Emergency Department Inspirational Quotes

So at most companies, an unspoken compact emerges: It's okay to be ambitious, but if you play too rough, your peers will unite against you. On the other hand, if you focus on boosting your own department, rather than undermining your rival, you'll probably get taken care of over time.

Initially working out of our home in Northern California, with a garage-based lab, I wrote a one page letter introducing myself and what we had and posted it to the CEOs of twenty-two Fortune 500 companies. Within a couple of weeks, we had received seventeen responses, with invitations to meetings and referrals to heads of engineering departments. I met with those CEOs or their deputies and received an enthusiastic response from almost every individual. There was also strong interest from engineers given the task of interfacing with us. However, support from their senior engineering and product development managers was less forthcoming. We learned that many of the big companies we had approached were no longer manufacturers themselves but assemblers of components or were value-added reseller companies, who put their famous names on systems that other original equipment manufacturers (OEMs) had built. That didn't daunt us, though when helpful VPs of engineering at top-of-the-food-chain companies referred us to their suppliers, we found that many had little or no R & D capacity, were unwilling to take a risk on outside ideas, or had no room in their already stripped-down budgets for innovation. Our designs found nowhere to land. It became clear that we needed to build actual products and create an apples-to-apples comparison before we could interest potential manufacturing customers. Where to start? We created a matrix of the product areas that we believed PAX could impact and identified more than five hundred distinct market sectors-with potentially hundreds of thousands of products that we could improve. We had to focus. After analysis that included the size of the addressable market, ease of access, the cost and time it would take to develop working prototypes, the certifications and metrics of the various industries, the need for energy efficiency in the sector, and so on, we prioritized the list to fans, mixers, pumps, and propellers. We began hand-making prototypes as comparisons to existing, leading products. By this time, we were raising working capital from angel investors. It's important to note that this was during the first half of the last decade. The tragedy of September 11, 2001, and ensuing military actions had the world's attention. Clean tech and green tech were just emerging as terms, and energy efficiency was still more of a slogan than a driver for industry. The dot-com boom had busted. We'd researched venture capital firms in the late 1990s and found only seven in the United States investing in mechanical engineering inventions. These tended to be expansion-stage investors that didn't match our phase of development. Still, we were close to the famous Silicon Valley and had a few comical conversations with venture capitalists who said they'd be interested in investing-if we could turn our technology into a website. Instead, every six months or so, we drew up a budget for the following six months. Via a growing network of forward-thinking private investors who could see the looming need for dramatic changes in energy efficiency and the performance results of our prototypes compared to currently marketed products, we funded the next phase of research and business development.

This monograph presents personalism that counters reductionist perspectives of behaviourism, neuroscience, and cybernetics. It delves into the mysteries of the psyche and mind: awareness, consciousness, selfhood, introspection, empathy, and communication. From a phenomenological angle, a person comprises psyche, mind, and self; ontologically, body and mind; existentially, a unique and formidable blend of the sacred, profane, spiritual, material, temporary, and eternal. The psyche, with its awareness, relies on the brain. The mind, equipped with consciousness, reflects the occurrences within the psyche but operates independently of both. As a spiritual entity, the mind remains conscious even when the brain is split in two or rendered inactive in clinical death. The mind is inborn; the psyche develops later. The mind makes intuitive decisions that the psyche subsequently rationalizes. An artist’s mind prepares creations before articulation, while scientists often formulate intuitive theories before documenting them. The mind detects emotions before the psyche can express them, reacting swiftly in dangerous situations, while the psyche takes time to catch up. Our mind intuitively grasps abstract, symbolic meanings not only in formal concepts but also in metaphors, stories, jokes, and rhetorical questions. In theatre, the human audience may laugh upon comprehension, whereas an AI robot or monkey remains indifferent. Our thoughts and feelings are visceral, a quality that remains inaccessible to robots. Zbigniew Pleszewski, Ph.D., is an Adjunct Professor of Psychology at McGill University in Montreal. Prior to his appointment at McGill, he was actively engaged in clinical practice, research, and teaching throughout Europe (Clinical Psychology Department at Poznań University, Psychosomatic Medicine Department at Hamburg University), Japan (as a visiting professor at the Psychosomatic Medicine Department at Kyushu University), and Canada (Psychology Department at Concordia University). His research interests centre on long-term emotional functioning preceding heart attacks, markers of immunocompetence in hemodialyzed patients with and without depressive traits, as well as psychotherapy and hypnotherapy. His areas of teaching encompass psychosomatic medicine, personality, motivation, and the philosophical foundations of psychology. He has worked as a clinical psychologist on the Crisis Team in the Emergency Room at the Douglas Institute, a psychiatric teaching hospital in Montreal, for several years. He has also travelled extensively throughout Europe, the Middle East, Egypt, Asia, Australia, South America, and North America.