Complaints Management Quotes

Are you really an archangel?” I whisper. He gives me a cocky grin. “Impressed?” “No,” I lie. “But I have some complaints I’d like to file about your personnel.” “Talk to middle management.” I follow him out the door, giving him my death-by-glare expression.

How did I get into the world? Why was I not asked about it and why was I not informed of the rules and regulations but just thrust into the ranks as if I had been bought by a peddling shanghaier of human beings? How did I get involved in this big enterprise called actuality? Why should I be involved? Isn't it a matter of choice? And if I am compelled to be involved, where is the manager—I have something to say about this. Is there no manager? To whom shall I make my complaint?

In Plaster I shall never get out of this! There are two of me now: This new absolutely white person and the old yellow one, And the white person is certainly the superior one. She doesn't need food, she is one of the real saints. 
At the beginning I hated her, she had no personality -- She lay in bed with me like a dead body 
And I was scared, because she was shaped just the way I was 
 Only much whiter and unbreakable and with no complaints. I couldn't sleep for a week, she was so cold. I blamed her for everything, but she didn't answer. 
I couldn't understand her stupid behavior! 
When I hit her she held still, like a true pacifist. 
Then I realized what she wanted was for me to love her: She began to warm up, and I saw her advantages. 

Without me, she wouldn't exist, so of course she was grateful. 
I gave her a soul, I bloomed out of her as a rose 
Blooms out of a vase of not very valuable porcelain, And it was I who attracted everybody's attention, 
Not her whiteness and beauty, as I had at first supposed. 
I patronized her a little, and she lapped it up -- 
You could tell almost at once she had a slave mentality. 

I didn't mind her waiting on me, and she adored it. 
In the morning she woke me early, reflecting the sun 
From her amazingly white torso, and I couldn't help but notice 
Her tidiness and her calmness and her patience: She humored my weakness like the best of nurses, 
Holding my bones in place so they would mend properly. In time our relationship grew more intense. 

She stopped fitting me so closely and seemed offish. 
I felt her criticizing me in spite of herself, 
As if my habits offended her in some way. She let in the drafts and became more and more absent-minded. 
And my skin itched and flaked away in soft pieces 
Simply because she looked after me so badly. Then I saw what the trouble was: she thought she was immortal. She wanted to leave me, she thought she was superior, 
And I'd been keeping her in the dark, and she was resentful -- Wasting her days waiting on a half-corpse! 
And secretly she began to hope I'd die. Then she could cover my mouth and eyes, cover me entirely, 
And wear my painted face the way a mummy-case Wears the face of a pharaoh, though it's made of mud and water. 

I wasn't in any position to get rid of her. She'd supported me for so long I was quite limp -- I had forgotten how to walk or sit, So I was careful not to upset her in any way 
Or brag ahead of time how I'd avenge myself. Living with her was like living with my own coffin: Yet I still depended on her, though I did it regretfully. I used to think we might make a go of it together -- 
After all, it was a kind of marriage, being so close. 
Now I see it must be one or the other of us. She may be a saint, and I may be ugly and hairy, 
But she'll soon find out that that doesn't matter a bit. I'm collecting my strength; one day I shall manage without her, 
And she'll perish with emptiness then, and begin to miss me. --written 26 Feburary 1961

Who tricked me into this whole thing and leaves me standing here? Who am I? How did I get into the world? Why was I not asked about it, why was I not informed of the rules and regulations and just thrust into the ranks as if I had been bought from a peddling shanghaier of human beings? How did I get involved in the big enterprise called actuality? Why should I be involved? Isn’t it a matter of choice? If I am compelled to be involved, where is the manager-I have something to say about this. Is there no manager? To whom shall I make my complaint?

Knowing your feelings won't change the facts, but knowing the facts can change your feelings.

And what is your current complaint?" I don't like Barrayar, I want to go home, my father-in-law wants to murder my baby, half my friends are running for their lives, and I can't get ten minutes alone with my husband, whom you people are consuming before my eyes, my feet hurt, my head hurts, my soul hurts... It was all too complicated. The poor man just wanted something to put in his blank, not an essay. "Fatigue," Cordelia managed at last.

Exceptional customer service proactively manages your brand and reactively can turn upset customers into raving fans based on how you handled their complaint.

Are you willing to forget what you have done for other people and to remember what other people have done for you; to ignore what the world owes you and to think what you owe the world; to put your rights in the background and your duties in the middle distance and your chances to do a little more than your duty in the foreground; to see that your fellow men are just as real as you are, and try to look behind their faces to their hearts, hungry for joy; to own that probably the only good reason for your existence is not waht you are going to get out of life, but what you are going to give life; to close your book of complaints against the management of the universe and look around you for a place where you can sow a few seeds of happiness - are you willing to do these things for even a day? Are you willing to stoop down and consider the needs and the desires of little children; to remember the weakness and loneliness of people who are growing old; to stop asking how much your friends love you and ask yourself whether you love them enough; to bear in mind the things that other people have to bear on their hearts; to try to understand what those who live in the same house with you really want, without waiting for them to tell you; to trim your lamp so that it will give more light and less smoke, and to carry it in front of you so that your shadow will fall behind you; to make a grave for your ugly thoughts and a garden for your kindly feelings, with the gate open - are you willing to do these things for even a day? Are you willing to believe that love is the strongest thing in the world, - stronger than hate, stronger than evil, stronger than death, - and that the blessed life which began in Bethlehem nineteen hundred years ago is the image and brightness of the Eternal Love? Then you can keep Christmas. And if you keep it for a day, why not always? But you can never keep it alone.

The lingerie department is the only one that she can reach in her wheelchair. Nevertheless, she is fired the next day because of complaints that a woman who is so obviously not sexually attractive selling alluring nightgowns makes customers uncomfortable. Daunted by her dismissal, she seeks consolation in the arms of the young manager and soon finds herself pregnant. Upon learning of this news, he leaves her for a nondisabled woman with a fuller bustline and better homemaking skills in his inaccessible kitchen.

When they had understood the hoopoe's words, A clamour of complaint rose from the birds: 'Although we recognize you as our guide, You must accept - it cannot be denied - We are a wretched, flimsy crew at best, And lack the bare essentials for this quest. Our feathers and our wings, our bodies' strength Are quite unequal to the journey's length; For one of us to reach the Simorgh's throne Would be miraculous, a thing unknown. [...] He seems like Solomon, and we like ants; How can mere ants climb from their darkened pit Up to the Simorgh's realm? And is it fit That beggars try the glory of a king? How ever could they manage such a thing?' The hoopoe answered them: 'How can love thrive in hearts impoverished and half alive? "Beggars," you say - such niggling poverty Will not encourage truth or charity. A man whose eyes love opens risks his soul - His dancing breaks beyond the mind's control. [...] Your heart is not a mirror bright and clear If there the Simorgh's form does not appear; No one can bear His beauty face to face, And for this reason, of His perfect grace, He makes a mirror in our hearts - look there To see Him, search your hearts with anxious care.

