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This is the length of Abraham's life, one hundred seventy-five years. sAbraham breathed his last and died in a good old age, an old man and full of years, and was gathered to his people. 9His sons Isaac and Ishmael buried him in the cave of Machpelah, in the field of Ephron son of Zohar the Hittite, east of Mamre, the field that Abraham purchased from the Hittites. There Abraham was buried, with his wife Sarah, After the death of Abraham God blessed his son Isaac. And Isaac settled at Beer-lahai-roi.

When Saul returned from following the philistines , he was told, "David is in the wilderness of Engedi. "2 Then Saul took three thousand chosen men out of all Israel , and went to look for David and his men in the direction of the Rocks of the Wild Goats. 3 He came to the sheepfolds beside the road , where there was a cave ; and Saul went in to. relieve himself. Now David and his men were sitting in the innermost parts of the cave. 4 The men of David said to him , "Here is the day of which the LORD said to you, 'I will give your enemy into your hand , and you shall do to him as it seems good to you. ' " Then David went and stealthily cut off a corner of Saul's cloak. 5 Afterward David was stricken to the heart because he had cut off a corner of Saul's cloak. eHe said to his men, "The LORD forbid that I should do this thing to my lord, the LORD's anointed, to raise my hand against him ; for he is the LORD's anointed. "780 David scolded his men severely and did not permit them to attack Saul. Then Saul got up and left the cave, and went on his way.

8 Afterwards David also rose up and went out of the cave and called after Saul, "My lord the king! "When Saul looked behind him, David bowed with his face to the ground, and did obeisance. 9 David said to Saul, "Why do you listen to the words of those who say, 'David seeks to do you harm' ?10 This very day your eyes have seen how the LORD gave you into my

hand in the cave; and some urged me to Kill you ,but I spared you. I said , 'I will not raise my hand against my lord ; for he is the LORD's anointed, 'll See, my father, see the corner of your cloak in my hand ; for by the fact that I cut off the corner of your cloak, and did not kill you, you may know for certain that there is no wrong or treason in my hands. I have not sinned against you, though you are hunting me to take my life. 12 May the LORD judge between me and you! May the LORD avenge me on you (but my hand shall not be against you. 13 As the ancient proverb says, 'Out of the wicked comes forth wickedness' ; but my hand shall not be against you. 14 Against whom has the king of Israel come out? Whom do you pursue? A dead dog? A single flea? 15 May the LORD therefore be judge, and give sentence between me and you. May he see to it ,and plead my cause, and vindicate me against you. "

16When David had finished speaking these words to Saul, Saul said, "Is this your voice, my son David?" Saul lifted up his voice and wept. 17 He said to David, "You are more righteous than I; for you have repaid me good, whereas I have repaid you evil. 18 Today you have explained how you have dealt well with me, in that you did not kill me when the LORD put me into your hands. 19 For who has ever found an enemy, and sent the enemy safely away? So may the LORD reward you with good for what you have done to me this day. 20 Now I know that you shall surely be king , and that the kingdom of Israel shall be established in your hand. 21 Swear to me therefore by the LORD that you will not cut off my descendants after me, and that you will not wipe out my name from my father's house. " 22 So David swore this to Saul. Then Saul went home; but David and his men went up to the stronghold.

Jan-Ove Waldner did many interviews in his life. That could be noticed very well during this interview. He solves supposed ignorance2 of the reporter by supplying necessary information with¬out a worrying face. Nevertheless rel¬atively little interested table tennis players know much about him. That's why this interview about and with Jan-Ove Waldner took place.

