Bundles Gone Wild: Phone Companies Exposed

May 27th, 2008

You’ve probably seen the ad on television, “phone TV DSL”, offered by SBC Global. Is it a good deal? Compared to services offered by traditional telephone service providers in the past, yes. Compared to what you could get by doing some research yourself, no.

While SBC advertises bundled telephone, DSL, and satellite TV service for around $75.00 a month, you knew there had to be a catch didn’t you? The catch being the advertised price is not the end price. You’ll also be bound to a contract.

Did you know you could be getting a much better deal on those services if you just do your homework? About an hour doing the research could save you a big hunk of money every month. Sure, you’ll have to pay separate bills, but with the money saved, it’s worth it.

Let me give you an example. You are probably looking for phone, TV, and DSL services. Let’s discuss the promotional rate and the end price on each of these services. Keep in mind, these examples will reflect basic packages with no add on’s.

Satellite TV from dish network will cost you about $19.99 a month for three months then go up to $31.99 plus $5.00 for DVR service in two rooms. Movie channel packages range from $12.00 to $40.00 a month. The end basic package price with 2 DVR’s is $36.99

DSL or Cable broadband Internet from both ComCast and Earth Link will be around $19.99 to $29.99 for the first three to six months, depending on your service area. In most cases It will be $19.99 a month for the first six months then go to around $45.00 regular rate.

Broadband telephone service or VoIP from Vonage is about $15.00 a month for unlimited local calling plus 800 long distance minutes a month. Now, don’t fall over, but this is not a promotional rate. This is the regular rate for basic service with Vonage.

So what we have now is phone, TV, and high speed broadband Internet for about $55.00 a month for the first few months, that’s $20.00 a month cheaper than SBC. In the end, you’ll be paying less than $100.00 a month for the services just mentioned.

So the next time you are looking for a good deal on bundled packages, keep in mind you’ll save a whole lot more if you just take the time to bundle your own services and spend an extra five minutes each month paying your bills separately. That’s an hour a year folks.

Editor at www.cheapest-service.com

Argentina Travel - Buenos Aires, Mar del Plata, Iguaz Falls, Tierra del Fuego, and Patagonia

May 27th, 2008

Argentina is on the way back from the economic crisis of the last few years. If you are looking for a travel destination, Argentina is amazing and cheap.

Economic Woes

While Argentina has unlimited beauty, it also has unlimited corruption. The massive corruption finally lead to an economic crisis at the turn of the century. With the currency devalued and jobs hard to find, Argentina was a decidedly dangerous place for travelers. At one point, the country was going through Presidents faster than I go through coffee. At one point, the country went through five of them in a month! Wait, that might not be such a bad idea. Regardless, things appear to have stabilized and the country is back on the travel map. So, what’s to see?

Buenos Aires

Prior to landing in Buenos Aires, you are strongly encouraged to glue your jaw shut. Buenos Aires is a city of jaw-dropping beauty. In many ways, you will feel as though you have magically been transported to Vienna. The European impression is overwhelming. The city is elegance itself. If you’re a meat eater, make sure you experience one of the steak houses. You won’t be disappointed.

Mar del Plata

You’ve been doing sit ups, right? The Mar de Plata is the hot beach area. Literally. Damn hot, sometimes. If you wish to pursue a little melanoma research, this is the place. If you prefer to pass on the cancer research, you can hit the Mar de Plata Aquarium, play golf on five different courses. The area is also rife with discos. Try the ones on the “Noisy Avenue”, but don’t mention my name. There were…problems last time I was there.

Iguaz Falls

If you like waterfalls, this is the place for you. The Iquaza Falls are twice as wide and taller than Niagara Falls. The Falls actually consist of over 250 cascades that came into existence due to a volcanic eruption. If you can, try to visit the falls in the spring or fall as it is ungodly hot and humid in the summer.

Tierra del Fuego

Welcome to the end of the world. At least, that’s the hook for Tierra del Fuego. Ushuaia, the capital of Tierra del Fuego, is the southernmost city in the world. From the city, you can take the “end of the world” train to see incredible snow covered mountain ranges in the Tierra del Fuego National Park. Words fail me, but the area is definitely worth visiting. Come on, you rode the elephants in Thailand, didn’t you? Patagonia

No, we are not talking about the clothing line. Patagonia is located in a vast area below Buenos Aires and is famous for uncompromised beauty. Greater Patagonia is actually split between Chile and Argentina. The section in Argentina is filled with glaciers, national parks and so on. I can’t possibly describe it, so I’m not even going to try. Just know that you will not be disappointed.

Argentina

From glaciers to beaches, from elegant cities to friendly little towns, Argentina is a top travel destination. With the economy stabilizing, now is the time to go.

Rick Chapo is with www.nomadjournals.com - preserve the experience with a written journal. Visit www.nomadjournaltrips.com to read more travelogues and articles.

Experience the Great Hampton Court Palace

May 27th, 2008

Hampton Court Palace is placed to the south-west of the Capital, on the banks of the River Thames, encircled by park & dazzling private gardens. Hampton Court Palace, Henry 8th’s astounding riverbank house is set in well over six hundred acres of park and gardens.

