Nuclear threats, then and now

first_imgIn 1985, researchers at the Harvard Kennedy School published a book called “Hawks, Doves, and Owls,” and gave it an ambitious subtitle: “An Agenda for Avoiding Nuclear War.”Those scholars gathered again at the School on Monday (May 16) for a seminar on the current challenges in avoiding nuclear war — and to marvel at just how drastically the nuclear threat has morphed in the two decades since the Cold War ended and the Soviet Union collapsed.The bottom line is that the Avoiding Nuclear War Project got a lot right, not least in recognizing that the real danger of igniting a nuclear war lies not in calculated military judgments but in misperceptions, irrational acts, and human mistakes. The group’s recommendations to take steps to “lengthen the nuclear fuse” and reduce the risks of accidental war remain core elements of U.S. nuclear policy.But the four nuclear policy veterans on the panel — Graham Allison, Joseph S. Nye Jr., Ashton B. Carter, and Albert Carnesale — also acknowledged many unanticipated changes in the nuclear landscape. Nye said that few experts in the mid-1980s imagined a world without a Soviet Union within a decade, and the consequent danger of loosely guarded nuclear materials. Nor did they anticipate that terrorist organizations such as al Qaeda would declare their intention to obtain and use nuclear bombs.Nye, the Harvard University Distinguished Service Professor, said, “If any of us thought that within a decade, there would be no Soviet Union, none of us got that. … We social scientists pat ourselves on the back, but what we know is fairly limited.”The seminar was part of a two-day tribute to Nye organized by former students and fellows, some of whom took part in the ’80s project and are now respected academics and government officials.The panel took its title, “Avoiding Nuclear War: Hawks, Doves, and Owls, Then and Now,” from the first book published by the project, which was co-edited by Allison, Carnesale, and Nye.Seeking to move beyond the traditional showdown between hawks and doves, the authors devised a third policy caricature, involving owls. In contrast to hawks who seek military dominance to deter war by “peace through strength,” and doves who view the arms race as provocatively aggressive, owls see irrational behavior and loss of control as unintended triggers of conflict. Owls focus on reducing those risks as the key to avoiding war.Allison, who like Nye is a former Kennedy School dean and now is director of the Belfer Center for Science and International Affairs at the School, noted: “Owls eat hawks as well as doves.”Carter took a leave from the Belfer Center to serve as undersecretary of defense for acquisition, technology, and logistics in the Obama administration. Carter sketched a clear intellectual path from the ’80s work of the Avoiding Nuclear War Project to the current U.S. struggle against terrorists seeking weapons of mass destruction (WMD).Carter said one breakthrough idea in the ’85 agenda lay in thinking not only about nuclear arsenals but also about the “wiring of the arsenals,” and the organizational and psychological factors underlying the nuclear command and control systems.“If you look at nuclear terrorism and the thinking about WMD, you can see that the focus on the materials is complemented by thinking about the people and the networks of terrorism,” Carter said. “That series of steps you can trace right back to hawks, doves, and owls.”Carnesale, who also was a Harvard Kennedy School dean and went on to become Harvard University provost and then chancellor of the University of California, Los Angeles, recalled that the 1985 book declared: “We see no certain way to escape some reliance on nuclear deterrence.” He said that conclusion “holds up pretty well today.”Nye pointed out that the ’85 study, and another publication by the project three years later called “Fateful Visions,” did not call for the abolition of nuclear weapons. He noted that there was disagreement then, as there is now, about whether getting to zero should be the overarching goal.Nye said the more important objective in the mid-’80s was to get nuclear powers to back away from the hair-trigger ability to launch thousands of weapons of immense destructive power within minutes. “We thought of it as a timeline: How far could you back away from those bombs on the front line? But there was always some disagreement among us about whether as you got down to lower numbers — let’s say five, or one — whether the premium for cheating and for a crisis of instability would grow enormously.“So if you could get away from bombs at the front line, and avoid proliferation, the question of whether you could get to zero, we never quite solved,” Nye said.That debate remains very much alive, especially with several former secretaries of state and defense now advocating dismantling all nuclear weapons.Nye said that should remain an aspirational goal, if not an operational one, in part because political climates can change in unexpected ways that make détente suddenly realistic. He recalled traveling to Argentina and Brazil in the ’70s as a State Department official and urging the two military dictatorships to forgo their nascent nuclear weapons programs. They scoffed at him then, but soon the military rulers gave way to elected successors, and the two nations did abandon their nuclear weapons plans. South Africa later made a similar leap.Carter said the Obama administration had helped break through “a very loud disagreement between left and right” on nuclear policy because President Barack Obama “was able to distinguish between having zero and having less while retaining a credible deterrent for the United States.”David Welch, a political science professor at the University of Waterloo in Canada who was a doctoral fellow with Nye and who co-organized the gathering, said the Avoiding Nuclear War Project had a powerful direct impact. He said former Soviet leader Mikhail Gorbachev’s cautious nuclear policy was heavily influenced by the thinking of adviser Georgi Arbatov, who had been involved in a number of project initiatives.last_img read more

