Behaviour Management Quotes

There is too much negativity in the world. Do your best to make sure you aren't contributing to it.

Self-leaders are still true leaders even if they have no known followers. True leaders inspire by the influence of their characters and general self-made brands. Leadership is defined by the virtues of one's behaviour.

Manager Mangione,” Ping said, “algorithmic regulation was to have been a system of governance where more exact data, collected from MEG citizens’ minds via neuralinks, would be used to organize Human life more efficiently as a CORPORATE collective. Except no one to this point in Human existence has been able to identify the mind. The CORPORATE can only receive data from the NET on behaviours which indicate feelings or intentions. I & I cannot . . .

What you post online speaks VOLUME about who you really are. POST with intention. REPOST with caution.

Self-leaders do not look for followers because they are busily pursuing their influencial dreams that followers will trace and ask for. Followers look for influence and that can be obtained from self-leaders.

They were not asked to adhere to the same rules. If there were countless guidelines women had to follow; cover your drink, stick close to others, don't wear short skirts. Their behaviour was the constant, while we were the variable expected to change. When did it become our job to do all the preventing and managing? And if houses existed where many girls got hurt, shouldn't we hold guys to a higher standard instead of reprimanding the girl? Why was passing out considered more reprehensible than fingering the passed out person?

If you do not change employee behaviour, you will not get organisational change and performance improvement"​

If it is difficult to change the behaviour of people so they are healthier and live longer, how difficult will it be to change employee workplace behaviour

Constructive feedback is leadership gift and driver of organisational behavioural change

When people support you when you have done something wrong. It doesnt mean you are right, but it means those people are promoting their hate , bad behavior or living their bad lives through you.

You can be in your room and lead people. Just develop your potentials and publicize them and you will see people looking for your product. That is influence; self-made leaders do not look for followers. Followers look for them.

The final relationship that cannot be ignored is with disrupters: They are individuals who cause trouble for sport - inciting opposition to management for a variety of reasons, most of them petty. Usually these people have good performance - that's their cover - and so they are endured or appeased. A company that manages people well takes disrupters head-on. First they give them very tough evaluations, naming their bad behaviour and demanding it change. Usually it won't. Disrupters are a personality type. If that's the case, get them out of the way of people trying to do their jobs. They're poison.

Another vital skill is managing pain. All the craziness in the world comes from people trying to escape suffering. All mixed up behaviour comes from unprocessed pain. People drink, hit their mates and children, gamble, cut themselves with razors and even kill themselves in an attempt to escape pain. I teach girls to sit with their pain, to listen to it for messages about their lives, to acknowledge and describe it rather than to run from it. They learn to write about pain, to talk about it, to express it through exercise, art, dance or music.

Many aspects of our screen-bound lives are bad for our social skills simply because we get accustomed to controlling the information that comes in, managing our relationships electronically, deleting stuff that doesn't interest us. We edit the world; we select from menus; we pick and choose; our social 'group' focuses on us and disintegrates without us. This makes it rather confusing for us when we step outdoors and discover that other people's behaviour can't be deleted with a simple one-stroke command or dragged to the trash icon.

A “self-leader” is the positively influence you have on yourself and on others without any influence with your titles and positions. You must be able to lead yourself before you can lead others.

Be that as it may, we were--and no doubt, still are--held under scrutiny, with that whole Phoenix Society brouhaha. It is imperative we remain on our best behaviour, a feat that you did not exactly manage effortlessly with your shenanigans in Edinburgh.

The European Parliament responded by focusing on corporate governance. If corporations wanted to be legal citizens they could damned well shoulder the responsibilities of good citizenship as well as the benefits. Social as well as financial audits were the order of the day. Directives outlining standards for corporate citizenship were drafted and a lucrative niche for a new generation of management consultants emerged - those who could look at an organization and sound a warning if its structure rewarded pathological behaviour.

Change is the law of nature, not humans. Humans still go by the first law of Newton.

If you are upset by someone's behaviour, this only means that you have to work on yourself before you try to correct the other person.

Neuroscience seems to show that many emotional and behavioural problems we thought were caused by bad parents or trauma are also caused by wiring that isn't reversible. This explains why self-improvement is hard and sometimes impossible, even when we're strong willed and well guided. In other words, we're often fucked.

Do not punish people for being honest and truthful. The day we will start punishing people for demonstrating honesty and truthfulness, will also be the day we will start surrounding ourselves with liars and dishonest people. Reward the behavior you want your people to demonstrate.

Be a star not a diva!

the greatest threat to human life on this planet is human behaviour

In a win-win solution, both sides lose a little but gain a lot

18 NEVER PAY YOUR LAWYER BY THE HOUR Incentive Super-Response Tendency To control a rat infestation, French colonial rulers in Hanoi in the nineteenth century passed a law: for every dead rat handed in to the authorities, the catcher would receive a reward. Yes, many rats were destroyed, but many were also bred specially for this purpose. In 1947, when the Dead Sea scrolls were discovered, archaeologists set a finder’s fee for each new parchment. Instead of lots of extra scrolls being found, they were simply torn apart to increase the reward. Similarly, in China in the nineteenth century, an incentive was offered for finding dinosaur bones. Farmers located a few on their land, broke them into pieces and cashed in. Modern incentives are no better: company boards promise bonuses for achieved targets. And what happens? Managers invest more energy in trying to lower the targets than in growing the business. These are examples of the incentive super-response tendency. Credited to Charlie Munger, this titanic name describes a rather trivial observation: people respond to incentives by doing what is in their best interests. What is noteworthy is, first, how quickly and radically people’s behaviour changes when incentives come into play or are altered and, second, the fact that people respond to the incentives themselves and not the grander intentions behind them.

Leadership is much more than hitting the bull’s eye. There is a large human component in leadership behaviour Young managers have to explore hitting deeper chords in human nature rather than just hitting targets.

It is not a lack of intelligence that holds people back the most. It is fear — often initially caused by repressed traumatic experiences they had gone through when younger. Without bringing these ancient traumas — embodied in their ‘shadow’ — from the darkness to the light, healing remains but a wishful thinking. The “poor little me” mindset manages to hijack their inner beings, rendering them unable to face their own perceived boundaries and limitations, which naturally also makes them unable to transcend them. Fear, you see, remains the driving force behind many harmful behaviours in life. “Let go or be dragged” as the Zen proverb reminds us.

How many times have you talked to yourself, reassured yourself or had battles within your own head? Often you have thoughts and feelings that you do not want and even carry out behaviours that you know at the time are not really what you want to do. So why are you doing this? How can it be that you do not have control over what thoughts or emotions you have and what behaviours you carry out? How can you be two very different people at different times?

