Slope 45
10 years ago
Showing posts with label United States. Show all posts
Showing posts with label United States. Show all posts
Tuesday, July 14, 2009
VIDEO: Bono snubbing Bush, and...
As you will see in the video, Bono snubs Bush. More interestingly though, Obama catches him at it and congratulates him!
Tuesday, June 30, 2009
The Nike Experiment: How the Shoe Giant Unleashed the Power of Personal Metrics
http://www.wired.com/medtech/health/magazine/17-07/lbnp_nike?currentPage=1
On June 6, 2008, Veronica Noone attached a small sensor to her running shoes and headed out the door. She pressed start on her iPod and began keeping track of every step she took. It wasn't a long run—just 1.67 miles in 18 minutes and 36 seconds, but it was the start of something very big for her.
Since that day, she's run 95 more times, logging 283.8 miles in about 48 hours on the road. She's burned 28,672 calories. And her weight, which topped 225 pounds when she was pregnant, has settled in at about 145.
Noone knows all of that thanks to the sensor system, called Nike+. After each run, she can sync her iPod to the Nike+ Web site and get a visual representation of the workout—a single green line. Its length shows how far she's gone, and the peaks and valleys reflect her speed.
For a self-described "stat whore," there's something powerfully motivating about all the data that Nike+ collects. "It just made running so much more entertaining for me," says Noone, who blogs at ronisweigh.com. "There's something about seeing what you've done, how your pace changes as you go up and down hills, that made me more motivated."
Noone is now running four times a week and just did her first 10-mile race. She's training for a half marathon and hoping to do a full marathon by the end of the year. And she attributes much of her newfound fitness to the power of data. "I can log in to Nike+ and see what I've done over the past year," she says. "That's really powerful for me. When I started, I was running shorter and slower. But I can see that progression. I don't have to question what I've done. The data is right there in white and green."
Noone has joined the legion of people, from Olympic-level athletes to ordinary folks just hoping to lower their blood pressure, who are plugging into a data-driven revolution. And it goes way beyond Nike+. Using a flood of new tools and technologies, each of us now has the ability to easily collect granular information about our lives—what we eat, how much we sleep, when our mood changes.
And not only can we collect that data, we can analyze it as well, looking for patterns, information that might help us change both the quality and the length of our lives. We can live longer and better by applying, on a personal scale, the same quantitative mindset that powers Google and medical research. Call it Living by Numbers—the ability to gather and analyze data about yourself, setting up a feedback loop that we can use to upgrade our lives, from better health to better habits to better performance.
Few things illustrate the power and promise of Living by Numbers quite as clearly as the Nike+ system. By combining a dead-simple way to amass data with tools to use and share it, Nike has attracted the largest community of runners ever assembled—more than 1.2 million runners who have collectively tracked more than 130 million miles and burned more than 13 billion calories.
With such a huge group, Nike is learning things we've never known before. In the winter, people in the US run more often than those in Europe and Africa, but for shorter distances. The average duration of a run worldwide is 35 minutes, and the most popular Nike+ Powersong, which runners can set to give them extra motivation, is "Pump It" by the Black Eyed Peas.
The company couldn't have gathered all that information, and gained all those insights, if it hadn't reconfigured how runners approach their sport. Nike has done more than create a successful product; it has fundamentally changed the way more than a million people think about exercise.
A brown plastic box, emblazoned with Nike's iconic Swoosh logo, sits on the conference room table at the company's headquarters in Beaverton, Oregon. It's a clunky thing, the size of a thick paperback book, with a waist strap and two ports on the front that look like miniature speakers, lending it the air of a shrunken mid-'80s boom box.
It was called the Nike Monitor, and it was the company's first attempt to sell runners a product that would tell them how far and fast they had run. The ports on the front weren't speakers—they were sonar detectors that would calculate a runner's speed, which would then be announced over a pair of headphones. The Monitor had to be strapped to the runner's waist facing forward. It may have been a good idea, but it was utterly impractical. Less than two years after its 1987 launch, the Monitor was dropped from Nike's product lineup.
How Nike+ Works
Capture
The shoe sensor's accelerometer measures the amount of time a runner's foot is on the ground, which is inversely proportional to speed. Transmitting at 2.4 GHz, the sensor sends data to a receiver that's either attached to an iPod nano or built into the second-gen iPod touch.
Sync
After the workout, the iPod is synced to a computer running iTunes, which automatically sends the data, including start time, duration, and distance, to the Nike+ servers, formatted in a specially structured XML file that can also be read by third-party and open source apps.
Share
Users can access their run history at NikePlus.com, browse through a graph that shows all their activity, and then drill down to details about each workout. If they need more motivation, they can enter challenges or set individualized goals, like running 100 miles in a month.
Michael Tchao, head of Nike's Techlab, laughs. "You can imagine that this device, a little big, maybe not the most fashionable, wasn't the huge runaway success we had hoped. But even 20 years ago, we were experimenting in this space."
Despite Nike's shoe-centric business, its experiments in electronics continued. It launched a line of sports watches, made heart rate monitors, and even entered into an agreement with Philips to market an MP3 player. And Nike engineers constantly tinkered with what they referred to as a "smart shoe," a sneaker with built-in sensors that would automatically record the length and speed of your runs.
But a smart shoe, they realized, wasn't enough—you needed a device to save the data. By late 2004 the engineers started to notice that most of the runners they saw on Nike's campus were sporting white earbuds. The Apple iPod, which debuted in 2001, had mushroomed in popularity, with sales doubling every quarter. "Most runners were running with music already," says Nike president and CEO Mark Parker. "We thought the real opportunity would come if we could combine music and data."
Nike engineers started to brainstorm. They cooked up various demos, even sketching a shoe with an embedded iPod. Finally, Parker picked up the phone and called a friend who worked at Apple—CEO Steve Jobs. After that call, teams from both companies got together at Nike headquarters. "We talked about the idea of Nike+ and actually had a little storyboard that showed it," says Tchao, who worked at Apple for 10 years before joining Nike. "Steve called it 'the speedometer for sports,' and we thought that was an interesting way to describe it. People drove around in cars before speedometers, and today you can't imagine driving without one."
Both companies saw profit potential if they could develop the system together, so the Nike and Apple teams each took on different parts of the project. Apple refined the sensor that Nike had prototyped, making it smaller and more durable. Nike focused on the shoes and the interface for the Web and the iPod. It created a simple system based around the idea of setting goals.
If a runner wants to run 5 miles, they enter that distance and press start. During the run, voice prompts let the runner know how fast they're moving, how far they've gone, and how much farther they need to go. At the end of the run, the user presses stop and the data is saved on the iPod. The next time they sync their iPod, the workout data is automatically uploaded to NikePlus.com, which adds the current information to the history of all their runs.