Hospitality Degree

first_imgThe Board of Regents has approved the University of Georgia to offer a new degree program that will fuel the workforce of the state’s growing hospitality industry. The new major in hospitality and food industry management will prepare students for jobs in the hospitality and food industry across a broad spectrum of opportunities available in Georgia and beyond.“Georgia’s hospitality and tourism industry has been strong for many years, and it’s continuing to grow,” said Sam Pardue, dean and director of the UGA College of Agricultural and Environmental Sciences. “In fact, Bureau of Labor Statistics (BLS) statistics indicate that hospitality is a $60 billion industry that already supports more than 450,000 total jobs in Georgia,” Pardue said.  Of that number, close to 15,000 are hospitality management positions that require a four-year degree, with 370 job openings every year, according to the Georgia Department of Labor Occupational Outlooks.  “Universities are currently graduating only 120 students with those qualifications each year statewide,” Pardue said. “Our college is in the perfect position to provide a unique degree that connects food and agriculture to hospitality in a market brimming with opportunity.” “To take advantage of the top jobs in the hospitality sector, students will need a tailored degree in the field,” said Octavio Ramirez, department head for CAES Agricultural and Applied Economics, where the new major will be housed.  Graduates of this program will be prepared for myriad job opportunities including hotel, lodging, restaurant and event management, agritourism and other related fields.The UGA College of Agricultural and Environmental Sciences offers students the unique opportunity to understand the foundational elements of the food and hospitality industry. Students will gain a well-rounded education in hospitality economics and business, finance, management, and marketing, coupled with experiential learning opportunities to produce career-ready, industry-desired graduates.Students can also choose from a wide array of classroom and internship options, including food production and supply chain, entomology, food science and food safety, food product development and turfgrass management to make them stronger candidates for hiring and more effective contributors to the workforce. An on-campus partnership with the University of Georgia Center for Continuing Education & Hotel offers students access to extensive, fully equipped facilities that are engaged in the hotel, restaurant, beverage, and conference service businesses. These facilities are a teaching and experiential learning laboratory for students. The added food industry management component of this new major would open employment opportunities for graduates in other venues such as supermarkets and other food suppliers and retailers.In addition, students can benefit from food safety training needed for the hospitality industry. The UGA Center for Food Safety is one of the leading food safety research centers in the nation, and the Center’s faculty are known around the world as leaders in innovation development in the field. In addition to on-campus experiences, students can take advantage of the many study abroad opportunities the college offers, including viticulture and enology in the Mediterranean region, food security issues service-learning in Scotland, and a coffee program in Costa Rica. Pending approval by the Southern Association of Colleges and Schools Commission on Colleges, the program is being developed for an anticipated spring 2019 launch for freshmen and fall 2019 launch for transfer students.“We are excited about this new opportunity for UGA students and look forward to building new partnerships across the hospitality and food management industry,” Pardue said.For more information about the new major, visit read more

