Experienced Staff Quotes

So. I am not coming home next month. I have signed up for another one-year tour of duty. I simply can’t leave my post when the men need me. We don’t have enough experienced staff here. There. I can hear you screaming. If you knew me now, you’d understand. I am a combat nurse.

17% of girls have experienced a physical attack… 97% of students report regularly hearing homophobic remarks by peers… 53% hear homophobic comments by teaching staff…

I choose to pay. I am cursed with a staff a stallion would be proud of. It takes an experienced woman to accept it. There are even some whores who hide when they see me coming.

Shadow experienced a dizzying moment of double vision: he saw the grizzled man facing him, squeezing his shoulder, but he saw something else: so many winters, hundreds and hundreds of winters, and a gray man in a broad-brimmed hat walking from settlement to settlement, leaning on his staff, staring in through windows at the firelight, at a joy and a burning life he would never be able to touch, never even be able to feel…

I also started giving Christmas lectures to the house staff and clinic staff that focused on music written by composers who had experienced severe depression or manic-depressive illness. These informal lectures became the basis for a concert that a friend of mine, a professor of music at UCLA, and I subsequently produced in 1985 with the Los Angeles Philharmonic. In an attempt to raise public awareness about mental illness,

Contradictions. Fauxnerable people are not consistent in their character. • Disclosures that focus on the past. “I struggled with porn” or “I was such a mess.” This isn’t vulnerability. Vulnerability is about showing up courageously in the present moment with how you are currently affecting someone or experiencing your inner life. • Staged fauxnerability. A fauxnerable pastor or leader may conjure up tears at will on stage but show little empathy or care face to face. • Victim mentality. The fauxnerable pastor may blame his staff, a bad system, or a needy spouse. • Lack of curiosity. Vulnerable people are curious. Fauxnerable people are defensive and reactive. • Oversharing. An emotional dump is not necessarily an act of vulnerability but may in fact be a way of using you to engender sympathy or to take their side. • Self-referencing. His fauxnerability is in service of his ego, not an expression of mutuality or connection.

The conservative policies and principles that had once defined what it meant to be a Republican were being replaced by complete allegiance to one man—who wasn’t actually a conservative. One of the clearest manifestations of this was the lack of any platform for the Republican Party in 2020. In place of the extensive policy document that each party normally adopts every four years, the Republican Party adopted a resolution that simply affirmed, “The Republican Party has and will continue to enthusiastically support the President’s America-first agenda.” I talked to Condoleezza Rice in the spring of 2021. I had served as deputy assistant secretary of state for the Near East when Condi was secretary of state, and I’d known her since she served on the National Security Council staff during George H. W. Bush’s administration. She was an expert on the Soviet Union and a student of history. We discussed the cult of personality that had captured our party. This was something America had never experienced before. I asked Condi if she could think of any historic examples of countries successfully throwing off cults of personality. “Not without great violence and upheaval,” she said.

raving maniacs, half paralysed with hunger and fear’. In collaboration with an UNRRA team, the soldiers took over a former Napola School at Feldafing, drafted many of its German staff, including cooks and medical personnel, and turned it into a refugee camp, with a nearby hotel requisitioned as hospital accommodation. The number of inmates rapidly grew to some 4,000. By the end of May 1945, the camp had experienced its first survivor wedding and those in the hospital – now moved to a former monastery – had been treated to a concert by the Kovno Ghetto orchestra, dressed in their striped concentration-camp pyjamas.

consider trying to forgive him yet again. He did his part, so I returned to our home in Virginia that summer of 2010. I wasn’t hopeful, but I didn’t have the strength to end our marriage—or to save it. We attended counseling together for a while, but the conversations reached dead ends. Nonetheless, Robert attempted to rebuild our connection. He wasn’t staying out all night. He helped with the kids and seemed committed to fixing the broken bond between us. Before we knew it, training camp was starting again and he would once again be competing for a spot on the roster. The coaching staff had experienced some changes,