Bringing the sensations of more than 450 years of heritage, fancy dressed actors can be glimpsed throughout Henry 8’s and King William 3’s outstanding State palaces. The sights, noise & unpleasant smells of the remarkable Tudor kitchens where royal occasions were prepared for Henry?s courtyard of over 700 folks can also be viewed.

Hampton Court Palace has been divided into 6 different routes or trips. The Maze at Hampton Court Palace which is located on the River Thames to the west of the City is perhaps the most esteemed hedge maze on this planet.

Hampton Court palace has a cruel legacy and is said to be possessed by more than a few phantoms, including 2 of Henry 8th’s wives & a nurse to his children. Hampton Court Palace custodians & staff will be at the ready to aid guests to their elected state quarter for a sparkling wine and canap?s welcome. Costumed employees will broadcast the evening dinner & guests will be called to locate their selected seats for a terrific 2 course dinner with hand-picked fine red and white wines. For a special family day out, visit Hampton Court Palace today.

Hampton Court Palace has 60 acres of official gardens as well as the five-hundred acres of royal plants. The royal gardens date back to the sixteenth Century, when the first Privy Garden was fitted between fifteen-thirty & 1538 for King Henry the 8th.

How The Dr. Atkins Diet Plan Works

May 27th, 2008

The Dr. Atkins diet plan is one of the most popular weight loss methods in use today. Its approach to weight loss is different from so many other weight loss programs because it involves a change in lifestyle, not just a change in eating. Unlike other lifestyle changes, though, the Dr. Atkins diet plan is full of the foods you love so that making the changes necessary is easier than you might think.

What is the Dr. Atkins Diet Plan?

The plan works by reducing the amount of carbohydrates in your diet, which in turn prompts your body to start burning fat as its primary fuel. It is an approach to eating that emphasizes foods which are tasty, flavorful, and wide in variety. No starving yourself required, just eating the right foods as allowed within the low carb plan.

Phase 1 - Induction

The Induction phase is designed to “jump start” your weight loss by curtailing carbohydrates substantially for 14 days. The idea is to get your body’s metabolism switched over to burning fat. During the induction phase of Dr. Atkins’ diet plan you are allowed up to 20 grams of net carbs per day (defined as total carb grams minus fiber grams), mainly from leafy green salad and other vegetables that are low in starch.

The rules of induction are very specific and must be followed closely for the process to work. They may seem strict and for the first few days it can be hard to stick with them, but once your body starts to adapt it becomes much easier. It also helps to remember that Induction only lasts for 14 days, after which you are allowed to gradually increase your carbs.

Induction Rules Include:

• Eat three regular meals or four to five smaller meals each day
• Do not go more than six hours (waking) without eating
• No fruit, bread, grain, pasta, or starchy vegetables
• No dairy products EXCEPT for cheese, cream or butter
• No nuts, seeds
• No chickpeas, kidney beans, or other legumes
• Do not eat anything that is not on the allowed foods list - not even a single bite!
• Cut down on or avoid caffeine as much as possible
• Drink at least eight 8 oz. glasses of water each day

The results of induction are usually quite dramatic, as long as you follow the rules exactly. It’s a great way to get yourself going on a low carb lifestyle and enjoy immediate, visible success.

Remember - DO NOT eat any foods during the Induction phase that are not on the allowed foods list. Doing so will only slow down or stop your progress through the Induction process, and may even sabotage your efforts to the point where weight loss stops altogether. If you need help sticking with Induction, look for sources of support by connecting with other followers of the Dr. Atkins diet plan via web sites, online forums, or local community support groups.

Phase 2 - Ongoing Weight Loss

The second phase of the Dr. Atkins diet plan is known as Ongoing Weight Loss. In this phase your food choices increase somewhat and you are allowed to increase your net carbs intake each week in increments of five grams per day.

This means that after Induction is over you can add more variety to your diet, as long as you do so gradually and pay careful attention to how your body reacts. Your weight loss will gradually slow as you increase your net carbohydrate increase; how much it slows will depend on your body’s natural metabolism and resistance to carbohydrates.

Each person has a different level of carbohydrates that they can eat and maintain their weight. Above that level weight starts to rise, while below that level weight starts to drop again. During Ongoing Weight Loss as you gradually raise your carbohydrate intake you need to track the number of net carbs you are consuming and note at what level your weight loss levels off. You then know to stay below that level for the remainder of ongoing weight loss.

Phase 3 - Pre-Maintenance

Once you are within five to ten pounds of your goal weight you can move into the Pre-Maintenance phase of Dr. Atkins’ diet plan, where you increase your net carb intake in larger increments each week until you reach the level at which weight loss stops.

Pre-Maintenance is sort of like practice for the rest of your low carb life. By continuing to add carbs in increments and noting at what point your weight loss stops you can establish your Lifetime Maintenance intake of carbs. As tempting as it may be to skip right to the next phase, it is important to follow through on the Pre-Maintenance activities so that you are fully prepared for moving forward with a low carb lifestyle.

Phase 4 - Lifetime Maintenance

This phase of the Dr. Atkins diet plan is just what the name implies - a program of eating that maintains your desired weight for a lifetime. If you have been successful in establishing your maintenance level of carb intake and eating low carb has become and automatic habit, you are in great shape, both literally and figuratively.

