Oakland Journalist Chauncey Bailey In Memorial

I-35 Minneapolis Bridge Collapsing | America Ignored A $1 Billion Problem

This is the terrible result of an infrastructure problem that's been known for decades and has yet went unadressed and ignored -- perhaps until now.

Way back in 1999, we were warned :

"The American Society of Civil Engineers has released a Report Card for America's Infrastructure, assigning letter grades for the nation's public infrastructure and environment. The ASCE gave the U.S. an average grade of "D," and said it will require more than one trillion dollars and a new national public-private partnership to fix it."

The same one trillion that we're now spending on a needless war in Iraq.

2008 Presidential Election: ABC Debate Mistakes; Call Amanda Congdon!

ABC should enlist Amanda Congdon's help with videos and the debates

On August 5th, ABC will host it's 2008 Republican Debate called "The Iowa Debates." For the first time for ABC, it's allowing uploaded video questions, just as the CNN / YouTube Partnership has done.

Now you would think ABC -- in copying CNN -- would have a ton of videos by now, but not at all. So the obvious question is "Why?" The answer is basically simple, but the explaination behind it can become technical for those not in the web industry. Still, we can break it down like this: the website where videos are to be uploaded is terrible.

The first problem is that ABC failed to establish a relationship with a video distribution firm, if it ever tried to create on at all. In other words, leave the video distribution work to the specialists. Second, the website established to upload videos and respond to those already posted is faulty. One has to login to use it, which is no big deal, except the login itself doesn't work properly. Third, the upload system itself is tempermental and seems to struggle to capture your video. Now, when it does do so, it works like a charm.

The other problem is in responding to a comment on a video with a comment. When I try to do this, the system kicks me out, so I have to login again, and then get kicked out again. This has happened so much it's silly.

The other problem is that one could press the wrong link button and wind up at the ABC home page, which has no obvious link about the debate, but you can learn a lot about Grey's Anatomy!

All of this adds up to failure. ABC should have asked Amanda Congdon to help here, after all, she's on the ABC payroll and knows a thing or three about video distribution.

And the matter of Amanda brings up another grip I've got about ABC; they don't understand how to mate their online effort with their television activities. They're two separate worlds, and that's a serious mistake. Amanda should be ABC's bridge, between TV and Internet, but it's not happening, and my sense is that it's not her fault.

Who's minding the store over there at ABC? Well, here's my video on the matter...

ABC GOP 2008 Presidential Candidates Debate: ABC Has Just 27 Videos!

The CNN / YouTube Democratic Debate was a rousing success, with nearly 3,000 video submissions. None of this could have happened without a partnership with YouTube and the marketing of the event by CNN.

Supposedly not to be outdone, ABC's trying a simular effort and it's not going well. ABC to date and by my count on their website called i-CAUGHT, has just 27 videos uploaded in their system, and some of them are videos from the YouTube contest.

Americans Believe Other Americans Are Racist; Gay President OK, Muslims Terrorists, Republicans Warmongers - Zogby Poll

This is from the Zogby website, which you can visit with a click on the title of this post. It's their report card on prejudice and it's eye-opening. If racism's a mental illness, then it's the number one mental illness problem in America.

Report Card on Prejudice in America

New Zogby/GSN Survey Reveals That:

A Racist Lives Next Door - Most Americans believe they don’t make decisions based on race…but think their neighbors do
A gay President is OK, but most Americans wouldn’t sanction his or her marriage
They also think most Americans believe:

Republicans are most responsible for many of the world’s ills
Muslims are most likely to engage in terrorism
People least want to work with the morbidly obese

Most Americans believe their fellow citizens hold strong biases against minorities, according to a landmark poll by Zogby International commissioned by GSN. The survey of 10,387 American adults, one of the most comprehensive ever conducted on prejudice, according to Zogby, explores attitudes about race, religion, age, sexual orientation, gender, physical appearance, and politics. The poll’s margin of error is +/– 1 percentage point.

The “Report Card on American Prejudice” is part of a wide-ranging effort by GSN to spur a national dialogue on intolerance and bigotry. The survey’s release provides a powerful follow-up to the July 17th premiere of the groundbreaking new television series, “Without Prejudice?” – which airs Tuesdays at 9 pm (EST) on GSN.

