Ravi Shankar, sitar master, dies at 92

Ravi Shankar was already revered as a master of the sitar in 1966 when he met George Harrison, the Beatle who became his most famous disciple and gave the Indian musician-composer unexpected pop-culture cachet.

Suddenly the classically trained Shankar was a darling of the hippie movement, gaining widespread attention through memorable performances at the Monterey Pop Festival, Woodstock and the 1971 Concert for Bangladesh.

Harrison called him "the godfather of world music," and the great violinist Yehudi Menuhin once compared the sitarist's genius to Mozart's. Shankar continued to give virtuoso performances into his 90s, including one in 2011 at Walt Disney Concert Hall.

PHOTOS: Ravi Shankar | 1920 - 2010

Shankar, 92, who introduced Indian music to much of the Western world, died Tuesday at a hospital near his home in Encinitas. Stuart Wolferman, a publicist for his record label Unfinished Side Productions, said Shankar had undergone heart valve replacement surgery last week.

Well-established in the classical music of his native India since the 1940s, he remained a vital figure on the global music stage for six decades. Shankar is the father of pop music star Norah Jones and Anoushka Shankar, his protege and a sitar star in her own right.

Before the 1950s, Indian classical music — with its improvised melodic excursions and complex percussion rhythms — was virtually unknown in America. If Shankar had done nothing more than compose the movie scores for Indian filmmaker Satyajit Ray's "Apu" trilogy in the 1950s, he "would be remembered and revered," Times music critic Mark Swed wrote last fall.

PHOTOS: Notable deaths of 2012

Shankar was on a path to international stardom during the 1950s, playing the sitar in the Soviet Union and debuting as a soloist in Western Europe and the United States. Two early albums also had considerable impact, "Three Classical Ragas" and "India's Master Musician."

During his musical emergence in the West, his first important association was with violinist Menuhin, whose passion for Indian music was ignited by Shankar in 1952. Their creative partnership peaked with their "West Meets East" release, which earned a Grammy Award in 1967. The recording also showed Shankar's versatility — and the capacity of Indian music to inspire artists from different creative disciplines.

He presented a new form of classical music to Western audiences that was based on improvisation instead of written compositions. Shankar typically played in the Hindustani classical style, in which he was accompanied by a player of two tablas, or small hand drums. Concerts in India that often lasted through the night were generally shortened to a few hours for American venues as Shankar played the sitar, a long-necked lute-like stringed instrument.

At first, he especially appealed to fans of jazz music drawn to improvisation. He recorded "Improvisations" (1962) with saxophonist Bud Shank and "Portrait of a Genius" (1964) with flutist Paul Horn, gave lessons to saxophonist John Coltrane (who named his saxophone-playing son Ravi), and wrote a percussion piece for drummer Buddy Rich and Alla Rakha.

On the Beatles' 1965 recording "Norwegian Wood," Harrison had played the sitar and met Shankar the next year in London.

Shankar was "the first person to impress me," among the impressive people the Beatles met, "because he didn't try to impress me," Harrison later said. The pair became close and their friendship lasted until Harrison's death in 2001.

Harrison was instrumental in getting Shankar booked at the now legendary Monterey Pop Festival in 1967. They partnered in organizing the Concert for Bangladesh and were among the producers who won a Grammy in 1972 for the subsequent album. They toured together in 1974, and Harrison produced Shankar's career-spanning mid-1990s boxed set, "In Celebration."

But Shankar came away from his festival appearances with mixed feelings about his rock generation followers. He expressed hope that his performances might help young people better understand Indian music and philosophy but later said "they weren't ready for it."

"All the young people got interested … but it was so mixed up with superficiality and the fad and the drugs," Shankar told The Times in 1996. "I had to go through several years to make them understand that this is a disciplined music, needing a fresh mind."

When Shankar was criticized in India as a sellout for spreading his music in the West, he responded in the early 1970s by lowering his profile and reaffirming his classical roots. He followed his first concerto for sitar and orchestra in 1971 with another a decade later.

"Our music has gone through so much development," Shankar told The Times in 1997. "But its roots — which have something to do with its feelings, the depth from where you bring out the music when you perform — touch the listeners even without their knowing it."

In the 1980s and '90s, Shankar maintained a busy performing schedule despite heart problems. He recorded "Tana Mana," an unusual synthesis of Indian music, electronics and jazz; oversaw the American premiere of his ballet, "Ghyanshyam: The Broken Branch"; and collaborated with composer Philip Glass on the album "Passages."

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A Eulogy for #Occupy

[Editor's Note: In the fall of 2011, Wired hired writer Quinn Norton to embed with the activists in the Occupy Wall Street movement and report back on what she witnessed. Throughout the past year, Norton filed a number of stories about the people behind the movement, the cops sent out to police them, and the clashes that ensued as a result. Now, Norton looks back on the year of Occupy.]

