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…

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.

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.

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.

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.

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

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.

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.

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.

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

Online predators have mastered the art of sitting back and scanning a forum for a “target.” They look for females who brag and boast: first sign that the target is insecure. Then they move in and feel her out. They ask about her: what she likes, what she hates. Insecure people often and easily talk about themselves when barely coaxed. Within five minutes, a predator can determine if the target is close to her father or not. You absolutely want a female who has daddy issues because if the “pinch and grab” is to work, the predator must segregate the child from the parent as soon as possible. If the female has a good relationship with her father, this can never happen and the predator knows it. The female with a healthy parental relationship will confide in the father they trust and the father will move in to protect. The pedophile does this all while appearing sincere, genuine, loving, and affectionate. They compliment the target. Tell her things…like how smart or how beautiful she is. While they shower her with praise, they reinforce one message. “I accept you. I approve of you.” In truth, they are literally making notes as to what the target desires, dreams, and wants. They listen and reciprocate. The first three days are crucial for selecting a target. It’s all about trust and earning it fast. Time is of the essence. ... On day one, you want to select a target and study their wants, loves, hates, and weaknesses. Make an agreement to meet next day, same time, same place. This establishes a sense of dependency with the target. ... Shower with praise and develop a sense of acceptance. Make a request and watch her obey. Punish her with rejection. Reward with approval using gifts and compliments. All of this is impossible if a daughter knows her father loves her, and she isn’t needing the acceptance from others.

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.

To meet by reaction that danger of radicalism is to invite disaster,” he said. “Reaction is no barrier to the radical. It is a challenge, a provocation. The way to meet that danger is to offer a workable program of reconstruction, and the party to offer it is the party with clean hands.” He then introduced a crucial phrase: “I pledge you, I pledge myself,” FDR said, “to a New Deal for the American people.” The crisis was existential. “His impulse,” Winston Churchill wrote of FDR in the mid-1930s, “is one which makes toward the fuller life of the masses of the people in every land, and which, as it glows the brighter, may well eclipse both the lurid flames of German Nordic self-assertion and the baleful unnatural lights which are diffused from Soviet Russia.

There is, however, a lesser-known piece to this story. As Christensen recalls, Grove asked him during a break in this meeting, “How do I do this?” Christensen responded with a discussion of business strategy, explaining how Grove could set up a new business unit and so on. Grove cut him off with a gruff reply: “You are such a naïve academic. I asked you how to do it, and you told me what I should do. I know what I need to do. I just don’t know how to do it.” As Christensen later explained, this division between what and how is crucial but is overlooked in the professional world. It’s often straightforward to identify a strategy needed to achieve a goal, but what trips up companies is figuring out how to execute the strategy once identified.

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.

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.

While it is beneficial for a child to feel bad when anticipating a loss of connection with those who are devoted to him and his well-being and development, it is crucially important for parents to understand that it is unwise to ever exploit this conscience. We must never intentionally make a child feel bad, guilty, or ashamed in order to get him to be good. Abusing the attachment conscience evokes deep insecurities in the child and may induce him to shut it right down for fear of being hurt. The consequences are not worth any short-term gains in behavioral goals. If we find ourselves shocked by the behavioral changes that come in the wake of peer orientation, it is because what is acceptable to peers is vastly different from what is acceptable to parents. Likewise, what alienates peers is a far cry from what alienates parents. The attachment conscience is serving a new master. When a child tries to find favor with peers instead of parents, the motivation to be good for the parents drops significantly. If the values of the peers differ from those of the parents, the child's behavior will also change accordingly. This change in behavior reveals that the values of the parents had never been truly internalized, genuinely made the child's own. They functioned mostly as instruments of finding favor. Children do not internalize values — make them their own — until adolescence. Thus the changes in a peer-oriented child's behavior do not mean that his values have changed, only that the direction of his attachment instinct has altered course. Parental values such as studying, working toward a goal, the pursuit of excellence, respect for society, the realization of potential, the development of talent, the pursuit of a passion, the appreciation of culture are often replaced with peer values that are much more immediate and short term. Appearance, entertainment, peer loyalty, spending time together, fitting into the subculture, and getting along with each other will be prized above education and the realization of personal potential. Parents often find themselves arguing about values, not realizing that for their peer-oriented children values are nothing more than the standards that they, the children, must meet in order to gain the acceptance of the peer group. So it happens that we lose our influence just at the time in our children's lives when it is most appropriate and necessary for us to articulate our values to them and to encourage the internalization of what we believe in. The nurturing of values takes time and discourse. Peer orientation robs parents of that opportunity. In this way peer orientation arrests moral development.