The basic science that allowed Nike and Apple to capture this information is low tech, introduced in a 40-year-old study published by biomechanical researcher Richard Nelson at Penn State. Nelson filmed a mix of 16 freshman and varsity athletes at the university running at various speeds, on smooth and sloped surfaces. What he found was both simple and powerful—the amount of time a runner's foot is in contact with the ground is inversely proportional to how fast he's running and unaffected by slope or stride length. That means if you know how long that contact lasts, you can make a pretty good guess as to how fast the runner is going.
"People in biomechanics knew about this, but they felt it wasn't good enough for the lab, because it's accurate to plus or minus 5 percent," says Mario Lafortune, director of Nike's Sport Research Lab. "But for an application like Nike+ it's tremendously accurate."
The Nike+ sensor consists of just three parts. There's an accelerometer that detects when your foot hits and leaves the ground, calculating that all-important contact time. There's a transmitter that sends the information to a receiver, one that's either clipped onto an iPod nano or built into the second-generation iPod touch. And there's the battery. That's what Nike+ is.
What's more interesting is what Nike+ isn't. There's no GPS that automatically tracks your routes—if you want to map your run, you have to do it manually on the Nike site. There's no heart rate monitor, so even though you know how far and how fast you've traveled, you don't know what level of cardiovascular exertion it required. "We really wanted to separate ourselves from that sort of very technical, geeky side of things," Tchao says. "Everyone understands speed and distance."
In other words, Nike+ isn't a perfect tool; it wasn't designed to be. But it's good enough, and more crucially, it's simple. Nike learned a huge lesson from Apple: The iPod wasn't a massive hit because it was the most powerful music player on the market but because it offered the easiest, most streamlined user experience.
But that simple, dual-variable tracking can lead to novel insights, especially once you have so many people feeding in data: The most popular day for running is Sunday, and most Nike+ users tend to work out in the evening. After the holidays, there's a huge increase in the number of goals that runners set; this past January, they set 312 percent more goals than the month before.
There's something even deeper. Nike has discovered that there's a magic number for a Nike+ user: five. If someone uploads only a couple of runs to the site, they might just be trying it out. But once they hit five runs, they're massively more likely to keep running and uploading data. At five runs, they've gotten hooked on what their data tells them about themselves.
In the mid-1920s at Western Electric's manufacturing plant in Cicero, Illinois, the management began an experiment. The lighting in an area occupied by one set of workers was increased so there was better illumination to help them see the telephone relays they were building. Perhaps not surprisingly, workers who had more light were able to assemble relays faster.
Other changes were then made: Employees were given rest breaks. Their productivity increased. They were allowed to work shorter hours. Again, they were more efficient during those hours.
But then something weird happened. The lighting was cut back to normal ... and productivity still went up. In fact, just about every change the company made had only one effect: increased worker productivity. After months of tinkering, the work conditions were returned to the original state, and workers built more relays than they did in the exact same circumstances at the start of the experiment.
What was happening? Why was it that no matter what the Hawthorne plant managers did, the workers just performed better? Researchers puzzled over the results, and some still doubt the details of the experiment's protocols. But the study gave rise to what's known in sociology as the Hawthorne effect.
The gist of the idea is that people change their behavior—often for the better—when they are being observed (which is why it's sometimes called the observer effect). Those workers at Western Electric didn't build more relays because there was more or less light or because they had more or fewer breaks. The Hawthorne effect posits that they built more relays simply because they knew someone was keeping track of how many relays they built.
When you lace up your running shoes outfitted with the Nike+ sensor and fire up your iPod, you're both the researcher and the subject—a self-contained experimental system. And what you're likely to find is that the Hawthorne effect kicks in. You're actively observing yourself, and just that fact not only provides information you can act on but also may modify your behavior. That's the power of Living by Numbers.
Keeping track of our lives is nothing new. Athletes have kept training logs to quantify and analyze their workouts. Counting calories has long been a popular and effective way to lose weight.
In the past, that required two steps. First, there was the recording of the information, then the actual effort to modify behavior. In study after study, this extra work turned out to be a huge burden. Compliance fell, and the outcome suffered: People would stop monitoring their caloric intake, fail to change it, and fail to lose weight. Make the data-gathering easy and you remove one of the barriers to meaningful improvement in our lives.
With Nike+ and other tools, that first step has become almost effortless. Dieters don't have to calculate the caloric content of meals manually; they can just log in to FitDay to enter the information in an online food diary. Keeping a training log doesn't mean busting out a pen and paper at the end of a run. It's as simple as listening to music on an iPod while exercising.
But the power of self-tracking is even more profound. It's not just that collecting this data can help us change our behavior all on its own. Using the immensely powerful tools now becoming available, we can set up positive feedback loops: We keep track of something, see how the data matches up with what we'd like to have happen, and then use that knowledge to modify our actions.
The effect of feedback on attempts to change behavior is well established. A 2001 study in the American Journal of Health Behavior showed that personalized feedback increased the effectiveness of everything from smoking-cessation programs to interventions for problem drinkers to exercise programs. Feedback is important and powerful; it works.
That feedback can be internal, too, because when we start to do things to make ourselves more healthy, our bodies react. When obese people lose as little as 7 percent of their body weight, the levels of adiponectin in their blood goes up—reducing their risk of developing type 2 diabetes. Or consider the five-run threshold that Nike has seen in the data. It might be that runners not only like the information they get; they might be getting positive feedback from their body after five runs as well.
Think of it this way: It used to be that to lose weight, you'd keep a diary of everything you ate. Stepping on a scale is easy enough and gives one data point—about the system's output, not its inputs. But develop a system that allows you to track not only your weight but also what you eat, how you exercise, even how you're feeling, and suddenly you can start to pull things together. You can see how all those variables interact and then put that information to use.
We tend to think of our physical selves as a system that's simply too complex to comprehend. But what we've learned from companies like Google is that if you can collect enough data, there's no need for a grand theory to explain a phenomenon. You can observe it all through the numbers. Everything is data. You are your data, and once you understand that data, you can act on it.
On August 31, 2008, thousands of runners lined up for a 10K race in Taipei. And in Melbourne, Australia. In Istanbul and Munich, in Paris and New York, in Austin and at Nike headquarters. In 25 cities, Nike organized what it dubbed the Human Race. But if you weren't in one of these locations, you could still participate—by running 10 kilometers on your own and uploading the data to Nike+. That day, 779,275 people participated both at the race sites and virtually, together running more than 4 million miles.
Gathering and connecting such a large community unlocks another powerful effect of Living by Numbers—the feedback loop that comes not from you but from the world around you. Simply put, other people can tell you to go out and run.
It's one thing if some company tells me that I'm slacking off, like when Nike+ sends an email reminding me to get out and exercise. It's a whole different thing if people whose opinion I care about get on my case. Nike+ lets a user create a goal—one that other people can see. Let's say I pledge to run 100 miles this month. I can then enter the email addresses of people I'd like to cheer me on—my wife, my mother, my boss. As I sync up after each run, the data is uploaded to the site, and my support group is updated on my progress. The hope is that they'll use whatever techniques they can to try to motivate me. (One imagines praise, guilt, and threats, in that order.)
