Collaborative Relationship Quotes

If you first take a minute, an hour or a month to let go of feeling annoyed, frustrated or critical of the person or situation that may be driving you crazy, you set yourself up for much greater leadership and personal success.

I laughed to myself although there was no one there to see me. I loved when he was available to me like this, when our relationship was like a Word document that we were writing and editing together, or a long private joke that nobody else could understand. I liked to feel that he was my collaborator. I liked to think of him waking up at night and thinking of me.

When you invite people to share in your miracle, you create future allies during rough weather.

People are more likely to remember the great social interaction they had with a colleague than the great meeting they both attended.

After mutual respect and understanding are achieved, it is possible to establish real, sincere relationships, which is the foundation of a solid long-term collaboration.

A healthy, collaborative relationship between the board and management is crucial for a company's success.

A worthy relationship is an agreement that challenges and supports both participants.

When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict." -The Power Of Curiosity: How To Have Real Conversations That Create Collaboration, Innovation and Understanding

Effective listening is the single most powerful thing you can do to build and maintain a climate of trust and collaboration. Strong listening skills are the foundation for all solid relationships.

The problem with enemyfying is not that we never have enemies: we often face people and situations that present us with difficulties and dangers. Moreover, any effort we make to effect change in the world will create discomfort, resistance, and opposition. The real problem with enemyfying is that it distracts and unbalances us. We cannot avoid others whom we find challenging, so we need to focus simply on deciding, given these challenges, what we ourselves will do next.

Money is like water. It can be a conduit for commitment, a currency of love. Money moving in the direction of our highest commitments nourishes our world and ourselves. What you appreciate appreciates. When you make a difference with what you have, it expands. Collaboration creates prosperity. True abundance flows from enough; never from more. Money carries our intention. If we use it with integrity, then it carries integrity forward. Know the flow—take responsibility for the way your money moves in the world. Let your soul inform your money and your money express your soul. Access your assets—not only money but also your own character and capabilities, your relationships and other nonmoney resources. We

I loved when he was available to me like this, when our relationship was like a Word document wich we were writing and editing together, or a long private joke which nobody else could understand. I liked to feel that he was my collaborator.

Treat every connection, communication and collaboration as part of a continuous relationship.

The term ‘mycorrhiza’ is made from the Greek words for ‘fungus’ and ‘root’. It is itself a collaboration or entanglement; and as such a reminder of how language has its own sunken system of roots and hyphae, through which meaning is shared and traded. The relationship between mycorrhizal fungi and the plants they connect is ancient – around 450 million years old – and largely one of mutualism. In the case of the tree–fungi mutualism, the fungi siphon off carbon that has been produced in the form of glucose by the trees during photosynthesis, by means of chlorophyll that the fungi do not possess. In turn, the trees obtain nutrients such as phosphorus and nitrogen that the fungi have acquired from the soil through which they grow, by means of enzymes that the trees lack.

The hope is that here, as in other respects, the reader is invited into a critical and collaborative venture, seeing what Dante sees and constructing along with him (as he himself asks his reader to do, for instance, in Paradiso 13: 1–18) the relationships that define us humans in our own participation in existence.

Fungi are veteran survivors of ecological disruption. Their ability to cling on—and often flourish—through periods of catastrophic change is one of their defining characteristics. They are inventive, flexible, and collaborative. With much of life on Earth threatened by human activity, are there ways we can partner with fungi to help us adapt? These may sound like the delirious musings of someone buried up to their neck in decomposing wood chips, but a growing number of radical mycologists think exactly this. Many symbioses have formed in times of crisis. The algal partner in a lichen can’t make a living on bare rock without striking up a relationship with a fungus. Might it be that we can’t adjust to life on a damaged planet without cultivating new fungal relationships

It is no wonder than narcissists – both men and women – are chauvinistic and conservative. They depend to such an extent on the opinions of people around them that, with time, they are transformed into ultra-sensitive seismographs of public opinion, barometers of prevailing fads and fashions, and guardians of conformity. The narcissist cannot afford to seriously alienate his "constituency", those people who reflect his False Self back to him. The very functioning of the narcissist's ego depends on the goodwill and the collaboration of his human environment.

The key insight behind Radical Candor is that command and control can hinder innovation and harm a team’s ability to improve the efficiency of routine work. Bosses and companies get better results when they voluntarily lay down unilateral power and encourage their teams and peers to hold them accountable, when they quit trying to control employees and focus instead on encouraging agency. The idea is that collaboration and innovation flourish when human relationships replace bullying and bureaucracy.

The Transforming Self is different from the Authoring Self in that rather than being individualistic and competitive, it is more relational and collaborative. When at this higher level, you engage in collaborative relationships for the sake of transformation. All parties have their own perspectives, beliefs, and agendas. Yet they come together for the purpose of having their own views, and even their own identities and sense of self expand. The whole becomes new and greater than the sum of all parts.

For humans,” says psychologist Ed Tronick of the University of Massachusetts, “the maintenance of [emotional balance] is a dyadic collaborative process.” In other words, we are designed to deal with emotion in concert with another person—not by ourselves.

No man is an island.” While we may cherish the myth of the lonely creative genius, it is just that—a myth. In truth, no individual (or idea) can flourish in a vacuum. Relationships, camaraderie, and collaboration are the lifeblood of our personal well-being and our professional success.

I loved when he was available to me like this, when our relationship was like a Word document which we were writing and editing together, or a long private joke which nobody else could understand. I liked to feel that he was my collaborator. I liked to think of him waking up at night and thinking of me.

As the poet John Donne wrote, “No man is an island.” While we may cherish the myth of the lonely creative genius, it is just that—a myth. In truth, no individual (or idea) can flourish in a vacuum. Relationships, camaraderie, and collaboration are the lifeblood of our personal well-being and our professional success.

Making someone “feel felt” simply means putting yourself in the other person’s shoes. When you succeed, you can change the dynamics of a relationship in a heartbeat. At that instant, instead of trying to get the better of each other, you “get” each other and that breakthrough can lead to cooperation, collaboration, and effective communication.

Let’s look at selling a car, because if any industry seems to offend in collaboration, it’s the car-selling industry.

When we aren't curious in conversations we judge, tell, blame and even shame, often without even knowing it, which leads to conflict.

she was only fascinated under neptune increasingly outside my reach at night.

