Summer ferry schedule about to set sail
The Washington State Ferry System is adding more boats to the fleet this summer.
This is part of the updated seasonal ferry schedule to make sure everyone gets where they need to go.
They say the main goal is to make the ferries accessible for everyone, meaning with the extra service, people won't have to wait in line for these ferries nearly as long.
Right now, there are 15 ferries in service, and soon that number will jump to 18 during the summer months. In total, WSF has 21 operational ferries, but the last three are only rotated in if another ferry is broken.
Dana Warr with WSF said the additional Bremerton ferry service begins June 15, the 'Triangle' gets a third boat on June 30, and the Port Townsend/Coupeville line will have increased service every weekend starting July 4.
Warr tells us the International Ferry Route to Canada is also in the works, but that won't be in the water until 2030.
'That's very exciting very good news because the less you have to wait the better it is the better your day is,' ferry passenger Kathy Burke said.
This is returning the ferry service to almost full capacity, three years ahead of schedule.
'We understand the struggles that the community and people working have had trying to get back and forth we are excited to bring more boats in,' Warr said.
Some ferry riders, like Marshall, tell us they see a lot of delays and cancellations.
'We wait all the time, especially for the islands, going out to Friday Harbor, that's the big one. You really have to know your schedules and holidays, anything like that that might be happening,' Marshall said.
Burke tells us the increased service will make traveling much easier.
'It's just something you learn to live with when you use the ferries and live in Washington,' Burke said.
There can always be unexpected interruptions, so even with the increased service, make sure to check the ferry schedule before you go.
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Harvard Business Review
15 hours ago
- Harvard Business Review
How to Phrase Your Questions When You Need Honest Answers
Oftentimes at work, we encounter situations that require us to uncover the truth. Your manager may not want to tell you that you don't have a chance at a promotion this year because they fear they'd upset you or trigger a conflict. Or your team member may tell a self-serving lie to avoid getting blamed for a delay on a project. In a serious instance of employee misconduct or when things go terribly awry on a project, you may need to gather truthful information and compile evidence to make a decision or find a way forward. Simply asking, 'How did you miss that critical piece of information?' or 'Why didn't I get promoted?' aren't enough. Consider the story of Marshall, who is a composite of a few different real-life scenarios we have seen play out through our work and research. Marshall is a business analyst at a strategy consulting firm and has been eyeing an opportunity to join a high-visibility digital transformation project led by Chloe, an engagement manager. Marshall knows that landing the opportunity would set him on the fast track for a promotion. He emailed Chloe about the opportunity after hearing about it from one of his peers. But he hasn't heard back from her yet, and other peers are already getting staffed on the project. He's not sure what's causing the hold up since his background and experience match well with the client's industry. What Marshall doesn't know is that Chloe has lingering concerns about his performance on a pharmaceutical project he worked on with another engagement manager last quarter. The manager had told Chloe that Marshall lacked assertiveness when questioned by the client, and Chloe is concerned that Marshall would struggle in a client-facing role. Marshall knows that he needs to figure out what the problem is so that he can make necessary adjustments before the project is completely staffed. Specifically, Marshall must determine how to approach Chloe and pose questions that would elicit honest information about Chloe's impressions of him. What should he do? How to Uncover the Truth Based on scenarios like this and our research on the effect of question phrasing on deception, here is evidence-based advice on how you can get people to tell the truth. 1. Do your homework before starting a conversation. Homework is particularly important before you begin a conversation, especially for those that have the potential to become confrontational. You are more likely to succeed in extracting the truth when you are well prepared. In a research study that we conducted on how experts detect insurance fraud, we interviewed special investigators at a large auto insurance company and learned that one of the key reasons for success was the careful, detailed work that investigators undertook to prepare for interviews with those who had committed the fraud. These special investigators canvased neighborhoods, spoke with witnesses, conducted database searches, and gathered evidence. When they spoke with claimants, the investigators had all their facts right. So, for example, let's say you want to find out from your manager why you weren't promoted. You need to develop a strong fact base. You should record a timeline of your work achievements and privately discuss with trusted peers whether and how your contributions have been valued by others. Get a sense of how long it has taken your peers to get promoted, what skills they had and how your skills match theirs, and what the current state of the business unit is. Being well prepared with facts makes you more persuasive and helps steer the conversation towards the truth. 2. Lay the foundation for honest communication. Start the conversation by laying the groundwork to build honesty and trust. Detective Joseph Rovnan, a crisis negotiator in Philadelphia, routinely asks his counterparts the following question: 'Do you want me to be honest with you?' Invariably, people say 'yes,' and he builds a foundation for honest communication from there. Establishing this norm early on is one of the most important steps you can take in eliciting honesty from others. Of course, there are always some details that the other party would rather not disclose—such as a leader not being in a position to divulge sensitive company information. And that's okay. They may set boundaries by explaining what is confidential, what they would need to consult with another party on, or what they do not have the authority to disclose. But in that, they're being honest in what they can and cannot tell you. In such instances, you should acknowledge boundaries and still reinforce the norm for honesty and credibility. 