Consultant Related Quotes

Is not this a true autumn day? Just the still melancholy that I love - that makes life and nature harmonise. The birds are consulting about their migrations, the trees are putting on the hectic or the pallid hues of decay, and begin to strew the ground, that one's very footsteps may not disturb the repose of earth and air, while they give us a scent that is a perfect anodyne to the restless spirit. Delicious autumn! My very soul is wedded to it, and if I were a bird I would fly about the earth seeking the successive autumns." [Letter to Miss Lewis, Oct. 1, 1841]

-Elves never make any major decision until they have thought the matter over for at least a year or two, gone round to all their friends and relatives and discussed the problem, done research, read tomes, consulted the sages. -And what happens then? - By then they've usually forgotten what it was they meant to do in the first place.

The manner in which the Americans are subdivided into sects also conflicts with any commendable desire that may exist to build glorious temples in honor of the Deity: and convenience is more consulted than taste, perhaps, in all that relates to ecclesiastical architecture. Nevertheless,

He was a specialist in Feng Shui; that is to say, he was consulted as to the correct ubication and orientation of houses and temples, in relation to the spirits of wind and water.

Especially when we are afraid, angry, or confused, we may be tempted to give away bits of our freedom—or, less painfully, somebody else’s freedom—in the quest for direction and order. Bill Clinton observed that when people are uncertain, they’d rather have leaders who are strong and wrong than right and weak. Throughout history, demagogues have often outperformed democrats in generating popular fervor, and it is almost always because they are perceived to be more decisive and sure in their judgments. In times of relative tranquility, we feel we can afford to be patient. We understand that policy questions are complicated and merit careful thought. We want our leaders to consult experts, gather as much information as possible, test assumptions, and give us a chance to voice our opinions on the available options. We see long-term planning as necessary and deliberation as a virtue, but when we decide that action is urgently needed, our tolerance for delay disappears. In those moments, many of us no longer want to be asked, “What do you think?” We want to be told where to march. That is when Fascism gets its start: other options don’t seem enough.

Some people (like singularly unhelpful and clearly underqualified physical therapists, unsympathetic GPs, and that supremely irritating second cousin who ate all the stuffing at Christmas) assumed that a lack of feeling in certain body parts shouldn’t affect sleep at all. Her insomnia in such situations, they said, was something she could easily overcome. Chloe liked to remind those people that the human brain tended to keep track of all body parts, and was prone to panic when one of those parts went offline. Actually, what Chloe liked to do was imagine hitting those people with a brick.

Applying a Holistic Wealth lens to our decision-making going forward is critical. Ideally, every organization should have trained Holistic Wealth Consultants (by the Institute on Holistic Wealth), embedded into teams and employee resource groups. Holistic Wealth Coaching is critical.

Nowadays, some 60–70 percent of our clients turn to us as PR consultants—and it seems to be exactly the same everywhere in the world—for two main reasons: crisis management and reputation management.

My reading had now shifted strongly to existential thinkers in fiction as well as philosophy: such authors as Dostoevsky, Tolstoy, Beckett, Kundera, Hesse, Mutis, and Hamsun were not dealing primarily with matters of social class, courtship, sexual pursuit, mystery, or revenge: their subjects were far deeper, touching on the parameters of existence. They struggled to find meaning in a meaningless world, openly confronting inevitable death and unbridgeable isolation. I related to these mortal quandaries. I felt they were telling my story: and not only my story, but also the story of every patient who had ever consulted me. More and more I grasped that many of the issues my patients struggled with — aging, loss, death, major life choices such as what profession to pursue or whom to marry — were often more cogently addressed by novelists and philosophers than by members of my own field.

I did what I thought was best.' "And so you kidnapped me,' she said bitterly. 'If you recall I offered you the option of residing with my relatives. You refused.' 'I want to be independent.' 'One doesn't have to be alone to be independent.' Victoria couldn't think of a suitable rebuttal to that statement, so she remained silent. 'When I marry you,' Robert said softly, 'I want it to be a partnership in every sense of the word. I want to consult you on matters of land management and tenant care. I want us to decide together how to raise our children. I don't know why you are so certain that loving me means losing yourself.

Imagine, Bishop, that you have a beloved cat, but that your cat is not with you. If you close your eyes and further imagine you are petting your cat, the same neurons in your brains are activated as if you were petting the actual cat. Our minds may know the difference between its models and reality itself, but it prefers its models. So much so that we apprehend reality through our models, rather than directly via the sense. When I'm speaking to you, I have a little bishop in my head, and though I speak out load, I'm speaking to my little bishop. When you answer, I can only perceive you through my model of you. Mentars also make models, but they don't apprehend reality through them. They end up, not with little people in their minds, but with highly complex rule sets. They relate to their models in the same way we relate to weather models, as things to consult, but not to conflate with external reality.

Research by media scholars Daniel Kreiss and Philip Howard indicates that the 2008 Obama campaign compiled significant data on more than 250 million Americans, including “a vast array of online behavioral and relational data collected from use of the campaign’s web site and third-party social media sites such as Facebook.…”96 Journalist Sasha Issenberg, who documented these developments in his book The Victory Lab, quotes one of Obama’s 2008 political consultants who likened predictive modeling to the tools of a fortune-teller: “We knew who… people were going to vote for before they decided.

Imagine the horror of Obama and his aides, therefore, when one of the leading academic champions of Obamacare, economist Jonathan Gruber of the Massachusetts Institute of Technology, decided to reveal the con, even to the point of confessing it was a con. Gruber himself received $2 million in consulting fees related to Obamacare.

Ironically, many of the institutions that run the economy, such as medicine, education, law and even psychology are largely dependent upon failing health. If you add up the amounts of money exchanged in the control, anticipation and reaction to failing health (insurance, pharmaceutical research and products, reactive or compensatory medicine, related legal issues, consultation and therapy for those who are unwilling to improve their physical health and claim or believe the problem is elsewhere, etc.), you end up with an enormous chunk. To keep that moving, we need people to be sick. Then we have the extreme social emphasis placed on the pursuit and maintenance of a lifestyle based on making money at any cost, often at the sacrifice of health, sanity and well-being.

To help burnish its image in the face of so many legal, financial, and public-relations problems, Purdue hired former New York mayor and Republican insider Rudy Giuliani and his consulting firm, Giuliani Partners. Just a few months after his lauded response to the 9/11 terrorist attacks, Giuliani’s job was to convince “public officials they could trust Purdue because they could trust him,

In four months Miranda will be back in Toronto, divorced at twenty-seven, working on a commerce degree, spending her alimony on expensive clothing and consultations with stylists because she’s come to understand that clothes are armor; she will call Leon Prevant to ask about employment and a week later she’ll be back at Neptune Logistics, in a more interesting job now, working under Leon in Client Relations, rising rapidly through the company until she comes to a point after four or five years when she travels almost constantly between a dozen countries and lives mostly out of a carry-on suitcase, a time when she lives a life that feels like freedom and sleeps with her downstairs neighbor occasionally but refuses to date anyone, whispers “I repent nothing” into the mirrors of a hundred hotel rooms from London to Singapore and in the morning puts on the clothes that make her invincible, a life where the moments of emptiness and disappointment are minimal, where by her midthirties she feels competent and at last more or less at ease in the world, studying foreign languages in first-class lounges and traveling in comfortable seats across oceans, meeting with clients and living her job, breathing her job, until she isn’t sure where she stops and her job begins, almost always loves her life but is often lonely, draws the stories of Station Eleven in hotel rooms at night.

Beyond the family or particular Christian tradition, how much effort do we make to consider what the Mennonites or the Episcopalians, the Baptists or the Pentecostals, the Methodists or the Presbyterians have to say to the rest of us out of their DIFFERENCES, as well as out of the affirmation in common with other Christians? As I suggested earlier, our patterns of ecumenicity tend to bracket out our differences rather than to celebrate and capitalize upon them. Finding common ground has been the necessary first step in ecumenical relations and activity. But the next step is to acknowledge and enjoy what God has done elsewhere in the Body of Christ. And if at the congregational level we are willing to say, 'I can't do everything myself, for I am an ear: I must consult with a hand or an eye on this matter,' I suggest that we do the same among whole traditions. If we do not regularly and programmatically consult with each other, we are tacitly claiming that we have no need of each other, and that all the truth, beauty, and goodness we need has been vouchsafed to us by God already. Not only is such an attitude problematic in terms of our flourishing, as I have asserted, but in this context now we must recognize how useless a picture this presents to the rest of society. Baptists, Presbyterians, and Roman Catholics failing to celebrate diversity provide no positive examples to societies trying to understand how to celebrate diversity on larger scales.

She’d just come back when Marvel tapped the computer screen and said, “See, what happened was, this guy, Representative Diller, got the licensing fees on semi-trailers reduced by about half, so they’d supposedly be in line with what they were in the surrounding states. He said he wanted to do that so the trucking companies wouldn’t move out of Minnesota. But what you see over here is a bunch of 1099 forms that were sent by trucking companies to Sisseton High-Line Consulting, LLC, of Sisseton, South Dakota. Over here is the South Dakota LLC form and we find out that a Cheryl Diller is the president of Sisseton High-Line Consulting. And we see that she got, mmm, fifty-five thousand dollars for consulting work that year, from trucking companies.” “So if these two Dillers are related . . .” Lucas began. “I promise you, they are,” Marvel said. Kidd said, “Marvel’s a state senator. In Arkansas.” Marvel added, “This shit goes on all the time. On everything you can think of, and probably a lot you can’t think of.

The Pyrenean ibex, an extinct form of wild mountain goat, was brought back to life in 2009 through cloning of dna taken from skin samples. This was followed in June of 2010 by researchers at Jeju National University in Korea cloning a bull that had been dead for two years. Cloning methods are also being studied for use in bringing back Tasmanian tigers, woolly mammoths, and other extinct creatures, and in the March/April 2010 edition of the respected Archaeology magazine, a feature article by Zah Zorich (“Should We Clone Neanderthals?”) called for the resurrection via cloning of what some consider to be man’s closest extinct relative, the Neanderthals. National Geographic confirmed this possibility in its May 2009 special report, “Recipe for a Resurrection,” quoting Hendrik Poinar of McMaster University, an authority on ancient dna who served as a scientific consultant for the movie Jurassic Park, saying: “I laughed when Steven Spielberg said that cloning extinct animals was inevitable. But I’m not laughing anymore.… This is going to happen.

