facility:arizona state university

  • How New York could respond to the taxi medallion lending crisis | CSNY
    https://www.cityandstateny.com/articles/policy/infrastructure/how-new-york-could-respond-to-taxi-medallion-lending-crisis.html

    Experts and lawmakers weigh in on easing the pain of burdened medallion owners and preventing predatory lending in the future.
    By ANNIE MCDONOUGH
    MAY 22, 2019

    After a two-part New York Times investigation into predatory lending practices for taxi medallions delineated how industry leaders and government agencies participated in, encouraged or ignored risky lending, calls for action sprang forth – sometimes from the very same officials or agencies that had been asleep at the switch.

    Various deceptive or exploitative lending practices contributed to the rise and precipitous fall of taxi medallions in New York City. Medallions worth $200,000 in 2002 rose to more than $1 million in 2014, before crashing to less than $200,000. The bubble was inflated by loans made without down payments, requirements that loans had to be paid back in three years or extended with inflated interest rates, and interest-only loans that required borrowers to forfeit legal rights and give up much of their income. Borrowers – typically low-income, immigrant drivers – were left in the lurch when the bubble burst, an event that the taxi industry has long blamed primarily on the rise of app-based ride hail services like Uber and Lyft. While the rise of app-based ride hail did contribute to the now-ailing taxi industry, the revelations in the Times show government officials – including the Taxi and Limousine Commission which acted as a “cheerleader” for medallion sales – ignored the warning signs.

    Since Sunday, when the first Times story was published, New York Attorney General Letitia James has announced an inquiry into the business and lending practices that “may have created” the crisis, New York City Mayor Bill de Blasio announced a joint probe by the TLC, Department of Finance and Department of Consumer Affairs into the brokers who helped arrange the loans, Sen. Chuck Schumer called for an investigation into the credit unions involved in the lending, and members of the New York City Council and state Legislature, and New York City Comptroller Scott Stringer, have called for hearings and legislation to resolve the issue.

    The various proposals raised thus far are unlikely to fully address the damage caused to many medallion owners, some experts say. The Times investigation found that since 2016, more than 950 taxi drivers have filed for bankruptcy, with thousands more still suffering under the crippling loans. This is combined with a string of taxi and other professional drivers who have committed suicide in the past year and a half.

    Some of the solutions offered have focused on preventing the kind of reckless lending practices exhibited for taxi medallions. Stringer called on state lawmakers to close a loophole that allows lenders to classify their loans as business deals – as opposed to consumer loans, which have more protections for borrowers. A bill introduced last week by state Sen. Jessica Ramos would also establish a program to assist medallion owners who are unable to obtain financing, refinancing or restructuring of an existing loan through a loan loss reserve. State Sen. James Sanders and Assemblyman Kenneth Zebrowski, who chair the state Legislature’s committees on banks, declined to comment.

    But classifying loans for medallions as consumer loans might not be appropriate, said Bruce Schaller, a transportation expert and former deputy commissioner at the New York City Department of Transportation. “I think the difficult question with the individual drivers is that they are in business, they are planning to make money off of their increase in medallion prices. Should they have the same protections as someone who is taking out a mortgage on a house, who is presumed to be very vulnerable?” he asked. “That may well be the case, but (drivers) are also in a business in a way that the prospective homeowner isn’t.”

    The TLC told the Times that it is the responsibility of bank examiners to control lending practices, while the state Department of Financial Services said that it supervised some of the banks involved, but often deferred to federal inspectors. “The TLC is gravely concerned that unsound lending practices have hurt taxi drivers and has raised these concerns publicly,” Acting Commissioner Bill Heinzen said in an emailed statement. “Banks and credit unions are regulated by federal agencies that have substantial oversight powers that the TLC does not have. The TLC has taken steps within our regulatory power to help owners and drivers by easing regulatory burdens and working with City Council to limit the number of for-hire vehicles on the road. We have pushed banks to restructure loan balances and payment amounts to reflect actual trip revenue.”