I’m in awe of the people who manage their difficult lives with little complaint, those who have suffered more than their fair share of pain, and understand things could have been much worse, those who take the time to be grateful for the important things, and who never give up on themselves or their lives. It's no easy feat to stay optimistic when life has shown you too much darkness, yet our world is filled with these steady, strong, resilient warriors of the light. From them, we have so much to learn.

It was easier for girls. They could say This hurts, or I don’t like how this feels, and have the complaint be socially acceptable. Boys, though, didn’t speak that language. They didn’t learn it as children and they didn’t manage to pick it up as adults, either.

The modern man is usually in a hurry to get to a destination from which he will sooner or later suffer from and at times complain about boredom.

But nothing happened there now of a nature to provoke a disturbance. There were no complaints to the management or the police, and the dark glory of the upper galleries was a legend in such memories as that of the late Emiel Kroger and the present Pablo Gonzales, and one by one, of course, those memories died out and the legend died out with them. Places like the Joy Rio and the legends about them make one more than usually aware of the short bloom and the long fading out of things. ("The Mysteries of the Joy Rio")

It was a common complaint amongst the Arts students that their library was in dire need of refurbishment. To call the old building shabby chic was being kind. It didn’t have automated stacks or self-service machines like the Management and Sciences library the other side of campus and the carpets and bookcases looked like they were probably the Victorian originals. But on days like this one, where the springtime sunshine streamed in through the high windows and set the dust motes dancing, Harriet sincerely felt that those BSc lot could stuff their vending machines and state of the art study pods. The Old Library was clearly suited for those who had poetry in their souls, rather than numbers in their heads.

It wanted to file a complaint with life’s general manager. Maybe burn life’s house down with some combustible lemons.

By your choices you reveal your commitments.

Jocelyn’s stomach lodged another complaint with the management regarding the length of time since breakfast.

Request, don't complain. Inside every complaint is a request. Find it and make it.

During the 1980s, in California, a large number of Cambodian women went to their doctors with the same complaint: they could not see. The women were all war refugees. Before fleeing their homeland, they had witnessed the atrocities for which the Khmer Rouge, which had been in power from 1975 to 1979, was well known. Many of the women had been raped or tortured or otherwise brutalized. Most had seen family members murdered in front of them. One woman, who never again saw her husband and three children after soldiers came and took them away, said that she had lost her sight after having cried every day for four years. She was not the only one who appeared to have cried herself blind. Others suffered from blurred or partial vision, their eyes troubled by shadows and pains. The doctors examined the women - about a hundred and fifty in all - found that their eyes were normal. Further tests showed that their brains were normal as well. If the women were telling the truth - and there were some who doubted this, who thought the women might be malingering because they wanted attention or were hoping to collect disability - the only explanation was psychosomatic blindness. In other words, the women's minds, forced to take in so much horror and unable to take more, had managed to turn out the lights.

This workbook is for you to imagine unpleasant situations, and write out a plan for responding,” the manager said. “One of the systems we use is called the LATTE method. We Listen to the customer, Acknowledge their complaint, Take action by solving the problem, Thank them, and then Explain why the problem occurred.

According to the Tiqqun collective, we have become the innocuous, pliable inhabitants of global urban societies.7 Even in the absence of any direct compulsion, we choose to do what we are told to do; we allow the management of our bodies, our ideas, our entertainment, and all our imaginary needs to be externally imposed. We buy products that have been recommended to us through the monitoring of our electronic lives, and then we voluntarily leave feedback for others about what we have purchased. We are the compliant subject who submits to all manner of biometric and surveillance intrusion, and who ingests toxic food and water and lives near nuclear reactors without complaint. The absolute abdication of responsibility for living is indicated by the titles of the many bestselling guides that tell us, with a grim fatality, the 1,000 movies to see before we die, the 100 tourist destinations to visit before we die, the 500 books to read before we die.

Would it be possible to speak to this Universe person?" "I'm sure that they will understand that there is a personality conflict." It was time to bump my complaint to upper management. "No one speaks to the Universe." "Then how do you know what to do?" I leaned in a little. "Simple. Through my orders." His eyes started to twitch. "Which you get how?" "My memos.

That was management’s third problem. Zott. She was one of their innovators. Unrecognized, of course, but she acted as if she knew. Not a week went by when they didn’t get some complaint about her—the way she voiced her opinion, insisted her name appear on her own papers, refused to make coffee; the list was endless. And yet her progress—or was it Calvin’s?—was undeniable.

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

Miss Wooding turned the nervous shade of pink that Rosaline found people often turned when her sexuality went from an idea they could support to a reality they had to confront. “I appreciate this is a sensitive topic and one that different people have different beliefs about. Which is why I have to be guided by the policies of our academy trust, and they make it quite clear that learners shouldn’t be taught about LGBTQ until year six.” “Oh do they?” asked Rosaline, doing her best to remember that Miss Wooding was probably a very nice person and not just a fuzzy cardigan draped over some regressive social values. “Because Amelie’s in year four and she manages to cope with my existence nearly every day.” Having concluded this was going to be one of those long grown-up conversations, Amelie had taken her Panda pencil case out of her bag and was diligently rearranging the contents. “I do,” she said. “I’m very good.” Miss Wooding actually wrung her hands. “Yes, but the other children—” “Are allowed to talk about their families as much as they like.” “Yes, but—” “Which,” Rosaline went on mercilessly, “when you think about it, is the definition of discrimination.” Amelie looked up again. “Discrimination is bad. We learned that in year three.” The d-word made Miss Wooding visibly flinch. “Now Mrs. Palmer—” “Ms. Palmer.” “I’m sure this is a misunderstanding.” “I’m sure it is.” Taking advantage of the fact that Miss Wooding had been temporarily pacified by the spectre of the Equality Act, Rosaline tried to strike a balance between defending her identity and catching her train. “I get that you have a weird professional duty to respect the wishes of people who want their kids to stay homophobic for as long as possible. But hopefully you get why that isn’t my problem. And if you ever try to make it Amelie’s problem again, I will lodge a formal complaint with the governors.” Miss Wooding de-flinched slightly. “As long as she doesn’t—” “No ‘as long as she doesn’t.’ You’re not teaching my daughter to be ashamed of me.” There was a long pause. Then Miss Wooding sighed. “Perhaps it’s best that we draw a line under this and say no more about it.” In Rosaline’s experience this was what victory over institutional prejudice looked like: nobody actually apologising or admitting they’d done anything wrong, but the institution in question generously offering to pretend that nothing had happened. So—win?

The essential dynamic underlying almost every elite and esoteric physical art is work with the breath, so there’s information available. I would only add that it’s unfortunate that so much work is done with it, and not much play. Laughter has got to be the single healthiest activity one can perform. Just think how healthy you would be if you could sincerely laugh at that which now oppresses you. I’ve mentioned before that one good measure of someone’s depth of spirituality is how long it takes before they become offended. Imagine laughing hysterically at the criticisms, complaints and impositions you receive. At the least, you’d be breathing well.