Declan Lynch was a liar. He'd been a liar his entire life. Lies came to him fluidly, easily, instinctively. What does your father do for a living? He sells high-end sports cars in the summer, life insurance in the winter. He's an anesthesiologist. He does financial consulting for divorcees. He does advertising work for international companies in English-speaking markets. He's in the FBI. Where did he meet your mother? They were on yearbook together in high school. They were set up by friends. She took his picture at the county fair, said she wanted to keep his smile forever. Why can't Ronan come to a sleepover? He sleepwalks. Once he walked out to the road and my father had to convince a trucker who'd stopped before hitting him he was really his son. How did your mother die? Brain bleed. Rare. Genetic. Passes from mother to daughter, which is the only good thing, 'cause she only had sons. How are you doing? Fine. Good. Great. At a certain point, the truth felt worse. Truth was a closed-casket funeral attended by its estranged living relatives, Lies, Safety, Secrets. He lied to everyone. He lied to his lovers, his friends, his brothers. Well. More often he simply didn't tell his brothers the truth.

A young woman faces the decision of whether to marry a certain man whom she loves but who has deeply rooted, traditional ideas concerning marriage, family life, and the roles of men and women in each. A sober assessment of her future tell the woman that each of the two alternatives offers real but contrasting goods. One life offers the possibility of a greater degree of personal independence, the chance to pursue a career, perhaps more risk and adventure, while the other offers the rewards of parenting, stability, and a life together with a man whom, after all, she is in love with. In order to choose in a self-determined mode the woman must realize that the decision she faces involves more than the choice between two particular actions; it is also a choice between two distinct identities. In posing the questions "Who am I? Which of the two lives is really me?" she asks herself not a factual question about her identity but a fundamental practical question about the relative values of distinct and incommensurable goods. The point I take to be implicit in Tugendhat's (and Fichte's) view of the practical subject is that it would be mistaken to suppose that the woman had at her disposal an already established hierarchy of values that she must simply consult in order to decide whether to marry. Rather, her decision, if self-determined, must proceed from a ranking of values that emerges only in the process of reflecting upon the kind of person she wants to be.

The Renaissance of Ba Ga Mohlala ********** HISTORY IN MOTION AND HISTORY IN THE MAKING - RECLAIMING OUR GLORY - OUR PLACE UNDER THE SUN The Book is the snapshot of Ba Ga Mohlala, the past, the present and the future . The history part of the book will help to locate and know Ba Ga Mohlala in, and in relation to Afican and South African History. The present will give on overview or a snapshot of of Ba Ga Ga Mohlala at this present moment, their development, growth, initiatives and milestones. The future will give you Ga Mohlala future perspective, their burning desires and plans to achieve their strategic objectives. The Book was published in December 2017. THIS BOOK WAS PROUDLY PUBLISHED BY BANERENG PROJECTS AND CONSULTING.

Legends have always played a powerful role in the making of history. Man, who has not been granted the gift of undoing, who is always an un-consulted heir of other men’s deeds, and who is always burdened with a responsibility that appears to be the consequence of an unending chain of events rather than conscious acts, demands an explanation and interpretation of the past in which the mysterious key to his future destiny seems to be concealed. Legends were the spiritual foundations of every ancient city, empire, people, promising safe guidance through the limitless spaces of the future. Without ever relating facts reliably, yet always expressing their true significance, they offered a truth beyond realities, a remembrance beyond memories.

If close local control and supervision of operations is essential to success the small firm may have an edge. In some industries, particularly services like nightclubs and eating places, an intense amount of close, personal supervision seems to be required. Absentee management works less effectively in such businesses, as a general rule, than an owner-manager who maintains close control over a relatively small operation.1 Smaller firms are often more efficient where personal service is the key to the business. The quality of personal service and the customer’s perception that individualized, responsive service is being provided often seem to decline with the size of the firm once a threshold is reached. This factor seems to lead to fragmentation in such industries as beauty care and consulting.

Turing’s secret had been exposed, and his sexuality was now public knowledge. The British Government withdrew his security clearance. He was forbidden to work on research projects relating to the development of the computer. He was forced to consult a psychiatrist and had to undergo hormone treatment, which made him impotent and obese. Over the next two years he became severely depressed, and on June 7, 1954, he went to his bedroom, carrying with him a jar of cyanide solution and an apple. Twenty years earlier he had chanted the rhyme of the Wicked Witch: “Dip the apple in the brew, Let the sleeping death seep through.” Now he was ready to obey her incantation. He dipped the apple in the cyanide and took several bites. At the age of just forty-two, one of the true geniuses of cryptanalysis committed suicide.

Summing up the basic rules related to drinking water and taking food:   1. Do not drink water until one hour after taking food.  2. Drink water sip by sip slowly. 3. Never drink cold water. 4. Drink ample amount of water after waking up early in the morning.   And, the following rule related to food intake. 5. Consume the major part of your daily food early in the morning. Following these five guidelines of rightfully water and food intake, you can avoid any ailments that would occur to body and remain healthy throughout your life, without any need to consume any drug for ever.     Please note that these general tips on how to drink & eat properly are applicable to most people, but of course, everyone’s body is a unique construct. People with specific health issues should consult a physician before making any major changes in diet or food intake.

From 1992 to 1997, TAT [Treating Abuse Today] under my editorship published several articles by a number of respected professionals who seriously questioned the false memory syndrome (FMS) hypothesis and the methodology, ethics, and assertions of those who were rapidly pushing the concept into the public consciousness. During that time, not one person from the FMS movement contacted me to refute the specific points made in the articles or to present any research that would prove even a single case of this allegedly “epidemic” syndrome. Instead of a reasoned response to the published articles, for nearly three years proponents of the so-called FMS hypothesis–including members, officials, and supporters of the False Memory Syndrome Foundation, Inc. (FMSF)–have waged a campaign of harassment, defamation, and psychological terrorism against me, my clients, staff, family, and other innocent people connected with me. These clearly are intended to (a) intimidate me and anyone associated with me; (b) terrorize and deter access to my psychotherapy clients; (c) encumber my resources; and (d) destroy my reputation publicly, in the business community, among my professional colleagues, and within national and international professional organizations. Before describing this highly orchestrated campaign, let me emphasize that I have never treated any member of this group or their families, and do not have any relationships to any of my counseling clients. Neither have I consulted to their cases nor do I bear any relation to the disclosures of memories of sexual abuse in their families. I had no prior dealings with any of this group before they began showing up at my offices with offensive and defamatory signs early in 1995. Ethics and Behavior, 8(2) pp. 161-187

[Refers to 121 children taken into care in Cleveland due to suspected abuse (1987) and later returned to their parents] Sue Richardson, the child abuse consultant at the heart of the crisis, watched as cases began to unravel: “All the focus started to fall on the medical findings; other supportive evidence, mainly which we held in the social services department, started to be screened out. A situation developed where the cases either were proven or fell on the basis of medical evidence alone. Other evidence that was available to the court, very often then, never got put. We would have had statement from the child, the social workers and the child psychologist’s evidence from interviewing. We would have evidence of prior concerns, either from social workers or teachers, about the child’s behaviour or other symptoms that they might have been showing, which were completely aside from the medical findings. (Channel 4 1997) Ten years after the Cleveland crisis, Sue Richardson was adamant that evidence relating to children’s safety was not presented to the courts which subsequently returned those children to their parents: “I am saying that very clearly. In some cases, evidence was not put in the court. In other cases, agreements were made between lawyers not to put the case to the court at all, particularly as the crisis developed. Latterly, that children were sent home subject to informal agreements or agreements between lawyers. The cases never even got as far as the court. (Channel 4, 1997)” Nor is Richardson alone. Jayne Wynne, one of the Leeds paediatricians who had pioneered the use of RAD as an indicator of sexual abuse and who subsequently had detailed knowledge of many of the Cleveland children, remains concerned by the haphazard approach of the courts to their protection. I think the implication is that the children were left unprotected. The children who were being abused unfortunately returned to homes and the abuse may well have been ongoing. (Channel 4 1997)

Yet each time, after consulting her watch, she sat down again at my request, so that in the end she had spent several hours with me without my having demanded anything of her; the things I said to her were related to those I had said during the preceding hours, were totally unconnected with what I was thinking about, what I desired, and remained doggedly parallel to all this. There is nothing like desire for obstructing any resemblance between what one says and what one has on one’s mind. Time presses, and yet it seems as though we were trying to gain time by speaking about things that are utterly alien to the one thing that preoccupies us. We chatter away, whereas the words we should like to utter would have by now been accompanied by a gesture, if indeed we have not – to give ourselves the pleasure of immediate action and to slake the curiosity we feel about the ensuing reactions to it – without a word, without so much as a by-your-leave, already made this gesture. It is true that I was not in the least in love with Albertine: born from the mist outside, she could do no more than satisfy the fanciful desire awakened in me by the change in the weather, poised midway between the desires that are satisfied by culinary arts and by monumental sculpture respectively, because it made me dream both of mingling my flesh with a substance that was different and warm, and of attaching to some point of my recumbent body a divergent body, as Eve’s body is barely attached by the feet to the side of Adam, to whose body hers is almost perpendicular in the Romanesque bas-reliefs in the Balbec cathedral, representing in so noble and so placid a fashion, still almost like a classical frieze, the creation of woman; in them God is followed everywhere, as by two ministers, by two little angels recalling – like the winged, swirling creatures of the summer that winter has caught by surprise and spared – cupids from Herculaneum still surviving well into the thirteenth century, flagging now in their last flight, weary, but never relinquishing the grace we might expect of them, over the whole front of the porch.

