Assignment Stress Quotes

Homework, I Love You Homework, I love you. I think that you’re great. It’s wonderful fun when you keep me up late. I think you’re the best when I’m totally stressed, preparing and cramming all night for a test. Homework, I love you. What more can I say? I love to do hundreds of problems each day. You boggle my mind and you make me go blind, but still I’m ecstatic that you were assigned. Homework, I love you. I tell you, it’s true. There’s nothing more fun or exciting to do. You’re never a chore, for it’s you I adore. I wish that our teacher would hand you out more. Homework, I love you. You thrill me inside. I’m filled with emotions. I’m fit to be tied. I cannot complain when you frazzle my brain. Of course, that’s because I’m completely insane.

Miracle Message #6: Relationships are assignments for optimal growth and healing. #MiraclesNow

In every given moment we have a divine spiritual assignment in front of us: Choose love or choose fear.

High performers whom exhibit tremendous self-control tend to be burden by their own competence. Studies indicate that being extraordinary competent can place a person under an unusual amount of stress because it raises other people’s expectation of them. The more task that an exemplary employee produces with a ‘go-getting personality’ while maintaining high quality relationships with peers and clients, the more an organization tends to underestimates their actual effort and the more it expects of them. Other people do not comprehend how difficult it is for a high performer to complete multifaceted tasks. They also tend to underestimate how much effort an enterprising person exerts who maintains a positive and pleasant attitude while completing difficult assignments.

he other classes were much needed distractions from the Stress of the assignment and when his parents found out, which of course they did, they called him in a controlled panic. All their regret and guilt at sending him to a boarding school overflowed along with their fear for his life. He had to console them and tell them it was going to be okay. He's the one who's life may have been in jeopardy and yet he had to console them.

Hugging relieves stress, boosts feelings of closeness, and even squelches pain. In one study, people assigned to give five hugs each day for a month, aiming to hug as many different people as they could, became happier.

People try to get away from it all—to the country, to the beach, to the mountains. You always wish that you could too. Which is idiotic: you can get away from it anytime you like. By going within. Nowhere you can go is more peaceful—more free of interruptions—than your own soul. Especially if you have other things to rely on. An instant’s recollection and there it is: complete tranquillity. And by tranquillity I mean a kind of harmony. So keep getting away from it all—like that. Renew yourself. But keep it brief and basic. A quick visit should be enough to ward off all < . . . > and send you back ready to face what awaits you. What’s there to complain about? People’s misbehavior? But take into consideration: • that rational beings exist for one another; • that doing what’s right sometimes requires patience; • that no one does the wrong thing deliberately; • and the number of people who have feuded and envied and hated and fought and died and been buried. . . . and keep your mouth shut. Or are you complaining about the things the world assigns you? But consider the two options: Providence or atoms. And all the arguments for seeing the world as a city. Or is it your body? Keep in mind that when the mind detaches itself and realizes its own nature, it no longer has anything to do with ordinary life—the rough and the smooth, either one. And remember all you’ve been taught—and accepted—about pain and pleasure. Or is it your reputation that’s bothering you? But look at how soon we’re all forgotten. The abyss of endless time that swallows it all. The emptiness of all those applauding hands. The people who praise us—how capricious they are, how arbitrary. And the tiny region in which it all takes place. The whole earth a point in space—and most of it uninhabited. How many people there will be to admire you, and who they are. So keep this refuge in mind: the back roads of your self. Above all, no strain and no stress. Be straightforward. Look at things like a man, like a human being, like a citizen, like a mortal. And among the things you turn to, these two: i. That things have no hold on the soul. They stand there unmoving, outside it. Disturbance comes only from within—from our own perceptions. ii. That everything you see will soon alter and cease to exist. Think of how many changes you’ve already seen. “The world is nothing but change. Our life is only perception.

Paul, the great apostle, author of much of the New Testament, and church planter extraordinaire, knew God had assigned him a particular area and amount of influence. He would not strain and strive and stress to go beyond those limits. He would humbly do the work God called him to do.

On the same convoy were two marine “snuffies,” or combat correspondents, Steve Berntson and Dale Dye. Both were marine sergeants with unusual jobs. They were “military journalists,” or, rather, public relations reporters in the field charged with writing stories about their fellow marines. They were assigned to the Information Services Office (ISO) and covered the war the same way as civilian journalists but with a mandate to stress the positive. They had a license to go anywhere and do anything that could be turned into a story, so they were far more widely traveled than most marines, and they had a great deal more independence.

Matriculations, gender quotas, recruiting, financial aid, room-assignments, mealtimes, rankings, class v. drill schedules, prorector-hiring, accommodating changes in drill schedule consequent to a player's movement up or down a squad. It's all the sort of thing that's uninteresting unless you're the one responsible, in which case it's cholesterol-raisingly stressful and complex.

