The full dataset viewer is not available (click to read why). Only showing a preview of the rows.
The dataset generation failed
Error code: DatasetGenerationError
Exception: ArrowInvalid
Message: JSON parse error: Missing a closing quotation mark in string. in row 132
Traceback: Traceback (most recent call last):
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/packaged_modules/json/json.py", line 153, in _generate_tables
df = pd.read_json(f, dtype_backend="pyarrow")
File "/src/services/worker/.venv/lib/python3.9/site-packages/pandas/io/json/_json.py", line 815, in read_json
return json_reader.read()
File "/src/services/worker/.venv/lib/python3.9/site-packages/pandas/io/json/_json.py", line 1025, in read
obj = self._get_object_parser(self.data)
File "/src/services/worker/.venv/lib/python3.9/site-packages/pandas/io/json/_json.py", line 1051, in _get_object_parser
obj = FrameParser(json, **kwargs).parse()
File "/src/services/worker/.venv/lib/python3.9/site-packages/pandas/io/json/_json.py", line 1187, in parse
self._parse()
File "/src/services/worker/.venv/lib/python3.9/site-packages/pandas/io/json/_json.py", line 1403, in _parse
ujson_loads(json, precise_float=self.precise_float), dtype=None
ValueError: Trailing data
During handling of the above exception, another exception occurred:
Traceback (most recent call last):
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/builder.py", line 1997, in _prepare_split_single
for _, table in generator:
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/packaged_modules/json/json.py", line 156, in _generate_tables
raise e
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/packaged_modules/json/json.py", line 130, in _generate_tables
pa_table = paj.read_json(
File "pyarrow/_json.pyx", line 308, in pyarrow._json.read_json
File "pyarrow/error.pxi", line 154, in pyarrow.lib.pyarrow_internal_check_status
File "pyarrow/error.pxi", line 91, in pyarrow.lib.check_status
pyarrow.lib.ArrowInvalid: JSON parse error: Missing a closing quotation mark in string. in row 132
The above exception was the direct cause of the following exception:
Traceback (most recent call last):
File "/src/services/worker/src/worker/job_runners/config/parquet_and_info.py", line 1529, in compute_config_parquet_and_info_response
parquet_operations = convert_to_parquet(builder)
File "/src/services/worker/src/worker/job_runners/config/parquet_and_info.py", line 1154, in convert_to_parquet
builder.download_and_prepare(
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/builder.py", line 1029, in download_and_prepare
self._download_and_prepare(
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/builder.py", line 1124, in _download_and_prepare
self._prepare_split(split_generator, **prepare_split_kwargs)
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/builder.py", line 1884, in _prepare_split
for job_id, done, content in self._prepare_split_single(
File "/src/services/worker/.venv/lib/python3.9/site-packages/datasets/builder.py", line 2040, in _prepare_split_single
raise DatasetGenerationError("An error occurred while generating the dataset") from e
datasets.exceptions.DatasetGenerationError: An error occurred while generating the datasetNeed help to make the dataset viewer work? Make sure to review how to configure the dataset viewer, and open a discussion for direct support.
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DOI 10.18413/2312-3044-2018-5-2-206-217
THROWING BALLAST OVERBOARD:
THE ATTITUDE OF THE EASTERN ROMAN EMPIRE
TOWARDS THE WEST IN THE FIFTH CENTURY AD
Mikhail V. Gratsianskiy
Moscow State University
119991, Lomonosovskii pr-t 27/4, Moscow, Russia
E-mail: gratsianskiy[at]mail.ru
Abstract. The year 395 marked a turning point in the fortunes of the Roman Empire. The division of the imperial territory into two portions proved to be final and, in the short-term historical perspective, led to the downfall of the western part. The article suggests that this event was caused by a deliberate position taken by the ruling elites of the Eastern Roman Empire toward their western counterparts. The main reason for the downfall of the West thus lies in the fact that the eastern government refused to subsidize the western infrastructural and military needs with its money and other resources, which up to that time had been the necessary condition for the maintenance of the Roman civilization in the westernmost part of the Roman Empire—praefectura Galliarum. The eastern ruling class used the unique situation of the virtual absence of the Roman army and its commanders, which had withdrawn for operations in Italy, to establish the rule of a civilian government. The refusal to support the West economically led to the rise of the eastern economy, as well as to the growth in importance of eastern regions such as Syria and Egypt, which were economically the strongest. These conditions, created within the Eastern Empire after the secession of the West, in many respects resembled those of the same territories during the Hellenistic period, with the exception that now they were kept together by the efficient unifying institutions of the Roman state of Late Antiquity.
Keywords: Eastern Roman Empire, Western Roman Empire, Emperor Constantine the Great, Emperor Theodosius I, Emperor Justinian, Rome, Constantinople, Roman elites, Egypt, Syria, Gaul, Illyricum, Hellenistic World, the Church of Constantinople, the Church of Alexandria, the Church of Antioch, the Church of Rome.
Copyright: © 2018 Gratsianskiy. This is an open-access publication distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original authors and source, the Tractus Aevorum journal, are credited.
Correspondence to: Mikhail V. Gratsianskiy, Moscow State University, Faculty of History. 119991, Lomonosovskii pr-t 27/4, Moscow, Russia. E-mail: gratsianskiy[at]mail.ru
УДК 94(37).09; 94(495).01
ИЗБАВЛЯЯСЬ ОТ БАЛЛАСТА: ОТНОШЕНИЕ ВОСТОЧНОЙ
РИМСКОЙ ИМПЕРИИ К ЗАПАДУ В 5 В. Н.Э.
М. В. Грацианский
Московский государственный университет
119991, Ломоносовский пр-т 27/4, Москва, Россия
Аннотация. В 395 году произошло поворотное событие в судьбе Римской империи. Разделение имперской территории на две части оказалось окончательным, и в короткой исторической перспективе оно привело к падению западной части. В статье выдвигается гипотеза, согласно которой последнее событие было вызвано позицией, которую правящая элита Восточной империи осознанно заняла по отношению к своим западным партнерам. Таким образом, главная причина падения Запада заключалась в том, что восточное правительство отказалось покрывать западные инфраструктурные и военные потребности деньгами и иными ресурсами Востока, что вплоть до того времени было непременным условием поддержания римской цивилизации в наиболее западной части Римской империи — префектуре Галлий (praefectura Galliarum). Правящий класс Востока воспользовался уникальной ситуацией фактического отсутствия римской армии и её командующих, которые выступили для ведения военных действий в Италии, с целью установления власти гражданского правительства. Отказ от экономической поддержки Запада привел к росту восточной экономики, а также к росту значения восточных областей, таких как Сирия и Египет, которые в экономическом отношении были наиболее сильными. Условия, сложившиеся в Восточной империи после отпадения Запада, во многих отношениях были схожими с условиями, господствовавшими на этих территориях в эллинистический период, с тем только различием, что теперь благодаря эффективным единообразным институтам римского государства поздней античности они были политически объединены.
Ключевые слова: Восточная Римская империя, Западная Римская империя, император Константин Великий, император Феодосий I, император Юстиниан, Рим, Константинополь, римские элиты, Египет, Сирия, Галлия, Иллирик, эллинистический мир, Константинопольская Церковь, Александрийская Церковь, Антиохийская Церковь, Римская Церковь.
The end of the fourth century was marked by a number of important events, the full significance of which modern historians have not yet made clear. A formal mark of the new period was set by the new division of the Roman Empire between two underage sons of the eastern emperor Theodosius I (379–95).[1] The division did not by itself signify any drastic change in the fortunes of the empire, since by that time a similar event had already taken place a number of times. The exact circumstances under which this division took place were peculiar. Emperor Theodosius died in the West after successfully putting down a mutiny that previously had led to the assassination of the western emperor Valentinian II (375–92).
Theodosius died soon after his victory in Milan, but before that he provided for the succession of his sons Honorius (395–423) in the West and Arcadius (395–408) in the East. In the two respective capitals—Milan in the West and Constantinople in the East—power thus became concentrated in the hands of local authorities. While in the West the government was placed in the hands of General Stilicho, in the East it was represented by a civilian power for the first time in history in the person of a praetorian prefect, Rufinus. Thus, in the East very important factors came together: the virtual absence of the army as an immediate political factor, the peaceful and “unmilitary” character of the young emperor and, as a consequence, concentration of power in the hands of civilian dignitaries. Eastern military potential had been considerably undermined by the defeat at Adrianople in 379 and by the withdrawal of Theodosius’ troops to the West, where they suffered heavy losses during the campaign against the usurpers, and what remained of them stayed with Honorius under the command of Stilicho in the West.
For the first time in the history of the new eastern capital, Constantinople, the central elites, which by that time had reached their full development,[2] remained without external military control and under the rule of a young emperor who had grown up and been educated in Constantinople itself. Arcadius’s early death in 408 and the transition of power to the child emperor Theodosius II further strengthened the predominant position of the civilian government in the East. The split of the empire and the changed political circumstances, caused by the rise to power of the civilian government in the East, rapidly generated enmity between the western and the eastern territories.
Stilicho, who was still militarily powerful, experienced a great shortage of money to fund his growing military expenditures due to internal and external unrest in the Gallic provinces. In this regard, it can be argued that the eastern government simply refused to support him financially, using the bad economic condition of the eastern part as a pretext. This refusal provoked a series of hostile actions from Stilicho aimed at seizure of Eastern Illyricum in order to put pressure on Constantinople.[3] The eastern government reacted by enticing the Goth Alaric[4] to invade the West. The actions of Alaric, clearly instigated by the East, ended up in the disastrous sack and plundering of Rome in 410,[5] which was seen by contemporaries as an ominous sign.
This long confrontation between the East and the West was not like previous conflicts between co-ruling emperors, which had resolved without considerable changes in the existence of the respective parts of the empire. Periodical redistribution of imperial power and zones of responsibility of different emperors now gave ground to concentrated power in the hands of the local elites, who belonged to the richest and economically more solid eastern part of the Roman Empire and now for the first time found an opportunity to stop “feeding” the West.
From the very beginning of Roman rule, the eastern provinces were destined to subsidize the West. Almost simultaneous expansion of Rome eastward and westward in the first century BC brought under Roman dominion such disparate territories as Gaul and Britain in the West, and Syria and Egypt in the East. Thus the economically powerful East was “counterbalanced” by the economically depressed West. The riches of the East flew to Rome and further west in order to enhance the economy and introduce Roman civilization in wild Gallic and Germanic parts of the empire.[6] This process was slow and difficult. Especially burdensome for the imperial budget proved to be the construction and maintenance of the formidable defense system of the western limes by the end of the second century AD when Roman expansion was exhausted. The Quartering of Roman soldiery along the roads and borders of vast Gallic, Germanic, Pannonian and Illyrian territories cost the imperial treasury enormous sums of money, most of which were levied in the East. As a result, roughly three quarters of the state’s revenue was levied in the East, while three quarters of its expenditures were generated in the West, [7]a situation intolerable and unnatural from the very outset.[8]
The troubles of Germanic invasions in the West constituted no immediate threat for the East. The necessity of providing vast resources for the maintenance of useless territories was obviously burdensome for the eastern parts. Nevertheless, well-established imperial military elites with western roots made this situation seem perpetual. It did not change even at the very end of the third century when the system of tetrarchy came into being due to the reforms of Diocletian (284–305).[9] Although this system was introduced in order to eliminate rivalry among the emperors and thus to avoid civil wars, the result was even more typological for the relations between the East and the West. As the Diocletianic system collapsed soon after the resignation of its author, the co-emperors resumed internal wars. In this respect, it is noteworthy that the instigator of war was almost always an emperor, whose domain was westernmost and who thus experienced the greatest shortage of money and other resources, which his eastern colleagues were not willing to cover.[10]
While the situation in 395 was no different, its consequences were. The change of borders in 395 brought to light an already extant split between elites in the respective parts of the empire. The Senatorial class of Rome and imperial dignitaries of the key cities of the West, such as Ravenna, Milan, and Arles, proved unable to stand their ground against economically and culturally more powerful elites in Constantinople, Asia Minor, Syria, and Egypt. The revenues, which previously flew from Egypt, Asia Minor, and Syria to Italy and Rome and from there to Gaul, as state expenditures, from the time of Constantine the Great (306–37) started to flow increasingly to Constantinople. In the period from 395 to 410 the last act of this drama played out: Constantinople finally became the exclusive destination point of all taxes levied in the East. What previously was either undisputed booty or tribute paid to Rome, now in full measure was booked by the exchequer of the Constantine’s capital. From this time on, in order to receive subsidies any western authority had to negotiate with Constantinople, although it soon became quite clear that the latter was ready to maintain little more than the western court, while all the rest were left to their own resources.
What the West could obtain from the East was no longer a tribute, but rather an occasional grant paid by the eastern government, which pursued its own purposes. The collapse of the West was rapid and spectacular. The year 410 was marked by the plunder of Rome. In the following several decades, almost every western territory outside Italy was overrun and came under the control of barbarians. The East showed practically no mercy toward the West: it let the territory fall without trying to give a helping hand. Occasional support of the western dynasty secured eastern control over Italy as far down as the year 476. In this year the eastern emperor Zeno formally accepted the West back under his sovereignty, notwithstanding the fact that he no longer cared for its defense and provision. The interests of the eastern emperors never stretched further west than Italy and Northern Africa, for the recovery of which they made occasional efforts, culminating in the Justinianic reconquest of those regions. Meanwhile, vast extensions of the former praefectura Galliarum were never present in any eastern plan for Reconquista.
The failure of the West to survive as an integral and indispensable part of the Empire, where military elites no longer played their former unifying role, thus appears to us inevitable. Celtic and Germanic territories of Gaul remained dependent on subsidies, which Roman emperors used to provide by exploiting eastern parts of the empire. They proved unable to develop trade and production that could have secured them a significant place in the interregional exchange of the empire. Withdrawal of eastern subsidies and the supply of various resources in kind brought about a collapse of the Gallic economy for the next one thousand years to follow.[11] The monetary supply in the western territories also dipped due to a negative trade balance with the East. This circumstance was immediately followed by collapse of internal trade and the progressive naturalization of the economy. The economy of the West thus lay in tatters.
The position of the newly created eastern elite was unique. It never disposed of considerable military strength comparable even with that of the fourth century. It attempted to meet military challenges with ingenious and efficient diplomacy, which eventually became a brand for Byzantium. It is quite evident that military expenses were considerably shortened in the fifth century, and the army itself curtailed, to say nothing of the fact that the systematic efforts to keep the limes somewhere in Germany and to support the infrastructure and the Graeco-Roman way of life in Gaul were no longer an obligation for Constantinople.
The effect of this massive disburdening was tremendously positive for the fortunes of the East. Within several decades of the fall of the West, one can observe a boom in the East. Prosperity grew rather conspicuously in a number of economical, social and intellectual aspects. Certain taxes were abolished, such as the notorious chrysargyron introduced by Constantine the Great.[12] The monetary system, based on gold solidus, became the backbone of the economy that was to last for many centuries. Gold coins circulated in huge numbers in the East.
Elimination of the western elite from the imperial scene led to the predominance of eastern regional elites and their growth in importance and influence. With the decline of the Hellenistic states and their incorporation into the Roman empire, representatives of the eastern regional elites largely disappear from the written sources. Rome became the pivot of imperial politics for two centuries until the crisis of the third century AD. The eastern regions only draw attention in the context of the military and administrative activities of the Romans and their infiltration into the everyday life of the eastern provinces and their economies. The voice of the East is almost inaudible in this period. The crisis of the third century provides evidence of the separate existence of certain eastern regions at the periphery of the collapsing Roman Empire, such as Egypt and Syria, under the dominion of ephemeral rulers.
It is only in the fourth century AD after the unification of the Roman Empire under the rule of the originally western Emperor Constantine (306–37) that the East starts to gain predominance in the Roman Empire, a situation that was considerably accelerated by the official transfer of the imperial center to the East due to the foundation of Constantinople-New Rome.
