Wednesday, November 28, 2007
Monday, November 26, 2007
1. To run command prompt in elevated mode, simply press the Win key; type cmd; press Ctrl+Shift+Enter; and then hit Alt+C to confirm the elevation prompt. In fact this way you can run any application in the elevated mode.
2. Try `netstat -bno -p tcp' on the command line which prints plenty of information like PID and name of the application using the ports.
3. Find the application (in my case it was skype) which is using port 80. Stop that from Task Manager and map your website to port 80 and restart IIS.
Saturday, November 24, 2007
Contemporary religious movements and also established faiths must remain flexible in terms of organizational structures, stewardship, and doctrines, in order to sustain membership and maintain a favorable position within their host societies (Stark 1996a). If a group deviates too fundamentally from its original leader's visions, however, it may fail by becoming something entirely different through fundamental change or merger with a different faith (Wilson 1985). The path to success involves flexibility around a central core of history, doctrine, and organizational leadership.
Every major faith in the United States has experienced transitions that reflect shifting demographics, changing social environments, and also internal organizational struggles and constraints (B.Johnson 1992, and Finke and Stark 1992). This general process of internal change is particularly visible among controversial new religious movements that are attempting to sustain their unique identities without antagonizing the wider society surrounding them. Some groups, such as the Family (Children of God), Scientology, or the Rajneesh movement, have been lightning rods for controversy, almost perishing in the wake of conflict with the wider society (Bainbridge 2000; Hall et al. 2000).
The Rajneesh movement experienced two tumultuous periods of internal power struggles coupled with external attacks. The first major controversy developed in India, and it paved the way for a second conflict in the United States, which many outsiders believed would destroy the movement (Goldman 1999). Over the past decade, especially after Osho Rajneesh's death, the movement has been involved in a delicate rebalancing, which has facilitated worldwide retention and recruitment of about six to eight thousand committed followers (known as sannyasins) and fellow travelers, as well as a far larger group of circulating affiliates and clients, whose allegiances are to Osho as well as to different, complementary spiritual paths.
After almost two decades of controversy and a subsequent decade of accommodation, the movement has positioned itself within the vital marketplace of novel religions. Most movement insiders and younger spiritual seekers no longer perceive the Friends of Osho as spiritual lightning rods. Devotees have redefined their leader's contributions and reframed the movement's central doctrines to make them less controversial to outsiders. In addition to movement shifts, the host societies in the United States, Western Europe, and India have become more accommodating to American-influenced yoga, meditation, and diverse spiritual texts (Dinan 2002). Just as the Osho movement has changed, the grounding context has
risen up to meet them and a host of similar religious movements.
Leaders in the Pune headquarters and regional centers downplay the Oregon experience of the 1980s, which is still considered as a defining moment by many scholars and by Americans who remember the media blitz concerning criminal activities at the short-lived communal city, Rajneeshpuram. The movement continues, and much of the remaining controversy involves
historical memory rather than present experience. This chapter will consider the history and philosophy of the Rajneesh movement beginning in India in the 1970s through the current phase. This serves as background for examining the ways in which the movement stabilized after Osho changed his name from Bhagwan Shree Rajneesh, retreated into the background, and finally left his body (died) in 1990. In his last years, Osho encouraged an Inner Circle of twenty-one rotating members to spread his ideas and develop a governance structure. After his death in 1990, there were splits and divisions within the movement, but Osho's reframed teachings drew people together, the World Wide Web permitted communication to continue, and the flagship center in Pune attracted thousands of clients who have helped fund the movement.
Currently, some younger sannyasins advocate depersonalizing the movement and allowing Osho's teachings to overshadow his old charismatic identity. They question the viability of the Osho movement leadership in Koregaon Park, and suggest a more general movement that supports human freedom (Sannyas' News November 9, 2002). Others, most often longtime members, resist. This latest challenge dramatically illustrates how leaders in the Osho Rajneesh movement generated survival tactics and encouraged the formation of local, semiautonomous groups, allowing them to overcome lingering high levels of tension with host societies, the death of their founder, and current internal challenges to the Osho movement itself.During each phase of its development, the Osho movement redefined itself, moving from an initial period of inclusivity to exclusivity in the mid- 1970s and 1980s, and back to inclusivity in the twenty-first century.
Prior to 1970, followers were permitted, if not encouraged, to explore and sustain spiritual allegiances to other spiritual traditions along with Osho, in an inclusive movement. However, as Rajneesh assumed the role of enlightened spiritual master, sannyasins were increasingly required to renounce other paths and personal ties. After his death, the movement grew more inclusive, suggesting Osho's meditative discipline could be amplified by connections with other faiths.
