoting the benefits of this philosophy to our client partners. In some areas LRN scored well, in others not as well. We are still on a journey of our own.
When we got the results, we decided we were going to move up the curve. So we ripped up LRN's org chart and put in new practices. For instance, we changed our performance evaluations; employees now seek the feedback they feel is important from a self-selected "network" of colleagues, who provide it based on our own standards of principled performance and behavior. Individuals give the final score for themselves; the company lives with that self-rating. We have nominations and elections in the company for some of the councils that govern the company. This is in a 300-person global company, one that employs people with diverse skills and cultural backgrounds.
S+B: Much of your book is about leadership and values. But when businesspeople talk about "how," they typically mean execution: processes and routines.
SEIDMAN: That's the "how" of operations, a process or a tactic. But more and more, people see "how" as a strategy or platform for innovation, and a form of leadership behavior. I see a similar shift in attitude among the CEOs I work with. There are two groups of chief executives. One is interested in "reforming" the current system. They may not say it this way, but subliminally they want to leave the company largely the way it is even as they improve it at its margins. The second group wants to "rethink" fundamentals, such as how they operate, how they lead people, and how their company relates to society.
"Hell, no," the middle manager said. "My brother can get a job anywhere." He told the executive he was going to recommend a cousin that nobody else would hire.
S+B: How is long-term thinking different from short-term?
SEIDMAN: In How, I describe how the golf pro David Toms disqualified himself at the 2005 British Open tournament. He had a ball that stopped right by the hole; it seemed motionless to everyone, including the referee, and he putted it in and won.
That night, however, he had doubts; maybe the ball had been wobbling on the edge of the hole, which would mean he should be disqualified. In all honesty, he wasn't sure. But the next day, he went to the rules tent to ask the judges about it. They watched the video, and it was inconclusive. The judges told him he could stay in the tournament or leave. They told him it should depend on how he felt about it. He chose to leave.
When I interviewed him, I asked why he disqualified himself, even though he still wasn't sure whether his putt was illegitimate. "I felt like I'd be getting away with something [if I stayed]," he said, "and I would feel like that regardless of how I did in the future." He added, "I plan on playing golf for a long time." He feared that if he let himself slip this way, he would never be able to perform as well again.
Just as David Toms has character, every company has a character, which is the aggregation of how all its people behave. I saw this firsthand through LRN's ethics and compliance business, which was once our bread and butter. Compliance practices are designed to set up rules about what people can and can't do. That can lead to unintentionally perverse incentives, unintended consequences, and the wrong behavior. For instance, a training program might explain the risks of laundering money in your home country. After hearing that warning, a chronic money launderer probably won't stop; instead, he'll move operations offshore.
But if you create a culture where people think like David Toms, your people won't launder money anywhere, because they'll recognize how that erodes performance over time. Instead of just setting rules, a values-based culture inspires people to do what they should do.
If a middle manager acted like David Toms, other people in the company would know, from every interaction, the level of his or her moral authority, and that would change the way they thought and behaved. For instance, a customer might say, "I'll sign the contract only if you give me two Super Bowl tickets." How does the manager counsel his people to respond?
S+B: Suppose, then, a company wants to become the kind of place where people think like David Toms, or even the kind of place where they recommend really sharp friends instead of their slacker cousins for jobs. What should it do differently?
SEIDMAN: If you want to move from a blind obedience or informed acquiescence to a self-governance company, you're signing up for a long journey, not a six-month program. Businesspeople have systematized many things: HRIS, TQM, CRM, safety, Six Sigma, ERP. But we haven't yet systematized our "hows": We haven't created the kind of human operating system that maps to 21st-century realities.
The human operating system comprises all the behaviors of an organization. It has three basic elements, all of which need to change in most companies. The first is governance: the policies, controls, rules, org charts, goals, and objectives that represent the formal structures of the organization. The second is culture: the values, principles, habits, mind-sets, history, lore, and legends that influence how people behave. And third is the leadership model. How do you lead? Is it through command and control, or connect and collaborate? Are you transparent, or do you share information only on a "need to know" basis?
Once you have focused on these areas individually, you have to fit them together into a single system. Are your governance, culture, and leadership models fighting or reinforcing one other?
S+B: A lot of leaders have tried to change these three elements, usually without success. Some would say it isn't possible.
The same thing happened with quality. American CEOs used to consider it merely an aesthetic factor. They installed inspectors to check for defects at the end of the production line. Then, when the Japanese bought Pebble Beach and Rockefeller Center, Americans declared that quality was Job One. At GE, even the lawyers tried to qualify for Six Sigma black belts.
Now the same thing will start to happen with human values. To a hardline businessperson, humanity is even softer and less measurable than quality. But Chevron, Cisco, Dow Chemical, Delta Airlines, Ally Bank, and others all advertise themselves by declaring their humanity.
S+B: What do you mean by humanity in this context?
SEIDMAN: They want a relationship. "Buy from us, work here, because of who we are, what we stand for, and how we behave." They're trading on trustworthiness and integrity. This is a huge strategic shift for many companies, and, like manufacturers in the early days of safety or quality consciousness, they're committing themselves to a body of new practices without being fully aware of the ramifications.
For example, I know many earnest executives in informed acquiescence companies who genuinely believe that they're empowering their people. They tell an individual, "I trust you to innovate." The individual runs off, inspired by the trust, but then has to obtain four approvals for the first round of investment. The individual concludes that the CEO is a hypocrite. "He told me to innovate, but he doesn't mean it." But the CEO isn't a hypocrite. He's just presiding over a system of governance, culture, and leadership that is not in sync.
I described our three categories — blind obedience, informed acquiescence, and self-governance — to the board of a world-famous company, one that had grown rapidly from the founder's original small-scale business to a Fortune 100 enterprise. The founder, who had remained active with the company throughout his long life, had passed away within the living memory of the people in the room.
One board member said to the rest, "You know, when [the founder] was alive, we were self-governing. With all this scale and the rules and the policies, we've regressed to informed acquiescence." Those categories gave them a concrete way to talk about their own culture, which was vital to them but had always seemed elusive and intangible.
S+B: If you were a CEO, how would you start?