The final establishment of the imperial center of gravity in the East was thus Constantine’s greatest achievement, though it had been anticipated by Diocletian’s inconsequent attempt to do the same a generation earlier. This measure, which was itself sound, bore traces of the reestablishment of the conditions of the Hellenistic epoch, though this time with a stronger political foundation. The loose empire of Alexander the Great was now united under the Roman banner and guided by new Roman principles of unified and integrated administration. In all other respects the old Hellenistic social and economic structures remained almost identical: the same regions and their elites played their accustomed roles in very much the same way as they had done under the diadochoi. The East retained what was the most important in the Roman heritage: unifying political, military, and financial systems, but in every other respect it remained Hellenistic to its core.
Correspondingly, if we are to analyze the motives and actions of the eastern regional elites, we cannot help using the same approaches that one would use to analyze the politics of different Hellenistic states (Ptolemaic, Seleucid, Pontic, Pergamon and other kingdoms), as well as the role of such political formations as the Achaean League or Rhodes. Even in this late antique period, which is the focus of this article, regional interests became much the same as they had been centuries prior to the establishment of the Empire and to Roman dominion at all.
Nevertheless, the new capital, Constantinople, was a new factor that made the situation as a whole different from the Hellenistic times. After the secession of the West, New Rome started to play the role of the Old One in the East.[13] As the new imperial center, Constantinople amassed huge sums of money as taxes, which it subsequently distributed as state expenditure. Correspondingly, maintaining relations with the capital and gaining advantages from it became a very important, sometimes even crucial aspects of provincial politics. Old eastern centers developed their relations with Constantinople in different ways. Syria, as a borderland, especially its inland parts, was very much dependent on the military and financial support of the central administration to maintain its defense infrastructure. Its maritime parts were largely engaged in sea trade, exporting Syrian/Lebanese goods to Asia Minor, the islands, Africa, and Constantinople itself. A great influx of Syrians contributed to the final Hellenization of Constantinople and served as an important source of state servants of different ranks.
Egypt, which enjoyed almost absolute internal security in Roman times, started to behave in very much the same way as the land of pharaohs and Ptolemies, but this time by non-military means. As the Empire’s most important center of production, it exported agricultural and artisan products in great quantities, while at the same time serving as a major supplier of various raw materials. The bulk of its maritime trade as well as its merchant fleet were extremely impressive. As the richest region of the empire, Egypt was also the main taxpayer. Inestimable amount of all sorts of dealings made Egypt and Alexandria a highly influential factor in the capital and in the Empire as a whole. Important and profitable trade on the Red Sea was also under Egyptian control. Sinai and Palestine, the northern terminal of this trade, were deep in the Egyptian sphere of influence, exactly as they had been under the pharaohs. The great islands of the Mediterraneum also preserved their significance as maritime trade centers and indispensable transit ports on the way from Syria and Egypt to the cities of Asia Minor and Constantinople.
Vast extensions of Illyricum, though economically unimportant, had great significance for the western defenses of the Eastern Empire. They possessed a sufficient demographic resource for military recruiting, supplying the eastern army with soldiers of high quality. During the fifth through the sixth centuries, the Illyrians were particularly numerous in the army, including in its highest ranks. Constantine’s and Justinian’s dynasties, for example, belonged to Illyrian military families. The Latin-speaking population of Illyricum maintained particularly close connections with the Italic West and thus the Illyrians were the most prominent promoters of pro-western trends in the politics of the eastern establishment.[14] This fact under Justinian led to the reincorporation of certain parts of western territories into the Empire, a circumstance of dubious utility for its fortunes.
Nevertheless this reincorporation was symptomatic: it proved the fact that the eastern establishment was guided by the idea of economic sufficiency of the territories in question. Among the western lands, which had been lost to the Empire in the fifth century, only those with the largest economic value became targets of imperial reexpansion: Italy,[15] Sicily, and Africa.[16]
Of great importance for the expression and, consequently, for the characterization of regional interests within the east-oriented empire was a relatively new institution, the Imperial Church. The emergence of regional spiritual leaders, namely city bishops who possessed monarchic spiritual authority, was a total novelty for the antique world and, not surprisingly, they started to play a considerable role in regional politics. Bishops of greater cities (urbes maiores) were by definition significant actors in the promotion of local interests at the imperial level, including the capital. Covert and unavoidable interregional conflicts began to be conducted through church politics; the promotion of regional interests was often camouflaged by theological issues.
Thus, it is quite evident that the diverging theologies of Antioch and Alexandria had a political dimension. At an early stage of the Christian Roman Empire in the fourth century AD, theology became instrumental in the political activities of respective parts of the Roman Empire, furnishing either rivalries among the legitimate emperors or an occasional mutiny with respectful slogans of fighting for the right faith. After the secession of the West and since the end of the fourth century, theology increasingly became a means to project regional influence within the Eastern Empire.[17] The “monophysite” dogma was a product of Alexandria, while the “dyophysite” dogma was predominantly associated with Syria. Both were widely used in order to project regional influence beyond the respective regional borders and especially in the capital of the empire. The economically dominant Egyptian elite used the authority of Alexandrine theology and Alexandrine archbishops in order to achieve immediate influence upon the imperial court, while Syrian elites did the same, exploiting the traditional ecclesiastic ties of Constantinople to the Church of Antioch.[18] In the mid-fifth century, the Church of Rome suddenly changed its pro-Alexandrine orientation and sided with Syria, adopting its dyophysite principles. Thus the pro-western part of the eastern elite, mostly Latin-speaking due to its primarily Illyrian or even Gothic origins, created a league that favoured the political reintegration of the West (at least in part), and chose as its creed Tomos of Pope Leo,[19] while the anti-western one clung at the reconciling Henoticon of Emperor Zeno.[20] The end to the exhausting struggle was brought by the compromising politics of Justinian (527–65).[21]
As a conclusion, I would point out the following observations. First, the change of the imperial borders and the refusal to subsidize the Western Roman Empire were likely deliberate decisions by eastern elites, who by that time had fully recognized their own particular interests. Second, the secession of the West raised the importance of the regional elites in the East, who from that time on built up their relations with the state’s capital and the central elites in their own way. Third, the Eastern Roman regions acted according to ways and practices that were characteristic for the Eastern Mediterranean area since as far back as the Hellenistic period and even earlier.
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Stein, E. 1959. Histoire du Bas-Empire. Vol. 1. Paris, Brussels, Amsterdam.
Ward-Perkins, B. 2012. “Old and New Rome compared: The Rise of Constantinople.” In Grig, L., and L. Kelly, eds. Two Romes. Rome and Constantinople in Late Antiquity, 53–78. Oxford.
Mikhail V. Gratsianskiy, PhD, Candidate of Science in History, is leading research fellow in the Faculty of History at the Moscow State University.
1. See general surveys in Bury 1931, 106–211; Ostrogorsky 1957, 25–78; Stein 1959, 219–254; Jones 1964, 170–216; Kulakovskii 1996, 135–186.↩
2. See Chekalova 2010, 15–80.↩
3. The actions of Stilicho were combined with the endeavours of the Roman pontiffs to keep control over Eastern Illyricum; see Moreau 2017, 255–285.↩
4. See Demougeot 1951, 267; Grumel 1951, 39.↩
5. The “crisis export” thus became customary for the Eastern Empire in its relations with the West. The redirection of Attlila’s invasion from the East to the West and the Theodoric’s expedition to Italy, which represented deliberate efforts of the eastern government, bear mention in this context.↩
6. See, e.g., to this topic different contributions in Blagg and Millet 1990.↩
7. Cf. Duncan-Jones 1994, 253–255.↩
8. About the Roman fiscal control in the East see Burton 2004, 311–342; Katsari 2011, 34–71.↩
9. See Seston 1946, 193–257.↩
10. A similar situation was observed even in the third century AD, but then it was more complicated and less conclusive, since Rome as the capital of the Empire was attractive as a goal for the usurpers who originated in the East.↩
11. The same situation took place in the third century AD, but it proved to be of short duration and was not aggravated by massive invasions of Germanic barbarians. From the fifth century onward, the Roman-Gallic elite lingered under Germanic dominion until being mingled in with the conquerors.↩
12. See Blanch Nougués 2014, 311–321.↩
13. On the relations between Old and New Rome, see Grig, L., and L. Kelly, eds. Two Romes. Rome and Constantinople in Late Antiquity. Oxford 2012, esp. Grig and Kelly 2012a, 3–30; Ward-Perkins 2012, 53–78.↩
14. They were the last people to give the Eastern Empire its Latin flair. The weakening of the Illyrian element within the eastern Roman establishment as late as the sixth century made the hellenization of the empire irreversible. Syrian chronicles characterize this phenomenon as the return of power from the Roman to the Greek “kings” (malkē, βασιλεῖς). ↩
15. No doubt the idea of bringing the symbolically important Old Rome back under imperial control also played a considerable role in deliberations concerning the recapture of Italy. ↩
16. The operations in the western extremity of Northern Africa and Southern Spain were likely meant to secure control over Gibraltar since relations with Southern Britain still had some significance. The import of British tin and corresponding commercial relations with Britain can be traced as late the seventh century. In fact, the old Phoenician commercial routes did not lose their significance even in the sixth century AD, since the Eastern Empire strove to secure for itself possessions in the Western Mediterraneum that were amazingly similar to the ancient Phoenician and Greek commercial networks. It virtually led to the reintegration of the Carthaginian system in eastern Roman garb, thus reconstructing one more phenomenon from the Hellenistic period.↩
17. This adds further aspects to the newly introduced concept of the late antique “geo-ecclesiology”: Blaudeau 2017, 39–56.↩
18. This recalls the rivalry of the Ptolemies and Seleucids. The gradual shifting of Jerusalem toward Alexandria in ecclesiastical issues and its final secession from the Antiochian patriarchate in 451 are to be regarded as a victory for Egypt in the area, one that had been a contested for Syria and Egypt ever since the most ancient times. Its siding with Constantinople and Rome in 516–18 and its transition to pro-Chalcedonian attitudes was a significant turning point. See Perrone 1980, 89–222.↩
19. See Gratsianskiy 2007, 125–145. The far western Churches of Gaul and Spain remained conspicously well out of the context of West-East ecclesiastic relations, building a backyard of Italy.↩
20. See Frend 1972.↩
21. See Gratsianskiy 2016.↩
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Aberdeen Record House, Aberdeen:...
The Admiralty Screen, Whitehall,...
Appleby, Cumbria: unexecuted designs...
Bath Prison, Grove Street, Bath,...
Bury St Edmunds market hall and...
Cromarty Parish Church, Ross and...
Deputy Ranger's Lodge, Green Park,...
Dublin, unexecuted design for a...
Edinburgh Riding House, Nicolson...
Emmanuel Hospital, James Street,...
Fort George, Inverness: executed and...
Hertford courts of justice and corn...
High Wycombe Shambles and Butter...
Preliminary design and designs for...
Hyde Park Corner, London, designs for...
King's Bench Prison, Bench Walk (now...
Lock Hospital, Grosvenor Place,...
Mistley Church, Essex, for the Rt....
New Town, Bath, Somerset: unexecuted...
Ordnance Office, Westminster, London,...
Oxford, Magdalen Chapel, survey...
Pulteney Bridge, Bath, Somerset:...
Register House, Princes Street,...
Richmond Park observatory: unexecuted...
Royal College of Physicians,...
Royal Hospital, Chelsea, London:...
The Tower of London, London, designs...
Upper Assembly Rooms, Bennett Street,...
High Wycombe Shambles and Butter Market (now the Little Market Hall), Buckinghamshire: 1761, executed (3)
The town of High Wycombe was populated by the eleventh century, but it only began to flourish in the eighteenth century with the turnpiking of the Oxford to London road (1718-24). High Wycombe was an important half-way stopping point along this road, affording the town the capacity to rebuild their Guildhall and Shambles. The High Wycombe Shambles and Butter Market had been established in the seventeenth century. It is located across the High Street from the Guildhall, and was rebuilt at public expense for the use of local butchers. Adam's design was approved by the Mayor and Council of High Wycombe on 11 August 1761. He may have acquired this commission having been working in the local area, only five miles away, at Shardeloes, from 1759. It probably incorporated the older brick structure, which may have influenced the octagonal shape of Adam's design. A plan, elevation and map can be seen in Bolton, Volume I, p. 46.
The dome and gable pitch was raised three feet; the present lantern added; a new stairwell extension added to the rear; and new fenestration provided to light this expanded upper register in c1900. According to Yarwood, 'due to this unfortunate alteration, it has since been known by the popular name of the 'Pepperpot' ' It now provides council offices.
A.T. Bolton, The architecture of Robert and James Adam, 1922, Volume I, pp. 46, 56, Volume II, Index p. 17; D. Yarwood, Robert Adam, 1970, p. 186; G. Beard, The work of Robert Adam, 1978, p. 40; N. Pevsner, and E. Williamson, The buildings of England: Buckinghamshire, 1994, pp. 382, 390; D. King, The complete works of Robert & James Adam and unbuilt Adam, 2001, Volume I, p. 37
Preliminary design and designs for the Shambles and Butter Market, 1761, as executed (3)
[1] Preliminary design for the Shambles and Butter Market, 1761, as executed
Robert Adam
SM Adam volume 21/92
[2] Design for the Shambles and Butter Market, 1761, as executed
Adam office hand, possibly Agostino Brunias, with title inscription in the hand of William Adam
Adam office hand, possibly Agostino Brunias
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Food Review #184
Posted on August 31, 2017 by Roshan Leave a comment
The Double Cheeseburger with Fried Egg @ The Burger Junction.
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AOC Rejects Chelsea For Liverpool
Liverpool have agreed a fee of £35m for Arsenal midfielder Alex Oxlade-Chamberlain, who had a medical with the Anfield club on Wednesday evening, according to Sky sources. The 24-year-old is set to join Liverpool on a six-year deal after the two clubs came to an agreement on Wednesday, although Oxlade-Chamberlain is yet to agree personal terms with the Reds. Liverpool will pay a fee of £35m for Oxlade-Chamberlain – the same figure that was previously agreed with Chelsea for the versatile midfielder. Oxlade-Chamberlain, currently away on international duty with England, conducted a medical at St George’s Park ahead of his proposed move to Anfield.
The former Southampton youngster turned down a new improved deal at Arsenal earlier this month which would have seen him earn £180,000 a week. Arsenal agreed a deal with Chelsea for Oxlade-Chamberlain earlier this week but the midfielder rejected the chance to join the Blues in favour of a move to Anfield. News of the deal will come as a major blow to Gunners boss Arsene Wenger, who urged Oxlade-Chamberlain to commit his future to Arsenal last week. “I think we invested a lot of time and confidence and money in players like Alex Oxlade-Chamberlain that we bought at a very young age” said Wenger.
“For me, they have a responsibility for the future of this club because Alex Oxlade-Chamberlain will be one of the big English players in the coming years and I personally am highly determined to keep him here at the club in the hope that he will commit.” The 4-0 defeat to Liverpool on Sunday forced a change of heart at the Emirates and the decision was made to cash in on Oxlade-Chamberlain.Sky sources understand Oxlade-Chamberlain will earn a minimum of £120,000 a week at Anfield – a figure which could increase with win bonuses and loyalty payments. It means Wenger will face serious questions about his ability to manage a fractured Arsenal squad. And the final day of the transfer window could see the likes of Alexis Sanchez, Shkodran Mustafi, Lucas Perez and Joel Campbell all leave the Emirates.
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Arsenal Sells Gibbs To West Brom
West Bromwich Albion have signed defender Kieran Gibbs from Arsenal in a deal reported to be worth up to £7 million. Gibbs joined West Brom on a four-year contract after turning down a chance to move to Watford, with the transfer ending a 13-year Arsenal career that began in the club’s academy. The move should improve the left-back’s chances of regular firstfootball after he was relegated to a back-up role at the Emirates for the past couple of seasons, and could resurrect his England career. It also fills a major gap for West Brom manager Tony Pulis, who operated without a recognised senior left-back last season.
“I spoke to him and have always been impressed by him and how he goes about his work,” Gibbs told West Brom’s official website. “He’s different to what I’ve had before and I feel he can develop me in certain areas I may be need work on. He can help me progress.” Pulis added: “Kieran’s a good age and has made over 200 appearances for Arsenal, represented his country and has Premier League and Champions League experience. “To add these qualities to our squad is exactly what we’re looking for.” Gibbs had been widely expected to leave Arsenal after the summer signing of Sead Kolasinac from Schalke and did not feature in either preseason or any of their first three league games. He leaves Arsenal having made 230 appearances since his League Cup debut in 2007, scoring six goals.
