Wednesday, July 29, 2009

Death Penalty in Japan

Japan has executed three death row inmates convicted of murder - the country's first hangings in six months.

One killed two women; another used the internet to find victims considering suicide; the third was from China and killed three Chinese people.

The executions are the first under a new system that combines citizens and professional judges to together decide on serious criminal cases.

Japan's previous executions were carried out in January.

The latest convicts to be executed were Japanese nationals Hiroshi Maeue, 40, and Yukio Yamaji, 25, and 41-year-old Chinese national Chen Detong.

Maeue, executed in Osaka, killed three people in 2005 after he met them through an internet website for people planning to commit suicide.

Yamaji, also executed in Osaka, raped and then stabbed to death two sisters in 2005.

Chen was executed in Tokyo for killing three of his compatriots and injuring three more in Kawasaki, southwest of Tokyo, in 1999.

The death penalty receives widespread support in Japan, but the executions are regularly criticised by the European Union and anti-death penalty campaign groups.

Wednesday, July 15, 2009

Tuesday, July 07, 2009

Uighur resentment at Beijing's rule

By Michael Dillon
Historian on Islam in China

The violence in Xinjiang has not occurred completely out of the blue.

Its root cause is ethnic tension between the Turkic Muslim Uighurs and the Han Chinese. It can be traced back for decades, and even to the conquest of what is now called Xinjiang by the Manchu Qing dynasty in the 18th Century.

In the 1940s there was an independent Eastern Turkestan Republic in part of Xinjiang, and many Uighurs feel that this is their birthright.

Instead, they became part of the People's Republic of China in 1949, and Xinjiang was declared one of China's autonomous regions, in deference to the fact that the majority of the population at the time was Uighur.

This autonomy is not genuine, and - although Xinjiang today has a Uighur governor - the person who wields real power is the regional secretary general of the Chinese Communist Party, Wang Lequan, who is a Han Chinese.

Inward migration

Under the rule of the Communist Party, there has been considerable economic development, but life has been made more difficult for the Uighurs over the past 20-30 years by the migration of many young and technically-qualified Han Chinese from the eastern provinces.

These new migrants are far more proficient in the Chinese language than all but a few Uighurs, and tend to be appointed to the best jobs.

Not surprisingly, this has created deep-seated resentment among the Uighurs, who view the migration of Han into Xinjiang as a plot by the government to dilute them, undermine their culture and prevent any serious resistance to Beijing's control.

More recently, young Uighurs have been encouraged to leave Xinjiang to find work in the rest of China, a process that had already been under way informally for some years.

There was particular concern at government pressure to encourage young Uighur women to move to other parts of China in search of employment - stoking fears they might end up working in bars or nightclubs or even in prostitution, without the protection of family or community.

Islam is an integral part of the life and the identity of the Uighurs of Xinjiang, and one of their major grievances against the Chinese government is the level of restriction imposed on their religious practices.

There are far fewer mosques in Xinjiang than there were before 1949, and they are subject to severe restrictions.

Children under the age of 18 are not permitted to worship in the mosques, and neither are officials of the Communist Party or the government.

Madrasas - religious schools - are also strictly controlled.

UIGHURS AND XINJIANG
  • Uighurs are ethnically Turkic Muslims
  • They make up about 45% of the region's population. 40% are Han Chinese
  • China re-established control in 1949 after crushing short-lived state of East Turkestan
  • Since then, large-scale immigration of Han Chinese
  • Uighurs fear erosion of traditional culture
  • Sporadic violence since 1991
  • Attack on 4 Aug 2008 near Kashgar kills 16 Chinese policemen
  • Other Islamic institutions that were once a central part of religious life in Xinjiang have been banned, including many of the Sufi brotherhoods, which are based at the tombs of their founders and provided many welfare and other services to their members.

    All religions in China are subject to control by the State Administration for Religious Affairs, but the restrictions on Islam among the Uighurs are far harsher than against most other groups, including the Hui who are also Muslims but are Chinese speakers.

    This severity is a result of the association between Muslim groups and the independence movement in Xinjiang, a movement that is absolute anathema to Beijing.

    There are groups within Xinjiang that support the idea of independence, but they are not allowed to do so openly because "splitting the motherland" is viewed as treason.

