Crisis Communications Quotes

God told us to love everyone. However, when you don’t like someone then you need to walk away and focus not on him or her, but the hatred you’re harboring. Otherwise, you will allow your piety to take over. Before you know it, you’re using the gospel as a sword to slice other religious people apart, which have offended you. From your point of helplessness, it will be is easy to recruit people that will mistake your kindness as righteousness, when in reality it is a hidden agenda to humiliate through the words of Christ. This game is so often used by women in the Christian faith, that it is the number one reason why many people become inactive. It is a silent, unspoken hypocrisy that is inconsistent with the teachings of the gospel. If you choose not to like someone, then avoid them. If you wish to love them, the only way to overcome your frustrations is through empathy, prayer, forgiveness and allowing yourself time to heal through distance. Try focusing on what you share as sisters in the gospel, rather than the negative aspects you dislike about that person.

If you’re reading this you’re already blessed, not that you’re receiving something special, it’s more that you have the existence of sight aiding you. Take a moment to be thankful for what you’ve received, and I’m not speaking in the materialistic vain, but rather for what we undervalue. Be grateful for your ability to take that first breath every morning, to place both feet on the ground and stand, be thankful… Be thankful for the people in your life right this very moment, and those that communicate with you via the internet. Be thankful for the time already spent on this planet, and for what’s to come. I’d like you to stop whatever it is you’re doing this very second, and take a moment for self reflection. That unexpected jolt of reality that life hit’s us with during a crisis or when accolades are given is powerful. None of that is happening right now, so this is the time to show gratitude, and share a moment with no one else but you. Just take a moment and be thankful. What am I most thankful for?... I’m most thankful for doing the best I can with what I’ve got, because I’m cradled in blessings.

But Christian illiteracy is only the first part of the crisis. Even more seriously, even for those who think they speak “Christian” fluently, the faith itself is often misunderstood and distorted by many to whom it is seemingly very familiar. They think they are speaking the language as it has always been understood, but what they mean by the words and concepts is so different from what these things have meant historically, that they would have trouble communicating with the very authors of the past they honor.

For individuals and organizations alike, a reputation is far easier to destroy than it is to build.

Reputation is an outcome; but it is also a valuable, strategic asset.

In our parents’ day the nightly news communicated the catastrophe. Now it is a matter of minutes. We’ve barely processed one crisis, and then we hear of another.

The first principle of crisis communications is that if you have bad news to divulge, you do it quickly and completely. HubSpot

One explanation that Putnam and many others have suggested for social capital’s decline in the U.S. is the rise in non-face-to-face communication at the expense of direct communication

Crisis management involves anticipating potential crises, developing response plans, and establishing clear communication channels to effectively address stakeholder concerns and mitigate reputational damage.

Don’t strive to be a well-rounded leader. Instead, discover your zone and stay there. Then delegate everything else. Admitting a weakness is a sign of strength. Acknowledging weakness doesn’t make a leader less effective. Everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity. Leadership is not always about getting things done “right.” Leadership is about getting things done through other people. The people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault. As a leader, gifted by God to do a few things well, it is not right for you to attempt to do everything. Upgrade your performance by playing to your strengths and delegating your weaknesses. There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. Devoting a little of yourself to everything means committing a great deal of yourself to nothing. My competence in these areas defines my success as a pastor. A sixty-hour workweek will not compensate for a poorly delivered sermon. People don’t show up on Sunday morning because I am a good pastor (leader, shepherd, counselor). In my world, it is my communication skills that make the difference. So that is where I focus my time. To develop a competent team, help the leaders in your organization discover their leadership competencies and delegate accordingly. Once you step outside your zone, don’t attempt to lead. Follow. The less you do, the more you will accomplish. Only those leaders who act boldly in times of crisis and change are willingly followed. Accepting the status quo is the equivalent of accepting a death sentence. Where there’s no progress, there’s no growth. If there’s no growth, there’s no life. Environments void of change are eventually void of life. So leaders find themselves in the precarious and often career-jeopardizing position of being the one to draw attention to the need for change. Consequently, courage is a nonnegotiable quality for the next generation leader. The leader is the one who has the courage to act on what he sees. A leader is someone who has the courage to say publicly what everybody else is whispering privately. It is not his insight that sets the leader apart from the crowd. It is his courage to act on what he sees, to speak up when everyone else is silent. Next generation leaders are those who would rather challenge what needs to change and pay the price than remain silent and die on the inside. The first person to step out in a new direction is viewed as the leader. And being the first to step out requires courage. In this way, courage establishes leadership. Leadership requires the courage to walk in the dark. The darkness is the uncertainty that always accompanies change. The mystery of whether or not a new enterprise will pan out. The reservation everyone initially feels when a new idea is introduced. The risk of being wrong. Many who lack the courage to forge ahead alone yearn for someone to take the first step, to go first, to show the way. It could be argued that the dark provides the optimal context for leadership. After all, if the pathway to the future were well lit, it would be crowded. Fear has kept many would-be leaders on the sidelines, while good opportunities paraded by. They didn’t lack insight. They lacked courage. Leaders are not always the first to see the need for change, but they are the first to act. Leadership is about moving boldly into the future in spite of uncertainty and risk. You can’t lead without taking risk. You won’t take risk without courage. Courage is essential to leadership.

Their intuitive capacity to communicate often transcended the limits of conventional oral discourse. They always understood each other.

The SET-UP system evolved as a structured framework of communication with the borderline in crisis. During such times, communication with the borderline is hindered by his impenetrable, chaotic internal force field, characterized by three major feeling states: terrifying aloneness, feeling misunderstood, and overwhelming helplessness. As a result, concerned individuals are often unable to reason calmly with the borderline and instead are forced to confront outbursts of rage, impulsive destructiveness, self-harming threats or gestures, and unreasonable demands for caretaking. SET-UP responses can serve to address the underlying fears, dilute the borderline conflagration, and prevent a “meltdown” into greater conflict.

companies do their most impactful creative work in a crisis, because the disciplinary boundaries fly out the window. “Communication really happens in the carpool,” he once said. He made sure that “dabble time” was a cultural staple.

Modern life has fewer circumstances where panic is a bonus. Most of our perceived dangers (cancer, the ecological crisis du jour, international bad guy of the month) give us more than enough time to gather information and make conscious choices. But the Monkey sometimes finds panic far more satisfying.

Usually scripts are beneficial, or at least harmless. The constant daily drone of small talk, the ritual greetings, even venting anger or complaining about politics or foreign affairs that we have no direct knowledge of, are all comforting. It’s the soothing background noise of a group without a pending crisis.

The current coronavirus crisis continues to have a significant impact on the economy, employment, and people’s lives in general. And, as many meetings are now conducted on Zoom, Skype, or some other cloud-based video conferencing service, it is even having a psychological impact for those fortunate enough to be employed.

In this sense, the crisis of the Union was a crisis of communication. Northerners were waging war against the South with dangerous words; Southerners were trying to stifle those words with force, and the cross-fire was cutting off conversation, particularly in Congress, an institution grounded on open debate and free speech.

—so much more opportunity now." Her voice trails off. "Hurrah for women's lib, eh?" "The lib?" Impatiently she leans forward and tugs the serape straight. "Oh, that's doomed." The apocalyptic word jars my attention. "What do you mean, doomed?" She glances at me as if I weren't hanging straight either and says vaguely, "Oh …" "Come on, why doomed? Didn't they get that equal rights bill?" Long hesitation. When she speaks again her voice is different. "Women have no rights, Don, except what men allow us. Men are more aggressive and powerful, and they run the world. When the next real crisis upsets them, our so-called rights will vanish like—like that smoke. We'll be back where we always were: property. And whatever has gone wrong will be blamed on our freedom, like the fall of Rome was. You'll see." Now all this is delivered in a gray tone of total conviction. The last time I heard that tone, the speaker was explaining why he had to keep his file drawers full of dead pigeons. "Oh, come on. You and your friends are the backbone of the system; if you quit, the country would come to a screeching halt before lunch." No answering smile. "That's fantasy." Her voice is still quiet. "Women don't work that way. We're a—a toothless world." She looks around as if she wanted to stop talking. "What women do is survive. We live by ones and twos in the chinks of your world-machine." "Sounds like a guerrilla operation." I'm not really joking, here in the 'gator den. In fact, I'm wondering if I spent too much thought on mahogany logs. "Guerrillas have something to hope for." Suddenly she switches on a jolly smile. "Think of us as opossums, Don. Did you know there are opossums living all over? Even in New York City." I smile back with my neck prickling. I thought I was the paranoid one. "Men and women aren't different species, Ruth. Women do everything men do." "Do they?" Our eyes meet, but she seems to be seeing ghosts between us in the rain. She mutters something that could be "My Lai" and looks away. "All the endless wars …" Her voice is a whisper. "All the huge authoritarian organizations for doing unreal things. Men live to struggle against each other; we're just part of the battlefield. It'll never change unless you change the whole world. I dream sometimes of—of going away—" She checks and abruptly changes voice. "Forgive me, Don, it's so stupid saying all this." "Men hate wars too, Ruth," I say as gently as I can. "I know." She shrugs and climbs to her feet. "But that's your problem, isn't it?" End of communication. Mrs. Ruth Parsons isn't even living in the same world with me.