There are many types of teachable moments in life. Contentment is not always the most fertile ground to garner self-knowledge. At times, bitter memories can force us to change and teach us to avoid duplicating past conduct that led to regret and remorse. The greater the degree of anxiety that we assign to periods of uncertainty and distress the less likely we will resort to duplicating these problematic experiences in the future.

When God gives you understanding, life hands you mysteries. When He gives you insight, life hands you enigmas. When He gives you wisdom, life hands you problems. When He gives you strength, life hands you tasks. When He gives you courage, life hands you tests. When He gives you faith, life hands you trials. When He gives you passion, life hands you chores. When He gives you talent, life hands you assignments. When He gives you genius, life hands you obligations. When He gives you joy, life hands you burdens. When He gives you patience, life hands you troubles. When He gives you love, life hands you heartaches. When He gives you wealth, life hands you stress. When He gives you possessions, life hands you duties. When He gives you power, life hands you responsibilities. When He gives you friends, life hands you demands. When He gives you children, life hands you commitments. When He gives you relationships, life hands you inconveniences.

Due to persistently high elevation of stress hormones, which causes a reduction in the size of the hippocampus, survivors are often less able to put things in context and/or make critical distinctions about what is and what is not threatening in the present. Without this necessary discernment, survivors become more and more impulsive and less and less inhibited. In effect, what survivors are left with is a constantly hyperaroused autonomic nervous system, an inability to distinguish past from present threat.

Given the central place that technology holds in our lives, it is astonishing that technology companies have not put more resources into fixing this global problem. Advanced computer systems and artificial intelligence (AI) could play a much bigger role in shaping diagnosis and prescription. While the up-front costs of using such technology may be sizeable, the long-term benefits to the health-care system need to be factored into value assessments. We believe that AI platforms could improve on the empirical prescription approach. Physicians work long hours under stressful conditions and have to keep up to date on the latest medical research. To make this work more manageable, the health-care system encourages doctors to specialize. However, the vast majority of antibiotics are prescribed either by generalists (e.g., general practitioners or emergency physicians) or by specialists in fields other than infectious disease, largely because of the need to treat infections quickly. An AI system can process far more information than a single human, and, even more important, it can remember everything with perfect accuracy. Such a system could theoretically enable a generalist doctor to be as effective as, or even superior to, a specialist at prescribing. The system would guide doctors and patients to different treatment options, assigning each a probability of success based on real-world data. The physician could then consider which treatment was most appropriate.

CHAPTER THREE IN ONE PAGE Multitrack     1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain.     2. When you consider multiple options simultaneously, you learn the “shape” of the problem.     •  When designers created ads simultaneously, they scored higher on creativity and effectiveness.     3. Multitracking also keeps egos in check—and can actually be faster!     •  When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan.     4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions.     5. Beware “sham options.”     •  Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options.     6. Toggle between the prevention and promotion mindsets.     •  Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes.     •  Companies who used both mindsets performed much better after a recession.     •  Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress.     7. Push for “this AND that” rather than “this OR that.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

The experience of stress has three components. The first is the event, physical or emotional, that the organism interprets as threatening. This is the stress stimulus, also called the stressor. The second element is the processing system that experiences and interprets the meaning of the stressor. In the case of human beings, this processing system is the nervous system, in particular the brain. The final constituent is the stress response, which consists of the various physiological and behavioural adjustments made as a reaction to a perceived threat. We see immediately that the definition of a stressor depends on the processing system that assigns meaning to it. The shock of an earthquake is a direct threat to many organisms, though not to a bacterium. The loss of a job is more acutely stressful to a salaried employee whose family lives month to month than to an executive who receives a golden handshake. Equally important is the personality and current psychological state of the individual on whom the stressor is acting. The executive whose financial security is assured when he is terminated may still experience severe stress if his self-esteem and sense of purpose were completely bound up with his position in the company, compared with a colleague who finds greater value in family, social interests or spiritual pursuits. The loss of employment will be perceived as a major threat by the one, while the other may see it as an opportunity. There is no uniform and universal relationship between a stressor and the stress response. Each stress event is singular and is experienced in the present, but it also has its resonance from the past. The intensity of the stress experience and its long-term consequences depend on many factors unique to each individual. What defines stress for each of us is a matter of personal disposition and, even more, of personal history. Selye discovered that the biology of stress predominantly affected three types of tissues or organs in the body: in the hormonal system, visible changes occurred in the adrenal glands; in the immune system, stress affected the spleen, the thymus and the lymph glands; and the intestinal lining of the digestive system. Rats autopsied after stress had enlarged adrenals, shrunken lymph organs and ulcerated intestines.