Picture the athlete at the starting line of a race—adrenaline pumping, energy flowing, muscles tightening, skin aglow with anticipatory perspiration, heart beating faster and faster, the mind focused on only one thing: the starter’s gun and the race. Now, picture the person about to enter a social gathering. He or she approaches the door, behind which a number of people are talking, laughing, having fun—adrenaline pumping, energy flowing, pulse beginning to quicken, the mind focused on anticipation: “What will happen when I enter the room?” “Will I see anyone I know?” “What will they think of me?” What do these situations have in common? The answer is anxiety. For the athlete, anxiety is channeled into energy that just may win the race. By allowing the anxiety to play a role in gearing him or her up for the race, the athlete is making good use of the natural fight-or-flight response. For the partygoer, it is not so clear. If that person is willing to let being “keyed up” or “excited” be a positive kind of energy flow, then any initial nervousness or uncertainty will remain manageable and nonthreatening. But if the physical sensations of anxiety become distracting and the thoughts obsessive, the party guest is in for a difficult time. Similarly, a person who prepares for an important meeting may feel a kind of nervous energy in gearing up for negotiations. But if that same person, although well prepared, allows interactive inhibition to keep him from suggesting a solution, questioning a point, or voicing an opinion, he will feel a real letdown. When holding back becomes a habit, the pervasive feeling of “Oh no, I did it again” may lead to a lack of enthusiasm that interferes with productivity and job satisfaction. The truth is, we all want to be heard without—if we can reasonably avoid it—being rejected or embarrassed. How to resolve this dilemma? First, by understanding anxiety in its simplest terms. The more you understand about anxiety, the more you will be able to control it. Remember, social anxiety is not some abstract phenomenon or indelible personality trait. It is an explainable dynamic that you can choose to control. Let’s look more closely at the athlete. For that person, in that situation, anxiety is normal and appropriate. In fact, it is crucial to effective performance. Without it, the physiological workings of the body would fall short of what is required. In the second example, anxiety is also appropriate. But it can become negative if the person begins to worry about what is going on inside the room: “What are they laughing about?” “Will anyone talk to me?” “Am I dressed right?” “Will I seem nervous?” At that point it’s the degree of incapacity—the extent to which the anxious feelings and thoughts prevent interacting—that becomes the most important issue. (In the workplace, these thoughts may run to “Have I done enough research?” “What if I can’t answer my boss’s questions?” “Can they tell I’m anxious?”)

HOW TO CLOSE THE CONVERSATION Timing is crucial in closing a conversation. If you let your anxiety dictate your actions, you may end it too soon and lose out on the opportunity to move from the first conversational level to the second. If a conversation goes on too long, with one or the other doing all the talking, both you and your partner may feel drained or bored. Closing the conversation is similar to changing the subject. You can use the same techniques to offer the other person a chance to agree to conclude (a trip to the buffet table or bar, the need to “get back to work,” a chance to speak to the host or guest of honor). Follow with a comment such as “I’ve really enjoyed talking with you,” perhaps adding, “I hope we can talk again soon.” If the person responds favorably, it is okay to follow up with a suggested plan for a future meeting; if the interaction is a social one, ask for the person’s phone number, or offer yours (“Are you in the book? I’d like to call you sometime,” or “My number’s in the book. Give me a call if you’d like to get together”). In workplace situations, you might say, “I could use some feedback on my next project. Could we arrange a time that I could run it by you?” If the response is very favorable, you might even suggest a specific time and date to get together. As you conclude, say the person’s name again (if he or she is a new acquaintance), and reiterate with body language and with words that you have enjoyed talking with him or her. Smile and maintain eye contact. Then, give a warm handshake or nod, if it is appropriate, and be on your way. Don’t draw the ending out—a protracted closing to a conversation can be counterproductive. Unlike the beginning of the conversation—where almost anything can serve as an opener—the ending does make a lasting impression, so be sure to end in a friendly, confident, and upbeat manner. One more thing: Many people find they are intrigued by a person whom they feel they didn’t get to talk to long enough. It’s much better to leave before you’ve said everything you could possibly think of to say. That way, there will be more to talk about next time!