In India today, a shadow world is creeping up on us in broad daylight. It is becoming more and more difficult to communicate the scale of the crisis even to ourselves-its size and changing shape, its depth and diversity. An accurate description runs the risk of sounding like hyperbole. And so, for the sake of credibility and good manners, we groom the creature that has sunk its teeth into us-we comb out its hair and wipe its dripping jaw to make it more personable in polite company. India isn't by any means the worst, or most dangerous, place in the world, at least not yet, but perhaps the divergence between what it could have been and what it has become makes it the most tragic.

There are very few moments in our lives where we have the privilege to witness history taking place. This is one of those moments. This is one of those times … This is the power of human dignity, and it could never be denied. Egyptians have inspired us, and they’ve done so by putting the lie to the idea that justice is best gained through violence. (White House, 2011)

What we feel and how we feel is far more important than what we think and how we think. Feeling is the stuff of which our consciousness is made, the atmosphere in which all our thinking and all our conduct is bathed. All the motives which govern and drive our lives are emotional. Love and hate, anger and fear, curiosity and joy are the springs of all that is most noble and most detestable in the history of men and nations. The opening sentence of a sermon is an opportunity. A good introduction arrests me. It handcuffs me and drags me before the sermon, where I stand and hear a Word that makes me both tremble and rejoice. The best sermon introductions also engage the listener immediately. It’s a rare sermon, however, that suffers because of a good introduction. Mysteries beg for answers. People’s natural curiosity will entice them to stay tuned until the puzzle is solved. Any sentence that points out incongruity, contradiction, paradox, or irony will do. Talk about what people care about. Begin writing an introduction by asking, “Will my listeners care about this?” (Not, “Why should they care about this?”) Stepping into the pulpit calmly and scanning the congregation to the count of five can have a remarkable effect on preacher and congregation alike. It is as if you are saying, “I’m about to preach the Word of God. I want all of you settled. I’m not going to begin, in fact, until I have your complete attention.” No sermon is ready for preaching, not ready for writing out, until we can express its theme in a short, pregnant sentence as clear as crystal. The getting of that sentence is the hardest, most exacting, and most fruitful labor of study. We tend to use generalities for compelling reasons. Specifics often take research and extra thought, precious commodities to a pastor. Generalities are safe. We can’t help but use generalities when we can’t remember details of a story or when we want anonymity for someone. Still, the more specific their language, the better speakers communicate. I used to balk at spending a large amount of time on a story, because I wanted to get to the point. Now I realize the story gets the point across better than my declarative statements. Omit needless words. Vigorous writing is concise. A sentence should contain no unnecessary words, a paragraph no unnecessary sentences, for the same reason that a drawing should have no unnecessary lines and a machine no unnecessary parts. This requires not that the writer make all his sentences short, or that he avoid all detail and treat his subjects only in outline, but that every word tell. Limits—that is, form—challenge the mind, forcing creativity. Needless words weaken our offense. Listening to some speakers, you have to sift hundreds of gallons of water to get one speck of gold. If the sermon is so complicated that it needs a summary, its problems run deeper than the conclusion. The last sentence of a sermon already has authority; when the last sentence is Scripture, this is even more true. No matter what our tone or approach, we are wise to craft the conclusion carefully. In fact, given the crisis and opportunity that the conclusion presents—remember, it will likely be people’s lasting memory of the message—it’s probably a good practice to write out the conclusion, regardless of how much of the rest of the sermon is written. It is you who preaches Christ. And you will preach Christ a little differently than any other preacher. Not to do so is to deny your God-given uniqueness. Aim for clarity first. Beauty and eloquence should be added to make things even more clear, not more impressive. I’ll have not praise nor time for those who suppose that writing comes by some divine gift, some madness, some overflow of feeling. I’m especially grim on Christians who enter the field blithely unprepared and literarily innocent of any hard work—as though the substance of their message forgives the failure of its form.

There’s nothing like the first time ten thousand honeybees surround you. Not that a second time is any more charming, but it’s the sheer terror that grips one’s heart when such an encounter takes place for the first time. Words do not do justice to the experience as you can never convey to someone how nerve-racking it is to stand next to ten thousand honeybees looking to sting you. Yet, despite the sheer terror you experience, your heart threatening to jump out of your chest, you feel compelled to take a closer look;

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

The organic and inorganic structures supporting human life are changing. Breathtaking technological developments, coupled with rapid advances in medicine, supported a dramatic explosion in the human population worldwide. Increases in human population placed pressure upon the habitat. Lack of foresight and commercial ogres fused to a consumptive consumer mentality fostered a radical reduction in habitat for other creatures and spawned a predictable environmental crisis. Commercial enterprises nimbly renamed the “environmental crisis” the “energy crisis,” effectively downplaying the dramatic cost inflicted upon the ecosystem in the name of preserving cheap energy sources for Americans. We live on the brink of impending disaster. Nonetheless, we must carry on. It is humankind’s greatest challenge to place our self-gratification in check in order to ensure that our species and other creatures survive the violent onslaught raging against the ecosystem. Despite the rapid expansion of new technology, which alters how human beings live and communicate with each other, the fundamental challenge of humanity remains consistent. Every generation must address how to live a purposeful life, one filled with joy and contentment.

It frequently happens that in proportion as we are taught to dislike persons and countries, not knowing why, we feel an ardor of esteem upon the removal of the mistake: it seems as if something was to be made amends for, and we eagerly give in to every office of friendship, to atone for the injury of the error. But, perhaps, there is something in the extent of countries, which, among the generality of people, insensibly communicates extension of the mind. The soul of an islander, in its native state, seems bounded by the foggy confines of the water's edge, and all beyond affords to him matters only for profit or curiosity, not for friendship. His island is to him his world, and fixed to that, his everything centers in it; while those who are inhabitants of a continent, by casting their eye over a larger field, take in likewise a larger intellectual circuit, and thus approaching nearer to an acquaintance with the universe, their atmosphere of thought is extended, and their liberality fills a wider space. In short, our minds seem to be measured by countries when we are men, as they are by places when we are children, and until something happens to disentangle us from the prejudice, we serve under it without perceiving it.

Why are women so ungenerous to other women? Is it because we have been tokens for so long? Or is there a deeper animosity we owe it to ourselves to explore? A publisher...couldn't understand why women were so loath to help each other.... The notion flitted through my mind that somehow, by helping..., I might be hurting my own chances for something or other -- what I did not know. If there was room for only one woman poet, another space would be filled.... If I still feel I am in competition with other women, how do less well-known women feel? Terrible, I have to assume. I have had to train myself to pay as much attention to women at parties as to men.... I have had to force myself not to be dismissive of other women's creativity. We have been semi-slaves for so long (as Doris Lessing says) that we must cultivate freedom within ourselves. It doesn't come naturally. Not yet. In her writing about the drama of childhood developments, Alice Miller has created, among other things, a theory of freedom. in order to embrace freedom, a child must be sufficiently nurtured, sufficiently loved. Security and abundance are the grounds for freedom. She shows how abusive child-rearing is communicated from one generation to the next and how fascism profits from generations of abused children. Women have been abused for centuries, so it should surprise no one that we are so good at abusing each other. Until we learn how to stop doing that, we cannot make our revolution stick. Many women are damaged in childhood -- unprotected, unrespected, and treated with dishonesty. Is it any wonder that we build up vast defences against other women since the perpetrators of childhood abuse have so often been women? Is it any wonder that we return intimidation with intimidation, or that we reserve our greatest fury for others who remind us of our own weaknesses -- namely other women? Men, on the other hand, however intellectually condescending, clubbish, loutishly lewd, are rarely as calculatingly cruel as women. They tend, rather, to advance us when we are young and cute (and look like darling daughters) and ignore us when we are older and more sure of our opinions (and look like scary mothers), but they don't really know what they're doing. They are too busy bonding with other men, and creating male pecking orders, to pay attention to us. If we were skilled at compromise and alliance-building, we could transform society. The trouble is: we are not yet good at this. We are still quarrelling among ourselves. This is the crisis feminism faces today.