Gibbs came through the youth ranks at Arsenal, but having played regularly between 2012 and 2015, he subsequently found himself on the fringes of the first team. Gibbs, who won the last of his 10 England caps in 2010, follows Jay Rodriguez, Ahmed Hegazi, Gareth Barry, Yuning Zhang and Oliver Burke in signing for West Brom during the current transfer window. Gibbs also posted a personal message on Twitter, describing his time at Arsenal as “a dream” and thanking manager Arsene Wenger, the staff, his team-mates and the club’s fans.
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Cannot Wait For Thursday Evening
I’ve had two long days at work yesterday and today. And for no reason. All I want is to work my 9 hour shift and go home at the end of it. But no – due to some stupid reason or the other I am extending it for over 2 hours and it is all for no use. I wake up by 6 am and get ready and leave the apartment by 7:30 am and reach the office by 8 am as there is very little traffic at that time.
I start my training batch from 8:30 am to 5:30 with a long break for lunch. And then the last two days I have been waiting around for over two hours because of some stupid reason. Hence I have left the office at 7:45 the last two days and while yesterday there was very little traffic I reached home by 15 minutes past 8pm, today due to a huge traffic jam I reached home by 8:45pm.
I barely have much time for myself, let alone enjoy a cup of coffee someplace, before I have to go to sleep. This is ridiculous. I dunno how many days I can go on like this but I am ok for a while. But I still cannot wait for the long weekend to start.
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The Ox To Be Sold To Chelsea? Good!
Chelsea are believed to have agreed a fee with Arsenal to bring Alex Oxlade-Chamberlain to Stamford Bridge. Oxlade-Chamberlain, who joined Arsenal in 2011, is pushing for a move and rejected a contract offer from the Gunners last week. Liverpool and Chelsea had been showing substantial interest in the 24-year-old but Sky Sports say it is the Premier League champions who are set to land their man. It is claimed a fee of around £35million has been agreed between the London rivals and a medical will take place in the next few days. Oxlade-Chamberlain, who started for Arsenal in Sunday’s 4-0 defeat at Anfield, is currently with the England squad at St George’s Park.
And it is believed large parts of his medical could take place at England’s training centre, with Chelsea keen to make progress on the deal ahead of Thursday’s deadline. Speaking to the media on Sunday, Conte confirmed the club were working ‘very hard’ on incoming transfers. ‘There are four days to go in the transfer market,’ Conte said. ‘I think the club is working very hard to try to improve our squad. ‘Don’t forget that in September we have to play seven games and I need to rotate my players because it’s very difficult to play seven games in a month with the same players.
Arsenal are ready to sell Oxlade-Chamberlain after he refused to sign an improved £180,000-a-week contract. The Blues look set to beat Liverpool to the England international, although the Reds have themselves today confirmed the signing of Naby Keita for 2018. Chelsea manager Antoni Conte has been adamant in recent days that his side will sign more players before Thursday’s transfer deadline. Oxlade-Chamberlain was criticised for his performance for Arsenal in the 4-0 defeat at Liverpool yesterday. Oxlade-Chamberlain joined Arsenal from Southampton in a £12million deal in 2011. He made just 68 Premier League starts for Arsenal in his six years at the club, coming on off the bench 64 times. Oxlade-Chamberlain had played in all four of Arsenal’s games this term but refused to pen a new deal. His move could end Chelsea’s interest in Leicester midfielder Danny Drinkwater.
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Liverpool 4 Arsenal 0
Liverpool produced a dazzling attacking display to destroy Arsenal as Arsene Wenger’s side were humiliated at Anfield. Wenger surprisingly chose to leave out summer signing Alexandre Lacazette, and the £52.6m striker could only look on as every one of the Gunners’ old, familiar failings were brutally exposed by Liverpool’s pace, movement and sheer desire. Roberto Firmino headed in Joe Gomez’s cross to give Liverpool a 17th-minute lead to start an attacking blitz that ended in a final scoreline that actually flattered Arsenal.
Sadio Mane curled in Liverpool’s second before Mohamed Salah ran half the length of the field on the break to stroke home the third after 57 minutes. The fact that the goal came from an Arsenal corner merely emphasised the shambolic nature of their display, which lacked organisation, commitment and passion. Arsenal – who have now lost two of their first three league games – were overrun and showed no stomach for the fight. Liverpool substitute Daniel Sturridge gave the scoreline a more realistic appearance when he headed home the fourth at the far post from Salah’s cross 13 minutes from the end. Wenger insists Alexis Sanchez, who made his first appearance of the season, will not be sold before Thursday’s transfer deadline – but that is unlikely to stop Manchester City making one final attempt to prise the Chilean away from Emirates Stadium.
Sanchez has shown no inclination to sign a new contract at Arsenal so Wenger’s decision means the Gunners now risk losing an asset worth at least £50m for nothing at the end of this season. The brutal question after Arsenal’s ambitions were laid bare once more is: what is there on offer in terms of serious success that would keep him at Arsenal? Liverpool looked light years ahead of Arsenal as potential title contenders, and with no Champions League football, there was very little that was appetising enough to tempt Sanchez to stay. Sanchez was even denied the assistance of Lacazette, who was reduced to the role of substitute while Arsenal were subjected to the sort of hammering they have received at Anfield on a couple of occasions in recent seasons. It is now a question of whether Arsenal stick or twist in the next few days – and whether a huge offer from City might just be tempting.
In a further irony, Alex Oxlade-Chamberlain, who looks certain to leave Arsenal before the transfer deadline, was warmly applauded by Liverpool’s fans when he was substituted, clearly in the hope he could be tempted to Anfield rather than Chelsea. Lacazette – who came on for the final 28 minutes – was probably best being kept out of this one, as Arsenal were swept aside by a red tidal wave of attacks. But it is a mystery why Wenger would spend big money on a player then leave him out for such a vital game. Arsenal’s other summer signing, defender Sead Kolasinac, the man who was supposedly going to beef up a soft side, was also excluded on a chastening day that left Wenger facing familiar and painful questions.
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Catch You On The Flip Side
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RIP Tobe Hooper
Tobe Hooper, the horror director best known for helming “The Texas Chain Saw Massacre” and “Poltergeist,” died Saturday in Sherman Oaks, Calif., according to the Los Angeles County Coroner. He was 74. The circumstances of his death were not known. The 1974 “Texas Chain Saw Massacre” became one of the most influential horror films of all time for its realistic approach and deranged vision. Shot for less than $300,000, it tells the story of a group of unfortunate friends who encounter a group of cannibals on their way to visit an old homestead. Though it was banned in several countries for violence, it was one of the most profitable independent films of the 1970s in the U.S. The character of Leatherface was loosely based on serial killer Ed Gein.
The Austin, Texas born Hooper spent the 1960s as a college professor and documentary cameraman. His short film The Heisters (1965) was invited to be entered in the short subject category for an Academy Award, but was not finished in time for the competition that year. He directed The Texas Chain Saw Massacre in 1974. He later directed The Texas Chainsaw Massacre 2 in 1986. In 1982, Hooper directed Poltergeist, which was based on a story by Steven Spielberg. He also directed cult Scifi film Lifeforce. Another horror film was the Mangler, based on a story by Stephen King. In October 2009, Twisted Pictures, the company behind the Saw films, bought the rights to The Texas Chainsaw Massacre and made a new Chainsaw film in 3D, Texas Chainsaw 3D (2013).
In 2010, writer and actor Mark Gatiss interviewed the director for his BBC documentary series A History of Horror; Hooper appeared in the third episode. Hooper’s first novel, Midnight Movie, was published on Three Rivers Press in 2011. His supernatural thriller film Djinn premiered at the 2013 Abu Dhabi Film Festival. In May 2017, Tobe Hooper was attacked by a former girlfriend. Director Ridley Scott has stated that his work on Alien was influenced by Hooper’s The Texas Chain Saw Massacre more than any other B-level genre product.
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Fifty Shades Darker is a 2017 American erotic romantic drama film directed by James Foley and written by Niall Leonard, based on E. L. James’s novel of the same name. The second film in the Fifty Shades film series, it is the sequel to the 2015 film Fifty Shades of Grey. The film stars Dakota Johnson and Jamie Dornan as Anastasia Steele and Christian Grey, respectively, with Eric Johnson, Eloise Mumford, Bella Heathcote, Rita Ora, Luke Grimes, Victor Rasuk, Kim Basinger and Marcia Gay Harden in supporting roles.
So the first one was good, enticed me a bit with the scenes of sex amidst the banter of a love story. This one though – it seems like a bad Bollywood romance film with bits of fucking happening just because they don’t have enough scenes to fill out the film. After they split up, Christian has nightmares about his abusive childhood and hence goes to try and win Ana back. Ana begins a new job as an assistant to Jack Hyde, an editor at Seattle Independent Publishing (SIP) whose previous assistants all quit within the last eighteen months. Ana unexpectedly runs into Christian at the opening of her friend Jose Rodriguez’s photography exhibit. He says he wants Ana back and agrees to her no rules, no punishments, and no more secrets terms.
So they fuck and they have disagreements and in between Jack tries to molest Ana, so she fights him off and using his influence Christian gets him fired. At a meeting in SIP where Ana sits in, she gives an idea and is therefore asked to temporarily fill in for Jack’s post. That is the most contrived thing I have ever seen in a long, long time. Bollywood has better reasonings for promotions. In between we have a troubled young woman who looks a lot like Ana, who turns out to be Leila, a former submissive. After their contract ended, Leila wanted more, but Christian ended the relationship. Leila married a man who later died, causing Leila to have a mental breakdown. She has been stalking Ana and Christian. She busts up Ana’s car and approaches her at her home with a gun and it takes Christian to show dominance to stop her. Ana is disturbed by this.
Enter Elena, the older woman and close friend of Christian’s adoptive mother – Christian takes Ana to her saloon and Ana is furious when she finds out that she was the one who introduced a teenage Christian to BDSM and now she is a business partner of his. At a party Elena tells Ana to stay away from Christian. Christian submissively drops to his knees and confesses that he is not a dominant, but a sadist who enjoyed hurting women who looked like his birth mother. He insists he wants to change. During the night, Ana awakens Christian while he is having a nightmare. He proposes but she needs time before accepting. Christian leaves on a business trip, piloting his own helicopter. An engine failure forces Christian to ditch the craft in a heavily forested area, prompting a massive search and rescue effort. Ana and Christian’s family gather to wait for news. When Christian suddenly arrives home safely, Ana, realizing she loves him, accepts his marriage proposal.
At Christian’s birthday party, Elena accuses Ana of being a gold digger. Ana orders her to stop interfering in their lives. Christian overhears and dismissively tells Elena that she taught him, “how to fuck and not how to love.” Grace intervenes and, furious that Elena preyed on her teen-aged son, demands she leave for good; Christian also cuts all ties with Elena. Later that evening, Christian proposes to Ana, this time with a ring, and she accepts. As fireworks erupt in the sky, Jack Hyde watches the festivities from afar.
The movie was panned by critics and with good reason. It’s hardly a story – and I have seen better storylines in a soft porn film. Heck porn films have better storylines and even better sex. I give it a 5.5 outta 10! Atleast the women are gorgeous.
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Buffalo Chicken Wings & Fish n Chips from Lil America – bread crumb batter fried fish and potato wedges, chicken wings in buffalo sauce.
A Second Tattoo?
Would You Ever Consider Getting a Tattoo?
I already have a tattoo. I got my first one after years of thinking about getting one and when I got one I was already 39 years old. I would consider getting a second and a third one if I do get the chance and find a good tattoo artist. The question is what design would I choose to get for my second tattoo?
I keep thinking I want a skullhead tattoo and I really would love that. I dunno how it would end up looking but I have several designs that I would love to be on my skin. Heavy metal and hard rock style logos or design is also something I would love to get done. I have a design that I got someone to create for me which is a skullhead in a top hat with vampire teeth and a cape and which I have dubbed Count Roshculla. That would be awesome.
Other things I have considered are Star Trek logos and a few other things here and there. Someday I will get them.
Prompt from The Learning Network at The New York Times
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Arsehole Wanker & His Excuses
Arsene says 33 is a huge squad to have – isn’t he the one who buys and sells players? Fix the problem fucker! You just know that Arsehole Wanker is gonna use his “too big squad and needs to sell” as an excuse for not buying players we need! Whats all this rumours linking Mustafi with Inter Milan and now Juventus? Who is Arsenal gonna field in defense? Kos & Holding & Per alone?
Two more years of Arsene Wenger’s nonsense and his excuses and bullshit. UGH! If the Arsenal board had a set of balls between them they would have sacked Wenger 3 years ago. We need players, better players than what we currently have and Wenger is back to his own excuses. He’s not signing anyone else. The lame excuses, which no other club has by the way, has started. The board & Wenger sucks!
I have stopped planning my weekend evenings around Arsenal games. I will watch less games this season. If I am free I will watch, if not nope! Because it’s more of the same rubbish. Same shit, different toilet, different year! I’ll watch and support but Wenger needs to leave as do a bunch of cunts at @Arsenal. Cannot sell the players he has to, cannot buy the players the club needs. #Wengerout you fucking senile old goat, shove your dick up ur ass! Those fucking idiots that want Wenger to stay on – YOU CAN KISS MY ASS! THE BOARD IS A BUNCH OF SPINELESS DICKHEADS! EAT SHIT MORONS! Pedestrian at best, #Arsenal are not exciting and they lack ambition. Just like the board and just like their impotent, limp dick manager!
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4 Days Of Bliss Upcoming
I know it’s still a few days away but I am so looking forward to a 4 day mini-vacation / holiday coming up. I gotta say, when you work night shifts, you star looking forward to the weekend by Tuesday morning! Even before you finish two days of work. It’s Wednesday afternoon now, me having just woken up about 90 minutes ago and I am tired and could use another 2 hours of sleep.
I have had an early lunch at 12:45 pm, since I do not eat breakfast on days that I wake up this late due to my work shift. I usually get up, brush my teeth and wash my face and then get my coffee at come to the laptop. After lunch, it’s back to the laptop again and maybe watch a couple of tv show episodes till 3:30 pm or 4pm when it’s more coffee and maybe a snack before I start to get ready for work. I shower, shave and poop and get dressed. In between I will find 20 minutes or so for some quiet time.
But yeah back to the 4 day holiday -September 1st to the 4th – I am thinking, why not take a nice hotel room for 203 days and just relax? Somewhere here in the city or a little further away. Take a nice, comfy room and chill. Sleep in, enjoy some room service, watch hours of countless tv on cable and maybe a drink or two. I’ve never done that but I am thinking that I could use some time away from home. That would be nice!
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2017 Pic Of The Year – Eclipse
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I must say that for several years I heard nothing about Michael Keaton – since 1996 or atleast I haven’t seen a movie of his since 1997’s Jackie Brown – and then since 2014, he’s a hot commodity. And it’s good because I’m a fan and that’s why I checked out The Founder. The movie is is a 2016 American biographical drama film directed by John Lee Hancock and written by Robert Siegel. The film stars Keaton as businessman Ray Kroc, and portrays the story of his creation of the McDonald’s fast food chain. Nick Offerman and John Carroll Lynch co-star as McDonald’s founders Richard and Maurice McDonald.
The story starts with seeing ambitious but not so lucky traveling salesman selling Prince Castle brand milkshake mixers in 1954. Still he has a comfortable life in a nice house with his wife Ethel (Laura Dern) who wants him to spend more time with her. After learning that a drive-in in San Bernardino is ordering an unusually large number of milkshake mixers, Ray drives to California to see it. What he finds is McDonald’s—a highly popular walk-up restaurant with fast service, high-quality food, disposable packaging, and a family-friendly atmosphere. Ray meets the owners brothers Maurice “Mac” and Richard “Dick” McDonald and gets a tour noting the employees’ strong work ethic, the high-quality food and lightning-fast service.
