Wednesday, December 5, 2012

AP IMPACT: An insider attack: Trust cost 2 lives

(AP) ? It was a sneak attack, but not by the enemy they feared.

U.S. Army Capts. Joshua Lawrence and Drew Russell were inside a small command post on an Afghan army base, wrapping up a long day of coordinating the safe arrival of nearly 100 Afghan religious and tribal leaders for a peace conference at a nearby palace.

Darkness had fallen.

Some of their fellow soldiers had retired for the evening. Two stood guard.

All seemed well.

But as several soldiers sprawled on nearby cots, playing cards, the calm collapsed catastrophically at 9:27 p.m.

An exploding grenade shattered the stillness, followed in seconds by bursts of gunfire. Before any of the Americans could raise a hand to defend themselves, Lawrence was dead from a bullet to the head, and Russell was dying, shot three times in the back.

They were not killed by the Taliban, as the U.S.-led military coalition indicated the day after the Oct. 8, 2011, assault. Lawrence, 29, of Nashville, Tenn., and Russell, 25, of Scotts, Mich., were killed in what U.S. investigators later called a "calculated and coordinated" attack by Afghan soldiers entrusted to work alongside their U.S. partners.

This is the first published account of the attack and is based on internal Army records and interviews in the U.S. and Afghanistan.

For Russell's family, the anguish is still fresh. His father, Jim, said the loss was even harder to accept after learning from the Army's investigation report early this year that it was a supposed ally, not the Taliban, who killed his son.

"It wasn't like a battle, you know. He pretty much got ambushed," he said, pausing at length to settle his emotions. "That makes it difficult."

On that moonlit Saturday evening, Russell was the designated "battle captain," or duty officer, in the command center. Lawrence worked beside him as a plans officer. Both were members of the 4th Infantry Division's 2nd "Warhorse" Brigade. They deployed to Afghanistan in June 2011. Lawrence had married just one week before leaving; the honeymoon was to wait until he returned home.

The Associated Press learned details of the attack from formerly secret Army investigation records obtained through the Freedom of Information Act. The Army removed substantial portions of the documents to protect what it called properly classified information as well as the identities of most people involved. The AP established some identities on its own.

The investigation ? a standard process in a war zone ? found that security at the U.S.-Afghan command post was so relaxed that guards were not told to check anyone entering. Potential Afghan thievery, not treachery, was judged the chief threat. Thus the killers had unfettered access and moved about without arousing suspicion.

Only 10 designated Afghan security personnel were supposed to be in the compound, but U.S. guards were given no access roster. Unknown numbers "freely entered and exited the compound unchecked," an Army investigator found.

The Americans had been told to treat the Afghans as if they were mingling in Iron Horse Park, a recreation area on their home base, Fort Carson, Colo., according to a staff sergeant who was present but whose name is blacked out on his sworn statement to investigators.

The Americans had convinced themselves, 10 years into a war whose successful outcome depended on empowering local security forces, that they could trust their Afghan colleagues. That was a deadly miscalculation in this instance and dozens more in the months that followed as growing numbers of Afghan troops turned their guns on their coalition partners.

As the attacks mounted this year, U.S. officials in Kabul and Washington insisted these were "isolated incidents." They routinely withheld details and, until pressed by the AP, did not publicly disclose attacks in which coalition troops were wounded but not killed.

At least 63 coalition troops ? mostly Americans ? have been killed, by the AP's count, and more than 85 wounded in at least 46 insider attacks so far this year. That's an average of nearly one attack a week. In 2011, 21 insider attacks killed 35.

The attack that killed Lawrence and Russell in the southern city of Kandahar was the 17th of 2011. Breaking it down in detail shows how easily it can be done.

The two officers and five other U.S. soldiers were inside a soft-skinned, tan-colored tent that served as a temporary "tactical command post" on an Afghan army base known as Old Corps Headquarters. Their task was to coordinate a security plan for the three-day peace conference at nearby Mandigak Palace. Their body armor was stacked in one corner, their weapons in another.