Learning is best achieved through relationships—having the right conversations with the right people in the right context—and collaborative action.

When a leader nurtures an environment of trust, respect, and honesty—business soars, creativity and problem-solving are inspired, and collaboration enables people get more done in less time.

The way forward, I’m suggesting, is not to stop collaborating face-to-face, but to refine the way we do it. For one thing, we should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments. The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.

The academic literature describes marshals who “‘police’ other demonstrators,” and who have a “collaborative relationship” with the authorities. This is essentially a strategy of co-optation. The police enlist the protest organizers to control the demonstrators, putting the organization at least partly in the service of the state and intensifying the function of control. (...) Police/protestor cooperation required a fundamental adjustment in the attitude of the authorities. The Negotiated Management approach demanded the institutionalization of protest. Demonstrations had to be granted some degree of legitimacy so they could be carefully managed rather than simply shoved about. This approach de-emphasized the radical or antagonistic aspects of protest in favor of a routinized and collaborative approach. Naturally such a relationship brought with it some fairly tight constraints as to the kinds of protest activity available. Rallies, marches, polite picketing, symbolic civil disobedience actions, and even legal direct action — such as strikes or boycotts — were likely to be acceptable, within certain limits. Violence, obviously, would not be tolerated. Neither would property destruction. Nor would any of the variety of tactics that had been developed to close businesses, prevent logging, disrupt government meetings, or otherwise interfere with the operation of some part of society. That is to say, picketing may be fine, barricades are not. Rallies were in, riots were out. Taking to the streets — under certain circumstances — may be acceptable; taking over the factories was not. The danger, for activists, is that they might permanently limit themselves to tactics that were predictable, non-disruptive, and ultimately ineffective.

Success is never created in a vacuum, so I try to operate with a sense of compassion and gratitude for everyone who has their hand in the work that makes me successful. It’s a collaborative process, and I never forget that.

When brilliant minds collide, they’re ordained for greatness. When they form relationships with people they wouldn’t have met, it opens up more connections with people who might collaborate on research projects that will change the world.

Therapy requires a collaborative working relationship in which both partners act on the basis of their implicit confidence in the value and efficacy of persuasion rather than coercion, ideas rather than force, mutuality rather than authoritarian control.

you repair any breach in the relationship as quickly as possible. You want to restore a collaborative, nurturing connection with your child. Ruptures without repair leave both parent and child feeling disconnected. And if that disconnection is prolonged—and especially if it’s associated with your anger, hostility, or rage—then toxic shame and humiliation can grow in the child, damaging her emerging sense of self and her state of mind about how relationships work. It’s therefore vital that we make a timely reconnection with our kids after there’s been a rupture. It’s our responsibility as parents to do this.

[P]sychiatric treatments should be directed toward the correction of interpersonal distortions, thus enabling the individual to lead a more abundant life, to participate collaboratively with others, to obtain interpersonal satisfactions in the context of realistic, mutually satisfying interpersonal relationships[.]

How does Kiran Mazumdar-Shaw choose one idea over another? She asks herself seven questions. Do I have a basic understanding of the area? Do I know something about what is happening in the larger space of that idea? How will I build differentiation, particularly if the idea is a common product? How do I make it affordable and at the same time, deliver high value? Wherever there is a collaborator involved in the ideation process, how do I create larger leverage through the relationship beyond just that one idea? Do I know upfront who will be a paying customer and how I will go about marketing my idea? Finally, do I have conviction about the idea?

She could do nothing. Djuna’s words illuminated her chaos, but changed nothing. What was it Djuna said: that life tended to crystallize into patterns which became traps and webs. That people tended to see each other in their first “state” or “form” and to adopt a rhythm in consequence. That they had greatest difficulty in seeing the transformations of the loved one, in seeing the becoming. If they did finally perceive the new self, they had the greatest difficulty nevertheless in changing the rhythm. The strong one was condemned to perpetual strength, the weak to perpetual weakness. The one who loved you best condemned you to a static role because he had adapted his being to the past self. If you attempted to change, warned Djuna, you would find a subtle, perverse opposition, and perhaps sabotage! Inwardly and outwardly, a pattern was a form which became a prison. And then we had to smash it. Mutation was difficult. Attempts at evasion were frequent, blind evasions, evasions from dead relips, false relationships, false roles, and sometimes from the deeper self too, because of the great obstacle one encountered in affirming it. All our emotional history was that of the spider and the fly, with the added tragedy that the fly here collaborated in the weaving of the web. Crimes were frequent. People in desperation turned about and destroyed each other. No one could detect the cause or catch the criminal. There was no visible victim. It always had the appearance of suicide.

But lately she had been starting to experience strong, inarticulate feelings of longing, of a desire to be with Joe all the time, to inhabit his life and allow him to inhabit hers, to engage with him in some kind of joint enterprise, in a collaboration that would be their lives. She didn't suppose they needed to get married to do that, and she knew that she certainly ought not to want to.

We need better cooperation between generations. A number of the old guard believe their relationships with those following in their footsteps is more collaborative than it actually is. Those next in line sometimes feel as if their elders are more interested in being paternal than being partners. Moving forward together will require leaders to subjugate their egos. They'll need to find at least one common interest that allows both generations to bring their strengths to the table.

Money is like water. It can be a conduit for commitment, a currency of love. Money moving in the direction of our highest commitments nourishes our world and ourselves. What you appreciate appreciates. When you make a difference with what you have, it expands. Collaboration creates prosperity. True abundance flows from enough; never from more. Money carries our intention. If we use it with integrity, then it carries integrity forward. Know the flow—take responsibility for the way your money moves in the world. Let your soul inform your money and your money express your soul. Access your assets—not only money but also your own character and capabilities, your relationships and other nonmoney resources. We each have the power to shift, change, and create the conversation that shapes our circumstances. The levers and dials of conversation are ours to use. When we listen, speak, and respond from the context of sufficiency, we access a new freedom and power in our relationship with money and life.

The wu-forms that we find throughout the text all advocate a personal disposition that seeks to optimize relationships through collaborative actions that, in the absence of coercion, enable one to make the most of any situation. It is the uniqueness of each situation that requires any generalization about this optimal disposition to be stated in negative terms. A voice coach can describe the constraints that students in general might have to overcome in achieving the fullness of their talent, but all of the students must sing their own unique songs.