I want to make it clear that I am not implying here that all housing issues can be solved through market solutions. Many cases of homelessness, for instance, particularly in affluent cities, stem from social welfare policies and require and immediate government action. It is important from the beginning to clearly separate emergency social welfare from housing policy. Too often, housing policy is conceived as an extension of social welfare applied to the middle class. In every large city, a small number of households - some may be one-person households - are unable to pay for their housing. They end up in the streets. These households may be permanently or temporarily disabled - physically or mentally - or may have experienced bad luck that results in long unemployment periods. It is certainly the duty of the government to provide a shelter for them as an emergency service. Once in an emergency shelter, social workers can identify those who are likely to be permanently unable to earn an income and then direct them toward a social housing shelter, where specialized staff will follow up on their case. Other homeless households may need only temporary help to find a job and a house they can afford before they rejoin the city's active population. The provision of homeless shelters is not part of housing policy, as it has little to do with supply and demand.

Fair trade care webs draw on sick and disabled knowledge about care. Sick and disabled folks have many superpowers: one of them is that many of us have sophisticated, highly developed skills around negotiating and organizing care. Many sick and disabled people have experienced receiving shitty, condescending, “poor you!” charity-based care that’s worse than no care at all—whether it’s from medical staff or our friends and families. Many disabled people also face receiving abusive or coercive care, in medical facilities and nursing homes and from our families and personal care assistants. We’re also offered unsolicited medical advice, from doctors and strangers on the street (who are totally sure carrot juice will cure our MS) every day of our lives. All of those offers are “well meaning,” but they’re also intrusive, unasked for, and mostly coming from a place of discomfort with disability and wanting to “fix” us.

When the commander of one of the brigades Gilbert had sent to reinforce McCook approached an imposing-looking officer to ask for instructions as to the posting of his troops—“I have come to your assistance with my brigade!” the Federal shouted above the uproar—the gentleman calmly sitting his horse in the midst of carnage turned out to be Polk, who was wearing a dark-gray uniform. Polk asked the designation of the newly arrived command, and upon being told raised his eyebrows in surprise. For all his churchly faith in miracles, he could scarcely believe his ears. “There must be some mistake about this,” he said. “You are my prisoner.” Fighting without its commander, the brigade gave an excellent account of itself. Joined presently by the other brigade sent over from the center, it did much to stiffen the resistance being offered by the remnants of McCook’s two divisions. Sundown came before the rebels could complete the rout begun four hours ago, and now in the dusk it was Polk’s turn to play a befuddled role in another comic incident of confused identity. He saw in the fading light a body of men whom he took to be Confederates firing obliquely into the flank of one of his engaged brigades. “Dear me,” he said to himself. “This is very sad and must be stopped.” None of his staff being with him at the time, he rode over to attend to the matter in person. When he came up to the erring commander and demanded in angry tones what he meant by shooting his own friends, the colonel replied with surprise: “I don’t think there can be any mistake about it. I am sure they are the enemy.” “Enemy!” Polk exclaimed, taken aback by this apparent insubordination. “Why, I have only just left them myself. Cease firing, sir! What is your name, sir?” “Colonel Shryock, of the 87th Indiana,” the Federal said. “And pray, sir, who are you?” The bishop-general, learning thus for the first time that the man was a Yankee and that he was in rear of a whole regiment of Yankees, determined to brazen out the situation by taking further advantage of the fact that his dark-gray blouse looked blue-black in the twilight. He rode closer and shook his fist in the colonel’s face, shouting angrily: “I’ll soon show you who I am, sir! Cease firing, sir, at once!” Then he turned his horse and, calling in an authoritative manner for the bluecoats to cease firing, slowly rode back toward his own lines. He was afraid to ride fast, he later explained, because haste might give his identity away; yet “at the same time I experienced a disagreeable sensation, like screwing up my back, and calculated how many bullets would be between my shoulders every moment.