The movement's most controversial years were those when exclusive commitment was required. Official narrative now downplays the events in Oregon, which almost destroyed the group. In addition, there is increasing emphasis on Osho's statements about creating noninstitutionalized spirituality: "Those who have been in communion with me will have learned
one thing absolutely, categorically: that life cannot be confined into institutions" (Osho  2001: 236).
Osho Rajneesh and His Movement(s)
Many of Osho's sannyasins characterized him as a mercurial mixture of madman, savior, charlatan, and saint (Franklin 1992). His various biographies and autobiographical assertions can support any of these characterizations, yet there is surprisingly widespread agreement about the
basic outlines of Osho's own story.
He was born to a Jain family in Kuchawada, India, in 1931 and named Mohan Chandra Rajneesh. Jainism is an independent Indian faith closely related to Buddhism. Thus, Rajneesh was raised outside the dominant Hindu paradigm, in a tradition that synthesized different philosophies much as his own would, three decades later.
Rajneesh received an M.A. in philosophy from Saugar University and immediately took a job at Raipur Sanskrit College (Sanskrit Mahavidyalaya). His lectures created so much controversy that Rajneesh transferred to another university the next year, and then received a promotion to
professor in 1960. When college was not in session, he traveled around India lecturing about politics, sexuality, and also spirituality. He was a perceptive, captivating lecturer who soon gained a loyal following that included a number of wealthy merchants and businessmen. These clients gave Rajneesh donations for individual consultations about their spiritual development and daily life. These were commonplace, for throughout India people seek guidance from learned or holy individuals in the same way as Americans might consult a psychologist or pastoral counselor, and Rajneesh's private practice was not unusual in itself (Mehta 1979). The rapid growth of his clientele, however, was somewhat out of the ordinary, suggesting that he was an unusually talented spiritual therapist.
By 1964, a group of wealthy backers had set up an educational trust to support Rajneesh and the occasional rural meditation retreats he led. Like many professionals whose client base grows quickly, Rajneesh acquired a business manager around this time. She was Laxmi, an upper-class,
politically well-connected woman, who became his first personal secretary and organizational chief.
Rajneesh's early career reflected his individual charismatic attributes of intelligence, emotional appeal, and ability to communicate directly to individuals, even when they were part of a large audience (Weber  1968). He was highly energetic, with an alluring emotional volatility that
attracted both seekers in India and a small but growing number of Europeans and North Americans (B. Johnson 1992).
At the request of university officials, Rajneesh resigned his post at the University of Jabalpur in 1966 and started to use the name Acharya Rajneesh, denoting his primary role as a spiritual teacher. He supported himself by lecturing, offering meditation camps, and individually counseling affluent Indian clients. Rajneesh critiqued established politics and religions, and advocated more open, liberated sexuality. Building from the work of the Western philosopher Gurdjieff, he also developed active meditation exercises that facilitated individuals' ability to observe their own physical, mental, and emotional processes. Word of mouth and occasional
published references to his gifts brought Westerners to the Mt. Abu meditation camps that Acharya Rajneesh directed in the late 1960s and early 1970s. In 1971, I Am the Gate was the first of Rajneesh's many books to be published in English. Visitors from the West sought out Rajneesh in the airy Bombay apartment he acquired late in 1969. He sent a number of these
first guests back home to start an international network of meditation centers.
In 1971, as his following grew and diversified, Rajneesh exchanged the title of Acharya, which means teacher, for the more expansive, Bhagwan, signifying enlightened or awakened one. For the first time, Rajneesh acknowledged that he had experienced the profound nothingness of true
satori constituting enlightenment almost twenty years earlier, on March 21, 1953. As the movement grew in the early 1970s, an official organizational structure emerged (Carter 1990: 70).
Devotees received new names, often those of revered Hindu gods and goddesses, signifying their psychological and spiritual rebirth through taking sannyas (vow of renunciation), opening themselves to Bhagwan, and renouncing their pasts. Around this time in Bombay, Bhagwan also asked all of his followers to wear saffron orange clothing, a traditional color of holy men in India. The names and clothes that signified instant holiness, coupled with Rajneesh's free-wheeling political and sexual philosophy, deeply offended the local population while enchanting Westerners, who began to outnumber the Indians visiting Rajneesh. The tension with Indian host society grew as Rajneesh began to cultivate a formal movement. His reputation as a radical academic, his philosophy, and the privileged Westerners flaunting Indian conventions all combined to generate tension with the surrounding culture. That tension, however, functioned to help define the movement for its members and to generate internal solidarity (Erikson 1966).