Kaizen is an effective, enjoyable way to achieve a specific goal, but it also extends a more profound challenge: to meet life’s constant demands for change by seeking out continual—but always small—improvement. Through decades of working with people of all stripes, with unique strengths and needs, I’ve developed a theory about why kaizen works when all else fails. I outline this theory in the first chapter. The succeeding chapters are devoted to the personal application of kaizen and encompass six different strategies. These strategies include: asking small questions to dispel fear and inspire creativity thinking small thoughts to develop new skills and habits—without moving a muscle taking small actions that guarantee success solving small problems, even when you’re faced with an overwhelming crisis bestowing small rewards to yourself or others to produce the best results recognizing the small but crucial moments that everyone else ignores

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.

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.

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.

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 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.

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.

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

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.

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There are hints, too, of wider social trends. The first edition of the Dictionary contains more than thirty references to coffee, and even more to tea. Johnson would vigorously defend the latter, not long after the Dictionary was published, in his review of an essay by the umbrella-toting Hanway, who believed it was ‘pernicious to health, obstructing industry and impoverishing the nation’.2 Johnson’s love of tea was deep but not exceptional: the leaf had been available in England since the 1650s (Pepys records drinking it for the first time in September 1660), and by 1755 it was being imported to Britain at the rate of 2,000 tons a year. The fashion for tea-drinking, facilitated by Britain’s imperial resources, drove demand for another fruit of the colonies, sugar (‘the native salt of the sugar-cane, obtained by the expression and evaporation of its juice’). Tea also played a crucial role in the dissolution of the eighteenth-century British Empire, for it was of course Bostonian opponents of a British tax on tea who opened the final breach between Britain and colonial America. All the same, it was coffee that proved the more remarkable phenomenon of the age. Johnson gives a clue to this when he defines ‘coffeehouse’ as ‘a house of entertainment where coffee is sold, and the guests are supplied with newspapers’. It was this relationship between coffee and entertainment (by which Johnson meant ‘conversation’) that made it such a potent force. Coffee was first imported to Europe from Yemen in the early part of the seventeenth century, and the first coffee house opened in St Mark’s Square in Venice in 1647. The first in England opened five years later—a fact to which Johnson refers in his entry for ‘coffee’—but its proprietor, Daniel Edwards, could hardly have envisioned that by the middle of the following century there would be several thousand coffee houses in London alone, along with new coffee plantations, run by Europeans, in the East Indies and the Caribbean. Then as now, coffee houses were meeting places, where customers (predominantly male) could convene to discuss politics and current affairs. By the time of the Dictionary they were not so much gentlemanly snuggeries as commercial exchanges. As the cultural historian John Brewer explains, ‘The coffee house was the precursor of the modern office’; in later years Johnson would sign the contract for his Lives of the English Poets in a coffee house on Paternoster Row, and the London Stock Exchange and Lloyd’s have their origins in the coffee-house culture of the period. ‘Besides being meeting places’, the coffee houses were ‘postes restantes, libraries, places of exhibition and sometimes even theatres’. They were centres, too, of political opposition and, because they were open to all ranks and religions, they allowed a rare freedom of information and expression.