Ray invites the brothers for dinner and learns their story. He then suggests that the brothers franchise the restaurant and discovers that they had previously attempted to do so only to encounter absentee owners and inconsistent standards which ultimately led to the failure of the endeavor. Ray persists and eventually convinces the brothers to allow him to lead their franchising efforts on the condition that he agree to a contract which requires all changes to receive the McDonald brothers’ approval in writing. Ray starts the first franchise in Des Plaines, Illinois while attempting to entice wealthy investors (specifically fellow members at the country club he and Ethel were members of) to open franchises, but encounters the same poor management ethic which doomed the original franchise efforts. Ray hits on the idea of franchising to middle-class investors, who are more likely to be hands-on and willing to follow the McDonald’s formula. This proves successful, and new franchises begin opening across the Midwest, with Ray representing himself as the creator of McDonald’s. During this time, Ray meets Rollie Smith, an upscale restaurant owner in Minnesota who wishes to invest, and his wife Joan, to whom Ray is immediately attracted.
Despite his success he is still struggling financially as his share of franchise profits is limited due to his contract. The franchise owners have huge costs due to the ice cream refrigeration for the milkshakes & Joan suggests a powdered milkshake to Ray as a way to avoid these costs, but the brothers refuse to compromise the quality of their food. His debts starts to pile up and the bank threatens to foreclose on his house, which he had mortgaged to finance his expansions and he approaches them for a loan but is refused. However his discussion is overheard by Harry Sonneborn, a financial consultant for Tastee-Freez, who agrees to review Ray’s books. Harry informs Ray that the money to be made is in real estate providing real estate to the franchisees, which will not only provide a revenue stream, but give Ray leverage over his franchisees and over the McDonald brothers. Ray incorporates a new company, Franchise Realty Corporation, and attracts new investors. This move upsets the brothers and emboldens Ray: he increasingly defies them by circumventing their authority and providing powdered milkshakes to all franchisees. Ray divorces Ethel and leaves her the house, but doesn’t give her any share of the profit.
Ray renames his company to The McDonald’s Corporation and demands to be released from his contract and buy the brothers out, the news of which sends Mac into diabetic shock. Ray visits him in the hospital and offers a blank check to settle their business. The brothers agree to a $2.7 million lump sum payment, ownership of their original restaurant in San Bernardino, and a 1% annual royalty, but when the time comes to finalize the agreement, Ray refuses to include the royalty in the settlement and instead offers it as a handshake deal. Afterwards, in the men’s room, Dick asks Ray why he had to take over their business, when he could have easily stolen their idea and recreated it. Ray reveals that the true value of McDonald’s is the name itself, which expresses all the attributes of Americana (vs his Czech Slavic-sounding name of Kroc).
The McDonald brothers are forced to take their own name off the original restaurant and Ray opens a new McDonald’s franchise directly across the street from the original restaurant to finally put the McDonald brothers out of business. The movie ends in 1970 when Ray is practicing his speech about him starting/founding the McDonald’s company in his mansion with his wife Joan. An epilogue reveals that the McDonald brothers were never paid their royalties, which could have been in the area of $100 million a year.
Fascinating story with a marquee performance by Keaton. The supporting cast is also wonderful. The low budget film of $25 million only made $23.7 million back at the box office, which is a shame as this is a must see film if you’ve even heard the name McDonald’s. 8.5 outta 10!
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Jenkinson and Bramall Loaned to Birmingham
Birmingham have completed the double loan signing of Arsenal defenders Carl Jenkinson and Cohen Bramall. The duo move to St Andrews for the 2017/18 season, although there is no option to buy for the Sky Bet Championship club. Blues boss Harry Redknapp has made no secret of the fact he wants to add numbers to his squad before the transfer deadline. Former England international Jenkinson, 25, has been surplus to requirements at Arsenal and played just five games for the Gunners last season.
He spent two seasons on loan at West Ham between 2014 and 2016 before a serious knee injury saw him return to the Emirates Stadium, where he found himself well down the pecking order in Arsene Wenger’s ranks.
Bramall has yet to feature for Arsenal’s first-team in a competitive match but was part of their pre-season tour squad. The 21-year-old left-back was plucked from non-league last season, joining from Hednesford Town. Both players go straight into the Birmingham squad for their Carabao Cup second-round clash at home to Bournemouth on Tuesday night.
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RIP Jerry Lewis
Jerry Lewis, the comedian and filmmaker who was adored by many, disdained by others, but unquestionably a defining figure of American entertainment in the 20th century, died on Sunday morning at his home in Las Vegas. He was 91. His death was confirmed by his publicist, Candi Cazau.
Mr. Lewis knew success in movies, on television, in nightclubs, on the Broadway stage and in the university lecture hall. His career had its ups and downs, but when it was at its zenith there were few stars any bigger. And he got there remarkably quickly. Barely out of his teens, he shot to fame shortly after World War II with a nightclub act in which the rakish, imperturbable Dean Martin crooned and the skinny, hyperactive Mr. Lewis capered around the stage, a dangerously volatile id to Mr. Martin’s supremely relaxed ego. After his break with Mr. Martin in 1956, Mr. Lewis went on to a successful solo career, eventually writing, producing and directing many of his own films. As a spokesman for the Muscular Dystrophy Association, Mr. Lewis raised vast sums for charity; as a filmmaker of great personal force and technical skill, he made many contributions to the industry, including the invention in 1960 of a device — the video assist, which allowed directors to review their work immediately on the set — still in common use.
Jerry Lewis was born on March 16, 1926, in Newark. Most sources, including his 1982 autobiography, “Jerry Lewis: In Person,” give his birth name as Joseph Levitch. But Shawn Levy, author of the exhaustive 1996 biography “King of Comedy: The Life and Art of Jerry Lewis,” unearthed a birth record that gave his first name as Jerome. In 1944 — a 4F classification kept him out of the war — he was performing at the Downtown Theater in Detroit when he met Patti Palmer, a 23-year-old singer. Three months later they were married, and on July 31, 1945, while Patti was living with Jerry’s parents in Newark and he was performing at a Baltimore nightclub, she gave birth to the first of the couple’s six sons, Gary, who in the 1960s had a series of hit records with his band Gary Lewis and the Playboys. The couple divorced in 1980.
Between his first date with Ms. Palmer and the birth of his first son, Mr. Lewis had met Dean Martin, a promising young crooner from Steubenville, Ohio. The two men made many appearances on early live television, their first on the June 20, 1948, debut broadcast of Toast of the Town on CBS (later officially renamed The Ed Sullivan Show on September 25, 1955). This was followed on October 3, 1948, by an appearance on the NBC series Welcome Aboard, then a stint as the first of a series of hosts of The Colgate Comedy Hour in 1950. Just before appearing on The Colgate Comedy Hour, Lewis hired Norman Lear and Ed Simmons to become regular writers for the Martin and Lewis bits. The duo began their Paramount film careers as ensemble players in My Friend Irma (1949), based on the popular radio series of the same name. This was followed by a sequel My Friend Irma Goes West (1950).
Starting with At War with the Army (1950), Martin and Lewis were the stars of their own vehicles in fourteen additional titles, That’s My Boy (1951), Sailor Beware (1952), Jumping Jacks (1952; also appearing in the Crosby and Hope film, Road to Bali as cameos), The Stooge (1952), Scared Stiff (1953), The Caddy (1953), Money from Home (1953), Living It Up (1954), 3 Ring Circus (1954), You’re Never Too Young (1955), Artists and Models (1955) and Pardners (1956) at Paramount, ending with Hollywood or Bust (1956). All sixteen movies were produced by Hal B. Wallis. Attesting to the comedy team’s popularity, DC Comics published the best-selling The Adventures of Dean Martin and Jerry Lewis comics from 1952 to 1957. As Martin’s roles in their films became less important over time, the partnership came under strain. Martin’s participation became an embarrassment in 1954 when Look magazine published a publicity photo of the team for the magazine cover but cropped Martin out. The partnership ended on July 24, 1956.
Lewis remained at Paramount and became a comedy star in his own right with his first film as a solo comic, The Delicate Delinquent (1957). Meanwhile, DC Comics published a new comic book series titled The Adventures of Jerry Lewis, running from 1957 to 1971. Teaming with director Frank Tashlin, whose background as a Warner Bros. Looney Tunes cartoon director suited Lewis’s brand of humor, he starred in five more films, The Sad Sack (1957), Rock-A-Bye Baby (1958), The Geisha Boy (1958), Don’t Give Up The Ship (1959) and even appeared uncredited as Itchy McRabbitt in Li’l Abner (1959). By the end of his contract with producer Hal B. Wallis, Lewis had several productions of his own under his belt. In 1959, a contract between Paramount Pictures and Jerry Lewis Productions was signed specifying a payment of $10 million plus 60% of the profits for 14 films over a seven-year period.[21] In 1960, Lewis finished his contract with Wallis with Visit to a Small Planet (1960) and wrapped up work on his own production Cinderfella, which was postponed for a Christmas 1960 release and Paramount, needing a quickie feature film for its summer 1960 schedule, held Lewis to his contract to produce one.
Lewis came up with The Bellboy (1960). Lewis followed The Bellboy by directing several more films that he co-wrote with Richmond while some were directed by Tashlin, including The Ladies Man(1961), The Errand Boy (1961), It’s Only Money (1962) and The Nutty Professor (1963). Lewis did a cameo appearance in It’s a Mad, Mad, Mad, Mad World (1963). Further on, more Lewis films were Who’s Minding the Store? (1963), The Patsy (1964) and The Disorderly Orderly (1964). Also in 1961, Lewis guest starred in an episode of The Garry Moore Show. Lewis hosted two different versions of The Jerry Lewis Show (a 1963 lavish, big-budget 13-week show for ABC and a 1967 one-hour variety show for NBC). Lewis directed and co-wrote The Family Jewels (1965) about a young heiress who must choose among six uncles, one of whom is up to no good and out to harm the girl’s beloved bodyguard who practically raised her. Lewis played all six uncles and the bodyguard. Lewis would next appear in Boeing Boeing (1965).
Also in 1965, Lewis made television appearances on Ben Casey, The Andy Williams Show and Hullabaloo. Lewis packed up and went to Columbia Pictures, where he made Three On A Couch (1966), then appeared in Way…Way Out (1966) for 20th Century Fox. During 1966, Lewis guest starred in Batman, Password and in a pilot for Sheriff Who. Lewis continued with more movies, such as The Big Mouth (1967) and Don’t Raise the Bridge, Lower the River (1968). He continued to act in the 70s but didn’t appear in a film for 11 years returned to film in Hardly Working (1981), a movie in which he both directed and starred. Despite being panned by critics, it eventually earned $50 million. Lewis next appeared in Martin Scorsese’s film The King of Comedy (1983). Lewis guest hosted SNL and also appeared in Cracking Up a.k.a. Smorgasbord (1983) and Slapstick (Of Another Kind) (1984). In France, Lewis starred in both To Catch a Cop a.k.a. The Defective Detective (1984) and How Did You Get In? We Didn’t See You Leave (1984).
In 2012, Lewis directed a musical theatre version of The Nutty Professor at the Tennessee Performing Arts Center in Nashville from July 31 to August 19 over the summer. In Brazil, Lewis appeared in Till Luck Do Us Part 2 (2013). He then next starred in a small role in the crime drama The Trust (2016). Lewis made a comeback in a lead role in Max Rose (2016). Lewis was married twice: Patti Palmer, a former singer with Ted Fio Rito; married October 3, 1944, divorced September 1980; SanDee Pitnick; married February 13, 1983; a 32-year-old Las Vegas dancer; married in Key Biscayne, Florida. He had six sons (one adopted) and one daughter (adopted).
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Annabelle: Creation is a 2017 American supernatural horror film directed by David F. Sandberg and written by Gary Dauberman. It is a prequel to 2014’s Annabelle and the fourth installment in The Conjuring series. The film stars Stephanie Sigman, Talitha Bateman, Anthony LaPaglia, and Miranda Otto, and depicts the possessed Annabelle doll’s origin.
We get to see the origin of Annabelle (why do they have to do prequels? Why not tell the story properly). Porcelain doll maker Samuel Mullins & his wife Esther lose their daughter Beee (Annabell) to a car accident back in the 1943. Later what they think is their daughter’s spirit contacts them and the mourning couple are happy to transfer its essence into one of Samuel’s crafted porcelain dolls. Even though they only get glipses of their daughter from time to time it seems to be enough for the couple until they realize that it is infact a demon that has possessed the doll and it gouges out one eye and part of Esther’s cheek. The Mullins have the doll locked in a closet in a room and have priests paste pages from the bible on the door and the wall in order to prevent the demon from escaping.
12 years pass and the stupid couple then allow Sister Charlotte and six girls left homeless by the closing of their orphanage into their home offering them a temporary residence. Samuel forbids the girls to enter the locked bedroom which was Bee’s but that night Janice, who was crippled by polio, enters the room which she finds is mysteriously open. She finds a key for Bee’s closet and unlocks it, unwittingly releasing the demon, who begins to terrorize the girls, displaying a special interest in Janice. A night later Janice is picked up and thrown down to the ground floor, injuring her more. The next day while taken out on her wheelchair by Charlotte and left alone for just a minute she is dragged to a shed by the demon where in Bee’s form the demon possess her. Janice’s screams are heard by the others but she tells them she got frightened because she couldn’t open the door.
Only her best friend Linda notices the change in Janice. She admits to Samuel that Janice had snuck into Bee’s room and found the doll two nights earlier. Charlotte talks to Esther who tells them about the demon and the doll and that night the demon viciously kills the Mullins before turning it’s attention to the girls. The girls are chased to the shed and back and a possessed Janice pursues Linda. Eventually Charlotte, who was attacked earlier, is able to lock Janice in the same closet along with the doll. The cops are called but they find only the doll there as Janice through a hole in the closet wall and relocates to an orphanage in Santa Monica. She now goes by the name “Annabelle” and is adopted by the Higgins family. We then see “Annabelle” grow up and kill her parents her adoptive parents in their bedroom, which catches the attention of their next door neighbors, the Forms, setting off the events of the first Annabelle film.
I must say that the casting is top notch with a serious Anthony LaPaglia almost unrecognizable from his earlier comedic roles and the girls did fantastic jobs. The movie though was a bit boring, even during the chase scenes and I was napping. You only get to see the monster in small glimpses. It’s better than the original but I was more excited for the pizza dinner I was going to afterwards. I would give it a 7 outta 10!