When I met Dr. Phil Zimbardo, the former president of the American Psychological Association, for lunch, I knew him primarily as the mastermind behind the famous Stanford prison experiment.7 In the summer of 1971, Zimbardo took healthy Stanford students, assigned them roles as either “guards” or “inmates,” and locked them in a makeshift “prison” in the basement of Stanford University. In just days, the “prisoners” began to demonstrate symptoms of depression and extreme stress, while the “guards” began to act cruel and sadistic (the experiment was ended early, for obvious reasons). The point is that simply being treated like prisoners and guards had, over the course of just a few days, created a momentum that caused the subjects to act like prisoners and guards. The Stanford prison experiment is legendary, and much has been written about its many implications. But what I wondered was this: If simply being treated in a certain way conditioned these Stanford students to gradually adopt these negative behaviors, could the same kind of conditioning work for more positive behavior too? Indeed, today Zimbardo is attempting a grand social experiment along those lines called the “Heroic Imagination Project.”8 The logic is to increase the odds of people operating with courage by teaching them the principles of heroism. By encouraging and rewarding heroic acts, Zimbardo believes, we can consciously and deliberately create a system where heroic acts eventually become natural and effortless. We have a choice. We can use our energies to set up a system that makes execution of goodness easy, or we can resign ourselves to a system that actually makes it harder to do what is good. Ward’s Positive Tickets system did the former, and it worked. We can apply the same principle to the choices we face when designing systems in our own lives.

It may seem paradoxical to claim that stress, a physiological mechanism vital to life, is a cause of illness. To resolve this apparent contradiction, we must differentiate between acute stress and chronic stress. Acute stress is the immediate, short-term body response to threat. Chronic stress is activation of the stress mechanisms over long periods of time when a person is exposed to stressors that cannot be escaped either because she does not recognize them or because she has no control over them. Discharges of nervous system, hormonal output and immune changes constitute the flight-or-fight reactions that help us survive immediate danger. These biological responses are adaptive in the emergencies for which nature designed them. But the same stress responses, triggered chronically and without resolution, produce harm and even permanent damage. Chronically high cortisol levels destroy tissue. Chronically elevated adrenalin levels raise the blood pressure and damage the heart. There is extensive documentation of the inhibiting effect of chronic stress on the immune system. In one study, the activity of immune cells called natural killer (NK) cells were compared in two groups: spousal caregivers of people with Alzheimer’s disease, and age- and health-matched controls. NK cells are front-line troops in the fight against infections and against cancer, having the capacity to attack invading micro-organisms and to destroy cells with malignant mutations. The NK cell functioning of the caregivers was significantly suppressed, even in those whose spouses had died as long as three years previously. The caregivers who reported lower levels of social support also showed the greatest depression in immune activity — just as the loneliest medical students had the most impaired immune systems under the stress of examinations. Another study of caregivers assessed the efficacy of immunization against influenza. In this study 80 per cent among the non-stressed control group developed immunity against the virus, but only 20 per cent of the Alzheimer caregivers were able to do so. The stress of unremitting caregiving inhibited the immune system and left people susceptible to influenza. Research has also shown stress-related delays in tissue repair. The wounds of Alzheimer caregivers took an average of nine days longer to heal than those of controls. Higher levels of stress cause higher cortisol output via the HPA axis, and cortisol inhibits the activity of the inflammatory cells involved in wound healing. Dental students had a wound deliberately inflicted on their hard palates while they were facing immunology exams and again during vacation. In all of them the wound healed more quickly in the summer. Under stress, their white blood cells produced less of a substance essential to healing. The oft-observed relationship between stress, impaired immunity and illness has given rise to the concept of “diseases of adaptation,” a phrase of Hans Selye’s. The flight-or-fight response, it is argued, was indispensable in an era when early human beings had to confront a natural world of predators and other dangers. In civilized society, however, the flight-fight reaction is triggered in situations where it is neither necessary nor helpful, since we no longer face the same mortal threats to existence. The body’s physiological stress mechanisms are often triggered inappropriately, leading to disease. There is another way to look at it. The flight-or-fight alarm reaction exists today for the same purpose evolution originally assigned to it: to enable us to survive. What has happened is that we have lost touch with the gut feelings designed to be our warning system. The body mounts a stress response, but the mind is unaware of the threat. We keep ourselves in physiologically stressful situations, with only a dim awareness of distress or no awareness at all.

Central to any understanding of stress, health and disease is the concept of adaptiveness. Adaptiveness is the capacity to respond to external stressors without rigidity, with flexibility and creativity, without excessive anxiety and without being overwhelmed by emotion. People who are not adaptive may seem to function well as long as nothing is disturbing them, but they will react with various levels of frustration and helplessness when confronted by loss or by difficulty. They will blame themselves or blame others. A person’s adaptiveness depends very much on the degree of differentiation and adaptiveness of previous generations in his family and also on what external stressors may have acted on the family. The Great Depression, for example, was a difficult time for millions of people. The multigenerational history of particular families enabled some to adapt and cope, while other families, facing the same economic scarcities, were psychologically devastated. “Highly adaptive people and families, on the average, have fewer physical illnesses, and those illnesses that do occur tend to be mild to moderate in severity,” writes Dr. Michael Kerr. Since one important variable in the development of physical illness is the degree of adaptiveness of an individual, and since the degree of adaptiveness is determined by the multigenerational emotional process, physical illness, like emotional illness, is a symptom of a relationship process that extends beyond the boundaries of the individual “patient.” Physical illness, in other words, is a disorder of the family emotional system [which includes] present and past generations. Children who become their parents’ caregivers are prepared for a lifetime of repression. And these roles children are assigned have to do with the parents’ own unmet childhood needs — and so on down the generations. “Children do not need to be beaten to be compromised,” researchers at McGill University have pointed out. Inappropriate symbiosis between parent and child is the source of much pathology.