One other thing. And this really matters for readers of this book. According to official Myers–Briggs documents, the test can ‘give you an insight into what kinds of work you might enjoy and be successful doing’. So if you are, like me, classified as ‘INTJ’ (your dominant traits are being introverted, intuitive and having a preference for thinking and judging), the best-fit occupations include management consultant, IT professional and engineer.30 Would a change to one of these careers make me more fulfilled? Unlikely, according to respected US psychologist David Pittenger, because there is ‘no evidence to show a positive relation between MBTI type and success within an occupation…nor is there any data to suggest that specific types are more satisfied within specific occupations than are other types’. Then why is the MBTI so popular? Its success, he argues, is primarily due to ‘the beguiling nature of the horoscope-like summaries of personality and steady marketing’.31 Personality tests have their uses, even if they do not reveal any scientific ‘truth’ about us. If we are in a state of confusion they can be a great emotional comfort, offering a clear diagnosis of why our current job may not be right, and suggesting others that might suit us better. They also raise interesting hypotheses that aid self-reflection: until I took the MBTI, I had certainly never considered that IT could offer me a bright future (by the way, I apparently have the wrong personality type to be a writer). Yet we should be wary about relying on them as a magic pill that enables us suddenly to hit upon a dream career. That is why wise career counsellors treat such tests with caution, using them as only one of many ways of exploring who you are. Human personality does not neatly reduce into sixteen or any other definitive number of categories: we are far more complex creatures than psychometric tests can ever reveal. And as we will shortly learn, there is compelling evidence that we are much more likely to find fulfilling work by conducting career experiments in the real world than by filling out any number of questionnaires.32

What a contrast between the course of Isaac and that pursued by the youth of our time, even among professed Christians! Young people too often feel that the bestowal of their affections is a matter in which self alone should be consulted—a matter that neither God nor their parents should in any wise control. Long before they have reached manhood or womanhood they think themselves competent to make their own choice, without the aid of their parents. A few years of married life are usually sufficient to show them their error, but often too late to prevent its baleful results. For the same lack of wisdom and self-control that dictated the hasty choice is permitted to aggravate the evil, until the marriage relation becomes a galling yoke. Many have thus wrecked their happiness in this life and their hope of the life to come. If there is any subject which should be carefully considered and in which the counsel of older and more experienced persons should be sought, it is the subject of marriage; if ever the Bible was needed as a counselor, if ever divine guidance should be sought in prayer, it is before taking a step that binds persons together for life.

In the late 1940s and early 1950s, Olson had traveled across the United States overseeing field tests that dispersed biological agents from aircraft and crop dusters in San Francisco, the Midwest, and Alaska. Some field tests involved harmless simulants and others involved dangerous pathogens, as Senate hearings later revealed. One such dangerous experiment was conducted by Olson and his Detrick colleague Norman Cournoyer. The two men went to Alaska and oversaw bacteria being sprayed out of airplanes to see how the pathogens would disperse in an environment similar to that of a harsh Russian winter. “We used a spore,” Cournoyer explained, “which is very similar [to} anthrax, so to that extent we did something that was not kosher. Because we picked it up all over [the United States] months after we did the tests.” A third man involved in the covert tests with Cournoyer and Olson was Dr. Harold Batchelor, the bacteriologist who learned airborne spray techniques from Dr. Kurt Blome, whom Batchelor consulted with in Heidelberg. Olson and Batchelor also conducted covert field tests in closed spaces across America, including in subways and in the Pentagon. For these tests, the Special Operations Division used a relatively harmless pathogen that simulated how a deadly pathogen would disperse. A congressional inquiry into these covert tests found them “appalling” in their deception.

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Creating “Correct” Children in the Classroom One of the most popular discipline programs in American schools is called Assertive Discipline. It teaches teachers to inflict the old “obey or suffer” method of control on students. Here you disguise the threat of punishment by calling it a choice the child is making. As in, “You have a choice, you can either finish your homework or miss the outing this weekend.” Then when the child chooses to try to protect his dignity against this form of terrorism, by refusing to do his homework, you tell him he has chosen his logical, natural consequence of being excluded from the outing. Putting it this way helps the parent or teacher mitigate against the bad feelings and guilt that would otherwise arise to tell the adult that they are operating outside the principles of compassionate relating. This insidious method is even worse than outand-out punishing, where you can at least rebel against your punisher. The use of this mind game teaches the child the false, crazy-making belief that they wanted something bad or painful to happen to them. These programs also have the stated intention of getting the child to be angry with himself for making a poor choice. In this smoke and mirrors game, the children are “causing” everything to happen and the teachers are the puppets of the children’s choices. The only ones who are not taking responsibility for their actions are the adults. Another popular coercive strategy is to use “peer pressure” to create compliance. For instance, a teacher tells her class that if anyone misbehaves then they all won’t get their pizza party. What a great way to turn children against each other. All this is done to help (translation: compel) children to behave themselves. But of course they are not behaving themselves: they are being “behaved” by the adults. Well-meaning teachers and parents try to teach children to be motivated (translation: do boring or aversive stuff without questioning why), responsible (translation: thoughtless conformity to the house rules) people. When surveys are conducted in which fourth-graders are asked what being good means, over 90% answer “being quiet.” And when teachers are asked what happens in a successful classroom, the answer is, “the teacher is able to keep the students on task” (translation: in line, doing what they are told). Consulting firms measuring teacher competence consider this a major criterion of teacher effectiveness. In other words if the students are quietly doing what they were told the teacher is evaluated as good. However my understanding of ‘real learning’ with twenty to forty children is that it is quite naturally a bit noisy and messy. Otherwise children are just playing a nice game of school, based on indoctrination and little integrated retained education. Both punishments and rewards foster a preoccupation with a narrow egocentric self-interest that undermines good values. All little Johnny is thinking about is “How much will you give me if I do X? How can I avoid getting punished if I do Y? What do they want me to do and what happens to me if I don’t do it?” Instead we could teach him to ask, “What kind of person do I want to be and what kind of community do I want to help make?” And Mom is thinking “You didn’t do what I wanted, so now I’m going to make something unpleasant happen to you, for your own good to help you fit into our (dominance/submission based) society.” This contributes to a culture of coercion and prevents a community of compassion. And as we are learning on the global level with our war on terrorism, as you use your energy and resources to punish people you run out of energy and resources to protect people. And even if children look well-behaved, they are not behaving themselves They are being behaved by controlling parents and teachers.

The Christian life requires a form adequate to its content, a form that is at home in the Christian revelation and that respects each person's dignity and freedom with plenty of room for all our quirks and particularities. Story provides that form. The biblical story invites us in as participants in something larger than our sin-defined needs, into something truer than our culture-stunted ambitions. We enter these stories and recognize ourselves as participants, whether willing or unwilling, in the life of God. Unfortunately, we live in an age in which story has been pushed from its biblical frontline prominence to a bench on the sidelines and then condescended to as "illustration" or "testimony" or "inspiration." Our contemporary unbiblical preference, both inside and outside the church, is for information over story. We typically gather impersonal (pretentiously called "scientific" or "theological") information, whether doctrinal or philosophical or historical, in order to take things into our own hands and take charge of how we will live our lives. And we commonly consult outside experts to interpret the information for us. But we don't live our lives by information; we live them in relationships in the context of a personal God who cannot be reduced to formula or definition, who has designs on us for justice and salvation. And we live them in an extensive community of men and women, each person an intricate bundle of experience and motive and desire. Picking a text for living that is characterized by information-gathering and consultation with experts leaves out nearly everything that is uniquely us - our personal histories and relationships, our sins and guilt, our moral character and believing obedience to God. Telling and listening to a story is the primary verbal way of accounting for life the way we live it in actual day-by-day reality. There are no (or few) abstractions in a story. A story is immediate, concrete, plotted, relational, personal. And so when we lose touch with our lives, with our souls - our moral, spiritual, embodied God-personal lives - story is the best verbal way of getting us back in touch again. And that is why God's word is given for the most part in the form of story, this vast, overarching, all-encompassing story, this meta-story.

It's possible to see how much the brand culture rubs off on even the most sceptical employee. Joanne Ciulla sums up the dangers of these management practices: 'First, scientific management sought to capture the body, then human relations sought to capture the heart, now consultants want tap into the soul... what they offer is therapy and spirituality lite... [which] makes you feel good, but does not address problems of power, conflict and autonomy.'¹0 The greatest success of the employer brand' concept has been to mask the declining power of workers, for whom pay inequality has increased, job security evaporated and pensions are increasingly precarious. Yet employees, seduced by a culture of approachable, friendly managers, told me they didn't need a union - they could always go and talk to their boss. At the same time, workers are encouraged to channel more of their lives through work - not just their time and energy during working hours, but their social life and their volunteering and fundraising. Work is taking on the roles once played by other institutions in our lives, and the potential for abuse is clear. A company designs ever more exacting performance targets, with the tantalising carrot of accolades and pay increases to manipulate ever more feverish commitment. The core workforce finds itself hooked into a self-reinforcing cycle of emotional dependency: the increasing demands of their jobs deprive them of the possibility of developing the relationships and interests which would enable them to break their dependency. The greater the dependency, the greater the fear of going cold turkey - through losing the job or even changing the lifestyle. 'Of all the institutions in society, why let one of the more precarious ones supply our social, spiritual and psychological needs? It doesn't make sense to put such a large portion of our lives into the unsteady hands of employers,' concludes Ciulla. Life is work, work is life for the willing slaves who hand over such large chunks of themselves to their employer in return for the paycheque. The price is heavy in the loss of privacy, the loss of autonomy over the innermost workings of one's emotions, and the compromising of authenticity. The logical conclusion, unless challenged, is capitalism at its most inhuman - the commodification of human beings.