The Waldner on the age of 15 was an¬other one than the Waldner now. His brother Kjell-Ake; " Jan-Ove plays nearer on the table than twenty years ago to gain time and energy. And he has improved his backhand all the time. But if you play on his level, it's necessary. " Jan-Ove thinks naturally the level is higher than when he started; "Table tennis has become much faster. Service-receive is now more important than ever. Because there are fewer rallies3, it's important to start attacking af¬ter the service. "

"His passion for table tennis is enormous", declares writer Fellke the long carrier4 of Jan-Ove Waldner, who wrote a German translated book "J. O. Waldner Geheimnisse eines TT-Genies" three years ago. "It is incredible5 how he can maintain his way of life all this time. He practices more than ever to keep his level. And he still is 200 or 250 days a year from home to play matches. " Jan-Ove: "I still have very much fun when I play. But I also had fun all the times I played for the national team. The atmosphere has always been very good. Many of the players are friends of mine. Moreover it fasci¬nates6 me to keep a high level of concentration7. All of my successes I reached is by being able to concentrate very well. "

But passion is not the only factor. Author Fellke: "Jan-Ove is also very talent-ed, has an extremely good feeling for the ball and has very good eyes. He

tries to bring aspects of other players in his own game." Moreover, he analy-ses very well. He used to do so with his brother a long time ago. For the rest he seldom watches lost games by himself on a video. " Jan-Ove: "Passion is important, but I can read the game also very well. And maybe my talent plays a little role. " It seems to be unlikely he attributes9 talent for such a little part to his sometimes brilliant arts with the ball. But why doesn't Jan-Ove see his own lost games? " I sometimes did. But it's more important to see the games you won. Negative experiences damage my confidence. " His determination be¬hind the table, seems to be a facade70...

The dedication for table tennis has its drawback11. Writer Fellke: "His life is not very diverse. On other parts he is quite lazy. He doesn't spend energy on things which does not really interest him. For instance he hasn't even man-aged his driver license yet. "

Author Fellke: "Jan-Ove is very aware of the psychological12 part of the game. He likes leaving his opponent think he can only play because he is tal¬ented. He radiates a certain inviolability. Every time I used to win from him, he thought it was an exception. Like he knew there was going to be one day I never won again of him. Beside that, the opponent should never know what Jan-Ove thinks. The opponent should always been unsure. Even if he is lead-152 ing with 19-14. To get seven balls in a row13. "

Is this the 'Geheimnisse' from Jan-Ove? Jan-Ove denies; "I am not creating an image to the opponents. The words of Fellke are incorrect. I have trained all my life to get such results. Of course talent is needed, but I do not behave like it is coming naturally to me. "

His brother Kjell-Ake; "Jan-Ove should have been angry sometimes when he lost. But he knows showing that anger influences his game in a negative way. That's why he handles his emotions in a good way now. " "He can get frustra¬ted too", says writer Fellke. "If his opponent is screaming, yelling14 and shouting, he can get upset without showing it. Then he can even lose his game " Jan-Ove: "Losing is easier when you get older. Nevertheless I some-times also show my emotions if I am not satisfied. " However, during our con-versation he hardly shows any feelings. But during tonight's match, he seems to be happy. As a watcher the Swedish ball wizard75 can appreciate emotions in sports; "I'd like to see two poles apart, like Borg and McEnroe. " Has he been affected by Borg? "Maybe a little bit. But also from former teammates like Ulf Carlsson en Mikael Appelgren. It is a bit the Swedish style. Besides in table tennis concentration on your own game is more important than within any other sport. "

These passions, like great winds, have blown me hither and thither, in a wayward course, over a deep ocean of anguish, reaching to the very verge of despair.

I have sought love, first because it brings ecstasy so great that I would often have sacrificed all the rest of life for a few hours of this joy. I have sought it, next, because it relieves loneliness — that terrible loneliness in which one's shivering consciousness looks over the rim of the world into the cold unfathomable lifeless abyss. I have sought it, finally, because in the union of love I have seen, in a mystic miniature, the prefiguring vision of the heaven that saints and poets have imagined. This is what I sought, and though it might seem too good for human life, this is what — at last — I have found.

With equal passion I have sought knowledge. I have wished to understand the hearts of men. I have wished to know why the stars shine. And I have tried to apprehend the Pythagorean power by which number holds sway above the flux. A little of this, but not much, I have achieved.