    Seth Stein, a spokesman for de Blasio, also mentioned interest in preventing risky lending practices. “We are deeply concerned about predatory lending in the medallion business,” Stein wrote in an email. “While TLC has no direct regulatory oversight over lenders – that is squarely under the purview of federal regulators – we continue to look for every means of helping owners and drivers make ends meet. We’ve discontinued medallion sales, secured a cap on app-based for-hire-vehicles, and we strongly urge federal regulators to do more as well.”

    But remedies at the federal level may not be realistic, according to David King, a professor of urban planning at Arizona State University, with a speciality in transportation and land use planning. “There doesn’t seem to be any appetite for what would be reasonable lending standards. Reasonable standards that would include verifiable collateral or values that were based on something other than made-up dollar amounts,” King said, adding that he doesn’t see those changes being made under the current administration. “The housing bubble of 11 years ago, I think that was a sufficiently national concern that has inspired some movement from Washington. Whereas I think something like an asset bubble in New York, just like an asset bubble in one region, isn’t going to be enough to spur federal legislation.”

    Schaller said that while lending regulation fixes could be beneficial for preventing this kind of crisis in other industries, there’s action that can be taken now by the city to alleviate some pain. “The real question is, if the city now decides that they were part of the fraud, then they should refund the money,” he said. “It’s one thing to close a loophole, it’s another thing to decide that you need to make restitution.”

    City Councilman Mark Levine, who has been working on legislation along those lines for nearly a year, agreed that the city needs to take responsibility. “There has been a lot of attention to the whole industry of lenders and brokers who push these loans on the drivers in ways that were not transparent and really deceived them, and may very well constitute some sort of legal fraud,” he said. “But the city itself also bears responsibility for this, because we were selling medallions with the goal of bringing in revenue to the city and we were promoting them and pumping them up in ways that I think masks the true risks that drivers were taking on. And, most egregiously, we had a round of sales in 2014 when it was abundantly clear that we were headed for a price drop, because by that point app-based competitors had emerged and there were other challenges.”

    Levine’s vision for immediately helping those drivers still suffering under unsustainable loans would involve the city acquiring the loans from lenders who either cannot or will not be flexible with borrowers, and then forgiving the debts. Though the bill hasn’t been introduced yet, the idea is to partially finance the buy-back by placing a surcharge on app-based ride-hail companies like Uber and Lyft. Levine’s office is still working on confirming that the City Council would have the authority to levy that kind of surcharge. If it doesn’t, they would encourage that action be taken in Albany.

    But, as the Times’ investigation into the issue has revealed, much of the damage to drivers and medallion owners has already been done – including to the hundreds of medallion owners who have declared bankruptcy. “If someone paid $800,000 for a medallion loan and paid part of that off, and has had their house repossessed, now Mark Levine is saying, ‘well, we’ll just refund whatever’s left dangling out there,’” Schaller said. “If I were on the losing end of that bargain, I’d say I want my $800,000 back.”

    The idea of a buy-back, Levine admitted, is not a perfect solution, but it’s one he said can help the thousands of medallion owners stuck right now. “It would not address that kind of horrible, horrible hardship,” he said, referring to those owners who have forfeited assets and sustained other losses.

    If there’s any upside to the stories relayed in the Times about medallion owners financially devastated by bad loans and the failing taxi industry, it may be that it’s a call to action – even if it’s coming too late for some. “It’s had a dramatic impact on the interest in the Council about finding solutions,” Levine said of the heavy punch packed by the Times’ investigation. “It gives new impetus to this effort, which is good, because it’s complicated, and it’s going to require a political push to make it happen. The revelations in this article made that more likely.”

    Annie McDonough is a tech and policy reporter at City & State.

    #USA #New_York #Taxi #Betrug #Ausbeutung

  • Uber Pushed the Limits of the Law. Now Comes the Reckoning - Bloomberg
    https://www.bloomberg.com/news/features/2017-10-11/uber-pushed-the-limits-of-the-law-now-comes-the-reckoning

    The ride-hailing company faces at least five U.S. probes, two more than previously reported, and the new CEO will need to dig the company out of trouble.