On Race: While 67% of respondents claimed to have no preference themselves between a white, black or Arab clerk in a convenience store, 71% said, “most Americans” would seek out the white clerk. Just 1% said Americans’ first choice would be to approach a black clerk, while less than 0.5% said the same for an Arab clerk. And yet, ironically, 55% of respondents said race relations have improved over the past 10 years. Other results on race (where respondents picked from among several races):
73% said in the event of a shooting, most Americans would expect African Americans to be involved
55% said in the event of a drug bust, most Americans would expect African Americans to be involved
53% said in the event of identity theft; most Americans would expect whites to be involved
70% said in the event of insurance fraud, most Americans would expect whites to be involved
On Political Affiliation: When asked which political party most Americans believe to be responsible for many of the gravest problems facing the world:
War: 62% blamed Republicans vs. 14% Democrats
Global Warming: 56% blamed Republicans vs. 10% Democrats
Prejudice: 52% blamed Republicans vs. 22% for Democrats
Poverty: 49% held Republicans accountable; 29% Democrats
Corruption: 47% blamed Republicans vs. 31% Democrats
Crime: On this issue, respondents reversed the trend, with 42% blaming Democrats vs. 23% Republicans
On Religion: By a wide margin, respondents believe Americans think Muslims are the most likely to engage in terrorism (83%). Moreover, 42% believe Americans would be most concerned about their child dating a Muslim; followed by an atheist (17%), and a Mormon (14%).In addition:
37% believe Americans think Catholics are most likely to be involved in sexual abuse – far more than any other religious group
The poll turned up relatively few instances of Americans believing their neighbors have negative views toward Jews
On Sexual Orientation & Gender: 62% said they believe Americans oppose same-sex marriages. Yet 58% would elect a gay person for President – about the same as for an Arab-American (57%), and more than for a person over age 70 (51%), or for an atheist (51%). On gender, 93% think Americans believe men are most responsible for crime, extra-marital affairs (82%), and sexually transmitted diseases (72%).
On Disability: When asked to choose whom they believe most Americans would least want to work with, 26% of respondents said someone who is morbidly obese. Twenty-two percent said someone with a facial disfigurement. Respondents thought Americans would object much less to deaf (3%) and blind (1%) co-workers.
Pollster John Zogby said, “Over my years of polling, I’ve learned that Americans tend to offer socially acceptable responses when questioned on their own views about race and prejudice. That’s why in this poll we predominantly asked people about “most Americans’” views on race and prejudice. We believe this provides a far more accurate window into how people really think about these issues. Americans are more forthcoming when discussing the problem in the context of their neighbors’ lives than in the context of their own lives.”

Dena Kaplan, GSN’s Sr. Vice President for Marketing, said, “Our network is proud to sponsor the Without Prejudice Project. This pioneering effort – which includes the poll, partnering with leading advocacy groups, and the broadcast of our new game show, ’Without Prejudice?’ – will help provoke a constructive national conversation about our inner-most feelings toward race, religion and other issues that define the way we, as Americans, treat one another.”

Rupert Murdoch Wins His Bid for Dow Jones-WSJ - Wall Street Journal Now His

WSJ staff should thank Murdoch for saving what was becoming a stale publication.

Murdoch Wins His Bid for Dow Jones
Bancroft Family Agrees
To $5 Billion Offer
After Deal on Fees

By SARAH ELLISON and MATTHEW KARNITSCHNIG - WSJ

August 1, 2007 12:13 p.m.
A century of Bancroft-family ownership at Dow Jones & Co. is over.

Rupert Murdoch's News Corp. sealed a $5 billion agreement to purchase the publisher of The Wall Street Journal after three months of drama in the controlling family and public debate about journalistic values.

One of the oldest and best-known franchises in the newspaper industry, beset in recent years by business pressures, now enters a new era as part of a world-wide media conglomerate. The 76-year-old Mr. Murdoch, whose properties range from the Fox television network to the Times of London, negotiated hard to win the paper he long coveted. He has promised to invest more in Dow Jones journalism.

The Bancrofts worried about protecting the reputation of the Journal, the nation's second-largest newspaper. They feared Mr. Murdoch would meddle in the paper's editorial affairs and import the brand of sensationalist journalism found in some of his properties such as the New York Post. Some Bancrofts sought other buyers.

But ultimately, Mr. Murdoch's $60-a-share bid -- a 67% premium above Dow Jones's share price when it became public -- was the only serious offer on the table. Key family members, spurred by Dow Jones's board and advisers, decided they had no choice.

"On the one hand it is quite sad, but on the other it was the only reasonable thing to do," said Elisabeth Goth Chelberg, a Bancroft family member who unsuccessfully tried a decade ago to get the family more involved in management. "Now I look forward to a better Dow Jones. It's going to have more money and a world presence and all of the things that it could have and should have had but didn't."


Opponents of the deal called it a dark day for journalism. Leslie Hill, a family member who opposed the deal, resigned as a Dow Jones director late Tuesday afternoon. In a letter to the board, she conceded the deal was a good one in financial terms, but said it failed to outweigh "the loss of an independent global news organization with unmatched credibility and integrity."

In an increasingly pinched landscape for newspaper companies, the alternative to selling was a future fraught with risk -- in particular, that deep cost cuts would be needed to prop up the stock price and make up for dwindling advertising.

For every person who argued that the News Corp. takeover threatens Dow Jones's reputation for quality, someone else insisted that Mr. Murdoch's deep pockets and strategic know-how could turn around its prospects. Mr. Murdoch said Tuesday in an interview that he might add four pages of news a day to the Journal.