Their partners that day included liaison officers from Afghan security services, including the national intelligence agency and the army. The four liaisons excused themselves for the night and left the compound shortly before the attack. They had been working inside the tent and would have been in the line of fire had they stayed.

The Army investigator called this circumstance "worth noting," but he established no proof of complicity by the Afghan security officers.

An Afghan investigation concluded that only one soldier, a sergeant identified as Enayut (Afghans often use just one name) fired on the Americans, according to a summary of the probe, while the U.S. Army concluded there were two shooters.

Several U.S. soldiers recalled noticing two, possibly three, Afghans enter the compound about 9 p.m. They stood out because they were armed with one rocket-propelled grenade and at least one M16 rifle. At least one was wearing an Afghan army uniform, the report said. No one questioned them, since there was no screening requirement in place.

"They just walked in like they owned the place," a U.S. sentry at the compound's barricaded entrance told investigators afterward. Like others, his name was blacked out of the report.

In the moments that followed, hints of trouble were obscured by the appearance of normalcy.

At 9:02 p.m., just a few minutes after taking up his guard position at the front entrance of the command post tent, Spc. Paul A. LeVan was told he was being repositioned to a guard tower overlooking the compound. He was not replaced at the tent. There was no explanation as to why.

LeVan's sergeant led him to the empty guard tower, where, as a standard precaution, they discussed the locations of friendly forces in LeVan's line of fire. He was armed with an M249 light machine gun.

Soon, two of the Afghans who had entered the compound at 9 p.m. joined them in the tower. One was in military garb and, rather curiously, armed with a grenade launcher and one grenade. The other was unarmed and spoke English. LeVan's sergeant then left the tower and, upon entering the command tent, mentioned the grenade launcher to those inside, including an enlisted soldier who recalled later that the weapon seemed "out of the ordinary."

"But since (Afghan soldiers) were allowed to carry RPGs (rocket-propelled grenades), we did not give it much thought," the enlisted soldier, whose name was blacked out of the report, told investigators.

Another unidentified soldier said in the report that he, too, noticed the RPG and thought it "seemed reckless" to permit it inside the compound.

In his final report, the Army investigator found it curious that neither LeVan nor his sergeant challenged or questioned the two Afghans about "why a tower guard would have an RPG and no rifle."

LeVan, 21 at the time and a member of the 209th Military Police Company, said he assumed the Afghans were a properly assigned guard and his interpreter, although he noticed that the armed Afghan was avoiding eye contact and closely tracking movements inside the compound. LeVan shook hands with both men, but the veneer of friendliness soon vanished.

"I had a gut feeling that something was out of place," he told the AP in a telephone interview. He was the only American to witness the attack from start to finish.

Suddenly and without explanation the Afghans descended from the tower.

"I got nervous, so I kept a very close eye on the two men," LeVan told an Army investigator two days later.

LeVan said he watched through his night vision goggles as the Afghan armed his grenade launcher and took aim at several Army medics playing cards on cots they had set up at the rear of their armored ambulance. A medic recalled spotting the gunman pointing the RPG at them from point blank range. "I stood up and shouted, 'Hey! What the f--- are you doing?'" she told investigators.

His rocket missed the soldiers and slammed into a nearby concrete barrier. Shrapnel wounded the medic in her stomach and back. A piece of shrapnel also penetrated the nearby command tent, wounding the U.S. sergeant who had just left LeVan in the guard tower.

By several accounts, bullets began flying about five seconds after the grenade exploded.

"The timing was perfect," LeVan recalled. He watched from the tower as another gunman ? not the one who launched the rocket, and not the English-speaking Afghan, either ? advanced swiftly on the command tent, firing bursts from an M16 semi-automatic rifle.

Inside the tent, which was ringed with sandbags but filled with dust from the grenade blast, Lawrence and Russell hit the ground and began low-crawling side-by-side toward their body armor.

Neither would get back to his feet. The M16 shooter fired a total of 14 bullets into the tent, the last few from the front entrance. None of the Americans inside saw their attacker well enough to identify him.