The child teaches the adult something else about love: that genuine love should involve a constant attempt to interpret with maximal generosity what might be going on, at any time, beneath the surface of difficult and unappealing behaviour. The parent has to second-guess what the cry, the kick, the grief or the anger is really about. And what marks out this project of interpretation – and makes it so different from what occurs in the average adult relationship – is its charity. Parents are apt to proceed from the assumption that their children, though they may be troubled or in pain, are fundamentally good. As soon as the particular pin that is jabbing them is correctly identified, they will be restored to native innocence. When children cry, we don’t accuse them of being mean or self-pitying; we wonder what has upset them. When they bite, we know they must be frightened or momentarily vexed. We are alive to the insidious effects that hunger, a tricky digestive tract or a lack of sleep may have on mood. How kind we would be if we managed to import even a little of this instinct into adult relationships – if here, too, we could look past the grumpiness and viciousness and recognize the fear, confusion and exhaustion which almost invariably underlie them. This is what it would mean to gaze upon the human race with love.

The display, which was called 'Can Democracy Survive the Internet?' was dedicated to a 'global election management' company called Cambridge Analytica. Cambridge Analytica claimed to have gathered 5,000 data points on every American voter online: what you liked and what you shared on social media; how and where you shopped; who your friends were... They claimed to be able to take this imprint of your online self, use it to understand your deepest drives and desires, and then draw on that analysis to change your voting behaviour. The boast seemed to be backed up by success: Cambridge Analytica had worked on the victorious American presidential campaign of Donald Trump; it had also run successful campaigns for US Senator Ted Cruz (twice); and others all across Africa, Asia, the Caribbean, Latin America.

Punishment always has “fallout.” That is you may punish a behaviour you didn’t intend to decrease, or you may promote aggression because of missed associations. Your dog may become distrustful of you. Punishment can contribute to arousal and anxiety levels, pushing them ever higher.

RED HEAD Tight, inhibited, results-oriented, anxious, aggressive, over-compensating, desperate. BLUE HEAD Loose, expressive, in the moment, calm, clear, accurate, on task. It’s what tennis coach Nick Bollettieri calls the ‘centipede effect’. If a centipede had to think about moving all its legs in the right order, it would freeze, the task too complex and daunting. The same is true of humans. Red is what Suvorov called ‘the Dark’. It is that fixated negative content loop of self-judgement, rigidity, aggression, shut down and panic. Blue is what he called ‘the Light’ – a deep calmness in which you are on task, in the zone, on your game, in control and in flow. It applies to the military; it applies to sport; it applies to business. In the heat of battle, the difference between the inhibitions of the Red and the freedom of Blue is the manner in which we control our attention. It works like this: where we direct our mind is where our thoughts will take us; our thoughts create an emotion; the emotion defines our behaviour; our behaviour defines our performance. So, simply, if we can control our attention, and therefore our thoughts, we can manage our emotions and enhance our performance.

We noticed the parallels in our marriages -the forceful and decided women in charge, our quiet husbands, gentler than we were, gentler than most people we knew. We needed them, and they really needed us. It was nice to find a woman who felt burdened as I did by her own extroverted behaviour and vivid personality, by her own compulsion to manage.

Swann’s father, an excellent but an eccentric man in whom the least little thing would, it seemed, often check the flow of his spirits and divert the current of his thoughts. Several times in the course of a year I would hear my grandfather tell at table the story, which never varied, of the behaviour of M. Swann the elder upon the death of his wife, by whose bedside he had watched day and night. My grandfather, who had not seen him for a long time, hastened to join him at the Swanns’ family property on the outskirts of Combray, and managed to entice him for a moment, weeping profusely, out of the death-chamber, so that he should not be present when the body was laid in its coffin. They took a turn or two in the park, where there was a little sunshine. Suddenly M. Swann seized my grandfather

At the age of twenty-nine Gautama slipped away from his palace in the middle of the night, leaving behind his family and possessions. He travelled as a homeless vagabond throughout northern India, searching for a way out of suffering. He visited ashrams and sat at the feet of gurus but nothing liberated him entirely – some dissatisfaction always remained. He did not despair. He resolved to investigate suffering on his own until he found a method for complete liberation. He spent six years meditating on the essence, causes and cures for human anguish. In the end he came to the realisation that suffering is not caused by ill fortune, by social injustice, or by divine whims. Rather, suffering is caused by the behaviour patterns of one’s own mind. Gautama’s insight was that no matter what the mind experiences, it usually reacts with craving, and craving always involves dissatisfaction. When the mind experiences something distasteful it craves to be rid of the irritation. When the mind experiences something pleasant, it craves that the pleasure will remain and will intensify. Therefore, the mind is always dissatisfied and restless. This is very clear when we experience unpleasant things, such as pain. As long as the pain continues, we are dissatisfied and do all we can to avoid it. Yet even when we experience pleasant things we are never content. We either fear that the pleasure might disappear, or we hope that it will intensify. People dream for years about finding love but are rarely satisfied when they find it. Some become anxious that their partner will leave; others feel that they have settled cheaply, and could have found someone better. And we all know people who manage to do both.

Being nonreactive to destructive or hostile behaviour does not imply passive acceptance of it. Rather, it means we need to deal with it, take off our blinders and see the unacceptable. To redirect the destructive enery, we must dance with the shadow, not kill it. When we can achieve this stance, we learn to confront maladaptive or nonproductive behaviour matter-of-factly, without becoming embroiled in the heat of our own emotions. This nonreflexive style of being in the world is potent.

In Civil War days a performer named Blondin astonished the nation by crossing the Niagara River on a tightrope. President Abraham Lincoln, facing a delegation of critics, said: “Gentlemen, suppose all the property you possessed were in gold, and you had placed it in the hands of a Blondin to carry across the Niagara River on a rope. With slow, cautious steps he walks to the rope, bearing your all. Would you shake the cable and keep shouting at him, ‘Blondin, stand up a little straighter; Blondin, stoop a little more; go a little faster; lean more to the south; lean a little more to the north?’ Would that be your behaviour in such an emergency? “No, you would hold your breath, every one of you, as well as your tongues. You would keep your hands off until he was safe on the other side. “This government, gentlemen, is carrying an immense weight. Untold treasures are in its hands. The persons managing the ship of state in this storm are doing the best they can. Don’t worry them with needless warnings and complaints. . . . Be patient, and we will get you safe[ly] across.”19