His definition of “I love you” and your definition are likely completely different. It's an “I love you” crisis. The real challenge is not the words, or whether the other person means them, but rather being clear on your definition, your expectation, and ultimately how you want to be treated. Think about how you feel in this relationship, the quality of your communication and collaboration, and your partner’s behavior. Pay attention to the other person’s actions and regard. Saying “I love you” is easy; being present and engaged in a relationship is a different matter.

When the artist an the audience are together, collaboration on the work becomes mundane and actual; the work shapes itself in the speaker's voice and the listeners' response together. This powerful relationship can be, and in politics frequently is, abused: the speaker may appropriate the power to himself, dominating and exploiting the audience. When the power of the relationship is used not abused, when the trust is mutual, as when a parent tells a bedtime story or a teacher shares the treasures of the intellect or a poet speaks both to and for the listeners, real community is achieved; the occasion is scared.

Training our attention to identify needs (our own and others’) involves: • Expanding our vocabulary for needs Training our attention to see life through the “lens of needs” Building close relationships of trust and mutual respect, in which we feel safe enough to explore needs Attuning to the level of vulnerability that supports understanding and collaboration, depending on the context • Learning to be at peace with unmet needs Developing the ability to shift our attention from the personal to the universal aspect of needs, from a narrow focus on satisfying our needs to a broader appreciation for the beauty of human needs

Power itself is founded largely on disgust. The whole of advertising, the whole of political discourse, is a public insult to the intelligence, to reason - but an insult in which we collaborate, abjectly subscribing to a silent interaction. The day of hidden persuasion is over: those who govern us now resort unapologetically to arm-twisting pure and simple. The prototype here was a banker got up like a vampire, saying, 'I am after you for your money' . A decade has already gone by since this kind of obscenity was introduced, with the government's blessing, into our social mores. At the time we thought the ad feeble because of its aggressive vulgarity. In point of fact it was a prophetic commercial, full of intimations of the future shape of social relationships, because it operated, precisely, in terms of disgust, avidity and rape. The same goes for pornographic and food advertising, which are also powered by shamelessness and lust, by a strategic logic of violation and anxiety. Nowadays you can seduce a woman with the words, 'I am interested in your cunt' . The same kind of crassness has triumphed in the realm of art, whose mounds of trivia may be reduced to a single pronouncement of the type, 'What we want from you is stupidity and bad taste' . And the fact is that we do succumb to this mass extortion, with its subtle infusion of guilt. It is true in a sense that nothing really disgusts us any more. In our eclectic culture, which embraces the debris of all others in a promiscuous confusion, nothing is unacceptable. But for this very reason disgust is nevertheless on the increase - the desire to spew out this promiscuity, this indifference to everything no matter how bad, this viscous adherence of opposites. To the extent that this happens, what is on the increase is disgust over the lack of disgust. An allergic temptation to reject everything en bloc: to refuse all the gentle brainwashing, the soft-sold overfeeding, the tolerance, the pressure to embrace synergy and consensus.

After all, behavioral economists have spent years demonstrating the clear relationship between making something easy to do and getting people to actually do it. My very good friend and longtime collaborator Richard Thaler puts it this way: “My number-one mantra from Nudge [his book, cowritten with Cass Sunstein, on the application of behavioral economic principles to public policy] is, ‘Make it easy.’ When I say make it easy, what I mean is, if you want to get somebody to do something, make it easy. If you want to get people to eat healthier foods, then put healthier foods in the cafeteria, and make them easier to find, and make them taste better. So in every meeting I say, ‘Make it easy.’ It’s kind of obvious, but it’s also easy to miss.”7

The focus of history and philosophy of science scholar Arthur Miller’s (2010) "137: Jung and Pauli and the Pursuit of Scientific Obsession" is Jung and Pauli’s mutual effort to discover the cosmic number or fine structure constant, which is a fundamental physical constant dealing with electromagnetism, or, from a different perspective, could be considered the philosopher’s stone of the mathematical universe. This was indeed one of Pauli and Jung’s collaborative passions, but it was not the only concentration of their relationship. Quantum physics could be seen as the natural progression from ancient alchemy, through chemistry, culminating in the abstract world of subatomic particles, wave functions, and mathematics. [Ancient Egypt and Modern Psychotherapy]

Consider expanding this practice to relationships as well. When a collaborator’s feedback or method seems questionable and conflicts with your default setting, reframe this as an exciting opportunity. Do all you can to see from their perspective and understand their point of view, instead of defending your own. In addition to solving the problem at hand, you may uncover something new about yourself and become aware of the limits boxing you in. The heart of open-mindedness is curiosity. Curiosity doesn’t take sides or insist on a single way of doing things. It explores all perspectives. Always open to new ways, always seeking to arrive at original insights. Craving constant expansion, it looks upon the outer limits of the mind with wonder. It pushes to expose falsely set boundaries and break through to new frontiers.

How can HOW help us repair our faltering global economy? Only by getting our "hows" right can we ensure that we are sustainable. This can only be achieved when we are rooted in, and inspired by, sustainable values. The global economic meltdown supplied a perfect, but painful, example of how sustainability cannot be guided by situational values. The economic crash occurred because too many financial companies became disconnected from fundamental values and long-term sustainable thinking. Instead of nurturing sustainable collaborations, banks, lenders, borrowers and shareholders pursued short-term relationships founded on situational values. More than ever we need to get out of this cycle of crises and build long-term success and deep human connections so that we achieve enduring significance in today's globally interconnected world.

It truly is a team sport, and we have the best team in town. But it’s my relationship with Ilana that I cherish most. We have such a strong partnership and have learned how we work most efficiently: I need coffee, she needs tea. When we’re stressed, I pace around and use a weird neck massager I bought online that everyone makes fun of me for, and she knits. When we’re writing together she types, because she’s faster and better at grammar. We actually FaceTime when we’re not in the same city and are constantly texting each other ideas for jokes or observations to potentially use (I recently texted her from Asheville: girl with flip-flops tucked into one strap of tank top). Looking back now at over ten years of doing comedy and running a business with her I can see how our collaboration has expanded and contracted. But it’s the problem-solving aspect of this industry, the producing, the strategy, the realizing that we could put our heads together and figure out the best solution, that has made our relationship and friendship what it is. Because that spills into everything. We both have individual careers now, but those other projects have only been motivating and inspiring to each other and the show. We bring back what we’ve learned on the other sets, in the other negotiations, in the other writers’ rooms or press situations. I’m very lucky to have jumped into this with Ilana Rose Glazer, the ballsy, curly-haired, openhearted, nineteen-year-old girl that cracked me up that night at the corner of the bar at McManus. So many wonderful things have happened since we began working together, but there are a lot of confusing, life-altering things in there too, and it’s such a relief to have someone who completely understands the good and the bad.

