Simon Commission

In Government of India act, 1919 there was a provision, that to examine the constitutional reforms and to know the reaction of Montage-Chelmsford reforms after ten years a government will appoint a commission who will make recommendations for adequate amendment. According to government Montage-Chelmsford reforms were infavor of Indian natives but on the opposite side the Indian natives were not satisfied of these reformers it was against their expectation So, however some things was better than nothing but it was reality that government was failed to get the favor of Indian people.

In, 1927 Lord Irwin was Viceroy of India. Who appoint a commission under instruction of British government which was consist of seven members under Sir John Simon.  Sir John Simon was its chairman. The instruction were given to the chairman that they had to investigate the Indian constitution problems then they had to present a detailed report in which they mentioned the adequate reforms .All the members of commission were British, even they did not included a single Indian member. Indian leaders make them to realize that to examine the problems and felling of Indian nation they should appoint Indian member in commission so, they can solve the problems of Indian people because without this they cannot take any decision for the future of Indian.

Simon commission reached at Bombay on 3^rd February, 1928.Before the arrival of this commission all the leaders decided that in any case they all will boycott the commission.One day before the arrival of commission viceroy lord Irwin requested them to cooperate with commission but the non-governmental people took it easy. On February, 1928 when the budget session was going to start in assembly they decided to present the resolution for boycott of Simon commission. RajaGhazanfar Ali, Nawab Ismaeel Khan LalaLajpatRai had already spread a wave against the commission. Firstly, Nawab Ismaeel was not agreeing to boycott the commission because he thought that if we boycott against it than it will promote the congress.On16th February, 1928LalaLajpatRai who was the member of the assemblypresented the movement of boycott of commission. The movement was accepted with 62 votes out of 68 except this it was also decided that the members were not going to be sent who were appointed by the central assembly. If the governments itself appoint them they themselves refused to sit with them. Council of commission selected three members but there were restrictions that they will only help them when the commission will needed them.

Unfortunately, at that time Muslim league was decided into two groups Shafi league and Jinnahleague. The confusion amongst them was temporary but during thisperiod Muslim clearlygets to know the intentions of Hindus. Because of this contradiction ideology Sir Shafi supported commission. The reason which he explained to support the commission was that by opposing the commission Hindus will get more chances on government level.According to his idea the congress was Hindu party and every step of Hindus on politics will be against Muslims, If Hindus were opposing the commission it does not mean that theywant to cooperate with Muslims. It was just because that they want to pressgovernment to fulfill their demands.

When Sir John Simon reached Delhi from Bombay he announced that he will considered the opinion of selective members and will make a committee consist on a few members. The committee will always be with them. But the people of India were not satisfied with this announcement. TheCommission started his Indian tour. There were strikes in all over India against commission. But in Lahore there were extreme conditions. On30th October, 1928 the commission reached Lahore through train. People were gathered at the station; at noon big crowd was raising slogans “Simon Go Back”.LalaLajpatRai, Molana Abdul Qadir Qureshi, and MolanaZafar Ali were leading the procession. When they reached near Landa Bazaar there were fence of wires. The procession stopped there and raising slogans against commission. Then suddenly the clash started between police and protesters. The police officer Mr. Scott started beaten the people who were in front line. During this LalaLajpat was hit near his heart at that time he never feel pain but after few days he died of this. The Commission never stopped his work although people were opposing it. And at last on April, 1929 after the tour of India they went back and finally presented their report.

There were following recommendations on Commissions report:

1. The Diarchy system in the provinces should be abolished and all the portfolios should be handed over to the provincial ministers.
2. The power of the central government and the provincial governors should be reduced.
3. Federal system of government should be introduced in India.
4. The right to vote should be extended to more people.
5. An expert committee should be constituted regarding the separation of Sindh from Bombay. The separation of Sindh was not granted in principal. First there would have to be a close and detailed enquiry into the financial consequences which would follow such a step.
6. The demand of the frontier for equal status was also neglected.“The inherent right of a man to smoke a cigarette”, said the report“must necessarily be curtailed if he lived in a powered magazine.”

The report was not acceptable for Muslims, Hindus and also for the elected members of the Indian legislative assembly.

Stefan Larsson : what doctors can learn from each other.

Five years ago, Stefan Larsson was on a sabbatical, and he returned to the medical university where he studied. he saw real patients and he wore the white coat for the first time in 17 years, in fact since he became a management consultant.