In 1974, Bhagwan relocated his headquarters to Pune (previously known as Poona), one hundred miles southeast of Bombay. With considerableWestern backing and additional financial support from long-time Indian devotees, Bhagwan moved to a six-acre enclave and acquired adjoining real estate in Koregaon Park, an elite Pune suburb. Over the next five years, the Shree Rajneesh Ashram grew to include a meditation hall where Bhagwan could lecture to several thousand people, a smaller auditorium, facilities for a multitude of human potential therapy groups, a medical clinic, cottage industries, restaurants, shops, classrooms, and housing for sannyasins who
lived year round at the ashram. The movement was clearly stratified, with affluent and talented sannyasins receiving the most access to Bhagwan. At this point, Rajneesh enhanced his charisma by adopting the long, flowing beard associated with Indian holy men. His clothing was white, differentiating him from all others in the ashram (B. Johnson 1992).
As the movement grew, he could no longer have regular daily contact with most sannyasins, but he became present everywhere in the ashram through ubiquitous photographs and rumors of occasional, almost random, encounters with rank-and-file sannyasins. In addition, his evening darshans (audiences), at which Rajneesh answered sannyasins' written questions, provided a symbolic closeness, as did his habit of presenting important visitors and departing sannyasins with gifts of small wooden boxes or clothing that symbolized his continuing presence in their lives (Goldman 1999).
Well-known Western presses such as Harper and Row translated and published some of Bhagwan's discourses. At the movement's peak around 1976, close to thirty thousand Westerners visited the Shree Rajneesh Ashram yearly, and the worldwide movement included more than twenty-five thousand sannyasins (Milne 1987: 23; Carter 1990: 59–60).
After 1976 or 1977, however, recruitment stagnated and many sannyasins left the movement. There was greater competition in the American spiritual and self-actualization marketplaces, Western economies were constricting, and some influential figures in the human potential movement, like Richard Price of Esalen Institute, publicly denounced violence in the Rajneesh
therapy groups (Anderson 1983: 299– 302).
There were also political difficulties in India that stemmed from Bhagwan's public lectures against the powerful Janata party. Bhagwan talked to his devotees about the Buddhafield, a spiritual community built around him and his teachings, but none of the regional governments in India was willing to permit the commune. In Pune, sannyasins spread rumors of death threats to
Bhagwan by members of various Indian sects, accompanied by terrifying descriptions of his growing emotional stress and his declining health. There were also reports of violent incidents between sannyasins and Indian opponents of the Shree Rajneesh Ashram.
The Indian government investigated allegations of Rajneesh-sanctioned prostitution, international drug trafficking, gold smuggling, money laundering, and tax evasion. Sannyasins have always denied most of these charges, but the criminal investigations created many difficulties for the movement and its leaders. The first period of extreme controversy, 1976 to
1980, created an impetus for Rajneesh to relocate to the United States. In June of 1981, the founder and his inner circle flew to New Jersey. The Shree Rajneesh Ashram began to shut down, except for a small remaining crew of resident caretakers.
The flight from India represented an attempt to deal with increasing external pressures, as the host society confronted Rajneesh's hostility to traditional rules and values. This confrontation with convention reflected the tensions that are commonly associated with spontaneous, innovative charismatic leadership (Wilson 1987). Rajneesh could have minimized friction and risked losing some of his charismatic appeal. Or he could have held his ground in India and faced painful sanctions against him and his sannyasins. Instead he fled in order to rebuild his movement in North America, where large numbers of sannyasins resided.
On July 10, 1981, Bhagwan's representatives purchased the 64,229-acre Big Muddy Ranch in central Oregon for $5.9 million, and they started building the Buddhafield at Rajneeshpuram. Rumor had it that the decision to move to Oregon reflected the relatively inexpensive price of the ranch and his new personal secretary's misplaced assumption that all of Oregon was peopled by tolerant liberals who smoked marijuana and left their neighbors alone. Wasco County proved to be far less laid-back than she had expected. During the next four years, the ranch became the site of considerable accomplishment and also considerable intrigue and crime. Debates still rage within and outside the movement about who did what to whom and why. One of the central questions is whether or not Bhagwan knew about a whole array of plots and criminal activities on the part of his personal secretary, Ma Anand Sheela, at Rancho Rajneesh.