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1. Understanding Myanmar's Market Research: The Function of AMT Market Research In the rapidly changing economic landscape of Myanmar, businesses are increasingly recognizing the significance of making well-informed decisions based on complete market insights. One of the central members driving this development is AMT Statistical surveying, a main market research survey in Myanmar which has laid out its presence in Myanmar. With a populace of more than 54 million, Myanmar is a country wealthy in assets and potential. Be that as it may, its market is perplexing, impacted by a heap of elements like social variety, monetary vacillations, and administrative changes. Organizations need accurate data and insights to effectively navigate this complexity, and AMT Market Research meets this need. AMT Market Research has established itself as one of the best market research firms by employing cutting-edge techniques tailored to Myanmar's particular landscape. They use a combination of qualitative and quantitative research methods to get a complete picture of the market. From buyer conduct investigation to cutthroat scene appraisals, AMT gives priceless bits of knowledge that assist organizations with pursuing informed vital choices. market research survey in Myanmar is one of AMT's most distinctive methods. AMT enables businesses to comprehend preferences, purchasing habits, and emerging trends by directly engaging with customers and gathering firsthand feedback. Businesses can strategically tailor their offerings thanks to this grassroots approach, which not only reveals what consumers want but also identifies market gaps. AMT' market research survey in Myanmar, on top of that, are designed to be comprehensive yet effective. They use a combination of online surveys, focus groups, and in-person interviews to get responses from a wide range of people from different demographic groups. By collecting data in a variety of ways, businesses can reach a wider audience while also focusing on specific markets. It is essential to have an understanding of socioeconomic factors in a market that is still in its infancy. In their surveys, AMT Market Research emphasizes the significance of demographic insights. They assist businesses in developing targeted marketing strategies that resonate with their intended audience by taking into account variables such as education levels, income levels, and regional differences. This scientific thoroughness guarantees that suggestions are information driven as well as mirror the social and monetary real factors of the customers. Another thing that sets it apart is the company's dedication to conducting research in an ethical manner. AMT Market Research's core values of honesty, integrity, and dependability help to build trust with clients and respondents alike. Organizations can feel sure that the bits of knowledge gave are precise as well as gathered with deference for members' privileges and information security. The demand for high-quality market research will only grow as the economy of Myanmar continues to mature and the market attracts more attention from around the world. AMT Market Research positions itself as a crucial partner for businesses looking to enter or expand into the Myanmar market and is prepared to meet this demand. They are at the forefront of this ever-evolving sector because of their expertise and local knowledge. In conclusion, AMT Market Research provides essential tools and insights that can aid in strategic planning and execution for businesses trying to navigate the complexities of Myanmar's market. They play a crucial role in shaping the future of businesses in Myanmar through their commitment to ethical practices and comprehensive market research surveys. Associations looking for development ought to think about utilizing AMT's ability to open the potential inside this promising business sector.

If more people kept in mind that they will surely die one day and meet the Lord — at which time their eternal destiny will be sealed — they might be more dedicated to preparing for that crucial day.

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.

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.

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.

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

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.

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 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.

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.

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

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

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.

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.

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).

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

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

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.

Physical touch is one of my primary love languages. For those of us who share this love language, touching is an endearing gesture of affection, appreciation, and connection. It is not intended to be inappropriate in any way when we hug you upon meeting, pat your back, or squeeze your arm. For us, it is an enthusiastic demonstration of friendship. However, there are many people who do NOT like to be touched—men or women. In spite of our good intentions, touching can make others feel awkward, offended, and in the worst-case scenario, violated. It is crucial to be vigilant and socially aware enough that you can read people’s cues to know when to pull back and contain yourself.