Douglas names office staff

first_imgp{ margin-top: 0px; margin-bottom: 1px}body{ font-family: “Arial”, sans-serif; font-size: 12pt; font-weight: normal; font-style: normal}Governor-elect James Douglas announced at a press conference Thursday afternoon(November 14) that Tim Hayward would become his chief of staff. Hayward worked inthe first Snelling Administration and has been the executive director of the VermontBankers Association for 18 years. Hayward is also the head of Douglas’ transition team.Douglas also announced that lobbyist Betsy Bishopwill be his deputy chief of staff, campaign manager Neale Lunderville will become secretary of Civil and MilitaryAffairs, former Fletcher Allen public relations staffer Jason Gibbs will be his press secretary, Susanne Young, currently the deputy treasurer under Douglas, will be his legalcounsel, and Jim Barnett, deputy campaign manager, will be the governor’s special assistant.At the press conference, held in the governor’s ceremonial office on the second floor ofthe State House, Douglas said that choosing agency secretaries would be the nextorder of business for the transition staff. He said all political appointees, which includeagency heads and their deputies, department commissioners and their deputies, aswell as all others in the Dean Administration, will be asked to submit their resignations.Douglas said that some may be retained in their current positions or moved to otheroffices, but, “most of the positions will see new faces.” He expects the process couldtake a couple of months.Of the few policy items Douglas mentioned, he said he would urge the Public ServiceBoard not to increase funding for the Energy Efficiency Agency. It works to decreaseelectric energy consumption through the use of conservation and technologicalefficiencies. It is funded by electric bill surcharges. A proposal before the board wouldincrease its budget from its current $12 million to as much as $16 million. Douglas said he wants to keep it at $12 million. He said he supports the program, butwith the economy soft, and electric rates already high in Vermont, the extra chargewould act like a tax increase and discourage economic development.On that note, as he said he stated during the campaign, it will be very hard to increaseeconomic development through tax cuts. He said there are clear needs in the Agency ofHuman Services, which includes the welfare department (the Department of Prevention,Assistance, Transition & Health Access) and the Department of Corrections.Douglas said policy changes that will lead to economic growth must come first, beforetax cuts can be made.One revenue enhancement that Douglas said he would support, however, is Powerball,the national lottery. Most states, most notably New Hampshire, are part of Powerball.Douglas said that Vermonters are crossing the Connecticut River to buy Powerballtickets, and while they’re there, they also do other shopping.“They’re clearly buying them (Powerball tickets),” Douglas said, “I’d just as soon havethem buying them in Vermont.” Governor Dean has been a strong opponent of Powerball, believing that the stateshould not increase its obligation to gambling for state revenues. Douglas said he didnot know how much that lottery would bring the state, but acknowledged that estimatesrun from $1 million to $8 million. Whatever the revenues, he said they would help offsetthe property tax.Douglas said he would like to somehow get the Pownal race track back in action. Hesaid the former horse racing facility in Bennington County once employed upwards of1,000 people. Otherwise, he didn’t expect to have any other gambling initiatives, “I’mnot a great fan of gambling.”He also will try and maintain the Rainy Day Fund. The fund is the principal reason whyVermont enjoys the highest bond rating in New England. If the state actually used thefund to shore up slumping tax revenues, the rating would go down, Douglas said, eventhough that’s what it’s there for.In the sunny, formal setting, Douglas was his usual casual, self-effacing self, not shyabout interjecting corny jokes, some directed at himself. He’s still the state treasureruntil January 7, when he will be sworn in as governor.- 30 –last_img read more