Family's Attention

"The money got [the family's] attention and enforced their consideration of reality," said Peter Kreisky, a media consultant. "It focused the minds of the family and the board on how difficult it would be to maintain the newspaper in the long term as an independent entity."

The company's offer received support from Bancroft family members holding about 37% of Dow Jones's voting power, more than half of the family's total voting stake of 64.2%. When added to the 29% of Dow Jones's voting stock held by public shareholders -- most of which is expected to go in News Corp.'s favor -- that support gives Mr. Murdoch enough to win a full shareholder vote comfortably. The vote is likely to be held later this year.

News Corp.'s board signed off on the deal at a brief late-afternoon meeting. After the approval, top executives and advisers broke out glasses for a toast. They were served an Australian Shiraz.

The Bancroft family has controlled Dow Jones since 1902. While Dow Jones accounts for less than half the family's fortune of roughly $2.5 billion, the company had long been the Bancrofts' source of pride and prestige. Dow Jones was also the main glue holding together the family, which today consists of nearly three dozen adult members scattered across the globe. Some deliberated on the offer from vacation destinations around the world, including China, Spain, the Austrian Alps and waters off the coast of Corsica.

Their bonds were tested during the debate over the deal. Cousins and siblings were pitted against one another. Parents fought their children.

In the days leading up to the deal, the stress was severe. Just hours before a Monday deadline for the family to vote on the transaction, William Cox Jr., the only living Bancroft who spent his entire career at the company, went into a diabetic shock. He was briefly admitted to a hospital in Massachusetts, where he summers on Nantucket, before returning home, according to relatives.


The final vote tally followed a last-minute scramble by Dow Jones's board and the family's advisers to win over holdouts. Most of the family's shares are held in a series of trusts. News Corp. had won support from shareholders owning only about 25% of voting power by Monday afternoon, shortly before a deadline for votes set by the family's adviser. That crept up to 28% by Monday evening and then topped 30% Tuesday morning, as a collection of small trusts threw their support behind the deal.

M. Peter McPherson, Dow Jones's nonexecutive chairman, personally called resistant family trustees in Boston and Denver to remind them of the risks they were taking in opposing the deal, according a person who was briefed on the calls.

The shareholder making a decisive swing was a group of Bancroft family trusts overseen by a Denver law firm holding 9.1% of Dow Jones's voting shares. The firm, Holme Roberts & Owen, had been holding out for a higher offer from News Corp. -- a request repeatedly rejected by Mr. Murdoch. The Denver trusts pushed other Bancroft family trusts to hold out for more money, at least for the holders of Class B supervoting shares. These shares, which have 10 times the voting power of Class A shares, are mostly held by the Bancrofts. But when some Boston-based trusts consented to a News Corp. deal late Monday, the Denver trustees lost much of their bargaining power.

Dow Jones's board had rejected the request for a higher price for Class B shareholders. Instead, what emerged from the talks was a deal under which Dow Jones agreed to pay the family's legal and banking bills. News Corp. will assume these liabilities when it buys Dow Jones. The family's fees, to be paid to firms including Merrill Lynch, Morgan Stanley and the law firms Hemenway & Barnes and Wachtell, Lipton, Rosen & Katz, could total at least $30 million, according to people familiar with the situation. That figure doesn't include fees incurred by the Dow Jones board, which had its own advisers.


The payment serves as a modest sweetener for the Bancrofts. When spread out over the family's 16.5 million Class B shares, the $30 million equals an additional $1.81 a share, a roughly 3% increase for the family. Family members would otherwise have had to bear these fees out of their own pockets, effectively bringing their take below $60 a share.

James H. Ottaway, whose family controls 7% of Dow Jones's voting power, called the fees "outrageous." In a statement, the outspoken opponent of a News Corp. deal said: "It is ironic indeed for the Bancroft family to have to pay 30 shekels of silver to their investment bankers, and 30 shekels of gold to their corporate lawyers, for scaring some of them into betraying their 105-year family loyalty to Dow Jones independence." (See full statement.)

Division of the spoils among the advisers promises to create another fight. Merrill Lynch is expecting to receive an $18.5 million fee, according to a person familiar with its plans. Wachtell Lipton's hoped-for fee is expected to be somewhere near $10 million, said one family member, with a host of other fees for a group of lawyers and bankers advising various Bancroft branches.

Christopher Bancroft, one of the most outspoken family opponents of a deal, said that his fiduciary responsibilities required him to vote against any deal not in the best interests of the family and the company. He has called the offer a bad deal for Dow Jones, arguing it undervalues the company's potential. "As a trustee, I could not roll over," he said. Mr. Bancroft, a Dow Jones board member, didn't attend the board meeting to approve the deal.

In an effort to sweeten his victory, Mr. Murdoch telephoned Mr. Bancroft, according to people familiar with the matter. During the call, Mr. Bancroft agreed to abstain from voting on the family's biggest trust -- the so-called Article 3 trust with 13.2% voting power -- in return for written assurance that News Corp. would pay for all family expenses, including personal attorney fees for Mr. Bancroft and other family members. But Dow Jones's board later refused to endorse the proposal, and it appeared that trust rules wouldn't allow him to abstain.