    Illustration: Maria Nguyen
    By Eric Newcomer
    October 11, 2017, 10:11 AM GMT+2

    Shortly after taking over Uber Technologies Inc. in September, Dara Khosrowshahi told employees to brace for a painful six months. U.S. officials are looking into possible bribes, illicit software, questionable pricing schemes and theft of a competitor’s intellectual property. The very attributes that, for years, set the company on a rocket-ship trajectory—a tendency to ignore rules, to compete with a mix of ferocity and paranoia—have unleashed forces that are now dragging Uber back down to earth.

    Uber faces at least five criminal probes from the Justice Department—two more than previously reported. Bloomberg has learned that authorities are asking questions about whether Uber violated price-transparency laws, and officials are separately looking into the company’s role in the alleged theft of schematics and other documents outlining Alphabet Inc.’s autonomous-driving technology. Uber is also defending itself against dozens of civil suits, including one brought by Alphabet that’s scheduled to go to trial in December.

    “There are real political risks for playing the bad guy”
    Some governments, sensing weakness, are moving toward possible bans of the ride-hailing app. London, one of Uber’s most profitable cities, took steps to outlaw the service, citing “a lack of corporate responsibility” and specifically, company software known as Greyball, which is the subject of yet another U.S. probe. (Uber said it didn’t use the program to target officials in London, as it had elsewhere, and will continue to operate there while it appeals a ban.) Brazil is weighing legislation that could make the service illegal—or at least treat it more like a taxi company, which is nearly as offensive in the eyes of Uber.

    Interviews with more than a dozen current and former employees, including several senior executives, describe a widely held view inside the company of the law as something to be tested. Travis Kalanick, the co-founder and former CEO, set up a legal department with that mandate early in his tenure. The approach created a spirit of rule-breaking that has now swamped the company in litigation and federal inquisition, said the people, who asked not to be identified discussing sensitive matters.

    Kalanick took pride in his skills as a micromanager. When he was dissatisfied with performance in one of the hundreds of cities where Uber operates, Kalanick would dive in by texting local managers to up their game, set extraordinary growth targets or attack the competition. His interventions sometimes put the company at greater legal risk, a group of major investors claimed when they ousted him as CEO in June. Khosrowshahi has been on an apology tour on behalf of his predecessor since starting. Spokespeople for Kalanick, Uber and the Justice Department declined to comment.

    Kalanick also defined Uber’s culture by hiring deputies who were, in many instances, either willing to push legal boundaries or look the other way. Chief Security Officer Joe Sullivan, who previously held the same title at Facebook, runs a unit where Uber devised some of the most controversial weapons in its arsenal. Uber’s own board is now looking at Sullivan’s team, with the help of an outside law firm.

    Salle Yoo, the longtime legal chief who will soon leave the company, encouraged her staff to embrace Kalanick’s unique corporate temperament. “I tell my team, ‘We’re not here to solve legal problems. We’re here to solve business problems. Legal is our tool,’” Yoo said on a podcast early this year. “I am going to be supportive of innovation.”

    From Uber’s inception, the app drew the ire of officials. After a couple years of constant sparring with authorities, Kalanick recognized he needed help and hired Yoo as the first general counsel in 2012. Yoo, an avid tennis player, had spent 13 years at the corporate law firm Davis Wright Tremaine and rose to become partner. One of her first tasks at Uber, according to colleagues, was to help Kalanick answer a crucial question: Should the company ignore taxi regulations?

    Around that time, a pair of upstarts in San Francisco, Lyft Inc. and Sidecar, had begun allowing regular people to make money by driving strangers in their cars, but Uber was still exclusively for professionally licensed drivers, primarily behind the wheel of black cars. Kalanick railed against the model publicly, arguing that these new hometown rivals were breaking the law. But no one was shutting them down. Kalanick, a fiercely competitive entrepreneur, asked Yoo to help draft a legal framework to get on the road.

