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.

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.

Though Kurt and Jimmy were not “family,” I invited them to be, and that invitation can sometimes be even more intimate than the connection to any blood relative. There was no biological obligation here; we were bonded for other reasons: our parallel spirits, our love of music, and our mutual appreciation. You cannot choose family, and when you lose family, there is a biological imperative that implies a built-in type of mourning. But with friends, you design your own relationship, which in turn designs your grief, which can be felt even deeper when they are gone. THOSE CAN BE ROOTS THAT ARE MUCH HARDER TO PULL.

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.

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

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.

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

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.

Highly-quality relationships are transformational, not transactional. Often, the transformation is unpredictable and unexpected, as collaboration is a creative act.

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

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.

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.

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?

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.

Wagner looked back to what in a primordial past had held people together in communities, a selflessness that had to be left behind so that human beings could become more and more conscious. He had an intuitive presentiment about the future; he felt that once individual freedom and independence had been attained, humans would have to find the way back to fellowship and caring relationships. Selflessness would have to be consciously regained, and loving kindness once more would have to become a prominent factor of life. For Wagner the present linked itself with the future, for he visualized as a distant ideal the existence of selflessness within the arts. Furthermore, he saw art as playing a significant role in evolution. Human development and that of art appeared to him to go hand in hand; both became egoistical when they ceased to function as a totality. As we see them today, drama, architecture and dance have gone their independent ways. As humanity grew more and more selfish, so did art. Wagner visualized a future when the arts would once more function in united partnership. Because he saw a commune of artists as a future ideal, he was referred to as 'the communist.' . . . In older works of art, where dance, rhythm and harmony still collaborated, he recognized something of the musical-dramatic element of the artistic works of antiquity. He acquired a unique sense for harmony, for tonality in music, but insisted that contributions from related arts were essential. Something from them must flow into the music. One such related art was dance, not as it has become, but the dance that once expressed movements in nature and movements of the stars. In ancient times, dance originated from a feeling for laws in nature. Man in his own movements copied those in nature. Rhythm of dance was reflected in the harmony of the music. Other arts, such as poetry, whose vehicle is words, also contributed, and what could not be expressed through words was contributed by related arts. Harmonious collaboration existed among dance, music and poetry. The musical element arose from the cooperation of harmony, rhythm and melody. This was what mystics and also Richard Wagner felt as the spirit of art in ancient times, when the various arts worked together in brotherly fashion, when melody, rhythm and harmony had not yet attained their later perfection. When they separated, dance became an art form in its own right, and poetry likewise. Consequently, rhythm became a separate experience, and poetry no longer added its contribution to the musical element. No longer was there collaboration between the arts. In tracing the arts up to modern times, Wagner noticed that the egoism in art increased as human beings egoism increased.

The twanging of life Thirteenth part : The essence of the beauty is unity in variety We are only able to contempt and treat people in a bad way, when we forget that the other person belongs to us and to the society as well as we too, when we only forget that in the form of doing the action, there is a strong relationship between the subject and the object so avarice, violence, egoism, sadness and looking at others as pawns of market's chess to get money arise from losing their unity, from forgetting their spirit of cooperation and collaboration and then starting perceiving others in terms of their individual differences. A humanitarian action that isn't intended to be done can make a huge storm of humanity, a single word can give people the feeling of unity, just like every time when a person passes by you and you say for him "السلام عليكم" both of you start to feel like there is a candle within both of you turning into clemency, the more love, the more mercy and the more salaam you show on your face the more light is reflected form that candle, you should start thinking that, greeting the people is proclamations of peace, every time you say "السلام عليكم" to a stranger your heart admits over and over again that we are all united, what I am trying to say is, in your heart's deepest place where the onus of your ego are fallen to pieces and the enigma of your soul is infiltrated, you find the awareness isn't different in any way from what all others may find, the mutuality of Sudanese people is appeared as the sun in the morning but only when our own humanness is surpassed our own dishumanness by accepting that we are all one in the fact that we are all made of diversified differences. We are all equal in the fact that our own society is made by different tribes, we are all the same in the fact that we will never have the same colour, life, thinking, dreams, feelings and luxury, we are united by the reality that Sudan is able to combine all colours, all cultures, all tribes and all of us in the fact that every one believes his tribe and culture are distinguished and individual, we are compatible in the reality that we are all recaptured to this country by the same history, the same conditions of living and the longest river in the world that all of them together give us a light to shine the darkness that covers the sky to allow for us to walk as one hand in the right direction, we don't share the colours but we share the blood, we aren't equal in existence of happiness but we drink River Nile's water that keeps us alive, we are different in existence of tribes but we share the same air that is blended by our breath, so I am you as much as I am me and you are me as much as I am you. Finally swingeing internal ructions and overmuch narcissism of a society devastate the tissue of its unity, not the differences of that society, Lord Robin said that unity begins at home within family is the strength to survive and win the fight of life.

