A quick welcoming glance at our calender makes us realize I didn’t post yesterday. Big deal, complain more or whine more, whatever you choose. Cause after all complaining doesn’t equal whiiiiiining; Cookie if you guys got that reference, fig newton if you didn’t.  Anyway, shitty references aside I’ve completed the new chapter of my book if you guys wanna see. So let’s get down to the link spam before I get to the news. First off let’s start with Zac Gorman, and his motion comics of zelda. Next up, we have a link dump by Scott from VGCats.


Also its been a while since we’ve had some neat links to check out up in here. SO HERE YOU GO. New One Piece Pirate Warriors 4 minute video, SHED.MOV, Skyrim and Spaaaaaaaace, TF2 goes French(Flight of the Concords), Link tothe AWesome, and an older video but still quite amazing; This is Aperture.

Anyway, if you haven’t seen like 80% of these links, you guys are behind; Just sayin’.

And lastly…Pinkie the Genius.



As usual, click the image for a bigger image, if you haven’t figured this out, get out from under your damn rocks.


Anyway, let’s move on with stories.

Defense: Ga. Suspect Says Angel Told Him to Kill



Prosecutors urged jurors Tuesday to dismiss a murder defendant’s assertions that an angel who looked like Olivia Newton-John ordered him to fatally shoot a co-worker’s husband outside a preschool. They say Hemy Neuman was not delusional or insane and had planned the killing for months.

Neuman fell so hopelessly in love with Andrea Sneiderman, whom he supervised at General Electric, that he believed he was the father of her two children and that the only way to protect them was to kill Russell Sneiderman in November 2010, Neuman’s attorney Doug Peters said during opening arguments.

“He thought Sophia and Ian were his children and that Rusty Sneiderman was a danger to them,” said Peters, who contends his client is not guilty by reason of insanity because he couldn’t tell the difference between right and wrong at the time of the killing.

Neuman believed an angel told him to pull the trigger, said Peters, who didn’t give details.

Prosecutors, though, urged jurors to reject the insanity claim, arguing the 48-year-old Neuman meticulously planned the killing so he could be with Andrea Sneiderman. Prosecutors said Neuman will also claim he was visited by a demon who sounded like Barry White.

“I’ll boil it down to a sentence: A man wanted someone else’s wife so he killed her husband,” said Don Geary, one of the prosecutors. “He got caught. We ask you to return a verdict that speaks the truth.”

Her husband was shot to death shortly after dropping their 2-year-old son off at a day care center in Dunwoody, an affluent suburb north of Atlanta. A bearded man in a hoodie approached Sneiderman, fired several shots and then hopped into a silver minivan and sped away. It happened so quickly that police initially believed it could have been a professional job.

At the center of the trial is Andrea Sneiderman. Peters said the two shared a string of “intimate relations” during business trips after he hired her in early 2010, but that she rebuffed his attempts to marry her. Prosecutors say she rejects the allegations and that Neuman could be hallucinating.

She testified Tuesday that Neuman seemed stable to her and that she rejected his advances.

Police interviewed Neuman six weeks after Sneiderman’s death after detectives discovered that shortly before the shooting he rented a minivan matching the description of a vehicle seen driving away from the crime scene. He faces life in prison without parole if convicted. He’d be turned over to the state mental health system if found not guilty.

Neuman who also lived in the Atlanta suburbs had a troubled childhood and was constantly in fear of his father, who was wracked with guilt for having survived the Auschwitz death camp during the Holocaust while 11 other relatives died. He eventually moved from his home in Mexico to a boarding school in Israel, partly to get away from his father’s volatile behavior.

“It was a life of anger, it was a life filled with terror, of not knowing when or why their father would explode with rage,” Peters said.

He later graduated from Georgia Tech and bought a pricey home in a Cobb County subdivision after landing a job as a high-ranking manager at GE, where he made $180,000 a year and supervised 5,000 engineers and a $800 million budget, prosecutors said.

Neuman hired Andrea Sneiderman in early 2010 after she decided she needed to earn more money because her husband, a 36-year-old Harvard-trained entrepreneur, was having trouble finding steady work, attorneys said. They soon hit it off, and on work trips they would share long dinners, wine and occasionally romance, Neuman’s defense team contends.

Prosecutors say Neuman began planning Russell Sneiderman’s killing after she rebuffed one of his advances. They say he bought a gun, took it to target practice and then on Nov. 10 camped outside Sneiderman’s house to try to kill him. He bolted when Sneiderman, who couldn’t recognize Neuman, startled him.

Nine days later, prosecutors say, Neuman arrived at his office earlier than usual — at 5:36 a.m. — and then sneaked out a back door to avoid security cameras and give himself an alibi. He then drove to the Dunwoody Prep day care center, shot Sneiderman four times and hopped in the minivan and tried to melt into morning rush traffic, they say.

