title: Crisis management

text: Preparing contingency plans in advance, as part of a crisis-management plan, is the first step to ensuring an organization is appropriately prepared for a crisis. Crisis-management teams can rehearse a crisis plan by developing a simulated scenario to use as a drill. The plan should clearly stipulate that the only people to speak to publicly about the crisis are the designated persons, such as the company spokesperson or crisis team members. Ideally it should be one spokesperson who can be available on call at any time. Cooperation with media is crucial in crisis situation, assure that all questions are answered on time and information on what was done to resolve the situation is provided. The first hours after a crisis breaks are the most crucial, so working with speed and efficiency is important, and the plan should indicate how quickly each function should be performed. When preparing to offer a statement externally as well as internally, information should be accurate and transparent. Providing incorrect or manipulated information has a tendency to backfire and will greatly exacerbate the situation. The contingency plan should contain information and guidance that will help decision makers to consider not only the short-term consequences, but the long-term effects of every decision.


title: Crisis management

text: When a crisis will undoubtedly cause a significant disruption to an organization, a business continuity plan can help minimize the disruption. First, one must identify the critical functions and processes that are necessary to keep the organization running. This part of the planning should be conducted in the earliest stages, and is part of a business impact analysis phase that will signpost "How much does the organization stand to lose?” (Osborne, A. (2007). Practical Business Continuity Management. Business Management: Top tips for effective, real-world Business Continuity Management).


title: Crisis management

text: Each critical function and or/process must have its own contingency plan in the event that one of the functions/processes ceases or fails, then the business/organization is more resilient, which in itself provides a mechanism to lessen the possibility of having to invoke recovery plans (Osborne, 2007). Testing these contingency plans by rehearsing the required actions in a simulation will allow those involved to become more acutely aware of the possibility of a crisis. As a result, and in the event of an actual crisis, the team members will act more quickly and effectively.


title: Crisis management

text: A note of caution when planning training scenarios, all too often simulations can lack ingenuity, an appropriate level of realism and as a consequence potentially lose their training value. This part can be improved by employing external exercise designers who are not part of the organisational culture and are able to test an organizations response to crisis, in order to bring about a crisis of confidence for those who manage vital systems.


title: Crisis management

text: Following a simulation exercise, a thorough and systematic debriefing must be conducted as a key component of any crisis simulation. The purpose of this is to create a link and draw lessons from the reality of the simulated representation and the reality of the real world.


title: Crisis management

text: The whole process relating to business continuity planning should be periodically reviewed to identify any number of changes that may invalidate the current plan.


title: Crisis management

text: Providing information to an organization in a time of crisis is critical to effective crisis management. Structural-functional systems theory addresses the intricacies of information networks and levels of command making up organizational communication. The structural-functional theory identifies information flow in organizations as "networks" made up of members ". Information in organizations flow in patterns called networks.


title: Crisis management

text: Another theory that can be applied to the sharing of information is Diffusion of Innovation Theory. Developed by Everett Rogers, the theory describes how innovation is disseminated and communicated through certain channels over a period of time. Diffusion of innovation in communication occurs when an individual communicates a new idea to one or several others. At its most elementary form, the process involves: (1) an innovation, (2) an individual or other unit of adoption that has knowledge of or experience with using the innovation, (3) another individual or other unit that does not yet have knowledge of the innovation, and (4) a communication channel connecting the two units. A communication channel is the means by which messages get from one individual to another.


title: Crisis management

text: There has been debate about the role of apologies in crisis management, and some argue that apology opens an organization up for possible legal consequences. "However some evidence indicates that compensation and sympathy, two less expensive strategies, are as effective as an apology in shaping people’s perceptions of the organization taking responsibility for the crisis because these strategies focus on the victims' needs. The sympathy response expresses concern for victims while compensation offers victims something to offset the suffering."


title: Crisis management

text: James identifies five leadership competencies which facilitate organizational restructuring during and after a crisis.


title: Crisis management

text: Crisis leadership research concludes that leadership action in crisis reflects the competency of an organization, because the test of crisis demonstrates how well the institution's leadership structure serves the organization's goals and withstands crisis.


title: Crisis management

text: Developing effective human resources is vital when building organizational capabilities through crisis management executive leadership.


title: Crisis management

text: Social media has accelerated the speed that information about a crisis can spread. The viral effect of social networks such as Twitter means that stakeholders can break news faster than traditional media – making managing a crisis harder. This can be mitigated by having the right training and policy in place as well as the right social media monitoring tools to detect signs of a crisis breaking. Social media also gives crisis management teams access to real-time information about how a crisis is impacting stakeholder sentiment and the issues that are of most concern to them.


title: Crisis management

text: The advent of social media changed the field of crisis management dramatically, empowering stakeholders and making organisations more accountable for their actions. By creating a platform for two-way symmetrical communication between an organisation and its stakeholders, social media facilitated a rise in organisational crises, allowing for stakeholders anywhere in the world – providing they have an internet connection – to communicate publicly with organisations. The publishing unfavourable behaviour on social media, combined with the immense speed that information can be shared online, created a need for social media strategy to be included within the crisis management planning process. Stakeholders expect organisations to respond quickly and effectively to crises that transpire online.


title: Crisis management

text: Organisations should have a planned approach to releasing information to the media in the event of a crisis. A media reaction plan should include a company media representative as part of the Crisis Management Team (CMT). Since there is always a degree of unpredictability during a crisis, it is best that all CMT members understand how to deal with the media and be prepared to do so, should they be thrust into such a situation.


title: Crisis management

text: In 2010 Procter & Gamble Co called reports that its new Pampers with Dry Max caused rashes and other skin irritations "completely false" as it aimed to contain a public relations threat to its biggest diaper innovation in 25 years. A Facebook group called "Pampers bring back the OLD CRUISERS/SWADDLERS" rose to over 4,500 members. Pampers denied the allegation and stated that only two complaints had been received for every one million diapers sold. Pampers quickly reached out to people expressing their concerns via social media, Pampers even held a summit with four influential "mommy bloggers", to help dispel the rumour. Pampers acted quickly and decisively to an emerging crisis, before competitors and critics alike could fuel the fire further.


title: Crisis management

text: In the fall of 1982, a murderer added 65 milligrams of cyanide to some Tylenol capsules on store shelves, killing seven people, including three in one family. Johnson & Johnson recalled and destroyed 31 million capsules at a cost of $100 million. The affable CEO, James Burke, appeared in television ads and at news conferences informing consumers of the company's actions. Tamper-resistant packaging was rapidly introduced, and Tylenol sales swiftly bounced back to near pre-crisis levels.


title: Crisis management

text: When another bottle of tainted Tylenol was discovered in a store, it took only a matter of minutes for the manufacturer to issue a nationwide warning that people should not use the medication in its capsule form.


title: Crisis management

text: When Odwalla's apple juice was thought to be the cause of an outbreak of E. coli infection, the company lost a third of its market value. In October 1996, an outbreak of E. coli bacteria in Washington state, California, Colorado and British Columbia was traced to unpasteurized apple juice manufactured by natural juice maker Odwalla Inc. Forty-nine cases were reported, including the death of a small child. Within 24 hours, Odwalla conferred with the FDA and Washington state health officials; established a schedule of daily press briefings; sent out press releases which announced the recall; expressed remorse, concern and apology, and took responsibility for anyone harmed by their products; detailed symptoms of E. coli poisoning; and explained what consumers should do with any affected products. Odwalla then developed – through the help of consultants – effective thermal processes that would not harm the products' flavors when production resumed. All of these steps were communicated through close relations with the media and through full-page newspaper ads.


title: Crisis management

text: Mattel Inc., the toy maker, has been plagued with more than 28 product recalls and in the summer of 2007, among problems with exports from China, faced two product recalls in two weeks. The company "did everything it could to get its message out, earning high marks from consumers and retailers. Though upset by the situation, they were appreciative of the company's response. At Mattel, just after the 7 a.m. recall announcement by federal officials, a public relations staff of 16 was set to call reporters at the 40 biggest media outlets. They told each to check their e-mail for a news release outlining the recalls, invited them to a teleconference call with executives and scheduled TV appearances or phone conversations with Mattel's chief executive. The Mattel CEO Robert Eckert did 14 TV interviews on a Tuesday in August and about 20 calls with individual reporters. By the week's end, Mattel had responded to more than 300 media inquiries in the U.S. alone."


title: Crisis management

text: The Pepsi Corporation faced a crisis in 1993 which started with claims of syringes being found in cans of diet Pepsi. Pepsi urged stores not to remove the product from shelves while it had the cans and the situation investigated. This led to an arrest, which Pepsi made public and then followed with their first video news release, showing the production process to demonstrate that such tampering was impossible within their factories. A second video news release displayed the man arrested. A third video showed surveillance from a convenience store where a woman was caught inserting a syringe into a can. The company simultaneously publicly worked with the FDA during the crisis. This made public communications effective throughout the crisis. After the crisis had been resolved, the corporation ran a series of special campaigns designed to thank the public for standing by the corporation, along with coupons for further compensation. This case served as a design for how to handle other crisis situations.


title: Crisis management

text: The Bhopal disaster in which poor communication before, during, and after the crisis cost thousands of lives, illustrates the importance of incorporating cross-cultural communication in crisis management plans. According to American University's Trade Environmental Database Case Studies (1997), local residents were not sure how to react to warnings of potential threats from the Union Carbide plant. Operating manuals printed only in English is an extreme example of mismanagement but indicative of systemic barriers to information diffusion. According to Union Carbide's own chronology of the incident (2006), a day after the crisis Union Carbide's upper management arrived in India but was unable to assist in the relief efforts because they were placed under house arrest by the Indian government. Symbolic intervention can be counter productive; a crisis management strategy can help upper management make more calculated decisions in how they should respond to disaster scenarios. The Bhopal incident illustrates the difficulty in consistently applying management standards to multi-national operations and the blame shifting that often results from the lack of a clear management plan.


title: Crisis management

text: The Ford-Firestone Tire and Rubber Company dispute transpired in August 2000. In response to claims that their 15-inch Wilderness AT, radial ATX and ATX II tire treads were separating from the tire core—leading to crashes—Bridgestone/Firestone recalled 6.5 million tires. These tires were mostly used on the Ford Explorer, the world's top-selling sport utility vehicle (SUV).