Social infrastructure is not "social capital" -- a concept commonly used to measure people's relationships and interpersonal networks -- but the physical conditions that determine whether social capital develops. When social infrastructure is robust, it fosters contact, mutual support, and collaboration among friends and neighbors; when degraded, it inhibits social activity, leaving families and individuals to fend for themselves. Social infrastructure is crucially important, because local, face-to-face interactions -- at the school, the playground, and the corner diner -- are the building blocks of all public life. People forge bonds in places that have healthy social infrastructures -- not because they set out to build community, but because when people engage in sustained, recurrent interaction, particularly while doing things they enjoy, relationships inevitably grow.

Most of what presents itself to us in the marketplace as a product is in truth a web of relationships, between people, yes, but also between ourselves and all the other species on which we still depend. Eating and drinking especially implicate us in the natural world in ways that the industrial economy, with its long and illegible supply chains, would have us forget. The beer in that bottle, I'm reminded as soon as I brew it myself, ultimately comes not from a factory but from nature - from a field of barley snapping in the wind, from a hops vine clambering over a trellis, from a host of invisible microbes feasting on sugars. It took the carefully orchestrated collaboration of three far-flung taxonomic kingdoms - plants, animals, and fungi - to produce that ale. To make it yourself once in a while, to handle the barley and inhale the aroma of hops and yeast, becomes, among other things, a form of observance, a weekend ritual of remembrance.

Louis and I worked on two projects. In the first we tried to formulate a gravitational theory based on the dynamics of interacting loops of quantized electric flux. We failed to formulate a string theory, and as a result we published none of this work, but it was to have very important consequences. In the second project we showed that a theory in which spacetime was discrete on small scales could solve many of the problems of quantum gravity. We did this by studying the implications of the hypothesis that the structure of spacetime was like a fractal at Planck scales. This overcame many of the difficulties of quantum gravity, by eliminating the infinities and making the theory finite. We realized during that work that one way of making such a fractal spacetime is to build it up from a network of interacting loops. Both collaborations with Louis Crane persuaded me that we should try to construct a theory of spacetime based on relationships among an evolving network of loops. The problem was, how should we go about this?

If men brought their hearts together beyond a certain degree, if they were intent upon making their hearts one, did not a reaction set in after that brief fantasy had passed, a reaction that was more than simply alienation? Did it not inevitably provoke a betrayal that led to complete dissolution? Perhaps there was some unwritten law of human nature that clearly proscribed covenants among men. Had he impudently violated such a proscription? In ordinary human relationships, good and evil, trust and mistrust appear in impure form, mixed together in small portions. But when men gather together to form a group devoted to a purity not of this world, their evil may remain, purged from each member but coalesced to form a single pure crystal. Thus in the midst of a collection of pure white gems, perhaps it was inevitable that one gem black as pitch could also be found. If one took this concept a bit further, one encountered an extremely pessimistic line of thought: the substance of evil was to be found more in blood brotherhoods by their very nature than in betrayal. Betrayal was something that was derived from this evil, but the evil was rooted in the blood brotherhood itself. The purest evil that human efforts could attain, in other words, was probably achieved by those men who made their wills the same and who made their eyes see the world in the same way, men who went against the pattern of life’s diversity, men whose spirit shattered the natural wall of the individual body, making nothing of this barrier set up to guard against mutual corrosion, men whose spirit accomplished what flesh could never accomplish. Collaboration and cooperation were weak terms bound up with anthropology. But blood brotherhood . . . that was a matter of eagerly joining one’s spirit to the spirit of another. This in itself showed a bright scorn for the futile, laborious human process in which ontogeny was eternally recapitulating phylogeny, in which man forever tried to draw a bit closer to truth only to draw a bit closer to truth only to be frustrated by death, a process that had ever to begin again in the sleep within the amniotic fluid. By betraying this human condition the blood brotherhood tried to gain its purity, and thus it was perhaps but to be expected that it, in turn, should of its very nature incur its own betrayal. Such men had never respected humanity.

beyond them. The Six Diseases If we want to look at how we practice all forms of rivalry, there are six diseases my father wrote about, all of which stem from the desire we have to win at all costs. These diseases rely on being in competition, which is typically where we go in a relationship the moment any discord pops up. When we relate to others in these ways, we are disconnecting from them and disconnecting from our true selves in order to access some form of outside validation. In other words, there is no relationship, no collaboration, no cocreation. There is only the victor and the loser. The Six Diseases are: The desire for victory I have to be the winner. If I don’t win, I’m a loser. If I win, everyone else is a loser. The desire to resort to technical cunning I rely on the power of my wits to show you how great I am. Who cares about people or their feelings as long as everyone can see how clever I am? The desire to display all that has been learned Check me out. I know lots of things. I can speak at length about anything. It doesn’t matter what anyone else has to say (especially if it’s dumb). The desire to awe the enemy I am a force to be reckoned with. Look out! I will wow you to get your approval even if I have to do something shocking and wild to get your attention. The desire to play the passive role I am so easy to get along with. Who wouldn’t like me? I am so unobtrusive and sweet. I will put anything that’s important to me aside to make sure that you see how likeable and wonderful I am. How could you not like me when I sacrifice everything just for you? The desire to rid oneself of whatever disease one is affected by I am not okay as I am. I will perform constant self-work and read as many books as I can and take so many classes to make myself good that you will see that I am always trying to be a good person even if I continue to do lots of shitty things. I know I’m not okay as I am. And I know you know that I know I’m not okay as I am, which makes it okay not to get truly better as long as it looks like I’m trying.