    During the 1990s - after the collapse of the Soviet Union and the emergence of independent Muslim states in Central Asia - there was an upsurge in open support for these "separatist" groups, culminating in huge demonstrations in the city of Ghulja in 1995 and 1997.

    Beijing suppressed those demonstrations with considerable force, and activists were either forced out of Xinjiang into Central Asia and as far away as Pakistan or were obliged to go underground.

    'Climate of fear'

    Severe repression since the launch of a "Strike Hard" campaign in 1996 has included harsher controls on religious activity, restrictions on movement, the denial of passports and the detention of individuals suspected of support for separatists and members of their families.

    This has created a climate of fear and a great deal of resentment towards the authorities and the Han Chinese.

    It is surprising that this resentment has not erupted into public anger and demonstrations before now, but that is a measure of the tightness of control that Beijing has been able to exercise over Xinjiang.

    There are a number of emigre Uighur organisations in Europe and the United States; in most cases they advocate genuine autonomy for the region.

    In the past, Beijing has also blamed an Eastern Turkestan Islamic Movement for causing unrest, although there is no evidence that this ever existed in Xinjiang.

    The authorities in Beijing are unable to accept that their own policies in Xinjiang might be the cause of the conflict, and seek to blame outsiders for inciting the violence - as they do in the case of the Dalai Lama and Tibet.

    Even if Uighur emigre organisations wished to provoke unrest, it would be difficult for them to do so and there are, in any case, sufficient local reasons for unrest without the need for external intervention.

    Michael Dillon is the former director of the Centre for Contemporary Chinese Studies at the University of Durham. He is also the author of a book entitled Xinjiang: China's Muslim Far Northwest.


    Monday, July 06, 2009

    Robert McNamara (RIP)



    He won´t be missed.

    Uighurs Are Not Chinese


    The Chinese Gov prohibits the use of this flag - afraid of something?


    Clearly Chinese, as you can see.



    Q&A: China and the Uighurs

    The latest unrest in China's western Xinjiang region follows a long history of discord between China's authorities and the Uighur minority.

    Who are the Uighurs?

    The Uighurs are Muslims. Their language is related to Turkish and they regard themselves as culturally and ethnically close to other Central Asian nations.

    The region's economy has for centuries revolved around agriculture and trade, with towns such as Kashgar thriving as hubs along the Silk Road.

    In the early part of the 20th Century, the Uighurs briefly declared independence. The region was brought under the complete control of communist China in 1949.

    Officially, Xinjiang is now described by China as an autonomous region, like Tibet to its south.

    What are China's concerns about the Uighurs?

    Beijing says Uighur militants have been waging a violent campaign for an independent state by plotting bombings, sabotage and civic unrest.

    Since the 9/11 attacks in the US, China has increasingly portrayed its Uighur separatists as auxiliaries of al-Qaeda.

    It has accused them of receiving training and indoctrination from Islamist militants in neighbouring Afghanistan.

    However, little public evidence has been produced in support of these claims.

    More than 20 Uighurs were captured by the US military after its invasion of Afghanistan. Though imprisoned at Guantanamo Bay for six years, they were not charged with any offence. Albania accepted five in 2006, four were allowed to resettle in Bermuda in June, 2009, while the Pacific island nation of Palau has agreed to take the others.

    What complaints have been made against the Chinese in Xinjiang?

    Activists say the Uighurs' religious, commercial and cultural activities have been gradually curtailed by the Chinese state.

    China is accused of intensifying its crackdown on the Uighurs after street protests in the 1990s - and again, in the run-up to the Beijing Olympics.

    Over the past decade, many prominent Uighurs have been imprisoned or have sought asylum abroad after being accused of terrorism.

    China is said to have exaggerated the threat from Uighur separatists in order to justify repression in the region.

    Beijing has also been accused of seeking to dilute Uighur influence by arranging the mass immigration of Han Chinese, the country's majority ethnic group, to Xinjiang.

    Han Chinese currently account for roughly 40% of Xinjiang's population, while about 45% are Uighurs.

    What is the current situation in Xinjiang?

    Over the past decade, major development projects have brought prosperity to Xinjiang's big cities.