Self-Management If you can read just one book on motivation—yours and others: Dan Pink, Drive If you can read just one book on building new habits: Charles Duhigg, The Power of Habit If you can read just one book on harnessing neuroscience for personal change: Dan Siegel, Mindsight If you can read just one book on deep personal change: Lisa Lahey and Bob Kegan, Immunity to Change If you can read just one book on resilience: Seth Godin, The Dip Organizational Change If you can read just one book on how organizational change really works: Chip and Dan Heath, Switch If you can read just two books on understanding that change is a complex system: Frederic Laloux, Reinventing Organizations Dan Pontefract, Flat Army Hear interviews with FREDERIC LALOUX, DAN PONTEFRACT, and JERRY STERNIN at the Great Work Podcast. If you can read just one book on using structure to change behaviours: Atul Gawande, The Checklist Manifesto If you can read just one book on how to amplify the good: Richard Pascale, Jerry Sternin and Monique Sternin, The Power of Positive Deviance If you can read just one book on increasing your impact within organizations: Peter Block, Flawless Consulting Other Cool Stuff If you can read just one book on being strategic: Roger Martin and A.G. Lafley, Playing to Win If you can read just one book on scaling up your impact: Bob Sutton and Huggy Rao, Scaling Up Excellence If you can read just one book on being more helpful: Edgar Schein, Helping Hear interviews with ROGER MARTIN, BOB SUTTON, and WARREN BERGER at the Great Work Podcast. If you can read just two books on the great questions: Warren Berger, A More Beautiful Question Dorothy Strachan, Making Questions Work If you can read just one book on creating learning that sticks: Peter Brown, Henry Roediger and Mark McDaniel, Make It Stick If you can read just one book on why you should appreciate and marvel at every day, every moment: Bill Bryson, A Short History of Nearly Everything If you can read just one book that saves lives while increasing impact: Michael Bungay Stanier, ed., End Malaria (All money goes to Malaria No More; about $400,000 has been raised so far.) IF THERE ARE NO STUPID QUESTIONS, THEN WHAT KIND OF QUESTIONS DO STUPID PEOPLE ASK?

The central figure of Buddhism is not a god but a human being, Siddhartha Gautama. According to Buddhist tradition, Gautama was heir to a small Himalayan kingdom, sometime around 500 BC. The young prince was deeply affected by the suffering evident all around him. He saw that men and women, children and old people, all suffer not just from occasional calamities such as war and plague, but also from anxiety, frustration and discontent, all of which seem to be an inseparable part of the human condition. People pursue wealth and power, acquire knowledge and possessions, beget sons and daughters, and build houses and palaces. Yet no matter what they achieve, they are never content. Those who live in poverty dream of riches. Those who have a million want two million. Those who have two million want 10 million. Even the rich and famous are rarely satisfied. They too are haunted by ceaseless cares and worries, until sickness, old age and death put a bitter end to them. Everything that one has accumulated vanishes like smoke. Life is a pointless rat race. But how to escape it? At the age of twenty-nine Gautama slipped away from his palace in the middle of the night, leaving behind his family and possessions. He travelled as a homeless vagabond throughout northern India, searching for a way out of suffering. He visited ashrams and sat at the feet of gurus but nothing liberated him entirely – some dissatisfaction always remained. He did not despair. He resolved to investigate suffering on his own until he found a method for complete liberation. He spent six years meditating on the essence, causes and cures for human anguish. In the end he came to the realisation that suffering is not caused by ill fortune, by social injustice, or by divine whims. Rather, suffering is caused by the behaviour patterns of one’s own mind. Gautama’s insight was that no matter what the mind experiences, it usually reacts with craving, and craving always involves dissatisfaction. When the mind experiences something distasteful it craves to be rid of the irritation. When the mind experiences something pleasant, it craves that the pleasure will remain and will intensify. Therefore, the mind is always dissatisfied and restless. This is very clear when we experience unpleasant things, such as pain. As long as the pain continues, we are dissatisfied and do all we can to avoid it. Yet even when we experience pleasant things we are never content. We either fear that the pleasure might disappear, or we hope that it will intensify. People dream for years about finding love but are rarely satisfied when they find it. Some become anxious that their partner will leave; others feel that they have settled cheaply, and could have found someone better. And we all know people who manage to do both.

Consider a resident of Berlin, born in 1900 and living to the ripe age of one hundred. She spent her childhood in the Hohenzollern Empire of Wilhelm II; her adult years in the Weimar Republic, the Nazi Third Reich and Communist East Germany; and she died a citizen of a democratic and reunified Germany. She had managed to be a part of five very different sociopolitical systems, though her DNA remained exactly the same. This was the key to Sapiens’ success. In a one-on-one brawl, a Neanderthal would probably have beaten a Sapiens. But in a conflict of hundreds, Neanderthals wouldn’t stand a chance. Neanderthals could share information about the whereabouts of lions, but they probably could not tell – and revise – stories about tribal spirits. Without an ability to compose fiction, Neanderthals were unable to cooperate effectively in large numbers, nor could they adapt their social behaviour to rapidly changing challenges.

This is the thinking behind Amazon’s anticipatory shopping patent.43 Instead of customers making their own decisions, Amazon decides for them, sending what they want before they know they want it. It is, as one commentator noticed, one more step towards cutting out human agency altogether.44 Pervasive monitoring devices – smartphones, wearables, voice-enabled speakers and smart meters – allow companies to track and manage consumer behaviour. The Harvard business scholar Shoshana Zuboff quotes an unnamed chief data scientist who explains: ‘The goal of everything we do is to change people’s actual behavior at scale . . . we can capture their behaviours and identify good and bad [ones]. Then we develop “treatments” or “data pellets” that select good behaviours.’45 MIT’s Alex Pentland seems more interested in enhancing machines than human understanding. He celebrates the opportunity to deploy sensors and data in order to increase efficiency

The Pathe & Mullen (1997) sample almost unanimously reported deterioration in mental and physical well-being as a consequence of the harassment. (..) These victims often described a preoccupation with their stalker, one commenting: "I think I’ve become as obsessed as the stalker himself". (..) Whenever stalking victims present it is essential to assess their suicide potential and continue to monitor this. (..) Victims of stalking often respond to cognitive-orientated psychological therapies because stalking breaches previously held assumptions about their safety. The belief of victims in their strength and resilience and their confidence in the reasonable and predictable nature of the world are frequently shattered, to be replaced with feelings of extreme vulnerability and an expectation of pervasive danger and unpredictable harm. Cognitive therapies attempt to restructure these morbid perceptions of the world that threaten the victim’s adaptation and functioning. (..) Avoidance can respond to behavioural therapies such as prolonged exposure and stress inoculation, which aim to assist victims to gradually resume abandoned activities and manage the associated anxiety.

while the behaviour patterns of archaic humans remained fixed for tens of thousands of years, Sapiens could transform their social structures, the nature of their interpersonal relations, their economic activities and a host of other behaviours within a decade or two. Consider a resident o Berlin, born in 1900 and living to the ripe age of one hundred. She spent her childhood in the Hohenzollern Empire of Wilhelm II; her adult years in the Weimar Republic, the Nazi Third Reich and Communist East Germany; and she died a citizen of a democratic and reunified Germany. She had managed to be a part of five very different sociopolitical systems, though her DNA remained exactly the same. This was the key to Sapiens' success. In a one-on-one brawl, a Neanderthal would probably have beaten a Sapiens. But in a conflict of hundreds, Neanderthals wouldn't stand a chance. Neanderthals could share information about the whereabouts of lions, but they probably could not tell - and revise - stories about tribal spirits. Without an ability to compose fiction, Neanderthals were unable to cooperate effectively in large numbers, nor could they adapt their social behaviour to rapidly changing challenging. (p. 38)