■​Let what you know—your known knowns—guide you but not blind you. Every case is new, so remain flexible and adaptable. Remember the Griffin bank crisis: no hostage-taker had killed a hostage on deadline, until he did. ■​Black Swans are leverage multipliers. Remember the three types of leverage: positive (the ability to give someone what they want); negative (the ability to hurt someone); and normative (using your counterpart’s norms to bring them around). ■​Work to understand the other side’s “religion.” Digging into worldviews inherently implies moving beyond the negotiating table and into the life, emotional and otherwise, of your counterpart. That’s where Black Swans live. ■​Review everything you hear from your counterpart. You will not hear everything the first time, so double-check. Compare notes with team members. Use backup listeners whose job is to listen between the lines. They will hear things you miss. ■​Exploit the similarity principle. People are more apt to concede to someone they share a cultural similarity with, so dig for what makes them tick and show that you share common ground. ■​When someone seems irrational or crazy, they most likely aren’t. Faced with this situation, search for constraints, hidden desires, and bad information. ■​Get face time with your counterpart. Ten minutes of face time often reveals more than days of research. Pay special attention to your counterpart’s verbal and nonverbal communication at unguarded moments—at the beginning and the end of the session or when someone says something out of line.

False accusations of harm are used to avoid acknowledgment of complicity in creating conflict and instead escalate normative conflict to the level of crisis. This choice to punish rather than resolve is a product of distorted thinking, and relies on reinforcement of negative group relationships, when instead these ideolo- gies should be actively challenged. Through this over-statement of harm, false accusations are used to justify cruelty, while shunning keeps information from entering into the process. Resistance to shunning, exclusion, and unilateral control, while necessary, are mischaracterized as harm and used to re-justify more escalation towards bullying, state intervention, and violence. Emphasizing communication and repair, instead of shunning and separation, is the key to transforming these paradigms.

Ce qui est tout à fait extraordinaire, c’est la rapidité avec laquelle la civilisation du Moyen-Âge tomba dans le plus complet oubli ; les hommes du XVIIe siècle n’en avaient plus la moindre notion, et les monuments qui en subsistaient ne représentaient plus rien à leurs yeux, ni dans l’ordre intellectuel, ni même dans l’ordre esthétique ; on peut juger par là combien la mentalité avait été changée dans l’intervalle. Nous n’entreprendrons pas de rechercher ici les facteurs, certainement fort complexes, qui concoururent à ce changement, si radical qu’il semble difficile d’admettre qu’il ait pu s’opérer spontanément et sans l’intervention d’une volonté directrice dont la nature exacte demeure forcément assez énigmatique ; il y a, à cet égard, des circonstances bien étranges, comme la vulgarisation, à un moment déterminé, et en les présentant comme des découvertes nouvelles, de choses qui étaient connues en réalité depuis fort longtemps, mais dont la connaissance, en raison de certains inconvénients qui risquaient d’en dépasser les avantages, n’avait pas été répandue jusque là dans le domaine public (1). Il est bien invraisemblable aussi que la légende qui fit du moyen âge une époque de « ténèbres », d’ignorance et de barbarie, ait pris naissance et se soit accréditée d’elle-même, et que la véritable falsification de l’histoire à laquelle les modernes se sont livrés ait été entreprise sans aucune idée préconçue ; mais nous n’irons pas plus avant dans l’examen de cette question, car, de quelque façon que ce travail se soit accompli, c’est, pour le moment, la constatation du résultat qui, en somme, nous importe le plus. (1) Nous ne citerons que deux exemples, parmi les faits de ce genre qui devaient avoir les plus graves conséquences : la prétendue invention de l’imprimerie, que les Chinois connaissaient antérieurement à l’ère chrétienne et la découverte « officielle » de l’Amérique, avec laquelle des communications beaucoup plus suivies qu’on ne le pense avaient existé durant tout le moyen âge.

Today’s crisis of freedom stems from the fact that the operative technology of power does not negate or repress freedom so much as exploit it. Free choice {Wahl) is eliminated to make way for a free selection (Auswahl) from among the items on offer. Smart power with a liberal, friendly appearance - power that stimulates and seduces - is more compelling than power that imposes, threatens and decrees. Its signal and seal is the Like button. Now, people subjugate themselves to domination by consuming and communicating - and they click Like all the while. Neoliberalism is the capitalism of ‘Like.’ It is fundamentally different from nineteenth-century capitalism, which operated by means of disciplinary constraints and prohibitions. Smart power reads and appraises our conscious and unconscious thoughts. It places its stock in voluntary self organization and self-optimization. As such, it has no need to overcome resistance. Mastery of this sort requires no great expenditure of energy or violence. It simply happens. The capitalism of Like should come with a warning label: Protect me from what I want.

Did you ever consider how ridiculous it would be to try to cram on a farm—to forget to plant in the spring, play all summer and then cram in the fall to bring in the harvest? The farm is a natural system. The price must be paid and the process followed. You always reap what you sow; there is no shortcut. This principle is also true, ultimately, in human behavior, in human relationships. They, too, are natural systems based on the law of the harvest. In the short run, in an artificial social system such as school, you may be able to get by if you learn how to manipulate the man-made rules, to “play the game.” In most one-shot or short-lived human interactions, you can use the Personality Ethic to get by and to make favorable impressions through charm and skill and pretending to be interested in other people’s hobbies. You can pick up quick, easy techniques that may work in short-term situations. But secondary traits alone have no permanent worth in long-term relationships. Eventually, if there isn’t deep integrity and fundamental character strength, the challenges of life will cause true motives to surface and human relationship failure will replace short-term success. Many people with secondary greatness—that is, social recognition for their talents—lack primary greatness or goodness in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently. As Emerson once put it, “What you are shouts so loudly in my ears I cannot hear what you say.” There are, of course, situations where people have character strength but they lack communication skills, and that undoubtedly affects the quality of relationships as well. But the effects are still secondary. In the last analysis, what we are communicates far more eloquently than anything we say or do. We all know it. There are people we trust absolutely because we know their character. Whether they’re eloquent or not, whether they have the human relations techniques or not, we trust them, and we work successfully with them. In the words of William George Jordan, “Into the hands of every individual is given a marvelous power for good or evil—the silent, unconscious, unseen influence of his life. This is simply the constant radiation of what man really is, not what he pretends to be.

You’re probably wondering what happened before you got here. An awful lot of stuff, actually. Once we evolved into humans, things got pretty interesting. We figured out how to grow food and domesticate animals so we didn’t have to spend all of our time hunting. Our tribes got much bigger, and we spread across the entire planet like an unstoppable virus. Then, after fighting a bunch of wars with each other over land, resources, and our made-up gods, we eventually got all of our tribes organized into a ‘global civilization.’ But, honestly, it wasn’t all that organized, or civilized, and we continued to fight a lot of wars with each other. But we also figured out how to do science, which helped us develop technology. For a bunch of hairless apes, we’ve actually managed to invent some pretty incredible things. Computers. Medicine. Lasers. Microwave ovens. Artificial hearts. Atomic bombs. We even sent a few guys to the moon and brought them back. We also created a global communications network that lets us all talk to each other, all around the world, all the time. Pretty impressive, right? “But that’s where the bad news comes in. Our global civilization came at a huge cost. We needed a whole bunch of energy to build it, and we got that energy by burning fossil fuels, which came from dead plants and animals buried deep in the ground. We used up most of this fuel before you got here, and now it’s pretty much all gone. This means that we no longer have enough energy to keep our civilization running like it was before. So we’ve had to cut back. Big-time. We call this the Global Energy Crisis, and it’s been going on for a while now. “Also, it turns out that burning all of those fossil fuels had some nasty side effects, like raising the temperature of our planet and screwing up the environment. So now the polar ice caps are melting, sea levels are rising, and the weather is all messed up. Plants and animals are dying off in record numbers, and lots of people are starving and homeless. And we’re still fighting wars with each other, mostly over the few resources we have left. “Basically, kid, what this all means is that life is a lot tougher than it used to be, in the Good Old Days, back before you were born. Things used to be awesome, but now they’re kinda terrifying. To be honest, the future doesn’t look too bright. You were born at a pretty crappy time in history. And it looks like things are only gonna get worse from here on out. Human civilization is in ‘decline.’ Some people even say it’s ‘collapsing.’ “You’re probably wondering what’s going to happen to you. That’s easy. The same thing is going to happen to you that has happened to every other human being who has ever lived. You’re going to die. We all die. That’s just how it is.

