Crucial Meeting Quotes

Many often chicken out when they have to make crucial decisions as they don’t like dotting I’s, and, thus, never come to conclusive agreements either. Their chart remains an unfulfilled concept and their road map an empty aspiration. ("Unfulfilled meeting")

They meet in the girls' bathroom. The last time they were forced to meet in a place like this, they took separate, isolated stalls. Now they share one. They hold each other in the tight space, making no excuses for it. There's no time left in their lives for games, or for awkwardness, or for pretending they don't care about each others, and so they kiss as if they've done it forever. As if it is as crucial as the need for oxygen.

In these downbeat times, we need as much hope and courage as we do vision and analysis; we must accent the best of each other even as we point out the vicious effects of our racial divide and pernicious consequences of our maldistribution of wealth and power. We simply cannot enter the twenty-first century at each other's throats, even as we acknowledge the weighty forces of racism, patriarchy, economic inequality, homophobia, and ecological abuse on our necks. We are at a crucial crossroad in the history of this nation--and we either hang together by combating these forces that divide and degrade us or we hang separately. Do we have the intelligence, humor, imagination, courage, tolerance, love, respect, and will to meet the challenge? Time will tell. None of us alone can save the nation or world. But each of us can make a positive difference if we commit ourselves to do so.

Facilitating productive dialogue is another crucial element of effective board meetings.

The most crucial element of a successful board meeting is the same as in any championship game: teamwork.

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

The extraordinary meeting of the Space Advisory Council was brief and stormy. Even by the twenty-second century, no way had yet been discovered of keeping elderly and conservative scientists from occupying crucial administrative positions. Indeed, it was doubted if the problem ever would be solved.

How we hate to admit that we would like nothing better than to be the slave! Slave and master at the same time! For even in love the slave is always the master in disguise. The man who must conquer the woman, subjugate her, bend her to his will, form her according to his desires—is he not the slave of his slave? How easy it is, in this relationship, for the woman to upset the balance of power! The mere threat of self-dependence, on the woman’s part, and the gallant despot is seized with vertigo. But if they are able to throw themselves at one another recklessly, concealing nothing, surrendering all, if they admit to one another their interdependence, do they not enjoy a great and unsuspected freedom? The man who admits to himself that he is a coward has made a step towards conquering his fear; but the man who frankly admits it to every one, who asks that you recognize it in him and make allowance for it in dealing with him, is on the way to becoming a hero. Such a man is often surprised, when the crucial test comes, to find that he knows no fear. Having lost the fear of regarding himself as a coward he is one no longer: only the demonstration is needed to prove the metamorphosis. It is the same in love. The man who admits not only to himself but to his fellowmen, and even to the woman he adores, that he can be twisted around a woman’s finger, that he is helpless where the other sex is concerned, usually discovers that he is the more powerful of the two. Nothing breaks a woman down more quickly than complete surrender. A woman is prepared to resist, to be laid siege to: she has been trained to behave that way. When she meets no resistance she falls headlong into the trap. To be able to give oneself wholly and completely is the greatest luxury that life affords. Real love only begins at this point of dissolution. The personal life is altogether based on dependence, mutual dependence. Society is the aggregate of persons all interdependent. There is another richer life beyond the pale of society, beyond the personal, but there is no knowing it, no attainment possible, without firs traveling the heights and depths of the personal jungle. To become the great lover, the magnetiser and catalyzer, the blinding focus and inspiration of the world, one has to first experience the profound wisdom of being an utter fool. The man whose greatness of heart leads him to folly and ruin is to a woman irresistible. To the woman who loves, that is to say. As to those who ask merely to be loved, who seek only their own reflection in the mirror, no love however great, will ever satisfy them. In a world so hungry for love it is no wonder that men and women are blinded by the glamour and glitter of their own reflected egos. No wonder that the revolver shot is the last summons. No wonder that the grinding wheels of the subway express, though they cut the body to pieces, fail to precipitate the elixir of love. In the egocentric prism the helpless victim is walled in by the very light which he refracts. The ego dies in its own glass cage…

Lionel Goettreider read Cats Cradle and had a crucial realization, what he called the "Accident" - when you invent a new technology you also invent the accident of that technology. When you invent the car, you also invent the car accident. [............] The Accident doesn't just apply to technology, it also applies to people. Every person you meet introduces the accident of that person to you. What can go right and what can go wrong. There is no intimacy without consequence.

There are different kinds of judgment-making. Naturally, when we meet people, we form judgments based upon how we were taught to see the world and other people (how we were raised, what we've experienced and etc.) The first kind of judgment-making is the more commonplace thing: to judge and to write that judgment in stone. The second kind of judgment-making is the kind that I do: to judge but then to write those judgments in the sand near the shoreline where the waves lap onto, that way, if I am wrong, the waves of truth may easily wash away any judgments I have made and thus I can be malleable and shaped easily by truth rather than by preconceived notions. The second kind of judgment is crucial to life, because it allows us to appreciate people and circumstances to the fullest. It allows us to live.

I'm flummoxed by this unraveling of time, I'm losing my grip on myself. I know that nothing awful will happen on the other side of the door. If anything, I'm about to have a perfectly forgettable day: a class to teach, a meeting with colleagues, maybe a movie. But I'm afraid of forgetting something crucial—my cell phone or my identity card, my health insurance or my keys. And I'm afraid of running into trouble.

Today you meet more folks than your ancestors could imagine … some in passing. Some for a crucial instant. Others for tangled decades. Biology can’t keep up. Our overworked temporal lobes cannot “know” the face-name-reps of ten billion people!

From time to time, I meet someone who will say something like, "I am not afraid of dying." I don't buy it. Everyone is afraid of dying. It's part of the instinct that helps us survive as a species. It's a crucial feature of human evolution. It's also, I strongly suspect, a crucial reason why so many people have trouble believing evolution is true. Life can be ironic like that.

Modernity, in contrast, is based on the firm belief that economic growth is not only possible, but absolutely essential... Modernity has turned 'more stuff' into a panacea applicable to almost all public and private problems, from religious fundamentalism through Third World authoritarianism down to a failed marriage... Economic growth has thus become the crucial juncture where almost all modern religions, ideologies and movements meet.

If the economy doesn’t grow, and the pie therefore remains the same size, you can give more to the poor only by taking something from the rich. That will force you to make some very hard choices, and will probably cause a lot of resentment and even violence. If you wish to avoid hard choices, resentment and violence, you need a bigger pie. […] Economic growth has thus become the crucial juncture where almost all modern religions, ideologies and movements meet.

Color blindness has become a powerful weapon against progress for people of color, but as a denial mindset, it doesn’t do white people any favors, either. A person who avoids the realities of racism doesn’t build the crucial muscles for navigating cross-cultural tensions or recovering with grace from missteps. That person is less likely to listen deeply to unexpected ideas expressed by people from other cultures or to do the research on her own to learn about her blind spots. When that person then faces the inevitable uncomfortable racial reality—an offended co-worker, a presentation about racial disparity at a PTA meeting, her inadvertent use of a stereotype—she’s caught flat-footed. Denial leaves people ill-prepared to function or thrive in a diverse society. It makes people less effective at collaborating with colleagues, coaching kids’ sports teams, advocating for their neighborhoods, even chatting with acquaintances at social events.

Much of what is written on the craft is biased in one way or another, so weed out what is useful to you and ignore the rest. I see the next few years as being crucial in the transformation of our culture away from the patriarchal death cults and toward the love of life, of nature, of the female principle. The craft is only one path among the many opening up for women, and many of us will blaze new trails as we explore the uncharted country of our own interiors. The heritage, the culture, the knowledge of the ancient priestesses, healers, poets, singers, and seers were nearly lost, but a seed survived the flames that will blossom in a new age into thousands of flowers. The long sleep of Mother Goddess is ended. May She awaken in each of our hearts ~~ Merry meet, merry part, and blessed be.

In many careers, crucial decisions are deliberated in meetings with white boards and breakout sessions. Options are weighed. Exploratory committees are formed. Ideas are mulled over and then discarded. Gourmet coffee is consumed. Perhaps finger sandwiches are ordered from the catering joint down the street. The whole process can take hours, days, weeks. One of the most crucial decisions you make as a cop is Shoot or Don't Shoot. Given how quickly situations can go all sorts of wrong, you will probably have about a second and a half to deliberate before you make this call. Critics then have a lifetime to pick apart your decision over that coffee and those sandwiches.

This means that a male has to touch a woman from the very first time he meets her, and it is one crucial difference between acting like a potential friend and acting like a potential boyfriend. If a male is talking to a woman without making any physical contact, he risks coming across as more interested in friendship than sex or romance.

In perhaps the most revealing of all the health-related studies, a group of subjects who had contracted malignant melanoma received traditional treatment and then were divided into two groups. One group met weekly for only six weeks; the other did not. Facilitators taught the first group of recovering patients specific communication skills. (When it's your life that's at stake, could anything be more crucial?) After meeting only six times and then dispersing for five years, the subjects who learned how to express themselves effectively had a higher survival rate--only 9 percent succumbed as opposed to almost 30 percent in the untrained group.

