Compensation techniques for 50 Gbps Duobinary System

Compensation techniques for 50 Gbps Duobinary System Pre, Post and Mix Compensation techniques for 50 Gbps Duobinary System Rupinder Kaur, Sanjeev Dewra Abstract: In this paper, the performance of duobinary system is analyzed by using different dispersion compensation techniques. The dispersion compensation techniques tested are Pre Compensation, Post Compensation and Mix Compensation. These techniques are applied to duobinary system, which operates at a bit rate of 50 Gbps. It is found that for 50 Gbps system, Mix Compensation technique shows better performance matrices like quality factor (i.e. 7.54 at 25 km)and bit error rate (i.e. 7.52e-15 at 25 km) as compared to other techniques. Keywords: Mach-Zender Intensity Modulator (MZIM), Single Mode Fiber (SMF), Q-factor, Bit Error Rate (BER), Low Pass Filter (LPF) Introduction For higher data rates, research in optical communications is being constantly driven by requirements. At a minimum bandwidth cost, Fiber Optics has reorganized the data communication technology by examining the limits of high speed network accessibility for the end users [1]. In high speed optical communication system duobinary modulation is a valuable solution that provides the better spectral efficiency and minimizes the performance degradation due to the nonlinear effects and dispersion [2–4]. Due to the promptly growing capacity requirements for long distance transmission, fiber optic communications are advancing into higher bit rate enabled [5]. To increase the capacity of system and to reduce the performance degradation caused by transmission impairments, systematic investigation is essential [6]. Duobinary formats are known for their high tolerance to residual chromatic dispersion and low spectral occupancy [7]. These features make them very attractive for both high spe ctral efficiency and high data rate. For high speed systems, Duobinary signaling has become an essential transmission format as the broadband networks and the bandwidth requirement has increased. By selecting suitable pulse shaping, the selection of optical modulation format has become an essential standard in any high speed link design. This optical signal pre-distortion based pulse shaping increases the dispersion tolerance related performances considerably [8, 9]. In long distance transmission systems, Fiber chromatic dispersion is one of the most severe limiting factor. If the fiber transmission length exceeds several tens of kilometers, dispersion effect can cause intolerable amounts of distortions that ultimately lead to errors. Therefore it is necessary to use dispersion compensation devices such as dispersion compensating fiber (DCF) [10, 11] to overcome dispersion effect and consequently decrease the nonlinear distortion. In this study, we propose three DCF compensation scheme, pre-compensation and post-compensation scheme. Simulation studies show that mix compensation scheme is the best. It can greatly reduce the influences of the fiber nonlinearity and increase the transmission distance greatly System Setup Duobinary Transmitter is designed with laser diodes, filters, modulators and all components which are essential to build an optical network. This simulation is carried out to observe the comparative study with various compensation techniques in the presence of chromatic dispersion. Duobinary signal is launched over DCF SMF spans of 5 km and 25 km each for post, pre and symmetric compensation schemes. Duobinary modulation is achieved by driving an external Mach-Zehnder intensity modulator. MZIM has three inputs, one for laser diode and other for data from the channels. It converts the electrical signal into optical signal. On the receiver side the output of the Lorentzian optical filter a photodiode converts the optical signal into an electrical signal an electrical low pass Bessel filter follows the PIN photodiode. This has a cut-off frequency 193.41449 THz. Finally at the output of the low pass filter visualization tool called Scope, BER estimation Q meter. It is an optical or elect rical oscilloscope with numerous data processing options, eye display and BER estimation features. The system setup of 50 Gbps duobinary transmission with pre, post and symmetric compensation techniques is as shown in figure below. Fig. 1 Duobinary system with Post Compensation technique Fig. 2 Duobinary system with Pre Compensation technique Fig. 3 Duobinary system with Mix Compensation technique Pre-compensation scheme achieve dispersion compensation by place the DCF before a certain conventional single-mode fiber, or after the optical transmitter. Post -compensation scheme achieve dispersion compensation by place the DCF after a certain conventional single-mode fiber, or before the optical transmitter. Mix compensation scheme is consist of post-compensation and pre-compensation Result and