Social capital, or “networks of trust,” are rooted in relationships based on a common set of norms and values that bind a group of individuals together and enable them to collaborate more effectively. Networks of trust are critical in complex systems that demand high performance under fast-paced, ambiguous, and evolving conditions. Successful outcomes in military special forces, modern aviation, championship sports, and hyper-growth startups all require teamwork that is grounded in trust and a shared sense of purpose.

creating co-active relationships: relationships that are collaborative, cooperative, co-created, active, and engaged and that yield action steps and learning. Consequently, this book focuses on the context for effective coaching: creating the container.

We define consent as an active collaboration for the pleasure and well-being of all concerned.

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

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some features of freelancing are discussed below: Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final.

Integrative (collaborative) approach: In contrast, the integrative approach to negotiation doesn’t view the cake as finite. Instead, this strategy looks for ways to actually create more cake, so that all parties can get a bigger piece. The key to creating “more cake” is building a relationship of trust that involves asking questions, listening to answers, offering solutions and sharing just the right kind and amount of relevant information—not too little and not too much.

Standard accounting practices might not factor the value of communities into the value of a firm, but stock markets do. Little by little, the accountants are catching up. A team of experts collaborating with the consulting and accounting firm of Deloitte published research that sorts companies into four broad categories based on their chief economic activity: asset builders, service providers, technology creators, and network orchestrators. Asset builders develop physical assets that they use to deliver physical goods; companies like Ford and Walmart are examples. Service providers employ workers who provide services to customers; companies like UnitedHealthcare and Accenture are examples. Technology creators develop and sell forms of intellectual property, such as software and biotechnology; Microsoft and Amgen are examples. And network orchestrators develop networks in which people and companies create value together—in effect, platform businesses. The research suggests that, of the four, network orchestrators are by far the most efficient value creators. On average, they enjoy a market multiplier (based on the relationship between a firm’s market valuation and its price-to-earnings ratio) of 8.2, as compared with 4.8 for technology creators, 2.6 for service providers, and 2.0 for asset builders.16 It’s only a slight simplification to say that that quantitative difference represents the value produced by network effects.

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some Features of Freelancing are Discussed Below: 1. Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. 2. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. 3. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. 4. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. 5. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. 6. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. 7. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. 8. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. 9. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

A rush of pleasure surged through me. This was how it had so often been between us, repartee serving as the language of the heart for us. Where others might whisper little poetries, Stoker and I engaged in badinage, each of us certain that no one else in the world understood us a well a the other.

Implementing collaborative relationships: Consider how you can get teams to work together toward a goal rather than compete for conflicting objectives. If your sales team is trying to improve customer service by making sure that plenty of inventory is available, and your logistics team is trying to reduce inventory to lower costs, both teams are probably going to waste a lot of energy. Supply chain management can help them align their objectives.