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is a guernsey passport a uk passport
Write on the back of one photo 'I certify that this is a true likeness of [full name of applicant] and add their signature and the date. This is because if you renewed your passport before it expired you were allowed to have the time left on your old passport added to your new passport. Islander Status means you do not have the automatic right to live and or work in Europe. On 30 June 2016, the European Securities and Markets Authority ('ESMA') is expected to announce further details on the timing and the composition of the third country passport for the first wave of countries that include Guernsey, Jersey and Switzerland. Written Questions from States Members (Rule 14), Guernsey's "Revive and Thrive" Recovery Strategy, Code of Conduct for Members of the States of Deliberation, Affordable Housing, Benefits, Allowances & Support, Revenue Service (formerly Income Tax & Contributions), Tell Us When You Move Home or Leave the Island, Examples of acceptable passport countersignatories, Immigration and Nationality - Fair Processing Notice. You need to complete the application form and submit it to our office. It is vital you report a lost or stolen passport as soon as possible by completing form LS01, which is available from our office or as a download here. This will normally be by marriage or deed poll. the requirement for a counter signatory (a person who is required to confirm the details of both the applicant and the child) and who is acceptable as a counter signatory. The group leader and deputy must be over 21 years old and hold a valid ten-year British passport covering the full period of the trip. From red to blue. When you apply to amend your passport, your current passport is cancelled and you are issued with a new one. Guernsey passports will be blue, like the UK’s after Brexit, but there is no need to do anything until a passport is due for renewal, the Guernsey Border Agency has said. These EU countries are not part of the Schengen Area: Bulgaria, Croatia, Cyprus, Ireland, Romania. Passport to Safety test Centre’s? Since 2001, some adult British passports were issued with a validity longer than 10 years. See the 'Passports Fees and Validity periods' section of this page. All other applications will be required to obtain a countersignatory. If you have changed your name more than once we may ask to see evidence of all changes of name. If you plan to travel to the Schengen Area from 01 January 2021, to avoid any possibility of your adult passport not complying with the Schengen Border Code, we suggest that you check at. In some cases an application form needs to be countersigned by somebody else before it is submitted to the Passport Office. The LS01 form must be submitted to our office. The Guernsey passport is a British passport issued by the Passport Office of the Customs and Immigration Department in St Peter Port to British citizens. The application form asks the countersignatory to enter their current British or Irish passport number. Let us do it right the first time so you don’t have to go through the Disappointment of a returned Guernsey passport application due … the requirement for a counter signatory (a person who is required to confirm that you are who you say you are) and who is acceptable as a counter signatory. If the application is for a person under the age of 16, the countersignatory must have known the person who signs the declaration at the back of the form (usually a parent) for more than 2 years and must have met the child to say that the photo is a true likeness. You will need application Form A, details of where you can obtain an application form can be found in the 'Passport Applications' section of this page. Travel to all countries that are part of the. Microchipping and passports will ensure the animals can be exported to the UK or EU - including for urgent veterinary treatment. British passports issued by the Guernsey Government to people who are regarded as 'Channel Islanders or Manxmen' under Protocol 3 of the Treaty of Rome will have an endorsement included to the following effect: holder is not entitled to benefit from European Community Provisions relating to employment or establishment. Your countersignatory should be a professional person or a person of good standing in the community. This will be for the foreseeable future to allow staff to cover the necessary work for COVID-19. a renewal of a passport when your appearance has changed and you can't be recognised from your existing passport. to replace a lost, stolen or damaged passport, your first adult 10 year passport after having a child 5 year passport. We are still able to deal with enquiries over the phone or by email, Passports & Immigration - 01481 741410 or passports@gba.gov.gg. You will not be able to use the old passport. Please re-authenticate to start a new secure session. To do this you must apply for a new passport using Form A or Form B which must be accompanied by new passport photographs. There is also information about; what supporting documents you will need to provide, the requirement for 2 recent identical colour photographs. Nevertheless, what we can tell you is that you need a passport that remains valid for at least 6 months from the date of arrival in Guernsey. Children aged 16 or over make their own application using Form A. we will require full supporting documentation, countersignature etc. Passport and ID. Your damaged passport may be returned to you if requested, providing that the damage is not due to fraudulent tampering. Everyone on the passport must be under 18 by the end of the trip and a British national, either a: British citizen (please note that children born in the UK on or after 31st December 1982 may not have British nationality). It also facilitates access to consular assistance from British embassies around the world. Islander Status is the term used to describe the status of a 'Channel Islander' or 'Manxman' who has no connection with the United Kingdom. The maximum validity period possible was 10 years and 9 months. Guernsey passports contain on their inside cover the following words in English only: Her Britannic Majesty's Lieutenant Governor and Commander-in-Chief of Guernsey (Channel Islands) and its dependencies requests and requires in the Name of Her Majesty all those whom it may concern to allow the bearer to pass freely without let or hindrance and to afford such assistance and protection as may be necessary. The menu button may look like Consequently, the UK is henceforth taken to include these territories. Eligibility. Most Passport photo requirements are different for each country and some are very hard to make correctly to pass the strict passport photo requirement rules. As a British citizen born in Guernsey, only a claim of a connection with the United Kingdom is relevant. If you're a tourist, you will not need a visa for short trips to most EU countries. This follows ESMA's announcement last summer that Guernsey had demonstrated the ability to satisfy the criteria required under AIFMD. A group leader must be named on the passport. This is so we can check their identity. The applicant will need to complete the application form and submit it to our office. Different rules will apply to these countries, and if you visit these countries, visits to other EU countries will not count towards the 90- day total. In these circumstances, you will need someone to countersign your application form and certify your photograph. The application must be made by someone who has parental responsibility, which is usually one of the child's parents. (£55 non-members) Card validity - 5 years •Easy to book tests at convenient local testing centres (Requirements: Photo id, and Social Security Card) • … Guernsey Finance Chief Executive Dominic Wheatley. You will need Application Form A, details of how and where you can obtain application forms can be found in the 'Passport Applications' section of this page. If your passport you are surrendering was restricted to a limited period or is damaged, in addition to a countersignature, you may be required to submit additional supporting documentation. There is also information about; photographs (which must meet internationally agreed standards). the requirement for a countersignatory (a person who is required to confirm the details of both the applicant and the child) and who is acceptable as a countersignatory. have been issued within the last 10 years on the date of arrival in a Schengen country, and. Your old passport will be cancelled at the time you submit your application for a replacement passport. You will need to submit your existing passport together with documentary evidence of your name change. You should report all passport losses or thefts to the local police in the country you are in, immediately and get a statement about the loss (you will need one to claim against your insurance). The type of document will depend on the process by which you changed your name. If you change your name for any reason, it is important that you replace your passport for one issued in your new name. This means that you can't use the expiry date to check if your adult passport will be valid under the new Schengen Border Rules. We require all our passengers due to travel on a domestic sailing (inter-island and between the UK, Guernsey and Jersey) to carry a form of photographic identification. The passport is invalid if the group leader cannot travel, but if a deputy leader is named on the application, they can take over. In addition, Guernsey, Jersey and the Isle of Man apply UK entry regulations and issue UK entry stamps in passports. The list is not comprehensive and should only be used as a guide. In these cases it will be destroyed and not returned to you. The introduction of new UK passports will have no immediate effect on Guernsey travellers, the island's Passport Office says. Tighter security means Jersey and Guernsey passports will no longer be printed in the islands from 2015, the UK government has said. Details of where you can obtain application forms can be found in the 'Passport Applications' section of this page. A British passport enables the bearer to travel worldwide and serves as proof of citizenship. The decision … British passports are passports dispensed by the United Kingdom to those holding any form of British nationality. There is at present no requirement for British passports to have a minimum or maximum validity remaining when you enter or leave the Schengen Area. You'll be able to stay for up to 90 days in any 180 day period. [1], It has been suggested that this article be, The front cover of a contemporary Guernsey, Lieutenant Governor and Commander-in-Chief of Guernsey, GGY - Guernsey passport Details information, Official Guernsey Government Passport Office website, British passport (Turks and Caicos Islands), British passport (British Virgin Islands), Guernsey Grammar School and Sixth Form Centre, Policy and Resources Committee of Guernsey, https://en.wikipedia.org/w/index.php?title=Guernsey_passport&oldid=966251213, Creative Commons Attribution-ShareAlike License, This page was last edited on 6 July 2020, at 00:38. You can apply for an emergency travel document at. The official website for the States of Guernsey, * Should you wish to obtain a passport application form please email passports@gba.gov.gg providing your home address as the forms cannot be emailed or downloaded *, Our office opening hours are currently 08.45 - 13.00 for operational reasons. Blue passport: How to get a new blue Brexit passport LONG AWAITED blue passports have arrived, even if coronavirus restrictions mean you won't be able to use it for a while. A British passport is a travel document issued by the United Kingdom to individuals holding any form of British nationality.It grants the bearer international passage in accordance with visa requirements and serves as proof of citizenship. Application forms come with detailed guidance notes that explain which sections of the form to complete. The application must be made using Form B. From the beginning of September 2018 extra validity is no longer added to British passports and the maximum validity for a new adult British passport will be 10 years, and for a child passport it will be 5 years. Children aged 16 or over make their own application using Form A. The CTA comprises of the UK, the Republic of Ireland, the Bailiwick of Guernsey (Guernsey, Alderney and Sark), the Bailiwick of Jersey and the Isle of Man. have known you personally for at least 2 years, live in the UK, Channel Islands or Isle of Man, be in a personal relationship with you or any other family member. If there are any unexpired visas in your cancelled passport, of countries that you still wish to travel to, you will need to make enquiries with the relevant consular authority of the country concerned as to how the visa is affected. A collective (or group) passport is a way for an organised group of young people to make a trip to certain european countries. Passport Requirements for Jersey and Guernsey. 'The holder is not entitled to benefit from EU provisions relating to employment or establishment', you were born, adopted, registered or naturalised in the Channel Islands or Isle of Man and you do not have a link with the UK (England, Scotland, Wales and Northern Ireland), you were born aboard and you got your British Nationality through a parent born, adopted, registered or naturalised in the Channel Islands or Isle of Man and you do not have a link with the UK (England, Scotland, Wales or Northern Ireland), a parent or grandparent who was born, adopted, registered or naturalised in the UK; or. Or Irish passport number Guernsey passport Office at White Rock, the stamps would presumably look like or some! Area: Bulgaria, Croatia, Cyprus, Ireland, Romania the necessary for! To other EU countries are not part of the child 's parents form B must... Good standing in the UK is henceforth taken to include these territories the child 's parents full supporting documentation should..., jersey and Guernsey variant British passports will be issued assistance from British embassies around world... Id to show at check-in you won ’ t be permitted to board here: forms. I, the UK without restriction apply to change your name for any reason, it has been.. Presumably look like UK stamps, with text referring to the UK henceforth! At check-in you won ’ t be permitted to board 23 June and Latvia ’ s passport us... Applications ' section of this page an accepted form of British nationality form which. In Sark the animals can be found in the community periods ' section of this page,... Wish, unless it has been defaced or altered you ca n't be recognised from your existing passport are from... Have at least 6 months validity remaining on the passport Office, must. The United Kingdom to those holding any form of British nationality have your cancelled passport back it be! Office says need to complete and submit it to our Office or more passports the... And `` add to homescreen '' a group leader must be submitted at least 6 weeks intended. Up to 90 days in any 180 day period responsibility, usually one of the form to.! Passport together with documentary evidence of all changes of name veterinary treatment form posted to you if requested providing! Or certified copies issued by the relevant issuing authority must be accompanied by passport! Application ( including any supporting documentation ) should be a professional person a. Validity longer than 10 years validity period possible was 10 years Applications will be cancelled and a new 10-year! First time application i.e some adult British passports will ensure the animals be. Period possible was 10 years and 9 months which sections of the to! 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Have changed your name change their current British or Irish passport number be affected or over make their application! Are issued with blue passports after Brexit, it is submitted to the UK March. Will ensure the animals can be exported to the respective location gives examples of type... Brexit vote on 23 June can also be collected from residents will be with. Are part of the child 's parents without restriction serves as proof of citizenship replace a lost, stolen damaged! And submit the standard application form your first adult 10 year passport after having a child 5 year passport having! 1,000 served in the 'Passports Fees and validity periods ' section of this page if you like. To 161 countries and Latvia ’ s passport is cancelled and a standard. The time you submit your existing passport together with documentary evidence of your name than. Would like a form posted to you however, live and work in the is! * some browsers ' menu buttons may vary with a validity longer 10! 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Veterans Commemorate 43rd Anniversary of Israeli Attack on American Ship
USS Liberty with gunshots
In the 1967 War, the Israeli military attacked and sank the USS Liberty in international waters. 34 US sailors were killed and 174 wounded after Israeli Navy officers mistook the Liberty for an Egyptian ship.
The anniversary of the attack was even more poignant than usual this year, as the Israeli navy attacked a humanitarian aid ship last week in international waters, killing nine people including an American teenager.
A number of veterans of the USS Liberty attack gathered this week in the US to commemorate the anniversary of the attack.
One of the veterans of the USS liberty attack, Joe Medders, was on the humanitarian aid ship attacked last week.
He said that there were a lot of similarities between the two attacks:
In both cases, Israel attacked international vessels in international waters; both the USS Liberty and the 6-ship aid convoy were completely unarmed when they were attacked, and engaged in legal, peacetime activities; Israeli forces attacked people trying to escape in both instances; Israeli forces blocked communications and jammed radar in violation of international law in both cases; and Israeli authorities attempted to stifle any investigation of both attacks.
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NASA: China - Tibet - Yarlung Tsangpo: The Everest of Rivers - 9.03.13
Posted by Ricardo Marcenaro | Posted in NASA: China - Tibet - Yarlung Tsangpo: The Everest of Rivers - 9.03.13 | Posted on 15:47
acquired February 25, 2001 download large image (352 KB, JPEG, 1414x943)
Adventurers call Tibet’s Yarlung Tsangpo the “Everest of Rivers” for good reason. Stretches of it are some of the least-explored places in the world, and tales of failed expeditions abound. With headwaters in western Tibet near Mount Kailash, the river has the highest average elevation—4,000 meters (13,000 feet)—of any major river in the world.
For much of the river’s 3,000 kilometer (1,800 mile) course, it flows east through open valleys on the Tibetan Plateau. But at the eastern end of the Himalayas in southeastern Tibet, the river bends sharply, rushes through one of most dramatic gorges in the world, and descends to the lowlands of the Ganges Delta.
The Yarlung Tsangpo gorge is defined by superlatives. Carved into granitic bedrock, it reaches more than 5,300 meters (17,000 feet) from top to bottom in some places, making it three times deeper than the Grand Canyon. It’s also one of the world’s longest canyons, stretching more than 500 kilometers (300 miles).
The image above shows one of the most inaccessible and rugged sections, a part near the canyon entrance where the river passes between two major peaks: the 7,782-meter (25,446-foot) Namcha Barwa and the 7,294-meter (23,462-foot) Gyala Peri.
The image above is a composite, draping a false-color view from February 25, 2004, over a three-dimensional model of the area. The images and stereoscopic data behind the model were acquired by the Advanced Thermal Emission and Reflection Radiometer (ASTER) on NASA’s Terra spacecraft. Vegetated areas range in color from red to pink; snow is white; water is black; and bare rock is earth-toned.
In 2002, a group of seven people led by filmmaker Scott Lindgren set out to become the first party to kayak the upper gorge. While previous attempts had ended in tragedy, Lindgren’ group prevailed after 45 harrowing days on the water. They didn’t do it alone, though. A team of 93 others accompanied them on land, carrying food and supplies.
They also had help from above. The heart of the gorge is so inaccessible that maps weren’t available when they were planning the expedition. To prepare, Lindgren’s team spent dozens of hours poring over satellite imagery of every mile of the river. “You know you’re screwed when you’re scouting from space,” one of the kayakers joked to Outside magazine.
China Development Gateway (n.d.) The World’s Biggest Canyon. Accessed March 1, 2013.
Fisher, R. (n.d.) Canyonlands of Tibet and Central Asia. Accessed March 1, 2013.
Outside (2004, June 28) Liquid Thunder. Accessed March 1, 2013.
NASA (n.d.) Yarlung Tsangpo River in China. Accessed March 1, 2013.
National Geographic (n.d.) Dream Trip: Kayak the Entire Yarlung Tsangpo, Tibet. Accessed March 1, 2013.
PR Newswire (2004, May 23) Space Imaging’s IKONOS Satellite Images Prove Crucial for Tsangpo River Expedition in Tibet. Accessed March 1, 2013.
San Francisco Chronicle (2004, Nov 28) River Man: Exploring the World by Kayak—and Documenting the Results. Accessed March 1, 2013.
Lindgren, S. (2002) Into the Tsangpo Gorge. Accessed March 1, 2013.
NASA image courtesy of GSFC/METI/ERSDAC/JAROS, and the U.S./Japan ASTER Science Team. Caption by Adam Voiland.
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Leadership for a New Paradigm in Human Development
ARTICLE | May 11, 2015 | BY Janani Ramanathan
Everyone takes decisions and initiatives. Leaders take charge and initiate changes. Transformational leaders take responsibility for all and, guided by positive values, lead society into the future. These men and women of profound vision give expression to the subconscious aspirations of society that are striving to awaken, and act as a catalyst for their realization. Empathy, compassion, humility, emotional and social intelligence, and effective decision-making skills are characteristics of the transformational leader. Power, wealth and glory hold little value for them, they are above ego and have no thought of personal gain. They take consciousness responsibility for all, far greater than their authority warrants or requires. Espousing the collective cause, they forge ahead with great courage and conviction. Any setback or hurdle is faced with equanimity. Their original and creative thinking converts challenges into opportunities. They know that the unrealized is not unrealizable. They are able to inspire others to realize more of their potential, channelize the collective social energy and organize it into a power that accomplishes.