I caught the bus to town and the tram to the Half-way and walked the rest. I was too down-hearted even to call in at Hutton's for a drink. It was dark when I got indoors and I lit the lamp. The house was empty, empty, empty! I was alone and I new I would be alone for the rest of my days. I don't know how I managed to live since then. I have had friends or, at least, people I have talked to: and many people have been good to me. I can't ever say how good Tabitha have been to me: but I took it for granted while she lived. I have chased after this girl, or that girl, when the spirit moved me: or, more likely, as Raymond would have said, from force of habit. I have lived in Raymond's tragic story as if it was my own: but it is a mystery to me yet, and perhaps i put things wrong when I tried to put things right. I have held my own against strangers and against enemies from another country: and against the double-faced behaviour of some of my own people. I have seen the funny side of things, and made a lot of people laugh: and I suppose they have thought I am the happy-go-lucky sort: but since that night I have lived without hope. I have often wondered what it is I can have done wrong to have to live for so many years without hope. It is no wonder I think a lot and am a bit funny in the head.

It is one of the great beauties of our system, that a working-man may raise himself into the power and position of a master by his own exertions and behaviour; that, in fact, every one who rules himself to decency and sobriety of conduct, and attention to his duties, comes over to our ranks; it may not be always as a master, but as an over-looker, a cashier, a book-keeper, a clerk, one on the side of authority and order.' 'You consider all who are unsuccessful in raising themselves in the world, from whatever cause, as your enemies, then, if I under-stand you rightly,' said Margaret' in a clear, cold voice. 'As their own enemies, certainly,' said he, quickly, not a little piqued by the haughty disapproval her form of expression and tone of speaking implied. But, in a moment, his straightforward honesty made him feel that his words were but a poor and quibbling answer to what she had said; and, be she as scornful as she liked, it was a duty he owed to himself to explain, as truly as he could, what he did mean. Yet it was very difficult to separate her interpretation, and keep it distinct from his meaning. He could best have illustrated what he wanted to say by telling them something of his own life; but was it not too personal a subject to speak about to strangers? Still, it was the simple straightforward way of explaining his meaning; so, putting aside the touch of shyness that brought a momentary flush of colour into his dark cheek, he said: 'I am not speaking without book. Sixteen years ago, my father died under very miserable circumstances. I was taken from school, and had to become a man (as well as I could) in a few days. I had such a mother as few are blest with; a woman of strong power, and firm resolve. We went into a small country town, where living was cheaper than in Milton, and where I got employment in a draper's shop (a capital place, by the way, for obtaining a knowledge of goods). Week by week our income came to fifteen shillings, out of which three people had to be kept. My mother managed so that I put by three out of these fifteen shillings regularly. This made the beginning; this taught me self-denial. Now that I am able to afford my mother such comforts as her age, rather than her own wish, requires, I thank her silently on each occasion for the early training she gave me. Now when I feel that in my own case it is no good luck, nor merit, nor talent,—but simply the habits of life which taught me to despise indulgences not thoroughly earned,—indeed, never to think twice about them,—I believe that this suffering, which Miss Hale says is impressed on the countenances of the people of Milton, is but the natural punishment of dishonestly-enjoyed pleasure, at some former period of their lives. I do not look on self-indulgent, sensual people as worthy of my hatred; I simply look upon them with contempt for their poorness of character.

But the basis of Freud's ideas aren't accepted by all philosophers, though many accept that he was right about the possibility of unconscious thought. Some have claimed that Freud's theories are unscientific. Most famously, Karl Popper (whose ideas are more fully discussed in Chapter 36) described many of the ideas of psychoanalysis as ‘unfalsifiable’. This wasn't a compliment, but a criticism. For Popper, the essence of scientific research was that it could be tested; that is, there could be some possible observation that would show that it was false. In Popper's example, the actions of a man who pushed a child into a river, and a man who dived in to save a drowning child were, like all human behaviour, equally open to Freudian explanation. Whether someone tried to drown or save a child, Freud's theory could explain it. He would probably say that the first man was repressing some aspect of his Oedipal conflict, and that led to his violent behaviour, whereas the second man had ‘sublimated’ his unconscious desires, that is, managed to steer them into socially useful actions. If every possible observation is taken as further evidence that the theory is true, whatever that observation is, and no imaginable evidence could show that it was false, Popper believed, the theory couldn't be scientific at all. Freud, on the other hand, might have argued that Popper had some kind of repressed desire that made him so aggressive towards psychoanalysis. Bertrand

In short, it was entirely natural that the newts stopped being a sensation, even though there were now as many as a hundred million of them; the public interest they had excited had been the interest of a novelty. They still appeared now and then in films (Sally and Andy, the Two Good Salamanders) and on the cabaret stage where singers endowed with an especially bad voice came on in the role of newts with rasping voices and atrocious grammar, but as soon as the newts had become a familiar and large-scale phenomenon the problems they presented, so to speak, were of a different character. (13) Although the great newt sensation quickly evaporated it was replaced with something that was somewhat more solid - the Newt Question. Not for the first time in the history of mankind, the most vigorous activist in the Newt Question was of course a woman. This was Mme. Louise Zimmermann, the manager of a guest house for girls in Lausanne, who, with exceptional and boundless energy, propagated this noble maxim around the world: Give the newts a proper education! She would tirelessly draw attention both to the newts' natural abilities and to the danger that might arise for human civilisation if the salamanders weren't carefully taught to reason and to understand morals, but it was long before she met with anything but incomprehension from the public. (14) "Just as the Roman culture disappeared under the onslaught of the barbarians our own educated civilisation will disappear if it is allowed to become no more than an island in a sea of beings that are spiritually enslaved, our noble ideals cannot be allowed to become dependent on them," she prophesied at six thousand three hundred and fifty seven lectures that she delivered at women's institutes all over Europe, America, Japan, China, Turkey and elsewhere. "If our culture is to survive there must be education for all. We cannot have any peace to enjoy the gifts of our civilisation nor the fruits of our culture while all around us there are millions and millions of wretched and inferior beings artificially held down in the state of animals. Just as the slogan of the nineteenth century was 'Freedom for Women', so the slogan of our own age must be 'GIVE THE NEWTS A PROPER EDUCATION!'" And on she went. Thanks to her eloquence and her incredible persistence, Mme. Louise Zimmermann mobilised women all round the world and gathered sufficient funds to enable her to found the First Newt Lyceum at Beaulieu (near Nice), where the tadpoles of salamanders working in Marseilles and Toulon were instructed in French language and literature, rhetoric, public behaviour, mathematics and cultural history. (15) The Girls' School for Newts in Menton was slightly less successful, as the staple courses in music, diet and cookery and fine handwork (which Mme. Zimmermann insisted on for primarily pedagogical reasons) met with a remarkable lack of enthusiasm, if not with a stubborn hostility among its young students. In contrast with this, though, the first public examinations for young newts was such an instant and startling success that they were quickly followed by the establishment of the Marine Polytechnic for Newts at Cannes and the Newts' University at Marseilles with the support of the society for the care and protection of animals; it was at this university that the first newt was awarded a doctorate of law.