Discussion To evaluate the performance of 50 Gbps duobinary system several measurements for Pre, Post and Symmetric compensation techniques were taken. The quality factor versus transmission distance is as shown in Fig.4. The graph shows that the performance of pre, post and mix compensation is compared by varying the distance from 5 to 30 km. Fig.4 Quality Factor vs Transmission distance Fig.4 depicts quality factor versus transmission distance graph. It is observed that by increasing the transmission distance from 5 to 30 km, Quality factor is decreasing. The variation in Q factor is 22.26 to 5.67 for mix compensation, 19.47 to 4.84 for post compensation and 14.04 to 4.69 for pre compensation. It is observed that maximum quality factor is shown from mix compensation technique i.e. 7.54 (at 25 km transmission distance) as compared to post and pre compensation techniques which is 6.33 and 6.12 respectively. Fig.5 Bit error rate vs Transmission distance Fig. 5 shows the transmission distance vs bit error rate graph. The variation in BER from different compensation techniques is 4.05e-72 to 8.20e-8 for mix compensation, 4.61e-58 to 6.57e-7 for post compensation and 4.50e-45 to 4.48e-5 for pre compensation. This simulation result shows that at 25 km transmission distance, the minimum bit error rate value is obtained by mix compensation technique which is 7.52e-15 whereas the bit error rate value for post and pre compensation technique is 3.04e-13 and 1.75e-10 respectively. Fig. 6 Quality Factor vs Input Power Fig. 6 display the influence of signal input power on the performance of duobinary system. From the graph, we can find that as the signal input power increases, quality factor increases upto certain limit, after which it starts falling. This can be understood from the fact that for low powers, the performance of system improves with the increase in input power. However, at higher powers, the wavelengths tend to overlap each other causing more dominance of non-linear effects and thus reduce the quality factor. From the graph it also concluded that the quality factor of mix compensation is greater than the other two kind of compensation techniques. Conclusion In this paper, we investigate the behavior of Pre, Post and Mix compensation techniques on the basis of quality factor and bit error rate at 50 Gbps system and conclude which compensation technique perform better. From the comparative performance analysis for different compensation techniques, it is found that mix compensation is better than pre and post compensation techniques for long haul communication system. It may also be concluded that for lower laser input power, quality factor is better for all compensation techniques. References X. Zheng, F. Liu, and P. Jeppesen, â€Å"Receiver optimization for 40-Gb/s optical duobinary signal,† IEEE Photon. Technol. Lett., vol.13, pp.744–746, July 2001. Yogesh Chabra, R.S.Kaler,†comparison of various compensation techniques at high bit rates using CSRZ formats,† Optik (Stuttg),121(9), 813–817, 2010. Dewra, Sanjeev, and R. S. Kaler. Performance evaluation of an optical network based on optical cross add drop multiplexer†,Journal of Optical Technology, 2013, pp. 502-505. Barnoski, Michael, ed. â€Å"Fundamentals of optical fiber communications†, Elsevier, pp. 109-133, 2012. S. L. Jansen, G.-D. Khoe, H. de Waardt, S. Spalter, C. J. Weiske, A. Schopflin, S. J. Field, H. E. Escobar, and M. H. Sher, â€Å"Mixed data rate and format transmission (40 Gb/s NRZ, 40 Gb/s duobinary, 10 Gb/s NRZ) using mid-link spectral inversion,† Opt. Lett., vol. 29, no. 20, pp. 2348–2350, Oct. 2004. W. Kaiser, M. Wichers, T. Wuth, W. Rosenkranz, C. Scheerer, C. Glingener, A. Farbert, J.-P. Elbers, G. Fischer, â€Å"SPM-Limit of duobinary transmission†, pp. 22-28, Sept. 2000. Debabrata Sikdar, Vinita Tiwari, Yajnaseni Saha, V.K. Chaubey, â€Å"Investigation of modulator chirp and extinction ratio in different RZ- and NRZ duobinary transmitter modules for performance optimization†, vol. 124, no.13, July 2013, pp. 1411–1414. K. Yang, S. Ou, K. Guild, H.-H. Chen, â€Å"Convergence of Ethernet PON and IEEE 802.16 broadband access networks and Its QoS-aware dynamic bandwidth allocation` Scheme†, IEEE J. Select Areas Commun. 27, 2009, pp. 101–116. H. Kim and C. X. Yu, â€Å"Optical duobinary transmission system featuring improved receiver sensitivity and reduced optical bandwidth,† IEEE Photon. Technol. Lett., vol. 14, pp. 1205–1207, Aug. 2002. Debabrata Sikdar, Vinita Tiwari, V.K. Chaubey, â€Å"Optimized transmitter module for NRZ-duobinary in long-haul optical transmission link†, vol. 124, no. 17, September 2013, pp. 2597–2601. P. Pecci, S. Lanne, Y. Frignac, J. C. Antona, G. Charlet, and S. Bigo, â€Å"Tolerance to Dispersion compensation parameters of six modulation formats in systems operating at 43 Gb/s,† in Proc. Eur. Conf. Optical Communication, Rimini, Italy, 2003, pp. 528–529.