Ultimately then, as one gets ready for kundalini awakening, the goal is to help those chakras clear, open, and align. Kundalini will respond with the greatest ease of motion accomplished and will demonstrate how well it knows what to do. As you begin to work through these chakras blockages or energetic reversals, you may find that those struggles look something like this. Blockages for the root chakra may look like low energy, general fear, persistent exhaustion, identity crisis, feeling isolated from the environment, eating disorders, general lack or erratic appetite, blatant materialism, difficulty saving money, or overall constant health problems. For the sacral chakra, blockages or reversals may look like lack of creativity, lack of inspiration, low or no motivation, low or no sexual appetite, feelings of insignificance, feelings of being unloved, feelings of being unaccepted, feelings of being outcasted, inability to care for oneself or persistent and recurrent problems of relationship with one's intimate partners. Blockages may look like identity crises or deficits for the solar plexus chakra, low self-esteem, low or no self-esteem, digestive problems, food intolerance, poor motivation, persistent weakness, constant nausea, anxiety disorders, liver disorder or disease, repeated illnesses, loss of core strength, lack of overall energy, recurrent depression with little relief, feelings of betrayal, For the chakra of the heart, reversals and blockages may seem like the inability to love oneself or others, the inability to put others first, the inability to put oneself first, the inability to overcome a problem ex, constant grudges, confidence issues, social anxiety or intense shyness, the failure to express emotions in a healthy way, problems of commitment, constant procrastination, intense anxiety For the throat chakra, blockages might seem like oversharing, inability to speak truthfully, failure to communicate with others, severe laryngitis, sore throats, respiratory or airway constraints, asthma, anemia, excessive exhaustion, inability to find the right words, paralyzing fear of confusion, nervousness in public situations, sometimes extreme dizziness, physical submissiveness, verba. For the third eye chakra, blockages or reversals might seem like a lack of direction in life, increasingly intense feelings of boredom or stagnation, migraines, insomnia, eye or vision problems, depression, high blood pressure, inability to remember one's dreams, constant and jarring flashbacks, closed-mindedness, fear, history of mental disorders, and history of addiction. For the crown chakra, blockages may look like feelings of envy, extreme sadness, need for superiority over others, self-destructive behaviors, history of addiction, generally harmful habits, dissociations from the physical plane, inability to make even the easiest decisions, persistent exhaustion, terrible migraines, hair loss, anemia, cerebral confusion, poor mental control, lack of intellect.

Now, with all seven of these chakras revolving in the right direction with no blockages whatsoever, your kundalini would not be able to help itself from rising into that state of bliss, which it perceives above. Ultimately then, as one gets ready for kundalini awakening, the goal is to help those chakras clear, open, and align. Kundalini will respond with the greatest ease of motion accomplished and will demonstrate how well it knows what to do. As you begin to work through these chakras blockages or energetic reversals, you may find that those struggles look something like this. Blockages for the root chakra may look like low energy, general fear, persistent exhaustion, identity crisis, feeling isolated from the environment, eating disorders, general lack or erratic appetite, blatant materialism, difficulty saving money, or overall constant health problems. For the sacral chakra, blockages or reversals may look like lack of creativity, lack of inspiration, low or no motivation, low or no sexual appetite, feelings of insignificance, feelings of being unloved, feelings of being unaccepted, feelings of being outcasted, inability to care for oneself or persistent and recurrent problems of relationship with one's intimate partners. Blockages may look like identity crises or deficits for the solar plexus chakra, low self-esteem, low or no self-esteem, digestive problems, food intolerance, poor motivation, persistent weakness, constant nausea, anxiety disorders, liver disorder or disease, repeated illnesses, loss of core strength, lack of overall energy, recurrent depression with little relief, feelings of betrayal, For the chakra of the heart, reversals and blockages may seem like the inability to love oneself or others, the inability to put others first, the inability to put oneself first, the inability to overcome a problem ex, constant grudges, confidence issues, social anxiety or intense shyness, the failure to express emotions in a healthy way, problems of commitment, constant procrastination, intense anxiety For the throat chakra, blockages might seem like oversharing, inability to speak truthfully, failure to communicate with others, severe laryngitis, sore throats, respiratory or airway constraints, asthma, anemia, excessive exhaustion, inability to find the right words, paralyzing fear of confusion, nervousness in public situations, sometimes extreme dizziness, physical submissiveness, verba. For the third eye chakra, blockages or reversals might seem like a lack of direction in life, increasingly intense feelings of boredom or stagnation, migraines, insomnia, eye or vision problems, depression, high blood pressure, inability to remember one's dreams, constant and jarring flashbacks, closed-mindedness, fear, history of mental disorders, and history of addiction. For the crown chakra, blockages may look like feelings of envy, extreme sadness, need for superiority over others, self-destructive behaviors, history of addiction, generally harmful habits, dissociations from the physical plane, inability to make even the easiest decisions, persistent exhaustion, terrible migraines, hair loss, anemia, cerebral confusion, poor mental control, lack of intellect.

Christianity is facing something of an identity crisis. Who are we to be to the twenty-first-century world? How should the church position itself in the postmodern culture? Through what cultural languages will the gospel be best communicated in this turbulent time?

In our twenty-first-century American culture, firsthand communication will carry the most weight. People are no longer interested in an abstract and indistinct picture of Jesus. They desire immediacy. In a culture that no longer trusts authority, people desire firsthand personal experience. They need to hear for themselves his words and see for themselves his actions.

became a useful thing for him to do. Helping others is certainly admirable, but you can also take on too many problems, internalize them, and become depressed yourself. In relationships, the conflict avoider is at a high risk of becoming involved with a needy person. He thinks that because he is needed he is important to the other person. He is also at a high risk of being used. He fears rejection and will do anything to keep conflict out of his relationships. He pretends there are no problems and believes it is his responsibility to take care of them when they do occur. The greatest problem for this silent son is his own internal conflict. He is not about to acknowledge it and consistently tells himself he is not angry. Nothing is resolved. He tries to pretend his conflict does not exist by preoccupying himself with everyone else’s problems, but it doesn’t work. In the end, the conflict avoider is avoiding himself. His own problems are his greatest fear. The positive and negative personality characteristics of the silent son conflict avoider are: Positive He is willing to help others. He is good in a crisis. He is a good negotiator. He is a problem solver. He is persistent. He is sensitive to others. He thinks of alternatives. He is a good communicator. Negative He has an unrealistic view of arguments. He is constantly placating others. He feels powerless. He suffers from depression. He is in denial. He takes on too many problems. He is seldom happy. He is easily intimidated. He lacks the ability to receive support from others. He is used in relationships. Transitions Needed Recognize and focus on your own problems. Quit taking on the problems of others. Learn to accept positive attention. Learn the difference between helping someone and feeling responsible for their problems and solutions. Be willing to receive help from others.

Ken Schles: Modern humans think and operate under the percept that knowledge comes from within us, but I see us in a transitional phase where cybernetic knowledge is destroying the boundaries of where memory and knowledge is situated. It’s a crisis in the making. But perhaps there’s always been confusion. Culture, a creation of Mnemosyne, is nor something that can be possessed internally. It can only be experienced outwardly, collectively, in communication with, in participation with. Perhaps, that’s why collectors put such a high price on art: so they can privately imprison an expression of gods.

Many people with secondary greatness—that is, social recognition for their talents—lack primary greatness or goodness in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently. As Emerson once put it, “What you are shouts so loudly in my ears I cannot hear what you say.

. Unable to find a master list of what military assets they could use, NORAD personnel opened phone lists and began to call Air Force and Air National Guard bases across the United States one by one, asking if they had any planes they could get airborne. “There were Guard units I’d never heard of calling asking how they could help. And we said, ‘Yes, take off,’ ” recalls one NEADS technician. By the day’s end, nearly 400 fighters, tankers, and airborne command posts would be keeping watch from the sky, flying out of sixty-nine different sites around the country. Not even the height of the Cuban Missile Crisis had seen such a huge, rapid military buildup. VII. Even inside the agency, communication

Transparency. Accountability. Communication. They become more important in times of crisis, not less.

Sullenberger later wrote about [air traffic controller] Harten, "his words let me know that he understood that these hard choices were mine to make, and it wasn't going to help if he tried to dictate a plan to me.

The uniting philosophy in these cases isn’t religious, but patriarchal. Just as McVeigh envisioned a federal government emasculating the sovereignty of men, school shooter Dimitrios Pagourtzis saw his advances being rejected by a female classmate as a nullification of his masculine sovereignty, leading him to kill ten in the Friday, May 18, 2018, high school shooting in Santa Fe, Texas. Again, as men are taught that emotions are for women and the only acceptable means of communication is anger, their aggrieved entitlement is routinely finding an outlet in senseless violence.