The Big Muddy had been zoned as restricted farmland, and until the community disbanded, there were public charges made by environmental groups such as 1,000 Friends of Oregon, as well as civil lawsuits, government investigations, and fines levied for land use and building code violations. The Oregon attorney general, David Frohnmayer, challenged the incorporation of Rajneeshpuram itself as an unconstitutional merger of church and state. In December 1985, after Rancho Rajneesh was already up for sale, the Federal District Court enjoined Rajneeshpuram (the City of Rajneesh) from exercising governmental power because there was no effective church-state separation. Along with land use and legal questions, there were also disputes about who was using the land. The federal Immigration and Naturalization Service (INS) closely investigated Rajneesh's immigration status from the very beginning. Rajneesh's formal visa application stated his intention to seek American medical treatment, requiring a stay of less than a year. He later requested extensions of his visa because of his work as a religious teacher. After legal disputes with Rajneesh attorneys, INS rescinded its earlier deportation order (Carter 1990: 161–165). Nevertheless, federal agencies continued to investigate sannyasins who were foreign nationals and had recently married U.S. citizens (Carter 1990: 150–152).
State and local elections also generated tension with outsiders. Shortly after sannyasins purchased the Big Muddy, they began buying real estate in the tiny hamlet of Antelope, the town closest to Rajneeshpuram. By the spring of 1982, the forty or so longtime residents feared that they would be overrun by sannyasins unless they voted to disincorporate. The disincorporation election failed because of new Rajneesh voters, whose representatives soon controlled both Antelope's city council and its school board. The townspeople's varied battles against the newcomers, who eventually changed Antelope to City of Rajneesh, drew widespread public attention and generated a number of lawsuits. More national attention turned toward central Oregon in the autumn of 1984, when Rajneesh's personal secretary, Sheela Silverman, and her inner circle developed a plan to bus in several thousand homeless individuals, mostly men, recruited in cities across the United States. They were to be rehabilitated in the Buddhafield and, not coincidentally, they could also vote in the November election in which sannyasins were candidates for seats on the Wasco County Commission. Massive negative publicity, state monitoring of voter registration, and legal opposition doomed the plan. At the last minute Sheela instructed everyone at Rajneeshpuram to boycott the polls.
By the end of 1984, almost all of the homeless visitors had left. Before the election, however, information about the conflict and impending debacle spurred Bhagwan to abandon his vow of silence and begin speaking to a small group, the Chosen Few. Although control of Rajneeshpuram shifted, state and federal officials continued investigations of Sheela, her entourage, other sannyasins, and Rajneesh himself. The following year, a handful of influential sannyasins who had been there since the Pune days defected and began to talk with authorities. On September 14, 1985, Ma Anand Sheela and members of her inner circle fled Rajneeshpuram for Europe. Rajneesh accused them of a wide variety of crimes against sannyasins, the public, and the state of Oregon. The crimes included mass salmonella poisoning of 750 individuals in almost a dozen restaurant salad bars located in the county seat of the Dalles. This was the largest known incident of germ warfare in the United States, and Sheela had designed it as a test run for a more
massive effort that could temporarily incapacitate large numbers of anti-Rajneesh voters on the upcoming election day (Carter 1990: 224–226).
This was the apex of the second wave of tension, which continues to characterize the movement for many outsiders. Rajneesh accused his former personal secretary and her circle with drugging sannyasins, wiretapping, arson, and embezzlement of Rajneesh movement funds. In the wake of FBI investigations of these allegations, dozens of sannyasins received subpoenas to testify before the county grand jury, and Rajneesh himself was served on October 6, 1985. There were also rumors that warrants were being prepared for his arrest. Less than two weeks later, federal agents in Charlotte, North Carolina, captured Rajneesh, when two Lear jets carrying him and a handful of sannyasins stopped to refuel in route to Bermuda. He was taken from North Carolina to Oklahoma and back to Oregon, where his attorneys posted bond so he could return to Rajneeshpuram. Rajneesh left the United States less than two weeks later, after filing no contest pleas to two counts of immigration fraud and paying fines and prosecution costs of $400,000 (McCormack 1985: 116).
This marked the most negative moment of Rajneesh's career within his movement. It could have led to the disintegration of the movement or the displacement of Rajneesh as its leader. Instead, most sannyasins blamed Rajneesh's former personal secretary for the misguided and exploitative policies that doomed Rajneeshpuram, and threatened Rajneesh and his movement's existence. Bhagwan and his new staff traveled all over the world seeking asylum, and met rejection from a number of countries. Eventually, his representatives bargained with the Indian government and resettled in Pune. A number of longtime sannyasins began to return to the Shree Rajneesh Ashram, renamed Osho Commune International, and now recently renamed Osho Meditation Resort. They quietly refurbished each building and cultivated the magnificent Zen gardens. Pune was once again Bhagwan's home, and it was a destination resort for spiritual therapy, meditation, and personal growth.