Again, Nike is tapping into well-known science here—the power of communities. Nicholas Christakis, a researcher at Harvard Medical School, has been examining how social networks influence our behavior. For instance, in a network of more than 12,000 people in Framingham, Massachusetts, he found that smoking behavior tends to cluster: People quit smoking in groups, as part of a team effort; as more of them stop, the remaining smokers find themselves moving to the margins of the social network. Those community ties have direct effects on people's behavior.
Competition can be another great motivator. Nike+ has a feature that sets up challenges for a group of runners, from just two friends to the entire massive community. Software developer and Nike+ runner Cabel Sasser compares the system to a videogame. "Like any good online game, you can challenge your friends," wrote Sasser on his blog. "First to 100 miles? Fastest 5-mile time? Your call. These challenges wind up being incredibly inspiring ... Logging in after a long run, uploading your data, and seeing where you are in the standings is a pretty awesome way to wrap up your exercise. And more important, sitting around the house, wondering what to do, thinking about jogging, and then realizing that if you don't go jogging tonight you're going to lose points and slip in the standings—now that's true videogame motivation."
As Nike has slowly added features to Nike+, a small group of outside software makers have raced forward, showing how the system might grow and morph over time. Open source projects like Neki++ and Running Tracker give you control over your data, allowing you to download and analyze it directly, without going through Nike's site. Since the data is exported from the iPod in a standardized format, it's relatively easy for other services to manipulate. Users have hooked Nike+ into other social networks—Twiike automatically posts your run data to Twitter whenever you sync it.
In a stance that's uncommon for a company that has historically relied on patented technology like its Air cushioning system, Nike seems to be genuinely excited to see these tools sprout up. After all, the more apps out there, the more Nike+ gear the company can sell. "The more we can open up Nike+, the better," says Stefan Olander, who oversees digital content for the Nike+ site. "The only reason to close it out is because you actually don't believe that you have a strong enough product for others to want to take it and do good things with it." So far, Nike hasn't officially released a software kit to allow developers to hook directly into Nike+, but that's likely to come.
"The open sourcing piece hasn't been developed yet," says Nike CEO Parker, "but that's part of our plan moving forward. The technology here is still in its infancy."
The challenge Nike faces is that it's a hardware company, one that owes its success to deep understanding of cushioning foam and biomechanics. The genius of Nike+ isn't the hardware, no matter how clever and easy to use it might be. The genius is the software—the deeper insight it allows and the connections with others it helps make.
So while some athletes would like to see more features, like heart rate monitoring (the company says that it is looking into it for a next-generation product), that's almost beside the point. If Nike wants to make Nike+ into the universal platform where athletes track their workout data, it has to find new, unexpected ways to collect and share it effortlessly.
Nike has always tried to meet the physical needs of athletes with shoes and equipment, but Nike+ does something very different. Nike+ is about creating, and then meeting, a psychological need. "What Nike+ taught us about was context," says Trevor Edwards, Nike vice president of global brand management. "It lets the product live beyond its physical use."
There's a purity about running. All you need are a set of legs and lungs and the effort required to move forward, faster. For most runners, it's an intensely individual experience—you and the road or trail. The world shrinks, and you focus on yourself in isolation.
Of course, another word for isolation is boredom. For a lot of people, there's something excruciating about exercise—it's right up there with balancing your checkbook, visiting your in-laws, and flossing your teeth. That was the case with Rick Law. "I used to complain about how inactive I was and wish there was an interesting way to become more physically active," says Law, who works as a technology manager at Thomson Reuters in Fort Worth, Texas. In 2007, Law's wife gave him a Nike+ system for Christmas, hoping it would motivate him.
It did. The first run Law did was just over 10 minutes long, not even a mile. But day after day, he'd head out in the morning before going to the office, putting in the work to get stronger and faster. Soon he was up to 3 miles, then 8, then 10.
By tracking his effort—enhancing an analog experience with digital technology—Law found that running could be as interesting as his work. When you're Living by Numbers, what happens after the run becomes as important as the run itself. Law got feedback as he ran and enjoyed the sense of accomplishment that came from charting his progress as he got more and more fit.
For many Nike+ users, doing their exercise becomes inextricable from measuring it. Again and again, they tell you that without their unit, running is mundane, like listening to a symphony through laptop speakers "Forgetting my Nike+ sensor, or my iPod battery being dead, just takes the life out of my run," Law says.
A couple of weeks before Christmas 2008, Law ran the Dallas White Rock Half Marathon. "It was an endurance struggle for me," Law says. "But in a year, I went from the couch to a half marathon." He finished the 13.1 miles in two hours, 26 minutes, 28 seconds. Now, Law is training for the Chicago Marathon in October, tracking a new goal. All told, he's spent 75 hours and 27 minutes on the road, and he's put in 428.8 miles. And counting.
On June 6, 2008, Veronica Noone attached a small sensor to her running shoes and headed out the door. She pressed start on her iPod and began keeping track of every step she took. It wasn't a long run—just 1.67 miles in 18 minutes and 36 seconds, but it was the start of something very big for her.
Since that day, she's run 95 more times, logging 283.8 miles in about 48 hours on the road. She's burned 28,672 calories. And her weight, which topped 225 pounds when she was pregnant, has settled in at about 145.
Noone knows all of that thanks to the sensor system, called Nike+. After each run, she can sync her iPod to the Nike+ Web site and get a visual representation of the workout—a single green line. Its length shows how far she's gone, and the peaks and valleys reflect her speed.
For a self-described "stat whore," there's something powerfully motivating about all the data that Nike+ collects. "It just made running so much more entertaining for me," says Noone, who blogs at ronisweigh.com. "There's something about seeing what you've done, how your pace changes as you go up and down hills, that made me more motivated."
Noone is now running four times a week and just did her first 10-mile race. She's training for a half marathon and hoping to do a full marathon by the end of the year. And she attributes much of her newfound fitness to the power of data. "I can log in to Nike+ and see what I've done over the past year," she says. "That's really powerful for me. When I started, I was running shorter and slower. But I can see that progression. I don't have to question what I've done. The data is right there in white and green."
Noone has joined the legion of people, from Olympic-level athletes to ordinary folks just hoping to lower their blood pressure, who are plugging into a data-driven revolution. And it goes way beyond Nike+. Using a flood of new tools and technologies, each of us now has the ability to easily collect granular information about our lives—what we eat, how much we sleep, when our mood changes.
And not only can we collect that data, we can analyze it as well, looking for patterns, information that might help us change both the quality and the length of our lives. We can live longer and better by applying, on a personal scale, the same quantitative mindset that powers Google and medical research. Call it Living by Numbers—the ability to gather and analyze data about yourself, setting up a feedback loop that we can use to upgrade our lives, from better health to better habits to better performance.
