palestinian kid "jews are apes" - parents teaching kids to hate jews, propaganda, 1:42
Blog Smith is inspired by the myth of Hephaestus in the creation of blacksmith-like, forged materials: ideas. This blog analyzes topics that interest me: IT, politics, technology, history, education, music, and the history of religions.
Monday, February 23, 2015
Apes, Pigs, Jews, War Song, Temple Islamists
Muslim Sesame Street V: Pepsi Cola, the Apes, Pigs and Jews, 2:59
Middle Schooler on Obama
CJ Pearson is a 12-year-old middle school student in Georgia.
The student posted a YouTube video yesterday in which he seeks to “applaud Mayor Rudy Giuliani for his comments about President Barack Obama.”
http://youtu.be/yUtirCf-RfU
Sunday, February 22, 2015
Saturday, February 21, 2015
Spanish Translation
Pollo symbolism
The chicken is a cult animal of the Makumba cult of South america, the Voodoo of the Caribbean and of Africa. It guides souls in initiation rites and is a sacrificial animal. The chicken is also the 10th sign of the Chinese zodiac.
http://kaltopsyd.hubpages.com/hub/Animal-Symbols-and-Meanings
Not surprising, seeing a chicken in a dream indicates cowardliness. It can also represent gossip and be a warning to listen to what people may be saying to you (or what you may be saying to others).
alegato 1 (Jur) (escrito) indictment; (oral) allegation; (declaración) statement; assertion; 2 (Latinoamérica) (discusión) argument; dispute
sin motivo for no reason
Friday, February 20, 2015
Communist Ocala, Florida Restricts Free Speech
Video
Photographs forwarded to TheBlaze show an Ocala car dealership flying the Mexican flag and an Irish bar displaying the Irish flag. It was not clear whether or not the city had also issued similar notices to the other businesses.
Thursday, February 19, 2015
Change, Strategic Success
Journal of Staff Development, | www.learningforward.org April 2012 |
Vol. 33 No. 2, Jody Spiro
Regarding Change, as need for Strategic success, Jody
Spiro's (2012) article explains change this way,
"Everyone participating in the effort has different
reactions to change, different concerns, and different motivations for being
involved. The results of change are long-term, but the change process is
incremental and continuous. It is a series of destinations that lead to further
destinations. The smart change leader sets
benchmarks along the way so there are guideposts and
pause points instead of an endless change process. “Early wins” — a term used
to describe successes demonstrating concretely that achieving the change goals
is feasible and will result in benefits for those involved — help accomplish
this."
This statement fits Jack Welch's admonitions that
strategy must be involved, must be achievable, and must possess a series of
measurable objectives. Spiro introduces the concept of early wins, or strategic
objectives that display winning results in the short term. She suggests that
occurs not necessarily because the results actually contribute significantly to
strategic objectives but because stakeholders demand measurable results and
some industries such as the education industry possess a cultural inability to
grasp long term strategy. She does not quite say that but that accurately
describes the environment. For example, educators will implement a change and
expect to see results three or six months later. Despite rapid
consumer polling, changes to a system often require several generations or student
enrollment periods to manifest. As a result educators often hang their hats on
statistically observable results. And those may be almost indiscernible to the
naked non-statistical eye.
Never the less Spiro describes an achievement plan that
closely aligns with Jack Welch principles.
That consists of :
"1. Identify the problem and define the objectives
to address it.
2. Design the overall strategy to achieve the objectives.
3. Develop actions (activities) under the strategy.
4. Plan, implement, and publicize the early win."
She omit's the principle of celebrating the win and
rewarding performance but still delivers sound counsel.
However, later in her article she reiterates
characteristics of early wins in this manner:
• Tangible and observable; - Journal of Staff Development, | www.learningforward.org April 2012 |
Vol. 33 No. 2, Jody Spiro
Regarding Change, as need for Strategic success, Jody
Spiro's (2012) article explains change this way,
"Everyone participating in the effort has different
reactions to change, different concerns, and different motivations for being
involved. The results of change are long-term, but the change process is
incremental and continuous. It is a series of destinations that lead to further
destinations. The smart change leader sets
benchmarks along the way so there are guideposts and
pause points instead of an endless change process. “Early wins” — a term used
to describe successes demonstrating concretely that achieving the change goals
is feasible and will result in benefits for those involved — help accomplish
this."
This statement fits Jack Welch's admonitions that
strategy must be involved, must be achievable, and must possess a series of
measurable objectives. Spiro introduces the concept of early wins, or strategic
objectives that display winning results in the short term. She suggests that
occurs not necessarily because the results actually contribute significantly to
strategic objectives but because stakeholders demand measurable results and
some industries such as the education industry possess a cultural inability to
grasp long term strategy. She does not quite say that but that accurately
describes the environment. For example, educators will implement a change and
expect to see results three or six months later. Despite rapid
consumer polling, changes to a system often require several generations or
student enrollment periods to manifest. As a result educators often hang their
hats on statistically observable results. And those may be almost indiscernible
to the naked non-statistical eye.