When we meet someone new, we quickly answer two questions: “Can I trust this person?” and “Can I respect this person?” In our research, my colleagues and I have referred to these dimensions as warmth and competence respectively. Usually we think that a person we’ve just met is either more warm than competent or more competent than warm, but not both in equal measure. We like our distinctions to be clear—it’s a human bias. So we classify new acquaintances into types. Tiziana Casciaro, in her research into organizations, refers to these types as lovable fools or competent jerks.2 Occasionally we see people as incompetent and cold—foolish jerks—or as warm and competent—lovable stars. The latter is the golden quadrant, because receiving trust and respect from other people allows you to interact well and get things done. But we don’t value the two traits equally. First we judge warmth or trustworthiness, which we consider to be the more important of the two dimensions. Oscar Ybarra and his colleagues found, for instance, that people process words related to warmth and morality (friendly, honest, and others) faster than words related to competence (creative, skillful, and others).3 Why do we prioritize warmth over competence? Because from an evolutionary perspective, it is more crucial to our survival to know whether a person deserves our trust. If he doesn’t, we’d better keep our distance, because he’s potentially dangerous, especially if he’s competent. We do value people who are capable, especially in circumstances where that trait is necessary, but we only notice that after we’ve judged their trustworthiness. Recalling

Story is a set of details about a person’s (or persons’) experience, arranged in a deliberate structure, which gives it specific meaning and universal appeal. Story structure is a process in which a hero does something challenging in order to gain something crucial.

Our language has folded us in half for most of our existence. We need language that will challenge us to get up from our knees, hand us back our dignity, ignite our compassion, and help us find all those crucial ways we need to live love into the world. Language that reinforces a system of belief that can drive someone back down to his knees, remove his dignity, hold him to a standard he can never meet, and silence his objection to the way things are with the promise of something no one has the right to promise unless she also has the power to bring it about is repugnant.

Carol and I have found that unless God baptizes us with fresh outpourings of love, we would leave New York City yesterday! We don’t live in this crowded, ill-mannered, violent city because we like it. Whenever I meet or read about a guy who has sexually abused a little girl, I’m tempted in my flesh to throw him out a fifth-story window. This isn’t an easy place for love to flourish. But Christ died for that man. What could ever change him? What could ever replace the lust and violence in his heart? He isn’t likely to read the theological commentaries on my bookshelves. He desperately needs to be surprised by the power of a loving, almighty God. If the Spirit is not keeping my heart in line with my doctrine, something crucial is missing. I can affirm the existence of Jesus Christ all I want, but in order to be effective, he must come alive in my life in a way that even the pedophile, the prostitute, and the pusher can see.

I keep meeting so many couples who feel trapped by the traditional concept of love. They’re actually stuck in between love and sensuality. They seek more sensuality because love, quite frankly, is just not enough. As I usually say, love is an occupation of the idle. The reason why love today doesn’t work like it used to is because we have outgrown it. Have you looked at couples these days? They are bored out of their minds with each other they don’t know what to do with themselves. Many feel trapped or like they’re letting their lives pass them by. I can’t blame them. Here’s the thing, the concept of love has to be constantly renewed (for every generation), and the only way to renew it is through evolving our sensuality. But sensuality is still a taboo in our society. If only people knew that by consistently upgrading our own sensuality we are essentially making sure that we keep love FOREVER FRESH and relevant to our ever-evolving needs (and every generation), then they would be more embracing towards this idea of sensual living. Remember, human beings are not stagnant creatures. Your partner’s needs are a constantly moving target. In fact, love is a constantly moving target. So how do you build foresight that will help you keep figuring out what (or who) your partner IS BECOMING... daily... weekly... monthly... yearly, so that you can avoid being washed out by their perpetual evolution? I believe that developing your ability to stay consistent with our own sensual growth is highly crucial in this day and age. It’s what’s going to help you survive being washed out, outgrown, or become irrelevant in your partner’s life. You’ve got to keep up. You can’t be lazy or complacent because you’re ‘in love.’ Stop using love as a security. Sensuality is the new security. Sensuality is what’s going to help you keep up with the chase of your partner's constantly evolving nature.

When we make stories, when we turn raw events into personal sagas, parables, tales, and anecdotes, we are often struggling to come to terms with one of the inescapably difficult and puzzling facts of existence. Storytelling is an attempt to deal with and at least partly contain the terrifyingly haphazard quality of life. Large parts of life, sometimes the mots crucial parts, depend on random happenings, contingency. A woman turns a corner, meets a strange man, two years later they marry, they have children together – and in twenty years, there are adults walking the earth who would not have existed if that woman had not turned that corner on that day. The human results of that apparently random event may go on for hundreds or even thousands of years, a single stray moment casting its shadow into an unimaginably long future. We can gaze on this fact with wonder; but we may also grow uneasy in contemplating it, because it emphasizes how little we control the course of our lives

If you want to protect yourself from "fear and guilt," and those are the crucial pincers, the real long-term destroyers of will, you have to get rid of all your instincts to compromise, to meet people halfway. You have to learn to stand aloof, never give openings for deals, never level with your adversaries. You have to become what Ivan Denisovich called a "slow movin' cagey prisoner.

Every time political leaders of the world meet in those funny events called G8 or G20, the failure of political power—their lack of grasp on the future—becomes more evident. When they met in Sapporo, Hokkaido, in July 2008, and in L’Aquila in July 2009, the powerful men and women who lead the nations were supposed to make very important decisions about the crucial subject of climate change and its effects on the planetary ecosystem. But they were completely unable to say or do anything meaningful, so they have decided that, by 2050, toxic emissions will be reduced by half. How? Why? No answer. No political or technological action has been taken, no shorter deadline has been decided upon. Such a decision is like a shaman’s ritual, like a rain dance. The complexity of the problem exceeds world politicians’ powers of knowledge and influence. The future has escaped the grasp of political technique and everything has capsized, perhaps because of speed.

From that first meeting he had loved this woman, but passionately as his feelings surged over him, following him even to his dreams, the crucial factor that would shake him to the core was still lacking - his conscious realization that what, denying his true feelings, he still called admiration, respect and devotion was in fact love - a burning, unbounded, absolute and passionate love. Some kind of servile instinct in him forcibly suppressed that realization; she was too distant, too far away, too high above him, a radiant woman surrounded by a circle of stars, armoured by her wealth and by all that he had ever known of women before. It would have seemed blasphemous to think of her as a sexual being, subject to the same laws of the blood as the few other women who had come his way during his youth spent in servitude [...]. No, this was different. She shone down from another sphere, beyond desire, pure and inviolable, and even in his most passionate dreams he did not venture so far as to undress her. In boyish confusion, he loved the fragrance of her presence, appreciating all her movements as if they were music, glad of her confidence in him and always fearing to show her any of the overwhelming emotion that stirred within him, an emotion still without a name, but long since fully formed and glowing in its place of concealment. But love truly becomes love only when, no longer an embryo developing painfully in the darkness of the body, it ventures to confess itself with lips and breath. However hard it tries to remain a chrysalis, a time comes when the intricate tissue of the cocoon tears, and out it falls, dropping from the heights to the farthest depths, falling with redoubled force into the startled heart.

The three components of self-compassion—kindness, common humanity, and mindfulness—each play a crucial role in tender self-compassion. Kindness is the emotional attitude that allows us to comfort and soothe ourselves. Common humanity provides the wisdom to understand that we’re not alone, and to see that imperfection is part of the shared human experience. And mindfulness allows us to be present with our suffering, so that we can validate our difficult feelings without immediately trying to fix or change them. These three elements take a particular form when tender self-compassion is used to meet our needs: loving, connected presence.

Compare two commitments that will change some aspects of your life: buying a comfortable new car and joining a group that meets weekly, perhaps a poker or book club. Both experiences will be novel and exciting at the start. The crucial difference is that you will eventually pay little attention to the car as you drive it, but you will always attend to the social interaction to which you committed yourself. By WYSIATI (it's an acronym explained at the beginning of the book to explain how we only take into account minimal information of the type that we can most readily access e.g. how we're feeling right at this moment to answer how we feel about our lives in general) you are likely to exaggerate the long-term benefits of the car, but you are not likely to make the same mistake for a social gathering or for inherently attention-demanding activities such as playing tennis or learning to play the cello. The focusing illusion (your focus on something makes it feel more important than it actually is at that moment in time when you're focussing on it) creates a bias in favour of goods and experiences that are initially exciting, even if they will eventually lose their appeal. Time is neglected, causing experiences that will retain their attention value in the long term to be appreciated less than they deserve to be.

With the dominance of arithmetic and the decimal system, dependent apparently on the number of fingers or toes, modern students have accepted the linear measure of time. The dangers of applying this procrustean device in the appraisal of civilizations in which it did not exist illustrate one of numerous problems. The difficulties will be illustrated in part in these six lectures in which time becomes a crucial factor in the organization of material and in which a lecture is a standardized and relatively inefficient method of communication with an emphasis on dogmatic answers rather than eternal questions. I have attempted to meet these problems by using the concept of empire as an indication of the efficiency of communication.

Economic growth has thus become the crucial juncture where almost all modern religions, ideologies and movements meet. The Soviet Union, with its megalomaniac Five Year Plans, was as obsessed with growth as the most cut-throat American robber baron. Just as Christians and Muslims both believed in heaven, and disagreed only about how to get there, so during the Cold War both capitalists and communists believed in creating heaven on earth through economic growth, and wrangled only about the exact method. Today Hindu revivalists, pious Muslims, Japanese nationalists and Chinese communists may declare their adherence to very different values and goals, but they have all come to believe that economic growth is the key for realising their disparate goals.