He had panicked. Tessier cursed his own stupidity. He should have remained in the column where he would have been protected. Instead, he saw an enemy coming for him like a revenant rising from a dark tomb, and had run first instead of thinking. Except this was no longer a French stronghold. The forts had all been captured and surrendered and the glorious revolutionary soldiers had been defeated. If the supply ships had made it through the blockade, Vaubois might still have been able to defend the city, but with no food, limited ammunition and disease rampant, defeat was inevitable. Tessier remembered the gut-wrenching escape from Fort Dominance where villagers spat at him and threw rocks. One man had brought out a pistol and the ball had slapped the air as it passed his face. Another man had chased him with an ancient boar spear and Tessier, exhausted from the fight, had jumped into the water. He had nearly drowned in that cold grey sea, only just managing to cling to a rock whilst the enemy searched the shoreline. The British warship was anchored outside the village, and although Tessier could see men on-board, no one had spotted him. Hours passed by. Then, when he considered it was clear, he swam ashore to hide in the malodorous marshland outside Mġarr. His body shivered violently and his skin was blue and wrinkled like withered fruit, but in the night-dark light he lived. He had crept to a fishing boat, donned a salt-stained boat cloak and rowed out to Malta's monochrome coastline. He had somehow managed to escape capture by abandoning the boat to swim into the harbour. From there it had been easy to climb the city walls and to safety. He had written his account of the marines ambush, the fort’s surrender and his opinion of Chasse, to Vaubois. Tessier wanted Gamble cashiered and Vaubois promised to take his complaint to the senior British officer when he was in a position to. Weeks went past. Months. A burning hunger for revenge changed to a desire for provisions. And until today, Tessier reflected that he would never see Gamble again. Sunlight twinkled on the water, dazzling like a million diamonds scattered across its surface. Tessier loaded his pistol in the shadows where the air was still and cool. He had two of them, a knife and a sword, and, although starving and crippled with stomach cramps, he would fight as he had always done so: with everything he had.

A few weeks later, in the middle of a cold December night, the pair, along with 247 other radicals, were herded onto a freighter and shipped off to Soviet Russia, a government the United States didn’t even recognize. Greeted as heroes upon their arrival, Goldman and Berkman believed they had landed in a country where their politics would find a home. But once again, a promised land disappointed. Instead, they found workers in conditions of servitude, corruption among their managers, and no tolerance of free speech. In a remarkable moment, Goldman and Berkman complained to the leader of the revolution himself, Vladimir Lenin. Unlike muckraking journalist Lincoln Steffens and other American fellow travelers, Berkman and Goldman courageously criticized the Russian Revolution. Lenin dismissed the complaints and said that there was no room for free speech in the revolutionary period.

Motherhood often feels like a game of guilt management. Sometimes the guilt is overwhelming and debilitating. Sometimes just a low simmer, but it always feels right there. There is never any shortage of fuel to feed the beast, so the whole mechanism is constantly nourished to administer shame and a general feeling of incompetency. Add our carefully curated social media world, which not only affects our sense of success and failure, but also furnishes our children with an unprecedented brand of expectations, and BOOM – we’re the generation that does more for our kids than ever in history, yet feels the guiltiest. Virtually every one of my friends provides more than they had growing up, and still the mantra we buy into is ‘not enough, not enough, not enough.’ Meanwhile, if we developed the chops to tune out the ordinary complaints of children, we’d see mostly happy kids, loved and nurtured, cared for and treasured.

It is not unusual for us to feel that life is too much for us. And it is not unusual to feel that we really should be up to it; that there may be too much to cope with — too many demands — but that we should have the wherewithal to deal with it. Faced with the stresses and strains of everyday life it is easy now for people to feel that they are failing; and what they are failing at, one way or another, is managing the ordinary excesses that we are all beset by: too much frustration, too much bad feeling, too little love, too little success, and so on. One of the things people most frequently say in psychoanalysis is, ‘Perhaps I am overreacting, but . . .’; and one of the commonest complaints today is about feeling too much or feeling too little. I want to suggest that we are simply too much for ourselves, but that this too-muchness is telling us something important… My proposition is that it is impossible to overreact. That when we call our reactions overreactions what we mean is just that they are stronger than we would like them to be. In other words, we sometimes call ourselves and other people excessive as a way of invalidating or tempering the truths we tell ourselves or that other people tell us. It is impossible to overreact.

Read the following chain of events and see whether a similar pattern might apply to other toxic products that were reported in the news during your lifetime: 1. Workers were told that the paint was nontoxic, although there was no factual basis for this declaration. The employers discounted scientists. The workers believed their superiors. 2. Health complaints were made in ever-increasing frequency. It became obvious that something was seriously wrong. 3. U.S. Radium and other watch-dial companies began a campaign of disinformation and bogus medical tests - some of which involved X-rays and may even have made the condition worse. 4. Doctors, dentists, and researchers complied with U.S. Radium's and other companies' requests and refused to release their data to the public. 5. Medical professionals also aided the companies by attributing worker deaths to other causes. Syphilis was often cited as the diagnosis, which had the added benefit to management of being a smear on the victims' reputations. 6. One worker, Grace Fryer, decided to sue U.S. Radium. It took Fryer two years to find a lawyer who was willing to take on U.S. Radium. Only four other workers joined her suit; they became known as the "Radium Girls." 7. In 1928, the case was settled in the middle of the trial before it went to the jury for deliberation. The settlement for each of the five "Radium Girls" was $10,000 (the equivalent of $124,000 in 2009 dollars), plus $600 a year while the victim lived and all medical expenses. Remember the general outline of this scenario because you will see it over and over again: The company denies everything while the doctors and researchers (and even the industrial hygienists) in the company's employ support the company's distorted version of the facts. Perhaps one worker in a hundred will finally pursue justice, one lawyer out of the hundreds of thousands in the United States will finally step up to the plate, and the case will be settled for chump change.

A True Story Let me tell you about Wendy. For more than ten years, Wendy struggled unsuccessfully with ulcerative colitis. A thirty-six-year-old grade school teacher and mother of three, she lived with constant cramping, diarrhea, and frequent bleeding, necessitating occasional blood transfusions. She endured several colonoscopies and required the use of three prescription medications to manage her disease, including the highly toxic methotrexate, a drug also used in cancer treatment and medical abortions. I met Wendy for an unrelated minor complaint of heart palpitations that proved to be benign, requiring no specific treatment. However, she told me that, because her ulcerative colitis was failing to respond to medications, her gastroenterologist advised colon removal with creation of an ileostomy. This is an artificial orifice for the small intestine (ileum) at the abdominal surface, the sort to which you affix a bag to catch the continually emptying stool. After hearing Wendy’s medical history, I urged her to try wheat elimination. “I really don’t know if it’s going to work,” I told her, “but since you’re facing colon removal and ileostomy, I think you should give it a try.” “But why?” she asked. “I’ve already been tested for celiac and my doctor said I don’t have it.” “Yes, I know. But you’ve got nothing to lose. Try it for four weeks. You’ll know if you’re responding.” Wendy was skeptical but agreed to try. She returned to my office three months later, no ileostomy bag in sight. “What happened?” I asked. “Well, first I lost thirty-eight pounds.” She ran her hand over her abdomen to show me. “And my ulcerative colitis is nearly gone. No more cramps or diarrhea. I’m off everything except my Asacol.” (Asacol is a derivative of aspirin often used to treat ulcerative colitis.) “I really feel great.” In the year since, Wendy has meticulously avoided wheat and gluten and has also eliminated the Asacol, with no return of symptoms. Cured. Yes, cured. No diarrhea, no bleeding, no cramps, no anemia, no more drugs, no ileostomy. So if Wendy’s colitis tested negative for celiac antibodies, but responded to—indeed, was cured by—wheat gluten elimination, what should we label it? Should we call it antibody-negative celiac disease? Antibody-negative wheat intolerance? There is great hazard in trying to pigeonhole conditions such as Wendy’s into something like celiac disease. It nearly caused her to lose her colon and suffer the lifelong health difficulties associated with colon removal, not to mention the embarrassment and inconvenience of wearing an ileostomy bag. There is not yet any neat name to fit conditions such as Wendy’s, despite its extraordinary response to the elimination of wheat gluten. Wendy’s experience highlights the many unknowns in this world of wheat sensitivities, many of which are as devastating as the cure is simple.