Love and knowledge, so far as they were possible, led upward toward the heavens. But always pity brought me back to earth. Echoes of cries of pain reverberate in my heart. Children in famine, victims tortured by oppressors, helpless old people a hated burden to their sons, and the whole world of loneliness, poverty, and pain make a mockery of what human life should be. I long to alleviate the evil, but I cannot, and I too suffer.

This has been my life. I have found it worth living, and would gladly live it again if the chance were offered me.

However, change in a manager's behavior normally takes a long time to bring about. To achieve this objective, a subordinate needs to follow a few tips.

1. A number of subordinate managers may collectively seek a clearer definition of their jobs. It is particularly important, in any written definition, to draw a distinction between the formulation of policy and the management of operations. In this way, they effectively define and circumcribe the job of their boss. The senior manager who interferes unnecessarily with the activities of his subordinates invariably does not devote enough time to planning and forming policies.

2. Information is another key problem. Information can be used in a variety of ways. It can be used as a means of reassurance, a way of confirming to your manager that you are in fact doing your job as he would have it done. Appropriate information also makes possible the coordination of disparate activities. All too often managers pull in different directions because they are unaware of conflicting activities elsewhere in the organization. Information is a means of directing attention and diverting it. Appropriately managed, it can draw the attention of the superior to particular problems where his assistance is most required. Equally, absence of information can, for a short time at least, generate a welcome freedom to get on with the job.

3. Many managers fail only because they have failed to make other managers have confidence in them. Creating confidence in others is largely a question of personal organization. Misfiling papers, turning up late for meetings and forgetting to do things, however trivial, can damage reputations irreparably. A reputation for punctuality, for being suitably briefed, and for being thoroughly reliable is worth acquiring.

4. Every member of the management should do what he can to make it effective. The leader has the problem of integrating the activities of all the members and developing a common purpose. The task is difficult. Any team member who assists in building the team helps his boss, colleagues and above all himself. For example, it is worth fostering support for a weekly/fort- nightly staff meeting for which everybody can have some say in forming an agenda, can circulate brief notes for discussion and can raise those topics of interest to them. Most managers will respond to requests for such a meeting and can learn to make them work effectively. Those attending should be encouraged to shed temporarily their departmental hates so that their support can be enlisted for the solving of common problems.

Technology, the application of knowledge for practk ends, is a major source of social change.

Yet we would do well to remind ourselves that technology is a human creation; it does i exist naturally. A spear or a robot is as much a cultural as a physical object. Until huma use a spear to hunt game or a robot to produce machine parts, neither is much more than solid mass of matter. For a bird looking for an object on which to rest, a spear or robot servi the purpose equally well. The explosion of the Challenger space shuttle and the Russian m clear accident at Chernobyl drive home the human quality of technology; they provide cases i which well-planned systems suddenly went haywire and there was no ready hand to set the right. Since technology is a human creation, we are responsible for what is done with it. Pef simists worry that we will use our technology eventually to blow our world and ourselves I pieces. But they have been saying this for decades, and so far we have managed to surviv and even flourish. Whether we will continue to do so in the years ahead remains uncertain Clearly, the impact of technology on our lives deserves a closer examination.

Few technological developments have had a greater impact on our lives than the compute revolution. Scientists and engineers have designed specialized machines that can do the task that once only people could do. There are those who assert that the switch to an information based economy is in the same camp as other great historical milestones, particularly the In dustrial Revolution. Yet when we ask why the Industrial Revolution was a revolution, we fine that it was not the machines. The primary reason why it was revolutionary is that it led to grea social change. It gave rise to mass production and through mass production, to a society ii which wealth was not confined to the few.

In somewhat similar fashion, computers promise to revolutionize the structure of American life, particularly as they free the human mind and open new possibilities in knowledge and communication. The Industrial Revolution supplemented and replaced the muscles of humans and animals by mechanical methods. The computer extends this development of supplement and replaces some aspects of the mind of human beings by electronic methods. It is the capacity of the computer for solving problems and making decisions that represents its greatest potential and that poses the greatest difficulties in predicting the impact on society.