Living low carb by now has become just a natural part of your everyday life, but that doesn’t mean you won’t occasionally indulge in an extra cookie, a slice of birthday cake, or some other high carb food. It does mean that when you take in a higher level of carbs than normal, you simply cut back for the next few days so that your body remains in balance.

Choosing Foods During Each Phase

Choosing the right foods is critical to the success of each phase of Dr. Atkins’ diet plan, especially during induction. It helps to keep a small notebook with a list of allowed foods during each phase, and also to write down the number of net carbs you consume each day. A good carb counter is a great help, too, so you can know at a glance the levels of net carbs in various foods.

There is a wide variety of Atkins foods available in pre-packaged form to help you with ongoing choice of foods. Atkins breakfast bars, snack bars, candy, ice cream and liquid shakes are good options to help add variety to your low carb lifestyle while making it easy to control your carb intake with the Dr. Atkins diet plan.

About the Author:

Kevin Urban is the editor at Atkins-Diet-Advisor.com, an easy-to-use guide on the Atkins Diet Plan. The site features all the information on Dr. Atkins’ Diet Plan, including where to find recipes and Atkins diet snacks.

Copyright 2006 Atkins-Diet-Advisor.com

Titanic, or A Moral Deliberation

May 26th, 2008

The film “Titanic” is riddled with moral dilemmas. In one of the scenes, the owner of Star Line, the shipping company that owned the now-sinking Unsinkable, leaps into a lowered life-boat. The tortured expression on his face demonstrates that even he experiences more than unease at his own conduct: prior to the disaster, he instructed the captain to break the trans-Atlantic speed record. His hubris proves fatal to the vessel. Moreover, only women and children were allowed by the officers in charge into the lifeboats.

But the ship’s owner was not the only one to breach common decency and ethics.

The boats could accommodate only to half the number of those on board and the First Class, High Society passengers were preferred to low-life immigrants under deck and other Third Class passengers.

Why do we all feel that the owner should have remained aboard and faced his inevitable death? Because we judge him responsible for the demise of the ship. His disastrous interference - motivated by greed and the pursuit of celebrity - was a crucial contributing factor. The owner should be punished for what he had done, we feel. This closure intuitively appeals to our sense of natural justice.

Would we have rendered the same judgment had the Titanic’s fate been the outcome of accident alone? If the owner of the ship had had no contribution to the circumstances of its horrible end - would we have still condemned him for saving his life? Less severely, perhaps. So, the fact that a moral entity had acted (or omitted, or refrained from acting) is essential in determining its future rewards or punishments and in dispensing them.

The “product liability” approach also fits here. The owner (and his “long arms”: manufacturer, engineers, builders, etc.) of the Titanic were deemed responsible because they implicitly contracted with their passengers. They made a representation (which was explicit in their case but is implicit in most others): “This ship was constructed with knowledge and forethought. The best design was employed to avoid danger. The best materials to increase pleasure.”

That the Titanic sank was an irreversible breach of this contract. In a way, it was an abrogation of duties and obligations. The owner/manufacturer of a product must compensate those consumers whose product harms in any manner that they were not explicitly, clearly, visibly and repeatedly warned against. Moreover, he should even make amends if the product fails to meet the reasonable and justified expectations of consumers, based on such warrants and representations.

Compensation can be either in kind (as in more ancient justice systems) or in cash (as in modern Western civilization). The product called the “Titanic” took away the lives of its end-users. Our “gut instinct” tells us that the owner should have paid in kind. Faulty engineering, insufficient number of lifeboats, over-capacity, hubris, passengers and crew not drilled to face emergencies, extravagant claims regarding the ship’s resilience, contravening the captain’s professional judgment - all these seem to be sufficient grounds to sentence the owner to death on his own sinking product.

But shouldn’t the hapless owner have availed his precious place to women and children? Should not he have obeyed the captain’s orders (the marine law)? Should he willingly have succumbed to rules of conduct that put his life at risk?

The reason that the lives of women and children are preferred to men in salvage situations is because they represent the future. They are either capable of bringing life to the world (women) - or of living longer (children). Societal etiquette reflects the arithmetic of the species, in this (and in many another) case.

But if this were entirely and exclusively so, then young girls and female infants would have been preferred to all other groups of passengers. Old women would have been left with the men to die. That the actual (and declared) selection processes on the Titanic differed from our theoretical considerations says a lot about the vigorousness and applicability of our theories - and even more about the real world.

The owner’s behavior may have been deplorable - but it, definitely, was natural. He put his interests (his survival) above the concerns of his society and his species. Most of us would have done the same under the same circumstances.

The owner of the ship - though “Newly Rich” - undoubtedly belonged to the First Class, Upper Crust, Cream of Society passengers. These were treated to the lifeboats before the passengers of the lower classes and decks. Was this a morally right decision?

For sure, it was not politically correct, in today’s terms. Class and money distinctions were formally abolished three decades ago in the enlightened West. Discrimination in now allowed only on the basis of merit (on the basis of one’s natural endowments).

But, why should we think one basis for discrimination (merit) preferable to another (money or property)? Can we eliminate discrimination completely and if it were possible, would it have been desirable?