Essay --

Effects Of Smoking In Women Until fairly recent times, smoking was considered to be exclusive to men. They were seen smoking at parties, in public places, in offices and even in their homes while their female counterparts watched them indulge themselves. However this is not the case anymore for the last few decades have seen a rapid increase in the rate of female smokers. Figures show that in the year 2000 there were about 25 % and 21 % male and female smokers respectively. Needless to say this has resulted in some serious health problems for women as studies show that over 165,000 women die of diseases that are an outcome of heavy smoking, which includes heart attacks emphysema and breast and ovarian cancers. The fact of the matter is that just as smoking results in dire consequences for men, it produces equally horrific results for women. Most women are however unaware of the fact that smoking can pose health problems such as various different cancers. Not only this but also it can produce bad breath and yellow teeth and nails, which is not a health problem but does add to the overall negative effects of smoking. The following section of the essay will thus take into account the adverse health effects that smoking has on women i.e. breast and ovarian cancer. Studies have shown that smoking advertisements have begun to focus on teenage girls in a bid to increase their sales, while reinforcing the trend in adult female smokers. Experts point out that doing so will result in getting the teenagers hooked on to the habit with the result that they will turn into life-long smokers. It is a commonly known fact that the earlier one begins to smoke; the harder it becomes to quit later on. Thus teenage girls find themselves attracted to t... ...skin to age i.e. the appearance of fine lines and wrinkles are common and the skin begins to sag and loses its elasticity. Thus all those botox injections and plastic surgeries are likely to wield no results if a woman does not quit the habit. As mentioned earlier it also causes the nails and the teeth to become yellow and the smoker develops a particularly bad breath, which can be embarrassing if one is in public. Thus the above discussion shows that smoking in women causes a number of health problems such as heart diseases, cancers, osteoporosis and reproductive problems thereby minimizing her chances of conception. References Greaves, Lorraine. Smoke Screen: Women's Smoking and Social Control. New York: Scarlet Press, 1996. Author unavailable.  Ã¢â‚¬Å"Smoking.† Available online at: http://www.ivillagehealth.com/library/nwh/content/0,4482,215912_227354,00.html 2000.

