dress as a flapper 1920s Flapper Dress PDF pattern
SKU: 9467740510
dress as a flapper

dress as a flapper 1920s Flapper Dress PDF pattern

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Size: 4
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Description

dress as a flapper 1920s Flapper Dress PDF patternMisses' Sizes XS 3XL The Flapper Dress we present here comes from a very simple, but very elegant, original dress from the 1920s. It is made of only two pattern pieces, and the front and back are the same, but the simplicity belies the meaning of the garment. Our original is made of a black cotton silk gauze that is heavily beaded with black glass beads grouped into art deco shapes all over the dress. The armholes, neckline, waist (which is slightly

Misses' Sizes XS-3XL

The Flapper Dress we present here comes from a very simple, but very elegant, original dress from the 1920s.  It is made of only two pattern pieces, and the front and back are the same, but the simplicity belies the meaning of the garment.  Our original is made of a black cotton/silk gauze that is heavily beaded with black glass beads grouped into art deco shapes all over the dress.  The armholes, neckline, waist (which is slightly dropped), and hem are outlined with oblong red glass beads stacked in rows.  The dress is made to swing, made to awe with its embellishments and the scarcity of fabric around the neck, arms, and legs. 

Make this dress with beaded or fringed fabric, or add your own beads or fringe to it, or make it with a simple gorgeous silk charmeuse.  

This is a PDF pattern.  You will be provided a link after checkout with the files to download with the pattern.  The files include a print-at-home version (tiled - 13 pages), a copyshop version (that works for 36" and A0) paper, as well as sewing instructions and a short history of the flapper dress (9 pages). 

We have added the option to print this pattern for you.  If you choose this option in the drop down menu, we will print the pattern on 36" wide, 80# (heavy) paper, as well as instructions, and mail them to you.  This option takes a few more days to fulfill.  

Suggested Fabrics:  Fabrics with drape such as silk, rayon, cotton lawn, gauze, and blends.  This can also be a simple sundress - made of cotton lawn or linen.

Sizing and Yardage Chart (PDF)

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SKU: 9467740510

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I was sensitive to the regular Xylimelts after a few months use. Painful gums and hives inside my lips and cheeks. The sensitive version immediately corrected the problem and I’ve been using them without issue for nearly a year. The product is a lifesaver for drymouth that occurred when I was sleeping.
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Best that I have found for dry mouth.
These are the best for dry mouth at night. They mostly stay stuck. I say mostly because I have had a few come apart. I think that was my fault.
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scott
Alexandria, US
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Lessons described live up to the book title.
Format: Hardcover
A fascinating read filled with eclectic stories of corporate experiences--the good and the bad. This book provides deep insight and guidance for considering what really matters and is most effective in the internal workings of your company to bolster success.
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Must read for any company owner
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If you own a company, have a business or are a manager, this is a must read
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moangu
Waukegan, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
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Reviewed in the United States on August 16, 2025

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