Few things illustrate the power and promise of Living by Numbers quite as clearly as the Nike+ system. By combining a dead-simple way to amass data with tools to use and share it, Nike has attracted the largest community of runners ever assembled—more than 1.2 million runners who have collectively tracked more than 130 million miles and burned more than 13 billion calories.
With such a huge group, Nike is learning things we've never known before. In the winter, people in the US run more often than those in Europe and Africa, but for shorter distances. The average duration of a run worldwide is 35 minutes, and the most popular Nike+ Powersong, which runners can set to give them extra motivation, is "Pump It" by the Black Eyed Peas.
The company couldn't have gathered all that information, and gained all those insights, if it hadn't reconfigured how runners approach their sport. Nike has done more than create a successful product; it has fundamentally changed the way more than a million people think about exercise.
A brown plastic box, emblazoned with Nike's iconic Swoosh logo, sits on the conference room table at the company's headquarters in Beaverton, Oregon. It's a clunky thing, the size of a thick paperback book, with a waist strap and two ports on the front that look like miniature speakers, lending it the air of a shrunken mid-'80s boom box.
It was called the Nike Monitor, and it was the company's first attempt to sell runners a product that would tell them how far and fast they had run. The ports on the front weren't speakers—they were sonar detectors that would calculate a runner's speed, which would then be announced over a pair of headphones. The Monitor had to be strapped to the runner's waist facing forward. It may have been a good idea, but it was utterly impractical. Less than two years after its 1987 launch, the Monitor was dropped from Nike's product lineup.
How Nike+ Works
Capture
The shoe sensor's accelerometer measures the amount of time a runner's foot is on the ground, which is inversely proportional to speed. Transmitting at 2.4 GHz, the sensor sends data to a receiver that's either attached to an iPod nano or built into the second-gen iPod touch.
Sync
After the workout, the iPod is synced to a computer running iTunes, which automatically sends the data, including start time, duration, and distance, to the Nike+ servers, formatted in a specially structured XML file that can also be read by third-party and open source apps.
Share
Users can access their run history at NikePlus.com, browse through a graph that shows all their activity, and then drill down to details about each workout. If they need more motivation, they can enter challenges or set individualized goals, like running 100 miles in a month.
Michael Tchao, head of Nike's Techlab, laughs. "You can imagine that this device, a little big, maybe not the most fashionable, wasn't the huge runaway success we had hoped. But even 20 years ago, we were experimenting in this space."
Despite Nike's shoe-centric business, its experiments in electronics continued. It launched a line of sports watches, made heart rate monitors, and even entered into an agreement with Philips to market an MP3 player. And Nike engineers constantly tinkered with what they referred to as a "smart shoe," a sneaker with built-in sensors that would automatically record the length and speed of your runs.
But a smart shoe, they realized, wasn't enough—you needed a device to save the data. By late 2004 the engineers started to notice that most of the runners they saw on Nike's campus were sporting white earbuds. The Apple iPod, which debuted in 2001, had mushroomed in popularity, with sales doubling every quarter. "Most runners were running with music already," says Nike president and CEO Mark Parker. "We thought the real opportunity would come if we could combine music and data."
Nike engineers started to brainstorm. They cooked up various demos, even sketching a shoe with an embedded iPod. Finally, Parker picked up the phone and called a friend who worked at Apple—CEO Steve Jobs. After that call, teams from both companies got together at Nike headquarters. "We talked about the idea of Nike+ and actually had a little storyboard that showed it," says Tchao, who worked at Apple for 10 years before joining Nike. "Steve called it 'the speedometer for sports,' and we thought that was an interesting way to describe it. People drove around in cars before speedometers, and today you can't imagine driving without one."
Both companies saw profit potential if they could develop the system together, so the Nike and Apple teams each took on different parts of the project. Apple refined the sensor that Nike had prototyped, making it smaller and more durable. Nike focused on the shoes and the interface for the Web and the iPod. It created a simple system based around the idea of setting goals.
If a runner wants to run 5 miles, they enter that distance and press start. During the run, voice prompts let the runner know how fast they're moving, how far they've gone, and how much farther they need to go. At the end of the run, the user presses stop and the data is saved on the iPod. The next time they sync their iPod, the workout data is automatically uploaded to NikePlus.com, which adds the current information to the history of all their runs.
The basic science that allowed Nike and Apple to capture this information is low tech, introduced in a 40-year-old study published by biomechanical researcher Richard Nelson at Penn State. Nelson filmed a mix of 16 freshman and varsity athletes at the university running at various speeds, on smooth and sloped surfaces. What he found was both simple and powerful—the amount of time a runner's foot is in contact with the ground is inversely proportional to how fast he's running and unaffected by slope or stride length. That means if you know how long that contact lasts, you can make a pretty good guess as to how fast the runner is going.
"People in biomechanics knew about this, but they felt it wasn't good enough for the lab, because it's accurate to plus or minus 5 percent," says Mario Lafortune, director of Nike's Sport Research Lab. "But for an application like Nike+ it's tremendously accurate."
The Nike+ sensor consists of just three parts. There's an accelerometer that detects when your foot hits and leaves the ground, calculating that all-important contact time. There's a transmitter that sends the information to a receiver, one that's either clipped onto an iPod nano or built into the second-generation iPod touch. And there's the battery. That's what Nike+ is.
What's more interesting is what Nike+ isn't. There's no GPS that automatically tracks your routes—if you want to map your run, you have to do it manually on the Nike site. There's no heart rate monitor, so even though you know how far and how fast you've traveled, you don't know what level of cardiovascular exertion it required. "We really wanted to separate ourselves from that sort of very technical, geeky side of things," Tchao says. "Everyone understands speed and distance."
In other words, Nike+ isn't a perfect tool; it wasn't designed to be. But it's good enough, and more crucially, it's simple. Nike learned a huge lesson from Apple: The iPod wasn't a massive hit because it was the most powerful music player on the market but because it offered the easiest, most streamlined user experience.
But that simple, dual-variable tracking can lead to novel insights, especially once you have so many people feeding in data: The most popular day for running is Sunday, and most Nike+ users tend to work out in the evening. After the holidays, there's a huge increase in the number of goals that runners set; this past January, they set 312 percent more goals than the month before.
There's something even deeper. Nike has discovered that there's a magic number for a Nike+ user: five. If someone uploads only a couple of runs to the site, they might just be trying it out. But once they hit five runs, they're massively more likely to keep running and uploading data. At five runs, they've gotten hooked on what their data tells them about themselves.
In the mid-1920s at Western Electric's manufacturing plant in Cicero, Illinois, the management began an experiment. The lighting in an area occupied by one set of workers was increased so there was better illumination to help them see the telephone relays they were building. Perhaps not surprisingly, workers who had more light were able to assemble relays faster.