The Ten Ways to Evaluate a Market provide a back-of-the-napkin method you can use to identify the attractiveness of any potential market. Rate each of the ten factors below on a scale of 0 to 10, where 0 is terrible and 10 fantastic. When in doubt, be conservative in your estimate: Urgency. How badly do people want or need this right now? (Renting an old movie is low urgency; seeing the first showing of a new movie on opening night is high urgency, since it only happens once.) Market Size. How many people are purchasing things like this? (The market for underwater basket-weaving courses is very small; the market for cancer cures is massive.) Pricing Potential. What is the highest price a typical purchaser would be willing to spend for a solution? (Lollipops sell for $0.05; aircraft carriers sell for billions.) Cost of Customer Acquisition. How easy is it to acquire a new customer? On average, how much will it cost to generate a sale, in both money and effort? (Restaurants built on high-traffic interstate highways spend little to bring in new customers. Government contractors can spend millions landing major procurement deals.) Cost of Value Delivery. How much will it cost to create and deliver the value offered, in both money and effort? (Delivering files via the internet is almost free; inventing a product and building a factory costs millions.) Uniqueness of Offer. How unique is your offer versus competing offerings in the market, and how easy is it for potential competitors to copy you? (There are many hair salons but very few companies that offer private space travel.) Speed to Market. How soon can you create something to sell? (You can offer to mow a neighbor’s lawn in minutes; opening a bank can take years.) Up-front Investment. How much will you have to invest before you’re ready to sell? (To be a housekeeper, all you need is a set of inexpensive cleaning products. To mine for gold, you need millions to purchase land and excavating equipment.) Upsell Potential. Are there related secondary offers that you could also present to purchasing customers? (Customers who purchase razors need shaving cream and extra blades as well; buy a Frisbee and you won’t need another unless you lose it.) Evergreen Potential. Once the initial offer has been created, how much additional work will you have to put in in order to continue selling? (Business consulting requires ongoing work to get paid; a book can be produced once and then sold over and over as is.) When you’re done with your assessment, add up the score. If the score is 50 or below, move on to another idea—there are better places to invest your energy and resources. If the score is 75 or above, you have a very promising idea—full speed ahead. Anything between 50 and 75 has the potential to pay the bills but won’t be a home run without a huge investment of energy and resources.

FINDING A GESTATIONAL SURROGATE: A gestational surrogate may be known to the commissioning couple (typically relatives or friends who volunteer to carry the pregnancy) or unknown to the commissioning couple (usually introduced through a third party). Since it is illegal to pay for surrogacy services or to advertise to pay for surrogacy services in Canada, finding a gestational surrogate can be time consuming and difficult. While there are agencies and consultants that assist in making connections between gestational surrogates and recipient couples, patients should be aware that current law also prohibits these companies and consultants from charging for this service. In a majority of cases, gestational surrogates are already known to the commissioning couple. We highly recommend that intended parents review the laws in Canada with respect to compensating surrogates and egg donors. Must be over 21 years of age and under 41 years of age It is highly recommended that the surrogate have completed her family or have had at least one child previously Ethically, the relationship between the commissioning couple and the surrogate should not be one where there is a power imbalance. (For example, where a commissioning couple is the employer of the surrogate). When searching for a surrogate, patients must also consider ethical, medical, psychosocial and legal issues.

You don’t how those holy-moly webpages pop-up at the first SERPs and why your pages cry in the corner You have no know-how of detailed keyword research and how to target long tail keywords that can rank according to your niche You don’t understand a shred of how this Google thing works and what does it Penguin, Alligator, Frog updates mean and how Google crawls down the codes to index the content at those shiny first SERPs You know the basic Search Engine Optimization but don’t get what the hell are these backlinks and how to get them (What is web 2.0 by the way?) You don’t grasp the idea of Topic Cluster and how to build a fantastically linked internal colony on your website or blog that not only helps you rank your specific keywords but the whole related content on your web You don’t know how to create delicious content that can feed both Google and readers Heading, Alt-images, meta-descriptions, taglines and keyword management, sitemap monitoring and whole techy stuff scares you You know the SEO but want to consults with some best SEO service providers for better results

In 5 AC, King Aegon, feeling that the realm might benefit from such wisdom, asked the Conclave to send him one of their own number to advise and consult with him on all matters relating to the governance of the realm. Thus was the office of Grand Maester created, at King Aegon’s request.

Tablebases [logs of complete chess games played backwards from the end-state of checkmate] are the clearest case of human chess vs. alien chess. A decade of trying to teach computers how to play endgames was rendered obsolete in an instant thanks to a new tool. This is a pattern we see over and over again in everything related to intelligent machines. It's wonderful if we can teach machines to think like we do, but why settle for thinking like a human if you can be a god? (jm3: Frustratingly for the humans, it was not disclosed whether IBM's Deep Blue stored and consulted endgame tablebases during competition).

When I was a child, I just assumed that in order for a sailboat to go, say, east, the wind had to be blowing from the west to the east. I was amazed to learn that, no matter which way the wind blew, a sailboat could always get to where it wanted to go—if it had a skilled sailor at the helm. To me, the five forces are kind of like the wind, the direction that competition within an industry is moving. Strategy is about positioning the firm relative to the prevailing winds in a way to make sure that the firm gets to where it wants to go, no matter what direction the wind is blowing.” [...]. “In fact,” added Gordon, “some of the most successful firms in the world are successful precisely because they have figured how to use very unfavorable industry winds—high rivalry, high threat of entry, and so forth—to their advantage. Look at Walmart, Southwest Airlines, Nucor Steel, Toyota, Starbucks. These firms have played in some pretty unattractive industries—at least according to a five forces analysis—and still they have been successful.

There are many potential explanations for the less-than-robust performance, but IBM’s current strategy suggests that one component at least is a challenge to the traditional shrink-wrapped software business. As much as any software provider in the industry, IBM’s software business was optimized and built for a traditional enterprise procurement model. This typically involves lengthy evaluations of software, commonly referred to as “bake-offs,” followed by the delivery of a software asset, which is then installed and integrated by some combination of buyer employees, IBM services staff, or third-party consultants. This model, as discussed previously, has increasingly come under assault from open source software, software offered as a pure service or hosted and managed on public cloud infrastructure, or some combination of the two. Following the multi-billion dollar purchase of Softlayer, acquired to beef up IBM’s cloud portfolio, IBM continued to invest heavily in two major cloud-related software projects: OpenStack and Cloud Foundry. The latter, which is what is commonly referred to as a Platform-as-a-Service (PaaS) offering, may give us both an idea of how IBM’s software group is responding to disruption within the traditional software sales cycle and their level of commitment to it. Specifically, IBM’s implementation of Cloud Foundry, a product called Bluemix, makes a growing portion of IBM’s software portfolio available as a consumable service. Rather than negotiate and purchase software on a standalone basis, then, IBM customers are increasingly able to consume the products in a hosted fashion.

One assumption that is already being shattered is the idea that only routine, semi-skilled jobs like taxi driving, food delivery, or household chores are susceptible. Even traditional professions like medicine and law are proving to be susceptible to platform models. We’ve already mentioned Medicast, which applies an Uber-like model to finding a doctor. Several platform companies are providing online venues where legal services are available with comparable ease, speed, and convenience. Axiom Law has built a $200 million platform business by using a combination of data-mining software and freelance law talent to provide legal guidance and services to business clients; InCloudCounsel claims it can process basic legal documents such as licensing forms and nondisclosure agreements at a savings of up to 80 percent compared with a traditional law firm.11 In the decades to come, it seems likely that the platform model will be applied—or at least tested—in virtually every market for labor and professional services. How will this trend impact the service industries—not to mention the working lives of hundreds of millions of people? One likely result will be an even greater stratification of wealth, power, and prestige among service providers. Routine and standardized tasks will move to online platforms, where an army of relatively low-paid, self-employed professionals will be available to handle them. Meanwhile, the world’s great law firms, medical centers, consulting partnerships, and accounting practices will not vanish, but their relative size and importance will shrink as much of the work they used to do migrates to platforms that can provide comparable services at a fraction of the cost and with far greater convenience. A surviving handful of world-class experts will increasingly focus on a tiny subset of the most highly specialized and challenging assignments, which they can tackle from anywhere in the world using online tools. Thus, at the very highest level of professional expertise, winner-take-all markets are likely to emerge, with (say) two dozen internationally renowned attorneys competing for the splashiest and most lucrative cases anywhere on the globe.

I have lived and worked in the Washington, D. C., metropolitan area for almost four decades. During this period I have watched families and institutions recycle their problems for several generations, despite enormous efforts to be innovative. The opportunity to observe this firsthand was provided by my involvement in the major institutions designed by our civilization to foster change: religion, education, psychotherapy, and politics (I have been here since Eisenhower). That experience included twenty years as a pulpit rabbi, an overlapping twenty-five years as an organizational consultant and family therapist with a broadly ecumenical practice, and several years of service as a community relations specialist for the Johnson White House helping metropolitan areas throughout the United States to voluntarily desegregate housing, before Congress passed appropriate civil rights legislation. Eventually, the accumulation of this experience began to show me how similar all of our “systems of salvation” are in their structure, the way they formulate problems, the range of their approaches, and their rationalizations for their failures. It was, indeed, the basic similarity in their thinking processes, despite their different sociological classifications, that first led me to consider the possibility that our constant failure to change families and institutions fundamentally has less to do with finding the right methods than with misleading emotional and conceptual factors that reside within society itself. For

The work’s persistent popularity in the modern era can be explained by its elevation of a neglected secondary son as a great hero. In the history of modern Korea, the people of the peninsula have experienced a series of humiliations from colonization, forced division, and domestic oppression. As a result, a central agenda in the political rhetoric of both North and South Korea has been the recovery of national dignity and respect, oftentimes through massive displays of newly acquired power in the realms of the military, economy, and culture. Starting from the attempt by imperial Japan to convince Koreans that they were inferior relatives who had to be civilized through colonial tutelage, the liberated but soon divided nations felt like the bastard children of foreign powers that set their destinies in motion without consulting them on their own desires for the future. As a result, the theme of being disrespected, unappreciated, and underrated by callous and unwise authority figures blind to the emotional needs and the substantial talents of the protagonist, so well portrayed in the first part of The Story of Hong Gildong, has a profound resonance in the Korean psyche. In other words, the Joseon dynasty story of a secondary son seeking to overcome the disadvantages of his background and the oppression of his society in order to prove his true worth as a man, a leader, and a ruler has become the story of modern Korea itself. MINSOO KANG

Saying, “I don’t have time for CRM.” is like saying, “I don’t have time to look at my GPS app because I am too busy trying to figure out the best way to get from here to there.

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A specialty among public relations consultants has evolved in recent decades called "risk communication." I don't much care for the term. It implies managing the truth. You don't manage the truth. You tell the truth.