Recall Marx’s fundamental insight about the “bourgeois” limitation of the logic of equality: capitalist inequalities (“exploitation”) are not the “unprincipled violations of the principle of equality,” but are absolutely inherent to the logic of equality, they are the paradoxical result of its consistent realization. What we have in mind here is not only the wearisome old motif of how market exchange presupposes formally/legally equal subjects who meet and interact in the market; the crucial moment of Marx’s critique of “bourgeois” socialists is that capitalist exploitation does not involve any kind of “unequal” exchange between the worker and the capitalist—this exchange is fully equal and “just,” ideally (in principle), the worker gets paid the full value of the commodity he is selling (his labor-power). Of course, radical bourgeois revolutionaries are aware of this limitation; however, the way they try to counteract it is through a direct “terroristic imposition of more and more de facto equality (equal salaries, equal access to health services…), which can only be imposed through new forms of formal inequality (different sorts of preferential treatments for the underprivileged). In short, the axiom of equality” means either not enough (it remains the abstract form of actual inequality) or too much (enforce “terroristic” equality)— it is a formalistic notion in a strict dialectical sense, that is, its limitation is precisely that its form is not concrete enough, but a mere neutral container of some content that eludes this form.

But it is the nature of narcissistic entitlement to see the situation from only one very subjective point of view that says “My feelings and needs are all that matter, and whatever I want, I should get.” Mutuality and reciprocity are entirely alien concepts, because others exist only to agree, obey, flatter, and comfort – in short, to anticipate and meet my every need. If you cannot make yourself useful in meeting my need, you are of no value and will most likely be treated accordingly, and if you defy my will, prepare to feel my wrath. Hell hath no fury like the Narcissist denied. Narcissists hold these unreasonable expectations of particularly favorable treatment and automatic compliance because they consider themselves uniquely special. In social situations, you will talk about them or what they are interested in because they are more important, more knowledgeable, or more captivating than anyone else. Any other subject is boring and won’t hold interest, and, in their eyes, they most certainly have a right to be entertained. In personal relationships, their sense of entitlement means that you must attend to their needs but they are under no obligation to listen to or understand you. If you insist that they do, you are “being difficult” or challenging their rights. How dare you put yourself before me? they seem to (or may actually) ask. And if they have real power over you, they feel entitled to use you as they see fit and you must not question their authority. Any failure to comply will be considered an attack on their superiority. Defiance of their will is a narcissistic injury that can trigger rage and self-righteous aggression. The conviction of entitlement is a holdover from the egocentric stage of early childhood, around the age of one to two, when children experience a natural sense of grandiosity that is an essential part of their development. This is a transitional phase, and soon it becomes necessary for them to integrate their feelings of self-importance and invincibility with an awareness of their real place in the overall scheme of things that includes a respect for others. In some cases, however, the bubble of specialness is never popped, and in others the rupture is too harsh or sudden, as when a parent or caretaker shames excessively or fails to offer soothing in the wake of a shaming experience. Whether overwhelmed with shame or artificially protected from it, children whose infantile fantasies are not gradually transformed into a more balanced view of themselves in relation to others never get over the belief that they are the center of the universe. Such children may become self-absorbed “Entitlement monsters,” socially inept and incapable of the small sacrifices of Self that allow for reciprocity in personal relationships. The undeflated child turns into an arrogant adult who expects others to serve as constant mirrors of his or her wonderfulness. In positions of power, they can be egotistical tyrants who will have their way without regard for anyone else. Like shame, the rage that follows frustrated entitlement is a primitive emotion that we first learn to manage with the help of attuned parents. The child’s normal narcissistic rages, which intensify during the power struggles of age eighteen to thirty months – those “terrible twos” – require “optimal frustration” that is neither overly humiliating nor threatening to the child’s emerging sense of Self. When children encounter instead a rageful, contemptuous or teasing parent during these moments of intense arousal, the image of the parent’s face is stored in the developing brain and called up at times of future stress to whip them into an aggressive frenzy. Furthermore, the failure of parental attunement during this crucial phase can interfere with the development of brain functions that inhibit aggressive behavior, leaving children with lifelong difficulties controlling aggressive impulses.

Meanwhile in Wichita, Kansas, Dr. George Tiller, one of the few doctors who performs late-term abortions—only about 1 percent of all procedures but crucial when, for instance, a fetus develops without a brain—is shot in both arms by a female picketer. He recovers and continues serving women who come to him from many states. I finally meet Dr. Tiller in 2008 at a New York gathering of Physicians for Reproductive Choice and Health. I ask him if he has ever helped a woman who was protesting at his clinic. He says: “Of course, I’m there to help them, not to add to their troubles. They probably already feel guilty.” In 2009 Dr. Tiller is shot in the head at close range by a male activist hiding inside the Lutheran church where the Tiller family worships each Sunday. This is done in the name of being “pro-life.

In this world, a subordinate owes fealty principally to his immediate boss. This means that a subordinate must not overcommit his boss, lest his boss “get on the hook” for promises that cannot be kept. He must keep his boss from making mistakes, particularly public ones; he must keep his boss informed, lest his boss get “blindsided.” If one has a mistake-prone boss, there is, of course, always the temptation to let him make a fool of himself, but the wise subordinate knows that this carries two dangers—he himself may get done in by his boss’s errors, and, perhaps more important, other managers will view with the gravest sus- picion a subordinate who withholds crucial information from his boss even if they think the boss is a nincompoop. A subordinate must also not circumvent his boss nor ever give the appearance of doing so. He must never contradict his boss’s judgment in public. To violate the last admonition is thought to constitute a kind of death wish in business, and one who does so should practice what one executive calls “flexibility drills,” an exercise “where you put your head between your legs and kiss your ass good-bye.” The subordinate must extend to the boss a certain ritual deference. For instance, he must follow the boss’s lead in conversation, must not speak out of turn at meetings, must laugh at his boss’s jokes while not making jokes of his own that upstage his boss, must not rib the boss for his foibles. The shrewd subordinate learns to efface himself, so that his boss’s face might shine more clearly.

In the spread of gender-identity ideology, developments in academia played a crucial role. This is not the place for an extended critique of the thinking that evolved on American campuses out of the 1960s French philosophy and literary criticism into gender studies, queer theory, critical race theory and the like. I will merely focus on what some have dubbed 'applied postmodernism' and the form of activism, known as 'social justice', that seeks to remake humanity along ideological lines. And I will lay out the key elements that have enable transsexuality, once understood as a rare anomaly, to be converted into an all-encompassing theory of sex and gender, and body and mind. Within applied postmodernism, objectivity is essentially impossible. Logic and reason are not ideals to be striven for, but attempts to shore up privilege. Language is taken to shape reality, not describe it. Oppression is brought into existence by discourse. Equality is no longer achieved by replacing unjust laws and practices with new ones that give everyone the chance to thrive, but by individuals defining their own identities, and 'troubling' or 'queering' the definitions of oppressed groups. A dualistic ideology can easily be accommodated within such a framework. Being a man or woman – or indeed non-binary or gender-fluid - becomes a matter of finding your own gender identity and revealing it to the world by the medium of preferred pronouns. It is a feeble form of dualism to be sure: the grandeur of Descartes' 'I think, therefore I am' replaced by 'they/them' on a pronoun badge.

The development of a working alliance is crucial because it addresses a psychic phobia associated with relationships that is common in complex trauma clients. As we discussed, when primary relationships are sources of profound disillusionment, betrayal, and emotional pain, any subsequent relationship with an authority figure who offers an emotional bond or other assistance might be met with a range of emotions, such as fear, suspicion, anger, or hopelessness on the negative end of the continuum and idealization, hope, overdependence, and entitlement on the positive. Therapy offers a compensatory relationship, albeit within a professional framework, that has differences from and restrictions not found in other relationships. On the one hand, the therapist works within professional and ethical boundaries and limitations in a role of higher status and education and is therefore somewhat unattainable for the client. On the other, the therapist's ethical and professional mandate is the welfare of the client, creating a perception of an obligation to meet the client's needs and solve his or her problems. Furthermore, the therapist is expected to both respect the client's privacy and accept emotional and behavioral difficulties without judgment, while simultaneously being entitled to ask the client about his or her most personal and distressing feelings, thoughts and experiences. Developing a sense of trust in the therapist, therefore, is both expected and fraught with inherent difficulties that are amplified by each client's unique history of betrayal trauma, loss, and relational distress.