If men brought their hearts together beyond a certain degree, if they were intent upon making their hearts one, did not a reaction set in after that brief fantasy had passed, a reaction that was more than simply alienation? Did it not inevitably provoke a betrayal that led to complete dissolution? Perhaps there was some unwritten law of human nature that clearly proscribed covenants among men. Had he impudently violated such a proscription? In ordinary human relationships, good and evil, trust and mistrust appear in impure form, mixed together in small portions. But when men gather together to form a group devoted to a purity not of this world, their evil may remain, purged from each member but coalesced to form a single pure crystal. Thus in the midst of a collection of pure white gems, perhaps it was inevitable that one gem black as pitch could also be found. If one took this concept a bit further, one encountered an extremely pessimistic line of thought: the substance of evil was to be found more in blood brotherhoods by their very nature than in betrayal. Betrayal was something that was derived from this evil, but the evil was rooted in the blood brotherhood itself. The purest evil that human efforts could attain, in other words, was probably achieved by those men who made their wills the same and who made their eyes see the world in the same way, men who went against the pattern of life’s diversity, men whose spirit shattered the natural wall of the individual body, making nothing of this barrier set up to guard against mutual corrosion, men whose spirit accomplished what flesh could never accomplish. Collaboration and cooperation were weak terms bound up with anthropology. But blood brotherhood . . . that was a matter of eagerly joining one’s spirit to the spirit of another. This in itself showed a bright scorn for the futile, laborious human process in which ontogeny was eternally recapitulating phylogeny, in which man forever tried to draw a bit closer to truth only to be frustrated by death, a process that had ever to begin again in the sleep within the amniotic fluid. By betraying this human condition the blood brotherhood tried to gain its purity, and thus it was perhaps but to be expected that it, in turn, should of its very nature incur its own betrayal. Such men had never respected humanity.

10 Practical Strategies to Improve Your Critical Thinking Skills and Unleash Your Creativity In today's rapidly changing world, the ability to think critically and creatively has become more important than ever. Whether you're a student looking to excel academically, a professional striving for success in your career, or simply someone who wants to navigate life's challenges with confidence, developing strong critical thinking skills is crucial. In this blog post, we will explore ten practical strategies to help you improve your critical thinking abilities and unleash your creative potential. 1. Embrace open-mindedness: One of the cornerstones of critical thinking is being open to different viewpoints and perspectives. Cultivate a willingness to listen to others, consider alternative opinions, and challenge your own beliefs. This practice expands your thinking and encourages creative problem-solving. 2. Ask thought-provoking questions: Asking insightful questions is a powerful way to stimulate critical thinking. By questioning assumptions, seeking clarity, and exploring deeper meanings, you can uncover new insights and perspectives. Challenge yourself to ask thought-provoking questions regularly. 3. Practice active listening: Listening actively involves not just hearing, but also understanding, interpreting, and empathizing with the speaker. By honing your active listening skills, you can better grasp complex ideas, identify underlying assumptions, and engage in more meaningful discussions. 4. Seek diverse sources of information: Expand your knowledge base by seeking information from a wide range of sources. Engage with diverse perspectives, opinions, and ideas through books, articles, podcasts, and documentaries. This habit broadens your understanding and encourages critical thinking by exposing you to different viewpoints. 5. Develop analytical thinking skills: Analytical thinking involves breaking down complex problems into smaller components, examining relationships and patterns, and drawing logical conclusions. Enhance your analytical skills by practicing activities like puzzles, riddles, and brain teasers. This will sharpen your ability to analyze information and think critically. 6. Foster a growth mindset: A growth mindset is the belief that your abilities can be developed through dedication and hard work. Embracing this mindset encourages you to view challenges as opportunities for growth, rather than obstacles. By persisting through difficulties, you build resilience and enhance your critical thinking abilities. 7. Engage in collaborative problem-solving: Collaborating with others on problem-solving tasks can spark creativity and strengthen critical thinking skills. Seek out group projects, brainstorming sessions, or online forums where you can exchange ideas, challenge each other's thinking, and find innovative solutions together. 8. Practice reflective thinking: Taking time to reflect on your thoughts, actions, and experiences allows you to gain deeper insights and learn from past mistakes. Regularly engage in activities like journaling, meditation, or self-reflection exercises to develop your reflective thinking skills. This practice enhances your critical thinking abilities by promoting self-awareness and self-improvement. 9. Encourage creativity through experimentation: Creativity and critical thinking often go hand in hand. Give yourself permission to experiment and explore new ideas without fear of failure. Embrace a "what if" mindset and push the boundaries of your thinking. This willingness to take risks and think outside the box can lead to breakthroughs in critical thinking. 10. Continuously learn and adapt: Critical thinking is a skill that can be honed throughout your life. Commit to lifelong learning and seek opportunities to expand your knowledge and skills. Stay curious, be open to new experiences, and embrace change.

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

Several of her students were engrossed in their work, but when she asked one of them, a PhD student named David Merrill, to give me a quick demo of his project, he readily agreed. Merrill walked us over to a three-foot-wide mockup of a supermarket shelf stocked with cartons of butter, Egg Beaters, and cereal, and he happily slipped on a Bluetooth-enabled ring he had been tinkering with when we interrupted him. He pointed directly at a box of cereal, and a light on the shelf directly below it glowed red. This meant, he told us, that the food didn’t fit the nutritional profile that he had programmed into the device. Perhaps it contained nuts or not enough fiber. He told me that there were a lot of “really cool technologies” making this happen—an infrared transmitter/receiver mounted on the ring, a transponder on the shelf with which it communicated, and a Bluetooth connection to a smart phone that could access the wearer’s profile in real time, to name a few. It was easy to see how this “augmented reality interface,” as Merrill called it, could change the experience of in-store shopping in truly a profound way. But what really impressed me during this visit was the close working relationship he clearly enjoyed with Maes. He called her “Pattie,” and my impression was that they engaged in give-and-take like true collaborators and colleagues.

The first of four basic processes in MI is to engage the client in a collaborative working relationship.

In collaborative professionalism, we want deeper collaboration in stronger relationships of trust, support, and solidarity. We also want more professionalism involving good data and good judgment, more candid and respectful professional dialogue, more thoughtful feedback, more collective responsibility for each other’s results, and more courageous engagement with bolder visions of education that will help young people become change makers in their own and other people’s lives.