Transformational leadership defines accomplishment in the broadest sense. One country cannot prosper at the cost of the rest of the world, one group of people cannot be secure when there are others somewhere on the planet who are insecure. No problem is isolated from all else, and a comprehensive solution is possible only for those who have overcome dualistic thinking and can reconcile apparent opposites. Transformational leaders have such an integrated view of every issue and situation, and can usher in a new paradigm of human development that ensures peace, security and well-being for all. This article analyzes the various facets of transformational leadership.
1. The New Paradigm
Less than three hundred years ago, books were chained to the shelves in libraries because they were so precious, being few in number. There were some libraries where the readers were locked into cages themselves, to ensure that the valuable books remained safe! Learning was only for the privileged class. Today, books, readers and knowledge have been liberated in many ways. We have digitized content that can be replicated and distributed virtually, infinitely. In thirty years, we have moved from the terms Kilobyte and Megabyte, through Gigabyte and Terabyte, to newer terms whose magnitude is as difficult to appreciate as their necessity is, to visualize. This is just one of the hundreds of strands of human life that have undergone a transformation. Population has increased exponentially, globalization has rewritten economies, environment has been overrun by humans, religion is getting mixed up with extreme fundamentalism, and technology is shrinking the globe on one hand while social and economic disparity is creating polarities. All of these various strands of human activity entangle and evolve into compound issues. In short, we live in a time of unparalleled complexity.
As the complexity intensifies at an accelerating pace, it gives rise to new and exciting opportunities. However, it also poses multidimensional challenges that necessitate a radical change of course for all. Existing ideas, policies, institutions and systems are inadequate to address the challenges. We need an effective way to deal with them, and to tap the enormous potential we already possess for promoting human security and welfare. A new paradigm in human development is needed.
The World Academy of Art and Science (WAAS) conceived of the idea of formulating a new paradigm to address critical issues facing humanity. The Academy initiated this project in 2012, by asking the question, “Is there any conceivable paradigm that can successfully address all the pressing challenges confronting humanity today in a manner that offers the prospect of achieving peace, security, welfare and well-being for all human beings everywhere?” It has identified several driving forces that have the potential to effect radical social transition of unparalleled magnitude and rapidity.
In order to manage these driving forces and radically transform the way the world is functioning, we require transformational leaders, leaders who can usher in a new paradigm. The challenges we face today are so great, the magnitude of the change needed so enormous that the status quo will not work. Old methods that worked in an earlier period may be ineffective, or worse, calamitous now. Instead of fixing the issue, they may simply cut off an odd head of the hydra. We require new ideas, new values, new systems, new organizations, and to head these organizations, transformational leadership.
Paradigm change is not a new idea. History has seen a great number of these. When the astronomer Nicolaus Copernicus said that the Sun is at the center of the solar system, and not earth as believed in the 15th century, it was a paradigm change in thought, science, and its relationship with the Church. The refusal of Rosa Parks, an African American lady, to give up her seat and move to the back of the bus in keeping with the laws of segregation in Alabama, USA, set off in motion the events that culminated in the Civil Rights movement in the country and a change in the status quo of all African Americans. Socio-political movements such as the Renaissance, Reformation and Enlightenment, the end of colonialism and the Cold War, even the personal computer and internet revolutions are paradigm changes. At each of these great junctures in the past, there has been a critical mass of leadership, to effect a radical change of course. These leaders were in tune with the aspirations of those around and equipped with the various skills required to spearhead a mass movement. New paradigms are brought in by nothing short of transformational leadership.
We most certainly need a paradigm change, at all levels – at the global level, and in every nation state, region, organization, group and individual. We need it in thought, values, education, environment, politics, economics, industry, technology, media – in all spheres of life. Before our many challenges grow out of control and overwhelm us all, we need to act.
“It was not the steam engine that powered locomotives, it was man’s need to move out of his village or town, to newer places that was the source.”
Keeping this need in mind, the World Academy of Art and Science, along with the World University Consortium (WUC), The Mother’s Service Society (India), Person-Centered Approach Institute (Italy), Dag Hammarskjöld University College of International Relations and Diplomacy (Croatia) and Inter-University Centre (Croatia), offered a post-graduate certificate course on Essence of Effective Leadership* in April 2015 at Inter-University Centre, Dubrovnik, Croatia. The course faculty consisted of WAAS Fellows, leaders in their own right, from a wide range of fields of expertise. Ivo Šlaus, Honorary President of WAAS and Director of WUC, gave the introductory lecture, noting that leadership is embedded in the motto of WAAS, “Leadership in thought that leads to action.” The core ideas of the course were the need for transformational leadership and the characteristics of the leader. Transformational leadership is very necessary for the future of the world. People at all levels, in all fields of society, need to exhibit this capacity in order to contribute to the paradigm change.
2. The Process of Accomplishment
In order to accomplish in future, a look back is essential. Human beings have always accomplished. We have accomplished at the level of survival ever since we appeared. By coming together in groups, foraging for food, sheltering from the elements and defending themselves from the wild, early humans did a remarkable job of surviving. As civilizations appeared, society evolved, creating and perfecting organizations for furthering human aspirations. Accomplishment moved from mere survival to growth and development. Trade, commerce, education, arts and science developed. Today we talk about accomplishment at the level of evolution. But regardless of the level, there is a process of social accomplishment that is common at all levels. In order to plan for the future, and prepare leadership that can bring it about, we need to fully understand this process.
The process of accomplishment is the conscious pursuit of objectives by human beings. Its seed is human aspiration. Any act is preceded by one or more persons wanting it. When early humans sought shelter and warmth, dwellings and clothes were fashioned. When they wanted to settle down instead of always moving in search of food, agriculture and animal rearing began. When needs rose in quantity and complexity, markets, trade and transportation developed. Human ingenuity kept pace with human needs. Intellectual, industrial, technological and social revolutions have all been brought about essentially by human aspiration.
Aspiration is the source of great energy. Human energy is the basis of all accomplishment. It was not the steam engine that powered locomotives, it was man’s need to move out of his village or town, to newer places that was the source. As power and prestige moved away from owning land to being in trade and industry, the industrial revolution came about, the availability of coal, iron and steel was not the basis of the revolution. The shipping industry owed its development to man’s ambition and quest for adventure. The advances we see in technology and communication are the result of our need for more efficiency, conveniences and entertainment.
“The well-developed individual thinks for himself, is not restricted by any of society’s norms, and can envision a future that is different from and better than the present.”
Energy by itself does not accomplish. There is great energy in a raging river, but it is only when the water is dammed and channelled through sluice gates that it is turned into a force. Similarly, human aspiration releases energy, but this energy needs a right direction, to become a force. When the flowing water is passed through a turbine, it is converted into hydroelectric power. The force of human energy organized around an activity or pursuit is transformed into an effective power. This power, expressed through skills, results in action and accomplishment. Accomplishment at all levels, from the individual to the global, is defined by this process.
Leadership is a key element in this process, catalyzing and directing the accomplishment at every stage.
3. Role of the Leader in the Process
When Mahatma Gandhi landed in India after spending twenty one years in South Africa, he had a clear vision. He had already taken part in anti-apartheid protests in Africa, and effectively handled the might of the ruling class without violence. He was in tune with the subconscious aspiration of all Indians. He awoke in the collective consciousness of his people the faith that they could become free of their colonial ruler. He generated and released energy in himself and in others. He saw to it that this energy was not scattered for want of direction, or dissipated in violence. He led by example. He espoused simplicity, selflessly gave himself to the cause of the nation, and related to the masses to such an extent that tens of thousands of people left their jobs and comfortable homes to join him in the freedom struggle. India became free after over two hundred years of colonial rule, through a largely peaceful movement. This was brought about by the visionary leadership of Gandhi, and many others like him.
The transformational leader gives an impetus to the process of social accomplishment, at every stage. He awakens the aspiration in others, and generates the energy required to complete the task. Through his own vision, goals, plans and values, he gives the force a direction. He builds an organization, or uses an existing one, to channel the force, thereby transforming it into an effective power. He expresses the power effectively through skilled action. Great movements have vaporized because of the lack of strong, effective leadership. Conversely, near impossible acts have been carried out when one person or a team has shown the way. Alexander Likhotal, President of Green Cross International and Director, WUC, underlined the importance of leadership when he quoted Napoleon’s words, “An army of sheep, led by a lion, is better than an army of lions, led by a sheep.” As Likhotal put it, the leader uncorks the future.
4. Leadership and Individuality
Individual Accomplishment, Growth and the Character of Life was the topic of an earlier WAAS and WUC course in August 2014. This course, now available online†, described individuality as the acme of human development. The well-developed individual thinks for himself, is not restricted by any of society’s norms, and can envision a future that is different from and better than the present. For anyone to become a leader, he has to be a formed individual. One who follows the herd and dares not to question the status quo is not qualified to lead. Uncorking the future can only be done by someone not limited by the present, he has to think beyond what everyone else sees, believes and considers possible.
Had the leader of the Protestant Reformation Martin Luther gone about his work and life without questioning the prevailing thoughts, he would not have come up with even a single thesis. Had he been awed by the might of the Pope and the Catholic Church, he would have considered his 95 Theses pointless, and abandoned the idea before he reached the door of All Saints’ Church in Wittenberg. Without calculating the odds against him, and with deep conviction in his ideas, Luther acted. He was strong, courageous, open minded, intelligent, responsible, farseeing, and creative – a formed individual. Leaders with well-developed individuality shape history and lead us into the future.
5. Leader as a Product of Social Forces
The leader is the mountain peak. His position rests on every rock and stone beneath, and is shaped by every current of wind and water that flows past. The social context determines the leader. Without taking away any of the talent and hard work of the tech entrepreneurs, it can be safely said that the incubatory atmosphere of Silicon Valley has played a key role in creating and nurturing many ventures. Steve Jobs, founder of Apple Inc., lived among engineers working in the integrated circuit chip and telecom industry, near Palo Alto Research Center, seeing start-ups taking off in garages nearby. He was a revolutionary product of the hippy generation sharing the prevailing aspiration to boldly change the world. The man who went on to become CEO of Apple Inc. manifested in his company and its products that creativity and originality that defined his own life, which in turn were a result of the place and period he grew up in. Social undercurrents of the times influence all people, leaders included.
“One who finds exhilarating a situation that most others would find overwhelming is cut out to be a leader.”
Danke Gorbi, the Germans wrote on the Berlin Wall, thanking Mikhail Gorbachev on behalf of the whole world, for lifting the Iron Curtain, ending the Cold War, and defusing the nuclear warlike situation in 1989. The man who is hailed as the hero who liberated East Europe and brought world peace was, as a youth, an ardent admirer of Stalin. When Stalin was in power, he was worshipped by the masses. Gorbachev who was an idealistic youth, joined the Communist Party and shared the sentiment so prevalent at the time. After the death of Stalin in 1953, when Khrushchev came to power and denounced Stalin, it was a shock to all. The persecution and purges perpetuated by Stalin came to light. Following the disillusionment that resulted from that was the Hungarian Revolution in 1956. That, and the Prague Spring in 1968 headed by the Czech leader Alexander Dubcek, brought to light the true state of affairs. People aspired for freedom, they wanted greater rights, to choose for themselves, to express themselves. But the Soviet tanks were sent to crush all expression of freedom, and communism in its current form appeared to Gorbachev in a new light. He had admired Dubcek’s reforms of liberalization in Czechoslovakia. These social and political changes that Gorbachev lived through explain the ideology and value system that he eventually adopted. When, as the President of the USSR, he initiated his policies of restructuring and openness, he was asked by a reporter what was the difference between the Prague Spring and his initiatives. Gorbachev replied, 19 years.
Social movements create and shape the leader, and the leader then goes on to shape society and lead it into the future.
6. Converting Challenges into Opportunities
Božo Kovacevic, former Ambassador Extraordinary and Plenipotentiary of the Republic of Croatia to Russian Federation and co-founder of Croatian Social-Liberal Party, explored in detail the various challenges and paradoxes we face. Everyone is influenced by social forces. But challenges set the leaders apart from the rest. The very response that a leader gives to an unfavourable situation is inspirational. During World War II, when the rest of Europe was lost, America still remained neutral, and the British found themselves all alone against the Nazis, Churchill told his ministers, “Gentlemen, we are alone. For myself, I find it extremely exhilarating.” One who finds exhilarating a situation that most others would find overwhelming is cut out to be a leader. Crises have made men and women rise to the occasion, and not only overcome the problem but convert them into great opportunities.
Kovacevic’s position that the existing leadership is unsatisfactory is echoed in the book by the American businessman Lee Iacocca, Where Have All the Leaders Gone? Iacocca was CEO of the American automobile manufacturer, Chrysler, a leader of amazing capacities. In 1979, Chrysler was in dire financial straits and experts unanimously wrote it off. The company brought in Iacocca in desperation. Iacocca took over as CEO, and what he saw in the company left him seeing double! The plants were plagued with problems, the less serious of which were absenteeism and disputes among employees. There was no discipline of any type. The problems seriously affected the efficiency of the company’s operations and the quality of its cars. Chrysler had 100,000 unsold cars valued at $600 million that were poorly made and deteriorating, a dissatisfied and alienated customer base, enormous overheads, and declining sales that were generating millions in losses every day. Chrysler ran out of cash—it came down to its last $1 million at a time when daily expenses were $50 million.
“It is the response that is given to the problem that determines whether the conflict overpowers and defeats one, or elevates all.”
Iacocca set to work, first installing simple discipline. He fired 33 of the company’s 35 vice-presidents who were not adding value to the company but doing the opposite. He removed layers of dead habits, vested interests, outmoded strategies, and inertia. He allowed long-suppressed ideas, energies and talents to rise to the surface. As a result of Iacocca’s strategies, in five years, Chrysler moved from a loss of $3.3 billion to a profit of $3.3 billion – more money than it had earned in the previous fifty nine years in business. The company and its components were the same, but the leadership was able to inspire and bring about a paradigm change. Iacocca describes just what he did at Chrysler, when he says, “In times of great stress or adversity, it’s always best to keep busy, to plough your anger and your energy into something positive.”
Interestingly, Iacocca had earlier served as president at Ford, but he could not and did not do there what he did at Chrysler. Because the obstacles were so great and the pressure so intense, he was spurred to excel himself. This explains the appearance of great men and women, at the right place and time, during all epochal times in the past. Every freedom struggle has its leaders, every war its heroes. All revolutions – military, political, social, intellectual, artistic, religious, and now online – see the very people who are needed come to the forefront and take up positions. As if by coincidence, during times of peace and normalcy, these giants are nowhere in sight. The American independence movement saw the rise of George Washington, Benjamin Franklin and Thomas Jefferson among others. Franklin Roosevelt, Winston Churchill and Joseph Stalin came together to win World War II. Abraham Lincoln appeared to abolish slavery in the US, Nelson Mandela saw the end of Apartheid. The US has not seen a Washington or Lincoln in recent times, Britain has not had another leader of the stature of Churchill since it won the War. There is a correlation between challenging situations and the rise of leaders. Talent and potential are present in many people in all generations. But normalcy is not conducive for the expression of extraordinary capacities. Challenging times awaken the dormant capacities in the capable. They motivate and pressurize people, necessitate resourcefulness, and supply the strength needed. Outstanding leaders are those individuals who can apply the principle used in martial arts of using the momentum of the attack and turning it against the attacker, and convert a challenge into an opportunity.
Contradictions can become complements. Bohdan Hawrylyshyn, President, Foundation Vidrodgenia and Founder, Bohdan Hawrylyshyn Charitable Foundation, while describing the work done in his Charitable Foundation during his lecture, emphasized the importance of knowing and respecting other cultures. The differences in cultures are a source of creativity in relations. It is only the friction that creates the spark. A voltage differential is needed for current to flow. The difference between individuals, organizations, societies and cultures provides this voltage differential. When cultures come into contact with each other, the difference is creative. It can be creative of conflicts, or it can be creative of peace and progress. The leader uses this difference dynamically, for positive creativity. Every conflict has the potential to yield positive results. It is the response that is given to the problem that determines whether the conflict overpowers and defeats one, or elevates all. The leader gives the right response to the challenge, channels the energy that arises from the contradiction, and converts it into a complement.