Other changes were then made: Employees were given rest breaks. Their productivity increased. They were allowed to work shorter hours. Again, they were more efficient during those hours.
But then something weird happened. The lighting was cut back to normal ... and productivity still went up. In fact, just about every change the company made had only one effect: increased worker productivity. After months of tinkering, the work conditions were returned to the original state, and workers built more relays than they did in the exact same circumstances at the start of the experiment.
What was happening? Why was it that no matter what the Hawthorne plant managers did, the workers just performed better? Researchers puzzled over the results, and some still doubt the details of the experiment's protocols. But the study gave rise to what's known in sociology as the Hawthorne effect.
The gist of the idea is that people change their behavior—often for the better—when they are being observed (which is why it's sometimes called the observer effect). Those workers at Western Electric didn't build more relays because there was more or less light or because they had more or fewer breaks. The Hawthorne effect posits that they built more relays simply because they knew someone was keeping track of how many relays they built.
When you lace up your running shoes outfitted with the Nike+ sensor and fire up your iPod, you're both the researcher and the subject—a self-contained experimental system. And what you're likely to find is that the Hawthorne effect kicks in. You're actively observing yourself, and just that fact not only provides information you can act on but also may modify your behavior. That's the power of Living by Numbers.
Keeping track of our lives is nothing new. Athletes have kept training logs to quantify and analyze their workouts. Counting calories has long been a popular and effective way to lose weight.
In the past, that required two steps. First, there was the recording of the information, then the actual effort to modify behavior. In study after study, this extra work turned out to be a huge burden. Compliance fell, and the outcome suffered: People would stop monitoring their caloric intake, fail to change it, and fail to lose weight. Make the data-gathering easy and you remove one of the barriers to meaningful improvement in our lives.
With Nike+ and other tools, that first step has become almost effortless. Dieters don't have to calculate the caloric content of meals manually; they can just log in to FitDay to enter the information in an online food diary. Keeping a training log doesn't mean busting out a pen and paper at the end of a run. It's as simple as listening to music on an iPod while exercising.
But the power of self-tracking is even more profound. It's not just that collecting this data can help us change our behavior all on its own. Using the immensely powerful tools now becoming available, we can set up positive feedback loops: We keep track of something, see how the data matches up with what we'd like to have happen, and then use that knowledge to modify our actions.
The effect of feedback on attempts to change behavior is well established. A 2001 study in the American Journal of Health Behavior showed that personalized feedback increased the effectiveness of everything from smoking-cessation programs to interventions for problem drinkers to exercise programs. Feedback is important and powerful; it works.
That feedback can be internal, too, because when we start to do things to make ourselves more healthy, our bodies react. When obese people lose as little as 7 percent of their body weight, the levels of adiponectin in their blood goes up—reducing their risk of developing type 2 diabetes. Or consider the five-run threshold that Nike has seen in the data. It might be that runners not only like the information they get; they might be getting positive feedback from their body after five runs as well.
Think of it this way: It used to be that to lose weight, you'd keep a diary of everything you ate. Stepping on a scale is easy enough and gives one data point—about the system's output, not its inputs. But develop a system that allows you to track not only your weight but also what you eat, how you exercise, even how you're feeling, and suddenly you can start to pull things together. You can see how all those variables interact and then put that information to use.
We tend to think of our physical selves as a system that's simply too complex to comprehend. But what we've learned from companies like Google is that if you can collect enough data, there's no need for a grand theory to explain a phenomenon. You can observe it all through the numbers. Everything is data. You are your data, and once you understand that data, you can act on it.
On August 31, 2008, thousands of runners lined up for a 10K race in Taipei. And in Melbourne, Australia. In Istanbul and Munich, in Paris and New York, in Austin and at Nike headquarters. In 25 cities, Nike organized what it dubbed the Human Race. But if you weren't in one of these locations, you could still participate—by running 10 kilometers on your own and uploading the data to Nike+. That day, 779,275 people participated both at the race sites and virtually, together running more than 4 million miles.
Gathering and connecting such a large community unlocks another powerful effect of Living by Numbers—the feedback loop that comes not from you but from the world around you. Simply put, other people can tell you to go out and run.
It's one thing if some company tells me that I'm slacking off, like when Nike+ sends an email reminding me to get out and exercise. It's a whole different thing if people whose opinion I care about get on my case. Nike+ lets a user create a goal—one that other people can see. Let's say I pledge to run 100 miles this month. I can then enter the email addresses of people I'd like to cheer me on—my wife, my mother, my boss. As I sync up after each run, the data is uploaded to the site, and my support group is updated on my progress. The hope is that they'll use whatever techniques they can to try to motivate me. (One imagines praise, guilt, and threats, in that order.)
Again, Nike is tapping into well-known science here—the power of communities. Nicholas Christakis, a researcher at Harvard Medical School, has been examining how social networks influence our behavior. For instance, in a network of more than 12,000 people in Framingham, Massachusetts, he found that smoking behavior tends to cluster: People quit smoking in groups, as part of a team effort; as more of them stop, the remaining smokers find themselves moving to the margins of the social network. Those community ties have direct effects on people's behavior.
Competition can be another great motivator. Nike+ has a feature that sets up challenges for a group of runners, from just two friends to the entire massive community. Software developer and Nike+ runner Cabel Sasser compares the system to a videogame. "Like any good online game, you can challenge your friends," wrote Sasser on his blog. "First to 100 miles? Fastest 5-mile time? Your call. These challenges wind up being incredibly inspiring ... Logging in after a long run, uploading your data, and seeing where you are in the standings is a pretty awesome way to wrap up your exercise. And more important, sitting around the house, wondering what to do, thinking about jogging, and then realizing that if you don't go jogging tonight you're going to lose points and slip in the standings—now that's true videogame motivation."
As Nike has slowly added features to Nike+, a small group of outside software makers have raced forward, showing how the system might grow and morph over time. Open source projects like Neki++ and Running Tracker give you control over your data, allowing you to download and analyze it directly, without going through Nike's site. Since the data is exported from the iPod in a standardized format, it's relatively easy for other services to manipulate. Users have hooked Nike+ into other social networks—Twiike automatically posts your run data to Twitter whenever you sync it.
In a stance that's uncommon for a company that has historically relied on patented technology like its Air cushioning system, Nike seems to be genuinely excited to see these tools sprout up. After all, the more apps out there, the more Nike+ gear the company can sell. "The more we can open up Nike+, the better," says Stefan Olander, who oversees digital content for the Nike+ site. "The only reason to close it out is because you actually don't believe that you have a strong enough product for others to want to take it and do good things with it." So far, Nike hasn't officially released a software kit to allow developers to hook directly into Nike+, but that's likely to come.
"The open sourcing piece hasn't been developed yet," says Nike CEO Parker, "but that's part of our plan moving forward. The technology here is still in its infancy."