The slaves selected to go to the Great House Farm, for the monthly allowance for themselves and their fellow-slaves, were peculiarly enthusiastic. While on their way, they would make the dense old woods, for miles around, reverberate with their wild songs, revealing at once the highest joy and the deepest sadness. They would compose and sing as they went along, consulting neither time nor tune. The thought that came up, came out—if not in the word, in the sound;—and as frequently in the one as in the other. They would sometimes sing the most pathetic sentiment in the most rapturous tone, and the most rapturous sentiment in the most pathetic tone. Into all of their songs they would manage to weave something of the Great House Farm. Especially would they do this, when leaving home. They would then sing most exultingly the following words:— "I am going away to the Great House Farm! O, yea! O, yea! O!" This they would sing, as a chorus, to words which to many would seem unmeaning jargon, but which, nevertheless, were full of meaning to themselves. I have sometimes thought that the mere hearing of those songs would do more to impress some minds with the horrible character of slavery, than the reading of whole volumes of philosophy on the subject could do. I did not, when a slave, understand the deep meaning of those rude and apparently incoherent songs. I was myself within the circle; so that I neither saw nor heard as those without might see and hear. They told a tale of woe which was then altogether beyond my feeble comprehension; they were tones loud, long, and deep; they breathed the prayer and complaint of souls boiling over with the bitterest anguish. Every tone was a testimony against slavery, and a prayer to God for deliverance from chains. The hearing of those wild notes always depressed my spirit, and filled me with ineffable sadness. I have frequently found myself in tears while hearing them. The mere recurrence to those songs, even now, afflicts me; and while I am writing these lines, an expression of feeling has already found its way down my cheek. To those songs I trace my first glimmering conception of the dehumanizing character of slavery. I can never get rid of that conception. Those songs still follow me, to deepen my hatred of slavery, and quicken my sympathies for my brethren in bonds. If any one wishes to be impressed with the soul-killing effects of slavery, let him go to Colonel Lloyd's plantation, and, on allowance-day, place himself in the deep pine woods, and there let him, in silence, analyze the sounds that shall pass through the chambers of his soul,—and if he is not thus impressed, it will only be because "there is no flesh in his obdurate heart." I have often been utterly astonished, since I came to the north, to find persons who could speak of the singing, among slaves, as evidence of their contentment and happiness. It is impossible to conceive of a greater mistake. Slaves sing most when they are most unhappy. The songs of the slave represent the sorrows of his heart; and he is relieved by them, only as an aching heart is relieved by its tears. At least, such is my experience. I have often sung to drown my sorrow, but seldom to express my happiness. Crying for joy, and singing for joy, were alike uncommon to me while in the jaws of slavery. The singing of a man cast away upon a desolate island might be as appropriately considered as evidence of contentment and happiness, as the singing of a slave; the songs of the one and of the other are prompted by the same emotion.

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It was too cold to sit outside and watch the harvest moon across the river valley, so they sat in the drawing-room and Mrs. Halliday said it would be nice to have a fire. George lit it. It flared and died down. Good advice flowed over George from every side. Mrs. Halliday said she had told Hubback how to lay a fire for at least twenty years and that was the result. First some shavings, she said, and Caxton always had plenty, or very small chips of pine or fir; only Hubback wouldn’t go to the carpenter’s shed for them and Caxton wouldn’t bring them into the drawing-room. Meanwhile George rearranged the fire and relit it. After a few sulks it began to crackle and then to blaze. George put dry pine cones on it and a couple of logs and it settled down to burn properly. “But couldn’t he leave the shavings at the back door?” said Edith. “You see,” said Mrs. Halliday, “if he left them there, and he might if I spoke to him myself, Hubback wouldn’t bring them into the house.” “But couldn’t you tell him to bring them into the drawing-room?” said Edith, who had much of the Pomfret tenacity of purpose. “I could, my dear. Indeed I quite often have,” said Mrs. Halliday, without complaint, merely stating an ineluctable law of nature. “But he always manages not to hear.” “Well, then, couldn’t Hubback bring them from the back door to the drawing-room?” said Edith. “No,” said Mrs. Halliday. “You see it isn’t her place to do it,” and this she said with such simplicity that Edith could not for the life of her tell whether her hostess believed what she said or not. Our own opinion, for what it is worth, is that Mrs. Halliday was feeling older and more tired than she liked to admit and was prepared to let things pass that earlier she would have fought and conquered.

From their mentors, therapists need to learn how to weather storms of negative feeling coming directly at them from miserable people, how to keep their self-esteem when being relentlessly devalued, how to recognize and deal with the grain of truth in patients’ complaints about them, how to handle their traumatic internal responses to searing accounts of trauma, how to bear ugly and personally alien feelings in themselves, how to tolerate uncertainty, how to set boundaries with people who feel wounded by reasonable limits, how to maintain an unnatural level of secret keeping, how to find hope when clients fill the office with their despair, how to manage anxieties that a patient may die by suicide, and other emotionally taxing lessons.

It is a well-known fact, and one that has given much ground for complaint, that after women have lost their genital function their character often undergoes a peculiar alteration, they become quarrelsome, vexatious and overbearing, petty and stingy, that is to say that they exhibit typically sadistic and anal-erotic traits which they did not possess earlier during their period of womanliness,” Sigmund Freud declared in 1913.8 Well, you can argue that he was a man of his time; the first couple of decades of the twentieth century weren’t exactly known for their respect for women’s finer qualities. But unfortunately, the nonsense didn’t stop there. “The unpalatable truth must be faced that all postmenopausal women are castrates,” pronounced American gynecologist Robert Wilson in a 1963 essay;9 he then elaborated fulsomely on this theme in his 1966 bestseller Feminine Forever.10 This frighteningly influential book, it later emerged, was backed by a pharmaceutical company eager to market hormone replacement therapy. “Once the ovaries stop, the very essence of being a woman stops,” psychiatrist David Reuben wrote in 1969 in another bestseller, Everything You Always Wanted to Know About Sex but Were Afraid to Ask.11 The postmenopausal woman, he added, comes “as close as she can to being a man.” Or rather, “not really a man but no longer a functional woman.” Half a century on, has anything really changed? Sadly, I don’t think so. It might not be acceptable in most circles to write that kind of thing anymore, but menopausal women are too often the butt of men’s jokes for me really to believe that the attitudes themselves have shifted. They’ve just gone a little more underground. So if these are the stories men are telling about us, where are the stories we’re telling about ourselves? Unfortunately, they’re not always very much more helpful. A surprising number of self-help or quasi-medical books by female authors toe the male line, enjoining women to try to stay young and beautiful at all costs, and head off to their doctor to get hormone replacement therapy to hold off the “symptoms” of the dreaded aging “disease” for as long as possible. Their aim, it seems, is above all a suspension of the aging process, an exhortation to live in a state of suspended animation. And although more women are beginning to write about menopause as a natural and profoundly transformational life-passage, in the culture at large it is still primarily viewed as something to be managed, held off, even fought.