"I saw someone standing in the entrance to the tent shooting at all of us," said the sergeant who had been hit in the leg by shrapnel. "I put my head down. I believe I heard five or six rounds fired, and then the shooting stopped."

Maj. Keith Walters, who was in the tent and suffered a severe leg wound from the M16 fire, said that by the time the gunman vanished it was too late.

"As the firing stopped, I remember yelling out to hold fire as I knew we had friendly U.S. and Afghan forces somewhere in the compound and that by then they would probably be approaching the tent. We did not return a single shot," Walters wrote in an email to investigators three weeks later from his hospital bed in Washington, where he underwent surgery.

The Army denied an AP request to interview Walters, saying the matter was too sensitive; later it said Walters had decided on his own not to be interviewed.

Lawrence apparently died instantly of his head wound. Russell was declared dead a short time later at a nearby helicopter landing zone as colleagues prepared to evacuate him and three seriously wounded soldiers to medical facilities at Kandahar Air Field.

Four other soldiers were wounded less severely.

The killers escaped ? apparently with inside help. They remain at large.

Gen. Jallaad Rahimi, who was the chief military prosecutor in Kandahar at the time, told the AP in a recent interview that the father and brother of Sgt. Enayut, plus three of his fellow soldiers, are in detention. The three soldiers are not accused of shooting anyone but are charged with neglecting their duties or assisting Enayut, Rahimi said. For example, the rocket-propelled grenade fired by Enayut was assigned to a member of his unit who told investigators that Enayut had taken it from him that evening when he was not looking, Rahimi said.

Rahimi said two of the detained soldiers are accused of helping Enayut escape the compound.

Enayut's father and brother were arrested after authorities found evidence at their home that Enayut had been in contact with insurgents, Rahimi said. The brother and the father knew about this contact, Rahimi said, but didn't tell authorities and may have covered up for Enayut. The U.S. investigation found no links to insurgents.

Enayut, 23 at the time of the shooting, joined the Afghan army in 2006. An expert in disarming bombs, he had a history of going AWOL and receiving no punishment for it. U.S. investigators found that he had slipped away for an unauthorized visit to Pakistan just weeks before the attack.

Investigators were unable to pin down identifying information about the other shooter, although it appeared he also was a soldier and was probably a member of Enayut's unit, the 4th Battalion, 1st Brigade, 205th Corps. LeVan said both wore Afghan army uniforms in the attack.

In a two-sentence statement the next day, the U.S.-led military command in Kabul said two service members had been killed in an "insurgent attack." A day later, in identifying Lawrence and Russell as the casualties, the Pentagon reported that "enemy forces" killed them.

The Army's investigation records show that U.S. officials in Afghanistan were told immediately after the assault that it was perpetrated by one or more Afghan soldiers ? not insurgents.

"Yes, we know the shooter," the Afghan army liaison officer told Lt. Col. John Cook, the commander of Lawrence's and Russell's unit, after being summoned back to the compound just moments after the killings. The Afghan officer named Enayut without hesitation.

Asked why its Oct. 9 report was never corrected, the international military command in Kabul said it knew that at least one of the shooters was wearing an Afghan army uniform, "but as that information was unconfirmed, a correction to the original (press) release was not appropriate."

In April the AP was alerted to the attack's true circumstances by an American soldier who knew the real story. The U.S. military in Kabul acknowledged to the AP in May that it had added the incident to its 2011 list of insider attacks. But it refused to provide any details of what happened.

The story of the killing of Lawrence and Russell raises hard questions about the insider attack problem, starting with this: How can it happen to arguably the world's best-trained, best-equipped army? The answer, in this case, is that the Americans designed their security with external threats in mind ? known Taliban tactics like suicide car bombings, for example ? rather than threats from their Afghan allies.

Was that reasonable?

Yes, says Maj. Gen. James L. Huggins, who ordered the internal Army investigation in his capacity as the senior U.S. commander in southern Afghanistan at the time. In rejecting the investigation's central finding ? that U.S. officers had failed to take necessary security precautions ? Huggins wrote that the security arrangements were "appropriate responses" to available intelligence.