    The activities of local and foreign journalists in the region are closely monitored by the Chinese state and there are few independent sources of news from the region.

    China has been keen to highlight improvements made to the region's economy while Uighurs interviewed by the press have avoided criticising Beijing.

    However, occasional attacks on Chinese targets suggest Uighur separatism remains a potent - and potentially violent - force.

    A protest in July in Urumqi, the region's capital, turned violent, with about 140 people killed and hundreds injured.

    Authorities blamed Xinjiang separatists based outside China for the unrest, while Uighur exiles said police had fired indiscriminately on a peaceful protest calling for an investigation into the deaths of two Uighurs in clashes with Han Chinese at a factory in southern China.

    Saturday, July 04, 2009

    Next Generation?


    The First One


    Over The Moon


    Saturn V - Rocket Science


    Friday, July 03, 2009

    The Eagle Has Landed


    In the mid-60s, a golden generation of highly trained whizz kids was pouring out of American universities with PhDs in maths, engineering and chemistry. "It was the generation that went on to drive the development of silicon valley in the 1970s," says Dave Parker, director of the British National Space Centre. "And those people made the moon landing happen."

    Wernher von Braun, spirited from postwar Germany in Operation Paperclip, designed the mighty Saturn V rocket, as high as St Paul's Cathedral, which was to carry Nasa astronauts to the moon. "The Saturn V was 365ft tall and made from millions of separate parts, and every single time they pressed the go button it worked," Parker says. "Every single time."

    Getting off Earth was difficult, but even tougher tasks lay ahead. Colin Pillinger, who led the doomed UK efforts to land the Beagle 2 probe on Mars in 2003, says: "For Kennedy to stand up and say they were going to the moon and then to put a time limit on it was foolhardy. They just didn't have the technology."

    Nasa originally intended to send a giant rocket to the moon, where it would land and then return. Instead, it settled on a more complicated plan involving multistage spacecraft, mid-space docking manoeuvres and a heartstopping final descent in a clumsy lunar lander.

    "Everything in it was a step further than they had been before, and they had to do them all one after the other," Pillinger says. "There were single points of failures everywhere you looked." A single point of failure is a critical step that will bring the whole system crashing down if something goes wrong. In space, one single point of failure is the difference between life and death.

    Getting off Earth was only the beginning. Parker says: "Getting to the moon is twice as hard as getting into orbit, and landing on the moon is twice as hard as getting there. And coming home is twice as hard again." A speech for President Nixon in the event of failure was written before the astronauts even left Earth.

    As the Apollo 11 astronauts headed for the moon, their course trajectory was crucial. The moon is a big target, but the rest of the universe is even bigger. Of the dozen or so robot probes sent to explore the moon by the US and the Soviet Union before Apollo 11 took off, enough had missed the moon for Nasa to be concerned. The course could be tracked and corrected mid-flight, but that needed precisely timed firing of the engines.

    "That's why the guidance computers were developed, to make sure they got the timing just right," says Doug Millard, senior curator of space technology at the Science Museum in London. But the term "computer" only barely applies to Nasa's primitive processing technology. Pillinger says: "The only calculator available to scientists at the time was the size of a cash register. You put the levers in the right place and wound the handle." Forget Twitter. While Nasa was at the bleeding edge, the 60s was a time when chemists still relied on logarithm tables, and engineers carried slide rules.

    Forty years on, Tim Stevenson, chief engineer at Leicester University's Space Research Centre, says the real achievement of Apollo was less tangible than the programme's whizz-bang technology: fuel cells, inertial guidance systems, freeze-dried food, fire retardants and cordless power tools.

    "Apollo was the combination of technologies, none of which was particularly dramatic. Combining it was the achievement. This was a bunch of people who didn't know how to fail. Apollo was a triumph of management, not engineering."



    Wednesday, July 01, 2009

    The Biggest Artist?


    Align Centre


    Sunday, June 28, 2009

    Coup D´etat in Honduras...





    Back to bad old times...?




    English & Welsh- All British?

    Woman thrown out of shop for speaking Welsh



    They have put up with countless jokes about leeks and have suffered Anne Robinson's constant description of them as irritating. But now it seems the Welsh have something to be truly angry about.

