Direct Support Professional Quotes

The movement of descent and discovery begins at the moment you consciously become dissatisfied with life. Contrary to most professional opinion, this gnawing dissatisfaction with life is not a sign of "mental illness," nor an indication of poor social adjustment, nor a character disorder. For concealed within this basic unhappiness with life and existence is the embryo of a growing intelligence, a special intelligence usually buried under the immense weight of social shams. A person who is beginning to sense the suffering of life is, at the same time, beginning to awaken to deeper realities, truer realities. For suffering smashes to pieces the complacency of our normal fictions about reality, and forces us to become alive in a special sense—to see carefully, to feel deeply, to touch ourselves and our worlds in ways we have heretofore avoided. It has been said, and truly I think, that suffering is the first grace. In a special sense, suffering is almost a time of rejoicing, for it marks the birth of creative insight. But only in a special sense. Some people cling to their suffering as a mother to its child, carrying it as a burden they dare not set down. They do not face suffering with awareness, but rather clutch at their suffering, secretly transfixed with the spasms of martyrdom. Suffering should neither be denied awareness, avoided, despised, not glorified, clung to, dramatized. The emergence of suffering is not so much good as it is a good sign, an indication that one is starting to realize that life lived outside unity consciousness is ultimately painful, distressing, and sorrowful. The life of boundaries is a life of battles—of fear, anxiety, pain, and finally death. It is only through all manner of numbing compensations, distractions, and enchantments that we agree not to question our illusory boundaries, the root cause of the endless wheel of agony. But sooner or later, if we are not rendered totally insensitive, our defensive compensations begin to fail their soothing and concealing purpose. As a consequence, we begin to suffer in one way or another, because our awareness is finally directed toward the conflict-ridden nature of our false boundaries and the fragmented life supported by them.

In constructing the Coast Guard, Hamilton insisted on rigorous professionalism and irreproachable conduct. He knew that if revenue-cutter captains searched vessels in an overbearing fashion, this high-handed behavior might sap public support, so he urged firmness tempered with restraint. He reminded skippers to “always keep in mind that their countrymen are free men and as such are impatient of everything that bears the least mark of a domineering spirit. [You] will therefore refrain . . . from whatever has the semblance of haughtiness, rudeness, or insult.” So masterly was Hamilton’s directive about boarding foreign vessels that it was still being applied during the 1962 Cuban missile crisis.

As with all social service projects, a lexicon of terms accumulated around the Housing First movement. Permanent Supportive Housing (PSH) described the movement’s general aim and means, and a model program conducted in the 1990s in New York had shown that housing for chronically homeless people could indeed be long-lasting and beneficial, provided they received adequate support. This trial—The Consumer Preference Supported Housing Model (CPSH)—had involved 242 people who suffered from either mental illness or substance abuse or both. The model had housed them, via various grants and public subsidies, in apartments situated in “affordable locations throughout the city’s low-income neighborhoods.” And they had been supported by Assertive Community Treatment (ACT) teams, somewhat modified from the general prototype, but substantial. These included nurses, social workers, drug counselors, administrative assistants, and “peer counselors,” who directed the support services with the advice and consent of the tenants. Each team had access to psychiatrists and other professionals, and each stood ready to help the tenants every night and day of the week. After five years, 88 percent remained housed—a remarkable result.

Lenin arrived a stranger to Russia. Apart from a six-month stay in 1905-6, he had spent the previous seventeen years in exile abroad. Most of the workers who turned out to meet him at the Finland Station could never have seen him before.'I know very little of Russia,' Lenin once told Gorky. 'Simbirsk, Kazan, Petersburg, exile - that is all I know." During 1917 he would often claim that the mass of the ordinary people were even further to the Left than the Bolsheviks. Yet he had no experience of them, and knew only what his party agents told him (which was often what he wanted to hear). Between 5 July and the October seizure of power Lenin did not make a single public appearance. He barely set foot in the provinces. The man who was set to become the dictator of Russia had almost no direct knowledge of the way its people lived. Apart from two years as a lawyer, he had never even had a job. He was a "professional revolutionary', living apart from society and supporting himself from the party's funds and from the income of him mother's estate (which he continued to draw until her death in 1916). According to Gorky, it was this ignorance of everyday work, and the human suffering which it entailed, which had bred in Lenin a 'pitiless contempt, worthy of a nobleman, for the lives of the ordinary people...Life in all its complexity us unknown to Lenin. He does not know the ordinary people. He has never lived among them.