"Only (in) hindsight do we now understand the insider threat present at the time of the attack," he wrote on Dec. 17, 2011.

In making that judgment, Huggins overruled the colonel who conducted the investigation. The colonel, whose name was removed from the copy of the report provided to the AP, wrote in his account that the U.S. chain of command in Kandahar "failed to use the appropriate security and force protection measures to secure the compound and safeguard their soldiers."

The colonel faulted the Kandahar commanders for "unchecked reliance" on the Afghans to "police their own ranks." He recommended action be taken against those leaders, but Huggins rejected the advice, saying he believed they had taken reasonable precautions, given that there was "no known insider threat at the time."

Of the 16 insider attacks that preceded this one in 2011, none had occurred in Kandahar province, but two took place in adjacent provinces within Huggins' area of responsibility, according to U.S. records.

Huggins, who now works for the director of the Army staff at the Pentagon and has been selected for promotion to lieutenant general, declined through a spokesman to be interviewed for this story. In a brief encounter last week, Huggins told the AP he could not remember enough about the case to discuss it.

The U.S. military never established a clear motive for the attack in Kandahar. In its aftermath numerous Afghans told U.S. officers they felt shamed by the killings and were sorry for any mistrust it created. But that sentiment apparently was not universal.

LeVan told investigators that the day after the attack he and other soldiers encountered an Afghan soldier who "gave us a vibe that he wished we were killed."

___

Associated Press writer Rahim Faiez in Kabul contributed to this report.

___

Robert Burns can be followed on Twitter at http://www.twitter.com/robertburnsAP

Associated Press

Source: http://hosted2.ap.org/APDEFAULT/3d281c11a96b4ad082fe88aa0db04305/Article_2012-12-04-US-Afghan-The%20Enemy%20Within/id-3736fbdde0db4087a5621d86bae0fb12

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Tuesday, December 4, 2012

In Uber's Regulatory Fight, It's Economics vs. Emotion

Regulators around the country are looking to shut down an innovative startup that provides on-demand taxi and limousine services at the push of a button. The fight may seem novel, given the technologies at hand, but there are some bedrock economic principles at play.

One one side of the fight is Uber, a company that partners with limo companies and allows riders to request cars using its iPhone app. On the other are bureaucrats looking to crush the disruptive technology.

Regulators? complaints about Uber are legion, but Matthew Daus, the former chairman of New York City?s taxicab commission and president of the International Association of Transportation Regulators, voiced a common grievance in a recent New York Times profile of Uber and its discontents.

?New Yorkers deserve an apology from Uber for price-gouging them during the hurricane,? Daus told the Times, in reference to Uber?s ?surge pricing,? enacted in the wake of superstorm Sandy.

Surge pricing goes into effect during periods of high demand for Uber?s product. Prices were doubled after Sandy, but have in other instances increased by as much as 625%. While that means a harder financial hit for riders, Daus?s complaint is economically naive.

Uber has gone to great lengths to explain its surge pricing rationale on its website. The price spikes, the company claims, allow it to both attract more drivers to areas with high demand for rides, and ensure that rides are available for people who need them most.

The company ?has worked to make its surge pricing system transparent. Riders who request Uber pickups during periods of high demand are notified that surge prices are in effect ? and told how much fares will be marked up ? and can decline pickups accordingly.

?Without a surge pricing mechanism, there is no way to clear the market,? explained Uber CEO Travis Kalanick in January, ?Fixed or capped pricing, and you have the taxi problem on [New Years? Eve]?no taxis available with people waiting hours to get a ride or left to stagger home through the streets on a long night out.?

While the storm that ravaged New York City last month was obviously more severe than heavy New Years Eve traffic, the same economic logic applies.

Uber?doesn?t?actually own any vehicles. It works with existing limousine companies, who use the company?s iPhone app to find passengers. In other words, Uber depends on drivers? willingness to work with them.