…my Cirri is a good cat," the cook was saying sharply, "and I won't hear a word otherwise, do you hear? Complaining about him doing his job too well, that's what you're doing, if you ask me." "I have had complaints," Master Fitch managed to get in. "Complaints, mistress. Half the guests-" "I won't hear of it. I just won't hear of it. If they want to complain about my cat, let them do the cooking. My poor old cat, who's just doing his job, and me, we'll go somewhere where we're appreciated, see if we don't." She untied her apron and started to lift it over her head. "No!" Master Fitch yelped, and leaped to stop her. They danced in a circle with the cook trying to take her apron off and the innkeeper trying to put it back on her. "No, Sara," he panted. "There's no need for this. No need, I say! What would I do without you? Cirri's a fine cat. An excellent cat. He's the best cat in Baerlon. If anyone else complains, I'll tell them to be thankful the cat is doing his job. Yes, thankful. You mustn't go. Sara? Sara!" The cook stopped their circling and managed to snatch her apron free of him. "All right, then. All right.

Grievance management not only solves complaints but also changes behaviors.

Meanwhile, the members of Jepsen’s Russian management team were equally annoyed at Jepsen’s apparent lack of competence as a leader. Here are some of the complaints they offered during focus group interviews: 1.​He is a weak, ineffective leader 2.​He doesn’t know how to manage 3.​He gave up his corner office on the top floor, suggesting to the company that our team is of no importance 4.​He is incompetent

Think of the wisest man that ever lived--I mean Solomon. See how he speaks of himself as a "little child," as one who "does not know how to carry out his duties" or manage for himself (1 Kings 3:7). That was a very different spirit from his brother Absalom's, who thought himself equal to anything: "If only I were appointed judge in the land! Then everyone who has a complaint or case could come to me and I would see that he gets justice" (2 Samuel 15:4). That was a very different spirit from his brother Adonijah's, who "exalted himself, saying, I will be king" (1 Kings 1:5). Humility was the beginning of Solomon's wisdom. He writes it down as his own experience, "Do you see a man wise in his own eyes? There is more hope for a fool than for him" (Proverbs 26:12).

You are also protecting yourself from discrimination complaints since you require all applicants to meet the same qualifications.

Extensive background in public accounting. I can also stand on my head!" Too many E-numbers. "I perform my job with effortless efficiency, effectiveness, efficacy, and expertise." There are not too many of them about. "Personal: Married 20 years; own a home, along with a friendly mortgage company." The first rule of projects is: You don't talk about projects. "My intensity and focus are at inordinately high levels, and my ability to complete projects on time is unspeakable." Learning a language. "Exposure to German for two years, but many words are inappropriate for business." Congratulations! "Accomplishments: Completed 11 years of high school."  No really, how is your memory? "Excellent memory; strong math aptitude; excellent memory; effective management skills; and very good at math." I think bricks would work better personally, but hey go for it. "Personal Goal: To hand-build a classic cottage from the ground up using my father-in-law. To be fair the job on offer was to play Snow White in a Christmas production. "Thank you for your consideration. Hope to hear from you shorty!" . Very I would say. "Enclosed is a ruff draft of my resume." Delete. "I saw your ad on the information highway, and I came to a screeching halt." Then why attach it? "Please disregard the attached resume -- it is terribly out of date." Lone wolf. "It's best for employers that I not work with people.

Westerners often assume that Asians, in general, are quiet, reserved, or shy. If you manage a global team that includes both Asians and Westerners, it is very likely that you will have heard the common Western complaint that the Asian participants don’t speak very much and are less forthright about offering their individual opinions in team meetings

The president of the United States is like a manager at a fast food restaurant. He seems to be the one in charge and the one who takes the brunt of customer complaints, but he is merely working for someone who the customers will never see, or never hear about. The fast food manager is working for the franchise owner, just as the president of the United States is simply a spokesman who is carrying out the orders and agenda of his boss which remains unseen by the public. This boss, is of course, the Illuminati.

Our new manager is Helen Burn. If you have a complaint, please go to Helen Burn.

Inside Gravity Inside gravity, the same things happen, just slower. When a plate breaks, we call it an accident. When a heart breaks, we call it sad. If it is ours, we say tragic. When a dream breaks, we sometimes call it unfair. Yet ants drop dirt and manage more and birds drop food and peck again. But as humans, when we drop what we need, philosophies and complaints abound. It's not that we moan, but that we stop living to hear ourselves moan. Still, stars collide and histories begin. In our world, something is always letting go and something is always hitting the Earth. Often that which lets go survives by releasing, by not holding on until what needs to go is ripped from it. Often that which is hit survives by staying soft, by allowing what hits it to temporarily shape it the way stones shape mud. As humans, we take turns letting go and being hit. Love softens this process, and peace slows it down, until in moments that are blessed, we seem to play catch with what we need.

During dessert Vikki finally managed to edge in one complaint. “It was our first anniversary last month,” she said, “and do you know what my newlywed besotted husband bought me? A food processor! Me—a food processor!” “It was a hint, Viktoria.” Vikki theatrically rolled her eyes. Richter just rolled his. Trying not to smile, Alexander glanced at Tania, who was loving on her death-by-chocolate cake and hardly paying attention. She embraced electric gadgets with all her heart. There was not an electric can opener, a blender, a coffee maker that did not get his wife wildly enthusiastic. She window shopped for these items every Saturday, read their manuals in the store and then at night regaled Alexander with their technical attributes, as if the manuals she was reciting were Pushkin’s poetry. “Tania, darling, my closest friend,” said Vikki, “please tell me you agree. Don’t you think a food processor is extremely unromantic?” After thinking carefully, her mouth full, Tatiana said, “What kind of food processor?” For Christmas, Alexander bought Tatiana a Kitchen-Aid food processor, top of the line, the best on the market. Inside it she found a gold necklace. Despite a very full house, and Anthony right outside on the couch, she made love to Alexander that Christmas night in candlelight wearing nothing but the necklace, perched and posted on top of him, her soft silken hair floating in a mane and her warm breasts swinging into his chest.