It is always too early to start losing and to give up. Both these eternal truths of sporting life were exhibited to perfection by Georgina Harland yesterday in the most beautiful absurdity of the Olympic Games, the modern pentathlon4.

Harland was last in the early stages of the first event, the shooting, but she clawed her way back through the disciplines to win the most extraordinary bronze of the Games.

Harlandfinished behind Zsuzsanna Voros5 , of Hungary, with Jelena Rublevs-ka6 , of Latvia. She finished the shoot in 30th position out of 32. And, to be accurate, it is not true that she can't shoot. Her final nine shots were respectable. She just started horribly cold, horribly nervous.

It all depends how these things take you: some people find an inner calm in tension, some find a rage, Harland finds the shakes7.

And be sure that if you have a weakness of technique or of temperament, the Olympic Games will find it out. That, in a way, is what the Games are for.

Harland brought her competitive nightmares to life. A row of nines and tens is what you aim for: Harland's opening 11 shots included a six, two fives and a three.

Bye-bye medal8. Or so it seemed; for that was reckoning without Harland's massive powers of recuperation, her refusal to take mere failure as an answer.

It is not as if things started going right for Harland as soon as she had shaken off the dawn yips9 .

In the fencing, the next event, she finished twelfth, with 16 victories to 15 de-feats in a format in which every athlete fights every other for one hit.

She went on to a great swim , but it was not a thing that you gave a great deal of thought to back then , just glad that the poor thing had salvaged a bit of consolation from the wreckage of an Olympic adventure10.

Baron De Coubertin's" gallant12 Napoleonic and now unquestionably female soldier, supposedly trapped behind enemy lines, had already shot her enemies to bits13 with a pistol , duelled with scores of them with her sword andswum a river.

Now she must take a strange horse and ride it, as a prelude14 to the final event when she has nothing left but her own legs to run on.

A strange mixture of disciplines, indeed. And yet they merge in an astonishingly pleasing way, mixing, in sequence, serenity, speed, power, sympathy and endurance. Noble virtues indeed.

Harland got an altogether less grudging15 individual and rode him very sweet¬ly. So, by the time the run started, she had lifted herself up to fourteenth. But, I thought at the time, so what?

In the run, the results from the previous four disciplines are computed into minutes and seconds; the leader starts first, the rest set off in pursuit at their al¬lotted16 time.

Harland was 1 min 31 sec behind Voros but only 49 seconds behind the third. And yet Harland set off with the rage of disappointment to inspire her. And as the three kilometres unwound17 , Harland began to pass runner after runner.

Serenity is not her long suit18, no. But when it came to power, to sympathy and finally to endurance-to the great and glorious quality of ungiveupability19-she showed us her kind of greatness.

She did not show much of a winner's temperament, but she showed that she is seriously good at not losing. If a bronze can ever be called great, this was a great bronze.

People visit other countries for many reasons. Some travel on business; others travel to visit interesting places that are only found in other countries, such as the Taj Mahal in India, the temples of Thailand, or the Pyramids at Giza.

Wherever you go, and for whatever reason, it is important to be safe. A tourist1 can attract a lot of attention from local people. While the majory of people you will meet when traveling are sure to be friendly and welcoming, there are dangers—theft being the most common. Just as in your home country, do not expect everyone you meet to be friendly and helpful. It is important to prepare for your trip in advance, and to take precautions while you are traveling.

As you prepare for your trip, make sure you have the right paperwork. You don't want to get to your destination only to find you have the wrovisa2, or worse, that your passport is about to expire. Also, make sure you travel with proper medical insurance3, so that if you are sick or injured during your travels, you will be able to get treatment. If you want to drive while you e abroad, make sure you have an international driver's license.

you need to take medication with you—such as travel-sickness pillsep it in its original container. If you need prescription drugs, bring a ter from your doctor. If you don't, you may find yourself doing a lot of planning to customs4 officials5 at your destination.