As the company explained in the wake of its Sandy price hikes, ?raising the price is the only sustainable way to maximize the number of rides and minimize the number of people stranded ? by providing a meaningful incentive for drivers to come out in undesirable conditions.?

?Doubling drivers? fares tripled the number of cars on the road and kept them out there far longer,? Edward Casabian, Uber?s New York City community manager, explained. ?Without Surge Pricing, Uber would become essentially unusable this week.?

On the demand side, prices also lead to more availability by discouraging requests for Uber rides. A potential passenger with transportation alternatives might decline a highly-priced Uber in favor of some other mode of transit, meaning more availability for riders without those alternatives.

The company places a premium on availability, so that element is key to its success. ?When we start seeing a shortage in supply, we raise the price,? Kalanick told potential riders on the social network Quora. ?We continue to raise the price until demand begins to wane. Assuming we raise price quickly enough to maintain healthy supply, there will always be an Uber ride available.?

The company?s firm grasp of basic economics provides a stark contrast to Daus?s emotional critique. But Uber?s detractors may be driven as much by regulatory capture as by objections to the company?s pricing model.

In Washington D.C., where the city government has been particularly hostile to the startup, regulatory objections to Uber have been explicitly rooted in the company?s competitive success (i.e. regulators object because Uber would deal a blow to the city?s taxi industry. Other cities have adopted a similar posture).

Those two critiques ? that Uber price-gouges and that it represents an unfair competitor ? are telling in their contradictions. On the one hand, the company?s critics say it charges too much for its services, and on the other, they say it?s such an attractive service that it threatens to put traditional taxis out of business.

Source: http://blog.heritage.org/2012/12/03/in-ubers-regulatory-fight-its-economics-vs-emotion/

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Four Practical Ideas for how CIOs can Improve Enterprise Customer ...

CIOs are in a unique position to improve the enterprise customer experience. ?Why? Unlike most other people in a company, CIOs know better than anyone the end-to-end processes within organizations and problems that exist between front and back office operations. ?They know the weaknesses, limitations, strengths and where opportunities lie in customer processes. ??And while we are not suggesting merging the front and back office, CIOs are in a position to know where barriers between departments exist and can suggest ways to tear down operational silos that have traditionally isolated these operations and created limitations for enterprise service delivery.

Here is a quick example of a barrier that can be bridged.
Often marketing will launch a new campaign that includes a popular new feature. Demand is high, but the back office can?t deliver because they are already over-loaded and also don?t have the right skilled people trained and ready to handle the influx of new orders. ?When the departments tasked with processing customer work are not properly staffed or in-synch with customer deadlines, more backlogs ensue and the customer experience suffers. ?This type of siloed operation can be corrected and CIOs are in a unique position to help.

What are some of the problems we are seeing created by silos between front and back office?

  1. Lack of SLA management: ?Customer tasks, created in the contact center or web site, are delivered to workbins for employee review as part of a workflow process, but then the tasks are then not properly managed to meet customer expectations.
  2. Little visibility into workload and employee performance: ?Back office management is still too manual and IT has not provided much-needed tools. ?Lack of visibility creates bottlenecks, frustrations and operational difficulties.
  3. Inability to assess employee skills: ?How are tasks being handled? ?Quickly? Efficiently and according to regulations?

What can a CIO do?
CIOs can figuratively merge the front and back office by reducing or eliminating the barriers that inhibit the end-to-end customer experience. ?Here are four practical suggestions:

  1. Increase management visibility into workload and employee performance. Managers using contact center software have a legacy of operational transparency and great tools to measure agent performance. The same is possible for the back office.
  2. Implement employee presence. Know who is available for new work, which employees are already engaged and who is unavailable or on vacation.
  3. Consider a proactive work distribution model. Instead of a passive pull model that exists in most back office environments, consider a proactive push model that is more efficient and can track which tasks are being addressed and which are not.
  4. Evaluate on-line training tools. Assess employee skills and proactively push training to plug knowledge gaps.

Check out a recent Forbes article, The Top Ten CIO Issues for 2013, that supports the concept of merging the front and back office, or read more in the Genesys white paper, Taking the Effort Out of the Customer Experience; Best Practices to Optimize Your Service Strategy.