Frequently confronted with vociferous complaints about their rulings from players, managers, and fans (who as likely as not had wagered on the contest), it was little wonder that umpires sometimes lost their tempers or simply quit in the middle of games. Few umpires, however, responded as forcefully as Robert Ferguson. Angered by the “growling” of Mutuals’ catcher Robert Hicks, Ferguson, while serving as umpire of a game between the Lord Baltimores and the Mutuals in 1873, grabbed a bat and broke the offender’s arm in two places. He thereby disabled Hicks “for the remainder of the game.” At the game’s conclusion, a constable stepped forward to arrest Ferguson, but the injured catcher refused to press charges.

Ironically, the second most common complaint I’ve heard from frustrated employees is, “My manager has no idea what I do.” It’s good to know the problem goes both ways, no?

Impersonal: Hot stove treats all alike. It does not show any favouritism or spare anybody.Similarly, the disciplinary authority should treat all employees alike without any discrimination.[You may feel that past good conduct of the delinquent employee is taken into account while deciding the quantum of penalty. This is not in contravention of the rule of impersonal approach. Even past conduct has to be taken into account in respect of all the employees, without discrimination. ] � Immediate action: Just as the hot stove burns the fingers of those who touch it without any time lag, the disciplinary authority is also expected to impose penalty without delay. This will make the delinquent employee link the misconduct to the penalty; besides it also sends a message that misconduct will be appropriately dealt with.[The rule is attributed to Douglas McGregor who is better known for his ‘X’ and ‘Y’ theories of Management] 7. How to find out who is the Disciplinary Authority? Firstly, it must be remembered that the Disciplinary authority is determined with reference to the employee proceeded against. Schedule to the Rules 1965 lay down the details of the disciplinary authorities in respect of various grade of employees in different services in the Government. The President, the Appointing Authority, the Authority specified in the Schedule ot the Rules (to the extent specified therein) or by any other authority empowered in this behalf by any general or special order of the President may impose any fo the Penalties specified in Rule 11. Appointing Authority as mentioned in the Schedule must be understood with reference to rule2 (a) of the Rules. The question as to who is the appropriate disciplinary authority must be raised and answered not only while issuing charge sheet but also at the time of imposing penalty because there might have been some change in the situation due to delegation of powers, etc. in the organization.8. What are the functions of the Disciplinary Authority? Disciplinary authority is required to discharge the following functions: (a) Examination of the complaints received against the employees (b) Deciding as to who is to be appointed as the investigating authority 5

push forward institutional improvements that the people can agree to, by connecting the works for institutional improvement and works to manage and analyze complaints

Baxter was a fool if he didn’t know what a treasure he had in Faith. She worked in her granddad’s store without complaint, took care of their meals and their home, and still managed to look fresh and desirable every time he saw her. If she were his, he’d wait as long as necessary to claim her as his bride. He

Everyone seemed to have more to do than was possible in a forty-hour week. This was by design. “Microsoft’s theory is if it takes two people to do a job, hire one,” Shannon explained. “It’s a stated policy. I’ve seen it in memos. It’s called the N-minus-one policy.” In the abstract, the approach made good sense. For all the complaints about workers lacking initiative, most bosses disliked employees who did too much or broke with tradition or set their own priorities. At Microsoft most managers, finding themselves shorthanded, had no choice but to let their people run away from them. Smaller numbers of people, especially on a huge project such as NT, made communications between teammates easier. And it helped the bottom line. Microsoft earned twenty-five cents on every dollar of sales mainly because it offered hot products in a growing market, but the company also knew how to pinch pennies.

f you have a complaint with your AC repair service provider, state it in a private place well away from public view. Searching for a location that allows both sides to talk without reservations and with honesty will help to make the discussion lucrative. Put the project on hold for a day or two to arrange for this meeting if essential. Be sure that you have a legal contract that thoroughly details your wishes before work begins; you could bring that contract to address any issues you are having. It shouldn't be assumed that a low-priced proposal indicates shoddy workmanship on the air and heating service company's part. Check the cost of the needed materials and compare them to the pricing of the low-priced proposal. Do not forget to calculate labor costs in your equation. You want to make sure that you only draw up a legal contract if the pricing is reasonable. Any air and heating service company worth his salt will provide the client with a written estimate before beginning work on a project. If there is a need to have the information immediately, your AC repair service provider should have the opportunity to give you an estimate over the phone. Also, review their expertise and skill level as well as what other clients are saying about them to find out if they finish work on time and at the agreed-upon fee. If you are feeling uneasy about anything, ask as many questions as possible before you sign a binding contract to work with a particular AC contractor. A reliable air and heating service company will make an effort to bring you the highest quality results. An efficient AC repair contractor will consider your needs and fulfill your requests on time. Make sure that you're giving your AC repair service provider adequate time to finish the job correctly without interruption. Discover how the AC repair service provider plans to manage any liability problems that occur.

Are you really an archangel?” I whisper. He gives me a cocky grin. “Impressed?” “No,” I lie. “But I have some complaints I’d like to file about your personnel.” “Talk to middle management.

How dare you have no money for me to steal! A bank robber in this state was so furious when told that the tellers' tills were empty, he threatened to file a complaint with management before fleeing. When the robber walked in, the tellers were on a shift change and waiting for their cash drawers to be filled. The indignant but hapless robber was caught 10 blocks away.

Baxter was a fool if he didn’t know what a treasure he had in Faith. She worked in her granddad’s store without complaint, took care of their meals and their home, and still managed to look fresh and desirable every time he saw her. If she were his, he’d wait as long as necessary to claim her as his bride.

You talk about BeneStar as though it’s a living thing,” Torina said. “That’s because it is. It is darkly synergistic, more than the sum of the parts, the people that make it up. It has an identity all its own. Call with a complaint, and you’ll speak to some faceless drone or menial AI with no authority. Try to find someone who has authority, and you won’t. Even those supposedly in charge of it, its Board, its shareholders and management, they all submit to its money-making processes and

She's receiving Dr. Sheldon Lord in audience just at the moment," Marshall said. "I don't see why you shouldn't go on to the Throne Room, though. He's giving her some psychological tests, but they ought to be finished in a minute or two." "Fine," Malone said. "How about court dress? Got anything here that might fit me?" Marshall nodded. "We've got a pretty complete line of court costume now," he said. "I should say it was the most complete in existence--except possibly for the TV historical companies. Down the hall, three doors farther on, you'll find the dressing room." * * * * * Malone thanked Dr. Marshall and went out slowly. He didn't really mind the court dress or the Elizabethan etiquette Her Majesty liked to preserve; as a matter of fact, he was rather fond of it. There had been some complaints about expense when the Throne Room and the costume arrangement were first set up, but the FBI and the Government had finally decided that it was better and easier to humor Her Majesty. Malone spent ten minutes dressing himself magnificently in hose and doublet, slash-sleeved, ermine-trimmed coat, lace collar, and plumed hat. By the time he presented himself at the door to the Throne Room he felt almost cheerful. It had been a long time since he had entered the world of Elizabethan knighthood over which Her Majesty held sway, and it always made him feel taller and more sure of himself. He bowed to a chunkily-built man of medium height in a stiffly brocaded jacket, carrying a small leather briefcase. The man had a whaler's beard of blond-red hair that looked slightly out of period, but the costume managed to overpower it. "Dr. Lord?" Malone said. The bearded man peered at him. "Ah, Sir Kenneth," he said. "Yes, yes. Just been giving Her Majesty a few tests. Normal weekly check, you know." "I know," Malone said. "Any change?" "Change?" Lord said. "In Her Majesty? Sir Kenneth, you might as well expect the very rocks to change. Her Majesty remains Her Majesty--and will, in all probability, throughout the foreseeable future." "The same as ever?" Malone asked hopefully. "Exactly," Lord said. "But--if you do want background on the case--I'm flying back to New York tonight. Look me up there, if you have a chance. I'm afraid there's little information I can give you, but it's always a pleasure to talk with you." "Thanks," Malone said dully. "Barrow Street," Lord said with a cheery wave of the briefcase. "Number 69.