By a guidebook and read about the local customs6 of the country you are going to. Also, try and learn a few basic words and phrases—don't assume 30 it the local people will speak your language.

When you get to your destination use official7 transport. Always go to bus 1 taxi stands; don't accept rides from strangers who offer you a lift. If re is no meter8 in the taxi, agree on a price before you get in. If you fer to stay in cheap hotels while traveling, make sure you can lock the )r of your room from the inside. If you are traveling with valuables h as jewelry, or a lot of cash, you should ask about a safe9 for storing m in. Finally, remember to smile. It's the friendliest and most sincere n of communication, and is sure to be understood in any part of the rid!

At some point, however, we all begin to question our heroes and our need for them. This leads us to ask; What is a hero?

Despite immense differences in cultures, heroes around the world generally share a number of characteristics that instruct and inspire people.

A hero does something worth talking about. A hero has a story of adventure to tell and a community who will listen. But a hero goes beyond mere fame.

Heroes serve powers or principles larger than themselves. Like high-voltage transformers, heroes take the energy of higher powers and step it down so that it can be used by ordinary people.

The hero lives a life worthy of imitation. Those who imitate a genuine hero experience life with new depth, enthusiasm, and meaning. A sure test for would-be heroes is what or whom do they serve? What are they willing to live and die for? If the answer or evidence suggests they serve only their own fame, they may be famous persons but not heroes. Madonna and Michael Jackson are famous, but who would claim that their fans find life more abundant?

Heroes are catalysts ('fS'f-blfJ) for change. They have a vision from the mountaintop. They have the skill and the charm to move the masses. They create new possibilities. Without Gandhi, India might still be part of the British Empire. Without Rosa Parks and Martin Luther King, Jr. , we might still have segregated (PB^&5) buses, restaurants, and parks. It may be possible for large-scale change to occur without leaders with magnetic personalities, but the pace of change would be slow, the vision uncertain, and the committee meetings endless.

An assumption that underlies most discussions of electric facility siting is that the initial selection of a site is the responsibility of the utility concerned—subject to governmental review and approval only after the site has been chosen. This assumption must be changed so that site selection becomes a joint responsibility of the utilities and the appropriate governmental authorities from the outset. Siting decisions would be made in accordance with either of two strategies.

The metropolitan strategy takes the existing distribution of population and supporting facilities as given. An attempt is then made to choose between dispersed or concentrated sitting and to locate generating facilities in accordance with some economic principle. For example, the economic objectives of least-cost construction and rapid start-up may be achieved, in part, by a metropolitan strategy which takes advantage of existing elements of social and physical infrastructure in the big cities. Under the frontier strategy, the energy park may be taken as an independent variable, subject to manipulation by policy-makers as a means of achieving desired demographic or social goals, such as rural-town-city mix Thus, population distribution is taken as a goal of national social policy, not a national energy policy. In the frontier strategy, the option of dispersed siting is irrelevant to the standpoint of community impact because there is no pre-existing community of any size.

Traditionally, the resource-endowment of a location—and especially its situation relative to the primary industry of the inland areas—has had a special importance in American history. In the early agricultural period, the most valued natural endowment was arable land with good climate and available water. America's oldest cities were mercantile outposts of such agricultural areas. Deepwater ports developed to serve the agricultural inland areas, which produced staple commodities in demand on the world market. From the 1840s onward, the American manufacturing heartland developed westwards to encompass Lake Superior iron ores, the Pennsylvania coalfields, and the Northeast's financial, entrepreneurial, and manufacturing roles. Subsequent metropolitan growth has been organized a-round this national core.

The frontier strategy implements the principle of created opportunity; and this helps explain why some environmentalists perceive the energy park idea as a threat to nature. But the problems of modern society, with or without energy parks, require ever more comprehensive planning. And energy parks are a means of advancing American social history rather than merely responding to power needs in an unplanned, ad hoc manner.