Delicate Situation

Mr. Bancroft's cousin, Jane Cox MacElree, who also opposed the deal, faced a delicate situation because she was a trustee of some trusts whose beneficiaries favored the deal. Ms. MacElree ended up resigning from some trusts -- deferring to her relatives and shielding herself against potential liability -- while voting the Class B shares she owned against the deal.

Some on Wall Street were surprised that the family wasn't able to squeeze out a higher bid from Mr. Murdoch. By the rituals of Wall Street deal making, a buyer's first offer is almost never the final price agreed to in a transaction -- although Mr. Murdoch's first offer in this case represented an unusually generous premium.

Mr. Murdoch was able to hold his ground because he faced no serious rival -- although some of the nation's largest corporations and wealthiest men took a look over the past three months. Billionaire investor Warren Buffett and Microsoft Corp. founder Bill Gates were approached by a family representative to gauge their interest. Both declined to bid.

Several big companies tried to join together to meet the $60 bid, including General Electric Co., which at various points attempted to form a group with Microsoft, IAC/InterActiveCorp's Barry Diller, and Pearson PLC, owner of the Financial Times. Pearson weighed a separate plan, under which it would have contributed the Financial Times to Dow Jones in exchange for stock, according to a person familiar with the situation. But none of these arrangements got off the ground.

Nor did efforts by the union that represents some of Dow Jones's employees to join forces with a California supermarket magnate get much traction. Internet entrepreneur Brad Greenspan tried to put together investors, but fell short of making an offer for the whole company.


WSJ's Dennis Berman comments on whether the Journal's credibility can be maintained, and how the Bancroft family got caught up in the Wall Street deal machine.
Even some who had initially declared firm opposition to the bid softened over time. On the weekend of July 21-22, Bancroft family member Martha Robes hosted former Dow Jones chairman and CEO Peter R. Kann and his family at her house in Maine to celebrate Mr. Kann's retirement. At the gathering, Ms. Robes and her family gave Mr. Kann a handmade green wooden rowboat named "Joy" and a puzzle that depicts various aspects of his life, including a newspaper, a typewriter and a golf cart, according to people familiar with the matter. (Mr. Kann famously crashed a golf cart at a Dow Jones retreat years ago.)

At the gathering, these people say, Mr. Kann, who had been a long-time champion of Dow Jones's independence, told attendees that given the family's divisions, he could see the arguments for a deal with Mr. Murdoch. Some family members saw his comments as permission to vote for the deal, these people said.

Other family members exchanged impassioned views by email and phone about missed opportunities and the family's shortcomings. One supporter of a deal, Crawford Hill, told his relatives in a nearly 4,000-word email that it was time for "reality check."

In a statement early Wednesday, Dow Jones said it expects the deal to close in the fourth quarter, but didn't give a date for the shareholder vote. Mr. Murdoch's advisers suggest shareholder approval is a fait accompli. With family members contributing about 37% voting power to support the deal, News Corp. must still win over the remaining shareholders, who control 29% of Dow Jones's voting power.

News Corp. anticipates that about 80% of these shareholders will vote for the deal, meaning another 23% in support of the transaction -- or about 60% approval overall.

That leaves a slim opportunity for the remaining shareholders to threaten to withhold support with hopes of getting a higher price, as happened in recent takeover fights at Clear Channel Communications Inc. That could be why the company sought a greater margin of support from the family as the process entered its last days.

News Corp. will need to get regulatory approval for the deal, although Mr. Murdoch has said he doesn't expect that to be an issue. Assuming the deal is approved, closing could take place by the end of the year.

The deal raises questions about the future of some senior Dow Jones executives, including Chief Executive Richard Zannino. Once Dow Jones becomes a subsidiary of News Corp., Mr. Zannino may eventually move on.

Severance Packages

Some top executives may be eligible for big severance packages once the sale is completed. Dow Jones implemented change-in-control provisions for more than 100 top managers in early June, a month after the bid was made. Mr. Zannino stands to receive some $19 million if he loses his job or has his duties cut after a change in control.

Mr. Murdoch has argued that The Wall Street Journal will be able to take advantage of News Corp. synergies to gain ground in Europe and Asia, take on national rivals in political coverage.

While he has been vilified for years in the media over issues ranging from union-busting to sensationalist journalism, he has always showed a thick skin, secure in his belief that his critics are antibusiness elitists. Still, the drama preceding the sale of Dow Jones exposed him to unprecedented scrutiny and often harsh criticism.

Now Mr. Murdoch must persuade some factions of Dow Jones's newsrooms, and outside critics, that he will act responsibly as he weighs changes to the Journal and other Dow Jones publications.

In letter to readers, Journal Publisher L. Gordon Crovitz wrote, "The same standards of accuracy, fairness and authority will apply to this publication, regardless of ownership."