In the course of this book I will be setting out a case, developed from my experience as a manager and consultant, that many of the management approaches that are taken for granted in organisations, and which are taught on management courses and replicated by management consultants, actually get in the way of doing good work and hinder rather than help. They promise what they cannot deliver because they are predicated on ideas of predictability and control and imply powers of intervention on the part of managers and consultants which they cannot possess. People in organisations do not fit into two-by-two grids, and are not parts of wholes. The interweaving of intentions, hopes, aspirations and behaviour of people who are both inside and outside organisations, who behave both rationally and irrationally, will bring about outcomes which no one has predicted and which no one has planned.

You care for each other. There's a love for another. People don't want to use that word, but I thought Wenger set that influence. Because you get some managers who would trust you, they've all got good knowledge, but not all of them care for you. But he cared in such a way that you gave more for him. He spread that. He certainly spread that to me. I felt that I was being more caring, or more helpful towards other people because of what he did. I felt that habit and behaviour came from the boss.

I described the experience of being watched and of consciously adapting one’s behaviour in order to manage the impression one creates. Now let’s look at it from the point of view of the observer. Imagine you are watching a man in a railway station who’s trying to get his money back from a machine that has swallowed his cash but not given him a ticket. He’s infuriated, pressing random buttons vigorously and cursing the machine under his breath. At a given moment he becomes aware that you’re watching and starts to feel foolish about conducting an altercation with a machine. So he sighs wearily and rattles the handle as if to say ‘this is tiresome but I’m mature enough not to let it get to me’. You spot the change: he is no longer living truthfully in the circumstances. Or to be more accurate, he is still living truthfully in circumstances that now include the fact that you are watching. The awareness of this has altered his behaviour. He may not acknowledge that he knows you’re watching him, but you see the change in him nonetheless. You might even be able to pinpoint the exact moment when he realizes you’re watching, even though he doesn’t look at you. He was being; now he’s showing.

Obesity, eating disorders, and chemical dependency on food are three distinct and very different diseases -- and demonstrate different behaviors around food. We can categorize the corresponding behaviours of these conditions as problems that occur within the normal eating, emotional eating, and food addiction spectrums. Obesity is entirely a physical problem: a result of eating too many calories while expending too few... Normal eaters simply eat too much... Normal eaters represent a large proportion of the obese. They can regulate their obesity by learning how to change the circumstances that foster poor willpower: better sleep, stress management, improving social skills, and changing a toxic good environment are only a few of the modifications that can be made... Certainly, people suffering from eating disorders and food addiction can also be obese, but their primary condition is not obesity. In their cases, obesity is just another symptom of their emotional disturbance or their food addiction. The underlying emotional trauma that drives the bulimic to stuff himself needs to be addressed first before the physical aspects of obesity can be seriously addressed; likewise, the sugar that is propelling the addictive overeater needs to be removed first before tackling any weight issues.

Emotions can lead to great or catastrophic decisions and influence your best or your worst behaviours

Negative emotions if not managed well can be dangerous as they impact on our behaviour and channel negative in the key areas of our lives including finances, relationships, physical health, mental health and spiritual health

You care for each other. There's a love for one another. People don't want to use that word, but I thought that Wenger set that influence. Because you get some managers who would trust you, they've all got good knowledge, but not all of them care for you. But he cared in such a way that you gave more for him. He spread that. He certainly spread that to me. I felt I was being more caring, or more helpful towards other people because of what he did. I felt that habit and behaviour came from the boss. - Martin Keown

firms were hiring ‘moonlighting’ active Central Intelligence Agency (CIA) agents to train managers in ‘tactical behaviour assessment’ techniques. These are ways of checking on employee honesty by reading verbal and behavioural clues, such as fidgeting or use of qualifying statements like ‘honestly’ and ‘frankly’.

The things you learn in maturity aren’t simple things such as acquiring information and skills. You learn not to engage in self-destructive behaviour. You learn not to burn up energy in anxiety. You discover how to manage your tensions. You learn that self-pity and resentment are among the most toxic of drugs. You find that the world loves talent but pays off on character.

The best alternative provision schools develop a thick seam of expertise in behaviour management. It takes time, investment and wise recruitment, but once formed it becomes an unassailable wall of calm, consistency and certainty. It is no coincidence that the very best alternative provision schools in the UK have spent years finding and developing the right adults, then holding on to them and growing their own. They have a knack of finding and training remarkable heroes: teachers and support professionals who will dodge a chair, soak up angry abuse and, moments later, inspire learning with delicate encouragement.

Adults who manage the behaviour of angry children brilliantly understand that the first principle is to manage their own response so it is predictable, consistent and empathetic.

Emotional intelligence incorporates at least two of them: Cognitive intelligence – the ability to think rationally, act in a purposeful way and manage your environment. It’s your intellectual, analytical, logical and rational skill set. Social intelligence – the ability to understand and manage situations which involve other people. It is your ability to be aware of yourself, to understand yourself, to manage relationships and understand the emotional content of behaviour.

Tech’s love affair with the myth of meritocracy is ironic for an industry so in thrall to the potential of Big Data, because this is a rare case where the data actually exists. But if in Silicon Valley meritocracy is a religion, its God is a white male Harvard dropout. And so are most of his disciples: women make up only a quarter of the tech industry’s employees and 11% of its executives.11 This is despite women earning more than half of all undergraduate degrees in the US, half of all undergraduate degrees in chemistry, and almost half in maths.12 More than 40% of women leave tech companies after ten years compared to 17% of men.13 A report by the Center for Talent Innovation found that women didn’t leave for family reasons or because they didn’t enjoy the work.14 They left because of ‘workplace conditions’, ‘undermining behaviour from managers’, and ‘a sense of feeling stalled in one’s career’. A feature for the Los Angeles Times similarly found that women left because they were repeatedly passed up for promotion and had their projects dismissed.15 Does this sound like a meritocracy? Or does it look more like institutionalised bias?