Adjusting the public record in the West was certainly more complicated than it was at home, and vastly more expensive. Tony Blair guarded the financial details of his consultancy work as jealously as Nazarbayev guarded the details of his kickbacks, but the three-term prime minister’s services were said to cost Kazakhstan $13 million a year. Blair understood when to use light, when darkness. Back in 2006, investigators from the Serious Fraud Office chasing down bribery related to the sale of British fighter jets to Saudi Arabia had tried to inspect the middlemen’s Swiss accounts. The House of Saud had sent word that such interference in their affairs would cause them to cancel the next multibillion-dollar batch of planes from BAE Systems, formerly British Aerospace. Blair’s government halted the SFO investigation, on the grounds of Saudi Arabia’s invaluable assistance in heading off attacks by adherents of the jihadism the kingdom itself sponsored. For Sir Dick Evans, a lifelong arms dealer who had risen to the chairmanship of BAE and been questioned by the SFO’s bribery investigators as they homed in on their targets, this represented a bullet dodged at the last second. His next profitable course would lead to Kazakhstan, to set up an airline, Astana Air.

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John J. Lawler, who taught in the University of Illinois’s School of Employment and Labor Relations, believes management consultants mainly serve to legitimize the goals of their clients. “Clients like to be told they are doing the right thing,” Lawler said, adding that management techniques viewed as best practices “are very often propagated by consulting firms and thus these techniques become largely institutionalized in the business world.

What did not happen in Florida, in either the Second or Third Seminole War, was the provision of enough forces and transportation to affect the object of these wars, the final removal of all Native Americans from the peninsula. Prior to the war’s end, rewards were offered by the United States government for the capture of Seminoles. This policy failed to bring in any significant number of Native Americans; however, by early 1858, the war was winding down. White flags and other signs were hung out on known paths used by the Seminoles, and military operations were ordered stopped by Colonel Loomis. Elias Rector, the superintendent for Indian Affairs in the southern superintendency, came to Florida in January 1858 to assist in the negotiations for peace. After a conference was held 35 miles from Fort Myers with Assinwah’s band and others, the terms were offered and monetary inducements guaranteed. On May 4, 1858, Billy Bowlegs and most of his band boarded the Grey Cloud and sailed to Egmont Key, at the mouth of Tampa Bay. Here this group was joined by 41 prisoners and made ready for the trip west. By May 8, the war was declared officially over. The army believed that there were only about 100 Seminoles and Miccosukees left in Florida. This number included the aged leader Sam Jones. There is a debate on just when this ancient and respected leader died; however, it is known that he was gone before the end of Civil War. Where his remains were deposited is a secret to this day. It is from this small number of Seminoles and Miccosukees that today’s recognized tribes have descended as a continuing tribute to the tenacity of their ancestors’ will to survive. As historian Patsy West has aptly called them, they are “The Enduring Seminoles.” BIBLIOGRAPHY DOCUMENTS A number of collections of documents exist from which the above was drawn, including the Letters Received by the Secretary of War, Registered Series, 1801–1860; Letters Sent by the Secretary of War Relating to Military Affairs, 1800–1889; Letters Received by the Office of the Adjutant General (Main Series) 1822–1860; and Letters Sent, Registers of Letters Received, and Letters Received by Headquarters, Troops in Florida, and Headquarters Department of Florida, 1850–1858. The collections are all on microfilm from the National Archives. Numerous Congressional documents were also consulted

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No writer ever knows enough words but he doesn’t have to try to use all that he does know. Tests would show that I had an enormous vocabulary and through the years it must have grown, but I never had a desire to display it in the way that John Updike or William Buckley or William Safire do to such lovely and often surprising effect. They use words with such spectacular results; I try, not always successfully, to follow the pattern of Ernest Hemingway who achieved a striking style with short familiar words. I want to avoid calling attention to mine, judging them to be most effective as ancillaries to a sentence with a strong syntax. My approach has been more like that of Somerset Maugham, who late in life confessed that when he first thought of becoming a writer he started a small notebook in which he jotted down words that seemed unusually beautiful or exotic, such as chalcedony, for as a novice he believed that good writing consisted of liberally sprinkling his text with such words. But years later, when he was a successful writer, he chanced to review his list and found that he had never used even one of his beautiful collection. Good writing, for most of us, consists of trying to use ordinary words to achieve extraordinary results. I struggle to find the right word and keep always at hand the largest dictionary my workspace can hold, and I do believe I consult it at least six or seven times each working day, for English is a language that can never be mastered.* [*Even though I have studied English for decades I am constantly surprised to find new definitions I have not known: ‘panoply’ meaning ‘a full set of armor’, ‘calendar’ meaning ‘a printed index to a jumbled group of related manuscripts or papers’. —Chapter IX “Intellectual Equipment”, page 306

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I send him an email back informing him that since this is his nineteenth relative in grave danger, he needs to either consult a tantric to remove a curse on his family or to simply stop lying to take extra days off. I shut my computer and hurriedly get ready to reach the office.

SUMMARY A vast array of additional statistical methods exists. In this concluding chapter, we summarized some of these methods (path analysis, survival analysis, and factor analysis) and briefly mentioned other related techniques. This chapter can help managers and analysts become familiar with these additional techniques and increase their access to research literature in which these techniques are used. Managers and analysts who would like more information about these techniques will likely consult other texts or on-line sources. In many instances, managers will need only simple approaches to calculate the means of their variables, produce a few good graphs that tell the story, make simple forecasts, and test for significant differences among a few groups. Why, then, bother with these more advanced techniques? They are part of the analytical world in which managers operate. Through research and consulting, managers cannot help but come in contact with them. It is hoped that this chapter whets the appetite and provides a useful reference for managers and students alike. KEY TERMS   Endogenous variables Exogenous variables Factor analysis Indirect effects Loading Path analysis Recursive models Survival analysis Notes 1. Two types of feedback loops are illustrated as follows: 2. When feedback loops are present, error terms for the different models will be correlated with exogenous variables, violating an error term assumption for such models. Then, alternative estimation methodologies are necessary, such as two-stage least squares and others discussed later in this chapter. 3. Some models may show double-headed arrows among error terms. These show the correlation between error terms, which is of no importance in estimating the beta coefficients. 4. In SPSS, survival analysis is available through the add-on module in SPSS Advanced Models. 5. The functions used to estimate probabilities are rather complex. They are so-called Weibull distributions, which are defined as h(t) = αλ(λt)a–1, where a and 1 are chosen to best fit the data. 6. Hence, the SSL is greater than the squared loadings reported. For example, because the loadings of variables in groups B and C are not shown for factor 1, the SSL of shown loadings is 3.27 rather than the reported 4.084. If one assumes the other loadings are each .25, then the SSL of the not reported loadings is [12*.252 =] .75, bringing the SSL of factor 1 to [3.27 + .75 =] 4.02, which is very close to the 4.084 value reported in the table. 7. Readers who are interested in multinomial logistic regression can consult on-line sources or the SPSS manual, Regression Models 10.0 or higher. The statistics of discriminant analysis are very dissimilar from those of logistic regression, and readers are advised to consult a separate text on that topic. Discriminant analysis is not often used in public

I explored the importance of politics and power for the consultant who becomes a temporary participant in the patterning of relations and discussion in any organisation into which they are invited. I also offered a critique of the idea of a consultant or manager as someone who somehow stands outside this patterning and by being objective can offer some kind of ‘diagnosis’ of what is ‘really going on’. In much contemporary management literature managers are also thought to be ‘system designers’, Senge (1990), which implies not only that an organisation can be thought of as a ‘system’ but that a manager has the ability to be part of and separate from the system which is being designed. There is no indication in such theories how it is possible to reconcile the notion of a free individual choosing what kind of intervention to make at the same time as assuming that there is an equally independent, self-regulating ‘whole’ organisation upon which one is acting. As an alternative I started to argue, drawing particularly on the work of Norbert Elias, that both consultants and managers are forming and being formed by the web of relations into which they are acting, and are constrained in what they are able to understand and do.

There is no simple way to determine when and where to get help. Many factors come into play, including the child’s age, family’s financial status, insurance, knowledge of resources, religious affiliation, availability of services in community, and so on. Parents may seek outside assistance for their adopted child when other factors such as a divorce, job loss, or other stresses compound the family needs. Parents are generally in the best position to determine when to get help, but advice from relatives, family physicians, teachers, and others in a position to know the family should be carefully considered. Services for children with special needs are provided by a variety of professionals. A physician—pediatrician or the family practitioner—is usually the place to begin. Families may be referred to a neurologist for a thorough assessment and diagnosis of neurological functioning (related to cognitive or learning disabilities, seizure disorders or other central nervous system problems). For specific communication difficulties, families may consult with a speech and language therapist, while a physical therapist would develop a treatment plan to enhance motor development. A rehabilitation technologist or an occupational therapist prescribes adaptive aids or activities of daily living. Early childhood educators specializing in working with children with special needs may be called a variety of titles, including Head Start teachers, early childhood special education teacher, or early childhood specialist.

The Warburg family is the most important ally of the Rothschilds, and the history of this family is at least equally interesting. The book The Warburgs shows that the bloodline of this family dates back to the year 1001.[28] Whilst fleeing from the Muslims, they established themselves in Spain. There they were pursued by Fernando of Aragon and Isabella of Castile and moved to Lombardy. According to the annals of the city of Warburg, in 1559, Simon von Cassel was entitled to establish himself in this city in Westphalia, and he changed his surname to Warburg. The city register proves that he was a banker and a trader. The real banking tradition was beginning to take shape when three generations later Jacob Samuel Warburg immigrated to Altona in 1668. His grandson Markus Gumprich Warburg moved to Hamburg in 1774, where his two sons founded the well-known bank Warburg & Co. in 1798. With the passage of time, this bank did business throughout the entire world. By 1814, Warburg & Co had business relations with the Rothschilds in London. According to Joseph Wechsberg in his book The Merchant Bankers, the Warburgs regarded themselves equal to the Rothschild, Oppenheimer and Mendelsohn families.[29] These families regularly met in Paris, London and Berlin. It was an unwritten rule that these families let their descendants marry amongst themselves. The Warburgs married, just like the Rothschilds, within houses (bloodlines). That’s how this family got themselves involved with the prosperous banking family Gunzberg from St. Petersburg, with the Rosenbergs from Kiev, with the Oppenheims and Goldschmidts from Germany, with the Oppenheimers from South Africa and with the Schiffs from the United States.[30] The best-known Warburgs were Max Warburg (1867-1946), Paul Warburg (1868-1932) and Felix Warburg (1871-1937). Max Warburg served his apprenticeship with the Rothschilds in London, where he asserted himself as an expert in the field of international finances. Furthermore, he occupied himself intensively with politics and, since 1903, regularly met with the German minister of finance. Max Warburg advised, at the request of monarch Bernhard von Bülow, the German emperor on financial affairs. Additionally, he was head of the secret service. Five days after the armistice of November 11, 1918 he was delegated by the German government as a peace negotiator at a peace committee in Versailles. Max Warburg was also one of the directors of the Deutsche Reichsbank and had financial importances in the war between Japan and Russia and in the Moroccan crisis of 1911. Felix Warburg was familiarized with the diamond trade by his uncle, the well-known banker Oppenheim. He married Frieda Schiff and settled in New York. By marrying Schiff’s daughter he became partner at Kuhn, Loeb & Co. Paul Warburg became acquainted with the youngest daughter of banker Salomon Loeb, Nina. It didn’t take long before they married. Paul Warburg left Germany and also became a partner with Kuhn, Loeb & Co. in New York. During the First World War he was a member of the Federal Reserve Board, and in that position he had a controlling influence on the development of American financial policies. As a financial expert, he was often consulted by the government. The Warburgs invested millions of dollars in various projects which all served one purpose: one absolute world government. That’s how the war of Japan against Russia (1904-1905) was financed by the Warburgs bank Kuhn, Loeb & Co.[31] The purpose of this war was destroying the csardom. As said before, in testimony before the Senate Foreign Relations Committee, James P. Warburg said: “We shall have a world government, whether or not we like it. The question is only whether world government

