Apple's iPad: What you need to know

The iPad made a big splash yesterday.  I am pretty much an Apple advocate and I could not miss the opportunity to include an initial review of the new cool tool.

I've trawled the net looking for different reviews and this one by Josh Lowensohn, from CNET is one of the best.  What follows is his review time marked January 27, 2010 12:29 PM PST.

Enjoy! 

Apple's iPad: What you need to know


Apple on Wednesday finally unveiled its tablet computer, called the iPad, at an invite-only event at the Yerba Buena Center for the Arts in downtown San Francisco. The device, which looks like a larger version of Apple's iPod Touch will be available in two to three months, and starts at $499.
Read on to get a quick overview of everything that was announced, and why it matters.

New hardware: The iPad

Apple's CEO Steve Jobs introduces the iPad

(Credit: James Martin/CNET)

Proving rumors right, Apple unveiled the iPad, a device that looks akin to a large iPhone or iPod Touch. It sports a 9.7-inch LCD touch-screen display, which makes use of the same multitouch technology found on the iPhone, Apple's Magic Mouse, and its notebook trackpads. It also has the same in-plane switching display technology that made its debut in the latest crop of iMacs.
Like the iPhone and iPod, it sports a finger-friendly OS with an on-screen QWERTY keyboard, and an accelerometer that can detect whether the device is in portrait or landscape mode. It has a 30-pin dock connector, built-in Wi-Fi, and a home button that jumps users back to the main screen of the OS. It also has a volume rocker and a mute button--just like the iPhone.

(Credit: Apple)

Along with a big screen, it's sporting a 1Ghz custom Apple chip (from its pick-up of PA Semi back in 2008). Apple says it can get 10 hours of video, which is about four more than the iPod Touch and the same as the latest generation iPhone. This translates to "a month" of standby time. The iPad will come in 16, 32, and 64GB capacities for $499, $599, and $699, respectively. That's just the Wi-Fi version though. Apple will also be selling a version of the iPad that includes both Wi-Fi and a 3G wireless modem built in. iPad users who want to make use of the 3G service, which is being offered by AT&T, can pick up one of two plans for that: $15 a month for 250MB of data, or unlimited for $29.99 a month. It also bumps up the baseline price of the device to $629 (16GB), $729 (32GB), and $829 (64GB).
The iPad with just Wi-Fi will be shipping in the next 60 days, with the 3G version in the next 90 days.
Other noteworthy specs:
• The Wi-Fi antenna supports 802.11 a/b/g/n
• The iPad weighs just 1.5 pounds. The version with 3G is .1 pounds heavier.
• The screen resolution is 1024x768 (the iPhone/iPod is 480x320).
• It can playback 720p HD video, though video output to external sources is limited to 480p. • It has the same oleophobic coating that made its debut on the iPhone 3GS. This helps face and finger grease bead up and wipe off easier.

Bigger apps

As for apps, the iPad's screen runs larger than what can be found on Apple's smaller portable devices, which means developers have more screen real estate to work with. At the same time, the iPad is backwards compatible with existing iPhone and iPod Touch applications. Apps with smaller screen resolutions are simply scaled up to fit. Apple is giving developers a way to modify their applications to work with both sets of hardware.

Up close with the Apple iPad (photos)

Apple CEO Steve Jobs demonstrated the tablet running numerous first-party apps, including iTunes, a photo gallery, its Safari Web browser, iCal, e-mail, Google Maps, and YouTube. Many shared traits of what's been seen on the iPhone, just with more screen real estate. This was most evident in Apple's Mail app, which now features a two-up panel display with a preview of the selected e-mail in the larger part of the screen. According to Jobs, all of its apps were re-written to fit natively on the bigger display.
Several companies also demonstrated their new iPad-optimized apps:
• Gameloft showed off a larger-resolution version of its hit first-person shooter N.O.V.A., which will be out "later this year."
• The New York Times demoed a tablet-friendly version of its app, which mimics the layout of reading a newspaper in portrait mode, except with video links that open up within an embedded player.
• Brushes, a popular iPhone app, demoed the upcoming iPad version of its image editing software, which now makes use of the larger screen real estate to conceal large pop-up menus.