Source: http://www.business2community.com/customer-experience/four-practical-ideas-for-how-cios-can-improve-enterprise-customer-service-0346868

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Acquire education of technological advancement through 650-297 ...


Introduction

The pool of information in the field of information technology is very large and the most important point is that with each passing day new data is being added to the already existing reserves of knowledge. For professionals who are associated with this field there is never a limit of acquiring education. You can never say that you have learned enough because every day newer inventions are becoming its part. Not only for fresh graduates, but also for those who are present in this field for years it is important to continuously refresh and update their knowledge. For this reason many leading IT institutes have introduced certifications. These are meant to train professionals in relation to various technological advancement based on computer systems. By acquiring certifications an individual not only enhances his or her knowledge, but also improves job opportunities.

650-297

In this exam the potentials of an individual related to the Cisco TelePresence Video Advanced Authorized Technology Provider (ATP) solution are tested. The complete name of this exam is TelePresence Video Field Engineer for Advanced Exam. It is a testing procedure that lasts for 75 minutes and almost 70 to 80 questions are present in it. It is a valuable exam that should be availed.

Topics included in this exam

  • ???????? Examining Endpoints
  • ???????? Exploring Multipoint Control Unity (MCU)
  • ???????? Examining Cisco TelePresence Server and Media Services Engine (MSE) 8000
  • ???????? Provisioning
  • ???????? Exploring Video Communications Server 2 (VCS)
  • ???????? Exploring TelePresence Management Suite (TMS)
  • ???????? Exploring Video Communications Server 1 (VCS)

650-393

The real name of this exam is Cisco Lifecycle Services Express. It is a kind of testing procedure where 45 minutes are provided to individuals for solving 35 to 45 questions. It is available in two languages that are English and the Japanese. It is basically concerned with Cisco Lifecycle Services and matters related to it are tested on this exam.

Topics covered

Describe the Cisco Lifecycle Services advancement

  • ???????? Explain about the service mechanism involve in the Operate phase. ?
  • ???????? Explain the service mechanisms included in the Design phase. ?
  • ???????? Explain the structure and organization. ?
  • ???????? Explain the service mechanism included in the executing phase. ?
  • ???????? Explain the service components included in the Plan phase. ?

Describe the value of the Cisco Lifecycle Services approach

Conclusion

To establish a strong career base it is very important to acquire the above mentioned certifications.

I am John S Lam from Test4Prep; it gives 100%?650-297 exam. Let?s take benefit of?650-393 exam material efficiently and get guaranteed success. Check out free demo of all certifications Exam.

Source: http://www.itmashable.com/2012/12/acquire-education-of-technological.html

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Video: John Krasinski: Writing, producing ?is terrifying?



>>> throw in the towel as an actor, they say, until coming into the role of nice guy jim halperin on nbc's hit show "the office." john is not acting in his new movie " promised land " and co-wrote the screenplay and is one of the producers. good to see you.

>> good to see you, too.

>> i read this story about this, and you tell me if this is one of the great pr stories, you're having wife with your wife emily and matt damon because they were working on a movie together and you brought up this project and he said i'm instantly in.

>> he was like i'm ready to direct, do you have anything you might want to work on, and i said, yeah, this thing, and i handed it to him.

>> you happened to have it with you?

>> a document, not at dinner, the next morning, writing right away. loved the idea and something he wanted to direct. turning out later he couldn't do it scheduling-wise.

>> a lot to do, taking on producing and co-writing and acting.

>> turns out it is. i thought it would be fine. it's terrifying. no, we went -- he was actually shooting "we bought a zoo" out in california and i drove to his house every weekend. wins by default with four girls so that's a very busy how is that i have to go to him and we wrote with children climbing all over him and he was doing bath time and dinner and everything and still got it done.

>> give people a sense of the plot. you play an visualist and he plays a guy who would love a town to agree to drilling in the town and you clash a bit.