Prayer and Action Go Hand in Hand     “Prayer and action go hand in hand” (Nehemiah 4:17).     I remember the frustration experienced in my home because of homework. Each day my kids would return from school, we would argue over when and where and how to do their nightly assignments. The ordeal stressed us and caused family strife. I decided to take it to God in prayer. I hoped that God would change my childrens’ attitudes so that they would look forward to doing their homework.This, however, was not the case.   I learned that although I can pray to God and ask Him to help I must also be willing to be part of the solution.   I can’t just pray and then throw up my hands and carry on with my day. I can ignore the fear and worry but I still need to be willing to take action. I believe it was Joyce Meyer who said, “Don’t react, act.”  So I don’t need to react with ranting, raving, whining and nagging. I must rely on God’s guidance and proceed with a solid plan to resolve this homework issue.   God often answers prayer through people. He can and will divinely interject but usually He uses people who are willing and obedient. I can pray for wisdom and knowledge but I must also act upon that knowledge and “do” something. It’s not enough for me to say, “Dear Lord, help my child to do homework” without listening for His answer and being open to His guidance.   We devised a homework system through listening to the wisdom of others and spending time in quiet reflection with God. I realize that although my plan is working well now, I may need to change it in the future. As our family’s needs change I can ask God for His guidance and His wisdom. Then I must be open and listen for it. God wants to answer our prayers but He wishes to work though His creation, not impose His will upon it.       Prayer is intimacy ~ Elsie Montgomery         How Does God Reveal Himself?     “Blessed is the one who reads the words of this prophecy, and blessed are those who hear it and take to heart what is written in it,

Prayer and Action Go Hand in Hand     “Prayer and action go hand in hand” (Nehemiah 4:17).     I remember the frustration experienced in my home because of homework. Each day my kids would return from school, we would argue over when and where and how to do their nightly assignments. The ordeal stressed us and caused family strife. I decided to take it to God in prayer. I hoped that God would change my childrens’ attitudes so that they would look forward to doing their homework.This, however, was not the case.   I learned that although I can pray to God and ask Him to help I must also be willing to be part of the solution.   I can’t just pray and then throw up my hands and carry on with my day. I can ignore the fear and worry but I still need to be willing to take action. I believe it was Joyce Meyer who said, “Don’t react, act.”  So I don’t need to react with ranting, raving, whining and nagging. I must rely on God’s guidance and proceed with a solid plan to resolve this homework issue.   God often answers prayer through people. He can and will divinely interject but usually He uses people who are willing and obedient. I can pray for wisdom and knowledge but I must also act upon that knowledge and “do” something. It’s not enough for me to say, “Dear Lord, help my child to do homework” without listening for His answer and being open to His guidance.   We devised a homework system through listening to the wisdom of others and spending time in quiet reflection with God. I realize that although my plan is working well now, I may need to change it in the future. As our family’s needs change I can ask God for His guidance and His wisdom. Then I must be open and listen for it. God wants to answer our prayers but He wishes to work though His creation, not impose His will upon it.       Prayer is intimacy ~ Elsie Montgomery

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

Prayer and Action Go Hand in Hand     “Prayer and action go hand in hand” (Nehemiah 4:17).     I remember the frustration experienced in my home because of homework. Each day my kids would return from school, we would argue over when and where and how to do their nightly assignments. The ordeal stressed us and caused family strife. I decided to take it to God in prayer. I hoped that God would change my childrens’ attitudes so that they would look forward to doing their homework.This, however, was not the case.   I learned that although I can pray to God and ask Him to help I must also be willing to be part of the solution.   I can’t just pray and then throw up my hands and carry on with my day. I can ignore the fear and worry but I still need to be willing to take action. I believe it was Joyce Meyer who said, “Don’t react, act.”  So I don’t need to react with ranting, raving, whining and nagging. I must rely on God’s guidance and proceed with a solid plan to resolve this homework issue.   God often answers prayer through people. He can and will divinely interject but usually He uses people who are willing and obedient. I can pray for wisdom and knowledge but I must also act upon that knowledge and “do” something. It’s not enough for me to say, “Dear Lord, help my child to do homework” without listening for His answer and being open to His guidance.   We devised a homework system through listening to the wisdom of others and spending time in quiet reflection with God. I realize that although my plan is working well now, I may need to change it in the future. As our family’s needs change I can ask God for His guidance and His wisdom. Then I must be open and listen for it. God wants to answer our prayers but He wishes to work though His creation, not impose His will upon it.       Prayer is intimacy ~ Elsie Montgomery         How Does God Reveal Himself?     “Blessed is the one who reads the words of this prophecy, and blessed are those who hear it and take to heart what is written in it, because the time is near”(Revelation 1:3).     At my church, we worked through a Bible study by Beth Moore. A video series, entitled “A Heart Like His”, Beth invited us to join her on a journey to know King David, a man after God’s own heart.   Beth explained that when we ask God for something we shouldn’t be expecting Him to talk to us through the clouds. Instead, God speaks to us through His Word, the Bible. If we have a concern or problem or issue, we need to read the Bible to “listen” for God’s voice and His answer. Before opening the Bible, we need to pray that God would reveal Himself to us through the words on the page.   Beth gives the example of how God revealed Himself to Samuel through His Word, the Bible. Samuel 3:21 says, “The Lord continued to appear at Shiloh, and there he revealed himself to Samuel through his word.”  

