Thanks for the A2A Josh: Tough one to reduce to just a single incident but I'll try. I grew up in North Central Indiana, about 50 miles south of South Bend. It was common to have frequent snow accumulation in the winter and blustery, freezing temps. It seems like this was particularly true during my childhood in the 70's and 80's. My family was blue collar through and through. We lived in the heartland in a town of just a few hundred with a sawmill and an on again off again gas station as our only two businesses. My dad worked in a factory for roughly 45 years. He apparently started that job right out of high school. My mom was an incredibly hard worker and Still is to this day. She did factory work, restaurant management and everything in between. It was this Protestant work ethic that led to one of the frequent tasks that my brother and I had to do which was not fun but ultimately was a very good deed. As I said, winters were often snowy and harsh. So my mom would make my brother and me shovel driveways and sidewalks for a couple of elderly residents. We did this of course, after we did our own driveway. Some people had motorized snowblowers but we did not. Standard snow shovels were our tools. I remember us whining about the chore, wishing we could just play in the snow or get out of it altogether. I don't remember being overly conscious of the relief this provided for our elderly neighbors. I just remember that Mom would be disappointed if we didn't do a good job. Later in life I would have great appreciation for the things required of me by my parents. Factory work and summer farm jobs helped us learn the value of hard work and would set us on a road to appreciation of future job opportunities that were less taxing. I still remember hating shoveling snow. But I'm forever grateful that I did it. After the end of the story he is probably feeling how toward his father? - not enough information - mad - disgusted - Grateful
Grateful

As his days in office wane, U.S. President Barack Obama is pushing to commute sentences of non-violent drug offenders convicted under what the White House called "outdated and unduly harsh" sentencing laws. It has become the centerpiece of his effort to reform the country's criminal-justice system, which has the highest incarceration rate in the world. Last Friday, the President granted commutations to 42 convicted nonviolent offenders, bringing the total so far in his presidency to 348 commutations more than any president has in nearly half a century. His predecessor, George W. Bush granted clemency in just 11 cases. It's not just Obama pushing for reform. Top Republicans and Democrats in Congress also support relaxing the sentencing laws that have tripled the federal and state prison populations in the last 30 years, reaching more than 1.56 million inmates at the end of 2014. However in Congress, the main legislative effort for sentencing changes, the Sentencing Reform and Corrections Act of 2015, has failed to pass either chamber of Congress. The bill would reduce long mandatory minimum sentences for many nonviolent drug crimes, give judges more control over the terms of punishment and provide inmates with more opportunities to get out early by participating in rehabilitation programs. Failing congressional help, Obama has in recent months relied on his presidential powers to commute the sentences of non-violent offenders. Under the Constitution, the president has the power to grant "pardons for offenses against the United States" or to commute federal sentences. A pardon is an act of presidential forgiveness and wipes away any remaining legal liabilities from a conviction. A commutation reduces a sentence but does not eliminate a conviction or restore civil rights lost as a result of the conviction. The American Bar Association has joined Obama's push and put its support behind the Clemency Project 2014, a national effort by multiple justice groups to help inmates who meet U.S. Department of Justice... why did the Reform and Corrections Act of 2015 fail to pass - chamber of Congress - democrats - replublicans - not enough information
chamber of Congress

A prospective client sent me a link to this in-depth article on IBM's design thinking revolution, where Phil Gilbert, IBM's General Manager of Design, has hired over 1000 designers into the firm, and pushed for over 8000 of its managers and staff to get 'trained' in design thinking. They have even created specific design centres across the firm, with design offices in most of its key locations, such as the one above. The goal is nothing short of beginning IBM's next phase of transformation, one of many in its 100+ year history. However, all is not rosy. Despite achieving a monumental success relative to the status quo, 8000 'recognised' design thinkers in a corporation of over 370,000 souls is barely a dent in terms of changing practice. If NoTosh were to effect change in only 2% of the teachers with whom we work, we'd have packed up our bags long ago. I'm not sure hiring 1000 designers in and of itself is the answer to any organisation trying to instil a different way of viewing the world. Here's why. Since design thinking really began to be a thing, back in the early 60s, the designer him or herself has consistently been at the centre of the design process. Even though we talk of 'user-centred design', the actual ideation and production of a solution, and in many cases the synthesis and definition of the problem to be solve, too, are all tasks undertaken by skilled 'designers', rather than the people in the organisation who have the scope, brand, or 'permission' to play in that space. Once the designers leave the project, so does the design thinking. There is a reason d.school sees its executive courses filled with repeat customers and firms like IDEO continue to thrive - they are resolving challenges in specific examples of services or products, but not necessarily transforming the firms and organisations who had the budget and desire to solve a problem in that specific area. Solving a problem costs money. Solving a problem and teaching the client how to do it again and again costs more than just money.... How long did it probably take to train all the employee's in design thinking? - a day - a week - Several months or years - not enough information
Several months or years