The shift Even the most focused entrepreneurs who are pursuing a particular vision must constantly shift and adjust to changes in technology, the market, or the world in general. Pivoting in this way doesn’t mean giving up on the vision; in fact, they’re often more successful at pivoting because they’re guided by a vision. The switch Pivots often occur within an existing business: for example, when the company switches from one strategy to a different one. It’s important to get early feedback on changes like this—or at least communicate those changes to as many of your stakeholders as you can before you flip the switch. The swerve Some pivots are reactions to an unexpected development: a new problem or opportunity that suddenly manifests itself. It might be blocking the path forward, requiring a deft sideways maneuver to avoid a crash, or it could be something compelling that has cropped up on the side of the road. You may find it’s worth swerving to investigate and perhaps pursue this new possibility. The reboot A pivot can sometimes—not often, but sometimes—be a complete departure from the original mission of the company. A total reboot like that can work, but it rarely goes off without some bumps. The rebound: Pivoting in a crisis Crises can cause some unwelcome pivots. But they also can offer opportunities to learn, experiment, and make improvements to your current business. So, even while navigating a crisis, look toward the future and ask questions like “Within these constraints, what are the newer creative possibilities? How can we make our business more flexible, and stronger, over the long run?

The final agreement took shape during the final two days of Carter’s presidency. The president slept on the Oval Office couch as he desperately hoped for the hostages’ release on his watch. While the hostages had boarded an Algerian aircraft on Reagan’s inauguration day, January 20, 1981, communications between the plane’s cockpit and the tower indicated nothing would happen until Reagan finished his oath. Aides told Carter of the hostages’ departure from Tehran when he arrived at Andrews Air Force Base to board a flight home to Georgia. During a post-inauguration luncheon in the Capitol, Reagan hoisted a champagne toast and announced to the world that the hostages had left Iranian airspace. Sadly, Carter made the same statement in front of a few folks in Plains, Georgia.

The White House Situation Room is not just a room. It is a complex of multiple spaces manned 24/7 by rotating teams of duty officers and communications specialists. Team members are on loan from intelligence agencies, the State Department, and the military services.

Many people with secondary greatness—that is, social recognition for their talents—lack primary greatness or goodness in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently.

Senior Wal-Mart officials concentrated on setting goals, measuring progress, and maintaining communication lines with employees at the front lines and with official agencies when they could. In other words, to handle this complex situation, they did not issue instructions. Conditions were too unpredictable and constantly changing. They worked on making sure people talked. Wal-Mart’s emergency operations team even included a member of the Red Cross. (The federal government declined Wal-Mart’s invitation to participate.) The team also opened a twenty-four-hour call center for employees, which started with eight operators but rapidly expanded to eighty to cope with the load. Along the way, the team discovered that, given common goals to do what they could to help and to coordinate with one another, Wal-Mart’s employees were able to fashion some extraordinary solutions. They set up three temporary mobile pharmacies in the city and adopted a plan to provide medications for free at all of their stores for evacuees with emergency needs—even without a prescription. They set up free check cashing for payroll and other checks in disaster-area stores. They opened temporary clinics to provide emergency personnel with inoculations against flood-borne illnesses. And most prominently, within just two days of Katrina’s landfall, the company’s logistics teams managed to contrive ways to get tractor trailers with food, water, and emergency equipment past roadblocks and into the dying city. They were able to supply water and food to refugees and even to the National Guard a day before the government appeared on the scene. By the end Wal-Mart had sent in a total of 2,498 trailer loads of emergency supplies and donated $3.5 million in merchandise to area shelters and command centers. “If the American government had responded like Wal-Mart has responded, we wouldn’t be in this crisis,” Jefferson Parish’s top official, Aaron Broussard, said in a network television interview at the time.

I urge you, in your public communication, to consider highlighting areas of common ground in addition to differences.

But that prior caution was understandable. Scientists spent decades presenting the unambiguous data, demonstrating to anyone who would listen just what kind of crisis will come for the planet if nothing is done, and then watched, year after year, as nothing was done. It should not be altogether surprising that they returned again and again to the communications greenroom, scratching their heads about rhetorical strategy and “messaging.

Much of the negative reaction resulted from a communications misstep.

Death cannot just be a matter of hospitals and funeral homes and insurance and money transactions,” he said. “You need some sort of pedagogy. In Bhutan we learn that to see yourself as not always a living person, but also a dying person, is a very important pedagogy of life. Death here is part of the culture and communication.

The intricate brain networks described above evolved over millions of years in environments where interactions were always rich, face-to-face encounters, and social groups were small and tribal. The past two decades, by contrast, are characterized by the rapid spread of digital communication tools—my name for apps, services, or sites that enable people to interact through digital networks—which have pushed people’s social networks to be much larger and much less local, while encouraging interactions through short, text-based messages and approval clicks that are orders of magnitude less information laden than what we have evolved to expect. Perhaps predictably, this clash of old neural systems with modern innovations has caused problems. Much in the same way that the “innovation” of highly processed foods in the mid-twentieth century led to a global health crisis, the unintended side effects of digital communication tools—a sort of social fast food—are proving to be similarly worrisome.

In a world which is difficult, hostile, formidable, man (unconsciously, spontaneously, yet willingly, to be sure) attributes sacred values to that which threatens him and to that which protects him, or more exactly to that which restores him and puts him in tune with the universe. What was achieved in the early ages, this integration into a threatening and reassuring totality, in which man restored his life forces, has been destroyed. It has to be reconstituted, perhaps for the first time in history. In that consists the depth of humanity's crisis today. Man is in search of whatever is going to assure him of this universal communication, this life-giving force, and this refuge in which he can be restored.

AnyVision is shy about admitting its true role in the West Bank, but digging by NBC News uncovered a project, called Google Ayosh, targeting all Palestinians with the use of big data. AnyVision continues to use the occupation as a vital source to train its systems in the mass surveillance of Palestinians, focusing, it says, on attempts to stop any Palestinian attackers.43 AnyVision is a global company that operates in over forty countries, including Russia, China (Hong Kong), and the US, and in countless locations such as casinos, manufacturing, and even fitness centers. The company changed its name to Oosto in late 2021, and raised US$235 million that year to further develop its AI-enabled surveillance tools. The former head of Mossad, Tamir Pardo, is an advisor and it is staffed by Israel’s intelligence Unit 8200 veterans. It promotes itself as building a world “safer through visual intelligence.” AnyVision so impressed Microsoft that the Seattle software giant briefly invested US$74 million in the company in 2019 before facing a massive backlash. It cut its ties with AnyVision in 2020 due to pressure from the “Palestinian lobby on the Democratic Party,” according to the former head of Israel’s Defense Export Control Agency, though it continues to develop its own facial recognition technology.44 The former Biden administration press secretary Jen Psaki worked for AnyVision as a “crisis communications consultant” and earned at least US$5,000 at some point between leaving the Obama administration in 2017 and starting in the Biden White House.

Ce qui est tout à fait extraordinaire, c'est la rapidité avec laquelle la civilisation du moyen âge tomba dans le plus complet oubli ; les hommes du XVIIe siècle n'en avaient plus la moindre notion, et les monuments qui en subsistaient ne représentaient plus rien à leurs yeux, ni dans l'ordre intellectuel, ni même dans l'ordre esthétique ; on peut juger par là combien la mentalité avait été changée dans l'intervalle. Nous n'entreprendrons pas de rechercher ici les facteurs, certainement fort complexes, qui concoururent à ce changement, si radical qu'il semble difficile d'admettre qu'il ait pu s'opérer spontanément et sans l'intervention d'une volonté directrice dont la nature exacte demeure forcément assez énigmatique ; il y a, à cet égard, des circonstances bien étranges, comme la vulgarisation, à un moment déterminé, et en les présentant comme des découvertes nouvelles, de choses qui étaient connues en réalité depuis fort longtemps, mais dont la connaissance, en raison de certains inconvénients qui risquaient d'en dépasser les avantages, n'avait pas été répandue jusque là dans le domaine public (1). Il est bien invraisemblable aussi que la légende qui fit du moyen âge une époque de « ténèbres », d'ignorance et de barbarie, ait pris naissance et se soit accréditée d'elle-même, et que la véritable falsification de l'histoire à laquelle les modernes se sont livrés ait été entreprise sans aucune idée préconçue ; mais nous n'irons pas plus avant dans l'examen de cette question, car, de quelque façon que ce travail se soit accompli, c'est, pour le moment, la constatation du résultat qui, en somme, nous importe le plus.» (1) Nous ne citerons que deux exemples, parmi les faits de ce genre qui devaient avoir les plus graves conséquences : la prétendue invention de l'imprimerie, que les Chinois connaissaient antérieurement à l’ère chrétienne et la découverte « officielle » de l'Amérique, avec laquelle des communications beaucoup plus suivies qu'on ne le pense avaient existé durant tout le moyen âge.