News Corp. agreed as part of the deal to invite one Bancroft family representative onto its board of directors and to create a committee to protect Dow Jones's journalistic independence. The committee members are slated to be Louis D. Boccardi, retired CEO of the Associated Press; Nicholas Negroponte, co-founder of Massachusetts Institute of Technology's Media Lab; Jack Fuller, former president of Tribune Publishing; Jennifer Blackburn Dunn, a former congresswoman from Washington state; and Thomas Bray, the former editorial-page editor of the Detroit News and a writer for OpinionJournal.com. Mr. Bray will be chairman.

--Dennis K. Berman, Susan Warren and Susan Pulliam contributed to this article.

Taliban Kill Second Korean Hostage Shim Sung Min

I placed this as a reminder that other countries face the same problems as the US with respect to terrorism. In this case, it's Korea. Regardless of the country, the story of innocent lives being impacted is the same.

Taliban Kill Second Korean Hostage

Taliban killed another Korean hostage in Afghanistan after the latest deadline for negotiations expired on Monday. Qari Yousuf Ahmadi, a purported spokesman for the Taliban, told the Chosun Ilbo, AFP and AP by phone, “'Finally tonight at 8:30, we killed one of the Koreans named Sung Sim with AK-47 gunshots.” He claimed the armed group also killed one German hostage.

The victim is presumed to be Shim Sung-min. The body of the hostage had been dumped in the Qarabagh district of the southern province of Ghazni, Ahmadi said. Shim is the second Korean killed by the militants after the Rev. Bae Hyung-kyu, who died last Wednesday. Shim recently quit his job and was preparing to go to an agricultural graduate school. He had told Japanese broadcaster NHK by phone on Sunday that he was with three hostages but did not know where.



Prior to the killing, the militants extended the deadline by four hours, saying that the Taliban leadership council, the group’s supreme decision-making body, would then decide on the fate of the hostages unless the Afghan government free Taliban prisoners in exchange for the Korean captives.

Fifty minutes after the initial deadline passed, a man who claimed to be a Taliban commander told the Afghan Islamic Express by phone that negotiations had failed completely and they would shortly kill Korean hostages. Ahmadi had earlier told AP, “It might be a man or a woman...We may kill one, we may kill two, we may kill one of each (gender), two of each, four of each,” unless Taliban prisoners were released.

Arabic news channel Al Jazeera reported that Afghan and U.S. forces were gathering near a highway where the Koreans were kidnapped.

Meanwhile, Afghanistan’s President Hamid Karzai is to meet U.S. President George W. Bush at the presidential retreat Camp David on Aug. 5 and 6.

(englishnews@chosun.com )

Wall Street Journal Agreement Expected This Evening

According to CNBC , the Bancrofts and News Corp are expected to reach an agreement for News Corp to own the Wall Street Journal.

S.I.'s Michael Silver On Bill Walsh's Genius - The Passing Of Bill Walsh

Early in his coaching tenure with the San Francisco 49ers, before he turned a long-suffering franchise into the greatest organization in professional sports, Bill Walsh once cut a player on the practice field.

Enraged by a cheap shot, Walsh fired the player -- who, to be fair, was not one of the team's major contributors -- right there on the spot, ordering a member of the security staff to escort him out of the building. To underscore his point, Walsh trailed behind as the two men trudged toward the locker room, screaming, "Don't even let him f----- shower!"

This was Walsh, who died today at 75 after a long bout with leukemia, at his most ruthless. Yet there was a calculated brilliance behind his brashness: After he took over in 1979, no Niner dared cross the new man in charge.

Nearly a decade later, as he was losing his grip after having completed the most impressive NFL coaching run since Vince Lombardi's in Green Bay, Walsh sometimes directed his enmity toward members of the local media. He was equal parts paranoid and condescending, and when he stepped down following his third Super Bowl title in January 1989, there wasn't a whole lot of sentimental sadness in either the press room or the locker room.

A few months later, I began covering the team as a beat writer for a Northern California paper, and the horror stories about Walsh's final days circulated with abandon. But he and I hit it off from the start, and over the next 17-plus years, whether I sought his opinion as a television analyst, as the progenitor of an offensive philosophy and unmatched tree of executive and coaching excellence, as a reinstalled Stanford mentor who'd just toyed with Joe Paterno, or a personnel guru who temporarily brought the 49ers back to prominence, he was invariably wise, witty and kind.

When people would ask about my relationship with the white-haired legend, I used to respond jokingly -- well, maybe half-jokingly -- that he and I bonded based on our shared belief of an unassailable tenet: Bill Walsh was a genius.

It wasn't that far from the truth. Growing up in L.A. as an oft-humiliated fan of the hometown Rams' chief rivals, I spent my high-school years watching in awe as Walsh transformed a 49ers team that went 2-14 his first year and 6-10 his second into a first-time champion in his third.