What to Do with Freed Capacity Freeing capacity is a vital way for labor-intensive organizations to increase the proportion of revenue to labor. The effort, though, should not result in layoffs. Rather, freeing capacity enables an organization to accomplish one or more of the following outcomes: Absorb additional work without increasing staff Reduce paid overtime Reduce temporary or contract staffing In-source work that’s currently outsourced Create better work/life balance by reducing hours worked Slow down and think Slow down and perform higher-quality work with less stress and higher safety Innovate; create new revenue streams Conduct continuous improvement activities Get to know your customers better (What do they really value?) Build stronger supplier relationships Coach staff to improve their critical thinking and problem-solving skills Mentor staff to create career growth opportunities Provide cross-training to create greater organizational flexibility and enhance job satisfaction Do the things you haven’t been able to get to; get caught up Build stronger interdepartmental and interdivisional relationships to improve collaboration Reduce payroll through natural attrition

Withorn asserted that the concept of professionalism itself was based on capitalist premises about work and social status. The “ideology of professionalization” (Wenocur & Reisch, 1983) led social workers to establish a form of monopoly control of the helping process and, inevitably, to hierarchical relationships between workers and clients and the rejection of collective forms of organization such as unions. Unionization of social workers had, in fact, slowed dramatically since the early 1970s. Radical social work unions had virtually disappeared since the early 1950s despite intermittent efforts of groups like RASSW and the Radical Social Work Collective in Philadelphia to organize them (Radical Social Work Collective, April 26,1978; RASSW, October 20,1979; Tambor, 1981, 1973). Calls by radical social workers to form or collaborate with unions continued to fall on deaf ears into the 1990s (Epstein, 1991).

To collaborate and involve your buyers as much as possible in e-relationship sales, focus on making your messages concise, include questions to involve Them, share specific examples, support information with documentation, reference and recap previous messages, and identify clear action items and timelines.

Welcome" is a word to use often! Leaders who maintain an open-door policy inspire trust, teamwork, and healthier communication. They are more likely to earn respect, gain buy-in, and foster collaboration.

But for this, we need a new development model. We have designed an economic system that sees no value in any human or natural resource unless it is exploited. A river is unproductive until its catchment is appropriated by some industry or its waters are captured by a dam. An open field and its natural bounty are useless until they are fenced. A community of people have no value unless their life is commercialised, their needs are turned into consumer goods, and their aspirations are driven by competition. In this approach, development equals manipulation. By contrast, we need to understand development as something totally different: development is care. It is through a caring relationship with our natural wealth that we can create value, not through its destruction. It is thanks to a cooperative human-to-human interaction that we can achieve the ultimate objective of development, that is, wellbeing. In this new economy, people will be productive by performing activities that enhance the quality of life of their peers and the natural ecosystems in which they live. If not for moral reasons, they should do so for genuine self-interest: there is nothing more rewarding than creating wellbeing for oneself and society. This is the real utility, the real consumer surplus, not the shortsighted and self-defeating behaviour promoted by the growth ideology. The wellbeing economy is a vision for all countries. There are cultural traces of such a vision in the southern African notion of ‘ubuntu’, which literally means ‘I am because you are’, reminding us that there is no prosperity in isolation and that everything is connected. In Indonesia we find the notion of ‘gotong royong’, a conception of development founded on collaboration and consensus, or the vision of ‘sufficiency economy’ in Thailand, Bhutan and most of Buddhist Asia, which indicates the need for balance, like the Swedish term ‘lagom’, which means ‘just the right amount’. Native Alaskans refer to ‘Nuka’ as the interconnectedness of humans to their ecosystems, while in South America, there has been much debate about the concept of ‘buen vivir’, that is, living well in harmony with others and with nature.

Because that’s what makes a relationship, Camilla. The support. The shoulder. The ear that listens. That’s where the love and respect and true collaboration lie. Not in anything else.

Many notorious military blunders have been set up by poor personal relationships (if not wilful taciturnity) between key participants, the need for whose informal collaboration seems, in retrospect, to have been blindingly obvious. “It is instructive to mark how the squabbles of historic admirals with their Admiralties and with their captains have played into the hands of the enemy.

God blessed the relationship between male and female—not only in marriage but in every male/female collaboration. The Creator underscores the strategic importance of strong relationships between men and women when he says, “It is not good for the man to be alone. I will make an ezer kenegdo for him.” Ezer is a Hebrew noun that in the Bible always appears in a military context and is recognized as a military term.6 Considering the challenges the first man and woman faced and that a deadly Enemy was plotting an attack, it shouldn’t surprise us that YHWH would use a military word to describe the female.7 Kenegdo is another important Hebrew word that indicates the woman is the man’s full partner. She is not his inferior or his superior. She is his match.8

Nevertheless, these relationships are core to your job. They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively.

The surgeon knows that her work is creative work. A machine can’t do it because it requires human delicacy and decision making. It can’t be done by an automaton because it requires critical thinking and a good dose of winging-it-ness. Her work requires a balance of self-confidence and collaboration, a blend of intuition and improvisation. If the surgeon, while slicing that vulnerable brain, hits an unexpected bump in the process and needs to ask the person beside her for something essential—and quickly—she has absolutely no time to waste on questions like: Do I deserve to ask for this help? Is this person I’m asking really trustworthy? Am I an asshole for having the power to ask in this moment? She simply accepts her position, asks without shame, gets the right scalpel, and keeps cutting. Something larger is at stake. This holds true for firefighters, airline pilots, and lifeguards, but it also holds true for artists, scientists, teachers—for anyone, in any relationship. Those who can ask without shame are viewing themselves in collaboration with—rather than in competition with—the world. Asking for help with shame says: You have the power over me. Asking with condescension says: I have the power over you. But asking for help with gratitude says: We have the power to help each other.

First, collaboration is built on relationships, and product teams—especially co‐located teams—are designed to nurture these relationships.

Rich, collaborative, interdependent relationships between God's sons and daughters are vital to both genders and make the body of Christ stronger. The Blessed Alliance fuels the kingdom of God and must not be displaced by an atmosphere of tension, fear, and mistrust.

the lesson from history that comes through most loudly and most clearly is that skilled collaborations to produce productive win-win relationships to both grow and divide the pie well, so that most people are happy, are much more rewarding and much less painful than fighting civil wars over wealth and power that lead to one side subjugating the other side.

A frequent power problem in all male groups is that the pre-occupation with dominance often impedes collaboration. Each member may feel that others have no right to interfere in their territory, so everyone limits conflict by operating autonomously. If you never collaborate, then you automatically avoid situations where you might have to give up some of your power. In all female groups, problems are more likely to result from entanglement in relationship issues. Who's friendly or unfriendly, who's gossipping too much, who's getting more attention, who's being too critical and so on. These matters are often put aside when someone has a personal problem.