In 1989, Rajneesh decided that Bhagwan was no longer an appropriate title for him because too many people understood it to mean God. He tried out the name Buddha, and met with resounding negative feedback from outsiders. Then he changed to Shree Rajneesh. He finally settled on Osho, a name that varied sources have explained differently. The Friends of Osho trace the derivation to William James's word oceanic, which implies dissolving into the whole of human existence-in other words, being at one with everything there is. They note that Osho also carries the meaning of "The Blessed One on Whom the Sky Showers Flowers" (Osho Commune International Press Release 1991). Others write that Osho comes from the Japanese language, implying great gratitude and respect for one who expands consciousness (Palmer and Sharma 1993: 53–54). Like almost everything else about Osho Rajneesh, his name itself created initial controversy. It could be interpreted broadly to mean a revered teacher of meditation (Palmer and Sharma 1993: 54).
The movement continued after Osho died on January 19, 1990, as sannyasins heeded his message that his spirit was with them, and he had merely left his body. A dozen years later the ashram/commune/resort in Koregaon Park still throbs with music, new meditations, a mystery school, and personal growth groups. Although the Indian government has renamed Poona as Pune in order to delegitimate colonial history, the city is much as it was twenty years ago, when the ashram was at its peak and Bhagwan lectured daily.
Osho left twenty-one members of his Inner Circle in charge of the organization, and several of them have emerged as leaders. The small, international movement keeps attracting affluent seekers from the Americas, Europe, Japan, Australia, and, most recently, Israel. Some are drawn to the Pune Ashram, while others affiliate through local centers in a number of locations, including Sedona, Arizona, and Byron Bay, Australia. Sannyasins keep in touch by means of their sophisticated electronic network of group and individual home pages on the World Wide Web. Through their visits to Pune, personal contacts, and small active Osho centers, and a number of spin-off groups and personal growth institutes, sannyasins, old and recent, continue the work of transforming themselves and creating a new consciousness that synthesizes spirituality and material pleasure.
Since 1974 in Pune, almost every word Osho uttered had been faithfully recorded and published or filmed. He was fond of asserting that there were 108 beads on the malas (necklaces) that his devotees wore to suspend their lockets with his photograph, and there were likewise 108 paths to travel toward enlightenment. In almost five hundred books, which were transcriptions of his lectures, initiation talks, and pithy sayings, almost every major religious and philosophical tradition received Osho's attention. He lectured about Buddhism, Christianity, Hasidism, Sufism, the Upanishads, Yoga, and Zen, as well as Marx, Freud, and Henry Ford. These traditions were not always well understood by sannyasins or seekers, but they melded together in an interesting, palatable spiritual stew dominated by Zen Buddhism. Bhagwan asserted that the many internal contradictions and paradoxes in his philosophy were essential to an individual's spiritual development.
People could choose to accept or reject any part of his philosophical discourses. In the 1970s and 1980s it was up to individuals, so long as they remained connected to Bhagwan and accepted him as the ultimate master. Currently, there is greater emphasis on consistent meditation and less on
an explicit master/disciple relationship. Despite changes, elaborations, and advocacy of individual choice, the two most important themes in Osho's philosophy remain surprisingly clear and consistent. They are first, surrender of individual ego and second, integration of the individual's
material and spiritual selves.
A recent Web site displayed Osho's ten commandments, which he wrote when he was Archayra Rajneesh in 1970 (www.otoons.com/osho/10.htm
1. Never obey anyone's command unless it is coming from within you also.
Friday, November 23, 2007
Microsoft Exchange Server is used by businesses for e-mail messaging, calendar scheduling, and contacts and tasks management. Adobe ColdFusion 8, with a new library of tags, gives you the ability to access, retrieve, create, and modify this information quickly, easily, and without having to learn Lightweight Data Access Protocol (LDAP).
This article uses the new cfexchange tags in Adobe ColdFusion 8 to demonstrate how to:
* Connect to an Exchange server
* Retrieve a list of folders from an Exchange user's mailbox
* Retrieve mail, contact, calendar, and task information
* Create contacts, calendar events, and tasks
* Modify existing contacts, calendar events, and tasks
Visit to know all the details.
How easy had it been for the living human beings in mending their behavior and improving upon actions had some dead man come back and narrated what all he had to go through after death!!! But it has so far been not possible because the dead ones have got nothing to do with the left ones. But with the advent of Internet, at least in this world you can learn from other mistakes!!! Yesterday I installed rather upgraded coldfusion 7 to coldfusion 8 and it was straight forward at least so far. Following are the steps to follow.
I did not uninstall MX 7 prior to installing 8 (this is the developer version since I did this first on my local machine before doing development and/or production to make sure that all of our websites work ok with version 8…I highly recommend you do the same.)