Because of Walsh, the franchise of a thousand choke jobs was now led by a cool, magical quarterback named Joe Montana, whose passes were as picturesque as the Golden Gate Bridge in heavy fog.

Because of Walsh, a group of young hellions led by Ronnie Lott took over a malleable defense that suddenly played with dash and defiance.

Because of Walsh and his innovative offensive schemes, receivers were five yards open, a 10th-round draft pick named Dwight Clark would become an All-Pro and Bay Area legend, and a washed-up running back named Lenvil Elliott would gain many of the key yards on the dramatic drive that produced The Catch.

On a more personal level, because of Walsh, I could wear my ratty, way-too-small 49ers jersey to school on Jan. 11, 1982, and for the first time in my life no one would dare laugh.

So, yes, after I started covering the Niners and thus stopped loving them like a gushy teenager, I was predisposed to think pretty highly of Walsh. But the more I learned of him -- and from him -- the greater my appreciation became.

In an era in which many head coaches callously prohibit their assistants from talking to the media (and, by extension, hurt their profiles and potential for attracting the interests of other employers), Walsh did the opposite, vigorously promoting the virtues of the coaches who worked under him through the press and back-channel diplomacy. This was especially true when it came to minority coaching candidates. Indeed, undoing racial injustices when it came to such hires remained one of Walsh's primary causes long after he stepped away.

Remember that in early January 1989, shortly before Walsh resigned as the Niners' coach, his receivers coach, Denny Green, got the Stanford job -- largely on the strength of his boss's recommendation. Walsh's reaction in the midst of a tense playoff drive? He essentially allowed Green to become the Cardinal's fulltime coach while filling in with the Niners whenever time allowed.

It's not surprising that, unlike Jimmy Johnson and other successful NFL head coaches whose assistants turned out to be substandard bosses, Walsh saw his legacy carried on directly (George Seifert, Mike Holmgren, Ray Rhodes, Green) and indirectly (Mike Shanahan, Jeff Fisher, Jon Gruden). It was Walsh, after all, who not only revolutionized football strategy with the West Coast Offense, but who also created the organizational blueprint for the modern franchise, from the down-to-the-precise-minute daily schedule to the filming of practices and play-installation meetings.

Give me an hour, and I can go on and on about the other areas in which Walsh made a lasting impact, including his insistence on cutting prominent players a year before their decline, rather than after it, all things being equal. Critics might call this another example of his ruthlessness, and some victims of the policy, such as Clark, would hold a longtime grudge.

But if you paid attention to the 49ers, you eventually understood that Walsh knew best, for he -- more than even Lott or Montana or Jerry Rice or owner Eddie DeBartolo -- was the man most responsible for the franchise's unprecedented run of excellence that included five Super Bowl championships in 14 years.

Manipulative as he might have been -- like all great coaches, really -- Walsh boldly strove for excellence and wasn't averse to risking everything while doing so. Every move he made was meant to create or sustain a dynasty, from the 1987 trade for Steve Young, that triggered a years-long quarterback controversy, to his persuading of Montana, Clark and other veterans not to cross the picket line during the '87 players' strike for fear of the damage to team chemistry it might cause (they nonetheless returned the following week).

As that strike reminded us, Walsh was a tactician whose brilliance shone behind-the-scenes and, most glaringly, on Sundays in front of a rapt, football-watching nation.

Playing his first game with replacement players against the Bill Parcells-coached Giants on Monday Night Football, Walsh, during interviews with the New York media, made a big deal about the presence on the roster of backup quarterback Mark Stevens, who'd run the option in college. Stevens, Walsh suggested, might be inserted in specific situations in which the Phony Niners could utilize his speed and running ability.

Sure enough, before a short-yardage play near midfield, Stevens came sprinting into the huddle, and everyone waited to see Walsh unveil his new toy. The bait successfully lowered, Stevens took the snap, faked a handoff, dropped back in the pocket and calmly delivered a touchdown pass to a wide-open receiver.

On one level, the whole thing was kind of coldblooded. It was also funny and sublime and, yes, genius. That was Bill Walsh, and those of us who got to observe him up close will remember him that way until we, too, are told to disappear without showering.

Something To Share About Coach Bill Walsh - Zennie Abraham

I only met Coach Walsh three times, and on every occasion he always referred to me as "Lenny" rather than "Zennie" but he never refused to take time to talk to me about his system, and I was into the details of it, like the "hitch step" for example, which is simply the extra step a QB takes just before throwing, and the concept of throwing without a hitch step, which is hard as hell to do -- try it yourself.

The point is that he would always share.

But what really rankled me -- and still does today -- is how many people, reporters, incorrectly describe "The Walsh System." It's always "short, ball control" and left at that.

That's so wrong.

Yes, that was a part of it. But man, that wasn't even the difference. It was the way of thinking.

To illustrate how different Coach Walsh's system was, let me compare it to the Dallas Cowboys passing game concept under Coach Tom Landry.