The answer, in my view, is that no basis for discrimination can hold the moral high ground. They are all morally problematic because they are deterministic and assign independent, objective, exogenous values to human lives. On the other hand, we are not born equal, nor do we proceed to develop equally, or live under the same circumstances and conditions. It is impossible to equate the unequal.

Discrimination is not imposed by humans on an otherwise egalitarian world. It is introduced by the world into human society. And the elimination of discrimination would constitute a grave error. Inequalities among humans and the ensuing conflicts are the fuel that feeds the engines of human development. Hopes, desires, aspirations and inspiration are all the derivatives of discrimination or the wish to be favored, or preferred to others.

Disparities of means create markets, labour, property, planning, wealth and capital. Mental inequalities lead to innovation and theory. Knowledge differentials are at the heart of educational institutions, professionalism, government and so on. Osmotic and diffusive forces in human society are all the results of incongruence, asymmetries, disparities, differences, inequalities and the negative and positive emotions attached to them.

The Titanic’s First Class passengers were preferred because they paid more for their tickets. Inevitably, a tacit portion of the price went to amortize the costs of “class insurance”: should anything bad happen to this boat, persons who paid a higher price will be entitled to receive superior treatment. There is nothing morally wrong about this. Some people get to sit in the front rows of a theatre, or to travel in luxury, or to receive better medical treatment (or any medical treatment) precisely because they can afford it.

There is no practical or philosophical difference between an expensive liver transplant and a place in a life boat. Both are lifesavers. A natural disaster is no Great Equalizer. Nothing is. Even the argument that money is “external” or “accidental” to the rich individual is weak. With the exception of pampered heirs and scions of old families - a minority - most rich people work hard for their wealth.

Often, people who marry money are judged to be insincere or worse (cunning, conspiring, evil). “He married her for her money”, we say, as though the owner and her money were two separate things. The equivalent sentences: “He married her for her youth or for her beauty or for her intelligence or for her erudition” sounds “wrong” by comparison. These are legitimate reasons to get married. Money isn’t.

But youth and beauty are more transient than money. As opposed to hard cash, these qualities are really accidental because the beneficiary is not responsible for “generating” them and can do nothing to preserve them.

Money, on the other hand, is generated or preserved (or both) owing to the personality of its owner. Owning, increasing, and preserving one’s wealth reflects more profoundly on one’s personality than youth, beauty and many other (transient or situation-dependent) “character” traits. Money is an integral part of its owner and a reliable indicator of his mental disposition. It is, therefore, a valid criterion for discrimination and for choice.

The other argument in favor of favoring the first class passengers is their contribution to society. A rich person contributes more to his society in the short and medium term than a poor person. Vincent Van Gogh may have been a million times more valuable to humanity, as a whole, than his brother Theo - in the long run. But in the intermediate term, Theo made it possible for Vincent and many others (family, employees, suppliers, their dependants, and his country) to survive by virtue of his wealth. Rich people feed and clothe poor people directly (through employment or charity) and indirectly (through taxation). The opposite, alas, is not the case.

Admittedly, this argument is somewhat flawed because it does not take time into account. We have no way to predict the future with any certainty. Each person carries the Marshall’s baton in his bag, the painter’s brush, the author’s fables. It is one’s potential that should count - not one’s standing in life. A selection process, which preferred Theo to Vincent would be flawed. In the long run, Vincent proved more beneficial to human society and in more ways - including financially - than Theo could have ever been.

But, in the absence of omniscience and precognition, all we can do is to prefer those who have proven themselves (the rich) to those who haven’t (the poor) - and those who can create life or live it (women and children) to those who can’t or have (men and the elderly).

Appendix - On Causation and Causality

And yet, the real question is this : why should anyone pay for his actions?

First, we must confront some thorny issues, such as determinism. If there is no free will, there can be no personal responsibility. Another problem is the preservation of personal identity: are the person who committed the act and the person who is made to pay for it - one and the same? If the answer is in the affirmative, in which sense are they the same, the physical, or the mental? Is the “overlap” between the two only limited and probabilistic?

We can assume, for this discussion’s sake, that personal identity is undeniably and absolutely preserved and that there is free will and, therefore, that people can predict the outcomes of their actions, to a reasonable degree of accuracy and that they elect to accept these outcomes prior to the commission of their acts or to their omission.

This does not answer the question, though. Even if there were a contract signed between the agent (acting person) and the world, in which the person willingly, consciously and intelligently (without diminished responsibility or capacity) accepted the future outcomes of his actions, the question would still remain: why should it be so? Why cannot we conceive of a world in which acts and outcomes are divorced? It is because we cannot believe in a world devoid of causality.

Causality is a relationship between two things, or, rather, events, the cause and the effect, one generating or produces the other. The first is the latter’s efficient cause and it acts upon it (it acts to bring it about) through the mechanism of efficient causation.

A cause can be direct (mediated by a physical mechanism or process) or merely explanatory (historical cause in a narrative). Of Aristotle’s Four Causes (Formal, Material, Efficient and Final), only the efficient cause creates something distinct from itself.

The causal discourse, therefore, is problematic (how can a cause lead to an effect, indistinguishable from itself?). Singular Paradigmatic Causal Statements (Event A caused Event B) differ from General ones (Event A causes Event B). Both are inadequate in dealing with mundane, routine, causal statements because they do not reveal an overt relation between the two events discussed.