“Should I, after tea and cakes and ices, Have the strength to force the moment to its crisis?” — The Love Song of J. Alfred Prufrock, T.S. Eliot

Shit’s fucked up and bullshit. It’s a phrase I learned at Occupy. “Shit’s fucked up!” they would chant in the streets, “Shit’s fucked up and buuuuuullshit!” … drawing out the full and round and musical U in bullshit. It seems, whatever you think of their protest, this is a point that is impossible to deny. Shit, in America and beyond, is indeed fucked up and bullshit.

My first day covering Occupy was also my first eviction. I went down to see the protest’s midday march on October 5, 2011 in San Francisco. It was huge — the biggest thing I’d seen since the 2003 antiwar protests I’d participated in. It dwarfed anything from the BART protests I’d covered. But what was most remarkable was the response. We didn’t know yet what Occupy would be; there was no hint in the air of what was to come. But something was different from the start. There were honks of support, smiles on the faces of drivers blocked on Market Street. There was an inconvenienced bus driver, pumping his fist in support.

No more articulation than that — but it was enough to make people I was talking to on the net skeptical. We were so unused to the idea that people could want something like this.

By this point we were trapped in the amber of immutable America.

We were trapped in endless war and financial crisis, in debt and downward spiral that our leaders bickered about, but did nothing to stop. It wore away at people with the implacability of geological erosion. The American empire we never wanted in the first place was crumbling slowly, and nothing we did in our lives seemed to matter. We had learned in the past 10 years that we couldn’t change our fates, not with hard work, taking on debt, education, or even trying to live healthy. Even when we wanted to, we could not stop wars, rein in banks, repair our crumbling infrastructure or take care of each other. We couldn’t control medical costs or the price of an education. Gas was going up, temperatures were going up.

Americans themselves lived quiet lives of untold loneliness, socially isolated. But, as we’d come to learn, we’re always watched by our infrastructure’s silent machines. Lonely, but never alone. It had become an authoritarian failing state, but without the authority, or even the sense of change that comes with total failure. We were dying by bits and pieces, going numb and fading away.

It was as if so many of us, myself included, were looking at the protestors and saying, “Please, let something matter again.”

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Anthony Jeselnik, Amy Schumer, Nick Kroll Shows get Comedy Central premiere dates

NEW YORK (TheWrap.com) – Comedy Central has set premiere dates for new series starring comedians Anthony Jeselnik, Amy Schumer, Nick Kroll, Ben Hoffman and Nathan Fielder.

The biting Jeselnik and Schumer are familiar to fans of Comedy Centrals celebrity roasts: They reliably deliver some of the most scathing and best-assembled insults. Nick Kroll stars on FX’s “The League.” And Hoffman and Fielder will both lure unassuming, regular people into their shows, airing together on Thursdays.

Comedy Central made the announcements as it released its midseason schedule Tuesday.

The sketch series “Kroll Show” premieres Wednesday, January 16 at 10:30 p.m. “The Jeselnik Offensive” debuts Tuesday, February 19 at 10:30 p.m., and will take on the week’s train wrecks in the news.

The sketch/man on the street series “The Ben Show,” starring Hoffman, premieres Thursday, February 28 at 10 p.m. It will be followed at 10:30 by Fielder’s “Nathan For You,” which “draws real people into an experience far beyond what they signed up for, according to Comedy Central.

Schumer looks at “sex, relationships, and the general clusterf— that is life” in “Inside Amy Schumer,” beginning Tuesday, April 30 at 10:30 p.m.

The network also announced standup specials for Jeselnik on Sunday, January 13, Kristen Schaal on Friday, January 18, and Katt Williams on Saturday, February 23. (Williams has popped up lately for a string of run-ins with the law, but he’s also famous for telling jokes.)

Comedy Central also set several return dates. Roastmaster Jeff Ross is back for season 2 of “The Burn With Jeff Ross” on Tuesday, January 8 at 10:30 p.m. “Workaholics” clocks in again on Wednesday, January 16 at 10 p.m., and the fifth season of “Tosh.0″ premieres Tuesday, February 5 at 10 p.m.

TV News Headlines – Yahoo! News

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The New Old Age Blog: The Gift of Reading

This is the year of the tablet, David Pogue of The Times has told us, and that may be good news for seniors who open holiday wrappings to find one tucked inside. They see better with tablets’ adjustable type size, new research shows. Reading becomes easier again.

This may seem obvious — find me someone over 40 who doesn’t see better when fonts are larger — but it’s the business of science to test our assumptions.

Dr. Daniel Roth, an eye specialist and clinical associate professor at the Robert Wood Johnson Medical School in New Brunswick, N.J., offered new evidence of tablets’ potential benefits last month at the annual meeting of the American Academy of Ophthalmology.

His findings, based on tests conducted with 66 adults age 50 and over: older people read faster (a mean reading speed of 128 words per minute) when using an iPad, compared to a newspaper with the same 10-point font size (114 words per minute).

When the font was increased to 18 points — easy to do on an iPad — reading speed increased to 137 words per minute.

“If you read more slowly, it’s tedious,” Dr. Roth said, explaining why reading speed is important. “If you can read more fluidly, it’s more comfortable.”

What makes the real difference, Dr. Roth theorizes, is tablets’ illuminated screen, which heightens contrast between words and the background on which they sit.