The Cowboys were known for passing plays that essentially "pulled" a defense into a particular direction and then took advantage of how the defense deployed itself as a result.

For example, one of the most successful plays the Cowboys ran in the 70s -- when Walsh was developing his ideas -- came out of split backs or "Red or Green Formation." The Flanker went in half motion toward the tight-end, and then
released at the snap of the ball.

The play started as a "sweep" running play, with both guards pulling, the fullback lead blocking and the halfback running. Then the QB would fake a handoff to the halfback, and then look down field.

The Flanker who went in motion toward the tight end then ran a crossing pattern 15 - 20 yards. Meanwhile the Split End ran a kind of "mirror" crossing pattern. The offensive play caused both safeties in a standard Cover Two -- which is what the Pittsburgh Steelers played at the time -- to essentially go deep and move wider apart, leaving the Flanker all alone on the crossing route.

That play worked in Super Bowl X, where Drew Pearson caught a 47-yard touchdown pass. But it failed to work later in the same game because Steelers safety Mike Wagner didn't move deep. When Split End Doug Donley ran his crossing pattern, Wagner stayed home rather than move deep or follow him.

The result was an interception, which surprised Dallas QB Roger Staubach -- "It was the first time it didn't work" Staubach remarked later.

Well, let's think about it. That play was designed to throw to one -- and only one -- receiver, the Flanker. The Split End was a decoy and the tight end wasn't even a factor in the play -- the running backs were strictly used for run fakes and then forgotten about.

Coach Walsh's offense didn't have so many decoys. And in his offense, there was always another receiver to go to. It was flexible, which was new at the time. It was so new that Paul Hackett, who was Coach Walsh's QB coach and passing game student, was hired as Offensive Coordinator by the Cowboys under Landry in '83 I believe. It didn't work out because Hackett's learned idea of flexibility conflicted with the "fixed" philosophy Landry held. So Landry was an example of many
coaches who didn't "get" what Bill was doing at the time.

How would Coach Walsh have changed that play? Ha. The fullback that is the lead blocker would have ran an "up" pattern off the run block fake. The Halfback would have ran a swing pattern after the sweep fake.

The Flanker's crossing pattern would remain. The Split End would have ran a fly pattern. So the order of recever progression would have been 1) Split End, 2) Flanker, 3) Fullback, 4) Halfback (hot receiver). The key read would have been the weak (free) safety. The Split End was essentially clearing out for the Flanker, who was clearing out for the fullback.

See?

That's not just an example of how Coach Walsh would have done it, it's an example of how his way is so basic and logical that it can be shown to a guy like me, and I can repeat it with confidence.

That's a pure tribute to the man.

But what I will most miss, Ray, is Coach Walsh as a member of the Bay Area sports community -- don't forget the impact he had on the Big Game rivalry.

You know, we're blessed to be around so many great people in one area of America. What a sad day. I was at JFK Airport in New York when I got the news Monday. The plane ride home -- from CNN -- was hard, so very hard. Reading Coach Dungy's book "Quiet Strength" helped some -- a good book by a great man who -- as one might expect -- was touched
by Coach Walsh.

49ers and Stanford Coach Bill Walsh Passes Away - NFL.com

Hall of Fame coach Bill Walsh dies
NFL.com wire reports

SAN FRANCISCO (July 30, 2007) -- Bill Walsh, the groundbreaking football coach who won three Super Bowls and perfected the ingenious schemes that became known as the West Coast offense during a Hall of Fame career with the San Francisco 49ers, has died. He was 75.

Walsh died at his Woodside home following a long battle with leukemia, according to Stanford University, where he served as coach and athletic director.

"This is just a tremendous loss for all of us, especially to the Bay Area because of what he meant to the 49ers," said Hall of Fame quarterback Joe Montana, the player most closely linked to Walsh's tenure with the team. "For me personally, outside of my dad he was probably the most influential person in my life. I am going to miss him."

Walsh didn't become an NFL head coach until 47, and he spent just 10 seasons on the San Francisco sideline. But he left an indelible mark on the United States' most popular sport, building the once-woebegone 49ers into the most successful team of the 1980s with his innovative offensive strategies and teaching techniques.

The soft-spoken native Californian also produced a legion of coaching disciples that's still growing today. Many of his former assistants went on to lead their own teams, handing down Walsh's methods and schemes to dozens more coaches in a tree with innumerable branches.

Walsh went 102-63-1 with the 49ers, winning 10 of his 14 postseason games along with six division titles. He was named the NFL's coach of the year in 1981 and 1984.

Few men did more to shape the look of football into the 21st century. His cerebral nature and often-brilliant stratagems earned him the nickname "The Genius" well before his election to the Pro Football Hall of Fame in 1993.

Walsh twice served as the 49ers' general manager, and George Seifert led San Francisco to two more Super Bowl titles after Walsh left the sideline. Walsh also coached Stanford during two terms over five seasons.