    Simply speaking in their native tongue, it seems, can get them into trouble. Rosemary Dean claims that she was kicked out of a gift shop on the Isle of Wight for speaking in Welsh. The shopowner, she says, was offended by the language.

    Dean was celebrating her 60th birthday with her sister in Shanklin when she stopped by Grange Gifts to buy a present for her granddaughter. She claimed yesterday that she was was talking in her native tongue to her sister, discussing what to buy, when the owner asked her to speak in English.

    The argument that followed led to Dean and her sister being asked to leave the store. But she was determined not to leave it at that, and has reported the incident to the Welsh equality and human rights commission.

    She explained: "It was unbelievable. We were just talking in Welsh about the goods in the shop and the woman behind the counter shouted at us to stop.

    "There was no warning, she just launched into us. She got really angry and admitted she was discriminating against the Welsh.

    "I was not even talking to her and if I was I would have spoken English – it would have been rude otherwise."

    Sue Pratley, the shopowner, said: "I made a comment to them that I wished they would speak English but she took issue with that. I do not want to go into detail about what happened. I did not ban them from the shop but I did ask them to leave."


    Morale: Can you imagine someone being thrown out of a shop say in the Welsh-speaker area of Snowdonia in North Wales because someone speaks English, with her sister, in the shop? Fascist nonsense they would say, wouldn´t they? same here. (Note of C.T.)




    Thursday, June 25, 2009

    Michael Jackson (RIP)












    A myth has born.
    An homage to the artist "10 x bigger than Elvis".


    Gay David?


    Farrah Fawcett (RIP)


    Wednesday, June 24, 2009

    Complex Iran


    Sunday, June 21, 2009

    Google Today


    Secrets of a nimble giant

    Technology companies usually get slower as they get bigger - so why is Google as fast as ever? Co-founder Sergey Brin tells Jemima Kiss how size can make for innovation.


    It was Rupert Murdoch who summed up success in the digital age when he said: "Big will not beat small any more - it will be the fast beating the slow." That might be inspiring for startups, but in the process-laden, corporate environment, how can big companies keep their edge by moving quickly and lightly? This has become something of an obsession for Google watchers, who have seen the college research project develop into a multi-billion-dollar phenomenon, stretching from mobile software and blogging to social networking and the ubiquitous search. How does a company with 20,000 staff manage to keep innovating?

    Sergey Brin, Google's co-founder, thinks size should help. "It's important for people to realise that you should benefit from the scale - if you're not benefiting then you're doing something wrong, and might as well break up into lots of little things. Instead of having our employees in large buildings, we could have several thousand houses each with a garage - there's nothing stopping us from doing that. But the fact is that as we scale, we should be able to take advantage of that. Look at how many colleagues can you talk about a specific issue with, and how can you take advantage of a piece of infrastructure that the company already has."

    Google's infrastructure - and those enviable facilities - are much reported, from the lavish, free canteen and commuter shuttles to the infinity pool at the Mountain View headquarters. The Sydney office has equally fine trimmings, with lava lamps and great views, which may or may not have contributed to the birth of its most recent tech toy, the communications tool Wave. Tapping several sweet spots in web development, Wave aggregates real-time Twitter-esque instant messaging with email, wiki-based collaboration features and social networking.

    Wave of confidence

    Brin doesn't get his hands dirty with quite as many of Google's tech projects as he'd like, so he says he's "trying to take time to do more of that". But when Lars and Jens Rasmussen came to him with the idea for Wave, it was their track record that gave him confidence in the project. The pair joined Google with the acquisition of their mapping startup Where 2 Technologies in October 2004; that grew into the first incarnation of Google Maps.

    "We have been gradually embracing the idea that once you're successful, we give you much more latitude," says Brin. "Somebody who has a success under their belt has really demonstrated accomplishment and in that case we will give them generally more liberty. When they came and proposed this idea they said, 'We want to do something new and revolutionary, but we're not even going to tell you what it is. And we want to go back to Australia, hire a bunch of people and just work on it.' That was a crazy proposal," Brin says, and not one many businesses would have supported. "But, having seen their success with Maps, I felt that it actually was pretty reasonable." It was two years ago that Brin agreed to support the project, and the full version of Wave will be released later this year.