    By January 2013, Kalanick’s view of the law changed. “Uber will roll out ridesharing on its existing platform in any market where the regulators have tacitly approved doing so,” Kalanick wrote in a since-deleted blog post outlining the company’s position. Uber faced some regulatory blowback but was able to expand rapidly, armed with the CEO’s permission to operate where rules weren’t being actively enforced. Venture capitalists rewarded Uber with a $17 billion valuation in 2014. Meanwhile, other ride-hailing startups at home and around the world were raising hundreds of millions apiece. Kalanick was determined to clobber them.

    One way to get more drivers working for Uber was to have employees “slog.” This was corporate speak for booking a car on a competitor’s app and trying to convince the driver to switch to Uber. It became common practice all over the world, five people familiar with the process said.

    Staff eventually found a more efficient way to undermine its competitors: software. A breakthrough came in 2015 from Uber’s office in Sydney. A program called Surfcam, two people familiar with the project said, scraped data published online by competitors to figure out how many drivers were on their systems in real-time and where they were. The tool was primarily used on Grab, the main competitor in Southeast Asia. Surfcam, which hasn’t been previously reported, was named after the popular webcams in Australia and elsewhere that are pointed at beaches to help surfers monitor swells and identify the best times to ride them.

    Surfcam raised alarms with at least one member of Uber’s legal team, who questioned whether it could be legally operated in Singapore because it may run afoul of Grab’s terms of service or the country’s strict computer-crime laws, a person familiar with the matter said. Its creator, who had been working out of Singapore after leaving Sydney, eventually moved to Uber’s European headquarters in Amsterdam. He’s still employed by the company.

    “This is the first time as a lawyer that I’ve been asked to be innovative.”
    Staff at home base in San Francisco had created a similar piece of software called Hell. It was a tongue-in-cheek reference to the Heaven program, which allows employees to see where Uber drivers are in a city at a given moment. With Hell, Uber scraped Lyft data for a view of where its rival’s drivers were. The legal team decided the law was unclear on such tactics and approved Hell in the U.S., a program first reported by technology website the Information.

    Now as federal authorities investigate the program, they may need to get creative in how to prosecute the company. “You look at what categories of law you can work with,” said Yochai Benkler, co-director of Harvard University’s Berkman Klein Center for Internet and Society. “None of this fits comfortably into any explicit prohibitions.”

    Uber’s lawyers had a hard time keeping track of all the programs in use around the world that, in hindsight, carried significant risks. They signed off on Greyball, a tool that could tag select customers and show them a different version of the app. Workers used Greyball to obscure the actual locations of Uber drivers from customers who might inflict harm on them. They also aimed the software at Lyft employees to thwart any slog attempts.

    The company realized it could apply the same approach with law enforcement to help Uber drivers avoid tickets. Greyball, which was first covered by the New York Times, was deployed widely in and outside the U.S. without much legal oversight. Katherine Tassi, a former attorney at Uber, was listed as Greyball supervisor on an internal document early this year, months after decamping for Snap Inc. in 2016. Greyball is under review by the Justice Department. In another case, Uber settled with the Federal Trade Commission in August over privacy concerns with a tool called God View.

    Uber is the world’s most valuable technology startup, but it hardly fits the conventional definition of a tech company. Thousands of employees are scattered around the world helping tailor Uber’s service for each city. The company tries to apply a Silicon Valley touch to the old-fashioned business of taxis and black cars, while inserting itself firmly into gray areas of the law, said Benkler.

    “There are real political risks for playing the bad guy, and it looks like they overplayed their hand in ways that were stupid or ultimately counterproductive,” he said. “Maybe they’ll bounce back and survive it, but they’ve given competitors an opening.”