What are these substances? Medicines or drugs or sacramental foods? It is easier to say what they are not. They are not narcotics, nor intoxicants, nor energizers, nor anaesthetics, nor tranquilizers. They are, rather, biochemical keys which unlock experiences shatteringly new to most Westerners. For the last two years, staff members of the Center for Research in Personality at Harvard University have engaged in systematic experiments with these substances. Our first inquiry into the biochemical expansion of consciousness has been a study of the reactions of Americans in a supportive, comfortable naturalistic setting. We have had the opportunity of participating in over one thousand individual administrations. From our observations, from interviews and reports, from analysis of questionnaire data, and from pre- and postexperimental differences in personality test results, certain conclusions have emerged. (1) These substances do alter consciousness. There is no dispute on this score. (2) It is meaningless to talk more specifically about the “effect of the drug.” Set and setting, expectation, and atmosphere account for all specificity of reaction. There is no “drug reaction” but always setting-plus-drug. (3) In talking about potentialities it is useful to consider not just the setting-plus-drug but rather the potentialities of the human cortex to create images and experiences far beyond the narrow limitations of words and concepts. Those of us on this research project spend a good share of our working hours listening to people talk about the effect and use of consciousness-altering drugs. If we substitute the words human cortex for drug we can then agree with any statement made about the potentialities—for good or evil, for helping or hurting, for loving or fearing. Potentialities of the cortex, not of the drug. The drug is just an instrument. In analyzing and interpreting the results of our studies we looked first to the conventional models of modern psychology—psychoanalytic, behavioristic—and found these concepts quite inadequate to map the richness and breadth of expanded consciousness. To understand our findings we have finally been forced back on a language and point of view quite alien to us who are trained in the traditions of mechanistic objective psychology. We have had to return again and again to the nondualistic conceptions of Eastern philosophy, a theory of mind made more explicit and familiar in our Western world by Bergson, Aldous Huxley, and Alan Watts. In the first part of this book Mr. Watts presents with beautiful clarity this theory of consciousness, which we have seen confirmed in the accounts of our research subjects—philosophers, unlettered convicts, housewives, intellectuals, alcoholics. The leap across entangling thickets of the verbal, to identify with the totality of the experienced, is a phenomenon reported over and over by these persons.

The nautical expression that “Rats leave a sinking ship” is an observed truth. Not only will they attempt to save themselves but they will also assist in saving others. In fact studies show that they will be more apt to help their fellow rats if they had experienced a previous dunking themselves. Although detested by human’s rats are in fact very compassionate social animals that crave company. Research has proven that they will help another rat in distress before searching for food even though they may be hungry. Although not proven it has been observed that they have an innate knowledge of impending disaster and if they are seen abandoning ship, it just might be wise to follow. This is born out in Shakespeare's The Tempest, Act I, Scene II where he wrote: “In few, they hurried us aboard a bark, bore us some leagues to the sea; where they prepared a rotten carcass of a boat, not rigged, nor tackle, sail, nor mast; the very rats instinctively had to quit it.” Of course this nautical concept is fortunately not frequently witnessed, however in a metaphorical sense it is now being witnessed politically. The New York Times's Maggie Haberman and Alexander Burns have written articles concerning the tumult behind the scenes in the world of Donald Trump. “In private, Mr. Trump's mood is often sullen and erratic, his associates say. He veers from barking at members of his staff to grumbling about how he was better off following his own instincts…” Many others claim that he is not up to the task and could actually be a danger to our country if not the World. On Twitter, Bill Kristol a conservative and the Editor at large of the Weekly Standard says that the New York Times story suggest suggests prominent members of Trump's team are already beginning their recriminations in anticipation of a Republican defeat in November. Although I usually save my political remarks for my personal Facebook page, the obvious cannot be ignored and it has been universally apparent that our “Ship of State” has been heading into uncharted waters, rife with dangers herebefore unknown!