The Human Shuttle

first_imgI spend a lot of time towing my kids around. Literally. I fashion a variety of sleds and actually tow my kids around through the forest, snow, water. It started when they were babies and the jogging stroller became my one and only workout. I got to run and my wife got an hour of sanity in the middle of the day. The babies cried, mostly. When they got older, I created a harness system and sled, so I could cross country ski them deep into the High Country during our too infrequent snow storms. During warmer months, it was the bike trailer. All of a sudden, taking a simple trip to the post office or the park became a workout thanks to the 75 pounds of children I was towing. It might look like an ideal picture of fatherhood, me toting my children into the woods or up a mountainous road (quality time!), but it’s totally selfish. I spend all day with my kids. The only way I’m going for a run, ride or ski is if I take my kids with me. I don’t want to stop doing awesome stuff, and I want my kids to enjoy the same awesome stuff, so my garage is full of various dad-powered, sled-like contraptions. They’re getting older and less content to sit idle while I toil under their extra weight, so the bike trailer is getting rusty from lack of use. They want to ride their own bikes now. The stroller is long gone (we maxed out the weight limit on that thing), donated to another family. And they’re rapidly becoming little rippers on the ski hill, so I don’t have to tow them around in the snow anymore. It’s as if they don’t need me at all anymore. Is this what empty nest syndrome feels like? Luckily, there’s the French Broad River. I’ve started tying a small raft to the back of my paddleboard and trudging upriver for as far as I can go, before setting them free to tube downriver under my helicopter-parent/watchful eye. It’s a brutal workout (the drag that an inflatable raft filled with 100 pounds of kid creates is significant) and the kids love being on the river. Maybe more important, I feel useful again. They need me, out there on the river. Both as a shuttle to move them upriver and as a guide as they float downstream.  And it’s a new way to look at this river for me. Usually, I’m towing a cooler full of beer, ambling downstream without expending much energy. I even developed a paddleboard-specific Koozie that hangs around my neck, so I can paddle and occasionally take a sip. But towing the kids upstream, the river is now a gym. It’s no longer a lazy class I float, it’s a formidable opponent. Something to conquer. I do miss the beer, though.last_img read more

Learning fosters engaged employees

first_imgThe full-employment economy seems to be positively affecting employee engagement, yet full employment is creating a concern for management seeking talent. Gallup’s most recent annual workplace survey showed employee engagement tied for the highest levels since Gallup began recording it in 2000, and active dissatisfaction fell to the lowest recorded level. A recent Deloitte survey, however, reports that 39% of large-company executives were “barely able” or “unable” to find the talent they required. Furthermore, current Labor Department data show that 38% of U.S. small businesses had positions they could not fill, and the “quit rate” upward trend, particularly within the financial services industry, continues for 2018.  Additionally, as companies work hard to upskill and retain their workforce, employees also become more engaged. Organizations facing this talent crunch should see this human resource threat as an opportunity. With talent so difficult to recruit, and retention of talent equally important, management today is more attuned to the value of talent development programs that serve the needs of the organization and the employee. Well executed learning programs deliver needed skills and, importantly, engender loyalty that supports retention as well. A sustained focus on continuous learning for all employees establishes a culture whereby your organization can become a “learning organization.”A learning culture provides an edge both in profitability and competitive resilience. Gallup documented that organizations that best engage their employees achieve higher earnings-per-share growth, better business metrics and lower turnover than competitors with less engagement. Engagement occurs when people have opportunities to both develop and employ new skills, and have their opinions heard. Engaged employees seek new learning experiences and new competencies to increase their personal value to the organization. Smart managers realize that employee recognition for work achievements and positive relationships with coworkers and supervisors translate into engaged employees. Educational programs require focused attention for effective design and implementation. The IBM Institute for Business Value recently reported that 60% of executives surveyed were not finding it easy to keep their workforce “current and relevant”. The most successful organizations know that high quality developmental experiences lead to high achievement and organizational success. They make learning easy by adopting a flexible approach that employs a number of learning options and platforms that are refreshed and up-to-date. A focus on how people learn and what incentivizes them to do so are built into effective programs. Large companies like ATT and IBM have instituted effective employee-centric learning programs to develop needed skills within their workforce. IBM instituted “bite-sized” learning modules of about 15 minutes each to retool thousands of engineers in current technical practices. It based the system on research that showed that the human attention span drops sharply after about 20 minutes, and time interspersed between learning sessions improves long-term retention. ATT embarked on a company-wide learning program to upskill hundreds of thousands of employees in order to transform the company from “cables and hardware” to “the internet and cloud”, by utilizing eLearning and in-person learning protocols.  Companies are well served by following the lead of IBM and ATT in viewing their employees as a resource to be fully developed and by cultivating and providing relevant learning to ensure this happens. 3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Stuart R. Levine Founded in 1996, Stuart Levine & Associates LLC is an international strategic planning and leadership development company with focus on adding member value by strengthening corporate culture.SL&A … Web: Detailslast_img read more