A good product manager will do a little of everything and a great deal of all this: Spec out what the product should do and the road map for where it will go over time. Determine and maintain the messaging matrix. Work with engineering to get the product built according to spec. Work with design to make it intuitive and attractive to the target customer. Work with marketing to help them understand the technical nuances in order to develop effective creative to communicate the messaging. Present the product to management and get feedback from the execs. Work with sales and finance to make sure this product has a market and can eventually make money. Work with customer support to write necessary instructions, help manage problems, and take in customer requests and complaints. Work with PR to address public perceptions, write the mock press release, and often act as a spokesperson.

she said. “They’re all worried about Iran.” By the time I took office, the theocratic regime in Iran had presented a challenge to American presidents for more than twenty years. Governed by radical clerics who seized power in the 1979 revolution, Iran was one of the world’s leading state sponsors of terror. At the same time, Iran was a relatively modern society with a budding freedom movement. In August 2002, an Iranian opposition group came forward with evidence that the regime was building a covert uranium-enrichment facility in Natanz, along with a secret heavy water production plant in Arak—two telltale signs of a nuclear weapons program. The Iranians acknowledged the enrichment but claimed it was for electricity production only. If that was true, why was the regime hiding it? And why did Iran need to enrich uranium when it didn’t have an operable nuclear power plant? All of a sudden, there weren’t so many complaints about including Iran in the axis of evil. In October 2003, seven months after we removed Saddam Hussein from power, Iran pledged to suspend all uranium enrichment and reprocessing. In return, the United Kingdom, Germany, and France agreed to provide financial and diplomatic benefits, such as technology and trade cooperation. The Europeans had done their part, and we had done ours. The agreement was a positive step toward our ultimate goal of stopping Iranian enrichment and preventing a nuclear arms race in the Middle East. In June 2005, everything changed. Iran held a presidential election. The process was suspicious, to say the least. The Council of Guardians, a handful of senior Islamic clerics, decided who was on the ballot. The clerics used the Basij Corps, a militia-like unit of the Iranian Revolutionary Guard Corps, to manage turnout and influence the vote. Tehran Mayor Mahmoud Ahmadinejad was declared the winner. Not surprisingly, he had strong support from the Basij. Ahmadinejad steered Iran in an aggressive new direction. The regime became more repressive at home, more belligerent in Iraq, and more proactive in destabilizing Lebanon, the Palestinian Territories, and Afghanistan. Ahmadinejad called Israel “a stinking corpse” that should be “wiped off the map.” He dismissed the Holocaust as a “myth.” He used a United Nations speech to predict that the hidden imam would reappear to save the world. I started to worry we were dealing with more than just a dangerous leader. This guy could be nuts. As one of his first acts, Ahmadinejad announced that Iran would resume uranium conversion. He claimed it was part of Iran’s civilian nuclear power program, but the world recognized the move as a step toward enrichment for a weapon. Vladimir Putin—with my support—offered to provide fuel enriched in Russia for Iran’s civilian reactors, once it built some, so that Iran would not need its own enrichment facilities. Ahmadinejad rejected the proposal. The Europeans also offered

Being a true leader, as opposed to a competent manager, requires a willingness to get your hands dirty. I have said before that I do not expect anyone to do a job I cannot do myself. While this is clearly unrealistic as a company grows and expands, the perception of being willing to step in and assist must remain. The weight of leadership includes staying calm while others panic and coming up with solutions rather than joining the chorus of complaints. The Covid-19 pandemic has certainly helped distinguish the leaders from the managers. Leaders are prepared to take responsibility when things go wrong, even if the true responsibility lies with someone else. Leaders are visible. Leaders have a vision, even if it is only short term. I don’t really believe in long-term planning. I make up the rules of the game based on one-year plans. This means I always retain visibility and control. Five years is too long a time to have any certainty that the objectives will be met. Leadership is not a popularity contest, but it also should not inspire fear. Leaders earn respect and loyalty, recognising that these take a long time to earn and a second to lose. A leader is not scared of collaboration and listening to the opinions of others, as well as accepting help when it’s needed. Leadership is not a quality that you are born with, it is something that you learn over time. I was not a leader in my Coronation days, and I am the first to admit that I made a lot of mistakes. Even at African Harvest, as much as I achieved financial success and tried different techniques to earn respect, I never truly managed to deal with the unruly investment team. But, having built on years of experience, by the time I hit my stride at Sygnia, I was a leader. Within any organisation of substantial size, there is space for more than one leader, whether they head up divisions or the organisation itself. There are several leaders across Sygnia weaving the fabric of our success. I am no longer the sole leader, having passed the baton on to others in pursuit of my own dreams. To quote the Harvard Business Review, ‘The competencies most frequently required for success at the top of any sizable business include strategic orientation, market insight, results orientation, customer impact, collaboration and influence, organisational development, team leadership, and change leadership.’ That is what I looked for in my successor, and that is what I found in David. I am confident that all the leaders I have groomed are more than capable of taking the company forwards.

as it sounds. Part of the challenge of listening is filtering out the noise of bias and defensiveness. When your frontline workers hear customers suggesting ways your business could do more for them, the instinctive response is to determine how much additional work that might mean. When service employees hear negative comments from customers about their or the organization’s service performance, they have a natural tendency to defend and protect. Their inherent sense of “possessiveness” about the delivery processes and their tendency to take complaints as a personal attack make it harder for people at the front line to listen in a nonjudgmental way. Although your people are up close and personal with customers on a day-to-day basis, as a manager you are in a better position to listen effectively. Being one step removed from the action, you should have less defensiveness and a broader perspective than the immediate moment.

One of the surest signs of a bad or declining relationship with a customer is the absence of complaints. Nobody is ever that satisfied, especially not over an extended period of time. The customer is either not being candid or not being contacted. —Theodore Levitt Business School Professor, Harvard University

• In some cases, we simply haven’t figured out how to effectively ask for complaints without sounding almost masochistic: “Please, tell us how bad we are.” • When customers do take the time to complain, but jaded or indifferent frontline employees discount the complaint by saying “we hear a lot of that” or “that tends to happen quite a bit here toward the end of the quarter,” customers feel their complaints aren’t taken seriously and are hesitant to speak up again. If it happens enough, they’ll simply pull up stakes for greener pastures.

tactics to help you get the most from those encounters. 1. When you have an opportunity to address a complainant face to face, listen. Work consciously at graciousness and control. Avoid becoming defensive or acting stern, cold, or judgmental. Especially avoid attempting to explain why the problem occurred. When they are levying complaints, customers are not particularly interested in your explanations for poor service, let alone what they should have done differently. They want to know (1) that they are being heard, and (2) that their comments are valued. Your explanations of why things work the way they do (“I’m just stating our policy”) will be seen as defensive and will only aggravate and irritate.