Contrast sensitivity — the visual ability to differentiate between foreground and background information — becomes poorer as we age, as does the ability to discriminate fine visual detail, notes Dr. Kevin Paterson, a psychologist at the University of Leicester, who recently published a separate study on why older people struggle to read fine print.

“There are several explanations for the loss of sensitivity to fine detail that occurs with older age,” Dr. Paterson explained in an e-mail. “This may be due to greater opacity of the fluid in the eye, which will scatter incoming light and reduce the quality of the projection of light onto the retina. It’s also hypothesized that changes in neural transmission affect the processing of fine visual detail.”

Combine these changes with a greater prevalence of eye conditions like macular degeneration and diabetic retinopathy in older adults, and you get millions of people who cannot easily do what they have done all their lives — read and stay connected to the world of ideas, imagination and human experience.

“The No. 1 complaint I get from older patients is that they love to read but can’t, and this really bothers them,” Dr. Roth said. The main option has been magnifying glasses, which many people find cumbersome and inconvenient.

Some words of caution are in order. First, Dr. Roth’s study has not been published yet; it was presented as a poster at the scientific meeting and publicized by the academy, but it has not yet gone through comprehensive, rigorous peer review.

Second, Dr. Roth’s study was completed before the newest wave of tablets from Microsoft, Google, Samsung and others became available. The doctor made no attempt to compare different products, with one exception. In the second part of his study, he compared results for the iPad with those for a Kindle. But it was not an apples to apples comparison, because the Kindle did not have a back-lit screen.

This section of his study involved 100 adults age 50 and older who read materials in a book, on an iPad and on the Kindle. Book readers recorded a mean reading speed of 187 words per minute when the font size was set at 12; Kindle readers clocked in at 196 words per minute and iPad readers at 224 words per minute at the same type size. Reading speed improved even more drastically for a subset of adults with the poorest vision.

Again, Apple’s product came out on top, but that should not be taken as evidence that it is superior to other tablets with back-lit screens and adjustable font sizes. Both the eye academy and Dr. Roth assert that they have no financial relationship with Apple. My attempts to get in touch with the company were not successful.

A final cautionary note should be sounded. Some older adults find digital technology baffling and simply do not feel comfortable using it. For them, a tablet may sit on a shelf and get little if any use.

Others, however, find the technology fascinating. If you want to see an example that went viral on YouTube, watch this video from 2010 of Virginia Campbell, then 99 years old, and today still going strong at the Mary’s Woods Retirement Community in Lake Oswego, Ore.

Ms. Campbell’s glaucoma made it difficult for her to read, and for her the iPad was a blessing, as she wrote in this tribute quoted in an article in The Oregonian newspaper:

To this technology-ninny it’s clear
In my compromised 100th year,
That to read and to write
Are again within sight
Of this Apple iPad pioneer

Caregivers might be delighted — as Ms. Campbell’s daughter was — by older relatives’ response to this new technology, a potential source of entertainment and engagement for those who can negotiate its demands. Or, they might find that old habits die hard and that their relatives continue to prefer a book or newspaper they can hold in their hands to one that appears on a screen.

Which reading enhancement products have you used, and what experiences have you had?

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Deal Professor: In Netflix Case, a Chance to Re-examine Old Rules

Netflix is in the Securities and Exchange Commission’s sights over a post on Facebook by Reed Hastings, its chief executive, saying that the video streaming company’s monthly viewing had reached a billion hours. Yet, the case is more convincing as an illustration of how the regulator clings to outdated notions of how markets work.

In July, Mr. Hastings posted three lines stating that “Netflix monthly viewing exceeded 1 billion hours for the first time ever in June.”

While his comments may have seemed as innocuous as yet another Facebook post about cats, for the S.E.C., it was something more sinister, a violation of Regulation FD.

Regulation FD was the brainchild of Arthur Levitt, a former chairman of the commission. During Mr. Levitt’s time, companies would often disclose earnings estimates and other important information not to the markets but to select analysts. Companies did so to preserve confidentiality and drip out earnings information gently to the markets, and in that way avoid the volatility associated with a single announcement.

For Mr. Levitt, this was heresy. He believed not only in disclosure, but in the principle that all investors should have equal access to company information. Regulation FD was the answer.

In general, Regulation FD says that when a public company gives material nonpublic information to anyone, the company must also publicly disclose that information to all investors. Regulation FD in that way prevents selective leaks and, according to the S.E.C., promotes “full and fair disclosure.”

It seems so simple. How can more disclosure be bad? But both public companies and investment banks argued that the rule would actually reduce the flow information, as companies, now forbidden from disclosing only to analysts, would simply choose not to release the information. And because analysts would no longer have that advantage in knowledge, their value would be harder to justify, resulting in fewer analysts. Stockholders would be worse off as less information was in the market.

The S.E.C. disputed these arguments, and Regulation FD went into effect over a decade ago.