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My first recollection of that day was that early on the morning of September 17, we were all in the cellar with the mattresses off the beds being brought down. I was told I must stay there as there would be a battle. The noise of the battle was plainly heard, the popping of the guns, the rattling of the sabres, and the roaring of the cannon. … Soon General Burnside and his staff rode up to the front porch and dismounted. … I lost all fear of the bullets, and was soon on the porch beside my grandfather.

experiencing dramatic and sudden change. We entered the town square where one hundred thousand Polish workers had gathered. They were waving American flags and shouting, “Bush, Bush, Bush… Freedom, Freedom, Freedom.” I turned to my colleague Robert Blackwill of the National Security Council staff and said, “This is not exactly what Karl Marx meant when he said, ‘Workers of the world unite.’” But, indeed, they had “nothing to lose but their chains.” Two months later, the Polish Communist Party gave way to a Solidarity-led government.

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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.

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Why people churn Most churn occurs at the time of the sale. In 2017, my churn was over 60%. I signed up customers who were a poor fit for my solution. Many customers thought Connex was an inventory management tool and others thought we built custom software. We had no onboarding process and we expected users to figure out Connex on their own. Many users failed to choose the right settings, since they are small business owners and not accountants. Since the software failed to work as expected, they quickly cancelled. From experience, most users churn in the first 30 days. It is critical that you reach out to them and ensure the software works correctly. My staff performs an onboarding and ensures Connex works to the customer’s satisfaction. Users churned because my software lacked features that it has today. We noticed a dramatic shift in churn, after implementing a sales and marketing process. In the first quarter of 2021, we had only a handful of refunds out of 100 purchases. People churn because they fail to achieve their desired result or experience. People buy Connex because they want accurate financial information, better order fulfillment, or protection from overselling. If the sync were inaccurate and unreliable then we would lose customers. In other cases, your software may become superfluous. For example, I used the excellent meeting automation tool Calendly. When I migrated to HubSpot, however, I no longer needed Calendly because HubSpot offered meeting automation as part of its suite of offerings. Even if your tool works, your customer’s desired situation or desired outcomes may change. I churned from my ticketing system because I was unhappy with the customer service and experienced technical issues with their chat and phone system. Companies often tack on features that are nowhere near as usable as their core offering.

Structured methods for learning Method Uses Useful for Organizational climate and employee satisfaction surveys Learning about culture and morale. Many organizations do such surveys regularly, and a database may already be available. If not, consider setting up a regular survey of employee perceptions. Useful for managers at all levels if the analysis is available specifically for your unit or group. Usefulness depends on the granularity of the collection and analysis. This also assumes the survey instrument is a good one and the data have been collected carefully and analyzed rigorously. Structured sets of interviews with slices of the organization or unit Identifying shared and divergent perceptions of opportunities and problems. You can interview people at the same level in different departments (a horizontal slice) or bore down through multiple levels (a vertical slice). Whichever dimension you choose, ask everybody the same questions, and look for similarities and differences in people’s responses. Most useful for managers leading groups of people from different functional backgrounds. Can be useful at lower levels if the unit is experiencing significant problems. Focus groups Probing issues that preoccupy key groups of employees, such as morale issues among frontline production or service workers. Gathering groups of people who work together also lets you see how they interact and identify who displays leadership. Fostering discussion promotes deeper insight. Most useful for managers of large groups of people who perform a similar function, such as sales managers or plant managers. Can be useful for senior managers as a way of getting quick insights into the perceptions of key employee constituencies. Analysis of critical past decisions Illuminating decision-making patterns and sources of power and influence. Select an important recent decision, and look into how it was made. Who exerted influence at each stage? Talk with the people involved, probe their perceptions, and note what is and is not said. Most useful for higher-level managers of business units or project groups. Process analysis Examining interactions among departments or functions and assessing the efficiency of a process. Select an important process, such as delivery of products to customers or distributors, and assign a cross-functional group to chart the process and identify bottlenecks and problems. Most useful for managers of units or groups in which the work of multiple functional specialties must be integrated. Can be useful for lower-level managers as a way of understanding how their groups fit into larger processes. Plant and market tours Learning firsthand from people close to the product. Plant tours let you meet production personnel informally and listen to their concerns. Meetings with sales and production staff help you assess technical capabilities. Market tours can introduce you to customers, whose comments can reveal problems and opportunities. Most useful for managers of business units. Pilot projects Gaining deep insight into technical capabilities, culture, and politics. Although these insights are not the primary purpose of pilot projects, you can learn a lot from how the organization or group responds to your pilot initiatives. Useful for managers at all levels. The size of the pilot projects and their impact will increase as you rise through the organization.