    Kalanick indicated from the beginning that what he wanted to achieve with Yoo was legally ambitious. In her first performance review, Kalanick told her that she needed to be more “innovative.” She stewed over the feedback and unloaded on her husband that night over a game of tennis, she recalled in the podcast on Legal Talk Network. “I was fuming. I said to my husband, who is also a lawyer: ‘Look, I have such a myriad of legal issues that have not been dealt with. I have constant regulatory pressures, and I’m trying to grow a team at the rate of growth of this company.’”

    By the end of the match, Yoo said she felt liberated. “This is the first time as a lawyer that I’ve been asked to be innovative. What I’m hearing from this is I actually don’t have to do things like any other legal department. I don’t have to go to best practices. I have to go to what is best for my company, what is best for my legal department. And I should view this as, actually, freedom to do things the way I think things should be done, rather than the way other people do it.”

    Prosecutors may not agree with Yoo’s assumptions about how things should be done. Even when Yoo had differences of opinion with Kalanick, she at times failed to challenge him or his deputies, or to raise objections to the board.

    After a woman in Delhi was raped by an Uber driver, the woman sued the company. Yoo was doing her best to try to manage the fallout by asking law firm Khaitan & Co. to help assess a settlement. Meanwhile, Kalanick stepped in to help craft the company’s response, privately entertaining bizarre conspiracy theories that the incident had been staged by Indian rival Ola, people familiar with the interactions have said. Eric Alexander, an Uber executive in Asia, somehow got a copy of the victim’s medical report in 2015. Kalanick and Yoo were aware but didn’t take action against him, the people said. Yoo didn’t respond to requests for comment.

    The mishandling of the medical document led to a second lawsuit from the woman this year. The Justice Department is now carrying out a criminal bribery probe at Uber, which includes questions about how Alexander obtained the report, two people said. Alexander declined to comment through a spokesman.

    In 2015, Kalanick hired Sullivan, the former chief security officer at Facebook. Sullivan started his career as a federal prosecutor in computer hacking and intellectual property law. He’s been a quiet fixture of Silicon Valley for more than a decade, with stints at PayPal and EBay Inc. before joining Facebook in 2008.

    It appears Sullivan was the keeper of some of Uber’s darkest secrets. He oversees a team formerly known as Competitive Intelligence. COIN, as it was referred to internally, was the caretaker of Hell and other opposition research, a sort of corporate spy agency. A few months after joining Uber, Sullivan shut down Hell, though other data-scraping programs continued. Another Sullivan division was called the Strategic Services Group. The SSG has hired contractors to surveil competitors and conducts extensive vetting on potential hires, two people said.

    Last year, Uber hired private investigators to monitor at least one employee, three people said. They watched China strategy chief Liu Zhen, whose cousin Jean Liu is president of local ride-hailing startup Didi Chuxing, as the companies were negotiating a sale. Liu Zhen couldn’t be reached for comment.

    Sullivan wasn’t just security chief at Uber. Unknown to the outside world, he also took the title of deputy general counsel, four people said. The designation could allow him to assert attorney-client privilege on his communications with colleagues and make his e-mails more difficult for a prosecutor to subpoena.

    Sullivan’s work is largely a mystery to the company’s board. Bloomberg learned the board recently hired a law firm to question security staff and investigate activities under Sullivan’s watch, including COIN. Sullivan declined to comment. COIN now goes by a different but similarly obscure name: Marketplace Analytics.

    As Uber became a global powerhouse, the balance between innovation and compliance took on more importance. An Uber attorney asked Kalanick during a company-wide meeting in late 2015 whether employees always needed to follow local ride-hailing laws, according to three people who attended the meeting. Kalanick repeated an old mantra, saying it depended on whether the law was being enforced.

    A few hours later, Yoo sent Kalanick an email recommending “a stronger, clearer message of compliance,” according to two people who saw the message. The company needed to adhere to the law no matter what, because Uber would need to demonstrate a culture of legal compliance if it ever had to defend itself in a criminal investigation, she argued in the email.