(Credit: James Martin/CNET)

• MLB.com unveiled a tweaked version of its app that adds video highlights, team info, virtual baseball cards, and more on-screen overlays.
Apple also introduced an updated version of its iWork software. It's the first version of the software to run on one of Apple's portable devices, and makes full use of the iPad's touch screen. This confirms a rumor from The New York Times earlier this month. Worth noting is that iWork will be offered as three separate apps, all of which will cost $10 apiece. Having Numbers, Keynote, and Sheets will run iPad users $30, as opposed to the $79 price tag for the desktop version.

Book distribution

(Credit: (James Martin/CNET))

Jobs unveiled a new content delivery system called iBooks (not to be confused with Apple's former laptop line, the iBook). The new app features a virtual bookshelf with content from five major publishers: HarperCollins, Hachette, Penguin, Macmillan, and Simon & Shuster (note: Simon & Shuster is a division of CBS Corporation, which publishes CNET).
Apple said the iBooks store will feature both popular books as well as text books. Notably absent was any mention of whether magazines will be available as well.
Just like iTunes, books are split up into what's popular and by genre. Users can preview the first few pages before purchasing, and downloaded books are sent directly to the user's virtual bookshelf. They can then be read in a similar manner to what's already been available with Amazon's Kindle app. Users can read their books in portrait or landscape mode, change the size of the text, and hop around using a persistent table of contents.

Other tidbits

Apple will be selling a dock that comes with a keyboard for the iPad.

(Credit: Apple)

• Apple confirmed to CNET that the iPad is just like the iPhone and iPod Touch when it comes to Adobe Flash--it does not support the popular Web plug-in. • 250,000,000 iPods have been sold since 2001.
• Apple has 248 retail stores that have seen 50 million visitors.
• The App Store now has more than 140,000 applications.
• There is still no multitasking. Apps can only run one at a time, that is, unless they're Apple's apps.
• The iPad appears to use Apple's unibody machining process, which made its formal debut in the company's late 2008 MacBook line.
• The new OS borrows a few cues from Snow Leopard, including the capability to change background wallpapers, and a 3D-style dock.
• 125 million credit cards are already hooked up to the iTunes and App Store.
• Apple is selling a number of first-party accessories, including a dock with a full-sized keyboard, a camera connection kit that lets users import images from their SD cards, and a case that doubles as a stand. Apple has not announced pricing for any of these items.

Below is just one of our live videos from the event. Also, be sure to check out our Live Blog, which has many more pictures and details.

Josh Lowensohn writes for Webware.com, CNET's blog about Web applications and services. E-mail Josh, or follow him on Twitter at http://www.twitter.com/Josh.

The Pleasure-Pain Principle

One of the most well-understood and researched operating principles of the human brain is the pleasure-pain principle. Simply stated, our brains are wired to maximize reward and to minimize threat. This means, the choices and decisions we make on a daily basis are continually influenced by this operating principle.

I want to take a moment and dive into a little more detail into how the principle influences brain function and chemistry. When we perceive ourselves to be in a safe and familiar surrounding this affords us access to our executive functions - the possibility to think and to contemplate. We are using the prefrontal cortex of the brain. This means we have the flexibility to weigh choices and evaluate different amounts if information. Having the room to think also allows us to make connections both at a linear (logical) level (i.e. 1 +1= 2) and at a non-linear (creative) level (i.e. 1+1= 11).

When we feel we are under some level of threat our brain immediately shifts from the higher, executive functions of the prefrontal cortex to the more basic, emotional functions of the limbic system. The brain makes this shift to conserve energy by triggering well-learned, automated patterns and to focus all resources on the perceived threat.

This shift to the limbic system means that our attention and thinking becomes super-focused. We tend to focus only on the threat, which in turn severely limits our ability to see options and possibilities - both obvious and subtle. It also limits our ability to take a chance to solve the dilemma, because we see any viable option as too risky. If we had been thinking more clearly and logically (i.e. activating the prefrontal cortex and not the limbic system) we would have seen the wisdom of the choice and taken the decision.