SEIDMAN: Begin by looking diagnostically at your own company and culture. Our study found that CEOs are eight times as likely as lower-level employees to perceive their workplace as a self-governance company. It's not because most CEOs are out of touch. Rather, they preside over a 19th-century human operating system that doesn't work anymore. All it takes is one middle manager saying, "Get me this memo by five o'clock" without bothering to say why. Junior people perceive that kind of thing as blind obedience.
I have facilitated sessions with CEOs in which I ask, "How many of you could grab your BlackBerry and in the next five minutes produce a list of your top 25 performers?" All the hands go up. Then I ask, "How many, with the same confidence, could produce a list of your most principled or ethical leaders?" Every hand goes down. They all recognize that if they could answer yes to the second question, they'd be running a better company.
CEOs today are certainly enlightened enough to understand the new world. They know they are more vulnerable than ever. In quiet moments, they say, "I don't have the answers. This is pretty hard." That's why I'm optimistic. I think this is the right time to rethink and change how business is done.
The biggest hurdle is internal contradiction around values. For instance, right now, compliance and risk are major issues, but companies are conflicted. The policies and rules reflect enlightened values: be careful about risk, don't cut corners. Other norms tell you to push yourself extra hard for performance, no matter what it takes. The values contradict each other, and none of them help you delight a customer, which should be the point of the business.
Everybody knows changing the culture is important, but we tend to approach it in an ad hoc fashion. I've sat with business leaders after an acquisition and found out they spent US$1 million on due diligence, and $3 million on legal issues like environmental remediation and intellectual property rights. But they spent nothing on cultural due diligence. It turns out that one CEO took the other out to dinner, and they decided they were kindred spirits, so they thought their thousands of people would be just fine together. If you could put all the executives of any company in a room to talk about their culture, they would all have very strong, intense opinions: "People love it here." "They don't like working here." "They don't see clients enough." "They don't pay enough attention to their own people." But it's all conjecture. They don't have any real facts.
S+B: You talk about changing not just individual company cultures, but the culture of business in general.
SEIDMAN: They're interlinked. Remember the line in The Godfather when Tessio is found to be a traitor? He tried to set up Michael Corleone to be killed. He says, "Tell Mike it was only business. I always liked him." That idea — that when you take advantage of someone at work it's just business, nothing personal — is deeply embedded in the commercial sphere. You see the same cultural value at funerals of business leaders, where someone eulogizes, "He was a ruthless boss, but a wonderful husband and father." Ruthlessness at work, especially at the expense of your colleagues, employees, suppliers, and customers, should not be celebrated.
Another deeply embedded cultural value is the classical economics concept that the only purpose of a corporation is to return investment to shareholders. And a third one is the notion that you should "just do it." In other words, do what you must and take what you can get — just don't get caught if you do something wrong. Yet another is the HR department's value of motivating people with bonuses and coercing them with threats: using the carrots and sticks of behavioral psychology, instead of improving the intrinsic quality of the work. Finally, in the environmental, health and safety, and risk domains, there's the belief in insulating business from its external costs.
These are all amoral beliefs. If you endorse them, you will end up building a culture of blind obedience or, at best, informed acquiescence. If you want self-governance, you have to give them up. When a trader at a bank can lose $2 billion in a way that affects every other businessperson around the world, we are all morally interdependent. We can't keep talking about business strategy only in the amoral language of risk, compliance, and managing uncertainty. If I sell you a mortgage, I'd better be prepared to stand behind it, because the days when I will never see you again are over.
S+B: Is it fair to ask everyone in a company to take on the attention and responsibility required in a self-governance company?
SEIDMAN: It's a shift, but virtue has always been its own reward. If you recognize that business is personal, and work and life are not separate spheres, you realize that neither blind obedience nor informed acquiescence is efficient. Neither can be profitable. In the end, we don't have a choice.
Why are employee engagement scores today the lowest they've ever been? Why are seven out of 10 employees not engaged on the job? Because people can't elevate their behavior in an informed acquiescence organization. The world is not going to get any less connected or less exposed. Our connections and exposure will accelerate, and our children will out-navigate us. We'd better expose them to the values of self-governance; they'll need it.
Look at it from an evolutionary perspective. Blind obedience was a great improvement on anarchy. The Allies won World War II with, by and large, a blindly obedient army. But no one could win a major war with that kind of army today; things happen too fast. In the 1970s, 1980s, and 1990s, informed acquiescence was a much-needed improvement. But it, too, is inadequate today. In a system of informed acquiescence, a valued employee will leave when someone offers him or her more salary. But in a company with self-governance, employees have many more reasons to stay and deeper reasons to be loyal.
The same is true with customers. If the only reason you buy from Netflix, for example, is price, the minute the company raises the price, you're out of there — as we saw when 800,000 or so subscribers bolted overnight.
Let me net this out: In an interconnected world, the nature of a company's connections with its people and customers is exposed. If the only reason you work for a company is a paycheck, you will leave when you are offered a bigger one. If the only reason you buy from a company is price, you'll switch your loyalties if someone else sells a similar product. Leaving and switching are easy. Companies that create richer, deeper, more loyal and enduring connections will create sustainable advantage.
S+B: Do you see companies acting on this insight?
SEIDMAN: When I was a teaching fellow at Harvard College, I realized that there was a paradox in the way people made progress in mastering knowledge. The students who typically got As had mastered the material and integrated it into their being. Some could even teach the class. I called this the "hill of A." The B students had acquired a basic level of knowledge; they were at a lower level, on the "hill of B." But the C students were, in many cases, closer to real mastery than the Bs. It's just that they were confused. They had fallen into what I came to call the "valley of C." As they move from basic competence to true mastery, they struggle with confusion, and their grades go down. It looks like they have lost their way, but they're actually improving.
All journeys toward acquiring knowledge are curvilinear — indirect, often involving a step back to take two forward.
An organization's journey to self-governance is similarly curvilinear. Being an informed acquiescence company is like being on the hill of B. You get some success. But then when you want to go further toward self-governance, it first feels like you're going backward. You have traveled down and entered the valley of C, which is unavoidable, and your challenge is to keep from getting stuck there.
Many companies are deeply stuck. They understand instinctively that the financial and environmental crises of our time require new behaviors. "We can't just seek profits and shareholder return. We have to do more." They're just beginning to take the journey: to create the human operating system that would allow them to keep that promise, and propel them to self-governance, where both success and significance await them.