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Third, and relatedly, Notes Day was led from within. Many companies hire outside consulting firms to organize their all-staff retreats, and I understand why: Doing them well is a monumental, enormously time-consuming undertaking. But that our own people made Notes Day happen was, I believe, key to its success. Not only did they drive the discussion in meaningful ways, but their involvement also paid its own dividends. Seeing

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The Ultimate Guide to Student Loans by Bruce Mesnekoff With the cost of college rising and governmental/private funding declining, it is no wonder that most Americans are concerned about their ability to finance a post-secondary education. Tuition prices are rising at Community Colleges, State Schools, Private and Technical colleges, leaving most Americans wondering how they are going to afford to pay for their education. This book educates parents, grandparents, young adults and students of all ages how to optimize the educational payment process. The Ultimate Guide To Student Loans is the collaboration of two financial experts who guide you through the confusing maze of investing for education and the student loan world from beginning to end. Jordan Goodman, America’s Money Answers Man, personal finance expert and frequent guest on radio and TV shows, and Bruce Mesnekoff, CEO of The Student Loan Help Center, student loan management and consolidation expert, share their knowledge and simplify the complicated process and maze of government and private rules and regulations about student loans. They also guide you through all of your investment choices to finance college education. This book helps you understand student loans by explaining: ways to invest so that you can avoid taking on student loans in the first place the optimum ways to get the best student loans paying off your loans as quickly as possible The book provides extensive information and resources to help you no matter where you are in the student loan financing process. These resources include contact information and descriptions for: federal regulatory organizations educational associations websites loan repayment programs The book also offers an appendix with abbreviations, acronyms and a glossary of student loan related terms. Also you can consult with The Student Loan Help Center for all kind of your consolidation problems. Use this book to improve your entire educational financing experience!

stakeholders, experts, and other figures related to a specific improvement plan (meetings, public forums) · Consult the relevant organizations to find whether they accept the recommendations

Never Put These Ten Words in Your Pitch Deck Take a close look at your standard pitch deck, the “about us” section on your corporate home page, or your PR material. Highlight every instance of the words “leading,” “unique,” “solution,” or “innovative.” In particular, go find all instances of the phrase “We work to understand our customers’ unique needs and then build custom solutions to meet those needs.” Then hit the delete key. Because every time you use one of those buzzwords, you are telling your customers, “We are exactly the same as everyone else.” Ironically, the more we try to play up our differences, the more things sound the same. Public relations expert Adam Sherk recently analyzed the terms used in company communications, and the results are devastating. Here are the top ten: By definition, there can be only one leader in any industry—and 161,000 companies each think they’re it. More than 75,000 companies think they’re the “best” or the “top”; 30,400 think they’re “unique.” “Solution” also makes an appearance at number seven—so if you think that calling your offering a “solution” differentiates you, think again. If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.” We don’t mean to be unsympathetic here. You’ll find it’s hard to avoid these terms—heck, we call our own consulting arm “SEC Solutions”! In all of our time at the Council, we have never once met a member who doesn’t think her company’s value proposition beats the socks off the competitors’. And it’s understandable. After all, why would we want to work for a company whose product is second-rate—especially when our job is to sell that product? But what the utter sameness of language here tells us is that, ironically, a strategy of more precisely describing our products’ advantages over the competition’s is destined to have the exact opposite effect—we simply end up sounding like everyone else.

George Mumford, a Newton-based mindfulness teacher, one such moment took place in 1993, at the Omega Institute, a holistic learning center in Rhinebeck, New York. The center was hosting a retreat devoted to mindfulness meditation, the clear-your-head habit in which participants sit quietly and focus on their breathing. Leading the session: meditation megastar Jon Kabat-Zinn. Originally trained as a molecular biologist at MIT, Kabat-Zinn had gone on to revolutionize the meditation world in the 1970s by creating a more secularized version of the practice, one focused less on Buddhism and more on stress reduction and other health benefits. After dinner one night, Kabat-Zinn was giving a talk about his work, clicking through a slide show to give the audience something to look at. At one point he displayed a slide of Mumford. Mumford had been a star high school basketball player who’d subsequently hit hard times as a heroin addict, Kabat-Zinn explained. By the early 1980s, however, he’d embraced meditation and gotten sober. Now Mumford taught meditation to prison inmates and other unlikely students. Kabat-Zinn explained how they were able to relate to Mumford because of his tough upbringing, his openness about his addiction — and because, like many inmates, he’s African-American. Kabat-Zinn’s description of Mumford didn’t seem to affect most Omega visitors, but one participant immediately took notice: June Jackson, whose husband had just coached the Chicago Bulls to their third consecutive NBA championship. Phil Jackson had spent years studying Buddhism and Native American spirituality and was a devoted meditator. Yet his efforts to get Michael Jordan, Scottie Pippen, and their teammates to embrace mindfulness was meeting with only limited success. “June took one look at George and said, ‘He could totally connect with Phil’s players,’ ’’ Kabat-Zinn recalls. So he provided an introduction. Soon Mumford was in Chicago, gathering some of the world’s most famous athletes in a darkened room and telling them to focus on their breathing. Mumford spent the next five years working with the Bulls, frequently sitting behind the bench, as they won three more championships. In 1999 Mumford followed Phil Jackson to the Los Angeles Lakers, where he helped turn Kobe Bryant into an outspoken adherent of meditation. Last year, as Jackson began rebuilding the moribund New York Knicks as president, Mumford signed on for a third tour of duty. He won’t speak about the specific work he’s doing in New York, but it surely involves helping a new team adjust to Jackson’s sensibilities, his controversial triangle offense, and the particular stress that comes with compiling the worst record in the NBA. Late one April afternoon just as the NBA playoffs are beginning, Mumford is sitting at a table in O’Hara’s, a Newton pub. Sober for more than 30 years, he sips Perrier. It’s Marathon Monday, and as police begin allowing traffic back onto Commonwealth Avenue, early finishers surround us, un-showered and drinking beer. No one recognizes Mumford, but that’s hardly unusual. While most NBA fans are aware that Jackson is serious about meditation — his nickname is the Zen Master — few outside his locker rooms can name the consultant he employs. And Mumford hasn’t done much to change that. He has no office and does no marketing, and his recently launched website, mindfulathlete.org, is mired deep in search-engine results. Mumford has worked with teams that have won six championships, but, one friend jokes, he remains the world’s most famous completely unknown meditation teacher. That may soon change. This month, Mumford published his first book, The Mindful Athlete, which is part memoir and part instruction guide, and he has agreed to give a series of talks and book signings

One is never ill in general. One is always ill with relation to some bounded activity. It is not cancer that makes me ill. It is because I cannot work, or run, or swallow that I am ill with cancer. The loss of function, the obstruction of an activity, cannot in itself destroy my health. I am too heavy to fly by flapping my arms, but I do not for that reason complain of being sick with weight. However, if I desired to be a fashion model, a dancer, or a jockey, I would consider excessive weight to be a kind of disease and would be likely to consult a doctor, a nutritionist, or another specialist to be cured of it.

MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.

Febrile patients with head trauma, subarachnoid hemorrhage, or stroke should receive antipyretics to prevent temperature-related increases in cerebral oxygen utilization.

On the basis of a recent meta-analysis,25,26 continuous peripheral analgesic techniques provide superior analgesia, reduce opioid consumption, and reduce opioid-related side effects (nausea and vomiting, sedation, pruritus). This technique is not commonly used in the ICU setting, but it opens a wide range of possibilities for the future treatment of acute pain in critically ill

Alan Turing was another cryptanalyst who did not live long enough to receive any public recognition. Instead of being acclaimed a hero, he was persecuted for his homosexuality. In 1952, while reporting a burglary to the police, he naively revealed that he was having a homosexual relationship. The police felt they had no option but to arrest and charge him with “Gross Indecency contrary to Section 11 of the Criminal Law Amendment Act 1885.” The newspapers reported the subsequent trial and conviction, and Turing was publicly humiliated. Turing’s secret had been exposed, and his sexuality was now public knowledge. The British Government withdrew his security clearance. He was forbidden to work on research projects relating to the development of the computer. He was forced to consult a psychiatrist and had to undergo hormone treatment, which made him impotent and obese. Over the next two years he became severely depressed, and on June 7, 1954, he went to his bedroom, carrying with him a jar of cyanide solution and an apple. Twenty years earlier he had chanted the rhyme of the Wicked Witch: “Dip the apple in the brew, Let the sleeping death seep through.” Now he was ready to obey her incantation. He dipped the apple in the cyanide and took several bites. At the age of just forty-two, one of the true geniuses of cryptanalysis committed suicide.

After working as an industrial relations consultant to Rockefeller and other firms, Mackenzie King returned to politics in Canada, where he served as prime minister for twenty-two years, opposed attempts to introduce New Deal–style protections for workers, and became the architect of the country’s welfare state. As workers in industrialised regions fought for a more egalitarian life, the democracy they began to achieve was always liable to slip from providing a means of making effective egalitarian claims to offering a means of regulating populations through the provision of their welfare.