Our world today is characterized with a process of globalization, multiculturalism, with clashes of civilizations, gradual isolation of the individual in spite of increased communication, inequality in prosperity, and fundamentalism, with the meaninglessness threat of terrorism, indiscriminate exploitation of natural resources and totalitarism. The prevalent trend is towards crisis intervention rather than crisis prevention, responding to crises caused by natural disasters, wars, economic grid and so on.

DISPARITIES AND HIGH COSTS FUEL THE HEALTH CARE CRISIS America’s health crisis is really three crises rolled into one. The first is public health: America’s average life expectancy is now several years below that of many other countries, and for some parts of the population, life expectancy is falling. The second is health inequality: The gaps in public health according to race and class are shockingly large. The third is health care cost: America’s health care is by far the costliest in the world. The Sustainable Development Goals put good health for all in a central place in sustainable development, notably in SDG 3. This goal calls for massive reductions of the burdens of both communicable and noncommunicable diseases. SDG 3 (Target 3.8) also emphasizes the need for universal and equitable access to quality health care, in order to “achieve universal health coverage, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines

DISPARITIES AND HIGH COSTS FUEL THE HEALTH CARE CRISIS America’s health crisis is really three crises rolled into one. The first is public health: America’s average life expectancy is now several years below that of many other countries, and for some parts of the population, life expectancy is falling. The second is health inequality: The gaps in public health according to race and class are shockingly large. The third is health care cost: America’s health care is by far the costliest in the world. The Sustainable Development Goals put good health for all in a central place in sustainable development, notably in SDG 3. This goal calls for massive reductions of the burdens of both communicable and noncommunicable diseases. SDG 3 (Target 3.8) also emphasizes the need for universal and equitable access to quality health care, in order to “achieve universal health coverage, including financial risk protection, access to quality essential health-care services and access to safe, effective, quality and affordable essential medicines and vaccines for all.

Just last year, Mrs. Clinton claimed that as secretary of state she didn’t carry a work phone. It was too cumbersome and inconvenient for her to carry two phones. She didn’t have room for them. Then we learned she carried an iPhone and BlackBerry, neither government issued nor encrypted. Then we learned she carried an iPad and an iPad mini. But she claimed she didn’t do email. Then we learned she had email—on a private server. But then she claimed her email was for personal correspondence, yoga, and wedding planning. Then we learned her email contained government business as well—lots of it. Listen, nobody transmits classified material on the Internet! Nobody! You transmit classified material via a closed-circuit, in-house intranet or even physically via courier. You can’t even photocopy classified data except on a machine specially designed for hush-hush material, and even then you still require permission from whatever agency and issuer the document originated. So the only way for that material to be transmitted over an email is for her or someone in her office to dictate, Photoshop, or white-out the classified material in question, to remove any letterhead, or to duplicate the material by rewriting it in an email. Government email accounts are never allowed to accept emails from nongovernment email accounts. We’re supposed to delete them right away. Exceptions exist for communications with private contractors, but those exceptions are built into the system. I repeat: To duplicate classified material without permission or to send it over an unsecured channel is completely illegal. That’s why every government agency employs burn bags, safes, and special folders for anything marked Confidential, Secret, and Top Secret. People have lost their careers and gone to jail for far less. Yet Hillary Clinton transmitted classified material by the figurative ton. No one else can operate like that in government. But she takes her normal shortcuts and continues to lie about it. There is no greater example of double standards in leadership than First Lady, Senator, and Secretary of State Hillary Clinton. Is it too inconvenient or cumbersome for her to follow the same rules that agents in the field have to follow? Maybe it would make morale too high? Clinton’s behavior harkens to the old motto: “The beatings will continue until morale improves.

When written in Chinese the word ‘crisis’ is composed of two characters – one represents danger and the other represents opportunity.” John F. Kennedy

Howard Schultz, the man who built Starbucks into a colossus, isn’t so different from Travis in some ways.5.22 He grew up in a public housing project in Brooklyn, sharing a two-bedroom apartment with his parents and two siblings. When he was seven years old, Schultz’s father broke his ankle and lost his job driving a diaper truck. That was all it took to throw the family into crisis. His father, after his ankle healed, began cycling through a series of lower-paying jobs. “My dad never found his way,” Schultz told me. “I saw his self-esteem get battered. I felt like there was so much more he could have accomplished.” Schultz’s school was a wild, overcrowded place with asphalt playgrounds and kids playing football, basketball, softball, punch ball, slap ball, and any other game they could devise. If your team lost, it could take an hour to get another turn. So Schultz made sure his team always won, no matter the cost. He would come home with bloody scrapes on his elbows and knees, which his mother would gently rinse with a wet cloth. “You don’t quit,” she told him. His competitiveness earned him a college football scholarship (he broke his jaw and never played a game), a communications degree, and eventually a job as a Xerox salesman in New York City. He’d wake up every morning, go to a new midtown office building, take the elevator to the top floor, and go door-to-door, politely inquiring if anyone was interested in toner or copy machines. Then he’d ride the elevator down one floor and start all over again. By the early 1980s, Schultz was working for a plastics manufacturer when he noticed that a little-known retailer in Seattle was ordering an inordinate number of coffee drip cones. Schultz flew out and fell in love with the company. Two years later, when he heard that Starbucks, then just six stores, was for sale, he asked everyone he knew for money and bought it. That was 1987. Within three years, there were eighty-four stores; within six years, more than a thousand. Today, there are seventeen thousand stores in more than fifty countries.

Relational congruence is the ability to be fundamentally the same person with the same values in every relationship, in every circumstance and especially amidst crisis. It is the internal capacity to keep promises to God, to self and to one's relationships that consistently express one's identity and values in spiritually and emotionally healthy ways. Relational congruence is about both constancy and care at the same time. It is about both character and affection, and self-knowledge and authentic self-expression. Relational congruence is the leader's ability to cultivate strong, healthy, caring relationships; maintaining healthy boundaries; and communicating clear expectations, all while staying focused on the mission.

Sam sniffed the sea air. He had years of experience dealing with prickly personalities. I’ll get them on board and get it done!

How the church communicates its message, how it tells and lives “the old, old story,” and why and how that story matters today is all part of the work the church needs to do. How churches organize themselves and whether they snap, crackle and pop in the way some think they should is not primarily about money, size or technology. The issues are more basic: will the church embody and articulate its only legitimate identity? Will God’s people live as followers of Jesus?

When you scatter your energy, effort, and resources across too many priorities, you risk breakdown from the lack of focus and attention. Mistakes from badly executed handoffs, poor communication, and ineffective decision-making result in crisis.

I always tell my clients that they can learn a lot by watching and analyzing other companies that are in crisis, especially competitors. (As that great philosopher Yogi Berra once said, “You can observe a lot by just watching.”) For one thing, if a company in your industry group suffers a crisis, could you be next? Figure it out and govern yourself accordingly.

when there is a difference between perception and reality, perception always wins. Behind

Without even realizing it, we magnetize people, opportunities, and outcomes. Many people continue to attract dysfunctional folks who bring trauma, drama, crisis, and negativity and then wonder why they are so miserable. Be cognizant of how you’re being because it is most certainly attracting what you’re receiving.

Yes you can be a time traveler, journeying to various lokas. You have such powers. Without travelling you can reach far fl ung places. Through telepathy you can know communicate with people living in far off places and through transfer of energy you can travel. As for your question regarding your not knowing about your own powers, then all I can say is that you have never explored yourself. Go on and fi nd out what your role is in the scheme of things of the almighty. Then only can you be at peace with yourself. We have been monitoring your progress from the day you were born and we have found certain inherent talents in you which can help us in our hour of crisis. Yamini how many of us know our true potential? This is the reason that we need people who tell us about our own skills and knowledge.’ the priest explained in detail.

The goal of diversity shouldn't instigate divisive activity. Beauty brand communications shouldn't angle to create perceptive complexity, rhetorical and associative programming touts beauty as skin deep (all skin inclusive) keep it simple. It seems as though the advertising trend for marketers this 2017 year, is to risk the social media lightning rodded scorn of public outrage. As a virtual publicist, it seems like I am speaking more about the necessity of crisis communication planning, more than standard communication for brands as a matter of good business operations & reputation management.