It is relatively easy to identify those industries where these conditions exist currently (just look at existing returns on capital), and it is for this reason that the really juicy investment returns are to be found in industries which are evolving to this state. The joy from a capital cycle perspective is that most investors are, for a variety of behavioural reasons, taken by surprise. Across many competitive battlefronts, we are always looking out for the next outbreak of peace.

The herd-like behaviour of companies and their managements never loses its power to astound. All too often, when one company decides that buybacks are the thing to do, then its competitors will play the game too. By the same token, capital raising (secondary issues) often appears at the same time among multiple companies in the same industry. One reason they act together is that no company wants to see competitors gain a funding advantage.

The moment people in one country were infected with it, those in neighbouring countries were also likely to catch the virus. The nationalist virus presented itself as being beneficial for humans, yet it has been beneficial mainly to itself. Similar arguments are common in the social sciences, under the aegis of game theory. Game theory explains how in multi-player systems, views and behaviour patterns that harm all players nevertheless manage to take root and spread.

* Character is the ground of your life * Behaviour is the way of your life * Patience is the safety of your life * Tolerance is the success of your life * Love is Insurance of that all * It depends on how you manage that

Character is the ground of your life Behaviour is the way of your life Patience is the safety of your life Tolerance is the success of your life Love is Insurance of that all It depends on how you manage that

Many organizations, oblivious that good work culture has the propensity to propel the organization to the next well, turn deaf ears and blind eyes to the cold culture that has inevitably developed within the structure due to lack of supervision and timely strategic advice and training. The higher management may view the work culture that has developed within the company as ancillary to business progress and lunge it across to the HR department to magically iron the creases of an involuntarily besmirched work culture or blunt work culture.

When behaviour management is reduced to using routines purely as a control mechanism, then routines cross the line between teaching boundaries and teaching deference.

From coloured report cards to track children who are repeatedly disrupting to names on the board, there are dangers lurking everywhere. The key to managing your classroom is to know your counter-intuitives and refuse to be drawn by them.

A pandemic is a complex adaptive system comprising many different components or pieces of information (as diverse as biology or psychology), whose behaviour is influenced by such variables as the role of companies, economic policies, government intervention, healthcare politics or national governance. For this reason, it can and should be viewed as a “living network” that adapts to changing conditions – not something set in stone, but a system of interactions that is both complex and adaptive. It is complex because it represents a “cat’s cradle” of interdependence and interconnections from which it stems, and adaptive in the sense that its “behaviour” is driven by interactions between nodes (the organizations, the people – us!) that can become confused and “unruly” in times of stress (Will we adjust to the norms of confinement? Will a majority of us – or not – abide by the rules? etc.). The management (the containment, in this particular case) of a complex adaptive system requires continuous real-time but ever-changing collaboration between a vast array of disciplines, and between different fields within these disciplines.

If we don’t address the language we use by default then we risk the greatest inconsistency of all: managing poor behaviour with improvised responses.

pressures and intense learning curve It takes time to get up to speed on the content of your new position, and yet business and markets cannot slow down and wait for you to catch up. Decisions still need to be taken and, consequently, the pressure can build up and will need to be managed in order to stay operating effectively. Being overwhelmed with immediate fire-fighting and task-driven priorities It would be tempting to get busy and dive into the immediate business tasks and issues. But you need to have the strength of character to step back and take time out to look at the big picture: what tasks should you continue, what should you stop, and what should you start? Need to invest energy in building new networks and forging new stakeholder relationships There is no point in having the right vision and strategy in isolation of bringing people with you. The culture may be dense and slow-moving – people may be resistant to the changes you bring. Invest early in the influencer and stakeholder network. Dealing with legacy issues from the predecessor Depending on the quality of your predecessor, your unit may or may not have a good reputation, and your team may have developed poor habits, behaviours and disciplines that will take time to address. Or you may have to endure the scenario of filling the shoes of a much-loved predecessor, and being initially resented as the new guy whose mandate is to change how things have always been done before. Challenges on inheriting or building a team and having to make tough personnel decisions Don’t expect underperformers to have been weeded out prior to your arrival. A key task in your first 100 days will be to assess the quality of your team: who stays, who goes and what fresh talent is needed on board. Unfortunately, your best talent is possibly now de-motivated and resentful – and consequently underperforming – because they applied unsuccessfully for your job. For external appointments, a lack of experience of the new company culture may lead to inadvertent gaffes and early political blunders – all of which can take time to recover From the innocuous to the significant, everything you do is being judged as indicative of your character. Checking your smart device during a meeting may deeply offend your new role stakeholders who may judge that action as an indication that you are brash, uninterested and arrogant. You will need to be on ‘hyper alert’ to consciously pick up clues on the acceptable norms and behaviours in your new culture. Getting the balance right between moving too fast and moving too slowly Newly appointed people sometimes panic and this can result in either doing too much (scattergun approach, but not tackling the core issues) or doing too little (‘I’ll just listen and learn for the first three months, and then decide what to do’). Neither extreme cuts it. Find the right balance.

There’s an assumption out there that good leaders are decisive and clear. They know the priorities and don’t let themselves get tangled up in agonizing thoughts about details. If you’re an executive, you want others to see you this way. Decisiveness gives the impression of confidence. And confidence helps others have confidence in you. As an entrepreneur, professional or executive, you know that making decisions is a large part of your daily life. You signed up for this – making decisions, big and small. So what make it difficult for smart, driven executives to be fully decisive? Indecisiveness is not just about decision fatigue or over-responsibility, although they may play a role. It’s about your executive functioning (EF) and how you’re managing it. To make difficult decisions, you need great EF – the brain-based skills for goal-directed behaviour and everything that goes with it. By virtue of where you are in your career, your EF is already well developed. And yet, you’d like to be more decisive. So what’s going on when you feel stuck in indecisiveness? Your particular brand of EF – your brain profile – may be highly comfortable with abstract thinking. Perhaps too comfortable. And that’s what can take you into endless ambivalence. Have you noticed that when you can’t land on a decision, there’s a sense of not quite settling? If you’re accustomed to thinking in the abstract, you may find it uncomfortable to land on a choice. If you want to be muscularly decisive, look at your emotions. Are they heightened? Triggered? If so, your EF will definitely go offline. You’ll experience mental fog, poor focus, and rumination. How do you respond when you’re triggered? Do you put your emotions aside? Do you tell yourself there’s no time during the work day to deal with them? Emotions don’t go away just because you decided not to pay attention to them. They’re still there, bubbling under the surface. If you try to think past the emotions, you won’t be effective. EF functions best when the brain is calm and clear. But emotions are very useful too – when you choose to pay attention to them. They’re a gold mine of information about risks, values, priorities and self-management. You need a balance of emotional information and facts to make a good decision. The most powerful leaders make decisions with a combination of intuition, past experience, emotional intelligence and cognitive flexibility. If you cut off these valuable data sets, the result will be indecisiveness. So how do you become confidently decisive? 1. Check in. Ask yourself: Who do I want to be as I make this decision? In what way may I be too comfortable with the abstract? What might I be resisting? Recognize that No decision IS a decision. Ask yourself: How do I benefit from making no decision? What if no decision is the best decision? Commit to making a decision anyway. Ask yourself: In what way can I make this decision more clear? Who will I be once I’ve made this decision? Accept that some ‘good’ decisions will feel uncomfortable. Ask yourself: What do I believe about what makes a good decision? What will deepen my comfort with what I don’t have control over? You can be a good leader and still be indecisive from time to time. The next time you have a difficult decision to make, draw from both emotional and factual information. And don’t forget to enjoy the afterglow of clarity! With love and gratitude, Lynda