June Brought, a leadership collaborator of mine, works in corporate wellness for the successful women’s clothing company Eileen Fisher. The company has flourished since its founding in 1984, currently earning revenue of more than $300 million a year. What truly sets the company apart, however, is its early adoption of conscious capitalism and a sincere desire to enhance the lives of all its stakeholders. Eileen Fisher was one of the first clothing companies that insisted on using sustainable materials such as organic cotton, and implemented programs to reduce fabric and fiber waste. Eileen Fisher’s philanthropic efforts focus on business leadership grants to develop and benefit the careers of young women around the world. The company is also committed to enhancing the well-being of its own employees at every level, which is why June was hired. According to June, “Eileen Fisher is not just another company that claims to care about the well-being of its employees but really only cares about how they can contribute to the well-being of the bottom line. Eileen Fisher truly is concerned with its staff as human beings first.” One of the tools June uses to help individuals at Eileen Fisher and elsewhere find a healthy balance between life and work involves what she calls “completing your own circuit.” She believes it is essential that we plug into our own beings first in order to feel empowered, fulfilled, and complete. As June explains, when we outsource our power to a job, a romantic relationship, or any external condition, “we compromise our emotional welfare and risk having someone cut off our power.” She says that completing our own circuit involves a deep internal knowing that “we are fully charged and complete unto ourselves without any need for outside support or validation.

2.1 Recommendation: Law enforcement agencies should collaborate with community members to develop policies and strategies in communities and neighborhoods disproportionately affected by crime for deploying resources that aim to reduce crime by improving relationships, greater community engagement, and cooperation.

When you're dealing with a person who is coming from a paradigm of Win/Lose, the relationship is still the key. The place to focus is on your Circle of Influence. You make deposits into the Emotional Bank Account through genuine courtesy, respect, and appreciation for that person and for the other point of view. You stay longer in the communication process. You listen more, you listen in greater depth. You express yourself with greater courage. You aren't reactive. You go deeper inside yourself for strength of character to be proactive. You keep hammering it out until the other person begins to realize that you genuinely want the resolution to be a real win for both of you.

WORK TOGETHER TO ALIGN EMPLOYEE, MANAGER, AND COMPANY. Once everyone’s values and aspirations have been articulated, all parties should work together to strengthen the alignment between them. This is a collaborative rather than top-down effort. It’s not just a job for you, but for the employee as well. The good news is, working together on this can actually help build the long-term relationship.

Toxic leadership in academia stifles innovation, hinders collaboration, and undermines the very essence of knowledge creation.

The goal of critical therapy is not just analysis or the adaptation and accommodation of the individual to oppressive systems and relationships. The goal is liberation, and in the process, we help to create more collaborative relationships, workspace, and environments and ultimately a more democratic society.

Many of the most dramatic events on Earth have been – and continue to be – a result of fungal activity. Plants only made it out of the water around 500 million years ago because of their collaboration with fungi, which served as their root systems for tens of million years until plants could evolve their own. Today, more than 90 per cent of plants depend on these ‘mycorrhizal’ fungi. This ancient association gave rise to all recognisable life on land, the future of which depends on the continued ability of plants and fungi to form healthy relationships.

Which company is best for using construction Project work? The Shree Siva Balaaji Steels project is a significant endeavor that encompasses the establishment and operation of a modern and advanced steel manufacturing facility. This project represents a fusion of innovation, cutting-edge technology, and industrial expertise, aimed at delivering high-quality steel products to meet the growing demands of various sectors. Key Features: State-of-the-Art Manufacturing Plant: The project involves the construction and operation of a state-of-the-art manufacturing plant equipped with the latest machinery, automation systems, and environmentally friendly processes. This allows for efficient production and reduced environmental impact. Diverse Product Range: Shree Siva Balaaji Steels aims to offer a diverse range of steel products to cater to different industries such as construction, automotive, infrastructure, and manufacturing. This versatility enables the company to meet the varying needs of clients and partners. Quality Assurance: A cornerstone of the project is its commitment to delivering high-quality steel products. The facility adheres to strict quality control measures and follows international standards to ensure that the end products are durable, reliable, and meet or exceed industry specifications. Sustainability Focus: The project places a strong emphasis on sustainability and environmentally conscious practices. Energy-efficient processes, recycling initiatives, and waste reduction strategies are integrated into the manufacturing process to minimize the ecological footprint. Employment Opportunities: Shree Siva Balaaji Steels contributes to local economies by creating employment opportunities across various skill levels, from skilled labor to technical experts. This helps stimulate economic growth in the region surrounding the manufacturing facility. Collaboration and Partnerships: The project fosters collaborations with suppliers, distributors, and clients, establishing strong relationships within the steel industry. This network facilitates efficient supply chain management and enables the company to provide tailored solutions to its customers. Innovation and Research: The project invests in research and development to constantly improve manufacturing processes, product quality, and the development of new steel products. This dedication to innovation positions the company at the forefront of the steel industry. Community Engagement: Shree Siva Balaaji Steels is committed to engaging with local communities and implementing corporate social responsibility initiatives. These efforts include supporting education, healthcare, and other community-centric projects, fostering goodwill and positive impact. Vision: The Shree Siva Balaaji Steels project envisions becoming a leading name in the steel manufacturing sector, renowned for its exceptional quality, technological innovation, and sustainability practices. By adhering to its core values of integrity, excellence, and environmental responsibility, the project strives to contribute positively to the industry and the communities it operates within.

The world of us, of interdependence, rests on a foundation of collaboration — collaboration with nature, with one another, with the inspiration that sometimes passes through us. The world of us is a realm of innovation and abundance. The world of win-win. But individualism rests on a foundation of competition—competition with nature, with one another. It bestows a lordly sense that you are your own source of inspiration. It’s the world of win-lose.

Coquitlam's real estate landscape: where nature's beauty meets urban allure, and every home tells a story of opportunity and community.

Writing about conflict resolution and issues relating to identity, Barbour and Bourne (2020) have highlighted the usefulness of adapting the same questions to reflect on the future relationship. For example: How do we need to perceive ourselves as a team? How do we need to perceive the other team? How do we need the other team to perceive us? How do we need the other team to perceive themselves?

Yoko had replaced me as John’s wife and Paul as his artistic collaborator. Of course, change is inevitable and both John and Paul went on to be creative and successful separately, but the way it happened was sad, and it was sadder still that their relationship never really healed.