>> he's working for a guy that works for an energy company trying to lease land so they can drill for natural gas and i'm the environmentalist that doesn't think it's a good idea.

>> you go up against each other over the issue of drilling and over the issue of a girl, and are you asking audiences to suspend their belief system. you're fighting for a girl with the former sexiest man in the world

>> i thought were you going to say suspend their disbelief that i couldn't win.

>> exactly, exactly. i've got to not do this anymore, no, yeah. when he -- going up against a sexiest man alive, i don't like the word alive . i think there were other sexy men. it's a real challenge, but i rose to it.

>> matt is here a little later in the week. i don't know whether it's just in the studio here, seems like one of the most absolute normal down-to-earth actors.

>> just on the studio.

>> he's the nicest guy in the world to the point where i don't understand how he leaves a restaurant or walks down the street, only because if anybody says hi to him he'll basically sit down and have a cup of coffee if you have to talk about it.

>> i know that we should talk about the past a little bit, so when matt damon and ben affleck teamed up several years back and co-wrote a project, it ended up in a photo that looked something like this, okay?

>> great.

>> the academy award , " goodwill hunting ."

>> you brought a picture this morning that i'm asking you to explain. what is it that you wanted to us get from this picture?

>> oh, god, ben's going to love that.

>> is that the way you hope it will turn out in a couple of months?

>> first that picture happens and then i go direct "argo 2" which won't be as successful as the first one but i'll give it a shot.

>> you're in the process of wrapg wrapping up "the office "ninth season. is it true that you were going to call it quits in acting before that role came along?

>> i got out of theater school and said to my mom i'm going to move to new york to be an actor and she said the greatest thing. you know what, great, but if after two and a half, three years, if you don't have a little bit of a bite, not a feeling that it's going to work out, you have to full yourself out of it because as your mom i can't ask you to give up on your dreams, the greatest advice ever and around september, two and a half years later i said i don't think it's going to work out and she said just ride it out, finish the year, you've been doing great and then i got "the office" so i owe my mom 10%.

>> for the young actors who may be looking now, what kept you going during those two and a half years?

>> so cliche, but honestly i had the best time in the world doing the waitering thing and casting director's assistant so i read the other parts with any actor that came in. i loved learning about anything i could with the business, and so that really is the fun stuff that, you know, you go to a bar with your friends, all doing, it too, talk about the struggle and barely paying rent, something romantic about that is correct only for two and a half years.

>> have you thought what might have been your life today had you not gotten that role on "the office?"

>> to the point where it gets scary. i wouldn't have met my life, not been out in l.a. and truly that i say the show has given me everything, it's given me everything.

>> we've enjoyed watching you over the nine seasons and continued success. this movie is called " promised land ," and by the way, matt damon will be here tomorrow, and the movie opens up december 28th . thanks, john.

>> absolutely.

>> just ahead, meredith viera helps us get ready for the christmas holiday . after your local news.

Source: http://video.today.msnbc.msn.com/today/50055303/

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Vegan Peppermint Mocha Cookies | Vegan Holiday Cookie Recipe ...

I hope everyone had a nice weekend. The fam and I had a good weekend, but it was very busy ? and it?s going to stay that way for the rest of the month. Though we are super busy, I?ve still found some time to get in the kitchen to whip up holiday goodies ? everyone loves sweet treats this time of year!

Peppermint Mocha Cookies

It?s no secret that I?m a peppermint fiend, which makes the holidays even more enjoyable for me ? peppermint is everywhere! I recently purchased some cacao butter and I knew I wanted to do something minty with it. A bit of forewarning, these cookies can get a bit oily if you let them sit out too long in a warm place, since the cacao butter begins to melt again, but as long as you keep them in a cool area they?ll keep their crunchy candy coating.

Vegan Peppermint Mocha Cookie Recipe

Also, if you don?t have any cacao butter, you could melt vegan white chocolate chips and mix in a bit of peppermint extract or you can simply mix the peppermint extract into the cookies themselves. Any way you go about it, the peppermint and coffee/chocolate together are one of my absolute holiday favorites. I used to drink Starbucks peppermint mochas like nobody?s business and these cookies do a good job of taking the place of that drink for me.