ABOUT MATIYAS We are an enthusiastic and energetic establishment dedicated to bringing automation and transforming business processes digitally. We understand the value of technological advancements for increasing productivity and enhancing quality, and our in-house teams of dedicated professionals offer various services to achieve this objective effectively. Matiyas digital solutions help to streamline manufacturing business functions, increase profitability, automating efforts and increase the quality of production. Our Customized manufacturing digital solutions can assist you to address all the hurdles that occur during the manufacturing process. You can have complete control over the manufacturing process by handling inventory management and supply chain management effectively. At Matiyas, we are committed to bringing digital transformation in manufacturing through advanced solutions and excellent services Matiyas is providing industry 4.0 digital solutions to: • Oil & Gas • Cement Manufacturing • Electronics Manufacturing • Industrial Machinery and Equipment • Steel Manufacturing • Plastic Manufacturing • Packaging Manufacturing • Power Plants • Pharmaceutical • Fast Moving Consumer Goods (FMCG) • Medical Devices Industry • EPC Our digital solutions empower the manufacturers to closely supervise each and every stage of the manufacturing process and gives the absolute control over it, as a result you observe an ample reduction in wastage and material exchange possibilities which not only improves production quality but quantity too. We understand the major problems manufacturing businesses come across and we tailor best manufacturing digital solutions accordingly. HOW OUR MANUFACTURING DIGITAL SOLUTIONS CAN BENEFIT YOUR ORGANIZATION? Increased ROI Reduced Operational Costs & Optimize Operations Enhanced Resource Utilization & Reduced Overheads Deeper insights about your supply chains & production Improved Agility, Higher productivity Easier Collaboration Accountability and transparency And Many More .... Matiyas Digital Solutions: Inventory Management, Procurement Management, Selling Management, Production Management, Retail POS Management, Manufacturing Management, Project Management, Customer Relationship Management, Accounting & Finance Management, Human Capital Management, Assets Management, Quality Management, Ecommerce, Website, Hospital Management Information System HMIS, Education Management and many more… Matiyas Offices: India, Oman, Kuwait, Canada, UAE, Armenia, Africa, Egypt Interested to Automate and Collaborate Effectively Through Our Custom Digital Solutions?

If we did the hard work of forming these relationships and preserving these connections, millions of them, old and new, official and unofficial, then together they would form lasting bonds—“sinews of peace,” he called them. “The Sinews of Peace,” he underscored for his audience in Fulton that day, was the title of his speech and its purpose. This speech was not a call to arms. It was a call to form Constellations. He feared that Americans might want to sit it out in isolation again after two world wars or, just as bad, remain perpetually poised for war, with the Western world dependent on American military might. Winning wasn’t the end—it was a prologue to a new and different kind of work. “We aim at nothing but mutual assistance and collaboration” to increase “each other’s . . . powers.” Remember that Churchill had foreshadowed this at the welcome luncheon for Winant when he said that with victory would come “solemn but splendid duties.” It was time to let go of the Pyramid mindset. This would require “faith in each other’s purpose, hope in each other’s future, and charity towards each other’s shortcomings.

Archetype Other descriptions Achievement Performance, accountability, focus, speed, delivery, meritocracy, discipline, transparency, rigour Customer-Centric External focus, service, responsiveness, reliability, listening One-Team Collaboration, globalisation, internal customer, teamwork, without boundaries Innovative Learning, entrepreneurial, agility, creativity, challenging status quo, continuous improvement, pursuit of excellence People-First Empowerment, delegation, development, safety, care, respect, balance, diversity, relationships, fun Greater-Good Social responsibility, environment, citizenship, meaning, community, making a difference, sustainability

Markets change, visions change, technologies change, teams change, settings change, relationships change… with an ever changing environment it will be naive to think that you can draw the future with a straight line.

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.

Here's the thing: love has to feel safe in order for us to be open to receiving it. But the reality for many of us is that the only version of "love" we experienced as children did not consistently feel safe. Because trauma bonds are neurobiologically conditioned and familiar, we continue to eek safety in habitual patterns, regardless of how unsafe they continue to make us and those around us feel. With few of us ever feeling peaceful and at ease, we stay stuck in cycles of stress reactivity, often acting like cornered animals with each other, creating or escalating conflict rather than joining together in truly loving and collaborative relationships.

Your elevator pitch is not an opportunity for you to sell your products and services, rather an opportunity to sell yourself.

Put yourself in the company of people with the same determination as you do. Be willing to collaborate with fellow dreamers of this world. Cultivate solid and productive relationships that empower you to accomplish your goals.

Rather, being other-oriented, being people-centric, means that we recognize that service to others is fulfilling in itself and that it propels a virtuous cycle of relationships, collaboration, and connectivity that makes the world better for everyone.