When you don’t prepare for breakpoints—don’t warn the team, don’t thoughtfully restructure the org around roles first and individuals second, don’t add new managers, don’t reassess your meetings and communication tools, don’t give people access to training or coaches, don’t actively work to preserve your culture—then the consequences are clear: In their quest to keep people happy, I’ve seen leaders build their org around existing employees instead of first figuring out what the optimal structure should be and fitting their team into those roles. Then roles and responsibilities overlap, there’s a ton of redundancy in the upper levels, they have to invent weird new titles for people, and nobody knows what they should be working on. Work slows to a crawl. Employees complain that the culture is dead. People start to quit. Panic sets in and it can feel like a full-blown crisis.

In an earlier era, journalism’s centrality was at least partly an artifact of the constraints of a mass communication structure that limited the number of mediated voices. These limits concentrated attention on a small number of channels, which had the effect of producing a consensus-based news environment fed by lucrative revenues from advertisers needing to reach consumers. In what Daniel Hallin called the “high-modernist” moment for news, this was

In an earlier era, journalism’s centrality was at least partly an artifact of the constraints of a mass communication structure that limited the number of mediated voices. These limits concentrated attention on a small number of channels, which had the effect of producing a consensus-based news environment fed by lucrative revenues from advertisers needing to reach consumers. In what Daniel Hallin called the “high-modernist” moment for news, this was an era when the historically troubled role of the journalist seemed fully rationalized, when it seemed possible for the journalist to be powerful and prosperous and at the same time independent, disinterested, public-spirited, and trusted and beloved by everyone, from the corridors of power around the world to the ordinary citizen and consumer.13

Perhaps it does come back to valuing community, after all. Recent studies in science communication have suggested what I've sketched out in this chapter: that scientific literacy is not the variable that determines whether or not a group will accept the reality of a public health issue like vaccination or global warning: social groups are. While those individuals tested demonstrated a surprising ability to factually interpret scientific findings, they tended to eventually revert to in-group thinking about the issue, siding with whatever their main social group already believed. We humans are social, after all. Our social nature is why solitary confinement is potentially a human rights violation, why just about all of us wish we weren't having to stay home during the COVID crisis, why we all cling to Zoom meetings-why children yell at one another across balconies, starved for the sound of another child's voice. We all do the same dance of retreating to our social safety spaces. And if our 'safe' social group told us that our experience during the pandemic was a lie? Well, it seems we'd be more likely to believe our friends than science, because, as I've argued elsewhere...in times of desperate calamity, all we humans really have is one another. I have no answer to this twisted dilemma that the healthy carrier narrative, via the vehicle of COVID-19, has presented to us in the United States, but understanding the dilemma rightly is surely important.

There’s no ultimate manstopper, (Except for maybe a nuke.) Shot placement is the most important. The mob killed more people with .22 caliber bullets than any other. Fear is natural, embrace it, and learn to use it to your own advantage. Being fearless means you’re stupid. The more combat someone has seen, the less they talk about it. Courage is the first requirement of success in a crisis. Even a rugged, fully redundant, satellite enhanced, broadband, multimillion dollar tactical communications system will break down when you need it the most. Learn how to make decisions and carry out the plan without comms. A sense of humor will get you through anything from a gunshot wound to a divorce. Being alert will prevent 99% of the problems. Do unto others as they would do unto you; just make sure you do it first. There’s no such thing as a fair fight. If you fight, don’t be fair. If you know it all—you don’t. The first rule of a knife fight, is don’t get into a knife fight. The best defense to a knife fight is a full large capacity magazine used before the knife wielding person comes close enough to use their knife. Anything and everything can and WILL fail at the worst possible moment. If you don’t practice a movement at least 500 times, you’ll never do it under stress. You’ll never wake up knowing today is the day, so don’t sweat it. Practice doesn’t make perfect, perfectly practicing makes perfect. Our enemy is frequently smarter than we give them credit for. Train yourself to relax after the fight. We go into battle with what we have on our backs. The human mind is the deadliest weapon ever invented.

When you push the boundaries, a lot of it is just probing. It has to be inefficient,” Casadevall told me. “What’s gone totally is that time to talk and synthesize. People grab lunch and bring it into their offices. They feel lunch is inefficient, but often that’s the best time to bounce ideas and make connections.” When engineer Bill Gore left DuPont to form the company that invented Gore-Tex, he fashioned it after his observation that companies do their most impactful creative work in a crisis, because the disciplinary boundaries fly out the window. “Communication really happens in the carpool,” he once said. He made sure that “dabble time” was a cultural staple.

The crucial consideration, however, is where reliable solutions to the world’s problems will come from if it is not further development of chemistry. Chemistry holds the key to the enhancement of almost every aspect of our daily lives, from the cradle to the grave and all points in between. It has provided the material foundation of all our comforts, not only in health but in illness too, and there is no reason to suppose that it has reached its zenith. It contributes to our communications, both virtual and physical, for it provides the materials along which our electrons and photons travel in the complex network of patterns and interactions that result in computation. Moreover, it develops our fuels, rendering them more efficiently combustible and through catalysis minimizing their noxious products, and helps in the migration from fossil fuels to renewable sources, such as in the development of photovoltaic substances. Chemistry is the only solution to the problems it causes in the environment, be it in earth, air, or water.

In many other branches—for example, in retail trade—the trend is in a similar direction. In the food industry, moreover, particularly in meat packaging, we often find a still more glaring state of affairs. There, sometimes only one worker in ten has a regular contract. In one factory that I studied, there were only 184 direct employees out of around 600 workers in total.99 The majority of workers in this meat packaging facility were Romanian, officially employed by firms in their own country, and according to the regulations in force not entitled to any welfare rights in Germany. The works committees here were overburdened, and the Romanian workers had practically no one to represent their interests; even the foremen felt this gap. Regulations were frequently infringed, and communication was hardly possible in view of the language barrier. Initially the foreign workers were not even allowed to speak to the German workers or cooperate with them, as this would have amounted to a concealed contract.

Humanize your company. Educate about change. Assure stability. Revolutionize offerings. Tackle the future. These strategies make up what we call the HEART framework of sustained crisis communication.

A scaled-down version of the clash between the real and the virtual and its fantastic consequences at the planetary level: the dissociation between a very high-frequency virtual space and a zero-frequency real space. The two no longer have anything in common, nor is there any communication between them: the unconditional extension of the virtual (which includes not just the new images or remote simulation, but the whole cyberspace of geo-finance, the space of multimedia and the information superhighways) brings with it an unprecedented desertification of real space and of all that surrounds us. The information superhighways will have the same effect as our present superhighways or motorways. They will cancel out the landscape, lay waste to the territory and abolish real distances. What is merely physical and geographical in the case of our motorways will assume its full dimensions in the electronic field with the abolition of mental distances and the absolute shrinkage of time. All short circuits (and the establishment of this planetary hyperspace is tantamount to one immense short circuit) produce electric shocks. What we see emerging here is no longer merely territorial desert, but social desert, employment desert, the body itself being laid waste by the very concentration of information. A kind of Big Crunch, contemporaneous with the Big Bang of the financial markets and the information networks. We are merely at the dawning of the process, but the waste and the wastelands are already growing much faster than the computerization process itself. The two worlds, though literally cut off from each other, are equally exponential. But the discrepancy between them does not create any new political situation or genuine crisis, for memory fades at the same time as does the real. The discrepancy is only virtually catastrophic.

Success will often mean interpreting business needs, communicating a clear direction, defusing a looming crisis, convincing teams to agree on tradeoffs, or just being a good influence.

Don't you think it's incredible, given all the interest, that this temperature target of 15.4 degrees Celcius and the baseline of 13.9 degrees Celcius, as the preindustrial average global air temperature, are not plastered on billboards and posted on social media everywhere?

Eventually, if there isn’t deep integrity and fundamental character strength, the challenges of life will cause true motives to surface and human relationship failure will replace short-term success. Many people with secondary greatness—that is, social recognition for their talents—lack primary greatness or goodness in their character. Sooner or later, you’ll see this in every long-term relationship they have, whether it is with a business associate, a spouse, a friend, or a teenage child going through an identity crisis. It is character that communicates most eloquently.

Like CPR, crisis intervention is a skill anyone can learn—you don’t have to be a doctor or psychologist. And, like CPR, crisis intervention can save people’s lives. If a person in crisis is a balloon ready to pop, think of crisis intervention as the art of letting a little bit of the air out. Step 1: De-escalate yourself. Step 2: De-escalate the space around you. Step 3: Use nonverbal communication. Step 4: Actively listen.

Though only in his early 40s, Dave was a seasoned manager and great communicator, able to work with finance ministers as well as their deputies.

Much in the same way that the “innovation” of highly processed foods in the mid-twentieth century led to a global health crisis, the unintended side effects of digital communication tools—a sort of social fast food—are proving to be similarly worrisome.

risk communication.” I don’t much care for the term. For if there is a single dominant lesson from 1918, it’s that governments need to tell the truth in a crisis. Risk communication implies managing the truth. You don’t manage the truth. You tell the truth.