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A perfect ceiling light mirrors is gorgeous for anyone who use it, for both home-owner and others. Picking a mirrors is vital in terms of their beauty appeal and the purpose. With all of this preparation, let us have a look and get the best mirrors for your space.
As we know that the paint of ceiling light mirrors really affect the whole decor including the wall, decor style and furniture sets, so prepare your strategic plan about it. You can use numerous color choosing which provide the brighter colours like off-white and beige paint colors. Combine the bright color of the wall with the colorful furniture for gaining the harmony in your room. You can use the certain colours choosing for giving the style of each room in your home. All the colour schemes will give the separating area of your home. The combination of various patterns and colour make the mirrors look very different. Try to combine with a very attractive so it can provide enormous appeal.
Those ceiling light mirrors could be lovely style for homeowners that have planned to enhance their mirrors, this style surely the perfect suggestion for your mirrors. There will always many style about mirrors and home decorating, it perhaps tough to always improve your mirrors to follow the latest and recent subjects or themes. It is just like in a life where interior decor is the subject to fashion and style with the recent and latest trend so your interior will soon be generally completely new and stylish. It becomes a simple design trend that you can use to complement the beautiful of your house.
Ceiling light mirrors certainly can increase the appearance of the area. There are a lot of style which absolutely could chosen by the people, and the pattern, style and colour of this ideas give the longer lasting great appearance. This ceiling light mirrors is not only give lovely decor ideas but may also enhance the looks of the space itself.
Ceiling light mirrors absolutely could make the house has gorgeous look. The crucial element which usually is done by homeowners if they want to beautify their interior is by determining decor ideas which they will use for the house. Theme is such the basic thing in interior decorating. The decor ideas will determine how the house will look like, the decor style also give influence for the appearance of the home. Therefore in choosing the decoration, people absolutely have to be really selective. To make sure it useful, setting the mirrors pieces in the best position, also make the right colors and combination for your decoration.
For your ideas, check out these 15 inspirations, these may be gorgeous choices that you can select if you like relaxed and fantastic mirrors. Make sure you take attention in relation to relevant mirrors and decoration information below, which means you will get a entirely marvelous decoration concerning to your own personal preference.
Related Post "Ceiling Light Mirrors"