I have practiced psychotherapy, family therapy, and hypnotherapy for over 25 years without a single board complaint or law suit by a client. For over three years, however, a group of proponents of the false memory syndrome (FMS) hypothesis, including members, officials, and supporters of the False Memory Syndrome Foundation, Inc., have waged a multi-modal campaign of harassment and defamation directed against me, my clinical clients, my staff, my family, and others connected to me. I have neither treated these harassers or their families, nor had any professional or personal dealings with any of them; I am not related in any way to the disclosures of memories of sexual abuse in these families. Nonetheless, this group disrupts my professional and personal life and threatens to drive me out of business. In this article, I describe practicing psychotherapy under a state of siege and places the campaign against me in the context of a much broader effort in the FMS movement to denigrate, defame, and harass clinicians, lecturers, writers, and researchers identified with the abuse and trauma treatment communities….

The Blue Mind Rx Statement Our wild waters provide vast cognitive, emotional, physical, psychological, social, and spiritual values for people from birth, through adolescence, adulthood, older age, and in death; wild waters provide a useful, widely available, and affordable range of treatments healthcare practitioners can incorporate into treatment plans. The world ocean and all waterways, including lakes, rivers, and wetlands (collectively, blue space), cover over 71% of our planet. Keeping them healthy, clean, accessible, and biodiverse is critical to human health and well-being. In addition to fostering more widely documented ecological, economic, and cultural diversities, our mental well-being, emotional diversity, and resiliency also rely on the global ecological integrity of our waters. Blue space gives us half of our oxygen, provides billions of people with jobs and food, holds the majority of Earth's biodiversity including species and ecosystems, drives climate and weather, regulates temperature, and is the sole source of hydration and hygiene for humanity throughout history. Neuroscientists and psychologists add that the ocean and wild waterways are a wellspring of happiness and relaxation, sociality and romance, peace and freedom, play and creativity, learning and memory, innovation and insight, elation and nostalgia, confidence and solitude, wonder and awe, empathy and compassion, reverence and beauty — and help manage trauma, anxiety, sleep, autism, addiction, fitness, attention/focus, stress, grief, PTSD, build personal resilience, and much more. Chronic stress and anxiety cause or intensify a range of physical and mental afflictions, including depression, ulcers, colitis, heart disease, and more. Being on, in, and near water can be among the most cost-effective ways of reducing stress and anxiety. We encourage healthcare professionals and advocates for the ocean, seas, lakes, and rivers to go deeper and incorporate the latest findings, research, and insights into their treatment plans, communications, reports, mission statements, strategies, grant proposals, media, exhibits, keynotes, and educational programs and to consider the following simple talking points: •Water is the essence of life: The ocean, healthy rivers, lakes, and wetlands are good for our minds and bodies. •Research shows that nature is therapeutic, promotes general health and well-being, and blue space in both urban and rural settings further enhances and broadens cognitive, emotional, psychological, social, physical, and spiritual benefits. •All people should have safe access to salubrious, wild, biodiverse waters for well-being, healing, and therapy. •Aquatic biodiversity has been directly correlated with the therapeutic potency of blue space. Immersive human interactions with healthy aquatic ecosystems can benefit both. •Wild waters can serve as medicine for caregivers, patient families, and all who are part of patients’ circles of support. •Realization of the full range and potential magnitude of ecological, economic, physical, intrinsic, and emotional values of wild places requires us to understand, appreciate, maintain, and improve the integrity and purity of one of our most vital of medicines — water.