Neuman was so callous about his actions that he returned to work a few hours later and later participated in the religious ceremonies of his victim’s death, including the Jewish ritual of shoveling dirt on Sneiderman’s grave at his funeral, Geary said.

Peters asked the jurors to pay careful attention to phone records between Neuman and Andrea Sneiderman, noting that the two exchanged three calls on the night before the shooting and that she called him six times in the hours after her husband was killed.

He also said his arguments that his client couldn’t tell the difference between right and wrong during the killing are backed by evaluations from psychiatrists and mental health experts who diagnosed Neuman as bipolar and concluded he had a delusional disorder.

“This case is not about what happened. We know what happened,” Peters said. “It’s about why.”


Long story is long, enjoy your block texts.

Moving on.


Cops: Ohio Woman’s Breast Implant Exploded During Domestic Assault


FEBRUARY 21–An Ohio man beat his girlfriend so severely that one of the woman’s breast implants exploded during the weekend assault, police report.



Samuel Cole, 60, was arrested for felony assault after he allegedly punched and choked the victim during a confrontation Sunday morning. Cole, pictured in the adjacent mug shot, also allegedly stomped the woman so hard that her implant burst, according to cops.

Cole, who is being held in the Hamilton County jail in lieu of $50,000 bond, is also subject to a “stay away” order barring him from contacting the 52-year-old victim.

After allegedly beating the woman, Cole transported her to a local hospital for treatment and “threatened her not to tell staff about the assault.” Hospital workers contacted police about the attack and the woman’s injuries, according to a Colerain Township Police Department report.

Along with punching and trying to suffocate the woman, Cole “also stomped on the victim’s chest with his foot causing serious injury to her left breast,” noted investigators.


Oh so funny, breast implants exploding is always funny.

Mardi Gras in 1938: Unpublished Photos


Relatively early on in its remarkable, decades-long run as a weekly magazine, LIFE turned its eye toward always-enticing, ever-vivid New Orleans and that great city’s signature, defining event: Mardi Gras. In February, 1938, editors sent photographer William Vandivert (later a charter member of Magnum) to the Big Easy to chronicle the carnival — and to show LIFE’s readers how one American city, more Caribbean than Southern in so many ways, maintained a centuries-old tradition of refined debauchery and plain, unalloyed fun in the midst of the Great Depression.

The story that ran in the March 14, 1938, issue of LIFE, alongside some of Vandivert’s photographs, was interesting enough, in its own way. Titled “LIFE goes to America’s Most Famous Party,” the five-page feature focused almost exclusively on the aristocratic Comus Ball, and the pomp and ceremony that attends the crowning of the ball’s king and queen. In fact, in 1938, LIFE was invited to the Comus Ball “to photograph it,” the magazine gently boasted to its readers, “for the press for the first and only time in its 81 years.”

But Bill Vandivert was in New Orleans for more than a few days and nights in the late winter of 1938, and he made hundreds of photographs — far more interesting photographs, it turns out, than those that ran in the magazine — on the crowded, joyously chaotic streets and boulevards of that singular town.  Here, in tribute to the spirit of the Crescent City, and to celebrate the ancient festival of carnival (from Latin, carne vale, or “farewell to meat”) that traditionally marks the beginning of the Christian observance of Lent, LIFE.com offers a gallery of those previously unpublished Vandivert photos: pictures of men, women and children happily caught up in the whirldwind of Mardi Gras, in a vanished New Orleans that feels at once ghostly and, somehow, intensely alive.


Enjoy the gallery, cause I’m not posting it.


Peoria Unified district to clarify dress code for teachers

by Kristena Hansen


Teachers in the Peoria Unified School District soon may need to spruce up their wardrobes to come to work.

The school board is looking to put in place rules governing what teachers and staff wear in the classroom and at various school functions by adopting a policy that outlines everything from inappropriate footwear to how much skin a blouse or skirt should expose.

The district’s current policy requires that staff attire be professional, but no dress code offers further definition. Thus, it is up to each principal to decide on and enforce standards.

District officials said the proposal aims to set clear expectations of employees and avoid awkward confrontations for principals enforcing them.

Board member Diane Douglas said the dress code is a long time coming.

“We’re setting an example for students,” Douglas said. “We’re teaching them how they should look and behave.”

The proposed dress code would require men to wear a collared shirt while women’s tops or shirts must have at least a 2-inch strap.

Jeans would be allowed once per week; sweatpants, sweatshirts and other athletic apparel would be appropriate only while teaching gym class or supervising physical-education activities. No cleavage, underwear or bare midriffs may show.

It would ban rubber flip-flops and allow tennis shoes only under special circumstances.

“A high degree of our workers’ compensation injuries are slip-and-falls because people are not wearing the appropriate footwear,” Douglas said.

Those workers’ compensation claims would be harder to get if the district has clear guidelines in place, she said.