Adventists urged to study women’s ordination for themselves Adventist Church President Ted N. C. Wilson appealed to members to study the Bible regarding the theology of ordination as the Church continues to examine the matter at Annual Council next month and at General Conference Session next year. Above, Wilson delivers the Sabbath sermon at Annual Council last year. [ANN file photo] President Wilson and TOSC chair Stele also ask for prayers for Holy Spirit to guide proceedings September 24, 2014 | Silver Spring, Maryland, United States | Andrew McChesney/Adventist Review Ted N. C. Wilson, president of the Seventh-day Adventist Church, appealed to church members worldwide to earnestly read what the Bible says about women’s ordination and to pray that he and other church leaders humbly follow the Holy Spirit’s guidance on the matter. Church members wishing to understand what the Bible teaches on women’s ordination have no reason to worry about where to start, said Artur A. Stele, who oversaw an unprecedented, two-year study on women’s ordination as chair of the church-commissioned Theology of Ordination Study Committee. Stele, who echoed Wilson’s call for church members to read the Bible and pray on the issue, recommended reading the study’s three brief “Way Forward Statements,” which cite Bible texts and Adventist Church co-founder Ellen G. White to support each of the three positions on women’s ordination that emerged during the committee’s research. The results of the study will be discussed in October at the Annual Council, a major business meeting of church leaders. The Annual Council will then decide whether to ask the nearly 2,600 delegates of the world church to make a final call on women’s ordination in a vote at the General Conference Session next July. Wilson, speaking in an interview, urged each of the church’s 18 million members to prayerfully read the study materials, available on the website of the church’s Office of Archives, Statistics, and Research. "Look to see how the papers and presentations were based on an understanding of a clear reading of Scripture,” Wilson said in his office at General Conference headquarters in Silver Spring, Maryland. “The Spirit of Prophecy tells us that we are to take the Bible just as it reads,” he said. “And I would encourage each church member, and certainly each representative at the Annual Council and those who will be delegates to the General Conference Session, to prayerfully review those presentations and then ask the Holy Spirit to help them know God’s will.” The Spirit of Prophecy refers to the writings of White, who among her statements on how to read the Bible wrote in The Great Controversy (p. 598), “The language of the Bible should be explained according to its obvious meaning, unless a symbol or figure is employed.” “We don’t have the luxury of having the Urim and the Thummim,” Wilson said, in a nod to the stones that the Israelite high priest used in Old Testament times to learn God’s will. “Nor do we have a living prophet with us. So we must rely upon the Holy Spirit’s leading in our own Bible study as we review the plain teachings of Scripture.” He said world church leadership was committed to “a very open, fair, and careful process” on the issue of women’s ordination. Wilson added that the crucial question facing the church wasn’t whether women should be ordained but whether church members who disagreed with the final decision on ordination, whatever it might be, would be willing to set aside their differences to focus on the church’s 151-year mission: proclaiming Revelation 14 and the three angels’ messages that Jesus is coming soon. 3 Views on Women’s Ordination In an effort to better understand the Bible’s teaching on ordination, the church established the Theology of Ordination Study Committee, a group of 106 members commonly referred to by church leaders as TOSC. It was not organized

a Preamble, a Short Statement, Nineteen Articles of Affirmation and Denial, and a more ample Exposition. Materials submitted at the meeting

application of the doctrine of biblical inerrancy as an essential element for the authority of the church. It was created to counter the drift from this important doctrinal foundation by significant segments of evangelicalism and the outright denial of it by other church movements. In October 1978, the council held a summit meeting in Chicago. At that time, it issued a statement on biblical

place in the fall of 1979, with Drs. Geisler, Hoehner, Nicole, and Radmacher in attendance. It was the consensus of those present that we should not undertake to modify a statement that so many people had signed, both at the summit meeting and afterward. But in order to ward off misunderstandings and to provide an exposition of the position advocated by the ICBI, it was thought desirable to provide a

authority of the church. It was created to counter the drift from this important doctrinal foundation by significant segments of evangelicalism and the outright denial of it by other church movements. In October 1978, the council held a summit meeting in Chicago.

infallibility, and inerrancy of the Bible, Lindsell took a stand and declared that the Bible remains trustworthy. It was this same desire to stand against the persistent questioning of the Bible's integrity that brought together more than 250 evangelical leaders in Chicago, Illinois, in October 1978. That summit meeting, convened

of a total of 268) affixed their signatures to the Nineteen Articles. It was indicated that the Draft Committee would meet within the year to review and, if necessary, revise the statement.

The Jefferson political style, though, remained smooth rather than rough, polite rather than confrontational. He was a warrior for the causes in which he believed, but he conducted his battles at a remove, tending to use friends and allies to write and publish and promulgate the messages he thought crucial to the public debate. Part of the reason for his largely genial mien lay in the Virginia culture of grace and hospitality; another factor was a calculated decision, based on his experience of men and of politics, that direct conflict was unproductive and ineffective. Jefferson articulated this understanding of politics and the management of conflicting interests in a long, thoughtful letter to a grandson. “A determination never to do what is wrong, prudence, and good humor, will go far towards securing to you the estimation of the world,” he wrote to Patsy’s son Thomas Jefferson Randolph.67 Good humor, Jefferson added, “is the practice of sacrificing to those whom we meet in society all the little conveniences and preferences which will gratify them, and deprive us of nothing worth a moment’s consideration; it is the giving a pleasing and flattering turn to our expressions which will conciliate others and make them pleased with us as well as themselves. How cheap a price for the good will of another!” Jefferson went on: When this is in return for a rude thing said by another, it brings him to his senses, it mortifies and corrects him in the most salutary way, and places him at the feet of your good nature in the eyes of the company.68 But in stating prudential rules for our government in society I must not omit the important one of never entering into dispute or argument with another. I never yet saw an instance of one of two disputants convincing the other by argument. I have seen many, on their getting warm, becoming rude, and shooting one another. Conviction is the effect of our own dispassionate reasoning, either in solitude, or weighing within ourselves dispassionately what we hear from others standing uncommitted in argument ourselves. It was one of the rules which above all others made Doctr. Franklin the most amiable of men in society, “never to contradict anybody.

I am sitting here, you are sitting there. Say even that you are sitting across the kitchen table from me right now. Our eyes meet; a consciousness snaps back and forth. What we know, at least for starters, is: here we- so incontrovertibly- are. This is our life, these are our lighted seasons, and then we die. In the meantime, in between time, we can see. The scales are fallen from our eyes, the cataracts are cut away, and we can work at making sense of the color-patches we see in an effort to discover where we so incontrovertibly are. I am as passionately interested in where I am as is a lone sailor sans sextant in a ketch on an open ocean. I have at the moment a situation which allows me to devote considerable hunks of time to seeing what I can see, and trying to piece it together. I’ve learned the name of some color-patches, but not the meanings. I’ve read books; I’ve gathered statistics feverishly: the average temperature of our planet is 57 degrees F…The average size of all living animals, including man, is almost that of a housefly. The earth is mostly granite, which is mostly oxygen…In these Appalachians we have found a coal bed with 120 seams, meaning 120 forests that just happened to fall into water…I would like to see it all, to understand it, but I must start somewhere, so I try to deal with the giant water bug in Tinker Creek and the flight of three hundred redwings from an Osage orange and let those who dare worry about the birthrate and population explosion among solar systems. So I think about the valley. And it occurs to me more and more that everything I have seen is wholly gratuitous. The giant water bug’s predations, the frog’s croak, the tree with the lights in it are not in any real sense necessary per se to the world or its creator. Nor am I. The creation in the first place, being itself, is the only necessity for which I would die, and I shall. The point about that being, as I know it here and see it, is that as I think about it, it accumulates in my mind as an extravagance of minutiae. The sheer fringe and network of detail assumes primary importance. That there are so many details seems to be the most important and visible fact about creation. If you can’t see the forest for the trees, then look at the trees; when you’ve looked at enough trees, you’ve seen a forest, you’ve got it. If the world is gratuitous, then the fringe of a goldfish’s fin is a million times more so. The first question- the one crucial one- of the creation of the universe and the existence of something as a sign and an affront to nothing is a blank one… The old Kabbalistic phrase is “the Mystery of the Splintering of the Vessels.” The words refer to the shrinking or imprisonment of essences within the various husk-covered forms of emanation or time. The Vessels splintered and solar systems spun; ciliated rotifers whirled in still water, and newts laid tracks in the silt-bottomed creek. Not only did the Vessels splinter; they splintered exceeding fine. Intricacy then is the subject, the intricacy of the created world.

IN CLOSING, LET’S TAKE a brief look back at where we began: with 10 children who developed type 1 diabetes in 24 months within two miles of one another in the upscale suburbs of Boston. Rather than bemoan their fate, parents there organized and asked for an investigation to be conducted by the state, which is ongoing. Among those who have participated in organizing meetings are Ray Allen, the Celtics star, and his wife, Shannon, whose son, Walker, was the seventh child diagnosed there. “Shannon and Ray have turned out to be the most incredible advocates,” Ann Marie Kreft recently told me. “We have fabulous people on board who are spending inordinate amounts of their time on advocacy.” I asked her what they are advocating for. “I think we all agree that mandatory case reporting would be the ideal,” she said. “That would be the dream come true. I think we may be building up to that.” Rather than have to design a special survey every time an apparent cluster of type 1 cases emerges, mandatory case reporting, on a national level, would permit the CDC to automatically track cases as they emerge, to see not only the big national picture, but also local variations that could prove crucial in unraveling the riddle of why type 1 diabetes continues to rise, each and every year, by 3 percent. Presently, however, no national organization is advocating for mandated case reporting of type 1. Where is the line of protesters holding placards, marching outside the Atlanta offices of the CDC? Perhaps we need to look farther back, to the period before the diabetes pandemic began. In 1866, you might recall, the death rate from diabetes in New York City was 1.3 per 100,000 residents. If that rate held today for the 306 million residents of the United States, there would be 4,284 deaths due to diabetes each year. Instead, in 2006, there were 72,507 death certificates on which diabetes was listed as the underlying cause. The official national death rate from diabetes now stands at 23.3 per 100,000, according to the CDC — nearly 19 times higher than it was following the Civil War. And that doesn’t count the additional 200,000 or so deaths each year for which diabetes is listed as a “contributing” cause.