Often just ten minutes invested in a project or assignment two weeks before it is due can save you much frantic and stressed-out scrambling at the eleventh hour.

Behavioral marital therapy is a relatively brief treatment in which the therapist meets regularly with the depressed person and his or her partner. In the first phase of treatment, the therapist tackles the biggest strains on the relationship and helps the couple have more positive interactions. The couple may be given a homework assignment to figure out what activity they have enjoyed doing together in the past and then going ahead and doing it. When this phase is successful, the depressed person is already feeling brighter and both partners are expressing positive feelings toward each other. This boost serves as the foundation for the second phase, whose aim it is to restructure the relationship—for example, to improve the way that the couple communicates, handles problems, and interacts on a daily basis. Sometimes this is done by having the couple write a behavioral “contract,” agreeing to change aspects of their behavior. When successful, this phase will leave the couple feeling more supportive and sensitive to each other’s needs, more intimate, and better able to cope with future difficulties. Finally, in the third phase, the therapist helps the two partners prepare for stressful situations that might come to pass and encourages them to attribute their improvement in therapy to their love and caring for each other. Interestingly, behavioral marital therapy has been found to be at least as effective as individual therapy at lifting depression. However, it has the additional benefit of bolstering marital satisfaction. Indeed, a number of studies have shown that the boost in marital happiness (or favorable changes in the marriage related to that boost) is in fact the reason that the marital therapy works.

It is instructive rather than evaluative. The feedback is focused on correcting some aspect of the student’s performance—a step in a procedure, a misconception, or information to be memorized. It isn’t advice or a grade but some actionable information that will help the student improve. It is important to know the difference between the three types of feedback because not all feedback is actionable. It is specific and in the right dose. Your feedback should focus on only one or two points. Don’t point out everything that needs adjusting. That’s overwhelming for a dependent learner and may actually confirm her belief that she is not capable. It is timely. Feedback needs to come while students are still mindful of the topic, assignment, or performance in question. It needs to come while they still think of the learning goal as a learning goal—that is, something they are still striving for, not something they already did. It is delivered in a low stress, supportive environment. The feedback has to be given in a way that doesn’t trigger anxiety for the student. This means building a classroom culture that celebrates the opportunity to get feedback and reframes errors as information. Making Feedback Culturally Responsive: Giving “Wise” Feedback For feedback to be effective, students must act on it.

The head of one of the large management consulting firms always starts an assignment with a new client by spending a few days visiting the senior executives of the client organization one by one. After he has chatted with them about the assignment and the client organization, its history and its people, he asks (though rarely, of course, in these words): “And what do you do that justifies your being on the payroll?” The great majority, he reports, answer: “I run the accounting department,” or “I am in charge of the sales force.” Indeed, not uncommonly the answer is, “I have 850 people working under me.” Only a few say, “It’s my job to give our managers the information they need to make the right decisions,” or “I am responsible for finding out what products the customer will want tomorrow,” or “I have to think through and prepare the decisions the president will have to face tomorrow.” The man who focuses on efforts and who stresses his downward authority is a subordinate no matter how exalted his title and rank. But the man who focuses on contribution and who takes responsibility for results, no matter how junior, is in the most literal sense of the phrase, “top management.” He holds himself accountable for the performance of the whole.

Whatever lays the first stress on behaviour or achievement; on orthodoxy, theological, moral, or social; on conformity to a system, a church, a moral type, or a code of conduct; on mere sinlessness, blamelessness, propriety, piety, or sanctity of an unearthly type—that is a departure from the Gospel idea of perfection; which is completeness of trust, and the definite self-assignment of faith amid much imperfection.