Subsequent studies of Regulation FD’s effects have shown that the critics may have been right. One of the most-cited studies found that analyst coverage of smaller companies dropped. And since there was now less information in the market about these smaller companies, investors subsequently demanded a bigger premium to invest, increasing financing costs. Another study found that the introduction of Regulation FD increased market volatility because information was no longer informally spread. In fairness, some studies found different results, but the bulk of findings are that Regulation FD is at best unhelpful.

Despite these studies and companies’ complaints about the costs of compliance, the S.E.C. has stuck to the rule. Until the Netflix case, however, the agency appeared to try to keep the peace by seeking redress in only the most egregious cases.

In all, there have been only about a dozen Regulation FD cases since its adoption, including one against Office Depot in 2010, for which it was fined $1 million for hinting its earnings estimates to analysts. But while enforcement actions have been rare, it has required that companies fundamentally change the way they disclose information.

Then Netflix came along.

The S.E.C.’s case appears to be rest on much weaker grounds than previous ones involving Regulation FD. To make a Regulation FD claim, the agency must show the information was released privately and that it was material. But neither element seems certain here.

Mr. Hastings’s announcement that the milestone of one billion hours was achieved seems more like a public relations stunt than a disclosure of material information. And Netflix had previously said that it was close to this milestone, so followers knew it was coming.

But while it seems like this information was a nonevent, this post occurred as Netflix’s stock was beginning to rise, and by two trading days later, it had jumped almost 20 percent. While some may view this as proof of the post’s materiality, it is hard to read too much; Netflix shares can be volatile, and a Citigroup analysts’ report released during that time could have also moved the stock.

Then there is the issue of whether this was privately disclosed information.

Some have seized on this requirement to claim that the S.E.C. is in essence saying that Facebook is not a “public” Web site. This is laughable; after all, Mr. Hastings is popular — he has more than 200,000 subscribers to his Facebook account. It is certain that more people read this comment on Facebook than if it had been in an S.E.C. filing.

But the S.E.C.’s argument is likely to be more technical than saying Facebook is private. In a 2008 release on Web site disclosure, the S.E.C. asserted that a Web site or a blog could be public for Regulation FD purposes but only if it was a “recognized channel of distribution of information. ”

In other words, a public disclosure is not about being public but about being made where investors knew the company regularly released investor information.

So the S.E.C. is likely to sidestep the issue of Facebook’s “public” nature and simply argue that Netflix never alerted investors that Facebook was the place to find Netflix’s investor information. Mr. Hastings appeared to concede this, and in a Facebook post last week, he argued that while Facebook was “very public,” it was not where the company regularly released information. If this dispute goes forward, expect the parties to spend thousands of hours arguing about whether the post contained material information rather than whether Facebook is public.

But it all seems so silly and technical and shows the S.E.C.’s fetish of trying to control company disclosure to the nth degree. It’s easy to criticize the agency for not understanding social media, but I would argue that in trying to bring a rare Regulation FD enforcement action, it truly missed an opportunity. Rather than focus on technicalities that few people understand, it could have used this case to examine what it means to be public and how social media results in more, not less, disclosure.

If the idea behind Regulation FD is to encourage disclosure, then allowing executives to comment freely on Facebook and Twitter, recognizing them as a public space akin to a news release, is almost certain to result in more disclosure, not less, and reach many more people than an S.E.C. filing would. The agency’s position will only force executives to check with lawyers and avoid social media, chilling disclosure.

And this leads to the bigger issue. Regulation FD was always about principles of fairness that belied the economics of the rule. If the S.E.C. really wanted to encourage disclosure, then it might want to take a step back and consider whether after a decade, Regulation FD is worth all the costs. Perhaps shareholders would even prefer more disclosure on Facebook and fewer regulatory filings. I suspect they might, if it meant more information and generally higher share prices.

In any event, this case still has a way to go. Netflix disclosed only the receipt of a Wells notice, which meant the S.E.C. staff was recommending to the commissioners that an enforcement action be brought. It is now up to the commissioners to decide. Given the issues with this case, they may decide it isn’t worth it. It would still leave Netflix with substantial legal fees, but perhaps save the agency from another embarrassing defeat.

But while that may end the matter, it shouldn’t. The regulator could use the Netflix case to rethink its disclosure policies in light of not only the rise of social media but how the market actually works. After all, even the S.E.C. has a Twitter account these days.

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Eastern Congo rebels thrive on fear, chaos

Los Angeles Times

RUTSHURU, Democratic Republic of Congo — The rebels materialized out of the moist, heavy air, startling the woman as she tended her crops in the lush volcanic hills near the Rwandan border.

They wanted a bag of salt. No salt, and they'd kill her.

"You just do what they say," said Solange, a widow struggling to support a family in the midst of war.

To people like her who live in eastern Congo's North Kivu province, the M23 fighters who have taken control of their region are bandits, not rebels. After they seized Solange's village of Rutshuru in July and plundered all her beans, she fled south to the provincial capital, Goma.

It would prove to be no refuge. The rebels and the violence followed her.

The awesome serenity of the cloud-swathed emerald hills, twittering with bird life, home to mountain gorillas, is almost deep enough to erase, for a moment, successive waves of gruesome violence.