The challenge Nike faces is that it's a hardware company, one that owes its success to deep understanding of cushioning foam and biomechanics. The genius of Nike+ isn't the hardware, no matter how clever and easy to use it might be. The genius is the software—the deeper insight it allows and the connections with others it helps make.
So while some athletes would like to see more features, like heart rate monitoring (the company says that it is looking into it for a next-generation product), that's almost beside the point. If Nike wants to make Nike+ into the universal platform where athletes track their workout data, it has to find new, unexpected ways to collect and share it effortlessly.
Nike has always tried to meet the physical needs of athletes with shoes and equipment, but Nike+ does something very different. Nike+ is about creating, and then meeting, a psychological need. "What Nike+ taught us about was context," says Trevor Edwards, Nike vice president of global brand management. "It lets the product live beyond its physical use."
There's a purity about running. All you need are a set of legs and lungs and the effort required to move forward, faster. For most runners, it's an intensely individual experience—you and the road or trail. The world shrinks, and you focus on yourself in isolation.
Of course, another word for isolation is boredom. For a lot of people, there's something excruciating about exercise—it's right up there with balancing your checkbook, visiting your in-laws, and flossing your teeth. That was the case with Rick Law. "I used to complain about how inactive I was and wish there was an interesting way to become more physically active," says Law, who works as a technology manager at Thomson Reuters in Fort Worth, Texas. In 2007, Law's wife gave him a Nike+ system for Christmas, hoping it would motivate him.
It did. The first run Law did was just over 10 minutes long, not even a mile. But day after day, he'd head out in the morning before going to the office, putting in the work to get stronger and faster. Soon he was up to 3 miles, then 8, then 10.
By tracking his effort—enhancing an analog experience with digital technology—Law found that running could be as interesting as his work. When you're Living by Numbers, what happens after the run becomes as important as the run itself. Law got feedback as he ran and enjoyed the sense of accomplishment that came from charting his progress as he got more and more fit.
For many Nike+ users, doing their exercise becomes inextricable from measuring it. Again and again, they tell you that without their unit, running is mundane, like listening to a symphony through laptop speakers "Forgetting my Nike+ sensor, or my iPod battery being dead, just takes the life out of my run," Law says.
A couple of weeks before Christmas 2008, Law ran the Dallas White Rock Half Marathon. "It was an endurance struggle for me," Law says. "But in a year, I went from the couch to a half marathon." He finished the 13.1 miles in two hours, 26 minutes, 28 seconds. Now, Law is training for the Chicago Marathon in October, tracking a new goal. All told, he's spent 75 hours and 27 minutes on the road, and he's put in 428.8 miles. And counting.
Wednesday, May 13, 2009
Tuesday, May 12, 2009
Tuesday, March 10, 2009
Wednesday, March 04, 2009
Tuesday, January 27, 2009
Thursday, January 22, 2009
Barak Obama's Inaugural Speech - Transcript
http://www.nytimes.com/2009/01/20/us/politics/20text-obama.html
19 mts 02 secs
19 mts 02 secs
PRESIDENT BARACK Thank you. Thank you.
CROWD: Obama! Obama! Obama! Obama!
My fellow citizens: I stand here today humbled by the task before us, grateful for the trust you have bestowed, mindful of the sacrifices borne by our ancestors.
I thank President Bush for his service to our nation...
(APPLAUSE)
... as well as the generosity and cooperation he has shown throughout this transition.
Forty-four Americans have now taken the presidential oath.
The words have been spoken during rising tides of prosperity and the still waters of peace. Yet, every so often the oath is taken amidst gathering clouds and raging storms. At these moments, America has carried on not simply because of the skill or vision of those in high office, but because We the People have remained faithful to the ideals of our forebears, and true to our founding documents.
So it has been. So it must be with this generation of Americans.
That we are in the midst of crisis is now well understood. Our nation is at war against a far-reaching network of violence and hatred. Our economy is badly weakened, a consequence of greed and irresponsibility on the part of some but also our collective failure to make hard choices and prepare the nation for a new age.
Homes have been lost, jobs shed, businesses shuttered. Our health care is too costly, our schools fail too many, and each day brings further evidence that the ways we use energy strengthen our adversaries and threaten our planet.
These are the indicators of crisis, subject to data and statistics. Less measurable, but no less profound, is a sapping of confidence across our land; a nagging fear that America's decline is inevitable, that the next generation must lower its sights.
Today I say to you that the challenges we face are real, they are serious and they are many. They will not be met easily or in a short span of time. But know this America: They will be met.
(APPLAUSE)
On this day, we gather because we have chosen hope over fear, unity of purpose over conflict and discord.
On this day, we come to proclaim an end to the petty grievances and false promises, the recriminations and worn-out dogmas that for far too long have strangled our politics.
We remain a young nation, but in the words of Scripture, the time has come to set aside childish things. The time has come to reaffirm our enduring spirit; to choose our better history; to carry forward that precious gift, that noble idea, passed on from generation to generation: the God-given promise that all are equal, all are free, and all deserve a chance to pursue their full measure of happiness.
(APPLAUSE)
In reaffirming the greatness of our nation, we understand that greatness is never a given. It must be earned. Our journey has never been one of shortcuts or settling for less.
It has not been the path for the faint-hearted, for those who prefer leisure over work, or seek only the pleasures of riches and fame.
Rather, it has been the risk-takers, the doers, the makers of things -- some celebrated, but more often men and women obscure in their labor -- who have carried us up the long, rugged path towards prosperity and freedom.
For us, they packed up their few worldly possessions and traveled across oceans in search of a new life. For us, they toiled in sweatshops and settled the West, endured the lash of the whip and plowed the hard earth.
For us, they fought and died in places Concord and Gettysburg; Normandy and Khe Sanh.
Time and again these men and women struggled and sacrificed and worked till their hands were raw so that we might live a better life. They saw America as bigger than the sum of our individual ambitions; greater than all the differences of birth or wealth or faction.
This is the journey we continue today. We remain the most prosperous, powerful nation on Earth. Our workers are no less productive than when this crisis began. Our minds are no less inventive, our goods and services no less needed than they were last week or last month or last year. Our capacity remains undiminished. But our time of standing pat, of protecting narrow interests and putting off unpleasant decisions -- that time has surely passed.
Starting today, we must pick ourselves up, dust ourselves off, and begin again the work of remaking America.
(APPLAUSE)
For everywhere we look, there is work to be done.
The state of our economy calls for action: bold and swift. And we will act not only to create new jobs but to lay a new foundation for growth.
We will build the roads and bridges, the electric grids and digital lines that feed our commerce and bind us together.
We will restore science to its rightful place and wield technology's wonders to raise health care's quality...
(APPLAUSE)
... and lower its costs.