title: Crisis management

text: The two companies committed three major blunders early on, say crisis experts. First, they blamed consumers for not inflating their tires properly. Then they blamed each other for faulty tires and faulty vehicle design. Then they said very little about what they were doing to solve a problem that had caused more than 100 deaths—until they got called to Washington to testify before Congress.


title: Crisis management

text: On 24 March 1989, a tanker belonging to the Exxon Corporation ran aground in the Prince William Sound in Alaska. The Exxon Valdez spilled millions of gallons of crude oil into the waters off Valdez, killing thousands of fish, fowl, and sea otters. Hundreds of miles of coastline were polluted and salmon spawning runs disrupted; numerous fishermen, especially Native Americans, lost their livelihoods. Exxon, by contrast, did not react quickly in terms of dealing with the media and the public; the CEO, Lawrence Rawl, did not become an active part of the public relations effort and actually shunned public involvement; the company had neither a communication plan nor a communication team in place to handle the event—in fact, the company did not appoint a public relations manager to its management team until 1993, 4 years after the incident; Exxon established its media center in Valdez, a location too small and too remote to handle the onslaught of media attention; and the company acted defensively in its response to its publics, even laying blame, at times, on other groups such as the Coast Guard. These responses also happened within days of the incident.


title: Crisis management

text: One of the foremost recognized studies conducted on the impact of a catastrophe on the stock value of an organization was completed by Dr Rory Knight and Dr Deborah Pretty (1996, Templeton College, University of Oxford – commissioned by the Sedgewick Group). This study undertook a detailed analysis of the stock price (post impact) of organizations that had experienced catastrophes. The study identified organizations that recovered and even exceeded pre-catastrophe stock price, ("Recoverers"), and those that did not recover on stock price, ("Non-recoverers"). The average cumulative impact on shareholder value for the recoverers was 5% plus on their original stock value. So the net impact on shareholder value by this stage was actually positive. The non-recoverers remained more or less unchanged between days 5 and 50 after the catastrophe, but suffered a net negative cumulative impact of almost 15% on their stock price up to one year afterwards.


title: Crisis management

text: catastrophes would appear to be a more significant factor than whether catastrophe insurance hedges the economic impact of the catastrophe".


title: Crisis management

text: While there are technical elements to this report it is highly recommended to those who wish to engage their senior management in the value of crisis management.


title: Crisis management

text: Hilburg proffers that every crisis is an opportunity to showcase an institution's character, its commitment to its brand promise and its institutional values. To address such shareholder impact, management must move from a mindset that manages crisis to one that generates crisis leadership.


title: Crisis management

text: James contends that most executives focus on communications and public relations as a reactive strategy. While the company's reputation with shareholders, financial well-being, and survival are all at stake, potential damage to reputation can result from the actual management of the crisis issue. Additionally, companies may stagnate as their risk management group identifies whether a crisis is sufficiently "statistically significant".


title: Crisis management

text: Crisis leadership, on the other hand, immediately addresses both the damage and implications for the company's present and future conditions, as well as opportunities for improvement.


title: Crisis management

text: Corporate America is not the only community that is vulnerable to the perils of a crisis. Whether a school shooting, a public health crisis or a terrorist attack that leaves the public seeking comfort in the calm, steady leadership of an elected official, no sector of society is immune to crisis. In response to that reality, crisis management policies, strategies and practices have been developed and adapted across multiple disciplines.


title: Crisis management

text: In the wake of the Columbine High School Massacre, the September 11 attacks in 2001, and shootings on college campuses including the Virginia Tech massacre, educational institutions at all levels are now focused on crisis management.


title: Crisis management

text: A national study conducted by the University of Arkansas for Medical Sciences (UAMS) and Arkansas Children's Hospital Research Institute (ACHRI) has shown that many public school districts have important deficiencies in their emergency and disaster plans (The School Violence Resource Center, 2003). In response the Resource Center has organized a comprehensive set of resources to aid schools is the development of crisis management plans. A study conducted by researchers Min Liu, Isaac Blankson and Laurel Servies Brooks in regards to emergency response plans resulted in many findings including affirmative information that emergency and crisis training in institutions of higher education is lacking. They also found that college and university staff's knowledge and self-efficacy are positively correlated, meaning that the more knowledgeable they are, the more confident they feel in responding efficiently to various crisis events, further backing the need for crisis management plans and communication in educational institutions.


title: Crisis management

text: Crisis-management plans cover a wide variety of incidents including bomb threats, child abuse, natural disasters, suicide, drug abuse and gang activities – just to list a few. In a similar fashion the plans aim to address all audiences in need of information including parents, the media and law enforcement officials.


title: Crisis management

text: Historically, government at all levels—local, state, and national—has played a large role in crisis management. Indeed, many political philosophers have considered this to be one of the primary roles of government. Emergency services, such as fire and police departments at the local level, and the United States National Guard at the federal level, often play integral roles in crisis situations.


title: Crisis management

text: To help coordinate communication during the response phase of a crisis, the U.S. Federal Emergency Management Agency (FEMA) within the Department of Homeland Security administers the National Response Plan (NRP). This plan is intended to integrate public and private response by providing a common language and outlining a chain-of-command when multiple parties are mobilized. It is based on the premise that incidences should be handled at the lowest organizational level possible. The NRP recognizes the private sector as a key partner in domestic incident management, particularly in the area of critical infrastructure protection and restoration.


title: Crisis management

text: The NRP is a companion to the National Incidence Management System, which acts as a more general template for incident management regardless of cause, size, or complexity.


title: Crisis management

text: FEMA offers free web-based training on the National Response Plan through the Emergency Management Institute.


title: Crisis management

text: Common Alerting Protocol (CAP) is a relatively recent mechanism that facilitates crisis communication across different mediums and systems. CAP helps create a consistent emergency alert format to reach geographically and linguistically diverse audiences through both audio and visual mediums.


title: Crisis management

text: A group of international psychoanalysts started in 1994 with a project to contribute to crisis management in the sense of managing conflicts between national groups. They called themselves "Partners in confronting collective atrocities". They began their work with the so-called Nazareth-Conferences – based on the model of "Leicesterconferences" having been developed by the Tavistock Institute.


title: Crisis management

text: Historically, politics and crisis go hand in hand. In describing crisis, President Abraham Lincoln said,


title: Crisis management

text: "We live in the midst of alarms, anxiety beclouds the future; we expect some new disaster with each newspaper we read".


title: Crisis management

text: Crisis management has become a defining feature of contemporary governance. In times of crisis, communities and members of organizations expect their public leaders to minimize the impact of the crisis at hand, while critics and bureaucratic competitors try to seize the moment to blame incumbent rulers and their policies. In this extreme environment, policymakers must somehow establish a sense of normality, and foster collective learning from the crisis experience.


title: Crisis management

text: In the face of crisis, leaders must deal with the strategic challenges they face, the political risks and opportunities they encounter, the errors they make, the pitfalls they need to avoid, and the paths away from crisis they may pursue. The necessity for management is even more significant with the advent of a 24-hour news cycle and an increasingly internet-savvy audience with ever-changing technology at its fingertips.


title: Crisis management

text: Public leaders have a special responsibility to help safeguard society from the adverse consequences of crisis. Experts in crisis management note that leaders who take this responsibility seriously would have to concern themselves with all crisis phases: the incubation stage, the onset, and the aftermath. Crisis leadership then involves five critical tasks: sense making, decision making, meaning making, terminating, and learning.


title: Crisis management

text: While all countries encounter various crises over the course of their existence, they utilize different strategies that reflect their particular structure and circumstances. Autocratic and more centralized governments may address crises in ways that democratic countries could not. These distinctions present opportunities to compare numerous approaches to similar emergencies.


title: Crisis management

text: The COVID-19 crisis has proved to be a useful lens to view how crisis management differs by country. In democratic countries like Italy and Spain for example, health care is more decentralized and management is shared between the central and regional governments. While this decentralization may allow for greater autonomy and flexibility, during a major worldwide crisis, coordinating a response may become difficult. Several institutional challenges and political conflicts emerged because limited communication between agencies and two opposing parties controlling different regions and different levels of government. This was especially true in areas of Northern Italy where the regionalist Lega party had a significant influence. In Spain, basic coordination between different governments was not established until a second COVID wave struck.


title: Crisis management

text: Iran, an autocratic country, was able to manage their COVID-19 crisis centrally while allowing for flexibility on the ground. it maintained its system of central control but also utilized behavioral economics to motivate citizen compliance and participation. After years of sanctions, Iran was able to develop a level of self-reliance that proved useful during this public health crisis. The government implemented universal measures that did not vary from region to region and developed a citizen focused approach that encouraged engagement. The Iranians produced their own medical supplies and developed and distributed domestic vaccines. Iran enjoyed a greater degree of success in managing the crisis than in Italy and Spain. However, Iran was not immune to some of the issues occurring elsewhere. The government still struggled to enforce compliance measures and some citizens did engage in activities that were restricted.


title: Crisis management

text: One noteworthy challenge in the COVID-19 crisis was the impact of Ideological differences on the decision-making and implementation processes of crisis management. Ideology plays a significant role in how institutions are constructed and in the degree of coordination between rival factions in government. The Western emphasis on decentralization has in some ways hindered the effectiveness of government responses to the spread of COVID-19. By relegating the management of health care to regions, political parties are able to implement conflicting measures that fail to achieve the greater national or international goals.


title: Crisis management

text: In 2022, the Scientific Advice Mechanism to the European Commission published a major piece of advice on strategic crisis management in the European Union, which included a detailed survey of existing emergency management institutions and mechanisms in Europe as well as recommendations for updating and improving the Union's resilience to and preparedness for emergencies. One of the scientists' key recommendations was that "existing and future legislation and instruments should be integrated in a framework that is capable of dealing with increasingly systemic and large-scale crises in a structural way".


title: Crisis management

text: Although most studies focus on one or two country-specific examples, it is also important to consider crisis management at a global level. Because each state pursues its own style of crisis management, developing international coordination has proven to be complicated. International organizations and multinational corporations will struggle to adjust their operations to conflicting practices in different countries. Global health organizations have also received scrutiny from around the world for falling short of expectations during previous crises which has deepened the distrust of these international groups. These problems are alarming because global markets continue to integrate and supply chains grow between countries. Crises that impact more than one country will occur more often and will have greater consequences.