1 question (and answer) to conquer your fear of 2021

first_img This post is currently collecting data… This is placeholder text Recently on a drive back from New Orleans to South Carolina, I tuned into The Moth Radio Hour. It had been awhile since I had listened, and this particular episode couldn’t have come at a better time. As I look to make life changes for the better, I realize that fear is the one consistent factor that holds me back. Fear of change. The very thing that I counsel my clients on and the advice I dispense in credit union marketing and strategic planning sessions, is the very thing that holds me back. Reflecting back, most things I fear never come true and steal my joy in the present. My guess is, as you reflect on 2020 and think ahead to 2021 you are facing your own fears surrounding your credit union. Decisions you need to make but are not for fear of the unknown – personally and professionally. The opening story on The Moth put fear into perspective, and I hope it will encourage you to overcome your fears as well.This particular episode opened with a childhood story from Zaena Tessema, who talked about her and her siblings fear of Dedebe. Growing up, her mom would control Zaena and her siblings with fear by using only the words: “Do you want me to call Dedebe?” What is Dedebe? Zaena described Dedebe as “an invisible babysitter and enforcer of the rules.” The fear was so much that Zaena and her siblings never even talked about Dedebe. It was just understood that any misbehavior would be met with the threat of Dedebe. As they grew older and left the house, one day the subject of Dedebe came up. As the discussion went on, they realized that Dedebe looked like something different for each of them. For Zaena’s older brother, Dedebe was a giant spider hiding in the shadows, which made sense because he was deathly afraid of spiders. To Zaena’s sister, Dedebe was just a man that would come and punish you if you did something wrong. Zaena had the most elaborate and creative interpretation of Dedebe: a vampire rabbit that would sneak up behind you and bite your neck.As years went on, Zaena and her siblings finally asked their mother: “What is Dedebe?” Her mom chuckled and told a story of Zaena’s sister, being very uncooperative while she was trying to change her diaper. Her uncle was passing by and saw the struggle and said, “If you won’t stop, I’m going to call Dedebe.” She stopped fussing, so from then on Zaena’s mom would just threaten to summon Dedebe. But what was Dedebe? “Some guy we used to know back in Ethiopia, he was just kind of weird.”“All these years I came close to wetting my pants at the fear of Dedebe,” Zaena remarked on The Moth. Zaena summed up her fear of Dedebe, and the fears of many with this powerful statement: “What you’re scared of, really isn’t anything at all.”Dedebe may not be a spider or a vampire rabbit for you. It may be fear of failure. Your Dedebe may be fear of change because of the unknown. Perhaps your Dedebe is fear of judgment from others from loss of social status or an economic fear of not having enough. To me, Dedebe is a little of all of those things mentioned above, but the work I’ve been doing on myself this year through reading and coaching has opened my eyes to the same conclusion that Zaena and her siblings discovered as adults: We are wetting our pants over something that probably doesn’t exist.As you continue to lead your credit union through this pandemic and into the unknowns of 2021, I urge you to write down your Dedebe’s, your fears. Write down the truths next to it and keep that note close by, so you have it with you the minute you get that sinking feeling of fear in your heart and gut. The moment your mind tells you it’s going to call Dedebe, whip out that note and remember the truths. Your team is counting on you. Your members and community are counting on you. And imagine the personal transformation within your family dynamic if you replaced your fears with truths. If fear is holding you back, I have two resources for you:Several years ago (2012 to be exact), I penned a series on this very site called “Dr. Seuss for Credit Unions,” and one article investigated a scary pair of green pants in a story called, “What Was I Scared Of.” This is a great short read that puts our irrational fears into perspective, helping to overcome those fears to make better decisions and experience more joy.Talk it out and gain perspective. What fears do you have that are keeping you from making good decisions that will grow your credit union? I’ve spent a lot of time this year reading, reflecting, discussing and working on my fears. I’d love to share that journey with you and talk through your fears. Email me at [email protected] and let’s connect.center_img 2SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Bo McDonald Bo McDonald is president of Your Marketing Co. A marketing firm that started serving credit unions nearly a decade ago, offering a wide range of services including web design, branding, … Web: Detailslast_img read more