Essentially, the introduction of the PTSD diagnosis has opened a door to the scientific investigation of the nature of human suffering. Although much of human art and religion has always focused on expressing and understanding man’s afflictions, science has paid scant attention to suffering as an object of study. Hitherto, science has generally categorized people’s problems as discrete psychological or biological disorders — diseases without context, largely independent of the personal histories of the patients, their temperaments, or their environments. PTSD, then, serves as a model for correcting the decontextualized aspects of today’s psychiatric nomenclature. It refocuses attention back on the living person instead of our overly concrete definitions of mental “disorders” as “things” in and of themselves, bringing us back to people’s own experiences and the meaning which they assign to it.

Essentially, the introduction of the PTSD diagnosis has opened a door to the scientific investigation of the nature of human suffering. Although much of human art and religion has always focused on expressing and understanding man’s afflictions, science has paid scant attention to suffering as an object of study. Hitherto, science has generally categorized people’s problems as discrete psychological or biological disorders — diseases without context, largely independent of the personal histories of the patients, their temperaments, or their environments. PTSD, then, serves as a model for correcting the decontextualized aspects of today’s psychiatric nomenclature. It refocuses attention back on the living person instead of our overly concrete definitions of mental “disorders” as “things” in and of themselves, bringing us back to people’s own experiences and the meaning which they assign to it.

In my stressful 9-to-5, it was hard to find time for peace. Often, I would become so frustrated I would send messages to colleagues like, 'I am confused as to why you did not notify me sooner of your urgent doctor's appointment' or 'Please let me know as soon as you can why you didn't turn in your assignment when it was due two minutes ago.' I tried to be kind to them despite their poor performance. For example, I would let them out of work a full five minutes early, or bring in a tray of cookies, then stand next to the cookies the whole time to make sure no one took more than one (but also no less than one; allergies aren't an excuse to not be a team player!).

Appearances really came to a head on Mrs. Clinton’s detail. Eventually, personnel assigned to it regarded the “honor” as a punishment. It was a transfer no one wanted because of its constant stress and negativity.

CHAPTER THREE IN ONE PAGE Multitrack 1. Multitracking = considering more than one option simultaneously.     •  The naming firm Lexicon widens its options by assigning a task to multiple small teams, including an “excursion team” that considers a related task from a very different domain. 2. When you consider multiple options simultaneously, you learn the “shape” of the problem. • When designers created ads simultaneously, they scored higher on creativity and effectiveness. 3. Multitracking also keeps egos in check—and can actually be faster! • When you develop only one option, your ego is tied up in it.     •  Eisenhardt’s research on Silicon Valley firms: Multitracking minimized politics and provided a built-in fallback plan. 4. While decision paralysis may be a concern for people who consider many options, we’re pushing for only one or two extra. And the payoff can be huge.     •  We’re not advocating 24 kinds of jam. When the German firm considered two or more alternatives, it made six times as many “very good” decisions. 5. Beware “sham options.” • Kissinger: “Nuclear war, present policy, or surrender.”     •  One diagnostic: If people on your team disagree about the options, you have real options. 6. Toggle between the prevention and promotion mindsets. • Prevention focus = avoiding negative outcomes. Promotion focus = pursuing positive outcomes. • Companies who used both mindsets performed much better after a recession. • Doreen’s husband, Frank, prompted her to think about boosting happiness, not just limiting stress. 7. Push for “this AND that” rather than “this OR that.

We should start questioning the definitions we assign to our emotions. Just because other people have assigned a certain name to an emotion doesn't necessarily mean that we should recruit the same perceptions. For instance, just because we tend to name an uncomfortable feeling "stress" or "worry" because either research has concluded that the symptoms point to "worry" or "stress" doesn't make it so. Besides, emotions and feelings are invisible manifestations with only the symptoms as evidence in our bodies and minds, and no one has the equipment to point out exactly what they are--especially since they are always changing. Therefore, let's evaluate what we title things before we do, considering that every title or definition that we assign a thing or emotion creates a link, a mental recognizable relationship between us and what we've named--which constricts our thought processes from creating more empowering, positive emotions.

But I have been stressing that there are other underlying species-regularities involved. First, that women leaders do not inspire ‘followership’ chiefly because they are women and not only because of the consequences of those factors noted above ; secondly, even if they want to, women cannot become political leaders because males are strongly predisposed to form and maintain all-male groups, particularly when matters of moment for the community are involved. The suggestion is that a combination of these two factors has been the basis for the hostility and difficulty those females have faced who have aspired to political leadership. This has been the basis of the tradition of female non-involvement in high politics, and not the tradition itself. Cultural forms originally express the underlying ‘genetically programmed behavioural propensities’. In their turn, such cultural forms maintain – as tradition – an enduring solution to the recurrent problem of assigning of leadership and followership roles. In this connection, Margaret Mead writes about ‘zoomorphizing Man’. ‘Culture in the sense of man's species-characteristic method of meeting problems of maintenance, transformation, and transcendance of the past is an abstraction from our observations on particular cultures.’? This is then another way of looking at how broad political patterns may predictably emerge from the more detailed and programmed patterns of different behaviour of males and females. Some females may indeed penetrate some high councils. They become ministers of governments, ambassadors, and so on. A few may receive assignments which are not ‘feminine’ in their implication, such as Golda Meir, former Israeli Foreign Minister, and Barbara Castle, U.K. Secretary of Productivity and Employment. It is important to know what happens to the ‘backroom boys’ under such circumstances. Do they retire to an even more secluded chamber? Does the lady become ‘one of the boys’?