There is often much good in the type of boss, especially common in big cities, who fulfills towards the people of his district in rough and ready fashion the position of friend and protector. He uses his influence to get jobs for young men who need them. He goes into court for a wild young fellow who has gotten into trouble. He helps out with cash or credit the widow who is in straits, or the breadwinner who is crippled or for some other cause temporarily out of work. He organizes clambakes and chowder parties and picnics, and is consulted by the local labor leaders when a cut in wages is threatened. For some of his constituents he does proper favors, and for others wholly improper favors; but he preserves human relations with all. He may be a very bad and very corrupt man, a man whose action in blackmailing and protecting vice is of far-reaching damage to his constituents. But these constituents are for the most part men and women who struggle hard against poverty and with whom the problem of living is very real and very close. They would prefer clean and honest government, if this clean and honest government is accompanied by human sympathy, human understanding. But an appeal made to them for virtue in the abstract, an appeal made by good men who do not really understand their needs, will often pass quite unheeded, if on the other side stands the boss, the friend and benefactor, who may have been guilty of much wrong-doing in things that they are hardly aware concern them, but who appeals to them, not only for the sake of favors to come, but in the name of gratitude and loyalty, and above all of understanding and fellow-feeling.

ABOUT THE AUTHOR Charles Ferguson won an Oscar in 2011 for Inside Job, his documentary on the financial crisis, and was an Oscar nominee for his first documentary, No End In Sight, on the war in Iraq. He is a graduate of the University of California at Berkeley, holds a PhD in Political Science from MIT, and has been a technology policy consultant to the White House and the Office of the US Trade Representative, as well as to leading technology companies including Apple, IBM, and Texas Instruments. He was the co-founder of Vermeer Technologies, which invented the web tool Front Page, later sold to Microsoft. A former visiting scholar at MIT and Berkeley, he has also been a senior fellow at the Brookings Institution in Washington, DC. He has written four books, and is a life member of the Council of Foreign Relations and a director of the French-American Foundation.

Personally, even if with all my knowledge and experience in the finance and investment fields and previous success in investing directly in stocks, I believe in investing in mutual funds. This is because my expertise is providing holistic consulting to NRIs based on local and international rules related to investment and taxation to increase their risk adjusted after-tax return and not that of equity research and stock picking.

Voici les renseignements que je viens de recevoir au sujet de ce que vous m’aviez demandé sur les relations précolombiennes avec l’Amérique : les moines celtiques d’Irlande seraient allés évangéliser le Nord-Ouest du Canada, et de là ils seraient descendus peut-être jusqu’au Pérou, où l’on retrouve trace d’un évangélisateur blanc qu’on a identifié bien à tort avec l’apôtre Saint-Thomas. Quant aux Templiers, c’est au Mexique qu’ils auraient eu des possessions. Tout cela se trouve dans les travaux d’Eugène Beauvois, dont les tirages à part sont à la bibliothèque Nationale où on peut facilement les consulter. D’autre part, j’ai vu qu’il a paru récemment un livre intitulé “Vers les Terres fortunées, 780-1490” par Mornand (Éditions de la Nouvelle France, 1946) qui, d’après le compte rendu qui en était donné, se rapporte également à l’histoire des moines irlandais en Amérique ; la date de 780 serait, si j’ai bien compris, celle de la fondation de leurs premiers établissements qui seraient ainsi antérieurs aux expéditions normandes. Croyez, je vous prie, Monsieur, à mes très distingués sentiments. Correspondance avec Théodore Monod, Le Caire, le 24 août 1947

While their normal working relations are pervaded by an atmosphere of intrigue and competitive resentment, Diana still feels a sense of responsibility towards her husband. When he returned to public duties last year following a lengthy recuperation from his broken arm he intended to make a bizarre “statement” regarding the intense speculation surrounding his injury. He instructed his staff to find a false arm with a hook on the end so that he could appear in public like a real-life Captain Hook. Diana was consulted by senior courtiers worried that he would make a fool of himself. She suggested that a false arm should be obtained but then conveniently mislaid shortly before he was to attend a medical meeting in Harley Street, central London. While Charles was annoyed by the subterfuge, his staff were relieved that his dignity had been preserved thanks to Diana’s timely intervention.

Nous comprenons assez bien, intuitivement tout au moins, que nous nous sommes fourvoyés dans une impasse et que ce ne sont pas seulement les méthodes pédagogiques (la guerre des écoles a un petit côté absurde, dérisoire et ringard) ni l'institution scolaire que nous devons radicalement changer, en tout cas pas frontalement, ni bureaucratiquement, ni par le biais d'une nouvelle et vaine réforme institutionnelle qui serait parachutée, sans l'acquiescement vrai, profond et spontané des acteurs de la relation éducative, ceux-là mêmes que l'on somme d'appliquer les réformes successives sur le terrain sans les avoir préalablement consultés, à moins qu'il ne s'agisse de consultations biaisées et devant ultérieurement servir d'alibi et de justification. C'est nous-mêmes qu'il conviendrait de changer en effet. Changer notre rapport aux autres et à nous-mêmes, changer notre rapport aux institutions, à la société, à l'histoire, notre rapport à la connaissance, aux savoirs et au monde. Nous ne pouvons pas passer tout notre temps à chercher des coupables à l'extérieur de nous-mêmes. Nous ne pouvons pas sans cesse stigmatiser l'attitude, certes inadaptée, déstabilisatrice et parfois condamnable de la hiérarchie (les inspecteurs sont des victimes de cette logique, en même temps qu'ils aident à sa perpétuation) ou dénoncer l'incurie ou l'indifférence, certes bien réelles elles aussi, des hommes politiques et des syndicats enseignants. Un professeur animé par une éthique jungienne de l'action éducative ne se décharge pas en permanence de ses responsabilités qui lui incombe en tant qu'acteur de sa propre vie et de la vie de la communauté à laquelle il appartient peu ou prou) sur les autres, sur la société, sur l'État et sur les institutions (phénomène de projection, de diabolisation, ressentiment et amertume érigés en art de viver). Un enseignant dont l'action s'inspire de l'attitude jungienne cherche à être instituant, c'est-à-dire à modifier un peu et dans la mesure de ses forces et du degré de réceptivité des autres - ses collègues mais aussi ses supérieurs hiérarchiques - les institutions de l'intérieur par son action au jour le jour (une action semée d'embûches), sans toutefois tomber dans l'activisme (pour échapper à son angoisse et se donner bonne conscience) et/ou le volontarisme (attitude faustienne et prométhéenne). (p. 113)

If we were to consult the archaeological and historical records, many would now probably hold that the money-form didn’t arise the way that Marx proposes at all. I am inclined to accept that argument, but then on top of it say the following—and this comes back to Marx’s interest in understanding a capitalist mode of production. Under capitalism, the money-form has to be disciplined to and brought into line with the logical position that Marx describes, such that the money-form reflects the needs of a system of proliferating exchange relations. But by the same token (forgive the pun), it is the proliferation of commodity-exchange relations that disciplines any and all preceding symbolic forms to the money-form required to facilitate commodity-market exchange. The precursors of the money-form, which can indeed be found in the archaeological and historical record of coinage, have to conform to this logic to the degree that they get absorbed within capitalism and perform the function of money. At the same time, it should be clear that the market could not have evolved without that disciplining taking place. Though the historical argument is weak, the logical argument is powerful.

ahead of ICAO audit By Tarun Shukla | 527 words New Delhi: India's civil aviation regulator has decided to restructure its safety board and hire airline safety professionals ahead of an audit by the UN's aviation watchdog ICAO (International Civil Aviation Organization). The Directorate General of Civil Aviation (DGCA) announced its intent, and advertised the positions on its website. ICAO told the Indian regulator recently that it would come down to India to conduct an audit, its third in just over a decade, Mint reported on 12 February. Previous ICAO audits had highlighted the paucity of safety inspectors in DGCA. After its 2006 and 2012 audits, ICAO had placed the country in its list of 13 worst-performing nations. US regulator Federal Aviation Authority followed ICAO's 2012 audit with its own and downgraded India, effectively barring new flights to the US by Indian airlines. FAA is expected to visit India in the summer to review its downgrade. The result of the ICAO and FAA audits will have a bearing on the ability of existing Indian airlines to operate more flights to the US and some international destinations and on new airlines' ability to start flights to these destinations. The regulator plans to hire three directors of safety on short-term contracts to be part of the accident investigation board, according to the information on DGCA's website. This is first time the DGCA is hiring external staff for this board, which is critical to ascertain the reasoning for any crashes, misses or other safety related events in the country. These officers, the DGCA said on its website, must have at least 12 years of experience in aviation, specifically on the technical aspects, and have a degree in aeronautical engineering. DGCA has been asked by international regulators to hire at least 75 flight inspectors. It has only 51. India's private airlines offer better pay and perks to inspectors compared with DGCA. The aviation ministry told DGCA in January to speed up the recruitment and do whatever was necessary to get more inspectors on board, a government official said, speaking on condition of anonymity. DGCA has also announced it will hire flight operations inspectors as consultants on a short-term basis for a period of one year with a fixed remuneration of `1.25 lakh per month. "There will be a review after six months and subsequent continuation will be decided on the basis of outcome of the review," DGCA said in its advertisement. The remuneration of `1.25 lakh is higher than the salary of many existing DGCA officers. In its 2006 audit, ICAO said it found that "a number of final reports of accident and serious incident investigations carried out by the DGCA were not sent to the (member) states concerned or to ICAO when it was applicable". DGCA had also "not established a voluntary incident reporting system to facilitate the collection of safety information that may not otherwise be captured by the state's mandatory incident reporting system". In response, DGCA "submitted a corrective action plan which was never implemented", said Mohan Ranganthan, an aviation safety analyst and former member of government appointed safety council, said of DGCA. He added that the regulator will be caught out this time. Restructuring DGCA is the key to better air safety, said former director general of civil aviation M.R. Sivaraman. Hotel industry growth is expected to strengthen to 9-11% in 2015-16: Icra By P.R. Sanjai | 304 words Mumbai: Rating agency Icra Ltd on Monday said Indian hotel industry revenue growth is expected to strengthen to 9-11% in 2015-16, driven by a modest increase in occupancy and small increase in rates. "Industry wide revenues are expected to grow by 5-8% in 2014-15. Over the next 12 months, Icra expects RevPAR (revenue per available room) to improve by 7-8% driven by up to 5% pickup in occupancies and 2-3% growth in average room rates (ARR)," Icra said. Further, margins are expected to remain largely flat for 2014-15 while