One of the more interesting models I've come across describing the pleasure-pain principle is an excellent article from NeuroLeadershipjournal (this link will take you directly to the article). The author, David Rock, describes an elegant model he calls the SCARF model. It's an acronym for Status, Certainty, Autonomy, Relatedness and Fairness.


Status is about how important we feel in relation to others around us. Although, Rock does not mention it in his article, I see status includes the appreciation and recognition we get from others for who we are and what we contribute. The feedback we get from our surroundings is also a form of confirmation about who we believe we are.

Certainty is about how familiar we are with the world around us. It allows us to predict what will happen and thus we have certain expectations. This is a major reason why many people do not like change.

Autonomy refers to our feeling of having control and oversight over our lives. It also means that we feel we have the flexibility and the freedom to make decisions and to choose amongst options.


Relatedness means we feel connected and valued with those around us (i.e. colleagues, friends, family and so on). It is a feeling we have if we belong to a group or if we stand outside of that group. Relatedness is strongly linked with the sense of trust we have with the people who are in the same group.


Fairness means we are treated as equals and that there is a level of transparency in the relationship and in communication. That there is no second or hidden agenda.


If any part of the SCARF model is perceived to be under threat, the brain instantly activates the limbic system and conversely deactivates the prefrontal cortex. If we are not attentive to this shift and consciously take action, we considerably limit our ability to deal rationally with the threat in front of us. What instead happens is that our emotions take over clouding judgement and not dealing intelligently with the dilemma.


In my next post, I will talk about specific steps you can use to consciously take action to shift your brain and its neuro-chemistry to help you instead of hindering you.

Problems vs. Solutions - Insights to Utilizing Your Brain

Over the last couple of months, I've tried to read as much as I could on how the brain works and how to utilize some of the most current understanding of this amazing organ.  I want to take some of those ideas (none of which are mine) and share it with you.

I don't think it is necessary to dive into the deep details of the of the brain's functioning.  I want to skip the heavy theory (as interesting and valuable as it is), and instead, dilute it down to some essential skills that you can apply or help others in your leadership or coaching roles.

In this particular entry I want to focus on the ubiquitous problem-solution balance that each of us faces on a daily basis, both in our private and professional lives.

As much as we would like to think that we can multi-task, we are simply kidding ourselves.  Basically, the brain can only focus on one thing at a time.  This means, when we believe we are multi-tasking what is simply happening is that our attention shifts from one task to the next.

When it comes to the problem/solution relationship, you are either focusing on the problem or you are focusing on the solution.  You can not focus on both.

Now if we just step back and let the brain take over, it will automatically shift to default mode, which is to focus on the problem.  Why is this?  The brain is always searching and moving toward certainty. Certainty, in the case of the problem/solution relationship, is the problem. We generally know what the problem is, and subsequently, we are able to picture it. We are certain about what the problem is all about.

This is not the case when we are dealing with trying to find a possible solution to a problem.  There could be several solutions to a problem, and we are not always able to picture what that solution could look like.  This inability to have a crystal-clear picture of the solution lies in the realm of uncertainty.  This means we need to consciously focus our attention on the solution otherwise the brain will automatically move to default mode - toward certainty of knowing the problem.

There is a definite difference in brain chemistry depending on if our attention is problem-focused or if it is solution-focused. If it is the former, than our brains release a neurotransmitter called norepinephrine. If it is the latter, than our brains release another type of neurotransmitter called dopamine.
 
For simplicity's sake, norepinephrine's major role is to make us feel alert and to focus our attention.  It is commonly linked to away emotions such as uncertainty, anxiety and different levels of threat.  When we perceive our situation as threatening, whether mild or elevated, our mind focuses solely on that threat.  The brain blocks out all other incoming information and devotes all it's limited resources on dealing with the immediate threat.  It tends to restrict thinking and finding possible insights.

Dopamine, on the other hand, is the neurotransmitter of desire.  That is, whenever our curiosity or interest is peaked, the reason is the release of dopamine.  It is the key-ingredient that is needed in order for us to learn.  It is linked to toward emotions such as creativity, engagement, motivation, curiosity and interest.  When we have a release of dopamine it tends to fuel more thinking and encourages the brain to fill in gaps in our knowledge, which leads to different levels of insight.