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

Women suffer an immense burden of impression management concerning everyday behaviours, many of which are the same behaviours required for success. Assertive women risk being seen as 'bossy,' whereas assertive men are considered 'decisive.' Women prepared to have a difficult conversation are 'ball breakers,' whereas men are just expected to 'speak the truth.' Women risk being perceived differently to men for displaying the same behaviours, saying the same things, in the same way, in the same context. Women feel the pressure of considering how they will be perceived to avoid being judged less favourably.

Many citizens were persuaded, and in 1494 Savonarola managed to seize power. He reimposed all the traditional restrictions on art, literature, thought and behaviour. Secular music was banned. Clothing had to be plain. Frequent fasting became effectively compulsory. Homosexuality and prostitution were violently suppressed. The Jews of Florence were expelled. Gangs of ruffians inspired by Savonarola roamed the city searching for taboo artefacts such as mirrors, cosmetics, musical instruments, secular books, and almost anything beautiful. A huge pile of such treasures was ceremonially burned in the so-called ‘Bonfire of the Vanities’ in the centre of the city. Botticelli is said to have thrown some of his own paintings into the fire. It was the bonfire of optimism.

The greatest obstacles to an entrepreneur’s good intentions for long-term behavioural change are the many attractive short-term business opportunities that arise.

Game theory explains how in multi-player systems, views and behaviour patterns that harm all players nevertheless manage to take root and spread. Arms races are a famous example. Many arms races bankrupt all those who take part in them, without really changing the military balance of power. When Pakistan buys advanced aeroplanes, India responds in kind. When India develops nuclear bombs, Pakistan follows suit. When Pakistan enlarges its navy, India counters. At the end of the process, the balance of power may remain much as it was, but meanwhile billions of dollars that could have been invested in education or health are spent on weapons.

It is one of the mature behaviours of the employees or the management to get the work done as requested by stakeholders, as most of us are interdependent on others. I tried this approach in most of my 40 years of professional life despite the fact that conditions and circumstances are not in my favour. I tried to make the ecosystem or conditions favourable to get the work done. used to say "I have no possibility to say No, Always think how to say Yes.

It’s extremely unlikely you will be magically transformed from a mediocre or average people manager to a Satya Nadella or a Ratan Tata. You will often revert to type and repeat your bad behaviors. But if you become aware of this retrogressive behavior and can reduce the frequency and severity of this you can change over time, not overnight.

If you can manage your mind (thoughts, emotions, and feelings), body, and behaviours you will gain a lot of credibility and trust in the eyes of your team. They also won’t fear you (or your unpredictability/changes in mood) and instead will open up to you. That level of trust and respect will in turn unleash better communication and cohesion within the team. You may even be sought after as a mentor.

Liberal antiracists [...] talk of "hate speech" and "hate crimes", on the assumption that oppresive cruelty is the behavioural expression of a hateful disposition - ignoring the corporate executives, asset managers, lawmakers, government officials, judges, police officers, prison guards, military personnel and immigration officers who, without attitudes of hatred, routinely and calmly operate infrastructures of racist violence, in the name of security and profit. By relocating racism to the unconscious mind, liberal antiracists end up absolving the institutions most responsible for racist practices.

Liberal antiracists [...] talk of "hate speech" and "hate crimes", on the assumption that oppresive cruelty is the behavioural expression of a hateful disposition - ignoring the corporate executives, asset managers, lawmakers, government officials, judges, police officers, prison guards, military personnel and immigration officers who, without attitudes of hatred, routinely and calmly operate infrastructures of racist violence, in the name of security and profit. By relocating racism to the unconscious mind, liberal antiracists end up absolving the institutions most responsible for racist practices.

Discounts within the school fee structure promote affordability and encourage positive behaviours, such as early enrolment and supports families with multiple children.

Clear expectations set the stage for success in the classroom, providing students with a roadmap for behaviour, participation, and academic achievement.

Effective classroom management isn't just about controlling students’ behaviour; it's about fostering a culture of respect, responsibility, and collaboration among those students.

Effective classroom management isn't just about controlling behaviour; it's about creating a culture of respect, responsibility, and collaboration.

In his book Risk Savvy (2014), the German psychologist Gerd Gigerenzer refers to this mental process as ‘Defensive Decision-Making’ – making a decision which is unconsciously designed not to maximise welfare overall but to minimise the damage to the decision maker in the event of a negative outcome. Much human behaviour that is derided as ‘irrational’ is actually evidence of a clever satisficing instinct – repeating a past behaviour or copying what most other people do may not be optimal, but is unlikely to be disastrous. We are all descended from people who managed to reproduce before making a fatal mistake, so it is hardly surprising that our brains are wired this way.

Pep’s do-or-die attitude from the sidelines (constantly correcting and signalling during games, treating every match as if it were the last, intensely focused on the job, passionate and occasionally over-exuberant) as well as his off-pitch behaviour (making the team eat together, scouting rival players and teams, unheard of at the time in the third division) suggested he was a leader, ready for management. Ready to lead at any level. Any team.

The main problem with the 'histronic behaviour' hypothesis, like the alternatives, is that it is unitary and simplistic, while the phenomena are complex and heterogeneous. When advanced as a sole and complete explanation, ''hysteria' is a vague and inadequate construct. ... "secondary gain and hysteria can occur as reactions to real events, real sociological problems, and real biomedical diseases, so the presence of these elements does not necessarily weigh in favour of Satanic ritual abuse's being entirely unreal. Ritual abuse cases need to be managed in such a way that hysteria, regression, grandiosity, and secondary gain are discouraged rather than fostered. However, it must be remembered that 'hysteria' and 'attention seeking' explanations generally function as justifications for not thinking about the complexities of the clinical problem.

Norms do not as a rule come into existence at a definite point in time, nor are they the result of a manageable number of identifiable acts. The are, rather, the resultant of complex patterns of behaviour of a large number of people over a protracted period of time.

Real behaviour management is about guiding a student to understand, own and anticipate the consequences of their own behaviour and to learn a range of strategies to adapt that will help them manage their lives successfully despite the challenges they face.