There was two things that surprised him during the month he spent. The first one was that the common theme of the discussions he had were hospital budgets and cost-cutting, and the second thing, which really bothered him, actually, was that several of the colleagues he met, former friends from medical school, who he knew to be some of the smartest, most motivated, engaged and passionate people he'd ever met, many of them had turned cynical, disengaged, or had distanced themselves from hospital management. So with this focus on cost-cutting, he asked himself, are we forgetting the patient?

Many countries that you represent and where Stefan Larsson come from struggle with the cost of healthcare. It's a big part of the national budgets. And many different reforms aim at holding back this growth. In some countries, we have long waiting times for patients for surgery. In other countries, new drugs are not being reimbursed, and therefore don't reach patients. In several countries, doctors and nurses are the targets, to some extent, for the governments. After all, the costly decisions in health care are taken by doctors and nurses. You choose an expensive lab test, you choose to operate on an old and frail patient. So, by limiting the degrees of freedom of physicians, this is a way to hold costs down. And ultimately, some physicians will say today that they don't have the full liberty to make the choices they think are right for their patients. So no wonder that some of my old colleagues are frustrated.

At BCG, they looked at this, and they asked themselves, this can't be the right way of managing healthcare. And so they took a step back and they said, "What is it that we are trying to achieve?" Ultimately, in the healthcare system, they're aiming at improving health for the patients, and they need to do so at a limited, or affordable, cost. they call this value-based healthcare. On the screen behind him, you see what they mean by value: outcomes that matter to patients relative to the money they spend. This was described beautifully in a book in 2006 by Michael Porter and Elizabeth Teisberg.

When they started doing their research at BCG, they decided not to look so much at the costs, but to look at the quality instead, and in the research, one of the things that fascinated them was the variation they saw. You compare hospitals in a country, you'll find some that are extremely good, but you'll find a large number that are vastly much worse. The differences were dramatic. Erik, Stefan Larsson father-in-law, he suffers from prostate cancer, and he probably needs surgery. Now living in Europe, he can choose to go to Germany that has a well-reputed healthcare system. If he goes there and goes to the average hospital, he will have the risk of becoming incontinent by about 50 percent, so he would have to start wearing diapers again. You flip a coin. Fifty percent risk. That's quite a lot. If he instead would go to Hamburg, and to a clinic called the Martini-Klinik, the risk would be only one in 20. Either you a flip a coin, or you have a one in 20 risk. That's a huge difference, a seven-fold difference. When we look at many hospitals for many different diseases, we see these huge differences.

But you and I don't know. We don't have the data. And often, the data actually doesn't exist. Nobody knows. So going the hospital is a lottery.

Now, it doesn't have to be that way. There is hope. In the late '70s, there were a group of Swedish orthopedic surgeons who met at their annual meeting, and they were discussing the different procedures they used to operate hip surgery. To the left of this slide, you see a variety of metal pieces, artificial hips that you would use for somebody who needs a new hip. They all realized they had their individual way of operating. They all argued that, "My technique is the best," but none of them actually knew, and they admitted that. So they said, "We probably need to measure quality so we know and can learn from what's best." So they in fact spent two years debating, "So what is quality in hip surgery?" "Oh, we should measure this." "No, we should measure that." And they finally agreed. And once they had agreed, they started measuring, and started sharing the data. Very quickly, they found that if you put cement in the bone of the patient before you put the metal shaft in, it actually lasted a lot longer, and most patients would never have to be re-operated on in their lifetime. They published the data, and it actually transformed clinical practice in the country. Everybody saw this makes a lot of sense. Since then, they publish every year. Once a year, they publish the league table: who's best, who's at the bottom? And they visit each other to try to learn, so a continuous cycle of improvement. For many years, Swedish hip surgeons had the best results in the world, at least for those who actually were measuring, and many were not.

Now Stefan Larsson found this principle really exciting. So the physicians get together, they agree on what quality is, they start measuring, they share the data, they find who's best, and they learn from it. Continuous improvement.

