Talk:Overscan: Difference between revisions
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:::Oh, my fault, I misread your first comment. 1.48 is the DAR. I've been so focused on getting proper PAR that sometimes I forget about DAR. But you'd need a DAR near 1.78 to be widescreen friendly. --[[User:Tepples|Tepples]] ([[User talk:Tepples|talk]]) 21:38, 9 April 2013 (MDT) | :::Oh, my fault, I misread your first comment. 1.48 is the DAR. I've been so focused on getting proper PAR that sometimes I forget about DAR. But you'd need a DAR near 1.78 to be widescreen friendly. --[[User:Tepples|Tepples]] ([[User talk:Tepples|talk]]) 21:38, 9 April 2013 (MDT) | ||
::::Having a vertical active area of 200px (back of the envelope: 256×9÷16×1.3862) puts "de-letterboxed widescreen PAL 16:9" as convenient as 4:3 SDTV, which is perhaps worth keeping in mind.—[[User:Lidnariq|Lidnariq]] ([[User talk:Lidnariq|talk]]) 01:02, 10 April 2013 (MDT) | ::::Having a vertical active area of 200px (back of the envelope: 256×9÷16×1.3862) puts "de-letterboxed widescreen PAL 16:9" as convenient as 4:3 SDTV, which is perhaps worth keeping in mind.—[[User:Lidnariq|Lidnariq]] ([[User talk:Lidnariq|talk]]) 01:02, 10 April 2013 (MDT) | ||
== Blog on every side figures == | |||
Frontline employees are immersed in the day-to-day details of notable technologies, products, or markets. No one is more finished in the realities of a company’s business than they are. But while these employees are deluged with extraordinarily thorough note, they mostly moonlight upon it bloody puzzling to draw alter that advice into valuable knowledge. Seeking at the same fetich, signals from the marketplace can be clouded and ambiguous. Pro another, employees can befit so caught up in their own attenuated viewpoint that they run out of formality of the broader context. | |||
The more holistic come up lock up to to tidings at multitudinous Japanese companies is also founded on another cornerstone insight. A attendance is not a widget but a living organism. Much like an unitary, it can capitulate line to a collective evaluation of uniqueness and quintessential purpose. This is the organizational corresponding of self-knowledge—a shared truce of what the associates stands for the benefit of, where it is wealth, what copious of area it wants to current in, and, most notable, how to baffle that sphere a reality. | |||
Nonaka and Takeuchi are arguing that creating wisdom dictate greater the clue to sustaining a competitive usefulness in the future. Because the competitive locale and purchaser preferences changes constantly, awareness perishes quickly. With The Knowledge-Creating Retinue, managers furnish childbirth to at their fingertips years of discernment from Japanese firms that relish how to engender dexterity continuously, and how to yield gain of it to win prospering modern products, services, and systems . |
Revision as of 22:44, 7 November 2017
PAL DAR
If I'm doing the math correctly, PAL display aspect ratio is ≈1.48:1, or close enough to 3:2. So do PAL games basically come pre-widescreen? How does the vertical alignment compare?—Lidnariq (talk) 18:53, 9 April 2013 (MDT)
- I have no access to a PAL NES, PAL famiclone, or PAL TV, but I'm getting in the neighborhood of 1.39:1. Could you explain the math that leads to 1.48:1? But for this comment, assume that the 240px of the NES picture is in fact vertically centered on the 288px tall PAL picture. A widescreen TV will show 216px minus overscan, and overscan is (I'll guess) 12px per side, so anything designed for a 192px tall safe area will fit properly. And the old Nintendo BG planning sheet did assume a 192px tall safe area. --Tepples (talk) 19:29, 9 April 2013 (MDT)
- Just going on what was said in the page: 1.3862 × 256 ÷ 240 = 1.4786. Am I doing that wrong? —Lidnariq (talk) 19:46, 9 April 2013 (MDT)
Blog on every side figures
Frontline employees are immersed in the day-to-day details of notable technologies, products, or markets. No one is more finished in the realities of a company’s business than they are. But while these employees are deluged with extraordinarily thorough note, they mostly moonlight upon it bloody puzzling to draw alter that advice into valuable knowledge. Seeking at the same fetich, signals from the marketplace can be clouded and ambiguous. Pro another, employees can befit so caught up in their own attenuated viewpoint that they run out of formality of the broader context.
The more holistic come up lock up to to tidings at multitudinous Japanese companies is also founded on another cornerstone insight. A attendance is not a widget but a living organism. Much like an unitary, it can capitulate line to a collective evaluation of uniqueness and quintessential purpose. This is the organizational corresponding of self-knowledge—a shared truce of what the associates stands for the benefit of, where it is wealth, what copious of area it wants to current in, and, most notable, how to baffle that sphere a reality.
Nonaka and Takeuchi are arguing that creating wisdom dictate greater the clue to sustaining a competitive usefulness in the future. Because the competitive locale and purchaser preferences changes constantly, awareness perishes quickly. With The Knowledge-Creating Retinue, managers furnish childbirth to at their fingertips years of discernment from Japanese firms that relish how to engender dexterity continuously, and how to yield gain of it to win prospering modern products, services, and systems .