title: Crisis management

text: There are a number of professional industry associations that provide advice, literature and contacts to turnaround professionals and academics.


title: Truffle oil

text: Truffle oil is a modern culinary ingredient used to impart the flavor and aroma of truffles to a dish. The ingredient is commonly used as a finishing oil in a variety of dishes, including truffle fries, pasta dishes, pizzas, and puréed foods such as mashed potatoes and deviled eggs. Truffle oil is available in all seasons and is significantly less expensive than fresh truffles. This has also led to a market growth in the product and an increase in the availability of truffle-flavored foods.


title: Truffle oil

text: Truffle oil is controversial as a flavoring ingredient, as nearly all truffle oil is produced from one synthetic flavor compound, and may lack the complex flavors and aromas of fresh truffles.


title: Truffle oil

text: Truffle oil can be produced using any oil. Common versions use olive oil, or a more neutral flavorless oil such as canola or grapeseed oil.


title: Truffle oil

text: Some truffle oils are made with the residue of truffles collected or prepared for sale. Many truffle oils are not made from truffles, but instead use manufactured aromatic compounds including 2,4-dithiapentane (one of many aroma active compounds that can be found in some truffle varietals) with an oil base. There are no regulations regarding the labeling of 2,4-dithiapentane and it can legally be called "truffle aroma", "truffle flavor", "truffle concentrate" or other similar terms, even though it is not extracted from truffles. In the United States, the ingredient may use the modifiers "organic" or "natural" as long as the components meet the federal requirements for those terms.


title: Truffle oil

text: The appearance of truffle oils is determined by the base oil, ranging from clear to cloudy and yellow to green. Some include a piece of truffle in the bottle. These pieces can be from any of over 200 different truffle species and may be listed as "black truffle" or "white truffle" even if not prized culinary varietals such as the black Périgord or white Alba truffle.


title: Truffle oil

text: Preserved truffles have a long history of use, as fresh truffles are seasonal, and require proper storage and careful use in order to maintain their rich flavors. Artificial truffle oils have been produced since the 1980s, around when truffles became internationally popular.


title: Truffle oil

text: Truffle oil is frequently used to train truffle-hunting dogs and pigs. Modern Italians often use a "strufion", a ball of rags scented with truffle oil. Truffle oil made by infusing olive oil with truffles has been used for this purpose since at least 1756.


title: Truffle oil

text: Truffle oil has received a mixed response from chefs and food critics. In a "New York Times" opinion piece, chef Daniel Patterson wrote, "[truffle oil's] one-dimensional flavor is also changing common understanding of how a truffle should taste." Anthony Bourdain said, "Let it be stated here, unto forever and eternity, truffle oil is not food." He is also known for describing it as the "tomato ketchup of the middle class". Celebrity chef Martha Stewart expressed her dislike of truffle oil in a 2014 post on Reddit, stating "I think truffle oil is one of the few ingredients that doesn't belong in anyone's kitchen. It's ruinous of most recipes." Restaurateur Joe Bastianich said, "It's made by perfumists. It's garbage olive oil with perfume added to it, and it's very difficult to digest. It's bad for you. It's bad for New Yorkers. It's bad for the American people. So, stop it."


title: Truffle oil

text: In 2009, celebrity chef Gordon Ramsay referred to natural truffle oil as "a chef's dream." In 2011, on the show "MasterChef", he called the artificial truffle oil "one of the most pungent, ridiculous ingredients ever known to [a] chef."


title: Truffle oil

text: Gareth Renowden, truffle grower and author of "The Truffle Book", wrote that "truffle oil and the many truffle-flavored products that have come on to the market in the last few years are not necessarily bad, but they can lead to unrealistic expectations when you encounter the real thing. They offer a consistent experience, one you can guarantee to taste in the dish...they offer a simplified picture, a sort of cartoon version — bright and colourful but ultimately false".


title: Truffle oil

text: The annual Australian Food Awards, awarded by the Royal Agricultural Society of Victoria, bans the use of 2,4-dithiapentane in entries for truffle-related categories.


title: Truffle oil

text: In May 2017, a class action lawsuit was brought against Sabatino North America LLC, the largest truffle product manufacturer in the United States, alleging that the company used deceptive labeling implying to consumers that their truffle oils contained black or white truffles, although a DNA analysis confirmed that "Sabatino Truffle Oil does not contain any truffle whatsoever".


title: David Visentin

text: David Visentin (born June 28, 1965) is a Canadian actor, realtor and commentator. He is best known for his role as a co-host of W Network's and HGTV's "Love It or List It", with co-host Hilary Farr. Married to Krista Visentin since 2006.


title: David Visentin

text: Visentin started his career in 1987 working as an agent for Country Living Realty in Barrie, Ontario, while working alongside his father Nick Visentin. David worked on the housing market while discovering new potential homes for numerous clients for over 25 years.


title: David Visentin

text: Visentin auditioned for co-hosting duties for "Love It or List It" and was signed on by Big Coat Productions (now Big Coat Media) as one of the hosts with Farr as his competitor. Visentin's role in the show is to convince home owners to leave or "list" their home, while Farr attempts to renovate the homeowner's home at an agreed budget. Visentin does this by showing them a series of homes that could sway them to leave. In an interview with "People" magazine, both Visentin and Farr agreed "that their good-natured bickering is what has contributed to their series' success."


title: David Visentin

text: Aside from his role on "Love it or List it", Visentin has also served either as a guest or contributor on various morning news or talk show programs including "The Marilyn Denis Show", "Harry", "The Kelly Clarkson Show" and "The Today Show". Visentin also joined Fox News Radio as a guest discussing the effects of the COVID 19 pandemic and the major shifts on the housing market and renovations.


title: David Visentin

text: He also contributes for various news services and publications such as the Canadian Press. and "Time" magazine.


title: David Visentin

text: Visentin is of Italian and Jewish descent and currently resides in Barrie, Ontario, with his wife and son.


title: Edgeplay

text: In BDSM, edgeplay is a subjective term for activity (sexual or mentally manipulative) that may challenge the conventional safe, sane and consensual ("SSC") scheme; if one is aware of the risks and consequences and is willing to accept them, then the activity is considered risk-aware consensual kink ("RACK").


title: Edgeplay

text: Edgeplay may involve the consequences of potential short- or long-term harm or death, exemplified by activities such as breathplay (erotic asphyxiation), fire play, knife play, fear play, temperature play, wax play and gunplay, as well as the potential increased risk of disease seroconverting when the risk of bodily fluid exchange is present, such as with cutting, bloodplay, or barebacking.


title: Edgeplay

text: The mindset of those involved constitutes what is edgeplay because knowledge of or experience with the activity or partner(s) may dictate what and to what extent they will act. The propriety for more dangerous or taboo-themed activities varies by individual, due to differences in moralities as well as trust between participants and experience. The only consistent rule of edgeplay is that activities (including in sadomasochism) must not be coercive, deceitful, or injurious without prior agreement or knowledge. This does exclude how others may react to the outcome(s) of the activity if they go beyond what can be handled by the partners.


title: Edgeplay

text: In the mid-1990s, the Living in Leather convention did not have discussion on ageplay, salirophilia or scat because, at the time, they were considered too extreme for consensual activity. By 2000, some considered them to be within the scope of edgeplay.


title: Smoothbore

text: A smoothbore weapon is one that has a barrel without rifling. Smoothbores range from handheld firearms to powerful tank guns and large artillery mortars.


title: Smoothbore

text: Early firearms had smoothly bored barrels that fired projectiles without significant spin. To minimize inaccuracy-inducing tumbling during flight, their projectiles required an aerodynamically uniform shape, such as a sphere. However, surface imperfections on the projectile and/or the barrel will cause even a sphere to rotate randomly during flight, and the Magnus effect will curve it off the intended trajectory when spinning on any axis not parallel to the direction of travel.


title: Smoothbore

text: Rifling the bore surface with spiral grooves or polygonal valleys imparts a stabilizing gyroscopic spin to a projectile that prevents tumbling in flight. Not only does this more than counter Magnus-induced drift, but it allows a longer, more streamlined round with greater sectional density to be fired from the same caliber barrel, improving the accuracy, effective range and hitting power.


title: Smoothbore

text: In the eighteenth century, the standard infantry arm was the smoothbore musket; although rifled muskets were introduced in the early 18th century and had more power and range, they did not become the norm until the middle of the 19th century, when the Minié ball increased their rate of fire to match that of smoothbores.


title: Smoothbore

text: Artillery weapons were smoothbore until the mid-19th century, and smoothbores continued in limited use until the late 19th century. Early rifled artillery pieces were patented by Joseph Whitworth and William Armstrong in the United Kingdom in 1855. In the United States, rifled small arms and artillery were gradually adopted during the American Civil War. However, heavy coast defense Rodman smoothbores persisted in the US until 1900 due to the tendency of the Civil War's heavy Parrott rifles to burst and lack of funding for replacement weapons.


title: Smoothbore

text: A shotgun fires multiple, round shot; firing out of a rifled barrel would impart centrifugal forces that result a doughnut-shaped pattern of shot (with a high projectile density on the periphery, and a low projectile density in the interior). While this may be acceptable at close ranges (some spreader chokes are rifled to produce wide patterns at close range) this is not desirable at longer ranges, where a tight, consistent pattern is required to improve accuracy.


title: Smoothbore

text: Another smoothbore weapon in use today is the 37-mm riot gun, which fires less-lethal munitions like rubber bullets and teargas at short range at crowds, where a high degree of accuracy is not required.


title: Smoothbore

text: The Steyr IWS 2000 anti-tank rifle is smoothbore. This can help accelerate projectiles and increase ballistic effectiveness. The projectile is a 15.2 mm fin-stabilized discarding-sabot type with armor-piercing capability which the IWS 2000 was specifically designed to fire. It contains a dart-shaped penetrator of either tungsten carbide or depleted uranium, capable of piercing 40 mm of rolled homogeneous armor at a range of 1,000 m, and causing secondary fragmentation.