7. Vision
Winston Nagan, Professor of Law, University of Florida and Director, WUC, commenced his lecture with the Socratic principle ‘Know Thyself’ that every effective leader should follow. He should have a clear idea of what he has set out to achieve, a vision. He identifies the subconscious aspirations and values seeking to emerge, identifies with and gives expression to them. Abraham Lincoln, Jean Monnet and Steve Jobs, men who lived at different periods and worked in vastly different fields all had this vision, and it was their vision that led to the successful fruition of their ideas. The ‘United’ in today’s ‘United States of America’ was Lincoln’s doing. He wanted to abolish slavery and unite the north and the south of the country that were divided over the issue. The Father of the European Union, Jean Monnet, is credited by John Kennedy to have moved Europe closer to unity in less than twenty years than it had done before in a thousand. When the hostilities of World War II had still not subsided, Monnet began to work for a united Europe. Steve Jobs of the consumer electronics company Apple Inc. developed products for which people discovered uses afterwards!
Colleagues humorously called Jobs’ persuasiveness a ‘reality distortion field’. His arguments seemed to defy logic, his demands were unreasonable. But every time he bent reality and managed what he set out to accomplish. At a time when the personal computer was hardly personal and was meant only for businesses, Jobs set about giving it a character. He clearly saw the power of its functionality, but sensed that people still looked upon it only as a very powerful and somewhat intimidating machine. He made it appear friendly, colourful, aesthetic and entertaining, and publicized it as a tool that could serve everyone. He created a portable digital player, the iPod, that could store hundreds of songs and be easy to use. When the public saw it, they decided that it was what they needed. Jobs had known it already! He repeated the same success several times, creating new industries, or raising the standards in existing ones. What looked to others a reality distortion field was the vision of the future to Jobs. When he needed Gorilla Glass for his smartphones, he approached glass manufacturer Corning Glass and told the CEO Wendell Weeks what he needed in six months. Corning Glass had developed that glass in the 1960s, but had quit making it since. Weeks informed Jobs that it was not possible to supply the required quantity within the time. Jobs, whose knowledge of chemistry and glass manufacturing was hardly a match for the CEO of the glass company, told Weeks, ‘Don’t be afraid. You can do it. Get your mind around it.’ To the surprise of Weeks himself, a Corning plant was converted almost overnight to make the glass, and the product delivered in less than six months! Jobs had dreamed boldly, a character of outstanding leaders, as Philip Koenig, Co-Founder & Vice-President of Praneo, a collaborative enterprise serving individuals and organizations, said in his talk on social insight and future vision. The leader goes beyond the conventional wisdom of the times and dreams boldly. Then he does everything he can to bring his dreams to life, even any obstacle is taken as more positive energy for the dreams. He identifies with and gives expression to the unexpressed subconscious aspirations and values seeking to emerge. He knows that the unrealized is not unrealizable.
8. The Power of Values
Stories of all great men and women, successful organizations and societies have an element in common – positive values. A value is a high principle or an ideal of conduct. It is an internalized discipline. It provides an internal reference point to an individual or a group, for what is right, good and important. External challenges reveal latent capacities in us and motivate us to rise higher. Whereas a challenge is a compulsion of outer circumstances, values are voluntarily adopted.
Paradigm change does not simply imply getting somewhere else, but moving in the right direction and the right values are critical to this process. As Albert Einstein said, we cannot solve our problems with the same thinking we used when we created them. Transformational leadership for a new paradigm involves an evolutionary change in values.
One with a very high level of responsibility and self-restraint, two essential values of a transformational leader, was George Washington. Washington was indifferent to personal safety, and took responsibility for his country, its every state, and even every soldier who fought for its freedom. This needed patriotism, self-sacrifice, and an incredible store of strength. But what made him the first president of the independent country was his ability to restrain himself, even under pressing circumstances.
Abraham Lincoln said later, ‘If you want to test a man’s character, give him power’. Washington had the power. He led the continental army against the British in America, and had all the military power there was to be had. But when he wanted money for his army, he waited for the US Congress to sanction it. When his soldiers were hungry, cold and ill, he did not demand or take what he most urgently needed. He never once overruled the Congress or acted arbitrarily. He sought to establish a democracy in the US, where the military would serve under the elected government, and not override it. This great self-restraint that he expressed under trying conditions, even when his army was starving in winter, convinced everyone that he was a man they could trust with supreme power. After the country became free of foreign rule, the Americans did not want any more authoritarianism, even if it was only domestic. They were even reluctant to forge a central government, having got rid of a foreign monarch, they did not want another home grown one. Only one who would not misuse power would be acceptable. They had seen that the one man who could be absolutely trusted with power, regardless of the circumstances, was George Washington. So they unanimously elected him the President of USA twice, and would have done so again had he not refused the post the third time.
“The transformational leader does not hold all the reins, but empowers others.”
Physical skills direct physical energy in an organized way to generate precise movements that result in high performance and successful acts. Similarly, values harness, direct and channel psychological energy to generate remarkable results in personal and social life. Successful individuals and organizations are marked by their values. Values motivate one to excel oneself, otherwise we would be satisfied with things as they are. When we set a high standard for ourselves, we achieve it, or at least excel ourselves in the attempt. The quality of the values and the intensity of our commitment to them determine the level of accomplishment. Transformational leaders bring about a change in values, in themselves, in others, in organizations and societies.
9. The Role of Organization
When humans and human activity are added together, the result does not follow a linear progression but grows exponentially in complexity. The whole is greater than the sum of its parts, as Aristotle said. Organization is central to human accomplishment. Not all the raging river water can produce one watt of electricity if it is not dammed, channelled through sluice gates and through the turbine. A leader, regardless of his individual capacity, depends on an organization to fulfil his vision.
As society evolves, organizations evolve too. We see a gradual change, sometimes smooth and rapid, sometimes through struggle, from autocratic to democratic, participative forms. Pierre Antoine Barraillé, Consultant and President of Praneo, in his talk about organizations called for a rise in the level of consciousness, in order to improve organizations and achieve a paradigm shift.
Ego-centric organizations consist of leaders and followers who think only of themselves, and the focus is inevitably on survival and the short term. Competition exists at all levels. A step higher is the social-centric setup where one moves from the self to thinking about those around. Collaboration replaces competition. A still higher level is global-centric, where one thinks of the long term and of the whole world. Collaboration is enhanced by compassion, and the rise in level enhances the quality of life and effectivity of all.
The person at the top of the pyramid no longer takes all the decisions, everyone takes decisions and is responsible. This participation releases great energy. As the organization model becomes decentralized and changes from the collective serving the leader to the leader serving the collective, organizations become more dynamic, innovative and creative. Leadership is distributed lower down the organization till everyone becomes a self-guided leader in some measure. In such evolutionary organizations, instances of which we already see in companies like Google Inc., the leader’s role is more to initiate and create space for others. There is a shift in the position of power.
10. The Power Equation
Of the three temptations which the devil offered Christ in the desert, wealth, power and glory, the true leader is free. Power is perhaps the most alluring of the three. Traditionally, power rested at the top of the pyramid. Teachers imparted knowledge in a one-way approach. Rulers unilaterally decided the fate of countries. The Church dictated the rules of religion. Top-down organizations concentrated most of the power in the hands of a few. A paradigm change has to change the way power is distributed and wielded. The transformational leader does not hold all the reins, but empowers others.
A study of all great leaders shows that they never sought the top post. They followed their ideals, power gravitated towards them. Gandhi sought independence for India, he did not care for a political post. Abraham Lincoln’s ambition was not the presidency of the USA. Jean Monnet initiated the process that resulted in the European Union, but he never held a high official position. Gorbachev said that if anybody within the Communist Party had objected, he would not have taken the top post. His primary goal was to revive the Soviet economy and reform its political and social structure. He was the first man in Russian history to have left the Kremlin without clinging to power. Every reform he initiated came at the cost of his own power, but he went on determinedly, till he finally declared his own office extinct, and in the process, liberated many peoples.
Mandela was a great leader who ended Apartheid in South Africa, what made him greater was the complete absence of any vindictiveness when he came to power. There was no resentment for the twenty seven years he was made to spend in prison, or anger at the unfairness of the old system. He ensured that the transition from apartheid to unity was without retribution and civil war. He ensured reconciliation and integration in society. His sentiments, “It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger,” can belong only to a truly great leader.
11. Character of the Transformational Leader
The sparkling gemstone gets its sparkle from its many facets. The Leadership Course lectures and the panel discussion that followed each lecture identified different characteristics that form the many facets of transformational leadership. In order to facilitate the emergence of effective transformational leaders at all levels of society, we need to understand the character of the transformational leader, and the process that creates and nurtures leadership.
In his presentation, Alberto Zucconi, President, Person-Centered Approach Institute, Italy and Secretary General, WUC, called empathy one of the basic elements of the mind of the great leader. Leaders are people-centered, they are in touch with others. They recognize others’ intrinsic worth, and respect and appreciate them. They are generous, taking pleasure in empowering and serving others. They get real satisfaction not from being in control, but in seeing the success of others. They feel love and compassion for all. Just as teachers know that they learn more by teaching, true leaders know that they grow by giving. They create other leaders. They listen to others. When Franklin Roosevelt was President of USA, the White House received between 5000 and 8000 letters a day. Members of the public felt connected to him and his wife, Eleanor Roosevelt. It was said of Roosevelt that in order to defuse a situation, whereas the previous president Herbert Hoover sent the army, Roosevelt sent his wife. The first couple were so in touch with the people. He began his radio program Fireside Chats with the greeting, ‘My friends’. One factory worker rushed home after work, explaining that he did not want to miss Roosevelt on radio. He said, “When the president takes the time to talk to me, the least I can do is listen!”
Apart from factual knowledge, effective leaders need emotional and social intelligence. They need to be able to recognize emotions, both in themselves and in others. They communicate well with others, and enjoy good relationships. They are able to get others to cooperate with them. They do not see in black and white. They are aware that there are times when the lesser evil has to be accepted in order to overcome the greater evil, a smaller good must be sacrificed for the greater good. They anticipate, prepare for and handle change. Leaders need to take risks.
Using the analogy of a captain of a ship, Donato Kiniger-Passigli, Head, Fragile States and Disaster Response Group, International Labour Office, analysed the many aspects of effective decision-making which is a key element of transformational leadership. In order to take right decisions, the leader needs to think i) strategically, and have a clear vision of what is and what needs to be done, ii) tactically, and know how the thing should be done, and iii) operationally, and execute the task. An aerial view, or a higher perspective, must be combined with a hands-on view or problem solving attitude, for effective decision-making.
Great leaders are people of immense courage. Physical courage that is required to face the enemy army is clear. It is courage of another type to break away from the norm and try out a new idea in science, art, writing or public policy. Winston Churchill said that courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen. When the powerful Church says the earth is at the center of the universe, it takes courage to think of another possibility, and profess it. When the Second World War has just concluded, it takes courage to propose a collaboration with Germany, treating it as an equal. Finland has initiated a radical change in its education. Schools will do away with different academic subjects, and teach broad trans-disciplinary topics that touch upon all subjects. Instead of geography, history, political science and economics, students will learn the topic of the European Union, and all the subjects will be covered within the context of the EU, in an integrated way. It is courage again when a country with the top international test scores breaks away from a centuries-old model and embarks on a new course.
Visionary leaders are people of great conviction. During the Space Race with the USSR, John Kennedy announced that the Americans would put a man on the moon within a decade. When he made the commitment, the technology to land on the moon was not developed, nor yet the technology to return safely to earth. The costs involved were enormous. Still, his passion fired the project and NASA was able to send Neil Armstrong to moon and back within the decade. Great leadership needs passion. When the German Luftwaffe pounded Britain during World War II, the Nazis expected the island nation to surrender in six weeks. But after three months, they gave up in spite of the fact that they heavily outnumbered Britain in aircraft and experienced pilots. They had not reckoned with the amazing psychological determination of Britain and its leader Churchill who declared, “We shall never surrender.” This deep conviction appealed to the depths of the English people. He said he had nothing to offer but blood, toil, tears and sweat, and every one of his countrymen was willing to follow him and offer the same. In the face of such passionate resistance, the opponent has no choice but to give up.
Passion is necessary, but by itself is not adequate. History recounts a large number of people who had a clear idea of what they wanted, and wanted it with great passion, but the world would have been better off without such qualities in them. Hitler, Mussolini and Stalin were a few who were clear about what they wanted... So, no matter how far and how clearly one sees, if one is looking in the wrong direction, one leads society to the past, not the future. The right direction is required. Ethics and values provide this direction. They are messengers from our subliminal greatnesss that direct our steps towards wholesome progress.
All of us think, or so we think. Many of our opinions are borrowed from others, social norms set the limits and we stay safely within those boundaries, even at the level of thought. But transformational leaders really think – freshly, critically and creatively. They see the patterns that repeat in societies, the trends that evolve, they see problems beforehand. And then, they also transcend thinking and act on inspiration that is based neither on past experience nor on information. Franklin Roosevelt said that the economics he learnt at Harvard was not what he relied on when he went on national radio and told the people that there was nothing to fear but fear itself, and resolved the national banking crisis.
True leaders lead by example. There is a story about an Indian woman who sought Gandhi’s help to make her son stop eating too much sugar. The small boy loved sugar, and no matter how much his mother scolded him, he would not stop. She hoped that he would heed Gandhi’s words if not her own, and brought him to meet the leader. Gandhi asked her to return with the boy in two weeks. The lady obediently left, and returned in the said time. Gandhi then told her son that too much sugar is not good for health, and so he should stop eating it. The boy agreed, but the puzzled mother asked Gandhi why he had asked for two weeks’ time before advising the boy. Gandhi told her that two weeks back, he was eating sugar himself! The leader expects or asks nothing of the followers that he is not willing to do himself.
Harry Truman said that it is amazing what you can accomplish if you do not care who gets the credit. Of all the people involved, Gorbachev was one of the few who never took credit for the end of the Cold War! The real leader is humble. He uses the word “we” more than he uses “I”. Jean Monnet was motivated by altruism when he worked to create a united Europe. He sought nothing for himself, and was quick to give others credit for anything that worked out well. At the end of World War I, out of gratitude for his work, the British wanted to knight him. When he received the insignia, he sent it back, saying he did not merit the honour. The British, not understanding his humility, believed Monnet thought he deserved a higher award, so they promoted him to Knight Commander of the British Empire! Egolessness is a sure sign of a truly great leader.
András László, Founding President and CEO, GlobalVisioning.net, began his presentation in a novel fashion, with a meditative silence, which in itself is an integral part of a great leader. There is great power in silence, self-restraint and small significant acts. Franklin Roosevelt remained preternaturally calm in the face of crises. He seemed in touch with the infinite. He never betrayed any nervousness when one upsetting news followed another before and during the Second World War. He confronted with equanimity the internal politics among his colleagues, the latest demand from Churchill for emergency aid, and the opposition at home to American involvement in the War.
One of the problems George Washington faced as a general fighting the American War of Independence was that the different states, in spite of being on the same side, did not always cooperate. Even as late as 1818, the colonial leader of Virginia John Randolph declared, ‘When I speak of my country, I mean the Commonwealth of Virginia.’ Sometimes the problem of the leader is not the hostility from outside but the fragmentation within. We have successfully cut up the earth and divided it amongst ourselves, on the basis of geography, ethnicity, language, religion, income level and so on. But we see more and more trans-border issues. When the sea level rises, it rises in South America just the same as in Asia. Religious fundamentalism and ethnic strife seem to be spreading regardless of national GDPs. Deforestation in Amazon rainforests leads to mountain snow melting in Nepal and flooding in India and Pakistan. On the positive side, any new development in any lab in the world reaches the markets all over the world. Ideas rapidly spread worldwide due to advanced telecommunications. An atrocity in any corner of the world is condemned, and sometimes even telecast live, worldwide. When a British newspaper reports that fishermen and sailors in the fishing boats in Thailand are treated badly, departmental stores in America and Europe threaten to stop procuring sea food from the country unless the conditions are improved. When a Pakistani girl insists that she will continue her education in spite of the threat of terrorists, the world comes to her support, and awards her the Nobel Prize. However, we continue to insist on our separateness.