    Google was one firm rumoured to be looking at acquiring Twitter, and the two are known to be talking about a possible real-time search collaboration. But despite the real-time elements of Wave, the project was conceived before Twitter had achieved momentum. Brin says the team wasn't aware of Twitter at the beginning, but wanted to create something timeless. "The very first demo that they showed me had, for example, character-by-character typing, which actually made me nostalgic because the old Linux systems all did that with Talk."

    Mainstream manifesto

    As well as organisational structure and the track record of engineers, Brin talks about intuition around projects that might translate to something more mainstream. "That essentially takes taste, I would call it, and a certain kind of intuition. People may or may not have that kind of intuition - that's why for something like Wave the prior success on a mass consumer scale is what gave me confidence that these guys can do that again in another field."

    With that $131bn market value, Google is in an unusually powerful financial and strategic position to give its engineers this kind of latitude. The downturn has barely dented Google's research and development budget, which was reduced to $641m (£392m) for the first quarter of this year from $673m in 2008. Around 36% of its staff work in R&D in total, and the entire 2008 R&D budget was a staggering $2.79bn.

    Despite appearing to suffer mildly from the economic climate, Brin has previously said that tough times bring out the best of the Valley because when there's too much money around, "you get a lot of noise mixed in with the real innovation and entrepreneurship".

    Companies can traditionally buy in innovative products, as happened with Where 2, or develop in-house. The most well-known Google initiative for encouraging innovation in-house is its "20% time" strategy, which has almost become an innovation cliché. The idea that 80% of an engineer's time is spent on the day job and 20% pursuing a personal project is a mathematician's solution to innovation, Brin says. Some staff secretly admit their 20% time is spent catching up with the day job, but the firm insists the strategy has led to Google News, Gmail and the mighty AdSense system, among other things.

    New priorities

    What could established media companies learn from Google's approach to innovation? Given the perfect storm of economic meltdown and once-in-a-generation collapse of their business model, innovation may well have slipped off the priority list for old media. Perhaps it is time to rephrase the challenge, says Brin. "Any conversation I have about innovation starts with the ultimate goal - in this case what the reader is trying to accomplish, and what would make that better. Somebody reading up on the news wants to be kept up to date, and quickly." News sites offer some useful content, but there's a lot of duplication. "I don't have a solution for you - I'm just saying that I think posing the problem correctly is perhaps more important than defining the solution. People want to have good, engaging, high-quality information about things going on right now in the world."

    In-house, Google uses a project database and an ideas mailing list to manage new projects. While noting ideas on the mailing list is important, it is less significant than the project database, says Brin, which lists weekly updates on who is working on what, their goals, progress and links to documentation. That distinction has to be instilled in the company culture.

    "It's important not to overstate the benefits of ideas," he says. "Quite frankly, I know it's kind of a romantic notion that you're just going to have this one brilliant idea and then everything is going to be great. But the fact is that coming up with an idea is the least important part of creating something great. It has to be the right idea and have good taste, but the execution and delivery are what's key."



    Samuel Beckett





    Friday, June 19, 2009

    Geopolitics: Alfred T. Mahan



    The notion that geography is power is making an unwelcome comeback in Asia

    A CENTURY ago the ideas of an American naval officer, Alfred Thayer Mahan—pal of Teddy Roosevelt, inventor of the term “the Middle East”, advocate of American expansionism in Asia and father of the modern American navy—were much in vogue among military strategists and great-power leaders. Now they are back in fashion again, this time among Asia’s rising powers.

    Mahan was a founding father of geopolitics, in particular the notion that geography—poring over maps—should inform foreign policy more than any other consideration. It was the wine-dark sea that interested him most. His book, “The Influence of Sea Power Upon History”, was self-fulfilling, helping sea power shape history, though not for the better. Mahan concluded that command of seaborne commerce was the key to winning wars, and that what was needed was an “overbearing power on the sea which drives the enemy’s flag from it”. Wilhelm, the German Kaiser, loved the book, once saying he was trying to learn it by heart. The naval arms race between Germany and Britain that followed was both catastrophic and avoidable.