Bill Walsh turned the struggling 49ers into the Team of the '80s.
Even a short list of Walsh's adherents is stunning. Seifert, Mike Holmgren, Dennis Green, Sam Wyche, Ray Rhodes and Bruce Coslet all became NFL head coaches after serving on Walsh's San Francisco staffs, and Tony Dungy played for him. Most of his former assistants passed on Walsh's structures and strategies to a new generation of coaches, including Mike Shanahan, Jon Gruden, Brian Billick, Andy Reid, Pete Carroll, Gary Kubiak, Steve Mariucci and Jeff Fisher.

Walsh created the Minority Coaching Fellowship program in 1987, helping minority coaches to get a foothold in a previously lily-white profession. Marvin Lewis and Tyrone Willingham are among the coaches who went through the program, later adopted as a league-wide initiative.

He also helped to establish the World League of American Football -- what was NFL Europe -- in 1994, taking the sport around the globe as a development ground for the NFL.

Walsh was diagnosed with leukemia in 2004 and underwent months of treatment and blood transfusions. He publicly disclosed his illness in November 2006, but appeared at a tribute for retired receiver Jerry Rice two weeks later.

While Walsh recuperated from a round of chemotherapy in late 2006, he received visits from former players and assistant coaches, as well as California Gov. Arnold Schwarzenegger and Sen. Dianne Feinstein.

Born William Ernest Walsh on Nov. 30, 1931 in Los Angeles, he was a self-described "average" end and a sometime boxer at San Jose State in 1952-53.

Walsh, whose family moved to the Bay Area when he was a teen-ager, married his college sweetheart, Geri Nardini, in 1954 and started his coaching career at Washington High School in Fremont, leading the football and swim teams.

Walsh was coaching in Fremont when he interviewed for an assistant coaching position with Levy, who had just been hired as the head coach at California.

"I was very impressed, individually, by his knowledge, by his intelligence, by his personality and hired him," Levy said.

After Cal, he did a stint at Stanford before beginning his pro coaching career as an assistant with the AFL's Oakland Raiders in 1966, forging a friendship with Al Davis that endured through decades of rivalry. Walsh joined the Cincinnati Bengals in 1968 to work for legendary coach Paul Brown, who gradually gave complete control of the Bengals' offense to his assistant.

Walsh built a scheme based on the teachings of Davis, Brown and Sid Gillman -- and Walsh's own innovations, which included everything from short dropbacks and novel receiving routes to constant repetition of every play in practice.

Though it originated in Cincinnati, it became known many years later as the West Coast offense -- a name Walsh never liked or repeated, but which eventually grew to encompass his offensive philosophy and the many tweaks added by Holmgren, Shanahan and other coaches.

Much of the NFL eventually ran a version of the West Coast in the 1990s, with its fundamental belief that the passing game can set up an effective running attack, rather than the opposite conventional wisdom.

Walsh also is widely credited with inventing or popularizing many of the modern basics of coaching, from the laminated sheets of plays held by coaches on almost every sideline, to the practice of scripting the first 15 offensive plays of a game.

After a bitter falling-out with Brown in 1976, Walsh left for stints with the San Diego Chargers and Stanford before the 49ers chose him to rebuild the franchise in 1979.

The long-suffering 49ers went 2-14 before Walsh's arrival. They repeated the record in his first season. Walsh doubted his abilities to turn around such a miserable situation -- but earlier in 1979, the 49ers drafted quarterback Joe Montana from Notre Dame.

Walsh turned over the starting job to Montana in 1980, when the 49ers improved to 6-10 -- and improbably, San Francisco won its first championship in 1981, only two years after winning two games.

Championships followed in the postseasons of 1984 and 1988 as Walsh built a consistent winner and became an icon with his inventive offense and thinking-man's approach to the game. He also showed considerable acumen in personnel, adding Ronnie Lott, Charles Haley, Roger Craig and Rice to his rosters after he was named the 49ers' general manager in 1982 and the president in 1985.

Walsh left the 49ers with a profound case of burnout after his third Super Bowl victory in January 1989, though he later regretted not coaching longer.

He spent three years as a broadcaster with NBC before returning to Stanford for three seasons. He then took charge of the 49ers' front office in 1999, helping to rebuild the roster over three seasons. But Walsh gradually cut ties with the 49ers after his hand-picked successor as GM, Terry Donahue, took over in 2001.

He is survived by his wife, Geri, and two children, Craig and Elizabeth.

Walsh's son, Steve, an ABC News reporter, died of leukemia at age 46 in 2002.

1-18-08 - Monster Movie Not Godzilla: J.J. Abrams' Cloverfield

In this video taken at the San Diego Comic-Con, J.J. Abrams, the producer of the upcoming " Cloverfield " movie does say that the movie is not a Godzilla remake. He explains that he was in Japan with his son and in buying toys considered that America really doens't have its own terrible giant monster, with the exception of King Kong.

This movie's going to change that.

He also gives some updates -- real good updates -- about Star Trek XI