We will harness the sun and the winds and the soil to fuel our cars and run our factories. And we will transform our schools and colleges and universities to meet the demands of a new age.
All this we can do. All this we will do.
Now, there are some who question the scale of our ambitions, who suggest that our system cannot tolerate too many big plans. Their memories are short, for they have forgotten what this country has already done, what free men and women can achieve when imagination is joined to common purpose and necessity to courage.
What the cynics fail to understand is that the ground has shifted beneath them, that the stale political arguments that have consumed us for so long, no longer apply.
MR. The question we ask today is not whether our government is too big or too small, but whether it works, whether it helps families find jobs at a decent wage, care they can afford, a retirement that is dignified.
Where the answer is yes, we intend to move forward. Where the answer is no, programs will end.
And those of us who manage the public's dollars will be held to account, to spend wisely, reform bad habits, and do our business in the light of day, because only then can we restore the vital trust between a people and their government.
Nor is the question before us whether the market is a force for good or ill. Its power to generate wealth and expand freedom is unmatched.
But this crisis has reminded us that without a watchful eye, the market can spin out of control. The nation cannot prosper long when it favors only the prosperous.
The success of our economy has always depended not just on the size of our gross domestic product, but on the reach of our prosperity; on the ability to extend opportunity to every willing heart -- not out of charity, but because it is the surest route to our common good.
(APPLAUSE)
As for our common defense, we reject as false the choice between our safety and our ideals.
Our founding fathers faced with perils that we can scarcely imagine, drafted a charter to assure the rule of law and the rights of man, a charter expanded by the blood of generations.
Those ideals still light the world, and we will not give them up for expedience's sake.
And so, to all other peoples and governments who are watching today, from the grandest capitals to the small village where my father was born: know that America is a friend of each nation and every man, woman and child who seeks a future of peace and dignity, and we are ready to lead once more.
(APPLAUSE)
Recall that earlier generations faced down fascism and communism not just with missiles and tanks, but with the sturdy alliances and enduring convictions.
They understood that our power alone cannot protect us, nor does it entitle us to do as we please. Instead, they knew that our power grows through its prudent use. Our security emanates from the justness of our cause; the force of our example; the tempering qualities of humility and restraint.
We are the keepers of this legacy, guided by these principles once more, we can meet those new threats that demand even greater effort, even greater cooperation and understanding between nations. We'll begin to responsibly leave Iraq to its people and forge a hard- earned peace in Afghanistan.
With old friends and former foes, we'll work tirelessly to lessen the nuclear threat and roll back the specter of a warming planet.
We will not apologize for our way of life nor will we waver in its defense.
And for those who seek to advance their aims by inducing terror and slaughtering innocents, we say to you now that, "Our spirit is stronger and cannot be broken. You cannot outlast us, and we will defeat you."
(APPLAUSE)
For we know that our patchwork heritage is a strength, not a weakness.
We are a nation of Christians and Muslims, Jews and Hindus, and nonbelievers. We are shaped by every language and culture, drawn from every end of this Earth.
And because we have tasted the bitter swill of civil war and segregation and emerged from that dark chapter stronger and more united, we cannot help but believe that the old hatreds shall someday pass; that the lines of tribe shall soon dissolve; that as the world grows smaller, our common humanity shall reveal itself; and that America must play its role in ushering in a new era of peace.
To the Muslim world, we seek a new way forward, based on mutual interest and mutual respect.
To those leaders around the globe who seek to sow conflict or blame their society's ills on the West, know that your people will judge you on what you can build, not what you destroy.
To those...
(APPLAUSE)
To those who cling to power through corruption and deceit and the silencing of dissent, know that you are on the wrong side of history, but that we will extend a hand if you are willing to unclench your fist.
(APPLAUSE)
To the people of poor nations, we pledge to work alongside you to make your farms flourish and let clean waters flow; to nourish starved bodies and feed hungry minds.
And to those nations like ours that enjoy relative plenty, we say we can no longer afford indifference to the suffering outside our borders, nor can we consume the world's resources without regard to effect. For the world has changed, and we must change with it.
As we consider the road that unfolds before us, we remember with humble gratitude those brave Americans who, at this very hour, patrol far-off deserts and distant mountains. They have something to tell us, just as the fallen heroes who lie in Arlington whisper through the ages.
We honor them not only because they are guardians of our liberty, but because they embody the spirit of service: a willingness to find meaning in something greater than themselves.
And yet, at this moment, a moment that will define a generation, it is precisely this spirit that must inhabit us all.
For as much as government can do and must do, it is ultimately the faith and determination of the American people upon which this nation relies.
It is the kindness to take in a stranger when the levees break; the selflessness of workers who would rather cut their hours than see a friend lose their job which sees us through our darkest hours.
It is the firefighter's courage to storm a stairway filled with smoke, but also a parent's willingness to nurture a child, that finally decides our fate.
Our challenges may be new, the instruments with which we meet them may be new, but those values upon which our success depends, honesty and hard work, courage and fair play, tolerance and curiosity, loyalty and patriotism -- these things are old.
These things are true. They have been the quiet force of progress throughout our history.
What is demanded then is a return to these truths. What is required of us now is a new era of responsibility -- a recognition, on the part of every American, that we have duties to ourselves, our nation and the world, duties that we do not grudgingly accept but rather seize gladly, firm in the knowledge that there is nothing so satisfying to the spirit, so defining of our character than giving our all to a difficult task.
This is the price and the promise of citizenship.
This is the source of our confidence: the knowledge that God calls on us to shape an uncertain destiny.
This is the meaning of our liberty and our creed, why men and women and children of every race and every faith can join in celebration across this magnificent mall. And why a man whose father less than 60 years ago might not have been served at a local restaurant can now stand before you to take a most sacred oath.
(APPLAUSE)
So let us mark this day in remembrance of who we are and how far we have traveled.
In the year of America's birth, in the coldest of months, a small band of patriots huddled by dying campfires on the shores of an icy river.
The capital was abandoned. The enemy was advancing. The snow was stained with blood.
At a moment when the outcome of our revolution was most in doubt, the father of our nation ordered these words be read to the people:
"Let it be told to the future world that in the depth of winter, when nothing but hope and virtue could survive, that the city and the country, alarmed at one common danger, came forth to meet it."
America, in the face of our common dangers, in this winter of our hardship, let us remember these timeless words; with hope and virtue, let us brave once more the icy currents, and endure what storms may come; let it be said by our children's children that when we were tested we refused to let this journey end, that we did not turn back nor did we falter; and with eyes fixed on the horizon and God's grace upon us, we carried forth that great gift of freedom and delivered it safely to future generations.
Thank you. God bless you.
(APPLAUSE)
And God bless the United States of America.
(APPLAUSE)
Wednesday, January 21, 2009
Bush's Dear Barry letter...