Now, that's not the only exciting part. That's exciting in itself. But if you bring back the cost side of the equation, and look at that, it turns out, those who have focused on quality, they actually also have the lowest costs, although that's not been the purpose in the first place. So if you look at the hip surgery story again, there was a study done a couple years ago where they compared the U.S. and Sweden. They looked at how many patients have needed to be re-operated on seven years after the first surgery. In the United States, the number was three times higher than in Sweden. So many unnecessary surgeries, and so much unnecessary suffering for all the patients who were operated on in that seven year period. Now, you can imagine how much savings there would be for society.

They did a study where they looked at OECD data. OECD does, every so often, look at quality of care where they can find the data across the member countries. The United States has, for many diseases, actually a quality which is below the average in OECD. Now, if the American healthcare system would focus a lot more on measuring quality, and raise quality just to the level of average OECD, it would save the American people 500 billion U.S. dollars a year. That's 20 percent of the budget, of the healthcare budget of the country.

Now you may say that these numbers are fantastic, and it's all logical, but is it possible? This would be a paradigm shift in healthcare, and I would argue that not only can it be done, but it has to be done. The agents of change are the doctors and nurses in the healthcare system.

In Stefan Larsson practice as a consultant, he meet probably a hundred or more than a hundred doctors and nurses and other hospital or healthcare staff every year. The one thing they have in common is they really care about what they achieve in terms of quality for their patients. Physicians are, very competitive. They were always best in class.And if somebody can show them that the result they perform for their patients is no better than what others do, they will do whatever it takes to improve. But most of them don't know. But physicians have another characteristic. They actually thrive from peer recognition. If a cardiologist calls another cardiologist in a competing hospital and discusses why that other hospital has so much better results, they will share. They will share the information on how to improve. So it is, by measuring and creating transparency, you get a cycle of continuous improvement.

Now, you may say this is a nice idea, but this isn't only an idea. This is happening in reality. We're creating a global community, and a large global community, where we'll be able to measure and compare what we achieve. Together with two academic institutions, Michael Porter at Harvard Business School, and the Karolinska Institute in Sweden, BCG has formed something we call ICHOM. You may think that's a sneeze, but it's not a sneeze, it's an acronym. It stands for the International Consortium for Health Outcome Measurement. they're bringing together leading physicians and patients to discuss, disease by disease, what is really quality, what should they  measure, and to make those standards global. They've worked -- four working groups have worked during the past year: cataracts, back pain, coronary artery disease, which is, for instance, heart attack, and prostate cancer. The four groups will publish their data in November of this year. That's the first time they'll be comparing apples to apples, not only within a country, but between countries. Next year, we're planning to do eight diseases, the year after, 16. In three years' time, we plan to have covered 40 percent of the disease burden. Compare apples to apples. Who's better? Why is that?

Five months ago,  Stefan Larsson led a workshop at the largest university hospital in Northern Europe. They have a new CEO, and she has a vision: I want to manage my big institution much more on quality, outcomes that matter to patients. This particular day, they sat in a workshop together with physicians, nurses and other staff, discussing leukemia in children. The group discussed, how do we measure quality today? Can we measure it better than we do? We discussed, how do we treat these kids, what are important improvements? And we discussed what are the costs for these patients, can we do treatment more efficiently? There was an enormous energy in the room. There were so many ideas, so much enthusiasm. At the end of the meeting, the chairman of the department, he stood up. He looked over the group and he said -- first he raised his hand, I forgot that -- he raised his hand, clenched his fist, and then he said to the group, "Thank you. Thank you. Today, we're finally discussing what this hospital does the right way."

By measuring value in healthcare, that is not only costs but outcomes that matter to patients, we will make staff in hospitals and elsewhere in the healthcare system not a problem but an important part of the solution. I believe measuring value in healthcare will bring about a revolution, and I'm convinced that the founder of modern medicine, the Greek Hippocrates, who always put the patient at the center, he would smile in his grave.

Areas of Interest.