Page 141: Group Polarization Patterns Political anger and demands for privileges are, of course, not limited to the less privileged. Indeed, even when demands are made in the name of less privileged racial or ethnic groups, often it is the more privileged members of such groups who make the demands and who benefit from policies designed to meet such demands. These demands may erupt suddenly in the wake of the creation (or sharp enlargement) of a newly educated class which sees its path to coveted middle-class professions blocked by competition of other groups--as in India, French Canada, or Lithuania, for example. * * * A rapid expansion of education is thus a factor in producing inter-group conflict, especially where the education is of a kind which produces diplomas rather than skills that have significant economic value in the marketplace. Education of a sort useful only for being a clerk, bureaucrat, school teacher--jobs whose numbers are relatively fixed in the short run and politically determined in the long run--tend to increase politicized inter-group strife. Yet newly emerging groups, whether in their own countries or abroad, tend to specialize precisely in such undemanding fields. Malay students, for example, have tended to specialize in Malay studies and Islamic studies, which provide them with no skills with which compete with the Chinese in the marketplace, either as businessmen, independent professionals, or technicians. Blacks and Hispanics in the United States follow a very similar pattern of specializing disproportionately in easier fields which offer less in the way of marketable skills. Such groups then have little choice but to turn to the government, not just for jobs but also for group preferences to be imposed in the market place, and for symbolic recognition in various forms. *** While economic interests are sometimes significant in explaining political decisions, they are by no means universally valid explanations. Educated elites from less advanced groups may have ample economic incentives to promote polarization and preferential treatment policies, but the real question is why the uneducated masses from such groups give them the political support without which they would be impotent. Indeed, it is often the less educated masses who unleash the mob violence from which their elite compatriots ultimately benefit--as in Malaysia, Sri Lanka, or parts of India, Africa, or the United States, where such violence has led to group preference policies in employment, educational institutions, and elsewhere. The common denominator in these highly disparate societies seems to be not only resentment of other groups' success but also fear of an inability to compete with them, combined with a painful embarrassment at being so visibly "under-represented"--or missing entirely—in prestigious occupations and institutions. To remedy this within apolitically relevant time horizon requires not simply increased opportunities but earmarked benefits directly given on a racial or ethnic basis.

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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.

Groups are, in a sense, a microcosm of the real world. In all groups, there are leaders and followers . . . and many people who fall somewhere in between. Some groups are professionally led, and some are self- or volunteer-directed. In every group, there will be people you like and people you don’t, people who seek you out, and people who do not. Understanding and joining in the group process and making it work for you is what is important. Experiment with several groups, if you like, to find the ones that you enjoy the most. Strive to find a group in which you think you would feel comfortable expressing yourself or interacting with others and which has an appropriate meaning for you (a self-help group should address your particular issues; a hobby club should focus on something you enjoy). Attend the group a few times to get a sense of how members interact with each other. If the thought of doing so still causes you anxiety, continue working on stress management, and remain fairly passive in the group until you feel more comfortable. In my own social therapy group program, our purpose is to help individuals learn how to control social anxiety and refine their interactive skills. Social anxiety is a people-oriented problem, which makes group experience important both theoretically and practically. Some traditional therapists have called my program unorthodox because it encourages patients to talk to and learn from each other—as opposed to the isolation and protection offered by many of the more conservative therapies. But I say that social interaction is something you learn by doing. My groups are places to practice, make mistakes, and experience success in a supportive yet challenging environment. Of course, even in such a supportive setting, resistance still arises. In a “friendly” forum, stressors can be explored and confronted more easily, however, and I have found that the degree to which a person uses the group is often a good indicator of how well he or she is progressing therapeutically. Good attendance shows effort and commitment; poor attendance indicates that a person is giving in to anxiety. I’ve heard all the excuses and manipulations—canceling plans is typical of people with avoidance problems related to social anxiety. (I’m sometimes tempted to open a garage to repair all those cars that break down on group night!) Yet often, after overcoming the initial stage of anxiety, many participants enjoy the process. As you consider the option of incorporating various kinds of groups in your community into your self-help program, remember that groups can be a very important component of your map for change. Groups can provide you with the opportunity to practice the skills that are crucial to your success. Make sure that your expectations are realistic and that you understand the purpose and the limitations of whatever group you join.

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Rapid Health Rehabilitation is a team of professional kinesiologists that provide customized training & exercise programs to support anyone who has been part of a motor vehicle accident to get back to their daily routines with as few disruptions as possible. Our kinesiologists love sharing their expertise to empower people to return to their daily routines with as few disruptions as possible. We work directly with ICBC insured individuals so they can focus on their rehabilitation goals.