EMOTIONAL DISCLOSURE: A DRUG-FREE ANTIDEPRESSANT In a 2008 study, outpatient psychotherapy clients saw significant reductions in anxiety and depressive symptoms, as well as greater overall progress in therapy when the client was asked to complete written emotional disclosure assignments, as compared with those who completed a writing assignment unrelated to emotional disclosure.

Violation of the Moral Code as a Basis for Assigning Blame But in spite of all possible points of view everyone will admit that there are crimes which always and everywhere from the beginning of the world, under all legal systems, have unhesitatingly been considered crimes and will be considered so as long as man remains human, said Dostoevski (as cited in Tucker, 1985). First and foremost, the moral code addresses abuse of power. Regardless of legalese, victims want to blame those who violate the heart and all codes and commitments that were set forth to guide human behavior. All humans agree that the guidelines, in some way, provide that: (1) I may not violate your right to live and enjoy what you have earned, (2) you may wish to live in a climate of freedom, to think and function as you wish and (3) your actions will not violate my right to live and enjoy what is mine and to think and function according to my conscience. If a violation occurs, then I have the right to confront you and inform you that you have violated the moral contract. All justice systems are designed and obligated to stand for and enforce that code. The act of blaming requires

In the end, this nice teacher is not giving you what you need in order to be successful when you take the boards. As a rule, the easier the class is, the harder you must study on your own. Learn to appreciate your difficult or challenging nursing professors. The ones who have the hardest exams followed directly by huge reading assignments are truly looking out for your best interests. The professors who make you absolutely nuts and stressed out of your mind are the individuals you will owe thanks. I

Behavior Rehearsal So far, we have used imagery to place ourselves in ideal relaxed settings. But mental imagery is also a valuable component in behavior rehearsal—picturing yourself succeeding at a stressful task. For example, a basketball player can imagine shooting the ball into the basket as a way of improving his or her performance. A golfer envisions putting the ball right into the hole as a means of practice. Both are relying on imagery to improve their games. When should you use imagery? In gearing up for public speaking class, Alan used imagery quite effectively—putting himself in front of a group, giving his speech successfully—just after doing the relaxation exercise we just went through, because the mind and body are more receptive to imagery in a relaxed state. I myself use imagery in preparing to give a speech—I find it useful to picture myself giving the speech, and to imagine the reaction of the audience. Again, practice makes perfect, and mental imagery offers an opportunity for a mental dress rehearsal of the situation you wish to confront. To add behavior rehearsal into your daily relaxation ritual, try the following: When you get close to the end of the relaxation exercise, when you know you are relaxed—right when you close your eyes—picture yourself in a group situation that so far has not been a success for you. Choose a scenario in which you would like to have success that does seem possible in the long term, such as a date, a work or school assignment, and so on. Walk into the room. Envision yourself as relaxed as you are now. You are in control. Your muscles are soft and loose, your face is relaxed, maybe even smiling. Your hands are warm and dry. Your breathing is even. If you get nervous as the scenario continues, pause to refocus your breathing and put your muscles at ease, pulling them back into a relaxed state. Experiment with behavior rehearsal as often as you like—this is a new skill, and there is no substitute for practice.

oan Hilliard could feel the smile on her face as she stepped from her car. Not the best wheels, but they were hers, a token of four years spent working in a brokerage firm. Joan had always wanted to be a teacher, but she had finished college at the wrong time. To her great disappointment, she couldn’t land a teaching position. She had still wanted her own classroom but decided that any job was better than nothing. The brokerage firm paid well, and she felt better for the experience. She had learned about herself, how to work with other adults, and what life at work was all about. Above all, she felt more confident. She had learned to cope in a demanding and stressful adult environment. That experience ought to help in a classroom of kids. She was delighted to get a teaching assignment at Pico School. It looked like a friendly place from the outside. The surrounding neighborhood was in decline, but Pico boasted green lawns, welltrimmed shrubbery, and large, lattice-paned windows. Built in the 1950s, it had the architectural charm that Joan remembered from the schools of her childhood. As she walked through the arched entryway, she noticed the vaguely familiar smells of new wax and summer mustiness. As she turned down the corridor leading to the principal’s office, she ran into a tall, broad-shouldered man with hands on hips, scrutinizing the newly polished sheen on the floor. This had to be the custodian, admiring his work before hundreds of students’feet turned it into a mosaic of scuff marks. As she moved closer, he looked up and smiled as if he had

Just as Sylvia rated her pain, so can we rate our own stress on a ten point scale. When we first start doing all our stressors are eleven, but over time we learn that real tens are rare occurrences. Most stresses such as ruining a meal, forgetting an appointment, or losing a library book are only ones and twos. Just being able to assign a number to our upset emotions helps us keep our lives in perspective.