Kids always have something they are interested in.  In most cases the activities that they are involved in change over time, as far as children are unable to do only a single thing at a time and want to be everywhere.  Nonetheless, I was probably an exception, due to the fact that nearly at the age of three or four I already made my choice and would never change it for any other activity or hobby.  Indeed, this choice was vital in my life and I am still thankful for the moment when I was able to determine what I need from life.  I strongly believe that the earlier you begin thinking of your future, the more prepared both emotionally and physically you are which, undoubtedly, leads to success in life.
In my case, this choice fell on soccer.  Not that I was able to play for the school’s team or anything so serious, but I simply liked the shape of the ball, the color, the way it bounced on the floor.  I loved an object even before I started to love the game itself.  From the windows of my house I used to watch older kids playing soccer and always admired how passionate and emotional they were.  Soccer is not just a physical activity; it is also an emotional and a mental process.
As I was growing up, soccer became more and more essential in my life.  If I had any spare time, I was trying to spend it with a ball.  There is no doubt that this game is a team game, nonetheless, when you spend certain amounts of time alone with the ball you start to fill it and be more attached to it, which Is extremely important in soccer.  From the moment when I saw kids playing football for the first time, I was sure that I would be a forward in a team, because I would want to score and always be on the verge of the attack.  The duel between me and the goalkeeper was a duel of life and death for me.  I realize how this concept helped me later, when I became a professional.  This spirit was like a key stone in my brain and soul that pushed me forward all the time.
I finished high school and soccer was still a key to my success.  I could not possibly imagine my life without it.  It became a drug that encouraged me to run.  I became physically superior to many youngsters and adults due to the fact that I was always exercising and jogging in order to be physically prepared for this tough game.  Today, I remember how I used to get up early in the morning when there was no one in the street, and run till the cows come home.  When I was tired and could no longer run, I turned and ran back home even faster.
People, who were able to make their minds when they were still young and set themselves clear targets connected with their hobby, achieved tangible results in their lives.  They were both prepared and willing to act, which are the fundamental   characteristics of any professional.  My own life can serve as an example of this statement, as far as my hobby became my profession and purpose in life.

Academic Essay: knowing how to live alone.

"Alone one is never lonely," says the poet and author Mary Sarton in praise of living along. Most people, however, are terrified of living alone. They are used to living with others -- children with parents, roommates with roommates, friends with friends, husbands with wives. When the statistics catch up with them, therefore, they are rarely prepared. Chances are high that most adult men and women will need to know how to live along, briefly or longer, at some time in their lives

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In the United States, circumstances often force people to live alone. For example, many high school and college graduates move away from their hometowns and continue their educations or take jobs. Most schools assign roommates, but employers usually expect people to take care of their own living arrangements. Also, married people might feel they will always be together, but currently one out of two marriages ends in divorce. An even sadder statistic concerns the death of a spouse. Estimates are that in the next twenty years eight out of ten married women will become widows, usually late in life. These facts show that most people have to live by themselves at least once in their lives whether they want to or not.

One good way to prepare for living alone is to learn how to take care of practical matters. For example, some students and newly single people might not know how to do something as simple as opening a checking account. When making arrangements alone, they might be too tense to find out that they can compare banks as well as the benefits of various types of accounts. Similarly, making major purchases is something people living alone might have to handle. When divorced or widowed people were married, perhaps the other sopuse did the choosing or the couple make the decisions together. But how long can a person manage with a refrigerator that cannot be repaired or a car that will not run? After shopping around and making price comparisons, most people find that these decisions are much less complicated than they seem at first 

 The confidence that single people get from learning to deal with practical matters can boost their chances for establishing new friendships. When singles feel self-reliant, they can have an easier time getting out and meeting new people. For instance, some students are in the habit of always going to classes with a friend. When they break this dependency, they can be pleasantly surprised to find that they can concentrate better on the course and also have a chance to make some new friends. Likewise, the idea of going alone to the beach or to parties can paralyze some singles. Once they make the attempt, however, people alone usually find that almost everyone welcomes a new, friendly face

Probably the most difficult problem for people living alone is dealing with feelings of loneliness. First, they have to understand the feeling. Some people confuse being alone with feeling lonely. They need to remember that unhappily married people can feel very lonely with spouses, and anyone can suffer from loneliness in a room crowded with friends. Second, people living alone have to fight any tencendies to get depressed. Depression can lead to much unhappiness, including conpulsive behavior like overeating or spending too much money. Depression can also drive people to fill the feeling of emptiness by getting into relationships or jobs that they do not truly want. Third, people living alone need to get involved in useful and pleasurable activities, such as volunteering their services to help others

People need to ask themselves, "If I had to live alone starting tomorrow morning, would I know how?" If the answer is "No," they need to become conscious of what living alone calls for. People who face up to life usually do not have to hide from it later on