ED issues notice to NDTV, Prannoy Roy, wife Radhika and Vikram Chandra for Rs.4369 cr. Foreign Exchange Management Act (FEMA) violations with help of Chidambaram. This also includes the 40 million dollars routed to NDTV by Malaysian firm Maxis’s subsidiary Astro, the accused in the Aircel- Maxis scam. According to Income Tax Commissioner S K Srivastava’s complaint to CBI, this 40 million dollar was the bribe received by Chidambaram from Maxis for the illegal Foreign Investment Promotion Board (FIPB) clearance of

There has been a more recent case, known to the historians at the Admiralty Library as ‘the great mashed potato mutiny’. At Singapore in 1945 the crew of the landing ship Northway were served badly-prepared reconstituted mashed potato after some had spent the morning peeling real potatoes (it transpired that the cooks had managed to burn these). This was the trigger to down tools and refuse orders to fall in, but again this single incident was not the sole cause, having been preceded by some weeks of complaints about the food in general.

My grandfather, also named Fraser Robinson, was decidedly less fun to be around, a cigar-puffing patriarch who’d sit in his recliner with a newspaper open on his lap and the evening news blaring on the television nearby. His demeanor was nothing like my father’s. For Dandy, everything was an irritant. He was galled by the day’s headlines, by the state of the world as shown on TV, by the young black men—“boo-boos,” he called them—whom he perceived to be hanging uselessly around the neighborhood, giving black people everywhere a bad name. He shouted at the television. He shouted at my grandmother, a sweet, soft-spoken woman and devout Christian named LaVaughn. (My parents had named me Michelle LaVaughn Robinson, in honor of her.) By day, my grandmother expertly managed a thriving Bible bookstore on the Far South Side, but in her off-hours with Dandy she was reduced to a meekness I found perplexing, even as a young girl. She cooked his meals and absorbed his barrage of complaints and said nothing in her own defense. Even at a young age, there was something about my grandmother’s silence and passivity in her relationship with Dandy that got under my skin. According to my mother, I was the only person in the family to talk back to Dandy when he yelled. I did it regularly, from the time I was very young and over many years, in part because it drove me crazy that my grandmother wouldn’t speak up for herself, in part because everyone else fell silent around him, and lastly because I loved Dandy as much as he confounded me. His stubbornness was something I recognized, something I’d inherited myself, though I hoped in a less abrasive form.

One was the repurposing of trauma or upset as a badge of honor, the turning of the statement “I can’t believe what I’m going through” from a complaint to a boast, from “I can’t believe what I’m being put through” to “I can’t believe what I’m managing to get through.

Mr. Winslow,[202] who had been chosen agent for the colony to answer to Gorton’s complaint, was now instructed to make defense against these petitioners, and by his prudent management and the credit and esteem he was in with many of the members of parliament and prejudice to the colony from either of these applications. In 1647 and 1648 the same governor and deputy governor were continued, and the first of these years Robert Bridges[203] was added to the assistants.

My parents did their best to feed their children’s bodies, minds, and hearts, every day, whether they felt like it or not. Now that I have had children, I am in awe of how consistently they did this at such a young age, without complaint. They made a commitment to each other and to my brother and myself, and they kept it. I do not know what this cost them. I may never know. But having had children of my own, I know how hard it is some days to do what has to be done. Many of my parents’ generation were raised with a belief that was both curse and blessing: commitments were to be fulfilled, duties carried out. There was no choice. When we are convinced there is no choice, we waste less energy on wondering what to do and railing against that which needs to be done. This is the blessing we have when the rules are clear, the duties delineated. But there is another side to the ease we feel when our duty is laid out for us. If the strict parameters of what is expected do not fit us, we must shape ourselves to meet them, regardless of the costs. My mother, if she did not by nature fit the role of full-time homemaker, successfully managed the Herculean task of bending to meet it, without losing her enthusiasm for life, her ability to experience joy. Other women and their children were not so fortunate. Behind closed doors, within spotless rooms, many of my friends mothers drowned the pain of not living who they were with alcohol and prescription drugs, and they sometimes descended into illness and suicide. Many of the women of my generation are torn apart daily by the choices available to us, choices I am nevertheless grateful to have. When I went to work, I felt worried and guilty about leaving my children at daycare. When I stayed home I thought I would go out of my mind with the mental boredom, the struggle to live without enough money, and the worry that I would never be able to go back into the workplace and make a living. I had inherited my parents’ values in a world with so many more choices and demands, plus my own expectations that I could, and should, develop my own interests and talents. So, I tried to do it all - to keep a house and care for my children according to the standards required of a full-time homemaker, to attend classes to develop my skills, and to work to provide money and financial security. And I got sick – very, very sick. One of the gifts of lying on the floor too ill to get up with two young children to look after is the ease and clarity with which you know what really does have to be done. No, when I work with men and women who are worn out with too much work and worry, you tell me all the things they have to do, I tell them, “You know, very little actually has to be done.” I found out when I was ill that cookies do not have to be baked, floors do not have to be spotless, PTA meetings do not have to be attended, the dish drainer does not have to be emptied, meals do not have to be exotic and innovative. Too ill to do anything that did not have to be done, I did the impossible: I lowered my standards.

Late last year, I fell victim to a sophisticated cryptocurrency investment scam. A so-called trading platform promised high returns and showed fake profits in a polished dashboard. I invested slowly at first, but as I saw what looked like actual gains, I ended up sending a total of $434,000 — my life savings. Then one day, the platform vanished. My account was locked, and support emails bounced back. I was devastated. At first, I felt ashamed and completely helpless. I reported the crime to local authorities and filed complaints with financial watchdogs, but nothing came of it. That’s when I came across iCode Cybertech — a cybersecurity and digital forensics firm specializing in crypto recovery. Skeptical but desperate, I reached out. From the first consultation, iCode Cybertech showed professionalism and a deep understanding of blockchain tracing. They assigned me a case manager who explained the process in clear terms: digital forensics, transaction tracking, legal coordination, and if needed, coordination with exchanges to freeze or recover funds. Within days, their analysts had traced the stolen funds through a complex chain of wallets. They uncovered links to known scam operations and collaborated with a global network of blockchain intelligence partners. After weeks of effort — and incredible persistence — they managed to freeze a significant portion of the stolen crypto held in an exchange’s wallet. It took nearly three months of investigation, documentation, and legal work, but in the end, iCode Cybertech recovered my entire $434,000. Every cent. They also helped me put preventive cybersecurity measures in place so I’d never fall victim again. I can’t thank iCode Cybertech enough. They not only helped me recover my money but restored my peace of mind. If you’ve been a victim of a crypto scam, don’t give up. Help is out there — and for me, that help was iCode Cybertech. WhatsApp...+447563743258 Email...icodecybertech@gmail.com

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