But the board asked staff to broaden the situations in which wearing tennis shoes would be allowable. Board member Joe McCord said they’re often the best choice for teachers, especially those chasing down youngsters on the playground at recess.


I’m not sure what to say here to be honest..I guess the only word that comes to mind is….okay?

And our last story from the west.

Five Leadership Mistakes Of The Galactic Empire


My colleague Dorothy Pomerantz notes that this weekend, the re-issued 3-D version of Star Wars: The Phantom Menace, pulled down about $23 million in the Box Office over the weekend. This got my mind to pondering the mistakes that people make, ranging from making the Star Wars prequels to reissuing them in 3-D to actually going to relive the misery that was The Phantom Menace all over again.

But mistakes are learning opportunities. And in thinking about Star Wars, let’s leave the prequels behind and focus on the original trilogy. It occurs to me that the Star Wars films have a lot to teach us about leadership styles.

In particular, the Galactic Empire strikes me as a quintessential example of how not to effectively run an organization. Let’s take a look at five of the Empire’s biggest mistakes and see how you can avoid them in your own organization.

Mistake #1: Building an organization around particular people, rather than institutions.

Perhaps the biggest mistake of the Galactic Empire made is its singular focus on the preservation of power for the Emperor and a few of his chosen lackeys. There is a constant through line we see starting with A New Hope and running through to the end of the Return of the Jedi of the Emperor consolidating more and more power into his own hands and that of his right-hand man, Darth Vader. In A New Hope, the Galactic Senate is disbanded in favor of regional governors hand-selected by the Emperor. By the time Return of the Jedi rolls around, the Emperor’s only advisor is Darth Vader, and his distrust in his organization is so complete that his only plan for succession is a desperate attempt to poach Luke Skywalker from the Rebel Alliance and get him to join his organization. Anytime your future plans depend on getting a rising star from a rival organization to join your team, you know that you have some serious institutional issues.

As the events of the movie make clear, the deaths of the Emperor and Darth Vader pretty much eliminated any opportunity for succession. A galaxy-wide organization was defeated simply by taking out two key individuals. Despite his decades of scheming, Palpatine’s organization barely lasted a day after he was gone.

Key Takeaway: Your organization needs to be structured so that talent is being developed on all levels of the organization, in order to ensure smooth functioning and ensure that it’s easy for people to rise in the organization in the event that key individuals leave. Responsibility should be distributed on several fronts, so that chaos doesn’t ensue if one person can’t be reached. Realistic succession plans are vital to developing an enduring organization.

Mistake #2: Depriving people of the chance to have a stake in the organization.

By consolidating his power, the Emperor didn’t just ensure that his organization wouldn’t survive his death. He also deprived a key motivation for both his employees and the public-at-large: a feeling of having a stake in the success of the organization. The Emperor disbanded the Galactic Senate, removing the idea of any democratic stake in the government. He wiped out all references to the Force, so there was no longer any guiding ideology. His sole idea for maintaining control of the Empire was building the Death Star, on the theory that, in the words of Grand Moff Tarkin, “Fear will keep the local systems in line. Fear of this battle station.” Similarly, while in the first Star Wars film, there was a scene showing officers in the Imperial Navy discussing strategy, by Return of the Jedi, it was clear that no feedback was being solicited anymore. The Emperor or Vader gave orders and that was it. No further discussion.

But as was ably demonstrated in this exchange in the movie Office Space, this is the worst possible way to get the best work out of your employees. Fear, combined with a sense of powerlessness, only inspires the bare minimum amount of work:

Peter Gibbons: You see, Bob, it’s not that I’m lazy, it’s that I just don’t care.
Bob Porter: Don’t- don’t care?
Peter Gibbons: It’s a problem of motivation, all right? Now if I work my ass off and Initech ships a few extra units, I don’t see another dime, so where’s the motivation? And here’s another thing, I have eight different bosses right now.
Bob Porter: Eight?
Peter Gibbons: Eight, Bob. So that means when I make a mistake, I have eight different people coming by to tell me about it. That’s my only real motivation is not to be hassled, that, and the fear of losing my job. But you know, Bob, that will only make someone work just hard enough not to get fired.

Key Takeaway: In order to get the best work out of people in your organization, you need to solicit their feedback, engage them in the decision-making process, and ensure that they have a stake in the success of the organization.

In an early part of the Empire Strikes Back, the Empire attempted to wipe out the Rebel Alliance once and for all in the Battle of Hoth. However, because Admiral Ozzel took the Imperial Fleet out of lightspeed too close to the Hoth system, the Rebel Alliance was able to detect the Imperial approach and quickly begin its defense. Enraged by this error, Darth Vader used the Force to choke Admiral Ozzel to death. Captain Piett, Ozzel’s second-in-command, was then promoted to Admiral and given command of the Imperial Fleet.