Chuck Staley, A Case Study of Leadership Excellence

This case study will be based upon a comparison of principles found in John C. Maxwell’s book, â€Å"The 21 Irrefutable Laws of Leadership†. This text is foundational in the development and demonstration of successful leadership. It is my opinion, that Charles E. Staley, commonly known as Chuck Staley, personifies many of the mandates of a great leader as suggested within the context of Maxwell’s book. It comes as no surprise that when asked by Madison County Chamber of Commerce President, Kyle Morey, â€Å"What book has inspired you the most? †, Chuck’s reply was, â€Å"Leadership† by John C. Maxwell. Although not every one of the 21 Irrefutable Laws of Leadership is Chuck’s strengths, many are. I will discuss the demonstration of those strengths in the following paragraphs. Who is Chuck Staley? Chuck Staley is a lifelong resident of Anderson, Indiana. Shortly upon graduation from high school, Chuck joined the United States Marines, s erving as a Corporeal in the First Marine Division in 1964-1967 during the Viet Nam conflict . He married Lynn Vicars on July 14, 1971 and has two children, Catherine (Staley) Daniels and the late David Staley. Chuck is the current President and Chief Executive Officer of the Flagship Enterprise Center (FEC), which was created in 2003 through a partnership between Anderson University and the city of Anderson. Through Staley’s vision and guidance, the FEC has assisted in the creation of 104 companies and over 2,000 jobs. The FEC has grown steadily as it has added new businesses over the past decade and is currently located in a Center consisting of nearly 300,000 square feet. Success was not merely recognized at the local level, but in the FEC was named a U. S. Department of Commerce Center of Excellence under Chuck’s leadership. Since its beginning, the Flagship under Staley’s leadership has forged alliances with Purdue University, the Indiana Economic Development Corporation and the US Department of Commerce. In 2011, the FEC began another partnership when Staley, Frank Levinson and Ann Wilson opened the Levinson Center for Social and Faith Based Entrepreneurship. The Levinson Center is located within the Flagship and specializes in businesses and organizations that innovate in the areas of environmental, humanitarian, educational and social issues within the framework of sustainability and sound business principles. The Levinson Center has launched nine organizations to date that range from energy independence for coastal Alaskan Indian villages, to Teachers of Promise in Kenya and a new educational paradigm, called the Impact Center, for nontraditional minority students in Anderson, Indiana. With Staley in leadership, national recognition has become common for companies such as COEUS and Echo Drive as they have captured markets in the technology field. Furthermore, The Flagship has begun to have impact globally with the addition of Greenville Technology Inc. (GTI), Altairnano, an energy storage company, as well as hosting the headquarters of Keihin North America. Staley has provided growth for many small business by developing an industry leading Microloan program including small business consulting. The Microloan program has had tremendous impact on business incubation and maintains the status of issuing the most microloans of any location in Indiana, with most loans being issues to women and/ or minority owned businesses. 3 Staley has chaired several boards, including the Anderson Plan Commission, White River Development Commission and the GM Blue Ribbon Commission. He was President Elect of the Madison County Chamber of Commerce, co-chairman of the World Class City Forum, and co-founder and Director of Energize East Central Indiana. He is currently chairman of the board of directors for Community Hospital Anderson and serves on the board of the recently launched Impact Center. Staley also serves as the President and CEO of the RSI Facilities Group, a consulting, engineering and management group, which has been involved in several commercial, industrial and residential projects. Although Staley has found success in leadership, he continues to pursue lifelong learning experiences like that of the Leadership Academy of Madison County (LAMC). Not only is he an alumni of the organization, but continues to support LAMC in the development of other emerging leaders. The information compiled in this document contains data and narrative from research. It also contains information from personal interview and observation. As a citizen from Anderson and Madison County and an employee of Anderson University, I have witnessed Chuck Staley’s leadership over past decades. I have watched him develop neighborhoods, businesses, and people. This account of leadership is both objective and personal. I am not alone in my respect for his leadership. Most recently, Staley received the prestigious Sagamore of the Wabash award. The Sagamore of the Wabash award, created by Gov. Ralph Gates in the 1940s, is considered one of the highest awards that can be bestowed by the governor of Indiana. It is a personal tribute usually given to those who have provided a distinguished service to the state. (Pendleton Gazette, 2013). 