title: Smoothbore

text: The cannon made the transition from smoothbore firing cannonballs to rifled firing shells in the mid-19th century. However, to reliably penetrate the thick armor of modern armored vehicles many modern tank guns have moved back to smoothbore. These fire a very long, thin kinetic-energy projectile, too long in relation to its diameter to develop the necessary spin rate through rifling. Instead, kinetic energy rounds are produced as fin-stabilized darts. Not only does this reduce the time and expense of producing rifled barrels, it also reduces the need for replacement due to barrel wear.


title: Smoothbore

text: The first tank with a smoothbore gun was the Soviet T-62, introduced into service in 1961. Today all main battle tanks field them except the British Challenger 2 and Indian Arjun MBT, and prototype of the forthcoming British Challenger 3 has a smoothbore gun. While the 73 mm gun of the early Soviet infantry fighting vehicles BMP-1 and BMD-1 was a smoothbore, their more recent successors BMP-3 and BMD-4 use a rifled 100 mm gun. The Russian navy conducted experiments with large-caliber smoothbore naval artillery, which were halted by budget cuts.


title: Smoothbore

text: The armour-piercing gun evolution has also shown up in small arms, particularly the now abandoned U.S. Advanced Combat Rifle (ACR) program. The ACR "rifles" used smoothbore barrels to fire single or multiple flechettes (tiny darts), rather than bullets, per pull of the trigger, to provide long range, flat trajectory, and armor-piercing abilities. Just like kinetic-energy tank rounds, flechettes are too long and thin to be stabilized by rifling and perform best from a smoothbore barrel. The ACR program was abandoned due to reliability problems and poor terminal ballistics.


title: Smoothbore

text: Mortar barrels are typically muzzle-loading smoothbores. Since mortars fire bombs that are dropped down the barrel and must not be a tight fit, a smooth barrel is essential. The bombs are fin-stabilized.


title: Vedam (film)

text: Vedam () is a 2010 Indian Telugu-language anthology film written and directed by Krish, and produced by Shobu Yarlagadda and Prasad Devineni under their banner Arka Media Works. The film features an ensemble cast consisting of Allu Arjun, Anushka Shetty, Manchu Manoj, Manoj Bajpayee, Saranya Ponvannan, Nagayya, Deeksha Seth, and Lekha Washington. M. M. Keeravani composed the music while Gnana Shekar V. S. did the cinematography.


title: Vedam (film)

text: Broadly falling into the hyperlink cinema genre, the film was critically acclaimed,gained cult status receiving several accolades. including four Filmfare Awards (Best Film, Best Director, Best Actor and Best Actress). "Film Companion" included "Vedam" in their list of 25 Greatest Telugu Films Of The Decade. Krish later remade the film in Tamil as "Vaanam" (2011).


title: Vedam (film)

text: Vivek Chakravarthy is an upcoming rock star in Bengaluru who hails from a family of decorated army officers. His mother wants him to follow the same path, but he is not interested. He is about to give his first live concert on New Year's Eve with his bandmates in Hyderabad. However, Vivek is late to catch the flight, forcing the band to travel by road. After some time, one of their tyres gets deflated. Not having a spare, the other friends go to get the tyre inflated, leaving Vivek and Lasya alone. Meanwhile, they are attacked by a fanatic group. However, they manage to get out of the mess with the help of a truck driver who incidentally gets involved in an earlier altercation with Vivek. The band successfully reaches Hyderabad. However, they suffer a minor accident there, which involves a mother in labour, So Vivek and Lasya take her to a hospital nearby.


title: Vedam (film)

text: Saroja is a prostitute in Amalapuram working for Rattamma. She has a best friend Karpooram, who is a eunuch. Saroja doesn't like working for Rattamma and plans to run away from there. Her dreams come true when she receives a call from Hyderabad from one of her agents. The very next day, which happens to be New Year's Eve, she leaves for Hyderabad with Karpooram without Rattamma's knowledge, but not before putting the local sub-inspector Bullebbayi to sleep using pills before sleeping with him. However, Saroja is arrested in Hyderabad by constables for betraying Bullebbayi. Karpooram frees her from the inspector, and both are taken by their agent to a client. The client turns out to be yet another broker who bought Saroja and Karpooram from Rattamma. Both successfully escape from the broker after a scuffle, during which Karpooram gets stabbed. So, Saroja takes her to the same hospital that Vivek and Lasya take the pregnant lady to.


title: Vedam (film)

text: Ramulu is a debt-ridden weaver from Sircilla. He lives with his widowed daughter-in-law Padma and grandson. Ramulu is desperate to get his grandson educated, being illiterate himself. However, he owes money to the local landlord, who takes his grandson away, saying he would be sent to the construction business in the city for 11 years to recover the money. He gives Ramulu and Padma three days to clear the debt. Not knowing what to do, Padma agrees to sell her kidney, which is illegal, as Ramulu had previously sold his kidney for the same purpose. They come to Hyderabad, and her kidney is sold successfully in the hospital where the previous four characters are. The original kidney is sold for 1,00,000, of which Ramulu gets 37,000.


title: Vedam (film)

text: Rahimuddin Qureshi is hailing from Old Basti in Hyderabad. In the past, his wife suffered a miscarriage due to a scuffle between him and a few devotees during a religious procession. Unable to bear the loss, he decides to leave the country. However, during his farewell party, Shivaram, who previously insulted Rahim during the scuffle, comes to his house and arrests his nephews, alleging that they have links with terrorists. When Rahim obstructs him, he arrests him too. During interrogation, one of his nephews accepts his terrorist background and says something tragic would happen on New Year's Eve. Rahim is shocked. When the police transport him to remand, Rahim panics and tries to escape. However, his escape bid is unsuccessful, and he gets shot in the leg. He is then taken to the same hospital as the rest of the characters are in and kept in the same ward as another terrorist suspect.


title: Vedam (film)

text: Anand Raj also known as Cable Raju is a lower middle class guy hailing from Jubilee Hills slum, living with his maternal grandmother. He loves Pooja, who is from the upper class of the society. Pooja, however, doesn't know of Raju's financial background and thinks of him to be rich. Raju has to get two passes for a lavish New Year's Eve party which cost almost 40,000. He tries to obtain that money by various means but is unsuccessful. He even tries to snatch chains from women's necks but is apprehended by the police when his motorbike hits a police van. He is taken to the police station where he meets Saroja. However, Dappu Subani, who initiated him into the chain-snatching business, comes to his rescue and gets him freed. His grandmother, vexed at his behaviour, gives him 3,000 rupees and asks him to do whatever he wants. In a local cafeteria, he happens to see Ramulu with his money bundle, decides to steal it, and follows him to the hospital. He successfully manages to steal the bundle from Ramulu and Padma. However, as he is about to pay for the passes, he realizes his mistake, adds his own 3,000 rupees to the bundle and returns it to Ramulu at the hospital.


title: Vedam (film)

text: Meanwhile, a group of terrorists come to the ward housing Rahim and free their leader. They leave Rahim unharmed on account of him being a Muslim and start the terrorist attack. Raju and Vivek try to save as many people as possible. They even kill two terrorists in the process. Rahim saves Shivaram's life. In the final fight sequence, Raju and Vivek valiantly give up their lives, trying to protect the people in the hospital.


title: Vedam (film)

text: The conclusion of the movie shows Saroja deciding to change her profession; Vivek was dead but is recognized as a national hero; Raju was dead being respected by all in his community, with Pooja coming to see him along with her mother; and Rahim being freed by Shivaram. As for Ramulu, the landlord tries to fool him by saying he did not pay enough, but Ramulu's grandson calculates and said he paid enough. The landlord is impressed and lets them go.


title: Vedam (film)

text: Director Krish had a visual of an old man walking along with a child in his dreams. However, he felt it as too arty to make a film and also the story was not complete. One day while travelling from Guntur to Hyderabad, he narrated the story of Nagayya (initially he named it Jalayya) to cinematographer Gnana Sekhar, who also worked with him in "Gamyam". The second story initially he conceptualised was about a film crew and later changed it to music band. The title of "Vedam" struck him when he was writing the story at Sirivennela's home. The climax of the film was an inspiration from 26/11 Mumbai blasts in Taj Hotel. After getting a basic storyline he decided to produce "Vedam" on his banner First Frame Entertainment, before producers Shobu Yarlagadda and Prasad Devineni decided to finance it.


title: Vedam (film)

text: Krish wanted to do the character of Karpooram, but decided against it after his mother warned him. Later, when discussing the story with Anushka Shetty, she suggested her personal make-up person Nikki for the role and Krish liked him. Anushka reduced her remuneration by 30% as the film was a low budget production. Rahimuddin Qureshi (the character played by Manoj Bajpai) is the name of Krish's best friend in intermediate. Newcomer Nagayya was cast in the film. The five principal characters were based on the five natural elements-Water, Air, Earth, Fire and Sky. It notably became the first film Allu Arjun and Manoj Manchu starred in that did not involve their respective fathers Allu Aravind and Mohan Babu.


title: Vedam (film)

text: The film's music was composed by M. M. Keeravani while the lyrics were written by Sirivennela Seetarama Sastry, Sahiti, E. S. Murthy and M. M. Keeravani The audio was released in the presence of notable Telugu film personalities on 3 May 2010.


title: Vedam (film)

text: The song "Egiripothe Entha Baguntundi", performed by Sunitha & M. M. Keeravani, became a major hit in Hyderabad and the state of Andhra Pradesh in the months following the release of the audio and film. Tracks 9 to 12 of the soundtrack were only made available on the official Digital release and not the physical CD.


title: Vedam (film)

text: "Vedam" had no promotional activities since the film's launch in 2010. The first activity happened just before the music launch, by releasing the wallpaper masking the main actors and highlighting the film's title at www.idlebrain.com. After the film's music launch, the wallpaper was re-released by revealing the actors. The film was given A certificate because of violence and Anushka's character by CBFC for video release.