Published in the Metro, Jan 21, 2009:
As is traditional, outgoing US president George W Bush left a note for his successor in the top drawer of his desk in the Oval Office. The White House declined to reveal the exact details of the letter to Barak Obama but Metro would like to think it went something like this...
Dear Barry,
First and foremosting, I would like to congratulatise you on getting the job. It will be great to have someone come in and bring a finished completion to all the work I did. I have to warn you, though, Baz, being president isn't all laughs. There are a lot of boring speeches to sit through.
But I think you will make a great commander-in-chife. You've got what I've got - charismaticism. And that goes a long way. I also dig the way you got all those famous people on your side - they didn't take much to me. But I like that Jon Bono Jovi who sang a few days before your augmentation - eh's a good guy.
My daddy once told me: 'Eat your vegetables, Georger Jnr'. And was right. Well, now it's my turn to give some advisementary words. Don't let people misunderestimate you the way they misunderestimated me - I hope you don't misunderstanderate what I'm getting at there, Baz. I know I used a lot of big words in that sentence.
Being the president is a bit like grabbing a bull by its horns - you gotta go up to that bull and grabs his horns. In a metaphosphorical sense, of course. If you grab a real bull by the horns you won't be the president for too long. You should maybe write that one down.
I've left you some pretzels on my desk an, before I forget, I've also left you a crisis in the Middle East and a bad economy - in London, Engerland, they're calling that a 'credit crunch'. Ain't that cute? Sounds like a breakfast cereal to me, Baz. Next time you're in No1, Downing street, tell Gordon Ramsay I said 'hi'.
So I guess that's all I got for ya. I know you'll be a super leader. They made a movie about me after my eight years were up, so if they do the same with you I guess you'll know you've done a good job. Good luck, Baz!
Yours facefully,
Dubya (spelt with a 'W')
Ps: Sorry about the lawn.... Barney's little weapons of mass destruction! (A joke)
Saturday, January 10, 2009
Thursday, November 20, 2008
VIDEO: You Don't Know Dick - Indictment
2mts 14secs
For more, check out:
You Don't Know Dick - Email
You Don't Know Dick - Council for National Policy (Dicktoid)
Even Dick Don't Know Dick
You Don't Know Dick - Secret Silver Death Box (Dicklet)
You Don't Know Dick - Logo
You Don't Know Dick - Google Earth (Dick Nugget)
You Don't Know Dick - Man-sized Safe
More Dick stuff
For more, check out:
You Don't Know Dick - Email
You Don't Know Dick - Council for National Policy (Dicktoid)
Even Dick Don't Know Dick
You Don't Know Dick - Secret Silver Death Box (Dicklet)
You Don't Know Dick - Logo
You Don't Know Dick - Google Earth (Dick Nugget)
You Don't Know Dick - Man-sized Safe
More Dick stuff
Friday, November 07, 2008
Thursday, November 06, 2008
Tuesday, October 21, 2008
Sunday, October 19, 2008
Saturday, October 18, 2008
VIDEO: Ultimate Roast
McCain and Obama at the Al Smith dinner at Waldorf Astoria in New York.
14 mts 53 secs
McCain
13 mts 39 secs
Obama
14 mts 53 secs
McCain
13 mts 39 secs
Obama
Thursday, October 16, 2008
Saturday, October 11, 2008
Osama bin Laden's Plan to Bankrupt America Going Pretty Well These Days
http://blog.indecision2008.com/2008/10/10/osama-bin-ladens-plan-to-bankrupt-america-going-pretty-well-these-days/
Osama bin Laden -- terrorist, wedding poet and all-around jerkoff -- has announced his plans for destroying America through economic strangulation.
Well, he released it four years ago, just a few days before the 2004 presidential elections. How do you think that's working out for him?
One thing you gotta admit about this guy: He can go fuck himself, but, ya know, he does get stuff done.
Which is exactly why we need to stay in Iraq until we do something that can possibly be defined as "winning." Even if we have to bleed ourselves to the point of bankruptcy fighting the insurgents' guerrilla warfare in this war of attrition. So that this asshole bin Laden doesn't win. How do you not understand this, people?!
Of course, there was no way that bin Laden's conveniently well-timed taunting videotape was in any way intended to sway the election in accordance with idiot voters' basest instincts. Because, why would he possibly want another four years of tough-fighting Republican rule in the U.S.?
How much you wanna bet that, sometime in the next two weeks, new footage suddenly emerges of bin Laden wearing a Hope t-shirt? (Don't take that bet.)
I can't wait for November 5th -- after John McCain has been elected president -- when McCain can finally release his super secret Osama bin Laden and Muhajadeen Spectacular Wondrifical Killing Machine and send it to the Gates of Hell so that we can get rid of bin Laden once and for all and start focusing on the real problems America faces today: '60s radical community organizers and people who think gay people should be allowed to get married.
I just hope it doesn't run on gas.
'Cause then we're fucked.
Osama bin Laden -- terrorist, wedding poet and all-around jerkoff -- has announced his plans for destroying America through economic strangulation.
Well, he released it four years ago, just a few days before the 2004 presidential elections. How do you think that's working out for him?
"We are continuing this policy in bleeding America to the point of bankruptcy.
Allah willing, and nothing is too great for Allah," bin Laden said in the
transcript.
One thing you gotta admit about this guy: He can go fuck himself, but, ya know, he does get stuff done.
He said the mujahedeen fighters did the same thing to the Soviet Union in
Afghanistan in the 1980s, "using guerrilla warfare and the war of attrition to
fight tyrannical superpowers."
Which is exactly why we need to stay in Iraq until we do something that can possibly be defined as "winning." Even if we have to bleed ourselves to the point of bankruptcy fighting the insurgents' guerrilla warfare in this war of attrition. So that this asshole bin Laden doesn't win. How do you not understand this, people?!
Of course, there was no way that bin Laden's conveniently well-timed taunting videotape was in any way intended to sway the election in accordance with idiot voters' basest instincts. Because, why would he possibly want another four years of tough-fighting Republican rule in the U.S.?
He also said al Qaeda has found it "easy for us to provoke and bait this
administration."
"All that we have to do is to send two mujahedeen to
the furthest point east to raise a piece of cloth on which is written al Qaeda,
in order to make generals race there to cause America to suffer human, economic
and political losses without their achieving anything of note other than some
benefits for their private corporations," bin Laden said.
How much you wanna bet that, sometime in the next two weeks, new footage suddenly emerges of bin Laden wearing a Hope t-shirt? (Don't take that bet.)
I can't wait for November 5th -- after John McCain has been elected president -- when McCain can finally release his super secret Osama bin Laden and Muhajadeen Spectacular Wondrifical Killing Machine and send it to the Gates of Hell so that we can get rid of bin Laden once and for all and start focusing on the real problems America faces today: '60s radical community organizers and people who think gay people should be allowed to get married.
I just hope it doesn't run on gas.
'Cause then we're fucked.
Saturday, September 06, 2008
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