Chris Zane Success story: Making life easy for his customers

Chris Zane is in the experience business. Whether it's selling bikes in his Connecticut store or filling orders for corporate rewards programs, Zane knows a successful business is about more than just selling stuff. He tells people to picture a 7-year-old riding on a two-wheeler for the first time. It's not just a bicycle to her; it's the "first real freedom that kid has ever experienced away from the parental grip."
And that's what he's selling: Experiences.
More than a decade ago, he used that concept to launch a business filling orders for custom-fitted Trek bikes geared for corporate rewards programs. He has sold his bikes to credit card companies for their rewards programs and corporations who offer them as employee incentives. Zane's Cycles builds the bikes to specification, and all the recipients have to do is attach the front wheel, using the included instructions. The end goal: Creating experiences that will make customers feel good about the reward product—and not irritated that they have to spend hours putting something together.
Zane, 46, got his start at age 12 fixing bikes in his parents' East Haven, Connecticut, garage. At 16, he convinced his parents to let him take over the lease of a bike shop going out of business, borrowing $23,000 from his grandfather—at 15 percent interest. His mother tended the store while he was at school in the mornings. In his first year, he racked up $56,000 in sales.
Early on, he decided he wouldn't nickel-and-dime customers and stopped charging for any add-on that would cost less than a dollar. He installed a mahogany coffee bar in his shop and gives away free drinks. "We're looking at the lifetime value of the customer," Zane said. "Why ostracize someone over one or two things that might cost us money when understanding the lifetime value gives us the ability to justify it?"
Zane recalls a customer who wrote him saying that he was completely let down by his experience at Zane's because no one helped him on an initial visit, and the bike he had purchased was too large for him. Zane passed the note on to his store manager, telling him to take care of it. The manager invited the customer to come back into the store where they refit the bike at no charge, and threw in a few extras, like a toe clip and handlebar light, for free. Why not just chalk up the unhappy customer to a casualty of doing business? Because, Zane says, a happy customer will shop at his store for years to come—and tell his friends about it.
Not that every policy he's tried has paid off. The store once offered a service where if a bike needed repairs, they would pick up and drop off the bike to the customer's home. But it meant that some of their best customers weren't coming into the store and seeing new products that were coming out. "We didn't have a way to entice them to make an additional investment in their sport," Zane said. So he continued the pickup and delivery service for those who had bought a bike under that window, but decided it was a losing proposition for the long haul and discontinued the service for new customers.
Over the last few years, Zane has expanded the business to include items like gaming systems and racing strollers. Consistently expanding has allowed him to keep his average annual growth rate at 23.5 percent for the last 30 years. He expects to close this year with $21 million in sales. He's come this far with the help of store policies that would make big box stores blush: Lifetime service guarantees, 90-day price protection, and a trade-in program for children's bikes where parents get 100 percent of the purchase price applied to their child's next bike.
Zane's corporate client business has grown so much that his Branford, Connecticut-based store now accounts for only about a quarter of his revenue. But he's got plans in the works to expand even more, opening 100 stores over the next decade.

Book review Nelson mendela: Long Walk to Freedom

Where does one start with this? The story of freedom fighter, head of state, and world leader, Nelson Mandela--a book that spans his childhood, years spent in prison, and subsequent election as president. I grew up constantly reminded that a man, this man, was seated somewhere in South Africa in a prison cell, fighting for freedom for an entire nation and group of people.

The former president started this manuscript while in prison (sometime around 1974) and concocted a plan to have the original manuscript snuck out of prison (which ended up being a smart plan since prison guards confiscated what they thought was the original manuscript). The book is long and quite detailed (at times wordy), with extra care paid to conversations and political names and roles, travels Mandela had with political heads of state, the making of the political group The ANC, the start of the movement to denounce apartheid, and a detailed family tree in the beginning.

It is a book you usually see written by a biographer (like this one written about Warren Buffet: The Snowball: Warren Buffett and the Business of Life Instead, the former president wrote this one himself, taking careful pains to even talk about his childhood school and upbringing (another thing you normally see omitted from autobiographies, and sometimes biographies). Excerpts from this book could be studied in history and literature classes.

It is a poignant read written in classic autobiography style, with a strong "voice," one that has serious life lessons and inspiration for anybody at any stage of life.