Making the Right Decisions Now if any of you lacks wisdom, he should ask God, who gives to all generously and without criticizing, and it will be given to him. James 1:5 HCSB Some decisions are easy to make because the consequences of those decisions are small. When the person behind the counter asks, “Want fries with that?” the necessary response requires little thought because the aftermath of that decision is relatively unimportant. Some decisions, on the other hand, are big … very big. If you’re facing one of those big decisions, here are some things you can do: 1. Gather as much information as you can: don’t expect to get all the facts—that’s impossible—but get as many facts as you can in a reasonable amount of time. (Proverbs 24:3-4) 2. Don’t be too impulsive: If you have time to make a decision, use that time to make a good decision. (Proverbs 19:2) 3. Rely on the advice of trusted friends and mentors. Proverbs 1:5 makes it clear: “A wise man will hear and increase learning, and a man of understanding will attain wise counsel” (NKJV). 4. Pray for guidance. When you seek it, He will give it. (Luke 11:9) 5. Trust the quiet inner voice of your conscience: Treat your conscience as you would a trusted advisor. (Luke 17:21) 6. When the time for action arrives, act. Procrastination is the enemy of progress; don’t let it defeat you. (James 1:22). People who can never quite seem to make up their minds usually make themselves miserable. So when in doubt, be decisive. It’s the decent way to live. There may be no trumpet sound or loud applause when we make a right decision, just a calm sense of resolution and peace. Gloria Gaither The Reference Point for the Christian is the Bible. All values, judgments, and attitudes must be gauged in relationship to this Reference Point. Ruth Bell Graham The principle of making no decision without prayer keeps me from rushing in and committing myself before I consult God. Elizabeth George If you are struggling to make some difficult decisions right now that aren’t specifically addressed in the Bible, don’t make a choice based on what’s right for someone else. You are the Lord’s and He will make sure you do what’s right. Lisa Whelchel We cannot be led by our emotions and still be led by the Holy Spirit, so we have to make a choice. Joyce Meyer

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when I look back on my first two years at McKinsey, a solid 80 percent of my managers’ feedback related to communication skills. They rarely gave me any feedback on my math skills, quantitative analysis skills, spreadsheets, or models.

Hypothesis: Introducing XYZ product makes sense. Favorable customer factors Favorable competitive environment Favorable company operations factor Favorable aspects related to the product

The final test of a valid issue tree is to ensure that using it will produce relatively conclusive results. What I mean by this is that the following statement should be true about your issue tree structure: If all the branches of the issue tree turn out to be true, I can’t imagine a scenario in which the opposite of my hypothesis would be true.

For example, let’s say that during your analysis you discover something indicating that the client’s key issue is internal, not related to its competitors. Instead of answering all the questions in the competitor section of the framework, revise your hypothesis to say that the client’s key issue is internal, and switch to the company portion of the framework (or in some cases, create a custom issue tree).

Here are the types of questions I consider asking during product analysis: What is the nature of the product? (What are its benefits? Why would someone buy it?) Is it a commodity good or a unique good? (Could the company increase differentiation?) Are there any complementary goods? (Can the company piggyback off growth in complements or near complements?) Are there any substitutes? (Is the company vulnerable to indirect competitors, namely substitutes?) What is the product’s life cycle? (Is it new or almost obsolete?) How is it packaged? (This is an optional question. Is anything bundled or included with the product—for example, just a razor versus a razor with replacement blades, or just a product versus a product with a service contract? Would a change in the product’s packaging make the product more likely to meet specific consumer segments’ needs?) If you selectively ask questions about these product-related topics, you can uncover insights that will help you refine your hypotheses and ultimately serve your client more effectively.

If I do any company analysis at all, I almost always ask two specific questions related to this topic: What does this company do well? What does this company do differently than its competitors?

To look for the flow of the divine in all things is not to disregard the external authorities of religion, nation or culture. But it is always to consult also the compass of the soul and our place of inner knowing. So often we have been given the impression that faith primarily means accepting doctrinal beliefs or precepts that have been dispensed from above. Religious leaders appeal to scripture or the prerogative of tradition, often forgetting that these outward authorities need to be read and appraised through the lens of our inner knowing and the deepest experiences of our lives in relation to the earth and one another.

At the Law Offices of Evan E. Zelig, P.C., we provide aggressive, personalized representation for individuals facing criminal charges. Our Santa Rosa criminal defense lawyer has handled thousands of cases, including those involving DUI, theft, gang-related crimes, drug crimes, violent crimes, and more. We can also walk you through the process if you have a conviction on your record and are interested in expungement. No matter how complex or how tough the fight is, we stand by you every step of the way. Our lawyers meticulously investigate and diligently prepare each case to maximize your chances of a favorable outcome. Results matter to us. Call to schedule your FREE consultation. Contact Us: Address: 703 2nd St #404, Santa Rosa, CA 95404 Call Us: (707) 636-3204 Email: info@eezlaw.com

I’ve had three cases, no, wait a minute, Hernández consulted his ledger, four cases of men having relations with their mothers: you should see how their kids turned out, stunted, bow-legged, with skinny arms, one of them even squired son-brothers with underbites, a bunch of short dark Hapsburgs, illiterate, and toothless by the age of thirteen, that’s what I get in return for giving those little brutes food, work and schooling, the Colonel exclaimed,

IRCC Updates Guidance on Intra-Company Transferees Amid Canadian Immigration Changes: ESSE India Insights On October 3, Immigration, Citizenship, and Refugees Canada (IRCC) introduced updated guidelines concerning Intra-Company Transferees (ICTs) under Canada's International Mobility Program. These updates are especially relevant for foreign nationals looking to transfer within multinational corporations to Canadian branches, as they clarify the criteria for eligibility and the assessment of specialized knowledge. For individuals pursuing, including those engaging in work programs like the Global Talent Stream Canada, these changes have significant implications. These updates align with IRCC’s broader objective to decrease the proportion of temporary residents in Canada over the next three years. This is particularly important for those seeking assistance from Canada immigration consultants, especially those based in India, who are providing services for Canada PR consultancy. Key Changes to the Intra-Company Transferee Program The IRCC has refined the ICT program under section R205(a) of Canadian Interests – Significant Benefit. Transfers must now originate from an established foreign enterprise of a multinational corporation (MNC). The updates also clarify the definition of “specialized knowledge,” which is crucial for foreign workers applying for such roles. Furthermore, all ICT instructions have been consolidated onto a single page, streamlining the process for applicants and immigration consultants alike. These changes don’t just affect ICT applicants but also extend to broader implications for those navigating the Canada PR process, including individuals using Canada immigration consultants in India or from other locations. Those applying through programs such as bcpnp, provincial nomination, or even looking to work and study in Canada for free should take these updates into consideration. Free Trade Agreements and the International Mobility Program The updates also encompass free trade agreements related to ICTs, including the Canada–United States–Mexico Agreement, Canada–Korea Free Trade Agreement, and Canada–European Union: Comprehensive Economic and Trade Agreement. These agreements simplify the Canada PR procedure for skilled workers, often allowing them to bypass the requirement for a Labour Market Impact Assessment (LMIA), which can be time-consuming. This simplification is beneficial for businesses and foreign nationals navigating the Canadian immigration system. For those considering PR in Australia or Germany through the Global Talent Stream Australia or Global Talent Stream Germany, understanding the differences in immigration policies between countries is vital. As Canada refines its ICT program, both Australia PR and Germany PR processes have their own unique requirements, which can be managed with the help of Australia immigration consultants or Germany immigration consultants. Impacts on Temporary Resident Programs and the Canadian Labour Market In conjunction with the ICT updates, Canada's Temporary Foreign Worker Program (TFWP), which involves LMIA-based work permits, is undergoing significant reforms. IRCC’s new measures aim to reduce temporary residents in Canada from 6.5% to 5% of the total population by 2026. These changes will be especially relevant for foreign nationals seeking permanent residency in Canada and for those applying for Canada Visa Consultancy Services, such as spouse visa consultants or tourist visa ETA applications. Long-Term Outlook for Canadian Immigration Looking ahead, IRCC’s reforms signify a strategic shift in Canada’s immigration framework. Key programs such as the Provincial Nominee Program (PNP), study permits, and post-graduation work permits (PGWPs) will be affected by these changes. For immigrants relying on Canada immigration consultants, staying informed about these updates is essential for making well-informed decisions.

One is never ill in general. One is always ill with relation to some bounded activity. It is not cancer that makes me ill. It is because I cannot work, or run, or swallow that I am ill with cancer. The loss of function, the obstruction of an activity, cannot in itself destroy my health. I am too heavy to fly by flapping my arms, but I do not for that reason complain of being sick with weight. However, if I desired to be a fashion model, a dancer, or a jockey, I would consider excessive weight to be a kind of disease and would be likely to consult a doctor, a nutritionist, or another specialist to be cured of it.

In the years following World War II, the Kaizen methodology continued to evolve thanks to the work of both Japanese and American managers—three of which are listed here: The Iowa-born statistician Dr. William Edwards Deming made many consulting trips to Japan during reconstruction efforts and was so influential in turning around Japanese industry that he was awarded the Second Order Medal of the Sacred Treasure by Emperor Hirohito in 1960. (We’ll be referring to Deming’s work many times throughout this book.) The business consultant Masaaki Imai published a management guidebook entitled “Kaizen: The Key to Japan’s Competitive Success.” He also founded the Kaizen Institute Consulting Group (KICG) with the aim of introducing Kaizen techniques to Western companies. Dr. Jeffrey Liker (Professor Emeritus of Industrial and Operations Engineering at the University of Michigan) would bring Kaizen into the mainstream when he published his book of “manufacturing ideals” called “The Toyota Way.” The book showcased many Kaizen-related principles and described the philosophy and values that dictate the modus operandi of the Toyota Motor Corporation.