4 How does Chuck Staley exemplify leadership in reference to the 21 Irrefutable Laws of Leadership? John Maxwell begins his book suggesting that there are 2 critical components leadership. Maxwell states, â€Å" Serving others and showing others the way† both essential in demonstrating successful leadership (Maxwell, 2007). Chuck Staley has done this in various ways. As mentioned earlier, he serves on many different boards and is involved in various community endeavors. Not only has Staley made it a habit of profession, but he is thoughtful and kind to many and all types of individuals he comes in contact with, young, old, educated, or challenged. A student of Robert Greenleaf’s writings and teachings from the Center for Servant Leadership as well as the teachings on servant hood from the Bible, Staley embraces opportunities to lead by â€Å"doing with and for† others. A servantleader focuses primarily on the growth and well-being of people and the communities to which they belong. â€Å"While traditional leadership generally involves the accumulation and exercise of power by one at the â€Å"top of the pyramid,† servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible. † states Greenleaf. (2013). In organizations like the IMPACT Center in Anderson, IN, Staley assisted in the beginning of the vision for the organization. He gave of his time, influence, and expertise to make a dream a reality for many minority leaders in his community. As the CEO of the Flagship Enterprise, Staley has partnered with Masters of Business Administration (MBA) programs like Anderson University’s Falls School of Business to develop young entrepreneurs and business students by hosting them as interns at the FEC. He has assisted in developing contracts with the businesses that the FEC helps incubate that also give opportunities for students and graduates to develop their skills under the guidance of those at the FEC. Many of these students (25-30%) have gone on to incubate business of their own. 5 Law #1-Law of the Lid. Leadership ability determines a person’s level of effectiveness. The law of the lid states that one’s â€Å"leadership ability-for better or for worse-always determines your effectiveness. ( pg. 1) Chuck has proven over the years that his lid is set at a high level because his leadership has demonstrated impact. While building the momentum at the FEC, Staley built strong relationships with those in his inner circle, those he had to engage with to position the business for success, and potential clients. He built a small team of individuals who maintaine d the same leadership, vision, and passion that he had developed. Staley worked with them to manage, lead, and incubate businesses under the guidance of and team management and servant leadership. Staley always built teams that focused on organizational effectiveness but were very aware that they must also be personally effective as leaders to reach capacity as an organization. The leadership teams at the FEC have been very successful as they have become the states leading small business microloan lender even surpassing that of Bloomington and Lafayette. But when asked, Staley readily suggests, that leadership is the issue. â€Å"Creating a vision that people can get behind and supporting them as they empower others is a key element that I promote,† commented Staley, when asked about the success of the FEC. It is apparent that he takes his responsibility seriously and works with great effort to build a team that leads with the same beliefs and priorities that he holds. Law #2-Law of Influence. The true measure of leadership is influence-nothing more, nothing less. The law of influence would argue that if one doesn’t have influence, one will never be able to lead others. (pg. 11). Staley is skilled at seeing opportunities and going after them as an entrepreneur, however, his skill goes beyond entrepreneurship. In a business of taking risks, Staley is up for the task. He operates with an 80-20 philosophy, where he takes calculated risks when he hits the 80% risk reduction benchmark. Never wanting to miss opportunity that comes along, Staley will 6 allow for a standard of risk. He can only operate at that level by having influence with those around him. There is a trust factor that is afforded the decisions that Staley makes, knowing that even in the 20% risk zone where failure may occur, Chuck will take opportunity to learn and move forward, always seeing new possibilities in each failure. His influence allows him the privilege to operate a this capacity and have others support him in the effort. Economic Development Director, for the City of Anderson, Greg Winkler recognizes the influence that Staley has and invites him to be engaged with businesses and the public whenever change or challenges present themselves. Winkler recognizes Staley’s leadership and influence and keeps him in close counsel with most economic development decisions being made in the city. Law #3-Law of Process. Leadership develops daily, not in a day. â€Å"Persistence† is a word that is often used to describe Staley. As counsel for business incubation with businesses like Bright Automotive, Staley spent years visiting funding sources like the United States Department of Commerce (USDC), Economic Development Administration (EDA), and