the mantra of an innovative educator. I am an educator. I am an innovator. I am an innovative educator and I will continue to ask, “What is best for learners?” With this empathetic approach, I will create and design learning experiences. I believe that my abilities, intelligence, and talents can be developed, leading to the creation of new and better ideas. I recognize that there are obstacles in education, but, as an innovator, I will focus on what is possible today and where I can push to lead towards tomorrow. I will utilize the tools that are available to me today, and I will continue to search for new and better ways to grow, develop, and share my thinking, while creating and connecting my learning. I focus not only on where I can improve, but where I am already strong, and I look to develop those strengths in myself and in others. I build upon what I already know, but I do not limit myself. I’m open to and willing to embrace new learning, while continuously asking questions that help me move forward. I question thinking, challenge ideas, and do not accept, “This is the way we have always done it” as an acceptable answer for our students or myself. I model the learning and leadership I seek in others. I take risks, try new things to develop, and explore new opportunities. I ask others to take risks in their learning, and I openly model that I’m willing to do the same. I believe that isolation is the enemy of innovation, and I will learn from others to create better learning opportunities for others and myself. I connect with others both locally and globally to tap into ideas from all people and spaces. I will use those ideas, along with my professional judgment, to adapt the ideas to meet the needs of the learners in my community. I believe in my voice and experiences, as well as the voice and experiences of others, as they are important for moving education forward. I share because the learning I create and the experiences I have help others. I share to push my own thinking and to make an impact on learners, both young and old, all over the world. I listen and learn from different perspectives because I know we are much better together than we could ever be alone. I can learn from anyone and any situation. I actively reflect on my learning because I know looking back is crucial to moving forward. If we all embrace this mindset, imagine what education could become.

Every week, take a quiet hour to reflect on recent critical events—conflicts, failures, opportunities you exploited, observations of others’ behavior, feedback from others. Consider how you responded, what went well, what didn’t, and what might be more effective in the future. Never cancel this meeting—it’s crucial.

We now have our answer to the key question of how novel technologies arise. The mechanism is certainly not Darwinian; novel species in technology do not arise from the accumulation of small changes. They arise from a process, a human and often lengthy one, of linking a need with a principle (some generic use of an effect) that will satisfy it. This linkage stretches from the need itself to the base phenomenon that will be harnessed to meet it, through supporting solutions and subsolutions. And making it defines a recursive process. The process repeats until each subproblem resolves itself into one that can be physically dealt with. In the end the problem must be solved with pieces-components-that already exist (or pieces that can be created from ones that already exist). To invent something is to find it in what previously exists. We can now understand why invention varies so much. A particular case can be need-driven or phenomenon-driven; it can have a lone originator or many; its principle may be difficult to conceive of, or may have emerged naturally; translating that principle into physical components may be straightforward or may proceed in steps as crucial subproblems are resolved. But whatever their particular histories, at bottom all inventions share the same mechanism: all link a purpose with a principle that will fulfill it, and all must translate that principle into working parts.

He checked his watch. “Make it quick, I’ve got a pressing appointment at the Drunken Monkey at two o’clock. Crucial meeting with a CHIS.” CHIS? It took her a moment to translate. Covert Human Intelligence Source – aka, criminal informer. Yeah, right, she thought, more like three pints and a dodgy pie with your dinosaur mates. All the same, she was beginning to realise she could learn a lot from an old-school throwback like Streaky. The other Detective Sergeants at Newham nick were younger, and mostly of the new breed. Smartly dressed and professional, they wouldn’t dream of drinking while on duty, but they seemed to her more like bank managers than real cops. So what if Streaky liked a few jars at lunchtime? Everyone knew he had a better clear-up rate than any of them. Which was probably why he hadn’t been shuffled off with a full pension years ago.

Paul’s answer demonstrates in the clearest possible way that his hope was fixed on the resurrection of the dead rather than immortality of the soul. He could have said, “Don’t you know that when your loved ones die, their souls are with Jesus in heaven?” But he offers no such response. Instead, he answers the question by narrating a story about the resurrection of the body: those who have died will rise first; then “we who are alive, who are left,” will be caught up together with them to meet the Lord. The crucial point of the story is to affirm the hope of reunion with “those who have fallen asleep.” The story functions not to warn the readers of judgment at the last day but rather to reassure them: “Therefore encourage one another with these words” (4:18).

The production of the atom bomb was in fact crucial to the building of the new megamachine, little though anyone at the time had that larger objective in mind. For it was the success of this project that gave the scientists a central place in the new power complex and resulted eventually in the invention of many other instruments that have rounded out and universalized the system of control first established to meet only the exigencies of war.

meeting had been prepared by Drs. Edmund P. Clowney, James I. Packer, and R. C. Sproul. These were discussed in a number of ways by groups of delegates from the Advisory

ANXIOUS CONTRACTIONS Life is movement. It’s dynamic and pulsating like a swift moving river. To be in a contented and happy state is to be in a state of flow where your thoughts and feelings follow a natural current and there is no inner friction or need to check in on your anxiety every five minutes. When you feel in flow, your body feels light and your mind becomes spontaneous and joyful. Anxiety and fear are the total opposite. They’re the contractions of life. When we get scared, we contract in fear. Our bodies become stiff and our minds become fearful and rigid. If we hold that contracted state, we eventually cut ourselves off from life. We lose flexibility. We lose our flow. We can think of this a bit like pulling a muscle. When a muscle is overused and tired, its cells run out of energy and fluid. This can lead to a sudden and forceful contraction, such as a cramp. This contraction is painful and scary as it comes without warning. In the same way, we can be living our lives with a lot of stress and exhaustion, similar to holding a muscle in an unusual position for too long. If we fail to notice and take care of this situation, we can experience an intense and sudden moment of anxiety or even panic. I call this an “anxious contraction,” and it can feel quite painful. Learning how to respond correctly to this anxious contraction is crucial and determines how quickly we release it. Anxious contractions happen to almost everyone at some point in their lives. We suddenly feel overwhelmed with anxiety as our body experiences all manner of intense sensations, such as a pounding heart or a tight chest or a dizzy sensation. Our anxiety level then is maybe an 8 or 9 out of 10. We recoil in fear and spiral into a downward loop of more fear and anxiety. Some might say they had a spontaneous panic attack while others might describe the feeling as being very “on edge.”   THE ANXIETY LOOP It’s at this point in time where people get split into those that develop an anxiety disorder and those that don’t. The real deciding factor is whether a person gets caught in the “anxiety loop” or not. The anxiety loop is a mental trap, a vicious cycle of fearing fear. Instead of ignoring anxious thoughts or bodily sensations, the person becomes acutely aware and paranoid of them. “What if I lose control and do something crazy?” “What if those sensations come back again while I’m in a meeting?” “What if it’s a sign of a serious health problem?” This trap is akin to quicksand. Our immediate response is to struggle hard to free ourselves, but it’s the wrong response. The more we struggle, the deeper we sink. Anxiety is such a simple but costly trap to fall into. All your additional worry and stress make the problem worse, fueling more anxiety and creating a vicious cycle or loop. It’s like spilling gasoline onto a bonfire: the more you fear the bodily sensations, the more intense they feel. I’ve seen so many carefree people go from feeling fine one day to becoming fearful of everyday situations simply because they had one bad panic attack and then got stuck in this anxious loop of fearing fear. But there is great hope. As strange as it sounds, the greatest obstacle to healing your anxiety is you. You’re the cure. Your body wants to heal your anxiety as much as you do.

In his crucial letter of 24 October 1915 McMahon had used an ambiguous phrase that hinged on the absence of a comma to make it look as if he accepted Husein’s exorbitant demands, when in fact he was preserving Britain’s room for manoeuvre with the French. For five years the British believed that he had successfully done so, until, to the horror of those present at the December 1920 meeting, it was revealed that this sleight of hand had then been lost in the Arabic translation. As one official, who was present, put it: In the Arabic version sent to King Husain this is so translated as to make it appear that Gt Britain is free to act without detriment to France in the whole of the limits mentioned. This passage of course had been our sheet anchor: it enabled us to tell the French that we had reserved their rights, and the Arabs that there were regions in which they wd have eventually to come to terms with the French. It is extremely awkward to have this piece of solid ground cut from under our feet. I think that HMG will probably jump at the opportunity of making a sort of amende by sending Feisal to Mesopotamia.

Direct dialogue is where you report exactly what a character says; indirect dialogue is where you render the substance of the dialogue but not the exact language; summarized dialogue is a summary of a longer conversation. As you work your way through your dialogue pass, consider your cocktail of these three kinds of dialogue, what you’re using when and why. We don’t need a long passage of back-and-forth direct dialogue establishing what time characters should meet for brunch. We usually do need to see the crucial confession that breaks open a murder case

Now, what makes one of your conversations crucial as opposed to plain vanilla? First, opinions vary. For example, you’re talking with your boss about a possible promotion. She thinks you’re not ready; you think you are. Second, stakes are high. You’re in a meeting with four coworkers and you’re trying to pick a new marketing strategy. You’ve got to do something different or your company isn’t going to hit its annual goals. Third, emotions run strong.

It was time to honestly evaluate how I spent every minute of every day. I scanned for wasted time, inefficient hours, and activities that failed to meet the litmus test of mission critical. Utilizing many of the tools set forth in Timothy Ferriss’s The Four-Hour Workweek, I made some drastic cuts, eventually creating a lifestyle template that forms the underpinnings of how I live and manage time today. On the professional front, I did away with all nonessential networking and business-development lunches, events, and meetings, a favorite Hollywood pastime that always sucked up precious hours and rarely led to new business. Unless it was crucial, I politely declined meeting with clients in person, forcing conversations to the phone. And anything that could be done via e-mail replaced lengthy conference calls. High-maintenance clients who represented low revenue were let go. Hours spent on the freeway commuting were traded whenever possible for the home office or the local Starbucks. I went digital on all fronts, untethering my business from location and always having handy my laptop or iPhone. And because I was self-employed—admittedly, a crucial component in my success equation—I could make creative decisions about when and where I worked, giving me the flexibility to train into the late morning and sometimes mid-afternoon without suffering professional consequences.