text:
"""
This will add a root and parent_node fields to all nodes.
Root will be the primary key of the originating parent node.
Parent_node will be the first primary parent
Done so that you can filter on both root nodes and parent nodes with a DB query
"""

import sys
import logging
from modularodm import Q
from website import models
from website.app import init_app
from scripts import utils as script_utils
from framework.transactions.context import TokuTransaction

logging.basicConfig(level=logging.INFO)
logger = logging.getLogger(__name__)

def do_migration(dry=True):
    all_nodes = models.Node.find(
        Q('is_deleted', 'eq', False) &
        (Q('root', 'eq', None) | Q('root', 'exists', False))
    )
    all_nodes_count = all_nodes.count()
    touched_counter = 0
    errored_nodes = []
    logger.info('Migrating {} nodes'.format(all_nodes_count))
    for node in all_nodes:
        with TokuTransaction():
            if not getattr(node, '_parent_node', None):
                touched_counter += 1
                logger.info('Attempting to save node {}'.format(node._id))
                if not dry:
                    try:
                        node.save()
                    except (KeyError, RuntimeError) as err:  # Workaround for nodes whose files were unmigrated in a previous migration
                        logger.error('Error occurred when trying to save node: {}'.format(node._id))
                        logger.exception(err)
                        errored_nodes.append(node)
                children = [child for child in node.get_descendants_recursive(include=lambda n: n.primary and not n.is_deleted)]
                logger.info(
                    '{}/{}: touched node {} with children {}'.format(
                        touched_counter,
                        all_nodes_count,
                        node._id,
                        [child._id for child in children]
                    )
                )

                assert node.root._id == node._id
                assert not getattr(node, 'parent_node', None)
                logger.info('Parent Node Saving: Saved Node {} with root {}'.format(node._id, node.root))

                for child in children:
                    touched_counter += 1
                    logger.info(
                        '{}/{}: touched node {} with parent {}'.format(
                            touched_counter,
                            all_nodes_count,
                            child._id,
                            child.parent_id
                        )
                    )