    Kalanick continued to encourage experimentation. In June 2016, Uber changed the way it calculated fares. It told customers it would estimate prices before booking but provided few details.

    Using one tool, called Cascade, the company set fares for drivers using a longstanding formula of mileage, time and demand. Another tool called Firehouse let Uber charge passengers a fixed, upfront rate, relying partly on computer-generated assumptions of what people traveling on a particular route would be willing to pay.

    Drivers began to notice a discrepancy, and Uber was slow to fully explain what was going on. In the background, employees were using Firehouse to run large-scale experiments offering discounts to some passengers but not to others.

    “Lawyers don’t realize that once they let the client cross that line, they are prisoners of each other from that point on”
    While Uber’s lawyers eventually looked at the pricing software, many of the early experiments were run without direct supervision. As with Greyball and other programs, attorneys failed to ensure Firehouse was used within the parameters approved in legal review. Some cities require commercial fares to be calculated based on time and distance, and federal law prohibits price discrimination. Uber was sued in New York over pricing inconsistencies in May, and the case is seeking class-action status. The Justice Department has also opened a criminal probe into questions about pricing, two people familiar with the inquiry said.

    As the summer of 2016 dragged on, Yoo became more critical of Kalanick, said three former employees. Kalanick wanted to purchase a startup called Otto to accelerate the company’s ambitions in self-driving cars. In the process, Otto co-founder Anthony Levandowski told the company he had files from his former employer, Alphabet, the people said. Yoo expressed reservations about the deal, although accounts vary on whether those were conveyed to Kalanick. He wanted to move forward anyway. Yoo and her team then determined that Uber should hire cyber-forensics firm Stroz Friedberg in an attempt to wall off any potentially misbegotten information.

    Alphabet’s Waymo sued Uber this February, claiming it benefited from stolen trade secrets. Uber’s board wasn’t aware of the Stroz report’s findings or that Levandowski allegedly had Alphabet files before the acquisition, according to testimony from Bill Gurley, a venture capitalist and former board member, as part of the Waymo litigation. The judge in that case referred the matter to U.S. Attorneys. The Justice Department is now looking into Uber’s role as part of a criminal probe, two people said.

    As scandal swirled, Kalanick started preaching the virtues of following the law. Uber distributed a video to employees on March 31 in which Kalanick discussed the importance of compliance. A few weeks later, Kalanick spoke about the same topic at an all-hands meeting.

    Despite their quarrels and mounting legal pressure, Kalanick told employees in May that he was promoting Yoo to chief legal officer. Kalanick’s true intention was to sideline her from daily decisions overseen by a general counsel, two employees who worked closely with them said. Kalanick wrote in a staff email that he planned to bring in Yoo’s replacement to “lead day to day direction and operation of the legal and regulatory teams.” This would leave Yoo to focus on equal-pay, workforce-diversity and culture initiatives, he wrote.

    Before Kalanick could find a new general counsel, he resigned under pressure from investors. Yoo told colleagues last month that she would leave, too, after helping Khosrowshahi find her replacement. He’s currently interviewing candidates. Yoo said she welcomed a break from the constant pressures of the job. “The idea of having dinner without my phone on the table or a day that stays unplugged certainly sounded appealing,” she wrote in an email to her team.

    The next legal chief won’t be able to easily shed the weight of Uber’s past. “Lawyers don’t realize that once they let the client cross that line, they are prisoners of each other from that point on,” said Marianne Jennings, professor of legal and ethical studies in business at Arizona State University. “It’s like chalk. There’s a chalk line: It’s white; it’s bright; you can see it. But once you cross over it a few times, it gets dusted up and spread around. So it’s not clear anymore, and it just keeps moving. By the time you realize what’s happening, if you say anything, you’re complicit. So the questions start coming to you: ‘How did you let this go?’”