The best way I can discuss this book is by talking about the highlights of each of its eleven parts:

Part 1: This is about Mr. Mandela's childhood in the country. He talks about his family tree. His family came from the royal household of the Thembu tribe: his father was an adviser to kings, and a wealthy nobleman who lost his holdings when he was fired by a magistrate from England--even though he believed that he only answered to Thembu custom and not "by the laws of the king of England." The Mandela family chieftainship was then ended. His father died when he was young and his mother handed him over to a Xhosa chief named Jongubtaba, who had offered to be his guardian.

Part 2: Mandela escapes the chief's house (along with the chief's biological son) when he learns that marriage, and a set lifestyle that included rules and no personal freedom, had been arranged for them He escaped to Johannesburg, where he worked as a night watchman and later as a law clerk as he completed his law degree ("my performance as a law student was dismal").

Part 3: Nelson Mandela as a freedom fighter. This section goes into details about the startup of the ANC, dispelling some myths. He also talks about his first wife, Evelyn Mase. The most profound and telling statement from this section (and arguably, the book) is this one:

"I had no epiphany, no singular revelation, no moment of truth, but a steady accumulation of a thousand slights, a thousand indignities, a thousand unremembered moments, produced in me an anger, a rebelliousness, a desire to fight the system that imprisoned my people. There was no particular day on which I said, From henceforth I will devote myself to the liberation of my people; instead, I simply found myself doing so, and could not do otherwise. "

Part 4: This section details the beginning of the struggle. During this time, President Mandela opened his law firm. He talks about being harrassed in court by judges and attorneys, about being served an order from the police that would legally ban him from the ANC at age thirty-five.

Part 5: Mandela discusses his first divorce and his second marriage, as well as prison life. This is where the female contribution to the apartheid struggle is introduced: "...when the women begin to take an active part in the struggle, no power on earth can stop us from achieving freedom in our lifetime." I enjoyed seeing the admiration he had for his second wife, Winnie Madikizela, pour through in this section.

Part 6: The part that stood out for me in this section: his travels to West Africa where the anti-apartheid movement received financial and moral support from West African heads of state in Liberia, Mali, Guinea, Ghana, Sierra Leone, etc. This is also the section where he discusses the violence that had increased in African townships and the decision the ANC made to add guerrilla fighters to the resistance (MK).

Part 7: After living underground for seventeen months, President Mandela was arrested for "inciting African workers to strike and for leaving the country without valid travel documents" (1962). At first he was given five years. Later, someone from his organization (the guerrilla MK) would become a snitch for the police and a few executives from the organization, including Mandela, would be jailed for years.

Part 8: This was a heart-wrenching section. He talks about the dark years on Robben Island: "I could walk the length of my cell in three paces. When I lay down, I could feel the wall with my feet and my head grazed the concrete at the other side....I was forty-six years old, a political prisoner with a life sentence." He was entitled to have only one visitor and receive one letter within a six month timeframe. During this time, his wife was being harassed, jailed, interrogated, held in solitary confinement, and he wondered, "What were the authorities doing to my wife? How would she bear up? Who was looking after our daughters? Who would pay the bills?"

Part 9: Mr. Mandela's role as an underground leader was finally visible to the public. Keep in mind, when he was first jailed, people had no idea how he looked like because pictures were banned and the prisoners even had to steal newspapers which were considered contraband. Negotiations had started and this is also when he started to write this book, "I adopted a rather unorthodox work schedule: I would write most of the night and sleep during the day." He also mentioned a student boycott in this section that was mentioned in Kaffir Boy: The True Story of a Black Youth's Coming of Age in Apartheid South Africa

Part 10: Serious negotiations with the government and the incoming president, De Klerk. This section showcased one of Mr. Mandela's strengths: inclusiveness. He even stated that he wasn't in favor of having his white brothers leave, he just wanted his black brothers to have rights to their country. Pivotal moment I think, especially if you've read a lot of books on post colonialism.

Part 11: Freedom, separation from his wife, details of diplomatic meetings. This section is an invigorating read as President Mandela describes the crowds upon his release, his meetings with old friends, etc. One great moment was his reminder of seeing Mrs. King seated on the stage when he gave his first speech after being released: "Mrs. Coretta Scott King, the wife of the great freedom fighter Martin Luther King Jr.. was on the podium that night, and I looked over to her as I made my reference to her husband's immortal words..." Breathtaking moment. It made me want to re-read a few of the biographies I've read on Dr. King.

"I was not born with a hunger to be free. I was born free." -Nelson Mandela