                    if not dry:
                        try:
                            child.save()
                        except (KeyError, RuntimeError) as err:  # Workaround for nodes whose files were unmigrated in a previous migration
                            logger.error('Error occurred when trying to save child: {}'.format(node._id))
                            logger.exception(err)
                            errored_nodes.append(child)
                    logger.info('\tChild Node saved: Verifying that save Node {} with root {}'.format(child._id, child.root))
                    # Need this check due to an inconsistency in prod data where
                    # a node's parent is deleted by the node itself is not deleted
                    if child.parent_node:
                        assert child.parent_node._id == child.parent_id
                        assert child.root._id == node._id
                    else:
                        logger.error('Child {} has a null parent node')
                        logger.error('This may be because its parent was deleted without the child being deleted')

    if errored_nodes:
        logger.error('{} errored nodes:'.format(len(errored_nodes)))
        logger.error('\n'.join([each._id for each in errored_nodes]))
    else:
        logger.info('Finished with no errors.')

def main(dry=True):
    init_app(set_backends=True, routes=False)  # Sets the storage backends on all models
    do_migration(dry=dry)

if __name__ == '__main__':
    dry = 'dry' in sys.argv
    if not dry:
        script_utils.add_file_logger(logger, __file__)
    main(dry=dry)

redpajama_set_name: RedPajamaGithub


Come to join the Faculty celebration of the Chinese New Year. Share Chinese food, enjoy your drink, and explore the Chinese culture!
This event is organised by Leiden Science China (LSC), the Faculty of Science and Confucius Institute Leiden. During the event, there are multiple activities such as a Chinese Traditional tea ceremony and a Calligraphy workshop.


text:
Малий Славков () — село в Словаччині, Кежмарському окрузі Пряшівського краю. Розташоване на півночі східної Словаччини в центральній частині Попрадської угловини на східному підніжжі Високих Татр.

В селі є римо-католицький костел св. Михайла з 1499 року.

Історія
Вперше село згадується у 1251 році.

Населення
В селі проживає 957 осіб.

Національний склад населення (за даними останнього перепису населення — 2001 року):
 словаки — 77,91 %
 цигани — 21,71 %
 німці — 0,13 %
 чехи — 0,13 %

Склад населення за приналежністю до релігії станом на 2001 рік:
 римо-католики — 96,51 %,
 протестанти — 0,65 %,
 греко-католики — 0,52 %,
 не вважають себе віруючими або не належать до жодної вищезгаданої церкви — 2,33 %

Джерела
 сайт села
 дані про село на сайті www.e-obce.sk
 дані про національний та конфесійний склад населення села на сайті Статистичного уряду Словаччини

Населені пункти Словаччини

redpajama_set_name: RedPajamaWikipedia


An expert witness must have the necessary knowledge, skills and confidence to give evidence effectively. The process of being cross-examined is a daunting experience and now experts may have to give concurrent evidence – be "hot tubbed" as well! This training gives an overview of the process of hot tubbing and tips on how experts can handle questions from the judge or arbitrator and the other expert in the hot tubbing process. This course is designed for experienced experts who wish to further develop and refresh their skills in giving evidence in a range of legal fora including the High Court, Arbitrations or the ICC.
An expert must be able to present evidence, answer questions and advance supporting evidence in their report. Experts will learn through the case preparation method how to prepare to be questioned and to hot tub based on their reports and the joint statements. Experts will be given tips and guidance on how to handle questioning and to hot tub with confidence. The day will consist of intensive role play with tips and feedback. Delegate numbers are limited to ensure each delegate receives challenging questioning with feedback.
Learning through role play how to handle questions from another expert and the decision maker.