Never the less Spiro describes an achievement plan that
closely aligns with Jack Welch principles.
That consists of :
"1. Identify the problem and define the objectives
to address it.
2. Design the overall strategy to achieve the objectives.
3. Develop actions (activities) under the strategy.
4. Plan, implement, and publicize the early win."
She omit's the principle of celebrating the win and
rewarding performance but still delivers sound counsel.
However, later in her article she reiterates
characteristics of early wins in this manner:
• Tangible and observable;- (yes matches Welch Way)
• Achievable; - (yes matches Welch Way)
• Perceived by most people as having more benefits than
costs; - (yes matched Welch Way)
• Nonthreatening to those who oppose the strategy; (
I observe that winning strategy almost inevitably threatens someone in the
organization. And that winning strategy requires doing what will best support
organizational performance and success. Spiro is off base here as a
non-threatening to all strategy will either be so weak as to be ineffective or
so broad as to be non-implementable)
• Symbolic of a desired shared value;- (yes
matches Welch Way)
• Publicized and celebrated; and - (yes matches
Welch way)
• Used to build momentum."
• Used to build momentum."
Observe that Spiro provides no differentiation between
early wins and low hanging fruit. Low hanging strategic fruit occurs when a
company can achieve some win, some easily recognized monetary
achievement. For example a quick effort that puts money in the pot.
And low hanging strategic fruit can definitely meet financial objectives, short
term goals, and keep the company in the game. They even provide strategic
advantage in that they can keep the executive and strategy team in
power and capable of further strategic maneuvers. When low hanging fruit
coincide with established strategic vision and goals then they strongly
contribute to lasting competitive advantage. However, the organization must
retain strategic direction, it must remain consistent to the strategic vision.
A series of non-strategy contributory low hanging fruit or early wins that do
not continue towards firmly established objectives can weaken organizational
capabilities to execute winning strategy by leading the organization away from
its core competencies and mission.
And speaking of mission, core competencies, and strategic
objectives, one can see support for those in:
Baltic Security & Defence Review Vol 17, Issue 2,
2014, The COG strikes back: Why a 200 Year Old Analogy Still Has a Central
Place in the Theory and Practice of Strategy
By Major Jacob Barfoed
COG refers to the Clausewitzian Center of Gravity.
Barfoed presents three COG interpretations based on Will
(to win) and Ability (to execute).
These consist of the Direct Approach - focused on
defeating the enemy Ability COG, Indirect Approach - focused on the enemy Will
critical vulnerabilities, and the Flexible Approach that their main force can
be defeated by a combination of political and military efforts (Barfoed, 2014).
This sounds very warlike but it translates easily into
business terms.
Consider that a direct approach means standing face to
face, slugging it out, bloodying each other in brutal strategic contest. That
could consist of a price war or any attempt to meet and overwhelm a competitor
by manufacturing output, efficiency, or performance based on pitting one
organization's same factor strength against the other. That can work but it
requires an effort that depletes both organizations strengths and can make the
environment susceptible to intrusion and loss to a third or fourth
party. This head to head strategy can produce two losers, regardless
of who wins.
On the other hand, an indirect business approach consists
of avoiding the competitor's core strength and destroying their demand function
or supply capability or even their regulatory adherence. As a result of
indirect behaviors regardless of its production capability the competitor
cannot supply it manufacturing needs in order to produce or finds a greatly
diminished market. And that effectively removes it from competition. This
behavior results from better supply chain management, freezing out suppliers,
partnering with suppliers and improved logistic services. It also can rely on
convincing advertisements and better customer behavioral segmentation. The
indirect approach leads customers to realize that they will receive less value
from the competitor. The flexible approach uses both behaviors as appropriate
to win.
And the COG or core competency battlefield discussion
leads to:
A playbook for strategy, The Five Essential
Questions at the Heart of Any Winning Strategy by A.G. Lafley, Roger
Martin and Jennifer Riel, Rotman Magazine Winter 2013
Lafley, Martin, and Riel (2013) list five questions for
winning strategy:
" 1. What is your winning aspiration!'
2. Where will you play?
3. How will you win?
4. What capabilities must be in place?
5. What management systems are required?"
These display Welch Way principles of
Vision, Objectives, Scope, Competencies, and Implementation. Winning principles
derive from winning objectives; the why, the reason for existing, the
organization's purpose. Keep the organization focused on its winning roots.
Winning objectives harks back to the need for achievable objectives as
discussed in Spiro(2012) and Scope relates to this and last week's strategy
types and its risk portfolio. With Scope necessarily aligning to competencies
whether original, new, or acquired.
Then as Jack Welch says,
"Implement like ..."