Let's move back to the problem/solution relationship.  So depending on what you focus on, it will determine what neurotransmitter is released.  By being more solution-focused this attentions shifts the brain to release more dopamine, which in turn increases the likelihood of us moving us through our dilemma.

A simple ways to be more solution-focused is to ask yourself questions that encourage your mind to seek answers and insight.

Are you an inductive or deductive communicator?

The question of this blog entry is an important one. To be able to answer it it is critical to understand what the question is asking. It is not everyday someone categories the way they communicate as either inductive or deductive It explains why I always get quizzical stares after asking the question.

I was recently at a cafe with a friend enjoying a good conversation over a coffee. He was explaining to me how his business trips to the eastern states of Europe went. His explanation meandered hither and dither. It was not until ten minutes later that he got to the point - that it is much harder to do business with the former Soviet states than it is with Western Europe.

The whole time I was wishing he would get to the point. For me, the explanation seemed like a long road with a lot of twists and bends. I kept thinking the final destination was just around the next corner, but there was just another stretch of road. At this point, you might be thinking that I'm an impatient geezer. (You are not too far off.)

The simple example shows the difference between an inductive and deductive communicator. My friend is an inductive speaker. That is, he has the general tendency to first talk about the details and second about the point. I'm more of a deductive communicator. That is, I mention the point first and then present the details.

Is one type better than another? No. They are simply two patterns of explaining information. The take-away lesson is that it is a good idea to be aware if the person you are talking to uses an inductive or deductive pattern of speech.

For example, when I'm explaining something to my friend (the same friend from the earlier example), I usually start off with the details and then get to the point. For me, this is more laboursome. For my friend, it is the natural pattern of his thinking. By taking the extra time and effort I know my message has a greater chance of being understood.

In my coaching practice, one of the first things I want to know is the pattern of thinking of my client. The simple fact of understanding if a person likes details first or prefers the point first, helps me heaps in establishing a strong rapport with him/her.

So dear reader, do you prefer the details first or th point? Not to sound repetitive, are you an inductive or an deductive communicator?

- On the road with my iPhone

Ebook readers -The Amazon Kindle

Two days before the end of the decade, I was pondering on how I would like to step into the second decade of the millennium.  I tell you now the decision I made was not a game-changer by any means.  It simply split a smile across this gadget-geeks mug.  As you can tell from the title (or the picture) I ordered myself a Kindle.

Am I a happy camper after dishing out considerable coin for the gadget?  Yes.

I find the layout of the Kindle to be rather intuitive.  I'd say it took me about 10 minutes exploring all the buttons and functions, before I was a fully-fledged master ninja on the Kindle (I've never been one to read manuals. I like to figure out things for myself.)

I'm not going to go into the details of the Kindle.  There are a number of reviews out there that do a great job of this.  For example, www.cnet.com or http://www.crunchgear.com

Working as an executive and communication coach, I find that I am constantly browsing bookstore shelves, both online and in the real-world, for new material and insights to build into my practice.  This means that I am quite voracious when it comes to reading.  (I personally define 'voracious' as digesting one book a week).

As you can imagine, simply over a year I have an entire forest worth of pulp on my bookshelves.  Of course these books do not collect much dust, because I am constantly referring to them for their stored knowledge.  Regardless of this fact, I still have a helluva lot of books crowding my shelves.

The Kindle has helped to tame this over-population of 'literature'.  Within this one simple, elegant unit I can now carry my entire library with me.  I don't have to sit in my home office pulling down books to put together a workshop or a white paper, I can literally be anywhere.

If you are a coach yourself, you must find that you have downtime between meetings with clients.  I generally have four to five meetings a day, and they are rarely back-to-back.  A majority of that downtime I am either sitting in my car or at one of a dozen favorite cafes.  I now simply pull out the Kindle and start reading, making notes and merging thoughts. Down-time is now much more productive-time.

The Kindle is simply my 'other' cool-tool!