title: Vedam (film)

text: "The Times of India" gave a review stating "After watching contrived plots and stereotype protagonists, this path-breaking movie arrives like a breath of fresh air. Undeniably, it's another inspiring film from the maker of Gamyam." Rediff gave a review stating "Vedam is a must-watch for its story, screenplay, direction and technicalities. It offers hope to the audience interested in good and sensible cinema that such a film can be made in Telugu. Vedam is a beautiful confluence of writing and technical aspects. It has set a benchmark in Telugu cinema." idlebrain.com gave a review stating "Vedam is a good film. Please watch it and encourage good/meaningful cinema. This film will be liked by classes and A center audiences. If masses and B/C centers patronage Vedam, it will not only do good to the film but to the entire Telugu film industry." Esskay of 123telugu.com gave a review stating "If films like Vedam aren't encouraged, we will be left with films that will be made with only money and without a soul! Watch Vedam and ask your friends to watch it, for the sake of good cinema in Telugu. The noise of clapping by the audience after the film finished is the loudest I've heard. I plead and rest my case!"


title: Lake Havasu

text: Lake Havasu () is a large reservoir formed by Parker Dam on the Colorado River, on the border between San Bernardino County, California and Mohave County, Arizona, Arizona. Lake Havasu City sits on the Arizona (eastern) side of the lake with its Californian counterpart of Havasu Lake directly across the lake. The reservoir has an available capacity of . The concrete arch dam was built by the United States Bureau of Reclamation between 1934 and 1938. The lake's primary purpose is to store water for pumping into two aqueducts. Prior to the dam construction, the area was home to the Mojave people. The lake was named (in 1939) after the Mojave word for "blue". In the early 19th century, it was frequented by beaver trappers. Spaniards also began to mine the areas along the river.


title: Lake Havasu

text: Mark Wilmer Pumping Plant pumps water into the Central Arizona Project Aqueduct. Whitsett Pumping Plant is located on the lake, and lifts the water for the Colorado River Aqueduct. Gene Pumping Plant is just south of Parker Dam, and gives the water an additional boost of . The Colorado River Aqueduct has three more pumping plants: Iron Mountain (), Eagle Mountain (), and Julian Hinds (). The total lift is .


title: Lake Havasu

text: The shorelines are in the ecotone (transition zone) of the higher Mojave Desert to the lower Sonoran Desert and its Californian Colorado Desert ecoregions.


title: Lake Havasu

text: The Havasu National Wildlife Refuge is located at the upper end and upriver. Lake Havasu State Park is along the eastern shore in Arizona. The Bill Williams River National Wildlife Refuge extends southeastward up the riparian zone of the Bill Williams River canyon from the southeastern end of the reservoir and dam.


title: Lake Havasu

text: Lake Havasu is well known for its recreational fishing and boating, which bring in around 750,000 visitors a year. Fishing tournaments are often held on the lake, where bass are the main catch.


title: Lake Havasu

text: Fish list : Largemouth bass, Smallmouth bass, Striped bass, Carp, Catfish (Channel), Catfish (Flathead), Crappie, Razorback sucker, Redear Sunfish, Sunfish (Cetrarchidae).


title: Lake Havasu

text: White sturgeon were stocked in Lake Havasu in 1967 and 1968 from stock obtained from San Pablo Bay, California. While some dead sturgeon were found downstream from Havasu (probably killed during passage over dams), living fish have not been recorded, but may still exist along the southern end of Lake Havasu near Parker Dam. Sturgeon have been known to grow upwards of 20 feet (6 meters) and can live in excess of 100 years and many in and around Lake Havasu continue in their efforts to catch a glimpse of the majestic animal.


title: Lake Havasu

text: The California Office of Environmental Health Hazard Assessment (OEHHA) has developed a safe eating advisory for Lake Havasu based on levels of mercury found in fish caught from this water body.


title: Lake Havasu

text: Robert Paxton McCulloch was an American entrepreneur most notable for purchasing the old London Bridge and moving it to one of the cities he founded in Arizona. Lake Havasu sparked the imagination of McCulloch, who purchased of lakeside property along Pittsburgh Point, the peninsula that eventually would be transformed into "the island".


title: Gerry Mulligan

text: Gerald Joseph Mulligan (April 6, 1927 – January 20, 1996), also known as Jeru, was an American jazz saxophonist, clarinetist, composer and arranger. Though primarily known as one of the leading jazz baritone saxophonists—playing the instrument with a light and airy tone in the era of cool jazz—Mulligan was also a significant arranger, working with Claude Thornhill, Miles Davis, Stan Kenton, and others. His pianoless quartet of the early 1950s with trumpeter Chet Baker is still regarded as one of the best cool jazz groups. Mulligan was also a skilled pianist and played several other reed instruments. Several of his compositions, such as "Walkin' Shoes" and "Five Brothers", have become standards.


title: Gerry Mulligan

text: Gerry Mulligan was born in Queens Village, Queens, New York, United States, the son of George and Louise Mulligan. His father was a Wilmington, Delaware native of Irish descent; his mother a Philadelphia native of half-Irish and half-German descent. Gerry was the youngest of four sons with George, Phil and Don preceding him.


title: Gerry Mulligan

text: George Mulligan's career as an engineer necessitated frequent moves through numerous cities. When Gerry was less than a year old, the family moved to Marion, Ohio, where his father accepted a job with the Marion Power Shovel Company.


title: Gerry Mulligan

text: With the demands of a large home and four young boys to raise, Mulligan's mother hired an African American nanny named Lily Rose, who became especially fond of the youngest Mulligan. As he became older, Mulligan began spending time at Rose's house and was especially amused by Rose's player piano, which Mulligan later recalled as having rolls by numerous players, including Fats Waller. Black musicians sometimes came through town, and because many motels would not take them, they often had to stay at homes within the black community. The young Mulligan occasionally met such musicians staying at Rose's home.


title: Gerry Mulligan

text: The family's moves continued with stops in South Jersey, where Mulligan lived with his maternal grandmother, Chicago, Illinois, and Kalamazoo, Michigan, where Mulligan lived for three years and attended Catholic school. When the school moved into a new building and established music courses, Mulligan decided to play clarinet in the school's nascent orchestra. Mulligan made an attempt at arranging with the Richard Rodgers song "Lover", but the arrangement was seized prior to its first reading by an overzealous nun who was taken aback by the title on the arrangement.


title: Gerry Mulligan

text: When Gerry Mulligan was 14, his family moved to Detroit and then to Reading, Pennsylvania. While in Reading, Mulligan began studying clarinet with dance-band musician Sammy Correnti, who also encouraged Mulligan's interest in arranging. Mulligan also began playing saxophone professionally in dance bands in Philadelphia, an hour and a half or so away.


title: Gerry Mulligan

text: The Mulligan family next moved to Philadelphia, where Gerry attended the West Philadelphia Catholic High School for Boys and organized a school big band, for which he also wrote arrangements. When Mulligan was sixteen, he approached Johnny Warrington at local radio station WCAU about writing arrangements for the station's house band. Warrington was impressed and began buying Mulligan's arrangements.


title: Gerry Mulligan

text: Mulligan dropped out of high school during his senior year to pursue work with a touring band. He contacted bandleader Tommy Tucker when Tucker was visiting Philadelphia's Earle Theatre. While Tucker did not need an additional reedman, he was looking for an arranger and Mulligan was hired at $100 a week to do two or three arrangements a week (including all copying). At the conclusion of Mulligan's three-month contract, Tucker told Mulligan that he should move on to another band that was a little less "tame". Mulligan went back to Philadelphia and began writing for Elliot Lawrence, a pianist and composer who had taken over for Warrington as the band leader at WCAU.


title: Gerry Mulligan

text: Mulligan moved to New York City in January 1946 and joined the arranging staff on Gene Krupa's bebop-tinged band. Arrangements of Mulligan's work with Krupa include "Birdhouse", "Disc Jockey Jump" and an arrangement of "How High the Moon", quoting Charlie Parker's "Ornithology" as a countermelody.


title: Gerry Mulligan

text: Mulligan next began arranging for the Claude Thornhill Orchestra, occasionally sitting in as a member of the reed section. Thornhill's arranging staff included Gil Evans, whom Mulligan had met while working with the Krupa band. Mulligan eventually began living with Evans, at the time that Evans' apartment on West 55th Street became a regular hangout for a number of jazz musicians, working on creating a new jazz idiom.


title: Gerry Mulligan

text: In September 1948, Miles Davis formed a nine-piece band that used arrangements by Mulligan, Evans and John Lewis. The band initially consisted of Davis on trumpet, Mulligan on baritone saxophone, trombonist Mike Zwerin, alto saxophonist Lee Konitz, Junior Collins on French horn, tubist Bill Barber, pianist John Lewis, bassist Al McKibbon and drummer Max Roach.


title: Gerry Mulligan

text: The band only played a handful of live performances (a two-week engagement at the Royal Roost and two nights at the Clique Club). However, over the next couple of years, Davis reformed the nonet on three occasions to record twelve pieces for release as singles by Capitol Records. They formed the "Birth of the Cool" 12-inch album released in 1957. Mulligan wrote and arranged three of the tunes recorded ("Rocker", "Venus de Milo", and "Jeru", the last named after himself), and arranged a further three ("Deception", "Godchild", and "Darn That Dream").


title: Gerry Mulligan

text: He was also one of only four musicians who played on all the recordings, with Davis, Konitz and Barber. Despite the chilly reception by audiences of 1949, the Davis nonet has been judged by history as one of the most influential groups in jazz history, creating a sound that, despite its East Coast origins, became known as West Coast Jazz.


title: Gerry Mulligan

text: During his period of occasional work with the Davis nonet between 1949 and 1951, Mulligan also regularly performed with and arranged for trombonist Kai Winding. Mulligan's composition "Elevation" and his arrangement of "Between the Devil and the Deep Blue Sea" were recorded by Mulligan's old boss, Elliot Lawrence. This brought Mulligan additional recognition. Mulligan also arranged for and recorded with bands led by Georgie Auld and Chubby Jackson.


title: Gerry Mulligan

text: In September 1951, Mulligan recorded the first album under his own name, "Mulligan Plays Mulligan". By this point, he had mastered a melodic and linear playing style, inspired by Lester Young, that he would retain for the rest of his career.


title: Gerry Mulligan

text: In early 1952, seeking better employment opportunities, Mulligan headed west to Los Angeles with his girlfriend, pianist Gail Madden. Through an acquaintance with arranger Bob Graettinger, Mulligan started writing arrangements for Stan Kenton's Orchestra. While most of Mulligan's work for Kenton were pedestrian arrangements, that Kenton needed to fill out money-making dance performances, Mulligan was able to throw in some more substantial original works along the way. His compositions "Walking Shoes" and "Young Blood", stand out as embodiments of the contrapuntal style that became Mulligan's signature.