After downloading the developer version from Adobe.com, I went ahead and double clicked ColdFusion-8-win.exe. I then followed the wizard.
- Shut down all CFMX 7 services, especially Verify, if you have any collections that need to be transferred over to version 8.
- Make sure you have installed JDK 1.6 or above.
- Splash screen - Choose language and click OK.
- Introduction - Click next.
- License Agreement - Accept and click next.
- Configure Installer - Enter Serial #, select trial, or select developer edition and click next.
- Server Configuration - Select your server configuration and click next.
- Sub-Components Selections - Select all the sub-components you want to install and click next.
- ColdFusion 8 Location - Select the location of where you want to install ColdFusion 8. By default, it install in c:\ColdFusion8. Do not replace your CFMX 7 location with ColdFusion 8. Install it separately. Click next.
- Adobe LiveCycle Data Services ES Agreement - If you chose Adobe LiveCycle in #7 above, then you must agree to the License agreement. Then click next.
- Adobe LiveCycle Serial # - If you chose Adobe LiveCycle in #7 above, then enter the Serial # if you have one. If you don’t, after 120 days it will become an express edition, which allows you full capabilities only on your local machine. Click next.
- Web server configuration - At this point, the wizard will detect if you have CFMX 7 installed on your machine. If you do, it will ask you to either configure your web server for CFMX 8 (replacing CFMX 7 web server installation) or if you want CFMX 8 to co-exists with CFMX 7, and it will install it with it’s own web server (usually installed on port 8500). Choose which you prefer. In my case, I told it to replace my IIS webserver/CFMX 7 configuration with CFMX 8 configuration. Click next.
- Websites Configuration -Select specific websites, all websites in your web server or select the built-in web server only. Use the built in web server ONLY IN DEVELOPMENT, NOT IN PRODUCTION. Click next.
- CFMX Admin Location - Choose the location of where the CFMX Administrator will be stored. In my case, it will be under the WWWROOT directory (c:\INETPUB\WWWROOT)
- Administrator Password - Enter any password you want for the administrator screen. This can be changed later.
- Remote Development Service (RDS) - If you plan on allowing people to connect to the ColdFusion Server via RDS (NOT RECOMMENDED IN PRODUCTION), then check the “Enable RDS” box and enter a password. Click next.
- Pre-Installation Summary - Review all your selections and click “Install”.
ColdFusion will then begin the install process. It may take a while, so get up from your desk and go get a cup of Java (or is it ColdFusion???). Once it’s done the install, the configuration process will beging. The wizard will tell you to click “DONE” and the CFMX Administrator will open up.
The first thing you’ll notice immediately upon the login screen is the new look and feel of the administrator.
- Enter you password you created in step #14. Click Login.
- The configuration screen will appear and tell you to wait a few minutes (most likely…it will be longer then a few minutes….oh oh…time for another cup of Java).
- Let the screen run its course. DO NOT click on the “If this screen doesn’t refresh in a few minutes, click on this link to Continue”. It will continue by itself. Just be patient.
- After it’s done with the configuration screen, you will continue on with the Migration of the old (old…ha ha…CFMX 7 is now old) CFMX 7 settings into CFMX 8. This process is critical if you want your applications to at least be configured properly with CFMX 8 (I didn’t say work properly…that’s a completely different process you have to go through….called…testing all your apps!) Click “Next”.
- Export Settings - The wizard will show you all the exported settings it has successfully exported from CFMX 7. Click Next.
- Import Settings - After you clicked next above, the import of settings into CFMX 8 will begin and will end shortly, displaying all the successful migration of the settings. Click Next.
- Finish - This is the last screen. go ahead…do it…click Finish and start enjoying CFMX 8. The ColdFusion MX 8 administrator screen will open up.
That’s it. That’s all there is to upgrading ColdFusion MX 7 to ColdFusion 8. However, that is just the upgrade only. The next step is to verify all your administrator settings to make sure everything is as it should be, uninstall CFMX 7 (because the wizard will not uninstall it for you) and then the hard part…that is to test all your applications thoroughly in development before you install ColdFusion 8 in production.
Good luck on your installation of ColdFusion 8! In the very near future, I will write a longer blog on the new features of ColdFusion 8.
Whenever we install a software, we hardly bothers to look at each of the presented options/components to decide which one to select or deselect and either we select whatever it prompts for or we opt not to deselect the default selected components. Later if you really use the software, you come across many bottlenecks in the performance because of the laxity you exercised during installation. The same I experienced when I installed Coldfusion and later I had to uninstall RDS because of secrity breach on the machine because of RDS installtion.