3. Build rapport. Rapport is the mutual expression of positivity and interest that breeds familiarity and liking, which can help establish trust between individuals. Open the conversation with a lighter tone and start by seeking common interests. Ask your counterpart to clarify and explain things to show that you're attentive and are invested in the conversation. Be respectful. When they speak, acknowledge your counterpart's point of view, and don't interrupt them as that can make them feel inferior. Express empathy as it helps validate other people's feelings and builds trust in return. 4. Frame your questions thoughtfully. After telegraphing a commitment to honesty and building rapport, the next important step, according to our research, is to ask a direct question. We define a direct question as a straightforward inquiry that seeks a specific response without much room for interpretation or avoidance. But the trick lies in asking the right kind of direct question, which influences the information you receive. Most of us typically ask questions that fall into one of three categories: general questions, direct questions that presume a problem, or direct questions that presume normalcy. In our research, we found that direct questions that presume a problem are far more likely to elicit an honest response than general questions or direct questions that presume that there is no problem. Furthermore, we found that individuals who ask direct questions that presume a problem are more likely to be perceived as knowledgeable and assertive. Let's consider another example. Say you're a hiring manager and you're meeting with a job candidate. You want to extend an offer, but you want to uncover whether the job candidate has a viable, competing job offer that they might accept. If you ask a general question ('Where are you in your job search process?') or one that presumes the candidate has no other options ('Are you looking forward to this job opportunity at our company?') you may not get the response you need. But if you presume a problem ('Is there anything holding you back from our job opportunity, such as a competing offer?'). The job candidate becomes more likely to disclose that they have another job offer without feeling cornered. 5. Make deception hard(er). Deception—the act of keeping the truth hidden from someone for one's own advantage—is difficult to detect and there are often short-term benefits that make deception tempting. But it's possible to make it hard for someone to deceive you. First plan to have the conversation by meeting in person. To lie, people need to control their verbal and emotional expressions, so lying to someone's face is more difficult than lying at a distance, such as on the phone or over email. Second, try and boost the cognitive load on your counterpart. Lying requires us to think harder to keep track of the truth and the lie, and that increases the cognitive load on the person. Let's go back to the hiring manager example. A common challenge for hiring managers is verifying the qualifications and achievements of a candidate. Some candidates may exaggerate their skills, experience, or certifications to make themselves more appealing. To counteract this, a hiring manager could further boost a candidate's cognitive load by asking about something that happened out of chronological order or asking for minute details. This makes people more likely to make mistakes in their responses, enabling you to discern the truth. Here's how the advice above plays out with Marshall and Chloe. Marshall gathered information before approaching Chloe. He looked at his past projects and spoke to former managers and colleagues. He looked at the feedback he received and focused on how it might translate into this new project. He then asked to meet with Chloe in person, rather than relying on an email exchange or a virtual meeting. He started the conversation by building trust and honesty: 'Chloe, I believe in being honest, and I appreciate the same in return.' And Chloe responded, 'Marshall, honesty and openness are essential to how I work too, so I'm glad we're on the same page. If there's something on your mind, I'm here to discuss and work through it together.' To build rapport, Marshall avoided making an accusation like, 'You never acknowledged my interest in joining the team.' Instead, Marshall was respectful and expressed empathy by saying, 'I can see that you have been busy staffing the best project team possible, and I would like to discuss how I can make a contribution.' Marshall then asked follow-up questions to request specific, detailed information. Instead of asking a generic question like, 'How's the team coming together? Are you still recruiting for it?' Marshall asked a question that presumes a problem: 'What concerns do you have about me becoming a member of your project team?' In return, Chloe responded, 'I heard that you are a good team player, but I am not sure whether you are the right fit for the project based on your previous engagement.' Marshall dug deeper by asking, 'I believe that I could make a valuable contribution to your team, can you please share what specifically concerns you based on the previous engagement?' Chloe shared that Marshall appeared to lack assertiveness during the previous client presentation, and that the upcoming client has a reputation for being skeptical and asking tough questions. Ultimately, Marshall received constructive feedback and gained a clear understanding about why he was not chosen. Armed with this new knowledge, Marshall sought mentoring and training, and, six months later, he worked with Chloe on a new consulting project. . . . While getting someone to tell the truth is a difficult task, fortunately, there are things that you can do to improve your chances of getting an honest answer and to curtail your risk of being deceived. Following these steps will not guarantee that everyone will tell you the truth at all times, but they will make it more likely. Sometimes, the truth can hurt, but truthful information is essential for learning, growth, and professional development.