In the early days of computing, machines were seen as tools to be controlled by their human operators. The relationship was entirely one-sided; humans input instructions, and the computer executed them. However, as computers advanced, they took on roles previously in the human domain. They could calculate complex equations, manage large datasets, and even defeat humans at chess. This marked the beginning of a shift from viewing computers as mere tools to seeing them as collaborators.

message to Partner A—the one who wants sex and keeps asking for it: I know that it can feel like Partner B is withholding and I know that that can feel deeply awful. Your role in untangling your relationship knots is very difficult because it requires you to put down your hurts and be loving to the person who, it sometimes seems, is the source of those hurts. Boy, is that hard. I know, too, that sometimes you might worry that you want sex too often, that you’re making unreasonable demands, or that you’re sick to want sex as much as you do. No, you just have a higher level of sexual interest than your partner does—your parts are organized in a different way. It’s normal. Neither of you is broken, you just need to collaborate to find a context that works for both of you. Give Partner B space and time away from sex. Let sex drop away from your relationship—for a little while—and be there, fully present, emotionally and physically. Lavish your partner with affection, on the understanding that affection is not a preamble to sex. Be warm and generous with your love. You won’t run out. Put simply, the best way to deal with differential desire is: Be kind to each other.

Most of our criteria for ethics are quite pragmatic: Is anyone being harmed? Is there any way to avoid causing that harm? Is anyone feeling hurt? How can we support them? Are there any risks? Is everybody involved aware of those risks and doing what can be done to minimize them? On the positive side: How much fun is this? What is everybody learning from it? Is it helping someone grow? Is it helping make the world a better place? First and foremost, ethical sluts value consent. When we use this word—and we will, often, throughout this book—we mean an active collaboration for the benefit, well-being, and pleasure of all persons concerned. If someone is being coerced, bullied, blackmailed, manipulated, lied to, or ignored, what is happening is not consensual. And sex that is not consensual is not ethical—period. Ethical sluts are honest— with ourselves and others. We take time with ourselves to figure out our own emotions and motivations and to untangle them for greater clarity when necessary. Then, setting aside any bashfulness we may feel, we openly share that information with those who need it. Ethical sluts recognize the ramifications of our sexual choices.

Your solution may lead to less stress, healthier relationships, an improved quality of life, a more organized lifestyle or home, or a better work-life balance.

when pair work functions collaboratively and learners are in an expert–novice relationship, they can successfully engage in the co-construction of knowledge.

The lean distribution of knowledge means a more collaborative relationship between management and the workforce. Managers trust that the workers know best about their responsibilities. Workers trust that managers have the right goal and see the true relationships between the production processes.

Relationship requires constant collaboration between the two to make it work and grow beautifully, if not, it grows resentment., and love get lost admits. Only love does not guarantee a lasting relationship.

Bring harmony in your mind, your body, and your spirit, and bring balance among these three. Create a new deal among the three of them. In a moment of meditation, address each one and propose to it that life would be a lot more joyful and easy if the three were to collaborate and support one another rather than compete for your attention through body aches or ego tantrums.

Class Quality Abstract Data Types Have you thought of the classes in your program as abstract data types and evaluated their interfaces from that point of view? Abstraction Does the class have a central purpose? Is the class well named, and does its name describe its central purpose? Does the class's interface present a consistent abstraction? Does the class's interface make obvious how you should use the class? Is the class's interface abstract enough that you don't have to think about how its services are implemented? Can you treat the class as a black box? Are the class's services complete enough that other classes don't have to meddle with its internal data? Has unrelated information been moved out of the class? Have you thought about subdividing the class into component classes, and have you subdivided it as much as you can? Are you preserving the integrity of the class's interface as you modify the class? Encapsulation Does the class minimize accessibility to its members? Does the class avoid exposing member data? Does the class hide its implementation details from other classes as much as the programming language permits? Does the class avoid making assumptions about its users, including its derived classes? Is the class independent of other classes? Is it loosely coupled? Inheritance Is inheritance used only to model "is a" relationships—that is, do derived classes adhere to the Liskov Substitution Principle? Does the class documentation describe the inheritance strategy? Do derived classes avoid "overriding" non-overridable routines? Are common interfaces, data, and behavior as high as possible in the inheritance tree? Are inheritance trees fairly shallow? Are all data members in the base class private rather than protected? Other Implementation Issues Does the class contain about seven data members or fewer? Does the class minimize direct and indirect routine calls to other classes? Does the class collaborate with other classes only to the extent absolutely necessary? Is all member data initialized in the constructor? Is the class designed to be used as deep copies rather than shallow copies unless there's a measured reason to create shallow copies?

To Do Start with a conversation—a “stay interview.” Learn about your talented employees’ goals and what they love (or don’t love) about their work. Don’t stop with one chat. Talk (and listen!) daily, weekly, monthly. Develop a true relationship with every single person you hope to keep on your team. Hold “Alas Clinics”—opportunities to talk with others about talented people who have left your team lately. Why did they go? What role (if any) did you play in their leaving? How can you prevent more unwanted turnover? Think about who might be “loose in the saddle” (about ready to leave you); talk with them soon, and collaborate with them to get more of what they want and need from you, from the team, from their jobs. Go big picture. Ask yourself, “What kind of work environment do I want to create?” Then figure out what you need to do in order to make that vision come alive. Then—go do it!

What often makes the readjustment process after transforming change so unsatisfying is that old relationships have not been allowed to change. One of the struggles in South Africa today, for example, has to do with moving from a posture of resistance to one of reconstruction. How do you move from struggling against a great evil to collaborating in order to create a just society? The process mobilizes a different set of emotions and calls for compromises. It is perhaps for this reason that reconciliation is so difficult to attain.

For this reason I believe we need to do philosophy with children now more than ever. We have increasingly taken away their free time, their ability to make up their own games, their ability to solve their own problems, their ability to be by themselves and figure out the world on their own terms. We need to restore their relationship with the world around them so they can learn who they are and what matters to them. Doing philosophy with children helps to achieve just that. It restores their relationship with their own and others’ thinking, which is important for creating a community of inquiry and collaboration. In the process, self-knowledge is gained, and with that character and integrity can develop. Once again, we have to embrace the uncertainty inherent in the pursuit of knowledge, as opposed to presuming its certainty.