At their first meeting, she handed George a reading list made up of French and German philosophers. When George settled down to read these texts, he discovered something astonishing: the meaning of each word was clear and the meaning of sentences baffled. Insignificant yet crucial words like 'however' and 'which'- words whose meaning was surely beyond dispute - had been deployed in ways that made no sense.

Isn’t it amazing that we turn to others who have a perspective as limited and darkened as our own to discover our worth! Rather than relying on God’s steady, uplifting reassurance of who we are, we depend on others who base our worth on our ability to meet their standards. Because our performance and ability to please others so dominate our search for significance, we have difficulty recognizing the distinction between our real identity and the way we behave, a realization crucial to understanding our true worth. Our true value is based not on our behavior or the approval of others but on what God’s Word says is true of us.

But there was a crucial absence from the meeting. No poor people attended. This became a constant source of irony at such gatherings. Impact investing was largely a movement made up of rich people talking to other rich people about what they could do for poor people.

We simply cannot enter the twenty-first century at each other’s throats, even as we acknowledge the weighty forces of racism, patriarchy, economic inequality, homophobia, and ecological abuse on our necks. We are at a crucial crossroad in the history of this nation–and we either hang together by combating these forces that divide and degrade us or we hang separately. Do we have the intelligence, humor, imagination, courage, tolerance, love, respect, and will to meet the challenge? Time will tell. None of us alone can save the nation or world. But each of us can make a positive difference if we commit ourselves to do so.

Of all the many futures I have seen, this is one of the stranger ones,” Sifa said. “And the one with the most potential for good and evil in equal measure.” “You know,” I said, “it might help if you would just tell me what to do.” “I can’t, because I honestly don’t know. We are at a murky place,” she said. “Full of confusing visions. Hundreds of murky futures spread out as far as I can see. So to speak. Only the fates are clear.” “What’s the difference?” I said. “Fates, futures . . .” “A fate is something that happens no matter what version of the future I see,” she said. “Your brother would not have wasted his time in trying to evade his fate if he had known that to be true, undoubtedly. But we prefer to keep our work mysterious, at the risk of it being too rigorously controlled.” I tried to picture it. Hundreds of twisting paths unfolding in front of me, the same destination at the end of each one. It made my own fate seem even stranger—no matter where I went, and no matter what I did, I would cross the Divide. So what? What did it matter? I didn’t ask her. Even if I thought she would tell me—she wouldn’t—I didn’t want to know. “The oracles of the planets meet yearly to discuss our visions,” Sifa said. “We mutually agree on what future is most crucial for each planet.

So, I agree that all our favorite movies have conflict. What I don’t get is why our meetings need to have it too. I mean, sure, they won’t be as boring. But how much of a difference is that really going to make in the long run?” Will considered the question, wanting to find the right words. Casey didn’t let him. “Come on now, Matt. If we’re engaged, don’t you think we’re going to be making better decisions? And we’ll probably be more likely to get everyone’s ideas and opinions out on the table.” “And that’s one of the big problems with your meetings now,” added Will. “Every time you guys are on the verge of getting into a crucial conversation about something that might get heated, you seem to bail out.

One of the most important minerals for the body is potassium. It acts as a physiological tranquilizer, in effect calming the nervous system down. Bananas are well known for containing potassium. A single banana will provide 400 milligrams of potassium. However, we need 4700 milligrams of potassium per day just to meet our minimum daily requirement. That equates to 7-10 servings of vegetables per day. You need potassium for two key reasons: To calm down your heart rate To maintain stable blood sugar levels

Keeping ourselves well hydrated is important at any age, but especially so over the age of 40. Your body is around 60% water, with the blood containing 90%. You should aim to consume about 2 L of water every day. The challenge as we get older is that our sensation for thirst decreases. That makes it all the more important to consciously think about meeting your daily requirements. Keeping up your H2O intake will regulate your body temperature, help you think clearly, flush toxins from your body and help your muscles to contract strongly.

At the Meetings Snowball often won over the majority by his brilliant speeches, but Napoleon was better at canvassing support for himself in between times. He was especially successful with the sheep. Of late the sheep had taken to bleating ‘Four legs good, two legs bad’ both in and out of season, and they often interrupted the Meeting with this. It was noticed that they were especially liable to break into ‘Four legs good, two legs bad’ at crucial moments in Snowball’s speeches.

Privatisation of government-owned enterprises is crucial to the project [neoliberalism]. One of the appealing features of tax cuts for neoliberal governments is that reduced revenue provides them with an excuse to sell state assets to meet the sudden budget shortfalls. The sale of state assets creates more lucrative business opportunities for the corporations that can afford to buy such things as power stations, water treatment plants, telecommunications providers, government banks and airlines. It's something of a windfall for a business to acquire an asset that will always deliver a return so long as citizens still need things like water or power supplied to their homes, a bus to catch from one place to another, or a telephone connection. And - unlike a state-owned asset - a private corporation never has to adjust its services due to democratic prompting from the electorate. Why do power prices keep going up across Australia? Because most of the power supply is now owned and operated by private corporations. They're free to price gouge on the supply of an essential service, because they can't be voted out of office. p.58-9

Privatisation of government-owned enterprises is crucial to the project [neoliberalism]. One of the appealing features of tax cuts for neoliberal governments is that reduced revenue provides them with an excuse to sell state assets to meet the sudden budget shortfalls. The sale of state assets creates more lucrative business opportunities for the corporations that can afford to buy such things as power stations, water treatment plants, telecommunications providers, government banks and airlines. It's something of a windfall for a business to acquire an asset that will always deliver a return so long as citizens still need things like water or power supplied to their homes, a bus to catch from one place to another, or a telephone connection. And - unlike a state-owned asset - a private corporation never has to adjust its services due to democratic prompting from the electorate. Why do power prices keep going up across Australia? Because most of the power supply is now owned and operated by private corporations. They're free to price gouge on the supply of an essential service, because they can't be voted out of office.

The physiology of TMS begins in the brain. Here repressed emotions like anxiety and anger set in motion a process in which the autonomic nervous system causes a reduction in blood flow to certain muscles, nerves, tendons, or ligaments, resulting in pain and other kinds of dysfunction in these tissues. The autonomic nervous system is a subsystem of the brain that has the responsibility for controlling all of the body's involuntary functions. It determines how fast the heart beats, how much acid is secreted into the stomach for digestive purposes, how rapidly one breathes, and a host of other moment-to-moment physiologic processes that keep our bodies functioning optimally under everyday circumstances or in emergencies. The so-called fight or flight reaction that all animals share, particularly important in lower animals, is directed by the autonomic system. In order to meet the emergency, every organ and system in the body is properly prepared. For some systems it means total cessation of activity so that the body's resources can be mobilized to deal with the danger more effectively. Typically, most of the body's nutritive and excretory activities are shut down, the heart beats more rapidly, and blood is shunted away from less important functions so as to be available in larger quantities for systems that are crucial to escape or fight, like the muscles. The critical importance of the autonomic system of nerves is obvious. (page: 71)

4. The potential levers to improve employees’ experience We have identified three levers to enable the transition from the current breakdown of employee activities to the ideal division of activities. They are: Automate: companies should identify and automate routine activities, such as generating a PowerPoint presentation for a weekly meeting or recording invoices in accounting software. Augment: organizations should seize the opportunity to increase the value of work activities delivered by employees. IA is used as a crucial component here, with, for example, the generation of insights through advanced analytics to help decision making. Abandon: some work activities do not fit with leading practices for efficient work, and represent an obstacle to the employee’s experience. These activities should be reduced or eliminated. For example, restricting the volume of meetings and email traffic is essential. We call these levers the “Triple-A artifact”. It has proven to be a handy framework to help organizations build their action plans to boost their employee experience.

If pre-warned perhaps I could have used the tactic of a former KGB officer I once knew. He claimed he would swallow handfuls of lard before boozy meetings with crucial contacts, because the fat would line his stomach, prevent absorption of alcohol, and keep him sharp and focused. This is still not to be recommended.

Among the most accessible of writers on this subject is the systems theorist Ervin Laszlo. Many of his seminal ideas, articulated with the average reader in mind, come together in his description of the ‘Akashic field’, the interactive realm of quantum fluctuations, culminating in a supercoherent state empowering all structures in creation, whether atoms, organisms, or galaxies. Laszlo goes on to raise a crucial question, central to the deliberations of this book. ‘Could it be that our consciousness is linked with other consciousnesses through an inter-connecting Akashic field, much as galaxies are linked in the cosmos quanta in the microworld, and organisms in the world of the living?’ The link with contemporary brain studies is informatively reviewed by Wallace.