Moreover, in daily usage we treat facts (as well as events) as causes. Not all the philosophers are in agreement regarding factual causation. Davidson, for instance, admits that facts can be relevant to causal explanations but refuses to accept them as proper reasons. Acts may be distinct from facts, philosophically, but not in day-to-day regular usage. Laymen (the vast majority of humanity, that is) perceive them to be the same things.

Pairs of events that are each other’s cause and effect are accorded a special status. But, that one event follows the other (even if invariably) is insufficient grounds to label them “cause and effect”. This is the famous “Post hoc, ergo propter hoc” fallacy. Other possible relations between the two events must be weighed and the possibility of common causation must be seriously contemplated.

Such sequencing is, conceptually, not even necessary: simultaneous causation and backwards causation are part of modern physics, for instance. Time seems to be irrelevant to the status of events as cause or effect, though both time and causation share an asymmetric structure (A causes B but B does not cause A).

Still, the direction (the asymmetry) of the causal chain is not of the same type as the direction (asymmetry) of time. The former is formal, the latter, presumably, physical, or mental. A more serious problem, to my mind, is the converse: what sets apart causal (cause and effect) pairs of events from other pairs in which both member-events are the outcomes of a common cause?

Event B can invariably follow Event A and still not be its effect. Both events can be the effects a common cause. A cause either necessitates the effect, or is a sufficient condition for its occurrence. The sequence is either inevitable, or possible. In short, we know little that is certain about causality.

Here, philosophers diverge. Some say (following Hume’s reasoning and his constant conjunction relation between events) that a necessary causal relation exists between events when one is the inevitable outcome (inevitably follows) the other. Others propound a weaker version: the necessity of the effect is hypothetical or conditional, given the laws of nature.

Put differently: to say that A necessitates (causes) B is no more than to say that it is a result of the laws of nature that when A happens, so does B. Hempel generalized this approach. He said that a statement of fact (whether a private or a general fact) is explained only if deduced from other statements, at least one of which is a statement of a general scientific law. This is the “Covering Law Model” and it implies a symmetry between explaining and predicting (at least where private facts are concerned). If an event can be explained, it can be predicted and vice versa. Needless to say that Hempel’s approach did not get us nearer to solving the problems of causal priority and of indeterministic causation.

The Empiricists went a step further. They stipulated that the laws of nature are contingencies and not necessary truths. Other chains of events are possible where the laws of nature are different. This is the same tired regularity theory in a more exotic guise. The Empiricist treatment of causality is a descendant of Hume’s definition of causality: “An object followed by another and where all the objects that resemble the first are followed by objects that resemble the second.”

According to Hume, nothing in the world is a causal necessity, events are only constantly conjoined. Regularities in our experience condition us to form the idea of causal necessity and to deduce that causes must generate events. Kant called this latter deduction “A bastard of the imagination, impregnated by experience” with no legitimate application in the world.

This bastard also constituted a theological impediment. God is considered to be “Causa Sui”, His own cause. But any application of a causal chain or force, already assumes the existence of a cause. This existence cannot, therefore, be the outcome of the use made of it. God had to be recast as the uncaused cause of the existence of all things contingent and His existence necessitated no cause because He, himself, is necessary.

This is flimsy stuff and it gets even flimsier when the issue of causal deviance is debated. A causal deviance is an abnormal, though causal, relation between events or states of the world. It mainly arises when we introduce intentional action and perception into the theory of causation.

Let us revert to the much-maligned owner of the sinking Titanic. He intended to do one thing and another happened. Granted, if he intended to do something and his intention was the cause of his doing so - then we could have said that he intentionally committed an act. But what if he intended to do one thing and out came another? And what if he intended to do something, mistakenly did something else and, still, accidentally, achieved what he set out to do?

The popular example is if someone intends to do something and gets so nervous that it happens even without an act being committed (intends to refuse an invitation by his boss, gets so nervous that he falls asleep and misses the party). Are these actions and intentions in their classical senses? There is room for doubt.

Davidson narrows down the demands. To him, “thinking causes” (causally efficient propositional attitudes) are nothing but causal relations between events with the right application of mental predicates which ascribe propositional attitudes supervening the right application of physical predicates. This approach omits intention altogether, not to mention the ascription of desire and belief.

Sam Vaknin ( samvak.tripod.com ) is the author of Malignant Self Love - Narcissism Revisited and After the Rain - How the West Lost the East. He served as a columnist for Global Politician, Central Europe Review, PopMatters, Bellaonline, and eBookWeb, a United Press International (UPI) Senior Business Correspondent, and the editor of mental health and Central East Europe categories in The Open Directory and Suite101.

Until recently, he served as the Economic Advisor to the Government of Macedonia.

Visit Sam’s Web site at samvak.tripod.com

Social Skills and Friendship: What are the Signs of a True Friend?

May 25th, 2008

The best kinds of people to have around you are the caring kind. They are what we think of as ‘true’ friends. Getting to know who’s who can be most interesting and sometimes most challenging.