Preparing agendas Agendas serve several purposes. The main ones are keeping the meeting running in the correct sequence and covering the right topics. However, another major role of the agenda is to let the meeting participants know what the meeting will be about and also what it won’t cover. If you are the person putting the agenda together and distributing it you’ll need to work closely with the chair of the meeting to make sure the agenda is correct. You’ll also need to get a list of who to circulate the agenda to, which may include some people who are not going to attend the meeting. Agendas enable attendees to prepare for a meeting and should, therefore, be circulated in good time beforehand. You need to be aware of this for your planning. Remember, the agenda is also your first step to excellent preparation. Styles of agenda As you become more experienced, you can probably draft an agenda for the meeting. Until then, either ask the chairperson for topics or request suggestions from attendees. This draft can then be agreed with the chairperson. The style of agendas can vary enormously. It is usually possible to find the agenda for a previous, similar meeting and use this format for the next meeting. If there are several items on an agenda then number them. If an individual agenda item has more than one part then consider sub-section numbers, 2.1, 2.2, 2.3 etc. Some agendas are very informal; they do not need to mention minutes of previous meetings or any other business. Below is an example of an agenda for an ad hoc meeting. From: A Manager Sent: Friday 23 July 16:47 To: All staff Subject: NEW IT SYSTEM On 30 September, a new IT system is being introduced within the department. Training will be given to all staff as the method of working will be different. In order that we can decide the best way to implement this training, I would like you to attend a brief meeting in my office at 9am on Wednesday 4th September. I expect the meeting to last about half an hour. Please let me know immediately if, for any reason, you are unable to attend. Tip: Always include the day of the week with the date, it helps avoid errors. Here is an example of a more formal agenda: EXPERT WINDOWS HEALTH AND SAFETY COMMITTEE

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This is the way it is with all people, I’ve learned. A person’s strengths almost always have a flip side. Obama’s strengths are prodigious, but he’s not perfect or exempt from blame for some of the disappointments I hear expressed about him ever more frequently these days. The day after the Affordable Care Act passed, a slightly hungover but very happy president walked into my office to reflect on the momentous events of the night before. “Not used to martinis on work nights,” he said with a smile, as he flopped down on the couch across from my desk, still bearing the effects of the late-night celebration he hosted for the staff after the law was passed. “I honestly was more excited last night than I was the night I was elected. Elections are like winning the semifinals. They just give you the opportunity to make a difference. What we did last night? That’s what really matters.” That attitude and approach is what I admire most about Obama, the thing that makes him stand apart. For him, politics and elections are only vehicles, not destinations. They give you the chance to serve. To Obama’s way of thinking, far worse than losing an election is squandering the opportunity to make the biggest possible difference once you get the chance to govern. That’s what allowed him to say “damn the torpedoes” and dive fearlessly into health care reform, despite the obvious political risks. It is why he was able to make many other tough calls when the prevailing political wisdom would have had him punt and wait for another chance with the ball. Yet there is the flip side to that courage and commitment. Obama has limited patience or understanding for officeholders whose concerns are more parochial—which would include most of Congress and many world leaders. “What are they so afraid of?” he asked after addressing the Senate Democrats on health reform, though the answer seemed readily apparent: losing their jobs in the next election! He has aggravated more than one experienced politician by telling them why acting boldly not only was their duty but also served their political needs. Whether it’s John Boehner or Bibi Netanyahu, few practiced politicians appreciate being lectured on where their political self-interest lies. That hint of moral superiority and disdain for politicians who put elections first has hurt Obama as negotiator, and it’s why Biden, a politician’s politician, has often had better luck.