One way to salvage the Becker conjecture is to argue that CEOs, coaches, and other managers who are hired because they have a broad range of skills, which may not include analytical reasoning, could simply hire geeks who would deserve to be members of Becker’s 10% to crunch the numbers for them. But my hunch is that as the importance of a decision grows, the tendency to rely on quantitative analyses done by others tends to shrink.

One way to salvage the Becker conjecture is to argue that CEOs, coaches, and other managers who are hired because they have a broad range of skills, which may not include analytical reasoning, could simply hire geeks who would deserve to be members of Becker’s 10% to crunch the numbers for them. But my hunch is that as the importance of a decision grows, the tendency to rely on quantitative analyses done by others tends to shrink. When the championship or the future of the company is on the line, managers tend to rely on their gut instincts.

They worked with the same strain of timid mice that Collins studied, and managed to change the animals' behaviour by feeding them with a single strain of Lactobacillus rhamnosus - a bacterium commonly used in yoghurts and dairy products. After the mice ingested this strain, known as JB-1, they were better able to overcome anxiety: they spent more time in the exposed parts of a maze, or the centre of an open field. They were also better at resisting negative moods: when dropped into a bottle of water, they spent more time paddling away than floating aimlessly. These kinds of test are commonly used to test the effectiveness of psychiatric drugs, and JB-1 was behaving rather like substances with anti-anxiety and antidepressant properties. "It was like the mice were on low doses of Prozac or Valium," says Cryan.

I’ve been lumbered with this great lug of dog through a friend of a friend for a couple of months and he has some ...behavioural problems I need to manage ASAP.” “Really?” Her gaze switched to Tiny who wagged his tail looking completely angelic. Ryder could have sworn the damn mutt was smiling. “Look at you, you gorgeous boy,” she crooned, unlatching a section of the counter, lifting it up and ducking through it to join him on the other side. Tiny wagged his tail harder as Juliet approached, one hand held out in friendly greeting. Tiny, whose head came to her breasts, took full advantage, nosing her right in the cleavage as the woman slid her hands on either side of his face and cooed at him. “You are adorable, aren’t you?” Tiny licked, actually licked, her cleavage then shot a shit eating grin in Ryder’s direction. If the dog had eyebrows, one of them would be arrogantly cocked. Ryder blinked. The damn animal had more game than him. “Are you sure?” She leaned forward to drop some kisses between Tiny’s eyes, pushing his snout even further into the cushioned heaven between her breasts. “He seems very placid.” Tiny’s gave an ecstatic little shiver, his tail a blur as it dusted the floor. “Trust me. He’s the antichrist.” “Oh I don’t believe that,” she said to Tiny, her voice light and teasing, her mouth a cute little moue. “Look how sweet and well behaved he is. Good boy.” She kissed him again. “Good boy.” Ryder would be sweet and well behaved if Juliet called him a good boy while cradling his head between her breasts. Hell, he’d roll over and play dead if she wanted.

Better spend time working hard to maintain your good habits because you may look for time to recover it but to no avail!

Autism Spectrum Disorder is a developmental disorder that generally consists of communication and sensory differences as well as repetitive behaviour. Spoiler alert: none of this goes away when we step into work.

…American men actually engage most in hunting and fishing. The desire of men in wealthy societies to re-create the food-gathering conditions of very primitive people appears to be an appropriate comment on the power of the hunting drives discussed earlier. Not only is hunting expensive in many places – think of the European on safari in Africa – but it is also time-consuming, potentially dangerous, and frequently involves considerable personal discomfort. Men do it because it is ‘fun’. So they say, and so one must conclude from their persistent rendition of the old pattern. What is relevant from our point of view is that hunting, and frequently fishing, are group activities. A man will choose his co-hunters very carefully. Not only does the relative intimacy of the hunt demand some congeniality, but there is also danger in hunting with inept or irresponsible persons. It is a serious matter, and even class barriers which normally operate quite rigidly may be happily breached for the period of the hunt. Some research on hunters in British Columbia suggests the near-piety which accompanies the hunt; hunting is a singular and important activity. One particular group of males takes along bottles of costly Crown Royal whisky for the hunt; they drink only superior whisky on this poignant re-creation of an ancient manly skill. But when their wives join them for New Year's celebrations, they drink an ordinary whisky: the purely formal and social occasion does not, it seems, merit the symbolic tribute of outstanding whisky. Gambling is another behaviour which, like hunting and sport, provides an opportunity in countless cultures for the weaving of and participation in the web of male affiliation. Not the gambling of the London casino, where glamorous women serve drinks, or the complex hope, greed, fate-tempting ritual, and action of the shiny American palaces in Nevada, and not the hidden gambling run by racketeers. Rather, the card games in homes or small clubs, where men gather to play for manageable stakes on a friendly basis; perhaps – like Jiggs and his Maggie – to avoid their women, perhaps to seek some money, perhaps to buy the pleasant passage of time. But also to be with their friends and talk, and define, by the game, the confines of their intimate male society. Obviously females play too, both on their own and in mixed company. But there are differences which warrant investigation, in the same way that the drinking of men in groups appears to differ from heterosexual or all-female drinking; the separation of all-male bars and mixed ones is still maintained in many places despite the powerful cultural pressures against such flagrant sexual apartheid. Even in the Bowery, where disaffiliated outcast males live in ways only now becoming understood, it has been noted that, ‘There are strong indications that the heavy drinkers are more integrated and more sociable than the light. The analytical problem lies in determining whether socialization causes drinking or drinking results in sociability when there is no disapproval.’ In the gentleman's club in London, the informally segregated working man's pub in Yorkshire, the all-male taverns of Montreal, the palm-wine huts of west Africa, perhaps can be observed the enactment of a way of establishing maleness and maintaining bonds which is given an excuse and possibly facilitated by alcohol. Certainly, for what they are worth in revealing the nature of popular conception of the social role of drinking, advertisements stress the manly appeal of alcohol – particularly whisky – though it is also clear that there are ongoing changes in the socio-sexual implications of drinking. But perhaps it is hasty to regard the process of change as a process of female emancipation which will culminate in similarity of behaviour, status, and ideals of males and females. The changes are still too recent to warrant this. Also, they have been achieved under sufficiently self-conscious pressure...

Emotional resilience is a protective factor against the development of stress, anxiety and depression, while also contributing to reduced sickness days within employment due to employees being more adept in managing adversity. Resilient individuals have more effective coping strategies in dealing with life and challenging events such as a bereavement or loss of a relationship, job or role. Consequently, they are more likely to maintain performance during adversity. Emotional resilience contributes to healthy behaviours, higher qualifications and skills, better employment, better mental well being, and quicker recovery from illness, which can also provide organisations with a competitive edge.

Leadership is about knowing that best of everyone varies everyday...Not all days can turn out to be the same because you cannot be the same.