The obstacle to achieving such vocational diversification and general aptitude does not lie in the human character as such, but rather in the mass of qualifying educational and vocational restrictions imposed by every privileged group in order to maintain its special status, emoluments, and perquisites. Though the reputed object of these regulations is often laudable, as measures to ensure competence and protect members from unqualified rivals, the underlying aim is to prevent fresh activities and organizations from arising in competition with the power system. As a result, the scope of human initiative through direct action becomes limited: today the smallest new measure must run a gauntlet of licensing laws, professional codes, trades union regulations, wage schedules, promotion priorities, bureaucratic restrictions and inspections. Even the exigencies of war were only partly able to break down or bypass these barriers-for where are they more deeply entrenched than in the military machine itself? This explains, perhaps, why there is so little prospect of overcoming the defects of the power system by any attack that employs mass organizations and mass efforts at persuasion; for these mass methods support the very system they attack. The changes that have so far been effective, and that give promise of further success, are those that have been initiated by animated individual minds, small groups, and local communities nibbling at the edges of the power structure by breaking routines and defying regulations. Such an attack seeks, not to capture the citadel of power, but to withdraw from it and quietly paralyze it. Once such initiatives become widespread, as they at last show signs of becoming, it will restore power and confident authority to its proper source: the human personality and the small face-to-face community.

The competencies most relevant to an SSAO role include assessment, evaluation and research, human and organizational resources, law, policy and governance, and leadership.

The key though is the professional must seek the information that resides in the degree credential and necessary information that resides elsewhere, and this acquisition of knowledge competencies is ongoing throughout one's career if they are to be successful.

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Leaders usually need to be directive and supportive during the forming stage,

Thirteen Recurrent Domains of Human Concerns: Possible Breakdowns 1. BODY: health, sickness, injury, availability and unavailability for meetings and appointments. 2. PLAY or AESTHETICS: entertainment, recreation, art, and appreciation of art. 3. SOCIABILITY: opening new conversations, making new friends, maintaining friendships, breaking friendships, trusting what others say, establishing trust for yourself. 4. FAMILY: having children, education of children, marriage. 5. WORK: completing actions you have committed to take, doing your job. 6. EDUCATION: gaining competence, skill in some area. 7. CAREER: choosing a direction to take in life, choosing a career or profession to prepare for and follow. 8. MONEY or PRUDENCE: having sufficient money to support yourself, your salary, reputation among others you deal with. 9. MEMBERSHIP: participation in club, professional, organizational, or government institutions; gaining membership in societies, clubs, or other organizations; becoming a citizen. 10. WORLD: politics, the environment, other countries or cultures. 11. DIGNITY: self-respect, self-esteem, lack of self-esteem, conflicts between your standards of action and your actions. 12. SITUATION: disposition, temperament, outlook, emotions, judgments about “how things are going.” 13. SPIRITUALITY: philosophy, poetry, religion, humor (laughing about our nonacceptance of the facticity of life, not being burdened by it).

Some examples of chips that you can give and/or receive at work include: • Encouraging words, including authentic praise and the specifics of what was done well. • Supportive words, including genuine empathy for difficult situations. • Small talk, including asking personal (but not private) questions about family members, pets, recent personal events, etc. • Sincere compliments on clothing, professional skills, or business sense. • Sharing personal (but not private) details from your own life. • Asking for the other person’s input, opinion, advice. • Little gifts, like a cup of coffee. • Thank-you notes. [...] everyone with whom you interact keeps a chip bankbook on you. All day long you are gaining and losing chips with your direct reports, peers, and higher-ups. They know where you stand with them at any given moment, and you know where they stand with you. . . . One of the most important rules . . . is that we always make it equal in the end— that is, if someone tries to take away our chips, we will find a way to even the score. [...] To manage your relationships in a savvy manner at work, find out who values what kind of chips, and then stockpile those particular types of chips with others who can help you be more productive and successful.