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?

Put yourself in the company of people with the same determination as you do. Be willing to collaborate with fellow dreamers of this world. Cultivate solid, and productive relationships that empower you to accomplish your goals.

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.

Neither China nor Israel needs the other to repress their unwanted minorities, since both have spent years developing techniques to do so, and yet their collaboration and collusion is increasing.42 A burgeoning defense relationship surged at the end of the Cold War, solidified by Israel’s selling of weapons to Beijing after the 1989 Tiananmen Square massacre, when many other nations imposed an arms embargo. Israeli company Magal Security Systems, builder of high-tech fences and walls along Israel’s southern and northern borders and the long separation wall between Israel and the West Bank, has installed detection systems at China’s airports.

When it comes to agreements, specificity is worth its weight in gold, along with writing down agreements; clarifying what vague terms like fun, safe, play, sex, kink or later mean; and holding an attitude of open curiosity and collaboration.

what we were really doing every day, both at NSC and the other agencies with responsibility for a potentially explosive situation, was undoing the damage being caused by our own White House, and by the president of the United States himself, and collaborating to get the U.S. relationship with Ukraine back on track.

As the war drew to a close, Schmitt had no idea what new difficulties he might encounter, though he surely must have suspected that the Allies would hold him accountable for his Nazi collaboration. In April 1945, the Russians oc­cupied Berlin and arrested Schmitt at his home. During several hours of interrogation, Schmitt told the Russians that his relationship with National Socialism could best be understood in reference to the experiments of the German scientist Max von Pettenkofer. Schmitt explained to his baffled interrogators that at the beginning of this century, Pettenkofer had argued that the susceptibility of a person to illness was more important than a bacillus in causing infectious disease. To prove his point, Pettenkofer stood before his students and drank a glass of water containing a culture of cholera bacteria; he remained healthy. "You see," Schmitt concluded, "I have done exactly the same thing: I drank of the Nazi bacillus, but it had not infected me." While it is unknown what effect this story had on the Russians, Schmitt was released and allowed to return home.

Martoglio also discovered those actors who were to become stars not only in the Sicilian but in the Italian context. The legendary Angelo Musco, Giovanni Grasso and Rosina Anselmi, to name but three of the most widely known, owe much of their fame to Martoglio. They in turn found in Martoglio’s characters the vehicles to best express themselves. It was Nino Martoglio who convinced Luigi Pirandello to begin writing for the theatre. Martoglio and Pirandello developed a very close friendship which eventually led to actual collaboration in the writing of some Sicilian language plays such as A vilanza (Cowardice) (performed on Sept. 8, 1917) and Cappiddazzu paga tuttu, (Capiddazzu Pays for Everything). But at the beginning of their relationship, while Pirandello experienced much critical resistance to his innovative and revolutionary work, Martoglio was a well-established and famous playwright and literary entrepreneur.

A sensual relationship is about coming together to create a shared path to ecstasy. This is a collaborative process where we weave our desires together. You bring your desires, I bring mine. Then we integrate them by creating a new understanding of ourselves and alchemizing it into a tapestry of ecstasy. A tapestry of ecstasy = A rich sensual lifestyle

preparation for this role. Start by becoming an expert in your users and customers. Share very openly what you learn, both the good and the bad. Become your team's and your company's go‐to person for understanding anything about your customer—quantitative and qualitative. Work to establish a strong relationship with your key stakeholders and business partners. Convince them of two things: (1) You understand the constraints they operate under. (2) You will only bring to them solutions that you believe will work within those constraints. Become an undisputed expert on your product and your industry. Again, share your knowledge openly and generously. Finally, work very hard to build and nurture the strong collaborative relationship with your product team. I'm

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.

I want to emphasize how important it is to maintain a collaborative relationship even when you’re setting boundaries. Your response must always be expressed in the form of strong, yet empathic, limit-setting boundaries—that is, tough love.