    #Uber #USA #Recht

  • Where Did Time Come From, and Why Does It Seem to Flow? - Facts So Romantic
    http://nautil.us/blog/-where-did-time-come-from-and-why-does-it-seem-to-flow

    We say a river flows because it moves through space with respect to time. But time can’t move with respect to time—time is time.Image by violscraper / FlickrPaul Davies has a lot on his mind—or perhaps more accurate to say in his mind. A physicist at Arizona State University, he does research on a wide range of topics, from the abstract fields of theoretical physics and cosmology to the more concrete realm of astrobiology, the study of life in places beyond Earth. Nautilus sat down for a chat with Davies, and the discussion naturally drifted to the subject of time, a long-standing research interest of his. Here is a partial transcript of the interview, edited lightly for length and clarity.There might be some pre-geometry, that would give rise to geometry just like atoms give rise to the (...)

  • The Man Who Changed How Artists and Scientists Work Together - Facts So Romantic
    http://nautil.us/blog/the-man-who-changed-how-artists-and-scientists-work-together

    Richard Loveless believes trans-disciplinary collaborations can inspire creativity and pioneer new ways of thinking. That’s why, in 1991, he became the founding Director of the Institute for Studies in the Arts, a premiere arts research group in the College of Fine Arts at Arizona State University. During his nine-year tenure, he’s funded over 200 projects in an array of art forms that emphasized collaborative innovation with experts from architecture, engineering, and all the sciences. The goal was to extend artists’ visionary capacities and scholarly abilities into wider spheres of influence in the future. For example, in a 1991 study—made public by the first of Bill Moyers’ documentary series, “Healing and the Mind”—Loveless brought together Denis Calandra, a theatre director at the (...)

  • What Tasers Do to the Brain
    http://nymag.com/scienceofus/2016/02/what-tasers-do-to-the-brain.html

    Tasers aren’t known to be the gentlest things, to put it mildly. The devices deliver 50,000 volts of electroshock, and though deaths after use of electroshock weapons — #Taser is the brand name — are relatively rare, in 2015, at least 48 people died during interactions with police who used Tasers. Now, a team of scientists at Drexel University and Arizona State University set out to investigate — what are Tasers doing to the brain?

    Their results, published recently in the journal Criminology & Public Policy, suggest that the electroshock can impair a person’s cognitive functioning for up to an hour after being Tased, which “questions the ability of … suspects to waive their Miranda rights knowingly, intelligently, and voluntarily within 60 minutes of a Taser exposure,” the authors write.

    #cerveau

  • Where Did Time Come From, and Why Does It Seem to Flow? - Facts So Romantic
    http://nautil.us/blog/where-did-time-come-from-and-why-does-it-seem-to-flow

    ASU Paul Davies has a lot on his mind—or perhaps more accurate to say in his mind. A physicist at Arizona State University, he does research on a wide range of topics, from the abstract fields of theoretical physics and cosmology to the more concrete realm of astrobiology, the study of life in places beyond Earth. Nautilus sat down for a recent chat with Davies, and the discussion naturally drifted to the subject of time, a long-standing research interest of his. Here is a partial transcript of the interview, edited lightly for length and clarity. Q: Is the flow of time real or an illusion?Paul Davies: The flow of time is an illusion, and I don’t know very many scientists and philosophers who would disagree with that, to be perfectly honest. The reason that it is an illusion is when you (...)

  • Remembering 1960s Afghanistan, the photographs of Bill Podlich
    http://blogs.denverpost.com/captured/2013/01/28/podlich-afghanistan-1960s-photos/5846

    In 1967, Dr. William Podlich took a two-year leave of absence from teaching at Arizona State University and began a stint with UNESCO (United Nations Educational, Scientific and Cultural Organization) to teach in the Higher Teachers College in Kabul, Afghanistan, where he served as the “Expert on Principles of Education.” His wife Margaret and two daughters, Peg and Jan, came with him. Then teenagers, the Podlich sisters attended high school at the American International School of Kabul, which catered to the children of American and other foreigners living and working in the country.

    Comme une visite d’un pays imaginaire, un film des années 60 ...


    A group of young Afghans share tea and music
    #photographie