Manage Your Team’s Collective Time Time management is a group endeavor. The payoff goes far beyond morale and retention. ILLUSTRATION: JAMES JOYCE by Leslie Perlow | 1461 words Most professionals approach time management the wrong way. People who fall behind at work are seen to be personally failing—just as people who give up on diet or exercise plans are seen to be lacking self-control or discipline. In response, countless time management experts focus on individual habits, much as self-help coaches do. They offer advice about such things as keeping better to-do lists, not checking e-mail incessantly, and not procrastinating. Of course, we could all do a better job managing our time. But in the modern workplace, with its emphasis on connectivity and collaboration, the real problem is not how individuals manage their own time. It’s how we manage our collective time—how we work together to get the job done. Here is where the true opportunity for productivity gains lies. Nearly a decade ago I began working with a team at the Boston Consulting Group to implement what may sound like a modest innovation: persuading each member to designate and spend one weeknight out of the office and completely unplugged from work. The intervention was aimed at improving quality of life in an industry that’s notorious for long hours and a 24/7 culture. The early returns were positive; the initiative was expanded to four teams of consultants, and then to 10. The results, which I described in a 2009 HBR article, “Making Time Off Predictable—and Required,” and in a 2012 book, Sleeping with Your Smartphone , were profound. Consultants on teams with mandatory time off had higher job satisfaction and a better work/life balance, and they felt they were learning more on the job. It’s no surprise, then, that BCG has continued to expand the program: As of this spring, it has been implemented on thousands of teams in 77 offices in 40 countries. During the five years since I first reported on this work, I have introduced similar time-based interventions at a range of companies—and I have come to appreciate the true power of those interventions. They put the ownership of how a team works into the hands of team members, who are empowered and incentivized to optimize their collective time. As a result, teams collaborate better. They streamline their work. They meet deadlines. They are more productive and efficient. Teams that set a goal of structured time off—and, crucially, meet regularly to discuss how they’ll work together to ensure that every member takes it—have more open dialogue, engage in more experimentation and innovation, and ultimately function better. CREATING “ENHANCED PRODUCTIVITY” DAYS One of the insights driving this work is the realization that many teams stick to tried-and-true processes that, although familiar, are often inefficient. Even companies that create innovative products rarely innovate when it comes to process. This realization came to the fore when I studied three teams of software engineers working for the same company in different cultural contexts. The teams had the same assignments and produced the same amount of work, but they used very different methods. One, in Shenzen, had a hub-and-spokes org chart—a project manager maintained control and assigned the work. Another, in Bangalore, was self-managed and specialized, and it assigned work according to technical expertise. The third, in Budapest, had the strongest sense of being a team; its members were the most versatile and interchangeable. Although, as noted, the end products were the same, the teams’ varying approaches yielded different results. For example, the hub-and-spokes team worked fewer hours than the others, while the most versatile team had much greater flexibility and control over its schedule. The teams were completely unaware that their counterparts elsewhere in the world were managing their work differently. My research provide

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.

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.

Not knowing doesn’t mandate anxiety; rather, it instills confidence, and confidence is crucial to good performance.

Not knowing doesn’t mean you’re condemned to anxiety; rather, not knowing calls for trust, and trust is crucial to good performance. Uncertainty is essential to the game.

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.

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

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

MAKING THE CALL Suppose you had a successful social encounter at a party. Last night went fine. But now you sit by the phone, the person’s phone number in hand, afraid to make that call you know you want to make. Maybe the person doesn’t really want you to call. (Then why did she give you her phone number?) Maybe she’s changed her mind. (There’s only one way to find out!) If you have a problem following up, you need to internalize this self-coaching advice: Dread, then do. If you feel anxious, use relaxation techniques to ready yourself to make the call. Then make it. No matter what, you will feel relieved and even proud of yourself once you’ve done it. Appropriate follow-up is crucial; otherwise, all the groundwork you’ve laid in your initial conversation will go to waste. When you call someone on the phone, remember all the skills you’ve practiced so far. And be sure to call when you say you are going to call. Imagine how you’d feel if someone whose company you’d enjoyed promised to call you on Tuesday and the call didn’t come until Friday, if at all. And finally, remember to ask about things the person told you in previous conversation. This is your chance to broaden your new friendship, so make plans and follow through on them soon. (Remember: friendship first. It’s okay, especially at this stage, for a woman to initiate a social engagement with a man, whether it leads to romance or not). If you would like to follow up with someone in your company or outside it who could become a valuable part of your career network, the procedure is much the same. Stay in touch in whatever ways are appropriate for your workplace. A clipping of a work-related article with a simple note—“Bill: Thought this would interest you,” and your name—lets the person know you appreciated his knowledge and insight. If you like, you could follow up on an outside contact with a brief note saying you enjoyed meeting the person, and then call later, perhaps with an invitation for a business lunch or a lecture. Developing contacts inside your workplace and beyond could help you build job opportunities. And feeling connected to the business community in which you work can be fulfilling too. People may soon want to begin networking with you!