PERSONAL IDENTITY AUDIT How do you think the world views you? How do you view yourself? How is the “public you” different from the “private you”? What conditions produce the BEST VERSION OF YOU? (The version of you who competes and gets the highest results.) Competition Fear of loss A setback A victory Having someone believe in you A point to prove Name a ninety-day period of your career during which you were the hungriest to succeed. What drove you? How do you handle a public loss? Do you feel you’re entitled to things without earning them? How difficult a personality do you have? Do you have a tendency of blaming others for your lack of effort or discipline? If yes, why? Very difficult Difficult Somewhat difficult Easygoing Very easygoing Do you get along with people like yourself or can there be only one of you in the room? Who do you speak to the most when you’re losing? People ahead of you People at the same level as you People not yet at your level No one Who are you secretly envious of that no one knows about?Don’t worry about writing this one down. No one will know youranswer but you. How is your relationship with the person you’remost envious of? How much of that envy is due to your not willing to do the work that the other individual is willing to do? What type of people annoy you the most and why? What type of people do you like the most and why? Who do you collaborate with the most? What qualities and traits do you admire most in others? How do you handle pressure? How often do you challenge your own vision to help improve your perspective? What brings out the worst side of you? Why? What brings out the best side of you? Why? What do you value the most in business and in life? What do you fear the most in your line of business? What accomplishment are you most proud of and why? Who do you want to be? What kind of life do you want to live?

These and other obscure insights from my early career as Buckminster Fuller’s chief engineer left me with a deep appreciation for systems. Fuller was quick to point out that most people’s education hadn’t prepared them to see systems. He believed that ever-increasing specialization threatened our ability to appreciate how systems work. Moreover, in school we learn to break problems down into parts, which enables focus and progress in many fields of knowledge but blinds us to larger patterns and relationships. Traditional management systems similarly break work down into parts, inhibiting collaboration and innovation in favor of reliability and efficiency.

The close relationship between Arizona and Israel long proceeded Donald Trump’s presidency. One journalist called the area the “Palestine-Mexico border” due to both nations sharing the same surveillance companies and co-operation.64 Tucson Mayor Jonathan Rothschild, who left office in 2019 after spending years welcoming Israel’s high-tech companies to build a home in Arizona, once said, “If you go to Israel and you come to Southern Arizona and close your eyes and spin yourself a few times you might not be able to tell the difference.”65 The reasons behind the collaboration are tied to two geographic spaces defined by some as vast and unoccupied and therefore deserving of colonization and control. It’s the settler-colonial mentality. Israel is helped by the fact that it’s a bipartisan American political belief that backing the Jewish state is akin to necessary religious doctrine. Arizona, like Palestine, is thus a testing ground. “Arizona is meant to be a showcase for technology before it expands across the country,” Tucson-based journalist and author Todd Miller told me. “Before 9/11, there was Border Patrol presence on Native American territory, but now it’s hugely expanded with surveillance technology. Native Americans are being racially profiled at border patrol checkpoints.” For the border profiteers, Palestinians and Native Americans are both equally deserving of monitoring. It was therefore not surprising that autonomous surveillance robots started appearing on both the Israel/Gaza border and US–Mexico border in 2021 and 2022.

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.

a team-based learning and development intervention that considers the team to be a system and is applied collectively to the team as a whole. The focus of team coaching is on team performance and the achievement of a common or shared team goal. Team learning is empowered via specific team coaching activities for self and team reflection, which is facilitated by the team coach(es) through the application of coaching techniques such as impactful, reflective questioning which raises awareness, builds trusting relationships and improves communication. A team coach does not provide advice or solutions to the team. Rather, team coaching requires advanced coaching skills from the coach such as considering multiple perspectives simultaneously and observing and interpreting dynamic interactions and is typically provided over a series of sessions rather than as a one-off intervention (p. 73).

Team coaching helps teams work together, with others and within their wider environment, to create lasting change by developing safe and trusting relationships, better ways of working and new thinking, so that they maximize their collective potential, purpose and performance goals.

The power of proximity—spending time side-by-side—had pulled us all to compromise in our efforts to help these children. Relationships matter: the currency for systemic change was trust, and trust comes through forming healthy working relationships. People, not programs, change people. The cooperation, respect and collaboration we experienced gave us hope that we could make a difference, even though the raids themselves had ended in such catastrophe.