The region, an important source of minerals used in laptops and cellphones, was swept up in the aftermath of the 1994 Rwandan genocide. Since then, it has become the scene of one of the great tragedies of the last century: Wars fueled by a toxic blend of resource riches, ethnic hatred and interfering neighbors have killed 5 million people.

In recent years, the area settled into a fragile peace. But militias still drain the country's wealth. There now are fears that eastern Congo could spiral into another long and bloody conflict.

United Nations experts say Rwanda armed and commanded M23, which rebelled against the Congolese army in April, and directly supported the rebels' attack on Goma.

Rwanda has been accused of backing militias and fueling conflict in the region for years, but it denies interfering. It has a security interest because Hutu militias responsible for the 1994 genocide fled into eastern Congo, where they continue to mount attacks. And with few mineral resources of its own, Rwanda has a strong economic interest in the region.

Among M23's reputed leaders is Bosco Ntaganda, a commander nicknamed the Terminator who was indicted in July by the International Criminal Court on suspicion of atrocities including murder, rape, sexual slavery and pillaging.

The M23 political leaders wear shiny silk suits, with labels like "High Class" left ostentatiously on the sleeve. They made Rutshuru their base, imposed compulsory weekend cleanup brigades for the entire population, planted grass around the administrative building and put up signs condemning corruption. They made the town look like a miniature copy of Rwanda, a country so tidy that all plastic bags are banned and seized at the border.

They also looted villages and killed an undetermined number of people.

Solange is 35 and belongs to the Nande tribe, the main ethnic group in North Kivu. Her husband was a government soldier who earned $55 a month before his death three years ago from malaria. They had no children.

On the farm, she grew cassava and beans to sell in the local market and always had plenty to eat. "Life was good," she said. After her husband's death, she had to support not only her family, including her parents and a younger sister with children, but her late husband's family too. In all, there were 15 mouths to feed.

M23 disrupted all that.

After fleeing to Goma, she stayed at a friend's house. She registered with an aid agency, hoping to get food assistance, but never received any.

"It's very difficult. Sometimes we don't have enough food," said Solange, who preferred not to use her last name out of concern for her safety.

Goma's idyllic lakeside setting could be a tourist haven in a parallel universe. But in this one, teenage boys and grimy men push heavy loads of water, wooden poles or potatoes. Women pound cassava leaves or fry tennis-ball-size lumps of dough in bubbling oil.

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How Two Hardware Geeks Leveraged Kickstarter for Serial Success

Brad Leong and Sam Gordon have a 3-0 record for crowdfunding projects, something they’ve done by bringing an app store-like model to platforms like Kickstarter that could herald a new way of launching a multi-product hardware startup.

The pair have raised $1,054,666 since June 2011 crowdsourcing their Oona iPhone stand, Brydge keyboard and iPhone ReadyCase. It’s especially impressive considering Kickstarter has a success rate of 43.74 percent. Leong and Gordon have found a consistent formula for financing multiple products and an entire business. The crowdfunding sites have essentially made it possible for them to take their multiple hardware ideas and put them in front of potential buyers to get immediate feedback and predict (and fuel) their success, much like app developers do.

“It’s a study in how an ‘app store’ ports to hardware as a company that has ‘apps’ in a marketplace,” Nick Pinkston, who started the SF Hardware Startup Meetup, said.

It’s a unique approach that few other entrepreneurs and tinkerers seem to be doing. The vast majority of Kickstarter campaigns are one-off projects. But considering the minimal venture capital and limited retail routes in the hardware space, it’s a very smart model. Still, Leong and Gordon can’t use Kickstarter indefinitely, and don’t want to.

“The goal is not to do Kickstarter projects forever,” Gordon says. “The goal is to have the products start us off, build capital, and really start a products company off of that. It’s been a good way to kick-start our business, some might say.”

The duo hoped to achieve serial success to build their business, named Brydge for their most successful campaign. Most of the money they’ve raised has gone back into producing product. The duo’s new warehouse is incredibly sparse, with only a few long tables. On the day I visited, they had some friends helping pack a shipment of Brydge keyboards. Such is the glamour of a startup. Both Gordon and Leong live with their parents.

Yet with Leong’s hoodie and Gordon’s Silicon Valley flair — sandals with jeans and a button-down shirt — the two look like the quintessential young entrepreneurs. Surprisingly, neither of them has an engineering degree. Gordon knows communications and PR, while Leong comes from a film background. They met in a college leadership class in 2006 at the University of Southern California, and have been bouncing ideas off each other since.

“What I like to do is tinker and make physical things. That was just the realm we went into because of that,” Leong says. “I think we’ve always known that we were going to do something entrepreneurial…. We didn’t really socially talk. We never called and said, ‘How’s it going?’ It would just be, ‘I have this idea, let’s talk about it.’”

Kickstarter was the perfect testbed. After seeing the Lunatik iPod mini watch kit blow up on the site, they decided to try it out.

Leong’s and Gordon’s excitement while talking about their first project, the Oona iPhone stand, is palpable. They didn’t expect much, and their goal was a modest $10,000.