This swift, decisive punishment of failure is a huge error of management. First of all, mistakes are inevitable – especially in times where quick decisions are needed to be made on incomplete information. Rather than simply kill Admiral Ozzel, Vader should have attempted to direct him to a course of action that corrected his error. Instead, he threw the Imperial Fleet into organizational disarray as countless numbers of officers were suddenly thrust into new roles and responsibilities without the opportunity to learn them. This organizational chaos was undoubtedly key to the Rebels ability to escape in mass numbers, even as they flew perilously close to the Imperial Fleet.

Even beyond this one mistake, by adopting a management style of “failure leads to Force choking,” Vader developed an organizational culture that was destined to be weak. People would be afraid to offer feedback or suggestions, choosing instead to follow orders to the letter. This ensures that decisions are made at a very high level, and anyone under those levels will lack initiative or the ability to act on their local knowledge. What’s more, by punishing failure so harshly, the Empire provides an incentive for people within the organization to actually lead their superiors to failure. After all, the quickest way to promotion in the Empire is for your boss to make a mistake, so it’s in your own best interests to ensure that he does.

Key Takeaway: It’s essential to remember that failure is the engine of success. Mistakes are inevitable, but the key to making them is learning from them. It’s also vital to ensure that organizations are flexible, capable of quickly adapting to changing conditions and allowing for initiative and quick action at all levels, even if that leads to some mistakes.

Mistake #4: Focusing all of the organization’s efforts into a single goal and failing to consider alternatives.

When it came to the success of the Galactic Empire, the Emperor had one single idea that he was absolutely obsessed with: building the Death Star. The completion of the Death Star, with its ability to destroy entire planets, was the singleminded obsession of the Emperor. At no point do we ever see any alternatives broached. No scenes between Darth Vader and the Emperor debating the wisdom of building a second Death Star so soon after the first one was destroyed. Nobody suggests to the Emperor that it might be wiser to develop more flexible ways for the Empire to destroy planets, such as combining the firepower of several Star Destroyers at once.

The only other goal we ever see the Emperor pursue, apart from the destruction of the Rebels, is to get Luke Skywalker to turn to the Dark Side and succeed Darth Vader and possibly the Emperor himself. As discussed above, having only one succession plan, based entirely around getting a key player from a rival organization to change his mind, showed remarkable lack of foresight. This singleminded obsession with one way to succeed is something that undermined not only the Galactic Empire, but also many other organizations throughout history. Kodak focused on film even after developing digital technology. Borders focused on brick and mortar years after it was clear that a strong Internet presence was key to the book business.

Key Takeaway: It’s vital to be flexible and adaptable to changing circumstances. You should always consider alternatives to your course of action and develop multiple plans for achieving particular goals in case one or more plans don’t pan out.

Mistake #5: Failing to learn from mistakes.

The Galactic Empire devoted years, an enormous amount of money, and an enormous amount of manpower to building the Death Star. After it was built, the Death Star only successfully completed one mission before it was destroyed by the Rebels. And the Empire’s response? Build a bigger, newer Death Star to serve as a target for the Rebel Alliance. In the second case, the Death Star wasn’t even completed before the Rebels managed to destroy it again.

Despite the failure of Force choking Admiral Ozzel to improve performance by the Imperial Fleet, Vader Force choked Captain Needa after his failure to capture the Millenium Falcon shortly thereafter.

Both the Emperor and Vader were obsessed with turning Skywalker to the Dark Side of the Force, even after Skywalker made it clear that he’d rather die than abandon the Rebel Alliance or join the Dark Side.

You may see a pattern emerging here. Perhaps the Emperor and Vader were blinded by their success taking control of a millennia-old Republic and turning it into an Empire, but it’s clear that they became very overconfident in their own abilities. Despite making the same mistakes over, and over again, they still moved stubbornly, blindly forward without ever changing course. And then kept on moving forward without changing their paths until the Empire was destroyed.

Key Takeaway: While it’s admirable to not let setbacks hold you back from pursuing your goals, its vital to learn from every failure in order to correct your course of action. Failing to learn from your mistakes and repeating them will inevitably lead to the destruction of your organization.

The Bottom Line: Ultimately, the Galactic Empire failed as an enduring organization because of incredibly flawed leadership at the very top. By building an organizational culture based on fear, lack of independence, and an unwillingness to adapt to changing circumstances, the Emperor set the stage for his own inevitable failure.


And our last post from Sankaku.


Stocking Rio:Bone Action Figure

Author: Leon



Sentinel’s RIO:bone action figure of Stocking has finally appeared to complete with the already released Panty action figure. She comes along with her cat, sunglasses and her stocking-katana for a release in May 2012.


And your daily dose of Porn


Anyway, that’s our show for today, I will see you again next time. Till then, stay stupid and stay hungry. Good night.