text:
Star Wars: R2-D2 Weekly Magazine #099
by Deagostini
This is a Japanese-language book or magazine about science-fiction subjects related to anime and/or modeling.
Deagostini takes on everyone's favorite astromech droid from "Star Wars," R2-D2, with their latest weekly magazine! This Artoo will be 47.4cm tall upon completion, and its parts will be spread over 100 issues of the magazine.
Reproduced from the prop used in the film, Artoo is equipped with the latest electronic circuitry; drive motors are equipped on both legs, to duplicate the droid's movement in the film. It's also programmed to sense obstacles and stairs. It features a rechargeable battery, Luke's lightsaber hidden inside its head which will pop out, and you can even shoot photos and short video clips using the video/still image camera! A face-detection function is also provided; a special app to operate Artoo from your Android smartphone, iPhone or tablet via Bluetooth is available. Artoo also has a voice command mode!
This 99th issue of the magazine contains the parts shown here. Collect all 100 issues and build R2-D2 for your own collection!
Code: DIGWRD099
Release Date: Dec 2019
Series: Star Wars
Item Size/Weight: 28.7cm x 21.0cm x 3.0cm / 290g
Manufacturer: Deagostini
More from this Maker
Back To The Future De Lorean Weekly Magazine #124
S.H.Figuarts Captain Phasma (Star Wars: The Last Jedi)
S.H.Figuarts First Order Stormtrooper Special Set (Star Wars: The Last Jedi)
DARUMA CLUB R2-D2
S.H.Figuarts Kylo Ren (Star Wars: The Last Jedi)