If you use Macromedia Dreamweaver MX or Macromedia HomeSite+ to develop your applications, you can access a remote ColdFusion MX 7 server using HTTP. However, you must configure Remote Development Services (RDS) in your integrated development environment (IDE), and RDS must be enabled in ColdFusion MX 7. Using RDS, IDE users can securely access remote files and data sources, build SQL queries from these data sources, and debug CFML code.
Note: The ColdFusion Report Builder uses RDS for the Query Builder and for charting support.
However, for security reasons, Macromedia recommends that you disable RDS on a production server. To disable it, you must disable the RDSServlet mapping.
To disable the RDSServlet mapping:
- Back up the web.xml file.
This file is in the cf_root\wwwroot\WEB-INF directory in Windows and in the cf_root/wwwroot/WEB-INF directory on UNIX. In the multiserver and J2EE configurations, this file is under cf_webapp_root/WEB-INF.
- Open the original web.xml file for editing.
- Comment out the RDSServlet mapping, as the following example shows: <!-- <servlet-mapping id="macromedia_mapping_9"> <servlet-name>RDSServlet</servlet-name> <url-pattern>/CFIDE/main/ide.cfm</url-pattern> </servlet-mapping> -->
- Save the file.
- Restart ColdFusion MX 7.
RDS is disabled on the ColdFusion MX 7 server.
Thursday, November 22, 2007
It is more often than we may believe that we forget administrator password of many of our affairs be it server or site administration. And then we do what not to get hold of someone to help us recover the password or bypass the password asking prompt or have some hacking approach to hack our own system. Recently I faced this when I had to remove contribute related settings on my website so that I do not face the nagging dreamweaver prompt whether I wish to enable all contribute related settings while editing my site in dreamweaver. Had tough time in finding the solution but finally came across the following which did the work.
If you forget the password assigned to the Contribute administrator role, you can reset the password by deleting the shared settings file from the website and creating a new shared settings file.
Note: If you delete the shared settings file, all the roles you have previously created are lost; you must set up those permissions again.
To delete the shared settings file:
- Connect to the server, either by mounting it on your desktop or by logging in to it (using an FTP client, telnet, SSH, or similar software).
Note: You can't perform this procedure from within a web browser.
- On the server, open the root folder of your Contribute website, and then open the _mm folder that's inside the root folder.
A typical Windows directory path for the _mm folder might be:\\myServer\wwwroot\mySite\_mm
A typical UNIX directory path for the _mm folder might be:/<path_to_the_web_server_doc_root/mySite/_mm/
The shared settings file is an XML file (labeled contribute.xml) in the _mm folder.
- Delete the shared settings file.
- Using Contribute, select Edit > My Connection (Windows) or Contribute > My Connection (Macintosh), select the website whose shared settings file you deleted, and click Edit.
- Re-establish a connection to the site.
- When you re-define the website connection, select Edit > Administer Websites (Windows) or Contribute > Administer Websites (Macintosh) and administer the website to which you are connected.
Contribute will prompt you to become the administrator of the website.
- Select Set Administrator Password to become the administrator for the site, and reset the administrator password.
Friday, November 16, 2007
If you own or work with a search engine optimization company, or even if you're just hoping to better your search engine placement, then you are probably aware of the recent acquisition frenzy that took hold among the major search engines. Google paid $3.1 billion for DoubleClick, Microsoft paid $6 billion for Aquantive, and Yahoo paid $680 million for the 80 percent of Right Media that it did not already own and another $300 million for BlueLithium. The companies purchased are all intended to help widen the advertising range of each of the engines in question, and to take advantage of increasingly sophisticated behavioral-based ad-serving technologies that the acquired companies owned.
What many people failed to realize was that when Google purchased DoubleClick, it now was also the owner of a very large search engine optimization company called Performics, which is a wholly owned subsidiary of DoubleClick.
This fact is of course raising some eyebrows in the industry. Google has consistently maintained that there is no way that people can pay for better search engine placement in the organic index, a stance that the company still claims applies despite this recent purchase. In fact, a portion of Google's published guidelines about SEO says, "While Google doesn't have relationships with any SEOs and doesn't offer recommendations..." In another portion, Google says "While Google nevër sells better ranking in our search results..." However, anyone who hires search engine optimization company Performics is of course now paying Google for better search engine placement. It seems like a pretty black and white issue, but Google would obviously prefer that it was kept delightfully blurry.