    The understanding of sea power has since evolved, yet Mahan is now hugely admired in Asia’s two most populous powers. Banyan was recently in Singapore for the Shangri-La Dialogue, run by the International Institute for Strategic Studies, a London think-tank. It seems Britain’s former naval dominance of Asia has been forgiven or forgotten (or perhaps is recalled with admiration), for this forum is where defence types now get together with old friends and future foes. And whenever Banyan prodded a military man from India or China, out leapt a Mahanite.

    For China’s strategic planners, securing sea lanes against hostile powers has become perhaps the chief preoccupation. For India’s, it is the growth of China’s presence in its backyard, in and around the Indian Ocean. In both countries Mahan is pressed into service in one planning paper after the next. James Holmes and Toshi Yoshihara of the United States Naval War College have followed the uses and abuses of Mahan. He is often selectively quoted, suppressing his equal emphasis on peaceful commerce. There is also this dictum: “Whoever controls the Indian Ocean dominates Asia. This ocean is the key to the seven seas in the 21st century. The destiny of the world will be decided in these waters.” Both Chinese and Indian papers quote it. But it is a fabrication; Mahan never wrote it.

    That Asia should be looking to the sea makes sense. Threats to the two biggest countries historically came from their Central Asian hinterlands. But in terms of the spread of commerce, culture, religion and empire, Asia’s is a largely maritime history, carried on the monsoon winds. Asia’s modern “miracle”—economies plugged into globalised networks of supply and demand—is essentially a littoral story too, even when it falters, as now. A remarkable sight in Singapore is possibly the largest fleet ever gathered: hundreds of supertankers and bulk carriers from around the world, lying idly at anchor.

    Despite the global slump, Asian growth continues. More than four-fifths of crude oil bound for China crosses the Indian Ocean before passing through the narrow Malacca Strait. Vast ship-borne imports of iron ore, coal and bauxite make up other raw ingredients for Chinese growth. India imports four-fifths of its oil, mostly from the Persian Gulf, plus liquefied natural gas from Qatar and Indonesia. Writing in Foreign Affairs, Robert Kaplan, an American journalist, whose poring over maps also suggests Mahanite tendencies, describes the whole Indian Ocean seaboard as “a vast web of energy trade”. Global energy needs are expected roughly to double by 2030, with India and China accounting for nearly half of the new growth in demand. Maritime security concerns are inevitable and legitimate.

    The danger comes when concerns are amplified or imagined, and hitched to Mahanite prescriptions. The chief threats to peace in Asian waters come from non-state or pariah-state actors: Somali pirates, North Korean nuclear smugglers, water-borne jihadists, drug- and people-traffickers. For Chinese strategists, however, the threats are still America and India. In Singapore Robert Gates, America’s defence secretary, met his Japanese and South Korean counterparts, to reassure them in the face of North Korea’s nuclear bluster. Yet a Chinese general disapproved of the meeting and bluntly told Banyan that America’s alliances in North-East Asia were intended to threaten China.


    Other strategists gaze at maps and conjure up evil shapes. For Japanese imperialists (also Mahan fans), the Korean peninsula was a dagger at Japan’s heart; for Chinese strategists it is a threatening “bridgehead”. As for the Indian subcontinent, it is, in this Chinese analysis, “akin to a massive triangle reaching into the heart of the Indian Ocean” or, like Japan and Taiwan, “a giant and never-sinking aircraft-carrier”. India, in turn, espouses its own “Monroe doctrine”, demanding that outsiders keep out of its backyard. So it decries China’s “string of pearls” (roads, pipelines and ports being built in friendly countries around the Indian Ocean) as a provocation. Rivalry is helping drive a build-up of naval arms: three new aircraft-carriers for India; new destroyers, submarines and hints of an aircraft-carrier programme for China.

    Mercifully, it is not all preordained to end in a rerun of 1914. The task of economic development concentrates Chinese and Indian minds at home. Smaller Asian navies are expanding as a counterbalance to the big powers, and they have an interest in keeping hands off the choke-point of the Malacca Strait. And America remains the defining force in Asia, able for now to enforce the peace. But, even if history never repeats itself, the persistence of Mahan’s doctrines suggests the past likes to have a try.