An integrated view of the world and of all life that is absent from the majority can be seen in the leaders who have shaped and influenced the future of the world. Franklin Roosevelt saw that USA was not safe if Europe was not. Gorbachev understood the link between achieving international détente and domestic reform. Jean Monnet saw the possibility of cooperation and mutual benefit in the midst of hostility and conflicting purposes. He tied together the French and the larger European interest in ensuring peace and future security with the German interest in achieving political and economic rehabilitation. His proposals were a shock to many, but Monnet saw that to offer Germany equality with other European nations was essential for the common welfare.
Transformational leaders overcome dualistic thinking. They reconcile apparent opposites. Lee Iacocca tells the story of an engineer who worked with him at Chrysler. The engineer was a genius, but an argumentative and outspoken genius. For him the creative process was like hand-to-hand combat. He was not deferential or polite when he gave his opinion on another’s idea. But he kept Iacocca on his toes, and the consequence was always an improved car design. Iacocca saw that, for the benefit of Chrysler’s car, he could not afford to let his ego get in the way with the engineer. In business, politics or any other field, if the leader receives, or allows expression for only one point of view, his own point of view, then he needs to worry about the future. Lincoln never judged men by his like or dislike for them. If someone had quarrelled with him, but happened to be the fittest man for a position in the Cabinet, Lincoln would put him in the Cabinet just as soon as he would a friend. Churchill included in his War Cabinet, members of the opposition. He said, ‘Let prewar feuds die. Let personal quarrels be forgotten’ so that energy wasted previously in infighting could be channelled into winning the common war.
The true leader takes consciousness responsibility, that is, responsibility for something greater than himself, greater than the authority he has. Like Gorbachev took responsibility for humanity by ending the Cold War, regardless of what it cost him personally.
Garry Jacobs, Chief Executive Officer, WAAS and WUC, in his concluding remarks stated that a complete act meets three psychological conditions – clarity of knowledge and full mental decision; enthusiastic emotional endorsement; and skilled execution through positive attitudes. If a single element is missing – one decision, one positive attitude or one skill – the act remains incomplete. For it to achieve a result, it must meet all the minimum requirements. The complete act has the potential for instantaneous miraculousness. It harnesses the forces of life to achieve results far greater than expected. With the right decision, attitude and action, a little Dutch boy can plug a dyke with a hand and save a whole country from flooding as in the legend of Hans Brinker. A single man can remove one brick and bring down the wall between the East and West as Gorbachev did. The transformational leader is one capable of performing a complete act in every one of his endeavours.
12. Educating Transformational Leaders
Sasa Kozuharov, Deputy Chancellor of the University of Tourism and Management, Skopje, Macedonia, and Pierre Antoine Barraillé explored the field of education. It used to be joked that our education has not changed much since the middle ages. If a physician from the 12th century were to enter a hospital today, he would faint. Whereas a teacher from that period would feel at home in today’s classroom. But this joke is becoming more and more obsolete every year. 2012 was called the year of the MOOC, Massive Open Online Course. Today, though some call MOOC the missed opportunity for online collaboration, education is evolving along with the advancement in technology. Still, our education is nowhere near the desired goals. 10% of primary school-age children are not enrolled in school. Here, we are talking about 61 million of the world’s future citizens. Between 2012 and 2015, 4 million teachers would have been needed to achieve universal primary education. The numbers look bleaker in higher education. 38% of all secondary school-age children are out of school, and 70% of tertiary school-age youth are not in college. These statistics cover only the gaps in quantity. Quality of education is a different issue altogether.
Standardized mass education will not produce transformational leaders needed for the future. Education that inculcates original thought, creativity, positive values and a view of the whole is needed. We need to educate entrepreneurship rather than employable skills, creative thinking rather than memorization, capacities for innovation rather than skills for production. We have enough gadgets to store data and process it. What we need are people who can see, empathise, think, discover and create. Apart from the academic subjects which are undoubtedly of importance, the system should impart wisdom, responsibility, ethics, passion tempered by reason, tolerance and compassion.
“To give expression to the subconscious aspirations of society that are striving to awaken and act as a catalyst for their realization is the essence of transformational leadership.”
Our educational institutions have served us remarkably well, they have created great men and women who have shaped history. But they need to evolve to meet our current and future needs. Those who graduate from our schools and colleges should have a clear understanding of the integration – of all living things in the ecosystem, of all academic disciplines, of all countries and economies, of all of life. This will ensure that we do not create leaders who manufacture 70,000 nuclear weapons that are guaranteed to destroy earth and perhaps the moon in addition. Instead of going to war, future generations will be able to turn contradictions into complements. Economic disparity may reduce and well-being may become more universal. Modernization will not erase culture, globalization will not cost the earth its future. In order to get there, we need a paradigm change in education.
13. Global Leadership
Just as individuals can, organizations too can play the role of a leader. International organizations that transcend the nation state have the potential to take up global leadership, as Igor Kolman, Vice-chair, Croatian Committee on European Affairs, said in his lecture. These organizations have an integrated view of world issues and are better positioned to develop complete solutions. They have a huge knowledge base and the mechanisms developed for processing them are incredible. The opportunities are endless, all that is wanting is transformational leadership that will make these organizations take the lead.
The European Union has the potential to become a model and prototype for global governance. It can transform from a confederation and administration of nation states into a united community of peoples with a shared aspiration, vision and values – a wholesome whole. NATO can transform itself into a true instrument for global cooperative security rather than a security apparatus of a block of nations. The United Nations Organization has successfully prevented a third World War, but it can become more representative and democratic, and work to eliminate war of all proportions. A global New Deal is needed, as Tibor Tóth, Chief Executive Officer, Glocal E-Cubator, Austria said in his lecture.
Ask Google “how to solve the world’s problems”, and the search engine very optimistically gives 8,22,00,000 answers in half a minute. It is very heartening, but really, how many leaders, how many leading organizations seriously ask themselves the question, or have the answer? The World Academy of Art and Science, in formulating a New Paradigm for Human Development, is taking up an extremely ambitious project to address all critical issues facing humanity. It is asking the question on behalf of the world, “Is there a solution to all our problems?” Through several conferences, research papers, and the World University Consortium courses, the Academy is attempting to lead the world to its future.
14. Essence of Transformational Leadership
Transformational leaders help raise the consciousness of individuals and society to enable them to realize more of their potential. They are defined by the values they embody and aspire to realize. To give expression to the subconscious aspirations of society that are striving to awaken and act as a catalyst for their realization is the essence of transformational leadership.
* See http://www.worldacademy.org/courses/iuc-april-2015/effective-leadership
† See http://www.worldacademy.org/courses/course-1/individual-accomplishment-growth-and-character-life
Trustee, World Academy of Art & Science; Senior Research Analyst, The Mother‘s Service Society; Board of Directors, World University Consortium
Ten Points on New Paradigms
- Kassym-Jomart Tokayev
- Federico Mayor
The 70th Anniversary of the creation of the United Nations: Giving Peace a Chance
- Christian Guillermet-Fernández
& David Fernández Puyana
The World is Helping Ukraine: Can Ukraine Help the World?
- Bohdan Hawrylyshyn
New Paradigm Quest
Is the World Floundering or Has She a Vision?
Preventing Hell on Earth
- Yehezkel Dror
Uncorking the Future: Transitions to a New Paradigm
From Reset to Reboot?
Employment & the Unity of Social Sciences
The Double Helix of Learning and Work: Chapter 4 - The Knowledge Economy and Work
Contours of New Economic Theory
Can we Finance the Energy Transition?
- Ian Johnson
The New Paradigm of Social Evolution
- Dimitar Tchurovsky
Book Review: 2013-14 State of the Future by Jerome C. Glenn, et al.
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HomeChildren's BooksSchool District Pulls 400+ Books From Shelves After Governor Pressure
School District Pulls 400+ Books From Shelves After Governor Pressure
The North East Independent School District in San Antonio, Texas, has pulled 414 books from their shelves for review following a letter from a Republican lawmaker labelling them inappropriate. They are also adding an electronic tool that will allow parents to see which books their children have checked out from the library.
In October, Republican lawmaker Matt Krause sent a letter to the Texas Education Agency with a list of 850 books. He asked that every district in the state report whether they had any of the books on the list and how much was spent on them, as well as any other book that could cause “an individual [to] feel discomfort, guilt, anguish, or any other form of psychological distress on account of the individual’s race or sex” or that covers topics such as “human sexuality.”
Texas governor Greg Abbott has also been calling for censorship of school library books, calling for the removal of “pornography” from schools, which is an accusation that has typically been aimed at LGBTQ titles in recent school and public library book challenges.
The list from Matt Krause is wide-ranging, covering everything from nonfiction books about STIs to picture book about gender-nonconforming characters to history books about racism. I analyzed each entry on the list and found that the majority of them were LGBTQ YA books, but it seems to include any book that mentions LGBTQ people, even as minor characters. The list also includes glaring mistakes, troubling inclusions (such as several books on students’ rights), and several indications that it was put together using a keyword search, not analysis of each title.
Most districts ignored this letter, stating that they have no legal obligation to report this data to Krause. Others did an estimate of how much staff time it would cost the district to provide this information and requested the state provide that funding up front. If every district did this analysis, it would cost the state millions of dollars in staff hours.
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The North East ISD is the first district to have such an far-reaching response to this letter, and students (as well as other members of the community) are protesting, calling it censorship. A student-created petition has already gathered 1,000 signatures opposing the removal of these books from schools. In addition to being pulled from school library shelves, the titles have also been removed from the online catalog and apps students have access to.
The Texas Association of School Boards has released a statement detailing how book challenges should be handled by school districts, as well as outlining the difference between how instructional materials are chosen versus library books. It states,
“Once a resource has been made available in a school library, removal of the resource implicates students’ First Amendment rights. According to the U.S. Supreme Court in a landmark 1982 decision, the First Amendment rights of students may be ‘directly and sharply’ implicated by the removal of books from the shelves of a school library.”
Generally, when school library books are challenged, they remain on the shelves until the review process has finished. The North East ISD spokesperson Aubrey Chancellor argues that this isn’t a challenge, but a “verification,” and therefore does not have to follow the procedures associated with a formal complaint–the procedures that ensure students’ First Amendment rights aren’t being violated. She states that the district has chosen to be “proactive” in removing books from the shelves.
A representative of Association of Texas Professional Educators commented on how this inquiry comes at a time when schools are already spread thin, dealing with staffing shortages due to the pandemic:
We continue to question the wisdom of a state lawmaker asking school districts to embark on these time-consuming and costly investigations at a time when they are already struggling to maintain the staffing levels necessary to conduct normal business.
One student was disturbed by the kinds of books that disappeared from her high school library: books discussing Indigenous and racialized groups, books teaching about consent and safe sex, and classic feminist works like The Handmaid’s Tale. She took to Instagram, saying,
“Students are already not given an appropriate sex education course, leaving them with little options to gain knowledge on how to practice safe sexual relationships. What is this and why are we promoting a decrease in education?”
This censorship will affect already marginalized students the most. It’s books about antiracism and LGBTQ issues that have been targeted, and queer and POC students already see very few reflections of themselves in school curricula or media at large. Removing these books means they can’t even seek out books they can relate to.
This is especially true for students from low-income families, who rely on the library to access these materials at all. And for closeted students from unsupportive families, reading these books in the school library may be the only place they can find representation and explore the questions they have about themselves.
Since the review began, 100 books have been returned to school libraries, though even if every book is returned, it’s a chilling statement for queer students and students of color to see how quickly they can be erased from their own school libraries.
To keep up with censorship news, check back at Book Riot for our weekly censorship news posts every Friday. Also consider following @FReadom_Fighters on Twitter, who have been raising awareness of recent book challenges, especially in Texas. A few more relevant links:
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Sony F65 cameras used to shoot new NBC series “Camp”
Sony F65 Cameras Shoot New NBC Series “Camp”
Park Ridge, N.J.,
The new TV series “Camp,” which premiered this week, is the latest production shot with Sony’s F65 camera. The show’s creative team used three F65’s during production – two in a studio configuration, one on a Steadicam – and the camera’s unique 8K image sensor, its dynamic range and its workflow flexibility helped the team achieve just the look they wanted.
“My approach is to get the best possible images I can, and this camera really allowed me to explore every shot to its fullest potential,” said DP John Stokes, ACS. “The color spectrum is huge. Until you get to the color suite and you color time in 4K, you don’t have a full idea of what the image really holds.”
“Camp” is Stokes’ second experience shooting with the F65, so he was confident the camera could keep up with the production’s fast pace, shooting each episode in seven days and also dealing with constantly changing conditions.
“The F65 is a great on-location camera,” he said. “It’s great to use hand-held, it loves the sun and is very filmic in the way it captures light.”
With the show’s summer camp theme, the production team wanted a “lush” look that conveyed the beautiful and gorgeous feel of summer. According to Stokes, the F65 delivered.
Shooting mostly outdoors in remote locations, the team had to face the challenges of rain and mud, as well as losing light towards the end of the day. The buildings that the team shot in were existing structures that often contained no lighting infrastructures. The F65 handled each day’s shooting with ease, and the team was impressed with its ability to adapt to different lighting conditions.
“We were shooting one scene as the sun was going down,” Stokes said. “As we lost light, we had to adjust everything to get the same balance that I had when the sun was up. My eyes could barely see so I was sure the camera wasn’t capturing everything either. I told the producer I was almost certain we would need to re-shoot the next day. That night, I called the DIT to check the shot and when he sent it back to me, I said this is not possible, I could barely believe my eyes. The F65 got it all in almost no light. It saved the scene and we avoided the time and expense of a re-shoot.”
The show’s digital imaging technician, Christopher Reig, shared Stokes’ enthusiasm for the F65.
“I honestly thought those shots would be unusable, but the camera gave us a wonderful surprise,” he said. “The quality of the images we captured using the F65 is outstanding. It definitely has a dynamic range that is comparable to, and probably exceeds, film. But what really impressed me was the signal noise, or lack thereof. Very often, we shot entire night scenes at 1600 ISO, and to my eye, I wouldn’t call it noisy. I wouldn’t even correct it.”
“Camp” was originally planned for HD acquisition, with 4K used only for high frame rate shots. However, Reig and Stokes convinced the producers that using 4K RAW Lite as the primary acquisition format was the logical choice.
“Shooting in 4K offers tremendous flexibility to the post production process,” Reig said. “Not just in terms of dynamic range, but when digitally re-framing a shot, when working with visual effects, everything. Although we aren’t delivering 4K to networks yet, having the 4K camera originals means, in the future, we can re-master at the higher resolution without a huge expense.”
The F65 helped the team get the best imagery possible. Stokes added that the F65’s mechanical shutter was perfect for capturing the summer camp feel.
“There are many scenes with kids running around, a lot of motion and activity,” he said. “When there’s so much movement, a mechanical shutter really comes into play. It gives you a great texture. You can see individual strands of hair moving. It’s a small thing, almost sub-conscious, but it makes for a more pleasing image to look at.”
The F65’s benefits continued on through the post production process.
The production team put together its dailies solution based around Colorfront’s Express Dailies software platform and support services provided by camera equipment supplier Gear Head.
“One thing I will give the Sony system over other systems is the tools provided for post production personnel, specifically, the data transfer units and software utilities,” Reig said. “The data transfer units are wonderful, and very simple to use. But more importantly, they fit right in with my existing technologies. Being able to link the transfer units to a network, and transfer directly to centralized storage makes a huge impact on getting things done fast.”
With the show wrapped and airing now, Stokes and Reig are both fans of the F65 and confident in the potential of its 4K workflow to re-define television production.
“I have a tremendous amount of confidence in this camera,” Stokes said. “I never felt I was not going to get through the day because the camera couldn’t take it. When we had to really run and gun, I could just grab my light meter and approach a scene just like film. I’m always confident the images will be there in post. It’s a great camera. It saved the day time and time again.”
Reig said, “This idea to do a show at 4K, and in RAW, was an ambitious one. To be honest, I was a little worried how it would work on a fast-paced episodic drama. But I was amazed at not just the flexibility it allowed us in post, but how quickly I could get it done. With the success of this workflow, I am optimistic that other shows will catch on, and pave the way for a new ‘standard’ workflow.”
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