This advice is universal. It fits for anyone of any age when making decisions about who to bring into your life and heart as a friend. However, these tips are stated in a way that will be especially helpful for tweens and teens as well as for kids and adults with ADHD, Autism or Asperger Syndrome. These tips will be useful for those who have a difficult time picking up the cues and clues that give them the ‘Go!’ or the ‘No!’ when it comes to friendship.

Here are eight tips to guide you to recognize a true friend:

1. Do you feel your friend cares about what you have to say? A real friend pays attention while you are talking and asks questions if he or she does not fully understand your situations or feeling before giving advice about it.

2.True friends are interested in what is good for you not for what you can give to them or do for them. A true friend would advise you to do only what is safe, smart and helpful to you. It helps sometimes to see if other people you like and respect also like your new friend.

3. Do you ever feel pressure to do something you don’t want to do? If you feel this way, it is your true friends who can help you sort out how to be yourself, do the right thing and still be a part of the crowd.

4. If you make a mistake, a true friend helps you feel better. A true friend does not make you feel dumb, gossip to others or criticize you.

5. A true friend gives you space and privacy if you want it. You don’t have to explain or wonder if your friend will be upset if you prefer to do something your own way, on your own time.

6. When you have problem, a true friend encourages you to find people you trust to help you take the right steps to solve it. to tell you to talk to an adult or with the right experience.

7. True friends understand how much you can do. If your parents don’t permit you to go out on school nights, a true friend will stick by you when you can be together.

8. A true friend lets you have other friends. You don’t have to worry about a true friend getting upset if you spend time with someone else. There are so many different ways youcan spend time with people. You might have a certain friend who loves to play basketball with you and other friends who are your movie or concert friends. This does not mean dropping your friend for something else. Real friends have mutual respect and make room for each other to do what they want.

This guide is also a good way to evaluate how good a friend you are to others!

Ellen Mossman-Glazer M.Ed. is a Life Skills Coach and Behavioral Specialist, specializing in Asperger Syndrome, High Functioning Autism, ADHD, and learning difficulties. Over her 20 years in special education classrooms and treatment settings, Ellen has seen the struggle that children and adults have when they feel they don’t fit in. She now works in private practice, by phone, teleconference groups and email, helping parents, educators, caregivers and their challenging loved ones, to find their own specific steps and tools to thrive.

Ellen is the author of two on line e-zines, Emotion Matters: Tools and Tips for Working with Feelings and Social Skills: The Micro Steps. Subscribe for free and see more about Ellen at http://artofbehaviorchange.com/
You can take a free mini assessment which Ellen will reply to with your first action step.

Ellen Mossman-Glazer - EzineArticles Expert Author

Managing Project Risks (Part 1): Don’t Be Snared by These 6 Common Traps

May 24th, 2008

When your enterprise decides to undertake a new endeavor — whether it’s designing a new training program, planning a new service, or revamping an existing product — this endeavor is called a project. It involves people, funding, resources, schedules, requirements, testing, fine tuning, and deployment, plus a host of other activities.

You may have seen this phenomenon by now: projects are risk magnets. Why is that?

There appear to be several factors involved. Managing project risk is a process that seems to be poorly understood by business owners and project managers. As a result, projects frequently experience problems with understaffing, schedule overruns, cost overruns, and unmet requirements. This article (the first of a series) explains six common traps that, when not fully recognized, can lead to unpleasant surprises.

Here’s what I’ve observed over many years as both a project leader and participant:

1. Each project differs in some way, shape, or form from the last one.

If all your projects were exactly the same, you could simply use a cookie-cutter approach to crank ‘em out without losing any sleep at night. Although projects may share some similarities, a new project could very easily introduce several new, unfamiliar elements that can completely throw off your sense of balance - often without your even realizing it until it’s too late.

2. Projects are often constrained by finite conditions.

Initially, you might hear limitations such as, “We only have $1,200 and three weeks to have you complete all 18 training modules for this project.” (What? You’re thinking that based on the requirements you’ve heard so far, this project should take a year and a half and cost three hundred grand!)

Speaking of constraints, it’s not unusual for project sponsors or clients to ask for 1) low cost and 2) fast completion and 3) high quality and 4) many features in the final project deliverables. Although it’s understandable to want the greatest value for the money, unless the project is blessed with an infinite schedule and an unlimited budget, tradeoffs become necessary.

Usually it’s only possible to achieve two or three out of four of these goals on a typical project. The tradeoffs might constrain the number of features, limit the quality, or both.

3. People chronically underestimate their time and effort.

Whether it’s because of a perceived social stigma or a cloudy crystal ball, people typically have a difficult time deriving realistic project estimates. Given the number of project unknowns, coming up with accurate predictions can be tricky. (Smart project managers know this and frequently add buffers derived from records of actual past experience, commonly known as “fudge factors,” to project bids.)

To complicate matters, people often feel pressured to further “reduce the truth” — that is, to minimize whatever their already low calculations tell them it should take when they put together a bid. Whenever management pushes people to underestimate this way — perhaps for fear of losing the project — the risks can easily overwhelm and even destroy the project’s success.