Vegan Peppermint Mocha Cookies

You could also put a little food coloring in the melted cacao butter to add a festive touch or sprinkle some holiday sprinkles or candies on them before you put them in the freezer to set up. This recipe makes 3 dozen cookies, so it?s perfect for bringing to work or for a holiday party.

Ingredients

Directions

  1. Preheat the oven to 350 degrees F.
  2. In a large bowl, mix together the dry ingredients and set aside. In a small bowl, mix together the flax and water. In a stand mixer, add the flax mixture, milk, vanilla, vegetable shortening, and applesauce and mix on medium until well combined. Turn the speed to low and slowly incorporate the dry ingredient mixture until it is all mixed together well.
  3. Lightly grease a cookie sheet and scoop 1 tbsp of batter at a time onto the sheet. Wet the back of a spoon and flatten each cookie a bit into a circle ? they will not spread while baking.
  4. Bake for 12-14 minutes. Put on a rack to cool.
  5. While your cookies are cooling, melt the cacao butter in a double boiler. When melted, transfer to a small mixing bowl and add the vanilla and peppermint extract. Lightly grease another cookie sheet and take the cooled cookies and dip them into the cacao butter mixture, then place the cookie onto the greased cookie sheet. Add any toppings you?d like while it?s still moist and then place the cookie sheet in the freezer for 5-10 minutes to set. Transfer to a plate in a cool area and repeat with the rest of the cookies. Store in a cool place. Makes 36 cookies.

2.0

http://theunintentionalvegan.com/peppermint-mocha-cookies

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What is your favorite flavor of the season?

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Monday, December 3, 2012

essre802: Self-Defense For Women! | Jackies Womens Interest ...

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In Self DefenseIn Self Defense is inspired by the true-life story of a martial arts legend who died at the hand of his own son. After fighting in the jungles of the South Pacific in World War II, Willy Wetzel and his family migrated from Indonesia to America in 1956. Willy opened one of the first martial arts schools in the United States in Beaver County, Pennsylvania. He was a pioneer and became known worldwide for his mastery of many martial arts forms. The finest pupil Willy ever taught, was his second son, Roy Wetzel. The Wetzels all had their battle scars, some more visible than others. When Roy returned from Viet Nam with a Purple Heart, he hoped for a peaceful life at home. Instead Roy found himself in a fight with his father.One fateful night, their strained relationship finally came to a head. As Roy's young daughter lay asleep in the next room, a weapon-filled brutal fight between father and son ensued. The aftermath of Willy's last skirmish would leave Roy bloody and beaten and charged by the Commonwealth of Pennsylvania with Murder. This led to a controversial trial and the original court transcripts contained in the second half of this non-fiction novel give a compelling account of the prolonged legal contest that stirred up many debates. Following the lives of the Wetzels in intricate detail, In Self Defense will keep you turning the page till the very end. The Psychology of Self-DefenseThe Psychology of Self-DefenseWhether you are a stay-at-home mom, a police officer, or an experienced Martial Artist, this book will open your mind to a new way of thinking. Real, effective self-defense begins with a mindset. Here is your guide to developing that mindset. Learn what it takes to OVERCOME conflict, and PROTECT yourself and those you care about. In this book you will discover: what real-life self-defense actually is - and how to survive in today's world; why self-defense training should be a priority for everyone; the difference between self-defense and martial arts; and that's just the beginning! The information in this book has empowered people from all walks of life to be stronger, more confident, and safer. When self-defense is a MUST - nothing else will do. This book is written by Chris Sutton is an experienced law enforcement officer, Martial Arts school owner, and creator of the C.O.B.R.A. Self Defense System. C.O.B.R.A. is an internationally licensed Self-Defense Program founded in 2001. The Psychology of Self-Defense has been read by S.W.A.T. officers, military personnel, business owners, students, and people from every walk of life. This book is based on the author's 20-plus years of training, research and experience. It's a MUST for all!

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