the State of Indiana to advocate for financial investment and support. Advocating is a process. Staley believes in the long haul and staying dedicated to the process. He believes that discipline in process keeps you focused and organized, professionally and personally. In a recent interview, Staley confirmed what others had observed. He has a daily routine that includes the discipline of person growth and spiritual development. Staley considers himself a lifelong learner and takes time daily to read and reflect on professional and personal issues. He recently stated, â€Å"I want to experience quality of life well into old age. That doesn’t happen by chance. † Staley realizes that change, planning, development, and growth don’t happen over night. Being committed to a process and disciplining one’s body , mind, and spirit are all an essential part of Staley’s day to day routine. 7 Law #4-Law of Navigation. Anyone can steer the ship, but it takes a leader to chart the course. When asked what experiences in life have best shaped his leadership philosophy, Staley is quick to respond about his military experience during his formative years of life. Staley began serving in the United States Marine Corps at the young age of 17. At the time he enlisted, his mother had to sign the papers because he was not yet of age. By the time that Chuck left the Marines four years later as a Corporeal Sergeant, Staley had developed leadership strategies that still play an important role in his success today. He adopted the method of working as a team. The Marines worked in teams of four men. Roles were well defined for the individual, but all effort and progress was made as a team. The team was large enough that it offered expertise, but small enough that it could move quickly. They were given responsibility and clearance in the field that enabled them to work and move in the directions they thought were best and necessary without micro-management from different levels in the chain of command. Staley learned that you never leave anyone behind, and that you look out for those on you team. You always had the good of the team in mind,† reflected Staley. â€Å"The team strategy and the need to see the big picture, was a big take away from the Marines. † he continued. This strategy and method continue to make Staley effective in charting the course for current business innovation. Maxwell states in his book, â€Å"First rate navigators always have in mind that other people are d epending on them and their ability to chart a good course. † (pg. 39) Staley learned that decades ago and applies it to his relationships today. When Staley enters into business development processes for the businesses he is assisting with, he is looking out for the team, with their agenda in mind, and not his own. He doesn’t suggest that there are not mistakes along the way, but he takes time daily to reflect on the decisions of the past in effort to inform current and future business and personal decisions. 8 Law #5-Law of Addition. Leaders add value by serving others. â€Å"I believe the bottom line in leadership isn’t how far we advance ourselves but how far we advance others. That is achieved by serving others and adding value to their lives. This statement from Maxwell is echoed by Staley in many of the messages he delivers to individuals and groups throughout the state and country. When addressing graduates of the Leadership Academy of Madison County in 2012, Staley re-enforced all that he had learned through the study of Robert Greenleaf many years prior. This philosophy of service to others regardless of title or position is implemented in every area of Staley’s influence. Not only has Staley received numerous recognitions and awards over the years for his commitment to community and service to others, he has nominated and recognized many others. Two of the Madison County Athena Award recipients in the last three years have been women nominated and supported by Staley and his belief in their ability to lead through service to others. Staley is quick to remind listeners, that his study of the Bible and the call to be like Christ, a servant to all, impacts his behavior. He is careful to reflect daily on the truth that God desire us not only to treat people with respect, but also to actively reach out to them and serve them. Law #15-Law of Victory. Leaders find a way for the team to win. Failure is not an option. It wasn’t in the Marines, and it isn’t at the FEC. In fact, when questioned about recent perceived failures in the venture with Bright Automotive, a green technology for a workforce fleet of trucks and vans, Staley defends the process by suggesting that many new relationships and business were began at the FEC as a result of the venture with Bright. To Staley, although the outcome was not what was first envisioned and hoped for, but the lessons learned and the outcomes post venture have led to new levels of success and progress. 