text:
The Grand Saga of
George and Neal's Adventures
Through Time and Space (and Pudding)!
Home - First Post - Part: 1 - 2 - 3 - 4 - Newest Entries - Popular Entries - View Tags - Free Ebooks - Entry Timeline - Email Signup - Featured - Favorites
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Sorry-for-the-Hyphens
Entry Logged on: March 22, 2009 to Part 1 by: Neal
Page Views: 180 - Times Displayed: 5477
In 1983, George and Neal started the hair-metal/country band "Sorry-for-the-Hyphens". They gained a small cult following as a result of their minor semi-autobiographical hits, including: "This-Restraining-Order-Means-I-Love-You"; "Please-Don't-Throw-That-Toaster-In-The-Tub"; "If-Our-Love-Is-Like-Plumbing-Then-Quit-Treating-Me-Like-A-Toilet" and "Your-Heart,-Like-My-Assets,-Is-Frozen". The band dissolved when George started his acting career with the prime-time forensics drama "Sesame Heat - Furry Victims Unit" and Neal created a one-man play, "Batman and Robin Williams". Neither fared all that well.
Tags: 1983(6) hair(11) music(26) our bands(9) theater(8) tv shows(48)
Names Mentioned: batman(8) law and order(2) robin williams(8) sesame street(4)
Entry Logged By: Neal
Tags & Related Posts:
People, Places, Companies, Products, and Things mentioned that you may recognize from your reality: batman(8), law and order(2), robin williams(8), sesame street(4)
1983 - (5 Other Entries)
Able Archer 83: The Origin - In 1983, George devised a 10-day NATO exercise to simulate World War 3, so that all nations participating could see what would happen in the worst cas...
Feats of Strength!™ - In 2000 BCE, Neal and George traveled to the English county of Wiltshire to participate in the yearly Feats of Strength!™. George lifted a cow (using ...
Skullets Rock! - In 1983 George convinced Patrick Stewart that it was time to change his hairstyle and shave his afro. Neal suggested a mohawk instead, which Patrick ...
From the generic - From the generic "How Do You Know" fields:Lived together?You lived in Sin in 1998.You lived in a van down by the river (but we swear nothing steamy ha...
1964 through 1969 - In 1983 Neal and George co-wrote a short story that chronicled their adventures from 1964 through 1969. The story was well received in the literary co...
hair - (10 Other Entries)
The Opposable Nose: The Origin - In 9,996 BCE, Neal and George invented the opposable nose. It wasn't as well received and didn't go on to quite the success as the opposable thumb. Ho...
Punky Georgester - George, however, went on to star in The Brady Bunch, Punky Brewster, The A-Team, Cheers, Three's Company, and All in the Family before moving on to hi...
Bob Ross: The Origin - In 1968 George and Neal trained a kitten to paint. That kitten in turn trained Bob Ross to paint. Bob Ross in turn taught countless of people to paint...
Give me a head with hair, weird, awkward hair... - In 2017 George and Neal decided to start a new hairstyle fad. Instead of the refined, prim, manicured look that they made popular for most of the pre...
Hair, Inc. - In 1964 George and Neal started their niche business "Hair, Inc." in which they supplied the hair for your favorite rock stars and other celebrities. ...
music - (25 Other Entries)
Definitely not Vain - In 1988, Neal and Billy Joel started a fire. Billy Joel denies it. In 2000, Carly Simon admitted she wrote "You're so Vain" about her 10-month, steamy...
Chicken To Ride - And Other Classics Done Right - In 2012 George and Neal recorded an album of cover songs, except instead of the actual lyrics we sang the lyrics that everyone thinks the original art...
Rue Bourbon is Distracting - In 2069 George and Neal wrote a musical, called "Home to Where the Sun Rises". The smash hit spent four years on Broadway before touring the world. ...
Band Camp - Then there was that one time, in band camp... But we won't go there.
The Rolling Beatles - So very, very tired of endless "Beatles vs. Stones" arguments, in 2022, George and Neal decided to do the only logical thing to resolve the issue: go ...
our bands - (8 Other Entries)
I Had Another Dream - In 1940 George and Neal wrote and released a song entitled Dreaming of a Purple Christmas. The song was mildly successful and in 1941 Irving Berlin w...
Couch Vibrations with Brian Wilson - As long as we're on the topic of classic rock music groups, it should be noted that George, Neal, and Brian Wilson were founding members of the Beach ...
Swingin' Records! - In 2016, George and Neal turned their attention to songwriting. They ghost-wrote a string of musical hits, including "We Built This City" by Starship...
KISS - George and Neal were once part of the rock band KISS, but left the band in 1974 because they didn't think makeup of a raccoon and chimp respectively w...
4 Already Displayed with Another Tag
theater - (7 Other Entries)
Neal Simon's Manhood - Also in 2009, Neal's manhood became sentient and demanded to secede from his body. It was thought, (only by George, known by the rest of the world) th...
Where the heck are Vladimir and Estragon? - In 1947 George and Neal spent several days in France waiting for their friends Vladimir and Estragon to show up. Neal later wrote a play about it call...
Oh God I Shot Momma - In 1949, George starred in the off-Broadway (well, off-off Broadway) play "Oh God I Shot Momma" as the corpse. On a completely different note, that sa...
Oh Wilson, Wherefore Art Thou Wilson - Unbeknownst to many, and typical for a Hollywood film, 2000s blockbuster hit Cast Away, starring Tom Hanks, was nowhere near as good as the Broadway m...
Fingers of Doom!: the Helen Keller Story - In 1982, Neal and George wrote, produced, and starred in the off-Broadway musical, "Fingers of Doom!: the Helen Keller Story." The play, which had an ...
tv shows - (47 Other Entries)
George and Neal and the Masters of the Universe - In 1981, after the character Orko appeared in the cartoon He-Man, in a move that confused most of the world, Neal sued the cartoon company for infring...
What's a Typewriter? - In 2025 George and Neal received a grant from the US government to study the long held belief that if you give a billion monkeys a billion typewriters...
Who's the Bossasaur? - In 1904, just one year after Elmer Riggs published his paper stating that Apatosaurus and Brontosaurus were the same creature, George and Neal discove...
Religious iDeals - In an effort to avoid paying taxes on his massive fortune, in 1935, Neal established the first truly secular religion, Nealism. Honoring the tenets of...
Who Wants to Be a Hundred-Aire - In 2006, Neal appeared on the television spin off, "Who Wants to Be a Hundred-Aire". Neal did not win the hundred dollars.
Geal - In 1955, a small village in Transylvania attempted to assassinate George and Neal for inventing Pig Latin. All attempts were unsuccessful, in part bec...
1945, Tigers/Cubs, Game 4 of the World Series - In 1945, George and Neal decided to go to a Tigers/Cubs game - fatefully, it was Game 4 of the World Series. During the game, George complained of a s...
Slap-Bracelets: The Origin - In the mid-1990s, in an effort to assist law enforcement, Neal and George created a new lightweight, easy to use handcuff. To the shock and frustratio...
What happens in Ancient Greece stays in Ancient Greece. - Tired of caring for three children (yes, George, that includes you), Julie recruited Clarissa to go on a time traveling "ladies only" vacation. While...
Team Ghandi - In 1972, not satisfied with only two teams, Neal and George created Chicago's third major league baseball team, Team Ghandi. Unfortunately, the team n...
Mouse Over to View
The Grand Saga of George and Neal's Adventures through Time and Space (and Pudding)! is fully supported by... Well, nothing currently. We recently added ads (is that redundantly repetitive?) to our site in the hopes that we can earn a little bit of cash to pay to keep this site running. You see, all the piles and piles of money we make through our various business ventures, inventions, good fortune, and, ahem, other various schemes goes right back into funding for more research, travels, lawsuits, and general debauchery. So you see, there's nothing really left to keep this website going.
So, if you feel so inclined, you may graciously donate your organs, blood, or other bodily fluids to keep our website going. Or you could just send us a few bucks via PayPal, we're pretty easy like that (that's what she said). In return you'll gain the satisfaction of knowing that you are helping to educate millions and billions of individual cells (which really amounts to only a fraction of a person since it is estimated that the brain contains somewhere between 80-120 billion nerve cells (neurons), and neurons only make up about 50% of the cells in a human brain). Oh, and if you so request, we might include you in a future adventure (or maybe a past one).
Or, just click on one of the ads on our site. We'll get a few pennies, and there's no obligation for you, guaranteed or your money back!
Thanks for reading, and we hope you're not too traumatized after your visit.
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8 Comments | Post Comment
I know the best websites
From Donald Trump
From Page: N/A
www: No WWW
This site. The best. Bigly good. Those other sites? SAD. So sad. But George and Neal? I mean, trust me. I know good people. I know - I'm the best at knowing good people and you'd be amazed at what those guys can do. Fantastic job, you two.
Well, how about that!
From George Is Awesomest!!!
From Page: index.cfm
www: http://george-and-neal-ar...
Well, how about that! We got a comment from someone other than Clem or evil Bette. Thanks for your support Rich, we hope you're doing well, too. It's been a long time since we've talked, so we'll head back to 1998 and pay you a visit then. Bucket run?
From Rich Pearl
George and Neal, I hope you both are well. This site is fantastic!!
From Clem Clemenstein
Location: 9th Dimension
From Page: 'peter%20j.%20oberweis' Names
I just remember... a bright light....
So much time has passed...
George? Neal?...
Are you out there?
Bring it on Bette!
From George
Feb 3, 2014 12:10 PM
Location: Bette Midler's Back Yard
From Page: Rue Bourbon is Distracting
Give it your best shot Bette. You ain't got nothin' on us!
From Bette Midler
Feb 3, 2014 11:52 AM
I'll still get you guys, if it's the last thing I do.
From Clem
From Page: Stats.cfm
www: http://clemisreal.com
Damn you, George and Neal! Damn youuuu!!!
Testing Comments
From George Jaros
Location: DeKalb
From Page: Golden Spleens
Testing out the comments... They're working! Woo hoo!