The simplest way to get through your daily to-do list is to assign a “why” to each item found on it. Know the reason the item is on your list. Determine why you need to get it done. Write the reason down next to the task.

For example, the task “write the first draft of chapter 1” is already found under the project “write a book.” Color-coding for that context is unnecessary. But you can use colored pens to assign location and activity type contexts. Red can signify “at home” and blue can signify “creative work.

When God gives you understanding, life hands you mysteries. When He gives you insight, life hands you enigmas. When He gives you wisdom, life hands you problems. When He gives you strength, life hands you tasks. When He gives you courage, life hands you tests. When He gives you faith, life hands you trials. When He gives you passion, life hands you chores. When He gives you talent, life hands you assignments. When He gives you genius, life hands you obligations. When He gives you joy, life hands you burdens. When He gives you patience, life hands you troubles. When He gives you love, life hands you a heartaches. When He gives you wealth, life hands you stress. When He gives you possessions, life hands you duties. When He gives you power, life hands you responsibilities. When He gives you friends, life hands you demands. When He gives you children, life hands you commitments. When He gives you relationships, life hands you inconveniences.

The reasons vary concerning why we tell ourselves we’re not ready for a given task or assignment. For some of us, the hesitance to act stems from past failures that have had a significant impact on our self-confidence. We fear a repeat of those experiences. For others, the tendency toward inaction stems from an aversion to struggle. They consider every struggle toward a desired outcome as evidence of a lack of competence or preparation (or both). In the next section, we’ll explore how the habit of telling yourself you’re not ready can have a negative impact on your productivity. How This Bad Habit Hurts Your Productivity First, you become less likely to take risks. Consequently, you’re prevented from enjoying the rewards that come with taking those risks. Instead, you’ll be inclined to stick to tasks and projects that allow you to stay within your comfort zone. They’re “safe.” They don’t require you to wonder what might happen during the course of working on them. Second, waiting until you’re 100% ready - which is to say, never taking action - prevents you from expanding your areas of competency. Because you choose to stay within your comfort zone, you confront few challenges. As such, you’re never faced with a problem that spurs you to broaden your skill set. A third way this habit affects your productivity is that it encourages you to procrastinate. By convincing yourself you’re not ready to undertake a given task, you’ll find it’s easier to rationalize postponing taking action. You’ll start to spend an inordinate amount of time planning and preparing. Fourth, staying in your comfort zone robs you of opportunities to impress influencers. After all, you’re taking fewer risks. That means you’ll rarely have a chance to stand apart from the pack. Instead, you’ll devote yourself to safe tasks and projects, which cause you to blend in with everyone else. Fifth, constantly telling yourself you’re not ready gradually erodes your self-confidence and morale. Over the long run, that diminishes your ability to work productively while increasing your stress levels. The good news is that you can break this subversive habit and start enjoying the fruits of improved productivity. Following are seven ideas for making that happen.

SOCIAL AND EMOTIONAL FUNCTIONING Another coexisting regulatory problem may be how the child feels about himself and relates to other people. • Poor adaptability: The child may resist meeting new people, trying new games or toys or tasting different foods. He may have difficulty making transitions from one situation to another. The child may seem stubborn and uncooperative when it is time to leave the house, come for dinner, get into or out of the bathtub, or change from a reading to a math activity. Minor changes in routine will readily upset this child who does not “go with the flow.” • Attachment problem: The child may have separation anxiety and be clingy and fearful when apart from one or two “significant olders.” Or, she may physically avoid her parents, teachers, and others in her circle. • Frustration: Struggling to accomplish tasks that peers do easily, the child may give up quickly. He may be a perfectionist and become upset when art projects, dramatic play, or homework assignments are not going as well as he expects. • Difficulty with friendships: The child may be hard to get along with and have problems making and keeping friends. Insisting on dictating all the rules and being the winner, the best, or the first, he may be a poor game-player. He may need to control his surrounding territory, be in the “driver’s seat,” and have trouble sharing toys. • Poor communication: The child may have difficulty verbally in the way she articulates her speech, “gets the words out,” and writes. She may have difficulty expressing her thoughts, feelings, and needs, not only through words but also nonverbally through gestures, body language, and facial expressions. • Other emotional problems: He may be inflexible, irrational, and overly sensitive to change, stress, and hurt feelings. Demanding and needy, he may seek attention in negative ways. He may be angry or panicky for no obvious reason. He may be unhappy, believing and saying that he is dumb, crazy, no good, a loser, and a failure. Low self-esteem is one of the most telling symptoms of Sensory Processing Disorder. • Academic problems: The child may have difficulty learning new skills and concepts. Although bright, the child may be perceived as an underachiever.

Do you assign deadlines - a specific date rather than “by the end of the month” - to each to-do item?