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.

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.

Let’s take this line of thinking one step further. Let’s assume you want your child to be a hard worker, but if you’re continuously belittling them for falling short, not working hard enough, or failing to meet your standard of what defines a hard worker, they will likely only become discouraged. Rather, consider speaking to your child as if they are already a hard worker (the way you want them to be), even if they aren’t yet there. Use language such as “you are a 100% effort person,” essentially willing their hardworking-ness into life. Even if your child has not yet achieved this point, you can vocalize the positive version of what’s to come, providing your child with a visual of who they want to become and a path to follow. When this is done, your child will be clear on the goal of who they should be striving to be. In her book Mindset, Dr. Carol Dweck,2 a professor at Stanford University and one of the globally recognized leading researchers in personality, social psychology, and developmental psychology, discusses another crucial element of providing effective feedback. Dr. Dweck discusses how praising a student for getting good grades by attributing this success to their natural abilities is actually detrimental feedback. Similarly, telling a child they did a great job, even if they really didn’t, can set them back, giving them a false sense of confidence. The more effective alternative is to focus on their effort during the project and not the results. If they get a good grade but didn’t work hard for the grade, then the feedback should focus on their effort. The goal is not just good grades. The goal is to instill good habits in learning. So, it’s important that the feedback you provide reflects this goal. A 2020 analysis3 explored the role of feedback in education and found that valuable feedback is critical to a child’s overall success and development. Specifically, feedback was shown to have a higher impact on academic achievement and the development of motor skills.

In the rapidly evolving business landscape of Saudi Arabia, the role of digital marketing agencies has become indispensable. As more companies recognize the need to establish a robust online presence, these agencies provide essential services that can significantly enhance brand visibility and customer engagement. From local startups to established enterprises, leveraging the expertise of a digital marketing agency in Saudi Arabia is crucial for staying competitive. Understanding the Local Market A key advantage of working with a digital marketing agency in Saudi Arabia is their deep understanding of the local market dynamics. Saudi Arabia's unique cultural and economic environment demands tailored marketing strategies that resonate with its diverse population. Digital marketing agencies have their fingers on the pulse of local consumer behavior, enabling them to create campaigns that speak directly to the needs and preferences of Saudi consumers. Comprehensive Digital Marketing Services Digital marketing encompasses a wide range of services, and agencies in Saudi Arabia offer comprehensive solutions to meet various business needs. These services include search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, and social media marketing services in Saudi Arabia. By employing a multi-faceted approach, agencies can ensure that businesses reach their target audience effectively across multiple channels. Social Media Marketing Services Social media has become a critical component of any digital marketing strategy. With a high percentage of the population active on platforms like Twitter, Instagram, and Snapchat, social media marketing services in Saudi Arabia are essential for brand engagement. Digital marketing agencies help businesses create compelling content and manage their online presence, fostering community interaction and driving brand loyalty. By tailoring social media campaigns to reflect local culture and trends, these agencies can enhance a brand's visibility and relevance. Effective social media marketing not only boosts engagement but also facilitates direct communication between brands and their customers, creating a more personalized