Theo’s freedom from the illusion that someone else will meet all or most of his emotional needs emphasises a crucial point.When you limit yourself along gender lines you have to look to the so-called opposite sex to take up the slack, whether this is expressed unconsciously (Who will feel my feelings for me?) or openly (Who will fix the bathroom shelf for me?). And that is often a fruitless search, or a search that insists the other person provides those aspects you do not want to develop or recognise in yourself. No matter how difficult it may be, it is infinitely more vitalising to attempt to develop in yourself the qualities you need in other people. Even partial success will mean you are taking responsibility for your own self, and gaining greater knowledge of your own self. It will also mean that you can approach others on steady feet, rather than as someone lurching towards the crutch held out by a potential or actual ‘other half’. This

crucial to create a period of transition between meetings.

20“When Aaron has finished making atonement for the Most Holy Place, the tent of meeting and the altar, he shall bring forward the live goat. 21He is to lay both hands on the head of the live goat and confess over it all the wickedness and rebellion of the Israelites—all their sins—and put them on the goat’s head. He shall send the goat away into the wilderness in the care of someone appointed for the task. 22The goat will carry on itself all their sins to a remote place; and the man shall release it in the wilderness. Highlight – Leviticus 16:20–22 Scapegoat The English word scapegoat captures the essence of this crucial ceremony in which a goat symbolically carried all the sins of Israel into the desert. Today the word is applied to anyone who takes the blame for something other people did. 23“Then Aaron is to go into the tent of meeting and take off the linen garments he put on before he entered the Most Holy Place, and he is to leave them there. 24He shall bathe himself with water in the sanctuary area and put on his regular garments. Then he shall come out and sacrifice the burnt offering for himself and the burnt offering for the people, to make atonement for himself and for the people. 25He shall also burn the fat of the sin offering on the altar.

While it’s tempting to focus on your child’s behaviors, in this book we’ll be focusing instead on the expectations they are having difficulty meeting that are causing those behaviors. That crucial distinction is going to make a world of difference.

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

Enhancing Health with Continuous Glucose Monitors: A Guide to Better Diabetes Management In the realm of diabetes management, Continuous Glucose Monitors (CGMs) have emerged as revolutionary devices, providing real-time insights into blood sugar levels. These compact and efficient gadgets offer a proactive approach to diabetes care, helping individuals maintain optimal glucose levels and make informed decisions about their health. Continuous Glucose Monitors operate by constantly monitoring glucose levels in the interstitial fluid beneath the skin. Unlike traditional blood glucose meters that require manual testing, CGMs offer a seamless and less intrusive way to track glucose fluctuations throughout the day. This continuous monitoring provides a comprehensive view of how various factors, such as diet, exercise, and stress, impact blood sugar levels. One of the key advantages of CGMs is their ability to alert users to potential highs and lows before they become critical. This proactive feature empowers individuals to take timely action, whether it's adjusting their medication, making dietary changes, or engaging in physical activity. By doing so, CGMs play a crucial role in preventing severe complications associated with poorly managed diabetes. Moreover, Continuous Glucose Monitors are particularly beneficial for those with Type 1 diabetes, as they eliminate the need for frequent fingerstick tests. The convenience and accuracy of CGMs make them an invaluable tool for individuals looking to streamline their diabetes management routine. As the market for Continuous Glucose Monitors expands, it's essential to choose a reliable and trustworthy provider. Med Supply US stands out as a leading supplier of high-quality CGMs, offering cutting-edge devices that prioritize accuracy and user convenience. With a commitment to improving the lives of individuals managing diabetes, Med Supply US ensures access to state-of-the-art Continuous Glucose Monitors designed to meet the diverse needs of its customers. In conclusion, Continuous Glucose Monitors have transformed diabetes management by providing real-time insights and proactive alerts. Choosing a reputable supplier like Med Supply US ensures access to top-notch CGMs, ultimately contributing to better health outcomes for individuals living with diabetes. Invest in your well-being with Continuous Glucose Monitors from Med Supply US.

If you send and answer e-mails at all hours, if you schedule and attend meetings constantly, if you weigh in on instant message systems like Hall within seconds when someone poses a new question, or if you roam your open office bouncing ideas off all whom you encounter—all of these behaviors make you seem busy in a public manner. If you’re using busyness as a proxy for productivity, then these behaviors can seem crucial for convincing yourself and others that you’re doing your job well.

Microsoft Dynamics 365 Supply Chain Management Solutions Optimize your supply chain with Dynamics 365 Supply Chain Management. Our Microsoft expertise ensures efficient supply chain management. Introduction to Dynamics 365 Supply Chain Management In today's fast-paced business environment, managing a supply chain efficiently is crucial for success. Microsoft Dynamics 365 Supply Chain Management offers a comprehensive solution designed to streamline and enhance your supply chain operations. With our expertise in Microsoft technologies, we can help you achieve operational excellence and meet your business goals. Key Features of Dynamics 365 Supply Chain Management End-to-End Visibility: Gain complete visibility into your supply chain processes, from procurement to delivery. Real-Time Insights: Utilize advanced analytics and AI to make data-driven decisions. Seamless Integration: Integrate seamlessly with other Microsoft Dynamics 365 applications and third-party systems. Scalability: Easily scale your operations as your business grows. Enhanced Collaboration: Improve collaboration across departments with a unified platform. Benefits of Using Dynamics 365 Supply Chain Management Increased Efficiency: Automate and optimize your supply chain processes to reduce manual efforts and errors. Cost Savings: Identify cost-saving opportunities through better inventory management and demand forecasting. Improved Customer Satisfaction: Ensure timely delivery and high-quality products to enhance customer satisfaction. Risk Management: Mitigate risks by monitoring and managing potential disruptions in real-time. Why Choose Us? With our extensive experience in Microsoft Dynamics 365, we are committed to providing top-notch supply chain management solutions tailored to your business needs. Our team of experts will work with you to implement and optimize Dynamics 365 Supply Chain Management, ensuring you get the most out of your investment. Get Started Today Transform your supply chain with Dynamics 365 Supply Chain Management. Contact us today to learn more about how we can help you achieve a more efficient and effective supply chain.

Empirically, it is advised when the Board suggests implementing a change, it’s essential to provide valuable alternatives if such a suggestion does not align with the goal sought to be achieved. Transparency and effective communication is the key for strategic decision-making. Facing challenging situations in the pursuit requires that professionals offer well-analyzed options to the Board ensuring that the company's best interests are upheld. Setting aside personal biases and egos is crucial for aligning with the Board’s common vision. Presenting a professional opinion backed by thorough analysis is the cornerstone of effective decision-making. Clearly outlining trade-offs and potential impacts guides informed choices. Approach decisions with a collaborative mindset, focusing on the organization's long-term success.

As infants, we can’t yet meet any of our own needs. So, in order to survive, we have to bond and attach to caretakers who can provide us with food and shelter, as well as meeting our biological and psychological needs for emotional attunement, warm responsiveness and calming physical touch. Popular parenting culture often calls this “skin time,” and it’s known to be a crucial part of early childhood development.

In 2013, Dropbox CEO Drew Houston and his top team used their powers over all employees of this file-sharing company to cancel hundreds of time-sucking meetings. Employees were wasting so much time in meetings that they kept missing crucial deadlines, especially shipping dates. Drew’s team decided to help Dropbox employees avoid heaping unnecessary meetings on themselves. Dropbox IT folks removed nearly all standing meetings from employees’ calendars and made it impossible for them to add new meetings to their calendars for two weeks. Employees were notified via an email titled “Armeetingeddon has landed.” After explaining why their calendars were “a bit light,” the email asked, “Ahhh, doesn’t it feel fantastic?

Here’s an example of the 1/3/1 + 1/3/1 structure from my article, “8 Soft Skills You Need To Work At A High-Growth Startup.” It takes a certain type of personality to want to work at a startup — and the crucial qualities of startup employees you decide to hire. When I was 26 years old, one of my closest friends and I decided we were going to start a company. He was still in the process of finishing his MBA. I had recently taken the leap from my job as a copywriter working in advertising. And every few weeks he would fly to Chicago (where I was based), or I would fly to Atlanta (where he was based), and we’d trade off sleeping on each other’s couches while brainstorming what our first step was going to be. We called it Digital Press. I’ll never forget the day we decided to make our first hire. He was a freelance writer recommended to me by a friend — and we were in the market to start hiring writers and editors (to replace the jobs my co-founder, Drew, and I were performing ourselves). We asked him to meet us at Soho House in Chicago, ordered a bottle of red wine to share, and “interviewed” him by the pool on the roof. He was a fiction writer with a passion for fantasy and sci-fi (not business writing, which was what we needed), and we were young and inexperienced just hoping someone would trust us enough to follow our vision. We hired him — and fired him two months later. The last thing I want to point out here is that you can actually make the 1/3/1 + 1/3/1 structure move even faster by combining the last sentence of the first section, and the first sentence of the second section, into one singular subhead. Here’s how it works: This first sentence is your opener. This second sentence clarifies your opener. This third sentence reinforces the point you’re making with some sort of credibility or amplified description. And this fourth sentence rounds out your argument. This fifth sentence is both your conclusion and the first sentence of your second section. And this sixth sentence clarifies your second opener. This seventh sentence reinforces the new point you’re making—with some sort of credibility or amplified description. And this eighth sentence rounds out the second point of your argument. This ninth sentence is the big conclusion of your introduction.

To secure an agreement, a meeting with the student and their parent(s) is non-negotiable. This crucial meeting serves as the platform to communicate expectations and seek the student's commitment to the carefully crafted reversal plan.

An underachievement reversal plan's implementation begins with a trifocal meeting, where it is shared with the student, and an agreement is obtained. This agreement is crucial for ensuring commitment to the plan. The plan should focus on increasing the student's motivation, ability, and attainment levels over time, with regular assessments to track progress and record behavioural changes.