A Serious Conflict of Interest
One would think that Google, aware of the controversy that would come from the fact that it now owned a search engine optimization company, would be eager to spin Performics off quickly in order to avoid the appearance of impropriety and of selling search engine placement. Not so, says the official Google/ Doubleclick acquisition FAQ:
Q. What will Google do with Performics?
A. Performics is part of DoubleClick, and we are acquiring it as part of the transaction. We have no plans to dispose of it at this time
All right, so Google owns a search engine optimization company and seems prepared to hold onto it for a little while at least. Yes, there seems to be a huge conflict of interest. Yes, there appears to be a large double standard. Yes, Google appears to have abandoned its long-standing principles regarding organic search engine placement in the interests of profít. But surely, the search engine optimization company that it bought will quickly be forced to follow the guidelines that Google has published for companies that are looking for a search engine optimization company. Right? Well, no.
Here is a verbatim quote from the guidelines that Google provides to people thinking about hiring a search engine optimization company:
Make sure you're protected legally. For your öwn safety, you should insist on a full and unconditional money-back guarantëe. Don't be afraid to request a refund if you're unsatisfied for any reason...
On the surface, this advice seems solid enough, but as an owner of a search engine optimization company, I can tell you how impractical it is. What would prevent a company that achieved fantastic search engine placement using my service from asking for its monëy back, claiming that it is unsatisfied? "For any reason" is a very slippery slope, and apparently Google agrees – Performics does not provide a guarantëe of any kind. How do I know? Simple -- one of my employees called and asked. We also have it in writing from an email we received from one of their sales reps.
What Are Google's Options?
Let's be charitable and assume that in the heat of the acquisition Google has forgotten to update the page of advice that it has created for website owners. This leaves only four things that can happen:
1. Status Quo: Google keeps this advice up on the page and Performics continues to provide no guarantëe regarding search engine placement. We'll call this the "hypocritical" scenario.
2. Performics gets in line: Google leaves the advice up as is and forces Performics to provide an unconditional money-back guarantëe. We'll call this the "free SEO from Performics" scenario.
3. Guidelines change: Performics maintains zero guarantees for search engine placement but Google modifies the advice to remove the inconsistencies pointed out in this article from its advice section. We'll call this the "shareholder's delight moneygrubber special" scenario.
4. Google spins off Performics and removes itself from the search engine optimization industry. We'll call this the "sanity over dollars" scenario.
Google owning a search engine optimization company -- a slippery slope, indeed. What does this mean for those hiring other companies and looking for great search engine placement? We will just have to wait and see.
Tuesday, November 13, 2007
Too often you come across the talk asking you to side with Socialism because it conforms the teachings of Bible and other holy scriptures. The following is the best I have come across so far to counter such a demand in a very meaningful way.
Donald Trump's daughter, Ivanka, was about to finish her first year of
college. Like so many others her age, she considered herself to be very
liberal, and among other liberal ideals she was very much in favor of
higher taxes to support more government programs -- what her dad dismissed
as "redistribution of wealth."
She was deeply ashamed that her father was a rather staunch conservative,
and a rich one at that -- a feeling she openly expressed. Based on the
lectures that she had participated in, and the occasional chat with a
professor, she felt that her father had for years harbored an evil, selfish
desire to keep what he thought should be his, rather than benefit society.
One day she was challenging her father on his opposition to higher taxes on
the rich and the need for more government programs. "You don't need to
spend money on these expensive furnishings in this huge house when there
are people who need to earn more than minimum wage and better food!" she
To her shock and amazement, all The Donald said in reply was "Welcome to
That's it? she thought to herself -- no argument? But before she could even
think of a follow-up, he actually changed the subject! "How are you doing
with your studies?" Trump asked her.
Taken aback, she answered rather haughtily that she had a 4.0 GPA, and let
him know that it was tough to maintain, insisting that she was taking a
very difficult course load and was constantly studying, which left her no
time to go out and party like other people she knew. She didn't even have
time for a boyfriend, and didn't really have many college friends because
she spent all her time studying.
Her father listened and then asked, "How is your friend Audrey doing?"
She replied, "Audrey is barely getting by. All she takes are easy classes,
she never studies, and she barely has a 2.0 GPA. She is so popular on
campus; college for her is a blast. She's always invited to all the
parties, and lots of times she doesn't even show up for classes because
she's too hung over."
The Donald was closing in now. He asked Ivanka, "Why don't you go to the
Dean's office and ask him to deduct a 1.0 off your GPA and give it to your
friend who only has a 2.0. That way you will both have a 3.0 GPA and
certainly that would be a fair and equal distribution of GPA."
Ivanka, visibly shocked by her father's suggestion, angrily fired back,
"That's a crazy idea, how would that be fair!? I've worked really hard for
my grades! I've invested a lot of time, and a lot of hard work! Audrey has
done next to nothing toward her degree. She played while I worked my tail
The Donald slowly smiled, winked and said gently, "Welcome to capitalism."