Most banks have offered relief to clients affected by COVID-19: OJK

first_imgAlmost all banks and financing companies have offered loan restructuring programs to help their clients in a harsh market environment as COVID-19 has disrupted almost all business sectors, a senior official has said.Financial Services Authority (OJK) chairman Wimboh Santoso said during a teleconference with House of Representatives Commission XI, which oversees financial affairs, that 56 conventional banks, 13 sharia-compliant banks, seven regional development banks, 64 rural banks and 110 financing companies had offered loan restructuring programs so far.“[These institutions] have demonstrated their commitment in offering restructuring options for customers experiencing financial difficulties due to the impact of the coronavirus,” Wimboh said on Tuesday, adding that the actual numbers may be higher because “there might be banks that have done so but we have yet to receive the information”. The relief provided by banks is in line with the OJK Regulation No. 11 of 2020, which instructs financial institutions to provide relief for borrowers affected by the COVID-19 pandemicThe regulation, which was issued last month, stipulates that the debt or financing could be restructured by lowering interest rates, extending repayment periods, reducing principal and interest arrears, adding debt or financing facilities or converting debt or financing into temporary equity participation.“The scheme can be different for every client. Banks and financial institutions can discuss with their clients which scheme to choose,” Wimboh noted, adding that he hoped the policy would give the parties involved some breathing room. During the House hearing, Wimboh said hundreds of thousands of borrowers had already been covered by the restructuring programs. At state-owned banks alone, the value of restructured debt amounted to Rp 28.7 trillion (US$1.76 billion). Bank Rakyat Indonesia (BRI) has restructured debt of more than 130,000 borrowers with a total value of Rp 14.9 trillion. Fellow state-owned lenders Bank Negara Indonesia (BNI), Bank Tabungan Negara (BTN) and Bank Mandiri offered relief to some 6,200, 17,400 and 10,500 borrowers, respectively, for loans totalling Rp 6.9 trillion, Rp 2.8 trillion and Rp 4.1 trillion.The OJK is trying to increase awareness of the policy through its communication channels and thus far has seen a significant increase in traffic across its different communication platforms.Tirta Segara, the OJK’s commissioner of consumer protection and education, said during the meeting on Tuesday that the OJK’s WhatsApp communication, reachable at +6281157157157, had seen a surge in traffic. On a normal day, the OJK received up to 275 messages on WhatsApp, but since the restructuring program was announced, it had received up to 2,500 messages a day.“We apologize to the consumers whom we can’t reply to right away,” Tirta said.Requests via email had also increased, rising to approximately 750 emails per day from the usual 250. At its call center, the OJK recently handled up to 600 phone calls per day, up from the usual 400 to 500.The OJK recently released a list of banks and financial institutions that are offering relief. Alongside the release, OJK spokesperson Sekar Putih Djarot encouraged the public get in touch with their respective bank or financing company for further inquiries.Topics :last_img read more