“It was the first week we met our goal,” Gordon said. “But then it really took off. This was crazy. We realized it could be a full-time real thing we could do.”

The Oona iPhone stand, which raised $131,220, taught them a lot about the manufacturing and production process — something many people with Kickstarter hardware projects struggle through after getting funded. For example, the Pebble smartwatch was slated to ship in September, but is now three months late.

“Seventy-five percent of Kickstarter projects are significantly late,” Leong says. Wharton School of Business professor Ethan Mollick found that only 25 percent of projects deliver by their estimated delivery date. The slow turnaround is why alternatives like Christie Street have launched to ensure that backers don’t end up losing money on a product. Kickstarter itself has been very straightforward, however, in saying that it is not a store, though many hardware products use the rewards system like a pre-ordering platform.

You might argue that Kickstarter is meant to finance a project, not a company. But Kickstarter doesn’t seem to have a problem with people running multiple campaigns to, er, kick-start their business.

“Millions of people have come to Kickstarter to cultivate a more vibrant and verdant creator culture that values the creative process as much as the end result,” a Kickstarter spokesman told Wired in an e-mail. “We’ll continue to be home to imaginative ideas from all corners of the creative universe.”

Vague, yes, but Brydge isn’t the first to go down this road. Studio Neat has funded both of its products, the Glif and the Cosmonaut, on Kickstarter.

Gordon points out that one of the most challenging part of a Kickstarter campaign is not raising funds, but figuring out what to do afterward. The logistics of producing and shipping something, especially if you’re working in China, is incredibly difficult. Many of the people posting to Kickstarter, particularly makers and tinkerers, are not familiar with the process.

“If you look at a lot of Kickstarter projects, they’ve made one and they know how to make one, but then they have no idea the process of having to make thousands,” Gordon said. Multiple campaigns has helped them hone those skills.

The Brydge keyboard, a sleek aluminum rig that turns your iPad into a MacBook Air look-a-like, has been the duo’s most popular campaign, raising $797,979 — nearly nine times their goal. They’ve taken more than 5,000 orders. It was a tricky enough piece of hardware that they had to go back to Kickstarter after Oona.

“It has a whole bunch of little pieces in it and since it’s a higher price point product it means it’s a much larger initial investment to get it up and going,” Leong said. “Oona was successful but it was not so successful that it could fund Brydge.”

ReadyCase, their most recent project, has raised $125,467. It’s more of a side project, and it got started on Kickstarter competitor Indiegogo.

“Kickstarter has a policy of no knives on their site,” Leong said. “It’s a little fine print thing and because ReadyCase has a small multitool knife blade, they would not allow it.”

Aside from raising capital, one of the best reasons to keep going back to Kickstarter is it provides immediate feedback. Bad ideas won’t go far. If people hadn’t backed Brydge, the guys would have known it was a dog and dropped it.

With three successful projects in the bag, Leong and Gordon have some tips for Kickstarting a project. First and foremost, be innovative. Nobody wants something they’ve seen before, so don’t reinvent the wheel or offer some incremental improvement of your own gadget. Remember that you’re selling yourself along with your project, so express who you are. And if you plan on having multiple projects, don’t go nuts with your first one — start simple, get the manufacturing down, and then move on to something a little more complex. And whatever you do, don’t wear out your welcome.

“The thing that’s bad on Kickstarter is these companies using it just to promote,” Leong says. “That’s completely against the idea of what Kickstarter is. If we have the means to make the product, then we’ll make the product. We’re not going to sneak it in there. People say, ‘Oh it’s new because we slightly tweaked something,’ but it’s really a product they’ve been selling for five or ten years. We don’t want to do that.”

“We believe in the spirit of Kickstarter, which is to help people to make something that couldn’t be made without it,” Gordon said. “It sucks to sometimes see products that don’t do that.”

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Elijah Wood, Aaron Paul rally fans to save north Hollywood taco joint

LOS ANGELES (TheWrap.com) – Elijah Wood and Aaron Paul are on a mission to save a North Hollywood taco stand.

The actors are rallying fans around Henry‘s Tacos, which has been on the corner of Tujunga and Moorpark for 51 years and is closing December 31 due to a conflict with the building’s landlord.

In an announcement posted on Facebook, the stand’s owner, Janis Hood, said that running the restaurant is too much of a burden for her – but the landlord, Mehran Ebrahimpour, isn’t allowing “prospective buyers committed to continuing the tradition” to take over the lease.

The reason, Hood believes, is because she “unwittingly” angered him by nominating Henry’s to become for a Historic Cultural Monument a year ago. Ultimately, the city council never voted on her request, but the damage was done.

Once loyal customer Wood heard the news, he immediately took to Twitter: “Los Angeles institution, Henry’s Tacos to shut,” Wood tweeted. “Please retweet. Very sad situation.”

Over 250 followers and counting have heard his cry, including a few famous friends like Aaron Paul, Colin Hanks and “Bridesmaids” director Paul Feig.

“This can’t happen. Save LA history,” Feig added, after retweeting Wood’s words.