title: Gerry Mulligan

text: While arranging for Kenton, Mulligan began performing on off-nights at The Haig, a small jazz club on Wilshire Boulevard at Kenmore Street in Hollywood, Los Angeles. During the Monday night jam sessions, a young trumpeter named Chet Baker began sitting in with Mulligan. Mulligan and Baker began recording together, although they were unsatisfied with the results. Around that time, vibraphonist Red Norvo's trio (with guitar and bass) began headlining at The Haig, thus leaving no need to keep the grand piano that had been brought in for Erroll Garner's stay at the club.


title: Gerry Mulligan

text: Faced with a dilemma of what to do for a rhythm section, Mulligan decided to build on earlier experiments and perform as a pianoless quartet with Baker on trumpet, Carson Smith on bass and Chico Hamilton on drums (later Mulligan himself would occasionally double on piano). These early live dates were recorded by Richard Bock on a portable reel-to-reel tape deck. Bock along with Roy Harte would soon after, start the Pacific Jazz label and release Mulligan's records. Mulligan's first recording sessions in Los Angeles were produced by Bock for Pacific Jazz. These three informal sessions took place in June, July, and August 1952 at the Hollywood Hills home studio of recording engineer Phil Turetsky. At these sessions, Mulligan, Chet Baker, and others recorded the material that was released as Pacific Jazz PJ LP-1 and later on PJ-8.


title: Gerry Mulligan

text: Baker's melodic style fit well with Mulligan's, leading them to create improvised contrapuntal textures free from the rigid confines of a piano-enforced chordal structure. While novel at the time in sound and style, this ethos of contrapuntal group improvisation hearkened back to the formative days of jazz. Despite their very different backgrounds – Mulligan, a classically trained New Yorker, and Baker, from Oklahoma and a much more instinctive player – they had an almost psychic rapport and Mulligan later remarked that: "I had never experienced anything like that before and not really since." Their dates at the Haig became sell-outs and the recordings they made in late 1952 became major sellers, that led to significant acclaim for Mulligan and Baker. The recordings included singles such as "Motel" (1953) labelled as 'The Gerry Mulligan Quartet Featuring Chet Baker'.


title: Gerry Mulligan

text: This fortuitous collaboration came to an abrupt end with Mulligan's arrest on narcotics charges in mid-1953, leading to six months at Sheriff's Honor Farm. Both Mulligan and Baker had, like many of their peers, become heroin addicts. However, while Mulligan was in prison, Baker transformed his lyrical trumpet style, gentle tenor voice and matinee-idol looks into independent stardom. Thus when upon his release Mulligan attempted to rehire Baker, the trumpeter declined the offer for financial reasons. They did briefly reunite at the 1955 Newport Jazz Festival and would occasionally get together for performances and recordings up through a 1974 performance at Carnegie Hall. But in later years their relationship became strained as Mulligan, with considerable effort, would manage to kick his habit, while Baker's addiction bedevilled him professionally and personally almost constantly until his death in 1988.


title: Gerry Mulligan

text: Mulligan continued the quartet format with valve trombonist Bob Brookmeyer replacing Baker, although Mulligan and Brookmeyer both occasionally played piano. The quartet played at the third Paris Jazz Fair in 1954, with Red Mitchell on bass and Frank Isola on drums. This quartet structure remained the core of Mulligan's groups throughout the rest of the 1950s, with sporadic personnel changes and expansions of the group with trumpeters Jon Eardley and Art Farmer, saxophonists Zoot Sims, Al Cohn and Lee Konitz, and vocalist Annie Ross. In 1957, Mulligan and his wife, Arlyne Brown Mulligan (daughter of composer Lew Brown), had a son, Reed Brown Mulligan.


title: Gerry Mulligan

text: Mulligan also studied piano with Suezenne Fordham, who was a member of the inner circle of jazz players in New York. She was sought out by jazz musicians of the era to coach them to improve their piano technique. She and Mulligan also had a personal relationship from 1966 through 1972.


title: Gerry Mulligan

text: Mulligan also performed as a soloist or sideman (often in festival settings) with a variety of late-1950s jazz artists: Paul Desmond, Duke Ellington, Ben Webster, Johnny Hodges, Jimmy Witherspoon, André Previn, Billie Holiday, Marian McPartland, Louis Armstrong, Count Basie, Stan Getz, Thelonious Monk, Fletcher Henderson, Manny Albam, Quincy Jones, Kai Winding, Miles Davis, and Dave Brubeck. Mulligan appeared in Art Kane's A Great Day in Harlem portrait of 57 major jazz musicians taken in August 1958.


title: Gerry Mulligan

text: Mulligan formed his first "Concert Jazz Band" in the spring of 1960. Partly an attempt to revisit big band music in a smaller setting, the band varied in size and personnel, with the core group being six brass, five reeds (including Mulligan) and a pianoless two-piece rhythm section (though as in the earlier quartets Mulligan or Brookmeyer sometimes doubled on piano). The membership included (at various times, among others): trumpeters Conte Candoli, Nick Travis, Clark Terry, Don Ferrara, Al Derisi, Thad Jones and Doc Severinsen, saxophonists Zoot Sims Jim Reider, Gene Allen, Bobby Donovan, Phil Woods and Gene Quill, trombonists Willie Dennis, Alan Raph and Bob Brookmeyer, drummers Mel Lewis and Gus Johnson, and bassists Buddy Clark and Bill Crow. The band also recorded an album of songs sung by Mulligan's girlfriend Judy Holliday in 1961. The band toured and recorded extensively through the end of 1964, eventually recording five albums for Verve Records.


title: Gerry Mulligan

text: Mulligan resumed work with small groups in 1962 and appeared with other groups sporadically (notably in festival situations). Mulligan continued to work intermittently in small group settings until the end of his life, although performing dates started to become more infrequent during the mid 1960s. After Dave Brubeck's quartet broke up in 1967, Mulligan began appearing regularly with Brubeck as the "Gerry Mulligan / Dave Brubeck Quartet" through 1973. Thereafter, Mulligan and Brubeck would work together sporadically until the final year of Mulligan's life.


title: Gerry Mulligan

text: In 1971, Mulligan created his most significant work for big band in over a decade, for the album "The Age of Steam". At various times in the 1970s, he performed with Charles Mingus. The Concert Jazz Band was "reformed" with younger players, including a full-time pianist in Mitchel Forman, in 1978, and toured during the 1980s.


title: Gerry Mulligan

text: Mulligan, like many jazz musicians of his era, occasionally recorded with strings. Dates included 1957 recordings with Vinnie Burke's String Jazz Quartet, a 1959 orchestra album with André Previn and a 1965 album of the Gerry Mulligan Quintet and Strings. In 1974, Mulligan collaborated with Argentine tango musician Ástor Piazzolla. While in Milan for the recording sessions, Mulligan met his future wife, Countess Franca Rota Borghini Baldovinetti, a freelance photojournalist and reporter. In 1975, Mulligan recorded an album with Italian pianist / composer Enrico Intra, bassist/arranger Pino Presti, flutist Giancarlo Barigozzi and drummer Tullio De Piscopo.


title: Gerry Mulligan

text: Mulligan's more classical work with orchestras began in May 1970 with a performance of Dave Brubeck's oratorio, "The Light in the Wilderness" with Erich Kunzel and the Cincinnati Symphony.


title: Gerry Mulligan

text: In the 1970s and 1980s, Mulligan worked to build and promote a repertoire of baritone saxophone music for orchestra. In 1973, Mulligan commissioned composer Frank Proto to write a "Saxophone Concerto" that was premiered with the Cincinnati Symphony. In 1977, the Canadian Broadcasting Corporation commissioned Harry Freedman to write the saxophone concerto "Celebration", which was performed by Mulligan with the CBC Symphony. In 1982, Zubin Mehta invited Mulligan to play soprano saxophone in a New York Philharmonic performance of Ravel's "Boléro".


title: Gerry Mulligan

text: In 1984, Mulligan commissioned Harry Freedman to write "The Sax Chronicles", which was an arrangement of some of Mulligan's melodies in pastiche styles. In April of that year, Mulligan was a soloist with the New American Orchestra in Los Angeles for the premiere of Patrick Williams' "Spring Wings".


title: Gerry Mulligan

text: In June 1984, Mulligan completed and performed his first orchestral commission, "Entente for Baritone Saxophone and Orchestra", with the Filarmonia Venetia. In October, Mulligan performed "Entente" and "The Sax Chronicles" with the London Symphony Orchestra.


title: Gerry Mulligan

text: In 1987, Mulligan adapted "K-4 Pacific" (from his 1971 "Age of Steam" big band recording) for quartet with orchestra and performed it beside "Entente" with the Israel Philharmonic in Tel Aviv with Zubin Mehta conducting. Mulligan's orchestral appearances at the time also included the Houston Symphony, Stockholm Philharmonic and New York Philharmonic.


title: Gerry Mulligan

text: In 1988, Mulligan's "Octet for Sea Cliff" was premiered. A chamber work, it was commissioned by the Sea Cliff Chamber Players. In 1991, the Concordia Orchestra premiered "Momo's Clock", a work for orchestra (without saxophone solo) that was inspired by a book by German author Michael Ende.


title: Gerry Mulligan

text: Throughout Mulligan's orchestral work and until the end of his life, Mulligan maintained an active career performing and recording jazz – usually with a quartet that included a piano.


title: Gerry Mulligan

text: In June 1988, Mulligan was invited to be the first Composer-in-Residence at the Glasgow International Jazz Festival and was commissioned to write a work, which he titled "The Flying Scotsman". In 1991, Mulligan contacted Miles Davis about revisiting the music from the seminal 1949 "Birth of the Cool" album. Davis had recently performed some of his Gil Evans collaborations with Quincy Jones at the Montreux Jazz Festival and was enthusiastic. However, Davis died in September and Mulligan continued the recording project and tour with Wallace Roney and Art Farmer substituting for Davis. "Re-Birth of the Cool" (released in 1992) featured the charts from "Birth of the Cool", and a nonet which included Lewis and Barber from the original Davis band. Mulligan appeared at the Brecon Jazz Festival in 1991. Mulligan's final recording was a quartet album (with guests), "Dragonfly", recorded in the summer of 1995 and released on the Telarc label. Mulligan gave his final performance on the 13th Annual Floating Jazz Festival, Caribbean Cruise, November 9, 1995.