Finding the Best Accounting Firms Near You In today’s business landscape, having the right accounting firm can make a significant difference in managing your finances, ensuring compliance, and planning for growth. Whether you are a small business owner or an individual seeking tax advice, finding the best accounting firms near you can provide the expertise and support needed to maintain financial stability. Why Local Accounting Firms Matter Choosing a local accounting firm offers several advantages, especially when it comes to personalized service and understanding local regulations. Local firms are familiar with state-specific tax laws and compliance requirements, which can save time and prevent costly mistakes. Moreover, they offer face-to-face meetings, allowing for better communication and a stronger relationship between the accountant and the client. This personalized approach ensures that the accounting services are tailored to your unique needs. Services Offered by the Best Accounting Firms The top accounting firms near you typically offer a wide range of services that cater to both businesses and individuals. These services may include bookkeeping, tax preparation, payroll management, financial consulting, and auditing. Additionally, many accounting firms provide specialized services such as estate planning, business valuations, and forensic accounting. With such comprehensive services, the best firms ensure that every aspect of your financial management is handled efficiently and professionally. Expertise and Experience One of the most important factors in choosing the best accounting firm is the level of expertise and experience they offer. Reputable firms have a team of certified public accountants (CPAs) and professionals with years of experience in various industries. This allows them to provide valuable insights, strategic advice, and accurate financial reporting. Furthermore, experienced firms are better equipped to handle complex financial situations, ensuring that your business remains compliant and financially sound. Reviews and Reputation Before making your decision, it’s important to research reviews and the reputation of the accounting firms near you. Online reviews and testimonials can provide insight into the experiences of past clients and help you choose a reliable firm. Additionally, asking for referrals from other business owners or professionals in your area can guide you toward a trustworthy accounting partner. In conclusion, finding the best accounting firms near you is crucial for managing finances and ensuring compliance. By considering factors such as local expertise, services offered, and reputation, you can choose an accounting firm that meets your specific financial needs and goals.

Finding the Right Accounting Firm Near You Choosing the right accounting firm is crucial for managing your financial records and ensuring compliance with regulations. Whether you’re a small business owner or an individual in need of tax services, working with a local accounting firm can provide personalized support and expertise. By finding a firm near you, you can establish a close working relationship and enjoy the convenience of in-person consultations, making it easier to address your specific financial needs. Benefits of Working with a Local Accounting Firm One of the main advantages of working with a local accounting firm is the ability to meet face-to-face. This personal interaction helps build trust and fosters a stronger understanding of your financial situation. Local firms are also more familiar with regional tax laws, regulations, and business practices, allowing them to offer tailored solutions that align with your needs. Additionally, local firms often provide quicker response times and more personalized services compared to larger, national firms, which can be beneficial for small businesses and individuals. Services Offered by Accounting Firms Near You Most local accounting firms provide a wide range of services that cater to both businesses and individuals. These services include bookkeeping, tax preparation, payroll management, auditing, and financial consulting. For businesses, accounting firms offer valuable assistance with tax compliance, budgeting, and cash flow management. Individuals can also benefit from services such as personal tax filing, retirement planning, and estate management. Many firms also offer specialized services tailored to specific industries, ensuring that they meet the unique needs of their clients. How to Choose the Best Local Accounting Firm When searching for the best accounting firm near you, it’s important to consider factors like experience, reputation, and the range of services offered. Start by looking for firms that specialize in your industry or financial needs. Additionally, check reviews and ask for recommendations from local businesses or colleagues. It’s also a good idea to schedule an initial consultation to assess the firm’s approach and ensure it aligns with your financial goals. Conclusion In conclusion, finding the right accounting firm near you can significantly enhance your financial management. By working with a local firm, you benefit from personalized services, in-depth regional knowledge, and a close working relationship. With the right partner, you can ensure that your financial records are accurate, compliant, and aligned with your long-term goals.

Along with luck and timing, it was the people I encountered who made the difference between moderate achievement and monstrous success, and John, along with Derek Shackleton and Paul Fireman, both of whom you’re yet to meet, were crucial players in our global conquest.

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.