Man City reignited interest in Sergi Roberto

first_imgManchester City have reignited their interest in Sergi Roberto, according to reports, but they may lose Eric Garcia as part of a deal with Barcelona. City have been interested in Barcelona versatility man Roberto for some time. Pep Guardiola gave him his senior debut at Barca a decade ago, and could be eyeing a reunion. Originally a midfielder, Roberto has become a right-back in recent years. It’s a position City could be looking to strengthen, after Joao Cancelo didn’t quite live up to expectations in his first season. According to Diario Sport, City are willing to pay a “high price” for Roberto, whom they prefer to Nelson Semedo, the other right-back Barcelona have spoken to them about. It may not be so straightforward, though. Barcelona also prefers Roberto to Semedo, with both players’ contracts expiring in two years. La Masia graduate Roberto wants to stay at Camp Nou, but if City make an offer, he may have no option. Barcelona need to raise funds and will probably sacrifice one of the right-back duo.Advertisement Barca are keen to renew Roberto’s contract, but Sport claim that City are prepared to offer him higher wages in an effort to convince him to move. To sweeten the deal, City could send Eric Garcia in the opposite direction. Guardiola has shown faith in the young centre-back recently, but with less than a year left on his contract, Garcia is hoping for a return to Catalonia. The 19-year-old spent nine years in Barca’s academy before joining City in 2017. Garcia would like to return to his hometown club, even though City remain hopeful that he will sign an extension. Garcia has made 19 appearances for City this season. Eight of those came after the re-start in June. read also:Man City vs Real Madrid: Europe’s best attack tackle best defence Sport say further talks between Barcelona and City will take place after the conclusion of the Champions League in August. Both clubs are still in the competition and want to avoid any distractions. FacebookTwitterWhatsAppEmail分享 Loading… center_img Promoted ContentWhat Is A Black Hole In Simple Terms?Who’s The Best Car Manufacturer Of All Time?7 Black Hole Facts That Will Change Your View Of The Universe2020 Tattoo Trends: Here’s What You’ll See This Year6 Most Overpowered Live Action Disney CharactersWorld’s Most Delicious Foods9 Facts You Should Know Before Getting A Tattoo10 Risky Jobs Some Women DoThe 10 Most Irresistible Asian ActressesWhich Country Is The Most Romantic In The World?Ever Thought Of Sleeping Next To Celebs? This Guy Will Show You11 Strange Facts About Your Favorite TV Showslast_img read more

Michael Gbinije talks thought of going pro, potential future role at point guard for SU

first_img Published on March 7, 2015 at 7:25 pm Contact Phil: [email protected] | @PhilDAbb Facebook Twitter Google+ RALEIGH, N.C. — Michael Gbinije will use spring break for more than resting up.The Syracuse forward, who turns 23 in June and had a string of six consecutive 16-point games in the middle of Atlantic Coast Conference play, was asked Saturday if there’s any thought of trying to go professional.“There’s a little thought, but I’m going to take this week off to just think about things,” Gbinije said. “I really do like Syracuse and so far that’s my lead. We’ll see where things go from there.”Perhaps Rakeem Christmas wasn’t the only scholarship player to make his last SU appearance in Saturday’s season finale, which the Orange (18-13, 9-9 ACC) dropped, 71-57, to North Carolina State (19-12, 10-8) at PNC Arena. Though it appears very likely Gbinije will spend his last year of eligibility back with Syracuse next season, he didn’t rule out the possibility of leaving.Either way, the Duke transfer heads into an offseason of uncertainty for himself. If he decides to stay, his role heading into next season is undefined. Freshman Kaleb Joseph’s status as the team’s starting point guard is up in the air, and the incoming recruiting class does not feature a true point guard.AdvertisementThis is placeholder textGbinije, who served as Syracuse’s point guard for the majority of crunch-time minutes this year, said he’s unsure of what role he envisions for himself in the future.“I got to take some time to think about that as well,” Gbinije said. “I can’t give you an answer about that right now. I do like playing with the ball. If I’m going to be a point guard, I need to get better ball-handling skills and just continue to work at it.”Christmas, a close friend of Gbinije’s, said the versatile forward hasn’t been talking about going pro.“I’ll back him in whatever he does,” Christmas said. “Whatever he chooses, he chooses.”Gbinije, who scored 10 points on 4-of-13 shooting in the loss to the Wolfpack, grew into a developed slasher as the year progressed and complemented it with 39.2-percent shooting from 3-point range — a category in which, at one time, he led the ACC.His production trailed off in Syracuse’s last three games, inefficiently tallying just 12, eight and 10 points in Syracuse’s losses to Duke, Virginia and N.C. State, respectively.But Gbinije’s age and performance in ACC play may just be enough to convince him to make a push for the professional ranks.“In today’s day and age, you never know,” SU assistant coach Mike Hopkins said. “But Mike’s turned into a really good player. He’s improved a lot. To see that improvement, I look forward to him to come back next year and leading this team.” Commentslast_img read more