But instead of just wishing for a Christmas miracle, Paul has a plan – not to mention a cool opportunity for his fans. The “Breaking Bad” star is asking “the masses” to join him for lunch this coming Sunday.

“We must save @HenrysTacos from closing,” he tweeted. “Come join me for lunch this Sunday at 2pm!! Join the masses and eat some tacos!! Tell your friends.”

While he may bring Henry’s some extra business before serving its last burrito, owner Hood makes it seem like the chances of changing Henry’s fate are slim.

“The current prospective buyers have agreed to all the landlord’s terms, but he has ceased communicating with them,” she wrote. “Therefore, I have given my notice and it has been accepted by the landlord.”

Neither Hood nor Ebrahimpour immediately responded to TheWrap’s request for comment.

Celebrity News Headlines – Yahoo! News

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Personal Health: When Daily Stress Gets in the Way of Life

I was about to give an hourlong talk to hundreds of people when one of the organizers of the event asked, “Do you get nervous when you give speeches?” My response: Who, me? No. Of course not.

But this was a half-truth. I am a bit of a worrier, and one thing that makes me anxious is getting ready for these events: fretting over whether I’ve prepared the right talk, packed the right clothes or forgotten anything important, like my glasses.

Anxiety is a fact of life. I’ve yet to meet anyone, no matter how upbeat, who has escaped anxious moments, days, even weeks. Recently I succumbed when, rushed for time just before a Thanksgiving trip, I was told the tires on my car were too worn to be driven on safely and had to be replaced.

“But I have no time to do this now,” I whined.

“Do you have time for an accident?” my car-savvy neighbor asked.

So, with a pounding pulse and no idea how I’d make up the lost time, I went off to get new tires. I left the car at the shop and managed to calm down during the walk home, which helped me get back to the work I needed to finish before the trip.

It seems like such a small thing now. But everyday stresses add up, according to Tamar E. Chansky, a psychologist in Plymouth Meeting, Pa., who treats people with anxiety disorders.

You’ll be much better able to deal with a serious, unexpected challenge if you lower your daily stress levels, she said. When worry is a constant, “it takes less to tip the scales to make you feel agitated or plagued by physical symptoms, even in minor situations,” she wrote in her very practical book, “Freeing Yourself From Anxiety.”

When Calamities Are Real

Of course, there are often good reasons for anxiety. Certainly, people who lost their homes and life’s treasures — and sometimes loved ones — in Hurricane Sandy can hardly be faulted for worrying about their futures.

But for some people, anxiety is a way of life, chronic and life-crippling, constantly leaving them awash in fears that prevent them from making moves that could enrich their lives.

In an interview, Dr. Chansky said that when real calamities occur, “you will be in much better shape to cope with them if you don’t entertain extraneous catastrophes.”

By “extraneous,” she means the many stresses that pile up in the course of daily living that don’t really deserve so much of our emotional capital — the worrying and fretting we spend on things that won’t change or simply don’t matter much.

“If you worry about everything, it will get in the way of what you really need to address,” she explained. “The best decisions are not made when your mind is spinning out of control, racing ahead with predictions about how things are never going to get any better. Precious energy is wasted when you’re always thinking about the worst-case scenarios.”

When faced with serious challenges, it helps to narrow them down to specific things you can do now. To my mind, Dr. Chansky’s most valuable suggestion for emerging from paralyzing anxiety when faced with a monumental task is to “stay in the present — it doesn’t help to be in the future.

“Take some small step today, and value each step you take. You never know which step will make a difference. This is much better than not trying to do anything.”

Dr. Chansky told me, “If you’re worrying about your work all the time, you won’t get your work done.” She suggested instead that people “compartmentalize.” Those prone to worry should set aside a little time each day simply to fret, she said — and then put aside anxieties and spend the rest of the time getting things done. This advice could not have come at a better time for me, as I faced holiday chores, two trips in December, and five columns to write before leaving mid-month. Rather than focusing on what seemed like an impossible challenge, I took on one task at a time. Somehow it all got done.

Possible Thinking

Many worriers think the solution is positive thinking. Dr. Chansky recommends something else: think “possible.”

“When we are stuck with negative thinking, we feel out of options, so to exit out of that we need to be reminded of all the options we do have,” she writes in her book.

If this is not something you can do easily on your own, consult others for suggestions. During my morning walk with friends, we often discuss problems, and inevitably someone comes up with a practical solution. But even if none of their suggestions work, at least they narrow down possible courses of action and make the problem seem less forbidding. “If other people are not caught in the spin that you’re in, they may have ideas for you that you wouldn’t think of,” Dr. Chansky said. “We often do this about small things, but when something big is going on, we hesitate to ask for advice. Yet that’s when we need it most.”

Dr. Chansky calls this “a community cleanup effort,” and it can bring more than advice. During an especially challenging time, like dealing with a spouse’s serious illness or loss of one’s home, friends and family members can help with practical matters like shopping for groceries, providing meals, cleaning out the refrigerator or paying bills.

“People want to help others in need — it’s how the world goes around,” she said. Witness the many thousands of volunteers, including students from other states on their Thanksgiving break, who prepared food and delivered clothing and equipment to the victims of Hurricane Sandy. Even the smallest favor can help buffer stress and enable people to focus productively on what they can do to improve their situation.