Wednesday, February 18, 2015
Tuesday, February 17, 2015
Monday, February 16, 2015
Sunday, February 15, 2015
Saturday, February 14, 2015
Friday, February 13, 2015
Thursday, February 12, 2015
Obama on Christianity vs. Keyes, Bible, Faith, Religion, Islam
Obama Vs. Keyes: Christianity
Barack Obama Versus Fundamentalism & Religious Sectarianism
Obama speeches on Islam and Muslims compilation
Obama at Prayer Breakfast Speech | People Committed Terrible Deeds in Name of Christ During Crusades
Krauthammer on Prayer Breakfast
Wednesday, February 11, 2015
Tuesday, February 10, 2015
Monday, February 9, 2015
Texas Sharia Tribunal
Shariah Law
http://www.theblaze.com/stories/2015/02/09/watch-the-fiery-conversation-between-glenn-beck-and-the-leaders-of-texas-controversial-new-islamic-tribunal/
http://www.theblaze.com/stories/2015/02/09/watch-the-fiery-conversation-between-glenn-beck-and-the-leaders-of-texas-controversial-new-islamic-tribunal/
Sunday, February 8, 2015
Saturday, February 7, 2015
Friday, February 6, 2015
Islam Burns Pilot
Islam Burns Pilot
“On this occasion, the Islamic State announces a reward of 100 gold dinars to whoever kills a crusader pilot. The Diwan for State Security has released a list containing the names of Jordanian pilots participation in the campaign. So good tidings to whoever supports his religion and achieves a kill that will liberate him from hellfire.”
Obama: What is Our Religion?
Obama: “We are summoned to push back against those who would distort OUR RELIGION for their nihilistic ends.”
Thursday, February 5, 2015
Mott The Hoople Down & Outz
Sea Diver
https://www.youtube.com/watch?v=FicaTt-zUZk#t=107
One of the Boys
https://www.youtube.com/watch?v=Ml4sVVdx7ds
Rock and Roll Queen
https://www.youtube.com/watch?v=gS11hho5LWk
Funeral For A Friend/Love Lies Bleeding
https://www.youtube.com/watch?v=Fn0R7A9Cvtc
Overnight Angels
https://www.youtube.com/watch?v=o-lrlcmNxLY
England Rocks
https://www.youtube.com/watch?v=IyqIP3lQ1vw
Major Studies on American Islam
Three major studies in the last 10 years have all found the same results. Over 75% of the 2,000 mosques in America are "radicalized." And what does radicalized mean?
That of the 100 mosques surveyed, 51% had texts on site rated as severely advocating violence; 30% had texts rated as moderately advocating violence; and only 19% had no violent texts at all.
That in 84.5% of the mosques, the imam recommended studying violence-positive texts.
That mosques which are Sharia adherent were more likely to feature violent texts than their non-Sharia-adherent counterparts and that leadership at Sharia-adherent mosques was more likely to recommend that a worshipper study violent texts than leadership at non-Sharia-adherent mosques.
Wednesday, February 4, 2015
Tuesday, February 3, 2015
Muslim Terror Group Enforces Sharia at UCLA
UCLA Sharia
Allahu Akbar
Allahu Akbar
Here’s where taqiyya comes in: Watch the video. Try to hear what the security guards say. Notice how, when off camera, they insist he has to stop or they’ll call cops:
Female: “I’m gonna call UCPD right now if you don’t stop right now and delete it.”
But when the camera sees their faces, they INSTANTLY change expression!
Female (smiles): “How’s it going? I hope you’re doing well today!”
Male: “We really do hope you’re having a beautiful day. You know? We’re very happy to see you.”
That’s taqiyya! Muslims say they don’t do it, and even call non-Muslims “Islamophobes” if they mention it. But there it is, plain as day, naked taqiyya (at 1:32).
Monday, February 2, 2015
Obama Violates Constitution, Invades Free Market, and Legislates Free Community Colleges
"What Will the Plan Mean for Other Kinds of Colleges?" A6, The Chronicle of Higher Education, 23 January 2015
Obama is legislating that community colleges be free.
"It's hard not to see the president's proposal as a direct shot at proprietary colleges, which have been targets of criticism from the administration for high costs and high loan-default rates," stated Jeffrey Silber, financial analyist at BMO Capital Markets.
"But some reasons that might drive a student to choose a for-profit college over a community college come down to convenience, not cost," said Constance Iloh, a higher Education researcher and PhD candidate at the University of Southern California. "These factors included being able to support family, campus proximity to home and work, flexible class schedules and the accelerated nature of the program."
Obama is legislating that community colleges be free.
"It's hard not to see the president's proposal as a direct shot at proprietary colleges, which have been targets of criticism from the administration for high costs and high loan-default rates," stated Jeffrey Silber, financial analyist at BMO Capital Markets.
"But some reasons that might drive a student to choose a for-profit college over a community college come down to convenience, not cost," said Constance Iloh, a higher Education researcher and PhD candidate at the University of Southern California. "These factors included being able to support family, campus proximity to home and work, flexible class schedules and the accelerated nature of the program."
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