Her expression remained unchanged as I spoke. She looked at me directly and I continued rambling for a bit. She let me finish. Suddenly, she changed the script I thought we were both meant to follow. Her response was crisp and clear. She did nothing Cheryl had prepared me for. She didn’t say I told you so, she didn’t tell me I was fired or that she would help me find a new job. In fact, she gave no hint that anything about my role was to be altered. What she wanted to tell me was that though people were pressuring her to let me go, she did not believe it was the right thing to do and had no plan whatsoever to listen to my critics. Then she proceeded to list all the reasons why. That I was valued in our organization. That she had confidence in my work. That she believed I was a good manager, an effective problem solver. That she knew the number of people who supported me far exceeded the number who wanted me out. That she did not intend to be bullied into doing something just because that’s what other people wanted. That she knew that I had a son to think of, and she wanted to be sure I was able to support him. She didn’t say this, but we both knew that if she fired me I might be completely ostracized from Democratic politics and largely unemployable, something I couldn’t even fathom. And last, she said that she did not believe I should pay a professional price for what was ultimately my husband’s mistake, not mine. I think I started breathing again only when she finished talking.

It might sound strange to suggest that nations exert more influence on the self than, say, life partners or family. Your immediate family is typically the first direct influence on your existence and long-term partners might be the most consistently present, while the “nation” can feel far away. Many of us only engage with the nation when we read the news or vote, but today nations provide the context in which social groups like political parties, families, and professional and educational identities exist. Nation-states exert incredible influence over the context that shapes the operation of more intimate relationships and communities. They set the rules for the way we exchange goods and labor, the support new parents can expect to receive, the way we educate our kids, how much time we are allowed to spend away from work, and countless other aspects of our lives that affect our relationships. Nation-states provide the background

Fourteen Ways To Tame Pharma 1. No more direct-to-consumer advertising on TV, in magazines, or on the internet 2. No more drug company-sponsored junkets, dinners, promotional gifts, or continuing medical education for doctors or medical students 3. No more financial support for medical professional organizations 4. No more beautiful salespeople congregating in the doctors' waiting room 5. No more free samples 6. No more off-label marketing 7. No more co-opting of thought leaders 8. No more drug company funding for the Food and Drug Administration 9. Bigger fines and criminal penalties for malfeasance that are directed against the executives as well as the companies 10. Shortened patent protection for companies that break the law 11. No more financial aid for consumer advocacy groups 12. No more disease-awareness campaigns 13. No more unlimited and undisclosed contributions to politicians 14. A three-year quarantine before politicians, staffers, and bureaucrats involved in setting or monitoring drug company regulations can join a drug company as officer or employee

In general, the Fascist and Nazi regimes had no serious difficulty establishing control over public services. They largely protected civil servants’ turf from party intrusion and left their professional identity intact. Civil servants were frequently in broad sympathy with fascist regimes’ biases for authority and order against parliament and the Left, and they appreciated enhanced freedom from legal restraint. Eliminating Jews sometimes opened up career advancement. The police were the key agency, of course. The German police were very quickly removed from the normative state and brought under Nazi Party control via the SS. Himmler, supported by Hitler against rivals and the Ministry of the Interior, which traditionally controlled the police, ascended in April 1933 from political police commander of Bavaria (where he set up the first concentration camp at Dachau) to chief of the whole German police system in June 1936. This process was facilitated by the disgruntlement many German police had felt for the Weimar Republic and its “coddling of criminals,” and by the regime’s efforts to enhance police prestige in the eyes of the public. By 1937, the annual congratulatory “Police Day” had expanded from one day to seven. Initially the SA were deputized as auxiliary Exercising Power police in Prussia, but this practice was ended on August 2, 1933, and the police faced no further threat of dilution from party militants. They enjoyed a privileged role above the law as the final arbiters of their own form of unlimited “police justice.” While the German police were run more directly by Nazi Party chiefs than any other traditional state agency, the Italian police remained headed by a civil servant, and their behavior was little more unprofessional or partisan than under previous governments. This is one of the most profound differences between the Nazi and Fascist regimes. The head of the Italian police for most of the Fascist period was the professional civil servant Arturo Bocchini. There was a political police, the OVRA, but the regime executed relatively few political enemies. Another crucial instrument of rule was the judiciary. Although very few judges were Nazi Party members in 1933, the German magistracy was already overwhelmingly conservative. It had established a solid track record of harsher penalties against communists than against Nazis during the 1920s. In exchange for a relatively limited invasion of their professional sphere by the party’s Special Courts and People’s Court, the judges willingly submerged their associations in a Nazi organization and happily accepted the powerful role the new regime gave them.71 The Italian judiciary was little changed, since political interference had already been the norm under the liberal monarchy. Italian judges felt general sympathy for the Fascist regime’s commitment to public order and national grandeur.