title: Gerry Mulligan

text: Mulligan died in Darien, Connecticut, on January 20, 1996, at the age of 68, following complications from knee surgery. His widow Franca – to whom he had been married since 1976 – said he had also been suffering from liver cancer. Upon Mulligan's death, his library and numerous personal effects (including a gold-plated Conn baritone saxophone) were given to the Library of Congress. 'The Gerry Mulligan Collection' is open to registered public researchers in the library's Performing Arts Research Center. The library placed Mulligan's saxophone on permanent exhibit in early 2009.


title: Gerry Mulligan

text: Mulligan's first film appearance was probably with Krupa's orchestra playing alto saxophone in the RKO short film "Follow That Music" (1946). Mulligan had small roles in the films "I Want to Live!" (1958), as a jazz combo member; "Jazz on a Summer's Day" (1960), featuring his performance at the 1958 Newport Jazz Festival; "The Rat Race" (1960), in which he appears as a tenor saxophonist instead of his usual instrument; "The Subterraneans" (1960) and "Bells Are Ringing" (also 1960) with his then partner, Judy Holliday. Mulligan also performed numerous times on television programmes during his career.


title: Gerry Mulligan

text: As a film composer, Mulligan wrote music for "A Thousand Clowns" (1965, the title theme), the film version of the Broadway comedy "Luv" (1967), the French films "La Menace" (1977) and "Les Petites galères" (1977, with Ástor Piazzolla) and "I'm Not Rappaport" (1996, the title theme).


title: Gerry Mulligan

text: In 1974, Mulligan collaborated on a musical version of Anita Loos' play "Happy Birthday". Although the creative team had great hopes for the work, it never made it past a workshop production at the University of Alabama. In 1978, Mulligan wrote incidental music for Dale Wasserman's Broadway play "Play with Fire".


title: Gerry Mulligan

text: In 1995, the Hal Leonard Corporation released the video tape "The Gerry Mulligan Workshop – A Master Class on Jazz and Its Legendary Players".


title: Gerry Mulligan

text: Mulligan, Gerry with Poston, Ken (2022). Being Gerry Mulligan, My Life in Music. Backbeat Books ISBN 978-1-4930-6482-3.


title: Fluid and crystallized intelligence

text: The concepts of fluid intelligence (g") and crystallized intelligence (g") were introduced in 1963 by the psychologist Raymond Cattell. According to Cattell's psychometrically-based theory, general intelligence ("g") is subdivided into "g" and "g". Fluid intelligence is the ability to solve novel reasoning problems and is correlated with a number of important skills such as comprehension, problem-solving, and learning. Crystallized intelligence, on the other hand, involves the ability to deduce secondary relational abstractions by applying previously learned primary relational abstractions.


title: Fluid and crystallized intelligence

text: Fluid and crystallized intelligence are constructs originally conceptualized by Raymond Cattell. The concepts of fluid and crystallized intelligence were further developed by Cattell and his former student John L. Horn.


title: Fluid and crystallized intelligence

text: Fluid intelligence ("g") refers to basic processes of reasoning and other mental activities that depend only minimally on prior learning (such as formal and informal education) and acculturation. Horn notes that it is formless and can "flow into" a wide variety of cognitive activities. Tasks measuring fluid reasoning require the ability to solve abstract reasoning problems. Examples of tasks that measure fluid intelligence include figure classifications, figural analyses, number and letter series, matrices, and paired associates.


title: Fluid and crystallized intelligence

text: Crystallized intelligence ("g") refers to learned procedures and knowledge. It reflects the effects of experience and acculturation. Horn notes that crystallized ability is a "precipitate out of experience," resulting from the prior application of fluid ability that has been combined with the intelligence of culture. Examples of tasks that measure crystallized intelligence are vocabulary, general information, abstract word analogies, and the mechanics of language.


title: Fluid and crystallized intelligence

text: Horn provided the following example of crystallized and fluid approaches to solving a problem. Here is the problem he described:


title: Fluid and crystallized intelligence

text: "There are 100 patients in a hospital. Some (an even number) are one-legged but wearing shoes. One-half of the remainder are barefooted. How many shoes are being worn?"


title: Fluid and crystallized intelligence

text: The crystallized approach to solving the problem would involve the application of high school-level algebra. Algebra is an acculturational product.


title: Fluid and crystallized intelligence

text: formula_1 is the number of shoes worn, where equals the number of one-legged patients. formula_2 equals the number of two-legged patients. The solution boils down to 100 shoes.


title: Fluid and crystallized intelligence

text: In contrast to the crystallized approach to solving the problem, Horn provided a made-up example of a fluid approach to solving the problem, an approach that does not depend on the learning of high school-level algebra. In his made-up example, Horn described a boy who is too young to attend secondary school but could solve the problem through the application of fluid ability: "He may reason that if half the two-legged people are without shoes, and all the rest (an even number) are one-legged, then the shoes must average one per person, and the answer is 100."


title: Fluid and crystallized intelligence

text: Researchers have linked the theory of fluid and crystallized abilities to Piaget's theory of cognitive development. Fluid ability and Piaget's operative intelligence both concern logical thinking and the "eduction of relations" (an expression Cattell used to refer to the inferring of relationships). Crystallized ability and Piaget's treatment of everyday learning reflects the impress of experience. Like fluid ability's relation to crystallized intelligence, Piaget's operativity is considered to be prior to, and ultimately provides the foundation for, everyday learning.


title: Fluid and crystallized intelligence

text: The Raven's Progressive Matrices (RPM) is one of the most commonly used measures of fluid ability. It is a non-verbal multiple-choice test. Participants have to complete a series of drawings by identifying relevant features based on the spatial organization of an array of objects and choosing one object that matches one or more of the identified features. This task assesses the ability to consider one or more relationships between mental representations or "relational reasoning." "Propositional analogies" and semantic decision tasks are also used to assess relational reasoning.


title: Fluid and crystallized intelligence

text: In the Woodcock-Johnson Tests of Cognitive Abilities, Third Edition (WJ-III), "g" is assessed by two tests: Concept Formation and Analysis Synthesis. Concept Formation tasks require the individual to use categorical thinking; Analysis Synthesis tasks require general sequential reasoning.


title: Fluid and crystallized intelligence

text: Individuals have to apply concepts by inferring the underlying "rules" for solving visual puzzles that are presented with increasing levels of difficulty. As the level of difficulty increases, individuals have to identify a key difference (or the "rule") for solving puzzles involving one-to-one comparisons. For more difficult items, individuals need to understand the concept of "and" (e.g., a solution must have some of this and some of that) and the concept of "or" (e.g., to be inside a box, the item must be either this or that). The most difficult items require fluid transformations and cognitive shifting between the various types of concept puzzles that the examinee had worked with previously.


title: Fluid and crystallized intelligence

text: In the Analysis-Synthesis test, the individual has to learn and orally state the solutions to incomplete logic puzzles that mimic a miniature mathematics system. The test also contains some of the features involved in using symbolic formulations in other fields such as chemistry and logic. The individual has presented a set of logic rules, a "key" that is used to solve the puzzles. The individual has to determine the missing colors within each of the puzzles using the key. Complex items presented puzzles that require two or more sequential mental manipulations of the key to deriving a final solution. Increasingly difficult items involve a mix of puzzles that requires fluid shifts in deduction, logic, and inference.


title: Fluid and crystallized intelligence

text: The Wechsler Intelligence Scales for Children, Fourth Edition (WISC-IV) is used to have an overall measure in cognitive ability with five primary indexing scores. In the WISC-IV, the Perceptual Reasoning Index contains two subtests that assess "g": Matrix Reasoning, which involves induction and deduction, and Picture Concepts, which involves induction.


title: Fluid and crystallized intelligence

text: In the Picture Concepts task, children have presented with a series of pictures on two or three rows and asked which pictures (one from each row) belong together based on some common characteristic. This task assesses the child's ability to discover the underlying characteristic (e.g., rule, concept, trend, class membership) that governs a set of materials.


title: Fluid and crystallized intelligence

text: Matrix Reasoning also assesses this ability as well as the ability to start with stated rules, premises, or conditions and to engage in one or more steps to reach a solution to a novel problem (deduction). In the Matrix Reasoning test, children have presented with a series or sequence of pictures with one picture missing. Their task requires the child to choose the picture that fits the series or sequence from an array of five options. Since Matrix Reasoning and Picture Concepts involve the use of visual stimuli and do not require expressive language, they have been considered to be non-verbal tests of "g".


title: Fluid and crystallized intelligence

text: Within the corporate environment, fluid intelligence is a predictor of a person's capacity to work well in environments characterised by complexity, uncertainty, and ambiguity. The Cognitive Process Profile (CPP) measures a person's fluid intelligence and cognitive processes. It maps these against suitable work environments according to Elliott Jaques's Stratified Systems Theory. Fe et al. (2022) show that fluid intelligence measured in childhood predicts labor market earnings.


title: Fluid and crystallized intelligence

text: Some authors have suggested that unless an individual is truly interested in a problem presented on an IQ test, the cognitive work required to solve the problem may not be performed owing to a lack of interest. These authors have contended that a low score on tests that are intended to measure fluid intelligence may reflect more of a lack of interest in the tasks than an inability to complete the tasks successfully.


title: Fluid and crystallized intelligence

text: Fluid intelligence peaks at around age 20 and then gradually declines. This decline may be related to local atrophy of the brain in the right cerebellum, a lack of practice, or the result of age-related changes in the brain.


title: Fluid and crystallized intelligence

text: Crystallized intelligence typically increases gradually, stays relatively stable across most of adulthood, and then begins to decline after age 65. The exact peak age of cognitive skills remains elusive.


title: Fluid and crystallized intelligence

text: Working memory capacity is closely related to fluid intelligence, and has been proposed to account for individual differences in "g". The linking of working memory and "g" has been suggested that it could help resolve mysteries that have puzzled researchers concerning the two concepts.