9 Bright Automotive wasn’t left with a huge dept and forced to close it’s doors. Staley established strong relationships with other companies on their behalf, and Bright was able to join other green automotive technologies and continue to impact technology. Staley was noted as saying, â€Å"Obstacles are tests that serve to prove, or disprove a hypothesis. Nothing more, nothing less. † He has learned that obstacles and challenges provide opportunities. You reflect, learn, implement new strategy and move on. â€Å"Failure doesn’t stop you, as a leader you find a way for people to win. Law #11-Law of the Inner Circle. A leader’s potential is determined by those closest to him. Chuck Staley has opportunity to bring many individuals into his closest circle. But Staley understands the value and responsibility of maintaining relationships with those who are closest to you. Staley has a list of those he considers peers by age, expertise, or influence that h e consults with on a regular basis. Any time he is contemplating change, innovation, or entirely new ventures, Staley consults with those in his inner circle. Those individuals include: Greg Winkler, Director, Economic Development for the City of Anderson; Rob Sparks, Executive Director of the Corporation of Economic Development in Madison County; Tom Snyder, President of IVY Tech Community College; Mike Pence, Governor of the State of Indiana; Lani Czarnieki, District Director Congressman Mike Pence; Keith Trent, Vice President/Chief Foundation Officer, Community Hospital Anderson; John Watters, former CEO Bright Automotive; Sena Landey, Vice President for Finance Administration Earlham College; and his wife of over 40 years, Dr. Lynn Staley, Professor Emeritus of Ball State and current Superintendent of Liberty Christian Schools. Staley contributes all of his successful decisions and planning to the wisdom gained from the friendships and expertise of those in his inner circle. 10 Law #18-Law of Sacrifice. Leaders must give up to go up. Chuck Staley is a private man. He relishes time alone to contemplate, reflect, and create. His greatest pleasure in life comes from spending time with his family, including his newly wedded daughter and son in law. Understanding that sacrifice comes with leadership, Staley submits to the tightly filled schedule of events, meetings, speaking engagements, ground breaking ceremonies, strategic planning sessions, and media releases. He does recognize the fact that in order to be an effective leader, one must give up many things including personal space. â€Å"Keeping a low profile as a leader is not an option. † commented Staley when asked what he has had to give up in his role of CEO of the FEC. â€Å"It is difficult to be so public. Like many leaders, Staley finds that it can be isolating at the top. He works hard to remain part of the team and work from ground level, but at times when the leaders is the one to cast the vision, draw the buy in, and make hard decisions, he realized he must step up. Although Staley values his investment in people, he realizes that at times it is at the expense of those in his family. His routine and discipline allow for balance, but he acknowledges that the re are only so many hours in a day, and you must give up something to get something, even in relationships. Law # 21– Law of Legacy. A leader’s lasting value is measured by succession. Recently, upon receiving the Sagamore of the Wabash Award from Governor Mike Pence and local state legislators Terri Austin, Jack Lutz and Tim Lanane, Austin said in a press release, : I am particularly pleased that this recognition gives us a chance to recognize that Chuck Staley has been committed toward linking economic development and social awareness. Although Staley isn’t planning on walking away from the FEC in the immediate future, he is aware that day will eventually come and he is working diligently to make the connections and grow the leadership to carry on the success of the Flagship and the collaborations that exist because of its existence. 11 Staley has a goal for his life. It is to leave his community and central Indiana economically stronger and healthier by creating more opportunities for individuals and families to experience quality of life and success as a result of his service to God and others. He hopes to create a brighter future for those who come behind him. Although there are many other attributes one could demonstrate in regard to Chuck Staley’s leadership abilities in comparison to the 21 Irrefutable Laws of Leadership, time and space has permitted me to only list a few. During my interviews and research with Chuck, I discovered several things that I thought were noteworthy about his life, passions, habits, and thoughts. All of these notations could be found in the application of Maxwell’s laws of leadership. I would like to share a few of those with you now. Staley spent 12 years on the Madison County Chamber of Commerce. When asked about his impact, Staley commented that he encouraged others to think about â€Å"the bigger picture†. He promoted collaboration as a way of behaving in business, even over competing. I asked his colleague to tear down walls due to the fact that in these economic times, â€Å"one can’t build walls high enough to keep others out†. He advocated that businesses think in terms of taking a piece of the pie instead of consuming a entire pie. During his tenure, the Chamber developed two new associations; Females in Business (FAB) and the Young Professionals Association (YPA). They also developed the Mad9 Mixer. Mad(ison)9 is a partnership of nine Madison County organizations with the common mission of realizing a positive vision for the future of our business community and region. Mad9 set the standard of relationship building beyond boundaries by helping businesses and civic leaders connect, communicate, and create commerce. The partnership’s first initiative is to connect business and ivic leaders once a month around the county (north, south, east and west). 