The course of the Second World War directly reflected the man who started it. Hitler’s hostile personality and conviction that Germany needed additional “living space” made war inevitable, and at the start of the conflict, his tendency to go for broke and act in surprising and outrageous ways worked astonishingly well on the battlefield. Those same qualities, however, also proved his undoing because they led him to overstretch himself—there is no way to understand the key moments in the conflict, Operation Barbarossa and declaring war on the United States, except as consequences of Hitler’s personality. Meanwhile, his role as field commander gradually overwhelmed him so that he could no longer call upon useful traits such as strategic flexibility or ruthless realism. And once things began going wrong, they rapidly spiralled out of control, as Hitler’s alternately hot-headed and intransigent responses—constantly dismissing his military professionals, ruling out tactical retreats—only made the situation worse. By the conclusion of the war, the catastrophe he wreaked on Germany, with the support of the German people, was mirrored by the physical and psychological catastrophe he wreaked on himself. Germany ended up in ruins, just as its Führer ended his life as a complete wreck.

The notion, popularized by classicist and romanticist critics alike, of the Attic theatre as the perfect example of a national theatre, and of its audiences as realizing the ideal of a whole people united in support of art, is a falsification of historical truth.33 The festival theatre of Athenian democracy was certainly no ‘people’s theatre’ —the German classical and romantic theorists could only represent it as such, because they conceived the theatre to be an educational institution. The true ‘people’s theatre’ of ancient times was the mime, which received no subvention from the state, in consequence did not have to take instructions from above, and so worked out its artistic principles simply and solely from its own immediate experience with the audiences. It offered its public not artistically constructed dramas of tragi-heroic manners and noble or even sublime personages, but short, sketchy, naturalistic scenes with subjects and persons drawn from the most trivial, everyday life. Here at last we have to do with an art which has been created not merely for the people but also in a sense by the people. Mimers may have been professional actors, but they remained popular and had nothing to do with the educated élite, at least until the mime came into fashion. They came from the people, shared their taste and drew upon their common sense. They wanted neither to educate nor to instruct, but to entertain their audience. This unpretentious, naturalistic, popular theatre was the product of a much longer and more continuous development, and had to its credit a much richer and more varied output than the official classical theatre; unfortunately, this output has been almost completely lost to us. Had these plays been preserved, we should certainly take quite a different view of Greek literature and probably of the whole of Greek culture from that taken now. The mime is not merely much older than tragedy; it is probably prehistoric in origin and directly connected with the symbolic-magical dances, vegetation rites, hunting magic, and the cult of the dead. Tragedy originates in the dithyramb, an undramatic art form, and to all appearances it got its dramatic form—involving the transformation of the performers into fictitious personages and the transposition of the epic past into present —from the mime. In tragedy, the dramatic element certainly always remained subordinate to the lyrical and didactic element; the fact that the chorus was able to survive shows that tragedy was not exclusively concerned to get dramatic effect and so was intended to serve other ends than mere entertainment.