title: Fluid and crystallized intelligence

text: According to David Geary, "g" and "g" can be traced to two separate brain systems. Fluid intelligence involves the dorsolateral prefrontal cortex, the anterior cingulate cortex, and other systems related to attention and short-term memory. Crystallized intelligence appears to be a function of brain regions that involve the storage and usage of long-term memories, such as the hippocampus.


title: Fluid and crystallized intelligence

text: Because working memory is thought to influence "g", then training to increase the capacity of working memory could have a positive impact on "g". Some researchers, however, question whether the results of training interventions to enhance "g" are long-lasting and transferable, especially when these techniques are used by healthy children and adults without cognitive deficiencies. A meta-analytical review published in 2012 concluded that "memory training programs appear to produce short-term, specific training effects that do not generalize."


title: Fluid and crystallized intelligence

text: In a series of four individual experiments involving 70 participants (mean age of 25.6) from the University of Bern community, Jaeggi et al. found that, in comparison to a demographically matched control group, healthy young adults who practiced a demanding working memory task (dual n-back) approximately 25 minutes per day for between 8 and 19 days had significantly greater pre-to-posttest increases in their scores on a matrix test of fluid intelligence. There was no long-term follow-up to assess how enduring the effects of training were.


title: Fluid and crystallized intelligence

text: Two later n-back studies did not support the findings of Jaeggi et al. Although participants' performance on the training task improved, these studies showed no significant improvement in the mental abilities tested, especially fluid intelligence and working memory capacity.


title: Fluid and crystallized intelligence

text: Thus the balance of findings suggests that training for the purpose of increasing working memory can have specific short-term effects but no effects on "g".


title: Miniature American Shepherd

text: The Miniature American Shepherd, frequently abbreviated MAS, is a small herding dog breed. The MAS is highly intelligent and biddable. The breed is often trained for dog sports such as herding, agility, obedience, canine freestyle, flyball, and others. The Miniature American Shepherd was recognised by the American Kennel Club (AKC) in 2015 and is the club's 186th breed. In September 2019, the Fédération Cynologique Internationale (FCI) officially accepted the breed.


title: Miniature American Shepherd

text: The MAS was bred first in the United States as a small herding and working dog. The Miniature American Shepherd (at that time still the Miniature Australian Shepherd) was first developed in the late 1960s by breeding what was thought to be small Australian Shepherds, and by the mid-1970s the breed had reached its current desired size. In many areas and kennel clubs the Miniature American Shepherd is still used as a working breed in competitions.


title: Miniature American Shepherd

text: The predecessor to MASCUSA was the North American Miniature Australian Shepherd Club of the United States, NAMASCUSA and was the first Parent club registry for the Mini Aussie. The second club to register Mini Aussies Miniature Australian Shepherd Club of America MASCA is currently active but no longer accepts dogs registered as MAS with AKC. AKC MAS dogs may still breed to Mini Aussies however.


title: Miniature American Shepherd

text: In 1993 the original MASCUSA club was asked by the AKC to change its name. Additionally, Miniature Australian Shepherds could no longer participate under their chosen name as it was too similar to that of an AKC affiliated breed, so the Miniature Australian Shepherd was renamed the North American Shepherd.


title: Miniature American Shepherd

text: In 1993, MASCUSA (the original organisation) became the North American Miniature Australian Shepherd Club of America. For the next 15 years, there were numerous clubs that were formed, reorganised, and sometimes went defunct, trying to come to a consensus concerning the emerging breed. Enough members were eventually interested in obtaining separate recognition, thus prompting members of NAMASCUSA to approach the AKC. Working as a team with AKC and USASA, the name and breed of Miniature American Shepherd was born. The Miniature Australian Shepherd community is still divided over this compromise. In May 2011, the MASCUSA club was chosen by AKC as the parent club of the newly named Miniature American Shepherd. The Miniature American Shepherd Club of the USA achieved full AKC recognition and acceptance for the breed on July 1, 2015.


title: Miniature American Shepherd

text: The Miniature American Shepherd is a small dog, with the breed standard specifying a height of 14-18 inches (36–46 cm) for males and 13-17 inches (33–43 cm) for females. The topline is level from withers to hip joint. The tail may be undocked, a natural bobtail, or may be docked to a length not exceeding three inches.


title: Miniature American Shepherd

text: Recognised coat colors in the breed are black, blue merle, red merle, and red (liver). There are no specified quantities of marbling, flecking, or blotching for merle coats. Tan markings are permissible anywhere around the eyes and face, as well as on the feet, legs, chest, muzzle, underside of the neck and body, under the tail and on the undersides of the ears. White markings are permissible, but limited to the muzzle, cheeks, crown of the head, in a blaze on the head, in a partial or full collar on the neck and on the belly, chest, front legs and hind legs to the hock. White markings should not cover more than 25% of the ear and white body markings outside of the above permitted areas may disqualify the dog from conformation shows.


title: Miniature American Shepherd

text: The MAS has an expected lifespan of 13–15 years. Several chronic diseases and detrimental genetic traits are known to exist within the MAS gene pool, including progressive retinal atrophy (PRA-prcd), hereditary cataracts, iris coloboma, micropthalmia, multi-drug resistance gene (MDR1), hip dysplasia, and degenerative myelopathy. They are classified as a high-energy breed, and require frequent exercise and mental stimulation.


title: Sam Berns

text: Sampson Gordon Berns (October 23, 1996 – January 10, 2014) was an American activist with progeria, an extremely rare and fatal disease that causes the body to age rapidly. Sam helped raise awareness about the disease and he was the subject of the HBO documentary "Life According to Sam", which was first screened in January 2013.


title: Sam Berns

text: His parents, Scott Berns and Leslie Gordon, both pediatricians, received their son's diagnosis when he was less than two years old. Roughly a year later, they established the Progeria Research Foundation in an effort to increase awareness of the condition, to promote research into the underlying causes of and possible treatments for the disease. Moreover, they offer resources for the support of those with progeria and their families.


title: Sam Berns

text: On November 9, 2013, at a home game for the Boston Bruins, Berns helped host Progeria Awareness Night, sat with the team as an assistant equipment manager, and dropped the ceremonial first puck for that night's game against the Toronto Maple Leafs. Berns and Zdeno Chára, the Bruins captain, had been strong friends since 2006, when Berns attended a Bruins game and met Chára afterwards. Chára had scored in that game and Berns blurted out "You're the hero!". Chára responded: "No, no, you're my hero, our hero."


title: Sam Berns

text: On January 14, 2014, the Bruins honored Berns with a moment of silence and a video tribute before the start of the game.


title: Sam Berns

text: Berns was to be an honorary captain when the New England Patriots hosted the Indianapolis Colts in a divisional playoff game on January 11, 2014; however, he died on January 10, the evening before the game.


title: Sam Berns

text: Patriots Chairman and CEO Robert Kraft issued a statement on the news of the passing of Berns. "I loved Sam Berns and am richer for having known him," Kraft said.


title: Sam Berns

text: "My Philosophy for a Happy Life" was recorded in 2013 by Sam Berns at the TEDxMidAtlantic and has been viewed over 49 million times (as of September 2022).


title: Sam Berns

text: "Life According to Sam" is a 2013 documentary film based on the life of Sam Berns and has been shown at film festivals, including Sundance, and it was broadcast on HBO in October. The Academy of Motion Picture Arts and Sciences said it is among 15 documentaries considered for Oscar nominations.


title: John Paxson

text: John MacBeth Paxson (born September 29, 1960) is an American basketball administrator and former player who was vice president of basketball operations for the Chicago Bulls of the National Basketball Association (NBA) from 2009 to 2020. He was their general manager from 2003 to 2009. Paxson played eleven NBA seasons for the San Antonio Spurs and Chicago Bulls, winning three championships as a member of the Bulls. He was an All-American college player at the University of Notre Dame.


title: John Paxson

text: Paxson attended Archbishop Alter High School in Kettering, Ohio, following in the footsteps of his elder brother, Jim, who would go on to a star career at the University of Dayton, and, later, in the NBA, as a member of the Portland Trail Blazers. By his senior year, John was considered one of the top guards in the country and was named to the 1979 McDonald's All-American Team, joining such future college and NBA standouts as Isiah Thomas, James Worthy, and Byron Scott in the game.


title: John Paxson

text: Paxson played collegiate basketball at the University of Notre Dame in South Bend, Indiana. In 1980-81, his sophomore year, Paxson led the Fighting Irish in assists with a career-high 138 that season. He earned his first All-America recognition as a junior in 1981-82, averaging 16.4 points and dishing out 4.7 assists. The following year, Paxson led Notre Dame to a 19-10 record, averaging a career-high 17.7 points per game and tallying 112 assists en route to claiming his second All-America selection. He also helped guide the team to NCAA appearances in 1980 and 1981. For his career, he was a .526 shooter from the field, presaging his sharpshooting prowess in the pros. He finished his four-year stint at Notre Dame with 1,366 points (19th in Notre Dame history), 411 assists (seventh), 133 steals (eighth), 86 games started (13th), and field goal percentage (20th). His four-year average was 12.2 points per game.


title: John Paxson

text: Paxson graduated from Notre Dame in 1983 with a degree in Business Administration and a 3.17 GPA and was a two-time Academic All-American. Bob Arnzen, Pat Garrity, Tim Abromaitis and Paxson are the only four basketball players in Notre Dame's history to earn Academic All-America accolades more than once.


title: John Paxson

text: On June 6, 2005, Paxson was inducted into the College Sports Information Directors of America Academic All-America (CoSIDA) Hall of Fame, along with five other celebrities.


title: John Paxson

text: Paxson was selected by the San Antonio Spurs with the 19th overall pick of the 1983 NBA draft. In two seasons with the Spurs, he averaged 4.9 points per game and 2.9 assists. He then signed as a free agent with the Chicago Bulls, who teamed him in the backcourt with Michael Jordan. Paxson proved to be a valuable 3-point marksman and clutch shooter in the Bulls' first 3 championships.


title: John Paxson

text: Paxson is best known for his championship-winning shot during Game 6 of the 1993 NBA Finals. The Bulls were down by two in the last seconds of Game 6 of the finals series held at the America West Arena in Phoenix, Arizona, before Paxson shot a wide-open three point shot with 3.9 seconds remaining, giving the Bulls a 99-98 lead and their third consecutive NBA title. In his NBA career, he started 369 games, and averaged 7.2 points and 3.6 assists per game.