4. Project requirements are typically fuzzy at the beginning.

Whether you’re talking to a client, your boss, your colleagues, or your clients to figure out what the project should produce, whatever they say initially may sound as clear as a bell in some areas but very sketchy in others. Getting clarification on the fuzzy parts might entail many conversations with many people, and much more time than anybody ever imagined.

5. Requirements invariably shift over time.

The minute after you’ve cemented the requirements with everyone’s agreement, “scope creep” begins. This means that the project needs may expand, shrink, or morph into something altogether different! These situations arise because the very act of creating something new can produce a result (or a series of results) that may exceed or differ from what people were capable of imagining at the start. And even when the team guards against it, pressure to include “add-ons” can stretch the scope beyond its limits.

6. Nearly everything else about the project is dynamic!

Aside from the requirements changing, many other things can stop, start, or fluctuate during the project. Experienced people may leave and new people may come on board. Budgets could get chopped. Schedules might get slashed or — sometimes even worse — delayed. Resources may evaporate or not materialize in the right forms. Politics can sneak in and remove support, or require skipping critical steps such as testing. The list goes on and on.

Studies of failed projects have revealed how difficult it can be to detect all of the red flags in advance. Unbridled optimism can block everyone’s ability to see clearly. Yet turning down an iffy project may be better than letting egos rule.

What to do? As we’ve seen, projects can involve several highly dynamic variables. They often operate under tight budgets and schedules. People tend to miscalculate time, effort, and resources. Requirements frequently expand, shrink, or change. And shifting circumstances can pull the rug out from under everyone’s plans. Add these together and many projects will cook up a recipe for failure.

But it doesn’t have to be that way. You and your team can learn to avoid project pitfalls by paying close attention to the cause-and-effect relationships among these six important keys!

Adele Sommers, Ph.D. is the creator of the award-winning “Straight Talk on Boosting Business Performance” success program. To learn more about her tools and resources and sign up for other free tips like these, visit her site at http://LearnShareProsper.com.

Is Smoking a Socially Fashionable Habit?

May 24th, 2008

If smoking was really that hazardous and a killer habit, very few would smoke today. Nicotine - the active substance in cigarettes - is akin to similar chemicals found in tea and coffee, and other habit related drugs. Having a cigarette means very much the same to a smoker as having a cup of tea means to us. Yet one habit is vilified, and the other is even encouraged as being healthy.

What attracts young people to smoking? The bad effects are well known and well documented. It is injurious to health in the long run. Still people continue to pick up the habit, and continue smoking.

It seems the attraction to smoking lies in the very act of smoking. Holding a cigarette in one’s hand, and defying others and the norms. It is the first step into adulthood - of being oneself, rather than being defined by others. It is a show of the emerging self. It is this aspect that is glamorously portrayed in the movies.

Remove this charm, this act of rebellion, and smoking would be just another habit that some people can’t get rid of. Just another addiction, another drug to soothe and calm.
The same perhaps goes for alcohol, to some extent, though not much. It is much easier to smoke in public than drink. The aspect of show is therefore limited with alcohol.

It is no wonder therefore that programs to reduce or eliminate smoking strike first at the advertisements. The heroes who make such acts glamorous in the first place. Still, the roots of smoking lie not in the ads and product publicity, but more in our minds.

It appears fanciful, and just what one ought to do.
In the long run, however, it is debatable if one should continue with the habit. It has harmful effects. The decision should be left to the individuals concerned. It is a matter of personal choice.

The author is a freelance writer.

Maximizing ROI via Web Site Traffic Analysis

May 24th, 2008

We are clearly well past the innocent “golden age” of the Internet - Darwinian economics have become the order of the day today. Any company worth their salt must maintain a web site as an information resource and/or to generate incremental ecommerce revenue. Qualified traffic is the name of the game, as it’s the oxygen that keeps a good ecommerce web site thriving. Consequently, it’s very important to have an understanding of your web site traffic or visitor activity; i.e. baseline information that includes the number of visitors during specific time periods, originating location (domain), where the visitors went on a site and how long they stayed on specific sections or pages of a web site. The de facto industry standard traffic analysis tool application is Web Trends, manufactured/supported by netiQ, Inc., which we will focus on in this article.

Fundamentals and Jargon Watch

All traffic analysis tools rely primarily upon information that is extracted from log files; i.e. files that are maintained on your server which show where a visitor came from, what keyword(s) they used to find your site (if applicable), what Operating System and Browser versions they are using, etc. There are literally hundreds of excellent log file analysis tools that can be located via CNet’s Download.com or TuCows - both sites are excellent resources for software and information.

It’s critical in today’s bottom line business environment to have the ability to analyze web traffic (visitors) and patterns and then integrate this knowledge with your overall business processes - what do you pay for traffic, is it converting (people are buying your goods and services), how long are people staying on specific sections or pages of your web site, what marketing expenditures are working and which aren’t!

You know your entering the reality distortion field (we marketing types need to justify our fees & services) and need to raise your jargon filters to stun level when you here and/or see these keywords; i.e. clickstream traffic (fancy way of saying traffic or visitors delivered via mouse clicks to your web site), ebusiness solutions (meaning - selling your products/services via an ecommerce site) or my all-time personal favorite, “ebusiness intelligence” (what’s ebusiness and what determines if it’s “intelligent”).