Yahoo
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Upfronts Kick Off: Hollywood's Ad Dollar Scramble Arrives in Strangest Market in Years
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Those tentpoles probably require a deeper dive, because if there is likely to be one takeaway from this week, it would be this: Every major entertainment company, be they streaming or linear or both, will lean hard on live sports and tentpole events. Why? They command the attention of consumers, the highest rates from advertisers, and simply have the most demand. And given the overall market, media companies believe that putting sports and tentpoles at the center of their sales pitch can help the overall bundle of assets they are selling. 'For clients that are thinking about spending less in the upfront, its basically because they have found that they can get whatever they want in scatter [the market where buyers buy spots much closer to their run date] and not commit to the pricing upfront,' the media buyer says. 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Chicago Tribune
a day ago
- Chicago Tribune
Two World War II vets to attend Rails to Victory reenactments at South Elgin trolley museum
The guests of honor at this weekend's Rails to Victory World War II reenactment and encampment in South Elgin are two men who experienced the war firsthand more than 80 years ago. Duane Stevenson, 100, of St. Charles, and Bob Marshall, a 101-year-old Franklin Park resident, fought in the Pacific during the war and are scheduled to attend the first day of the two-day event being held Saturday and Sunday at the Fox River Trolley Museum. 'That generation is coming to an end,' museum member Ron Ruhl said. 'We want those who are still around to know that their sacrifices will never be forgotten, and we were fortunate enough to be able to invite these men who served back then.' The reenactment features actors playing out a variety of scenes along a series of trolley ride stops, capturing not only battle scenes but others involving incidents that would have taken place during the war. Because there will be theatrical gunfire and recreations of military fights, it may not be appropriate for younger children, organizers said. Two trolley rides are offered on each day and take participants on a tour of the camp and to different scenes along the route over the course of two to three hours. Ruhl said the museum was able to invite Marshall because he knows him from their involvement with American Legion Post 974 in Franklin Park, where they both live. Stevenson was a guest at Rails to Victory event in 2023. With help from Colinette Marshall, his wife of 42 years, Bob Marshall provided an overview of his time in the service and life thereafter. Marshall enlisted in the U.S. Marine Corps shortly after graduating from Lane Tech High School in Chicago, serving from October 1943 until June 1946. He worked primarily as a radio operator and eventually attained the rank of staff sergeant. His tour included time on the Philippine islands of Mindanao and Malingin. Once the war ended, Marshall remained in the military and while stationed in Beijing, took part in missions delivering supplies by cargo plane to bases across Asia and the Pacific, he said. 'I was lucky that I didn't see combat,' Marshall said. He returned to Chicago, attended Roosevelt University on the GI Bill, moved to Franklin Park, married and started a family, Collinette said. After his first wife died of cancer, he met Collinette when they both worked at Automatic Electric in Northlake. Marshall was very involved in the community, serving as a Franklin Park police and fire commissioner for 15 years, a member of the local Kiwanis Club for 50 years and an AARP driving teacher for 25 years. He and Collinette were active with the Franklin Park American Legion Post and made frequent trips to the Hines VA Hospital near Maywood to visit veterans being cared for there, they said. 'It's important to reach out to those who have served,' Colinette said. When Marshall reached his centennial year, Franklin Park Mayor Barrett Pedersen declared May 7 to be Robert Marshall Day. The attention has been 'fabulous, but it's made me exhausted,' Marshall said. That said, he and his wife are looking forward to the trolley museum event, he said. Stevenson is an Elmhurst native who was drafted into the Army at age 19 and served from 1943 to 1946. As part of a combat engineering corps, Stevenson said he fought in Guam, the Philippine island of Leyte and Okinawa, Japan. He 'never goes into the details, just the highlights' of his time in the military, where he was never injured but saw many killed, he said. 'Okinawa was one of the worst battles of all,' Stevenson said. After the war ended in the Pacific, he was stationed in Japan and was part of a unit that visited Hiroshima, destroyed by an atomic bomb dropped on Aug. 6, 1945. What he saw remains with him to this day, he said. 'It was devastating,' Stevenson said. After being discharged, Stevenson returned to Elmhurst, first working as a truck driver and later as a real estate agent. He and his family lived in Lombard for a time before building a home along the Fox River in St. Charles more than 30 years ago. Stevenson's wife died of cancer in 2010, and one of his two daughters is also deceased. He lives independently, and he still drives, he said. To mark his 100th birthday in 2023, St. Charles recognized Stevenson at the town's Veterans Day ceremony. This past November, he was filmed for a YouTube video discussing his war experiences with students from Bell Graham Elementary School. He told them he was never afraid during combat because he believed death was inevitable. That he survived to reach the age he has was not expected, Stevenson told The Courier-News. 'Luck's been on my side all these years,' he said. The two veterans will be watching events and speaking with attendees as part of the event from 10 a.m. to 3 p.m. Saturday, with trolley expeditions leaving at 10:30 a.m. and 2:30 p.m. Reenactments also will be held on Sunday, with rides starting at 9:30 a.m. and 1:30 p.m. Tickets cost $24. For tickets and more information, go to