To reverse student underachievement, a well-structured reversal plan is essential. This usually begins with interviewing the student, parents, or guardians to collect crucial data. This data serves as the foundation for creating a detailed reversal plan, based on the four rules of reversal.

market research survey in Myanmar assumes a urgent part in empowering organizations to go with informed choices in view of buyer conduct and market patterns. In Myanmar, measurable studying associations offer fundamental administrations that give significant experiences to organizations hoping to flourish in the neighborhood market. The Myanmar statistical surveying scene includes different administrations pointed toward aiding organizations comprehend and explore the powerful purchaser market. Factual looking over associations in Myanmar offer a scope of administrations intended to meet the different requirements of organizations. These administrations incorporate market investigation, customer conduct studies, contender examination, and industry pattern evaluations. One of the central administrations presented by market research survey in Myanmar is market examination. Through thorough information assortment and examination, these associations furnish organizations with a profound comprehension of market elements, including market size, development potential, and key patterns. This data is essential for organizations looking to enter new business sectors or extend their current tasks in Myanmar. Buyer conduct studies are one more fundamental part of statistical surveying administrations in Myanmar. By concentrating on purchaser inclinations, purchasing behaviors, and dynamic cycles, organizations can fit their items and administrations to more readily address the issues of their ideal interest group. Understanding the subtleties of customer conduct is crucial for organizations hoping to acquire an upper hand in the Myanmar market. Contender examination is likewise a critical contribution of statistical surveying firms in Myanmar. By directing inside and out appraisals of contenders' techniques, market situating, and qualities and shortcomings, organizations can recognize open doors and dangers inside their industry. This information engages organizations to refine their own techniques and separate themselves in a jam-packed commercial center. Moreover, industry pattern appraisals given by statistical surveying firms empower organizations to remain on top of things. By determining and examining industry patterns, organizations can proactively adjust to changes in customer inclinations, innovation progressions, and administrative turns of events. This proactive methodology assists organizations with relieving gambles and exploit arising open doors. Notwithstanding these center administrations, statistical surveying firms in Myanmar likewise offer redid research arrangements custom fitted to the particular necessities of organizations. Whether it's leading overviews, center gatherings, or top to bottom meetings, these associations give organizations the fundamental devices to assemble important experiences straightforwardly from their interest group. For organizations working in Myanmar or looking to enter the market, utilizing the administrations of measurable studying associations is vital to going with informed key choices. By taking advantage of the abundance of information and experiences given by these organizations, organizations can upgrade their market understanding, distinguish learning experiences, and relieve chances. All in all, statistical surveying study administrations presented by market research survey in Myanmar are fundamental for organizations hoping to flourish in the neighborhood market. From market examination and shopper conduct studies to contender investigation and industry pattern appraisals, these administrations furnish organizations with the information and experiences expected to pursue educated and vital choices. By tackling the force of statistical surveying, organizations can situate themselves for progress in the dynamic and quickly advancing business sector scene of Myanmar.

Naskar is made by Naskar alone, not an industry or benefactor - or more importantly, by family wealth. I had a roof over my head, food on the table, and clothes on my back - that was more than enough. I started writing with literally zero dollar in my pocket. Let me tell you how it began, because for some reason, I completely forgot a crucial event of my life when I wrote my memoir Love, God & Neurons. I once met an American tourist at a local train in Calcutta. The first thing he asked me was, had I lived in the States? I said, no. Then how come you have an American accent - he asked. Watching movies - I said. We got chatting and he told me about a book he had recently published, a memoir. I believe, this was the cosmic event that planted the thought of writing my own books in my head - I had already started my self-education in Neurology and Psychology, and I was all determined to publish research papers on my ideas, but not books. Meeting the person somehow subconsciously shifted my focus from research papers to books. So the journey began. And for the first few years, I made no real money from my books. Occasionally some of my books would climb the bestsellers list on amazon, like my very first book did, and that would keep the bills paid for several months. Then the invitations for talks started coming, but they too were not paid in the beginning. The organizers made all the travel arrangements, and I gave the talks for free. It's ironic and super confusing really - I remember flying business class, but I didn't have enough money to even afford a one way flight ticket, because I had already used up my royalties on other expenses. Today I can pick and choose which speaking invitations to accept, but back then I didn't have that luxury - I was grateful for any speaking gig and interview request I received, paid or not. One time, I gave an interview to this moderately popular journalist for her personal youtube channel, only to find out, she never released the video publicly - she posted an interview with a dog owner instead - whose dog videos had gained quite a following on social media. You could say, this was the first time I realized first hand, what white privilege was. Anyway, the point is this. Did I doubt myself? Often. Did I consider quitting? Occasionally. But did I actually quit? Never. And because I didn't quit, the world received a vast never-before seen multicultural humanitarian legacy, that you know me for today. There is no such thing as overnight success. If you have a dream, you gotta work at it day in, day out - night after night - spoiling sleep, ruining rest, forgetting fun. Persist, persist, and persist, that's the only secret - there is no other. Remember this - the size of your pocket does not determine your destiny, the size of your dedication does.

Have you ever dared to imagine what life could be like … if we used our skills to transform conflict, to clean up the environment, and to invent a financial system that is fair? How it would be if we set up systems for wise governance, if we kicked out the cynics and gave medals to people who outlaw corruption? What would life be like if we were to bring the feminine and masculine into balance, to free women from millennia of oppression and release their creativity? What if we were able to have a pace of life that suited the soul? This book is your invitation. How This Book Works The foundation of this book is the leap in human consciousness. This first chapter introduces the ideas that propelled me to write it and describes my own journey. Chapter 2 will try to get as close as possible to a vision of what this leap is. Chapter 3 then takes us to meet some living examples of people who have done this—great people who have developed their self-awareness, shifted their consciousness, and become able to work for change in the world in a powerfully effective way. These are individuals who have dealt with the doubts and challenges of being a pioneer, such as speaking truth to power and picking yourself up when things fall apart. They have also, crucially, learned when skepticism is useful

Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.

Even with God’s help, however, it is crucial to understand that meeting our own needs is basically our job. We can’t wait passively for others to take care of us. Jesus told us to “Ask … seek … knock” (Matt. 7:7). We are to “work out [our] salvation with fear and trembling” (Phil. 2:12). Even knowing that “it is God who works in [us]” (Phil. 2:13), we are our own responsibility.

Learning the art of operations and develop the fingertip feel for applying tactics during interplay between adversaries, you can see is crucial to our success. This interplay teaches us that interaction leads to maneuver and maneuver opens up opportunities to exploit weaknesses. Then through superior situational awareness and insights you develop innovative ideas as you accord with an adversary. This leads to well thought out and/or intuitive decisions and actions to meet our strategic goals, whatever those goals may be.

ohn Wesley, the founder of Methodism, testified that his conversion experience occurred after he was already an ordained clergyman. He was at a meeting in Aldersgate Street in London, listening to a sermon from the book of Romans, and as he heard the words of Scripture-words he had heard many times before-he suddenly felt his heart "strangely warmed.

Post-Rehab Advice: 5 Things to Do After Getting Out of Rehab Getting yourself into rehab is not the easiest thing to do, but it is certainly one of the most important things you can ever do for your well-being. However, your journey to self-healing does not simply end on your last day at rehab. Now that you have committed your self to sobriety and wellness, the next step is maintaining the new life you have built. To make sure that you are on the right track, here are some tips on what you should do as soon as you get back home from treatment. 1. Have a Game Plan Most people are encouraged to leave rehab with a proper recovery plan. What’s next for you? Envision how you want yourself to be after the inpatient treatment. This is a crucial part of the entire recovery process since it will be easier to determine the next phase of treatment you need. 2. Build Your New Social Life Finishing rehab opens endless opportunities for you. Use it to put yourself out in the world and maybe even pursue a new passion in life. Keep in mind that there are a lot of alcohol- and drug-free activities that offer a social and mental outlet. Meet new friends by playing sports, taking a class or volunteering. It is also a good opportunity for you to have sober friends who can help you through your recovery. 3. Keep Yourself Busy One of the struggles after rehab is finding purpose. Your life in recovery will obviously center on trying to stay sober. To remain sober in the long term, you must have a life that’s worth living. What drives you? Begin finding your purpose by trying out things that make you productive and satisfied at the same time. Get a new job, do volunteer work or go back to school. Try whatever is interesting for you. 4. Pay It Forward As a person who has gone through rehab, you are in the perfect place to help those who are in the early stages of recovery. Join a support group and do not be afraid to tell your story. Reaching out to other recovering individuals will also help keep your mind off your own struggles, while being an inspiration to others. 5. Get Help If You’re Still Struggling Research proves that about half of those in recovery will relapse, usually within the treatment’s first few months. However, these numbers do not necessarily mean that rehab is a waste of time. Similar to those with physical disabilities who need continuous therapy, individuals recovering from addiction also require ongoing support to stay clean and sober. Are you slipping back to your old ways? Do not let pride or shame take control of your mind. Life throws you a curveball sometimes, and slipping back to old patterns does not mean you are hopeless. Be sure to have a sober friend, family, therapist or sponsor you could trust and call in case you are struggling. Remember that building a drug- and alcohol-free life is no walk in the park, but you will likely get through it with the help of those who are dear to you.

was indicated that the Draft Committee would meet within the year to review and, if necessary,