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PRINCIPLE: LEADING UP THE CHAIN If your boss isn’t making a decision in a timely manner or providing necessary support for you and your team, don’t blame the boss. First, blame yourself. Examine what you can do to better convey the critical information for decisions to be made and support allocated. Leading up the chain of command requires tactful engagement with the immediate boss (or in military terms, higher headquarters) to obtain the decisions and support necessary to enable your team to accomplish its mission and ultimately win. To do this, a leader must push situational awareness up the chain of command. Leading up the chain takes much more savvy and skill than leading down the chain. Leading up, the leader cannot fall back on his or her positional authority. Instead, the subordinate leader must use influence, experience, knowledge, communication, and maintain the highest professionalism. While pushing to make your superior understand what you need, you must also realize that your boss must allocate limited assets and make decisions with the bigger picture in mind. You and your team may not represent the priority effort at that particular time. Or perhaps the senior leadership has chosen a different direction. Have the humility to understand and accept this. One of the most important jobs of any leader is to support your own boss—your immediate leadership. In any chain of command, the leadership must always present a united front to the troops. A public display of discontent or disagreement with the chain of command undermines the authority of leaders at all levels. This is catastrophic to the performance of any organization. As a leader, if you don’t understand why decisions are being made, requests denied, or support allocated elsewhere, you must ask those questions up the chain. Then, once understood, you can pass that understanding down to your team. Leaders in any chain of command will not always agree. But at the end of the day, once the debate on a particular course of action is over and the boss has made a decision—even if that decision is one you argued against—you must execute the plan as if it were your own. When leading up the chain of command, use caution and respect. But remember, if your leader is not giving the support you need, don’t blame him or her. Instead, reexamine what you can do to better clarify, educate, influence, or convince that person to give you what you need in order to win. The major factors to be aware of when leading up and down the chain of command are these:

The employment of the strategic bombers in the weeks preceding D-Day, and afterwards in support of the armies in Normandy, may today seem cautious and unimaginative. But it was vital insurance, and reflected a perfectly logical view of strategic priorities by the Combined Chiefs of Staff. Overlord had to succeed. Bomber Command and the USAAF were directed to do all in their power to see that it did so, and worked to that end with courage, dedication and professionalism. If their leaders were heard with insufficient respect in the councils of war, they had only their own vast errors of judgement of the past to blame. It is an indulgence of historians and armchair critics to pretend that, in the spring of 1944, there was a better way.

Wikipedia: Unofficial Collaborator The great range of circumstances that led to collaboration with the Stasi makes any overall moral evaluation of the spying activities extremely difficult. There were those that volunteered willingly and without moral scruples to pass detailed reports to the Stasi out of selfish motives, from self-regard, or from the urge to exercise power over others. Others collaborated with the Stasis out of a sincerely held sense of duty that the GDR was the better Germany and that it must be defended from the assaults of its enemies. Others were to a lesser or greater extent themselves victims of state persecution and had been broken or blackmailed into collaboration. Many informants believed that they could protect friends or relations by passing on only positive information about them, while others thought that provided they reported nothing suspicious or otherwise punishable, then no harm would be done by providing the Stasi with reports. These failed to accept that the Stasi could use apparently innocuous information to support their covert operations and interrogations. A further problem in any moral evaluation is presented by the extent to which information from informal collaborators was also used for combating non-political criminality. Moral judgements on collaboration involving criminal police who belonged to the Stasi need to be considered on a case by case basis, according to individual circumstances. A belief has gained traction that any informal collaborator (IM) who refused the Stasi further collaboration and extracted himself (in the now outdated Stasi jargon of the time "sich dekonspirierte") from a role as an IM need have no fear of serious consequences for his life, and could in this way safely cut himself off from communication with the Stasi. This is untrue. Furthermore, even people who declared unequivocally that they were not available for spying activities could nevertheless, over the years, find themselves exposed to high-pressure "recruitment" tactics. It was not uncommon for an IM trying to break out of a collaborative relationship with the Stasi to find his employment opportunities destroyed. The Stasi would often identify refusal to collaborate, using another jargon term, as "enemy-negative conduct" ("feindlich-negativen Haltung"), which frequently resulted in what they termed "Zersetzungsmaßnahmen", a term for which no very direct English translation is available, but for one form of which a definition has been provided that begins: "a systematic degradation of reputation, image, and prestige in a database on one part true, verifiable and degrading, and on the other part false, plausible, irrefutable, and always degrading; a systematic organization of social and professional failures for demolishing the self-confidence of the individual.

Laymen, as well as clerics, were allured by the joys of authorship. The professional writer, the homme de lettres, appeared. A few, such as Dante and Petrarch, had university training; most had their education from life. They made no direct profit from their works, though Boccaccio, who was always broke, rented his manuscripts to copyists. The writers’ reward came from their celebrity and intellectual distinction, which brought them church livings or free lodging and gifts from princes or nobles. Thus, the first female professional writer, Christine de Pisan, supported herself and her children at the French court in the early fifteenth century.

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