The Global School of English began in a classroom in 2009. Ten years later, we're truly global and 100% online. Much has changed, but we still obsess over teaching practical Business English to adults, helping them build confidence.
The school began in a small room with a big vision. Our founder taught the heads of nonprofit organizations in Egypt to help them win foreign funding.
Students created an organization and held passionate debates about how to run it. From the beginning, our lessons have been practical and career-relevant.
In 2013, we went live online. Our second teacher was Nick, an American teaching Business English. This was his neighborhood in Belo Horizonte, Brazil.
Teaching online allowed us to help more paying students, and more students who could not afford to pay. These social impact efforts would later become known as the Emerging Leaders Program.
By serving our students, we spread to 40 countries in just a few years. We created our own editing service and began working together with entire business teams.
Talented teachers and staff members joined to help us build. This is Chandigarh — hometown of our web developer, Satinder.
Entering our tenth year, we're paying attention to the details: a weekly blog, a digital library, seminars for teachers, and more.
We're also promoting English as a right for employees and changemakers around the world, while making it easier to work together with businesses.
Our vision is to offer quality English to so many businesses and professionials that we can gift 100 lessons to low-income students every single day.
We've told you about us. Now it's your turn.
Selecttomorrow.in a few days.next week.other/unsure.
You can contact me at or .