Another of Dr. Chansky’s invaluable tips is to “let go of the rope.” When feeling pressured to figure out how to fix things now, “walk away for a few minutes, but promise to come back.” As with a computer that suddenly misbehaves, Dr. Chansky suggests that you “unplug and refresh,” perhaps by “taking a breathing break,” inhaling and exhaling calmly and intentionally.

“The more you practice calm breathing, the more it will be there for you when you need it,” she wrote.

She also suggests taking a break to do something physical: “Movement shifts the moment.” Take a walk or bike ride, call a friend, look through a photo album, or do some small cleaning task like clearing off your night table.

When you have a clear head and are feeling less overwhelmed, you’ll be better able to figure out the next step.

This is the first of two columns about anxiety.

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DealBook: U.S. and Britain Take Cooperative Approach on 'Too Big to Fail'

It is one of the thorniest problems hanging over the financial system: how should authorities deal with the collapse of a sprawling global bank to protect the financial system at large?

In an attempt to find ways to address this problem, regulators in the United States and Britain said on Monday that they were cooperating on measures that would be used to seize an ailing financial company that does a lot of business abroad.

The intent is to avoid the problems that occurred when Lehman Brothers failed in 2008. The unwinding of Lehman was complicated by the fact that it had substantial operations in London that were subject to British law. The same problem could recur because most of the largest American and British banks have major subsidiaries in each other’s countries.

In a new joint paper, the Bank of England and the Federal Deposit Insurance Corporation laid out their preferred strategy for handling such bank crashes.

“It’s great that these two organizations are pushing forward on it,” said Phillip L. Swagel, a professor at the University of Maryland’s School of Public Policy, who was assistant secretary for economic policy under Treasury Secretary Henry M. Paulson Jr. “If they do get it right, then, yes, ‘too big to fail’ has ended.”

“Too big to fail” is the label for the problem that confronts governments when a large bank is on its last legs. Officials want to avoid a future large taxpayer bailout of the bank, but letting it collapse could cause a run on the financial system. In 2008, Lehman was allowed to fail but American International Group was saved because its collapse was seen as too much for the system to bear.

Since the crisis, legislators in the United States and Britain have passed laws intended to give regulators ways to avoid either outcome. In essence, they aim to take control of the sick bank and keep it operating while inflicting losses on its shareholders and, if necessary, its creditors.

The paper from the Bank of England and the F.D.I.C. focused on one way to accomplish this. The relevant regulator would take control of the bank’s parent company, then embark on a restructuring. By saying they are focusing on the parent company, regulators hope to shape expectations in the market and minimize destabilizing uncertainty when a bank implodes. This approach, “will give greater predictability for market participants about how resolution authorities may approach a resolution,” the regulators wrote.

The strategy then aims to put a seized bank back on its feet. In most cases, the bank would be insolvent, meaning that losses had eaten all its equity. To right the bank, the regulator would take the parent company’s debt and turn it into enough equity to support the bank’s operations in the future.

But questions surround the strategy. The paper is little more than a commitment to cooperate. In other words, it does not give either regulator the power to reach into a foreign jurisdiction to restructure a bank. Some of the jurisdictional problems that hampered the Lehman bankruptcy could therefore recur.

Some analysts doubt regulators would use the tools in the heat of a crisis. Fearing financial instability, officials may balk at doing anything to harm the interests of creditors and opt for some form of bailout instead. “It’s about the courage to use those tools in the face of a panic,” said Mark A. Calabria, director of financial regulation studies at the Cato Institute.

Whether bank parent companies have the financial resources to contribute meaningfully to balance sheet repairs is also a question. JPMorgan Chase’s parent company, for instance, has $116 billion of long-term debt, which is 5 percent of the overall bank’s $2.3 trillion in assets. At Goldman Sachs, the percentage is much higher at 14 percent.

Regulators would have to decide on the appropriate amount of parent company debt. As a result, they might press some banks to strengthen the financial standing of their parent companies.

But banks may resist, saying that action would make it harder for them to produce reasonable returns. “They need to consider the burdens that would be placed on banks’ ability to provide credit for the global economy,” said David Schraa, regulatory counsel for the Institute of International Finance, an industry group.

Skeptics also say the measures laid out Monday may not be able to cope with the collapse of several large global banks at once. “The big problems we’ve seen are almost always systemic,” said Simon Johnson, professor at the MIT Sloan School of Management. “So, does it solve the core of the too-big-too-fail problem? No.”

Still, the American-British cooperation could, in theory, cover a large majority of foreign business done in the country’s banks. The five biggest American banks on average did 88 percent of their foreign activity in Britain, according to an F.D.I.C. presentation in July. “By and large, the same is true for U.K. companies,” Michael H. Krimminger, a partner with Cleary Gottlieb Steen & Hamilton, wrote by e-mail. “This approach would have been invaluable in 2008,” said Mr. Krimminger, whose previous job was general counsel at the F.D.I.C.

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