Traffic Counter Applications

First and foremost, do you really need a comprehensive product like Web Trends (more on the different applications later) or can you get by with a click (traffic) counter application like the Hit Box? The latter company provides a free plain vanilla traffic counter which can be easily set up in minutes via your web site. Hit Box is a great product and used by hundreds of thousands of web sites, so it may be sufficient for your business, if you just want very basic info (”Page Views and Daily Unique Visitors) and don’t mind advertising for another company via your web site.

But, there are some downsides to utilizing Hit Box, you must install their “button” on your Index (home) page and it only provides you with basic traffic information (how much per day with a forecast based on these numbers). You can upgrade to their HitBox Professional which is very similar to Web Trends basic application (”Web Trends Log Analyzer”) - but, you have to pay for this service on a traffic basis which can get expensive, depending on your overall traffic

Web Trends Applications and Interface

Web Trends (the company) was acquired by netiQ, Inc. the parent company about 18 months ago due to their strong market leadership position with web traffic analysis software. Like many good web-focused software companies, netiQ enables you to download all of their apps for a 30 day trial period. Estimates range from 60-80% market share for one of their three primary products; i.e. “Web Trends Log Analyzer,” their baseline $500. USD application which is a good solution for most web sites that have a single domain or under 25 in total; “Web Trends Analysis Suite” (SRP $2.5K USD), which incorporates the functionality of the Log Analyzer product and adds more features for managing bandwidth usage (interior and external), monitoring and alerting an IT Manager or Department for server related problems and handles up to 100 domains (sites); the “Web Trends Intelligence Suite” is their top of the line product (pricing varies depending on bundled services) geared for enterprise customers, it includes integration and training services for integrating the application with Online Analytics Processing Tools (”OLAP” yes another ebiz acronym) or other types of reporting tools.

We’ve been using and recommending Web Trends to clients for years primarily because of its interface and functionality. It’s a browser-enabled app, meaning anyone with a browser (IE or Netscape) can view reports and data. The reports are presented in a straightforward manner that includes basic pie chart or bar types of graphics - you can easily tell at a glance what your visitor traffic was for a given period, where they came from, what pages they visited and how long they stayed on specific pages. You don’t need to be a technologist or a marketing geek to use this application - see below for practical tips.

Practical Usage

So what do you want to measure and what type of custom reports do you want to run once you get the software installed? You will want to measure how much traffic (visitors) is coming to your web site per day, week, month, where they are coming from (country of origin), and where visitors going on your web site; i.e. home page, internal pages and of these what specific pages; i.e. About Us Products, Services your Shopping Cart, etc. Pay careful attention to usage times, how long people are staying on specific pages; too long may indicate they can’t figure out your content, or your content is so good its meaningful and educational. For example, if your “White Paper Resource” section is the most frequently visited and the visitor sessions (time elements) are long (2-4 minutes) then this means your content is being well received. But, if everyone is just reading your White Papers but not filling out your response forms then you may need to alter some aspects of your business processes and how you communicate them via your web site.

Web Trends compliments ongoing advertising campaigns and processes - it lets you capture critical ROI (”Return on Investment”) information by giving you an accurate picture of traffic and usage patterns that should correlate with what your ad agency or marketing partner is telling you or confirming with their own reports. For example: If your deploying an opt-in e-mail campaign and bringing people to a specific “landing page” (specific page where people are directed to that may include an “offer”) you need to carefully monitor if people are clicking through to the page and how long they are staying and/or going to your shopping cart to purchase a product or a registration fulfillment page. If the session times (how long they stay on a page) are short and people aren’t filling out a form or converting (purchasing or taking a specific action) then you clearly have some work to do on your web site content and or business processes.

About The Author

Lee Traupel has 20 plus years of business development and marketing experience - he is the founder of Intelective Communications, Inc., http://www.intelective.com a results-driven marketing services company providing proprietary services to clients encompassing startups to public companies.

Lee@intelective.com

Mortgage Marketing - How to Maximize Your Motivation

May 23rd, 2008

Do you have the motivation to succeed
in the mortgage industry? Without the drive
to succeed you will surely fail.

Did you know you can create the
motivation you need?

I know that sounds odd, but it’s true.
You can consciously define, direct and
intensify your motivation to achieve any goal.

Motivation is key to success. After
all, motivation drives action. And action is
the only thing that will move your business
forward. All your plans, hopes, dreams and
intentions are useless without action.

The process of creating motivation is
actually very simple. There are two parts.
First you must write out your goal as clearly
and simply as you can. Specify when you’ll
have it and what you’re going to do for it.

Then read it out loud every day.
Memorize it and say it to yourself often.
Make yourself believe it.

Belief is important. Belief creates
the conditions necessary for you to achieve
what you desire.

Hard to believe? That’s why you have
to work every day to convince yourself to
believe in your success. You’re brainwashing
yourself into this belief through self-directed,
daily indoctrination.

The result will be a burning, driving
and consuming motivation to make the object of
your desire a reality.

To Your Prosperity,

David A. Wells, owner of http://www.Mortgage-Millions.com and author of The Millionaire Mortgage Broker’s Marketing Manual, is a mortgage marketing expert who helps mortgage brokers succeed. He can be reached at mortgage@mortgage-millions.com.