Douglass recognized that to make a big impact, he had to create his own moral, intellectual, and emotional infrastructure. This was thorny, complicated work. We can imagine it as a series of conversations he had with himself as he considered how he might affect broader events. These internal discussions formed the cornerstone of Douglass’s leadership, helping him make day-to-day choices, communicate his mission, and navigate through moments of doubt and despair. All individuals who aspire to lead effectively must build their own foundation.

Lengthy, sometimes barely comprehensible late-night e-mails from the boss, panicking about the latest crisis and the state of Sony’s business, had long been a fact of life for Pascal’s subordinates. But as stress at the office grew, these communications became even more common. “The un marvel marvel world that is rooted in humanity but instead of it being like a trilogy or a story this is the opening of a world that will be unleashed,” Pascal wrote one night at 10:48 in an attempt to figure out what to do with Spider-Man. “A little too late for me to decipher your poetry,” responded Belgrad.

You would expect, in a time of uncertainty, a landscape crowded with frauds and con artists peddling positive formulas for happiness, love, sex, good health, and better government. You would expect, too, the most trivial assertions to be attended with much noise and thunder: absent authority, every message must be shouted to have a hope of being heard. Stridency will infect every mode of communication, but will be most disruptive of political rhetoric. Just to keep an audience, politicians and commentators will have to scream louder and take more aggressive positions than the competition.

2018). The crisis history compounding the threat of the current crisis is known as the Velcro effect: Organizations with a history of crises attract additional reputational damage just as Velcro attracts lint (Coombs & Holladay, 2002;

For security reasons, dictators must control and restrict communications to a minimum. To make their rule legitimate, however, they need prosperity, which can only be attained by the open exchange of information. Choose.

Just call her. People do too much by phones and apps. It’s terrible for the human mind. Apps are ruining society.” “And yet those same apps have made you a rich man.” “Why do you think I’m so grumpy all the time? It’s not about turning thirty. I may be having an existential crisis.” “I’m sorry to hear that,” Drew said. “I bought this house with blood money,” Alan said. “I’m not sure that’s what blood money means.” Drew patted his chest. “And I should know. Everything Dad and I purchase is bought with blood money. Teeth bleed. Gums bleed. It’s all blood money.” “Stop trying to make me laugh. I’m turning thirty, and I’ve done nothing but contribute to the further destruction of society’s fabric. I don’t want to feel better.” “Get used to it. When Megan comes over, you’re going to have to lighten up. She doesn’t tolerate people feeling sorry for themselves and moping around. It’s one of the many things I love about her.” Alan raised an eyebrow. “Love?” “Sure,” Drew said, lifting his chin. “I love many things about her. I may even love her.” “Good for you,” Alan said. “I’m happy for you, bro.” He put the marble cheese platters into the fridge to chill then sighed. “Now I know what I forgot,” he said to the closed fridge door. “Flowers. What kind of animal throws a dinner party with no fresh flowers?” Drew rubbed his temples. “I’m sending a psychic message to Megan. I’m asking her to bring over some flowers from the shop.” “You’re crazy.” Drew closed his eyes. “I’ve got a good feeling about this. Megan and I got off to a bad start, but we’ve had excellent, clear communication with each other since then.” “Clear enough for psychic messages?” “Can’t hurt to try. What’s the worst that could happen?

Everyone is facing the same crisis, but not facing the same circumstances.

Wilderness leaders need to understand that there are varying normal responses to a crisis. Until there is time to regroup, behaviors may seem unusual when, in truth, they should be expected. Some behaviors that may emerge in the face of a crisis include: 1. Regression. Many grown people revert to an earlier stage of development. The theory is that, since their parents used to care for them as children, someone else may care for them now if they behave in a childlike manner. In particular, tantrums used to be very effective. Tantrum-like or very dependent behavior is not unusual. 2. Depression. Closing into one’s inner world is another common response to crisis. This is where some people find the sources of strength to cope with an emergency. This is characterized as a shutdown effect: fetal positioning, slumped shoulders, downcast eyes, arms crossed over the chest, and unwillingness or difficulty in communicating. 3. Aggression. Some people lash out, physically or emotionally, at threats, including the vague threat of an emergency. High adrenaline levels may intensify the response, and so may the feelings of frustration, anger, and fear that commonly surround unexpected circumstances. This response is characterized by explosive body language, including swinging fists and jumping up and down. What one should do about the various behaviors that surface during a crisis depends somewhat on the individual circumstances. As a general rule, open communication, acknowledgement of the emotional impact of the event, and a healthy dose of patience and tolerance can go far during resolution of the situation. Some basic procedures to consider in crisis management might include the following: 1. Engage the patient in a calm, rational discussion. You can start the patient down the trail that leads through the crisis. 2. Identify the specific concerns about which the patient is stressed. You both need to be talking about the same problems. 3. Provide realistic and optimistic feedback. You can help the patient return to objective thinking. 4. Involve the patient in solving the problem. You can help the patient and/or the patient can help you choose and implement a plan of action. Someone who completely loses control needs time to settle down to become an asset to the situation. Breaking through to someone who has lost control can be a challenge. Try repetitive persistence, a technique developed for telephone interrogation by emergency services dispatchers. Remain calm, but firm. Choose a positive statement that includes the person’s name, such as, “Todd, we can help once you calm down.” (An example of a negative statement would be, “Todd, we can’t help unless you settle down.”) Persistently repeat the statement with the same words in the same tone of voice. The irresistible force (you) will eventually overwhelm the immovable object (the out-of-control person). Surprisingly few repetitions are usually needed to get through to the patient, as long as the tone of voice remains calm. Letting frustration or other emotions creep into the tone of voice, or changing the message, can ruin the entire effort. Over time, the overwhelming responses that generated the reaction may occasionally resurface. This is normal. Without being judgmental or impatient, regain control through repetitive persistence. A crisis may bring out a humorous side (sometimes appropriately, sometimes not) among the group. When you wish to release the intensity surrounding a situation or crisis, appropriate laughter is one of the best methods. It should also be noted that many people cope just fine with emergency situations and unexpected circumstances. They are a source of strength and an example of model behavior for the others.

The crisis of word and truth is not, however, in all respects peculiar to contemporary technocratic civilization. Its backdrop is not to be found in the mass media per se, as if these sophisticated mechanical instruments of modern communication were uniquely and inherently evil. Not even the French Rèvolution, which some historians now isolate as the development that placed human history under the shadow of continual revolution, can adequately explain the ongoing plunge of man’s existence into endless crisis. Why is it that the magnificent civilizations fashioned by human endeavor throughout history have tumbled and collapsed one after another with apocalyptic suddenness? Is it not because, ever since man’s original fall and onward to the present, sin has plummeted human existence into an unbroken crisis of word and truth? A cosmic struggle between truth and falsehood, between good and evil, shadows the whole history of mankind. The Bible depicts it as a conflict between the authority of God and the claims of the Evil One. Measured by the yardstick of God’s holy purposes, all that man proudly designates as human culture is little but idolatry. God’s Word proffers no compliments whatever to man’s so-called historical progress; rather, it indicts man’s pseudoparadises as veritable towers of Babel that obscure and falsify God’s truth and Word.

But it had been a crisis waiting to happen. Thousands of bodies distributed over all of Radch space, twelve different headquarters, all in constant communication but time-lagged. Radch space—and Anaander herself—had been steadily expanding for three thousand years, and by now it could take weeks for a thought to reach all the way across herself. It was always, from the beginning, going to fall apart at some point. Obvious, in retrospect. Obvious before, you’d think. But it’s so easy to just not see the obvious, even long past when it ought to be reasonable.

the expectation is that the sixth cycle will have a new communication technology at its center. It won’t. It won’t, because communication technology has reached its reductio ad absurdum. It has become so thin in its efficiency that it cannot sustain the emotional needs of a human life. What will actually happen is the transcendence of the microchip culture and an aggressive reassertion of community, not perhaps with the old rituals, but with a culture that has at its center the avoidance of loneliness. The self-imposed loneliness of the microchip cannot sustain itself in human relations.

In the orgy which was the cultural atmosphere of the Weimar Republic, the Germans could not work to resolve their differences. Disintegrated by factionalism, traumatized by crisis, and pumped full of the defiant rejection of reason, in every form and from all sides, the Germans felt not calm, but hysteria; not confidence in regard to others, but the inability to communicate with them; not hope, but despair; not the desire for solutions to their problems, but the need for scapegoats; and, as a result, not goodwill, but fury, blind fury at their enemies, real or imagined.