12 When asked about his proudest achievements at the FEC, Staley responded with these facts: The FEC is the #1 Microloan processor in the state of Indiana. The FEC has been recognized by the Indiana Business Journal as the #1 creator of jobs in Indiana. The FEC has loaned over 74% of it’s microloans to women, minorities, and disabled service Veterans. Staley credits his philosophy of â€Å"taking care of each other† from the Marines. He also creates an environment that rewards and recognizes hard work because of the declaration learned in the military that you â€Å"Earn what you get. Nothing is given to you. † When asked what he considers to be his strengths in leadership, Staley commented, I am visionary. I am persistent. I do not keep personal agendas. I tap into collective wisdom. I seek counsel from those smarter than myself. I lead with confidence, which allows me to elevate others and seek advise and wisdom from others. Staley’s response risk taking: â€Å"I utilize the 80-20 rule. I am confident in a decision of data at 80% suggest it’s the right decision . I am willing to risk the 20% in order to capture opportunity. If you wait until you are 100% sure you are making the right decision, the opportunity will pass you by. Opportunities at the 80-20 level will offset any losses you might endure using the rule. If I allow others to use this rule and people do make mistakes, I allow them that privilege. We just learn, recover, and move on. In the world of innovation and entrepreneurship, there is always risk involved. You must seize opportunities and refuse to play it safe 100% of the time. Staley’s favorite quote: The seven most important words in the English language, â€Å"Never give up, never, never, give up. † Winston Churchill. 13 Leaders that have had impact on Staley: Abraham Lincoln, Ronald Reagan, Winston Churchill, George Patton, Chesty Puller, Jesus Christ. The kind of individuals Staley tries to attract /recruit to his team: Compe tent Innovative Self motivated Positive Mission driven Team Players Staley’s method for change: Staley advocate that you follow the V Method. Any change, good or bad, results in a temporary negative response. Good changes eventually result in higher levels on the V, bad changes in lower levels. Poor leadership makes change more difficult. People panic and make further changes. What results is change continues down the V. It is wise to implement change slowly, carefully, and not all at once or in succession. About establishing priorities: â€Å"Life is full of nice things to do, successful people do the necessary things first. I do first things first. † In conclusion, the example that Chuck Staley has set for effective leadership has had great impact on the community and in business. He has developed his own philosophy of leadership based on his life experiences and the wisdom of other successful leaders. He lives his life in a way that creates value in others and opportunities for innovation, improvement, and success. In so many ways, Staley exemplifies the truth found in the 21 Irrefutable Laws of Leadership of John Maxwell’s book. It has been a lesson in leadership just to have researched and communicated with Staley myself. He is truly a hometown hero in leadership for the City of Anderson and Madison County.

Here Is the Reason Why Dry Ice Makes Fog

Why you put a piece of dry ice in water, youll see a cloud of what looks like smoke or fog billow away from the surface and down toward the floor. The cloud is not carbon dioxide, but actual water fog.   How Dry Ice Produces Water Fog Dry ice is the solid form of carbon dioxide, a molecule that is found as a gas in the air. Carbon dioxide has to be cooled to at least  -109.3  °F to become a solid. When a chunk of dry ice is exposed to room temperature air it undergoes sublimation, which means it changes from a solid directly into a gas, without melting into a liquid first. Under ordinary conditions, this occurs at the rate of 5-10 pounds of dry ice converting into gaseous carbon dioxide per day. Initially, the gas is much colder than the surrounding air. The sudden drop in temperature causes water vapor in the air to condense into tiny droplets, forming fog. Only a small amount of fog is visible in the air around a piece of dry ice. However, if you drop dry ice in water, especially hot water, the effect is magnified. The carbon dioxide forms bubbles of cold gas in the water. When the bubbles escape at the surface of the water, the warmer moist air condenses into lots of fog. The fog sinks toward the floor both because it is colder than the air and because carbon dioxide is denser than air. After a time, the gas warms up, so the fog dissipates. When you make dry ice fog, the concentration of carbon dioxide is increased near the floor. Ready to try it yourself? Heres how to make dry ice fog, safely.