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Dr. Tiller also experienced attacks and threats that, although they garnered less attention, nonetheless affected his day-to-day life. He was the subject of repeated death threats, as were members of his family and clinic staff. Old West–style “Wanted” posters with Dr. Tiller’s name, picture, and personal information appeared throughout Wichita. The signs offered a vague “reward” for Dr. Tiller. Anti-abortion demonstrators picketed Dr. Tiller’s home and stalked his wife. They also repeatedly showed up at Dr. Tiller’s church, harassing the congregants and interrupting services.11 Dr. Tiller significantly altered his life to deal with the constant harassment and threats.

Simone Simmons Simone Simmons works as an energy healer, helping her patients through empowering them rather than creating a dependency on the healer. She specializes in absent healing, mainly with sufferers of cancer and AIDS. She met Diana four years before her death when the Princess came to her for healing, and they became close friends. In 2005, Simone wrote a book titled Diana: The Last Word. I realized Diana had been born with an extraordinary ability, which had only been waiting to be released. By 1996, when she was fully in control of her life for the first time, she was able to give a great deal of consolation and encouragement to so many people. She received scant attention for this at the time. Everyone seemed to concentrate on the negative aspects. Instead of seeing how genuinely caring she was, they accused her of doing it for the publicity. That was utterly untrue. I often joined her when she returned from a day’s work, and she would be so exhausted, she found relief in crying. She was anxious about what she had seen and experienced and was determined to find something she could do to help. Her late-night visits to hospitals were supposed to be private. She knew how frustrating it is to be alone in a hospital; the staff and patients were always very surprised and pleased to see her. She used to make light of it and say, “I just came round to see if anyone else couldn’t sleep!” Although Diana saw the benefits of the formal visits she also made, and she did get excited when money poured in for her charities, she much preferred these unofficial occasions. They allowed her to talk to people and find out more about their illness and how they were feeling about themselves, in a down-to-earth way without a horde of people noting her every word. She wasn’t trying to fill a void or to make herself feel better. To her, it was not a therapy to help other people: It was a commitment born of selflessness. Diana was forever on the lookout for new projects that might benefit from her involvement. Her attention was caught by child abuse and forced prostitution in Asia. We had both seen a television program showing how little children were being kidnapped and then forced to sell themselves for sex. Diana told me she wanted to do everything she could to eradicate this wicked exploitation taking place in India, Pakistan, and most prevalently in Thailand. As it turned out, it was one of her final wishes. She didn’t have any idea of exactly how she was going to do it, and hadn’t got as far as formulating a plan, but she would have found a way. When Diana put her mind to something, nothing was allowed to stand in her way. As she said, “Because I’ve been given the gift to shine a light into the dark corners of this world, and get the media to follow me there, I have to use it,” and use it she did--to draw attention to a problem and in a very practical way to apply her incredible healing gifts to the victims. In her fight against land mines, she did exactly that. If anyone ever doubted her heartfelt concern for the welfare of others, this cause must surely have dispelled it. It needed someone of her fame and celebrity to bring the matter to the world’s attention, and her work required an immense amount of personal bravery. She faced physical peril and endured public ridicule, but Diana would have seen the campaign to get land mines banned as her greatest legacy. Helping others was her calling in life--right to the very end.

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These volumes will leave the reader in no doubt about the opinion of their author. From first to last it is contended that once the main armies were in deadlock in France the true strategy for both sides was to attack the weaker partners in the opposite combination with the utmost speed and ample force. According to this view, Germany was unwise to attack France in August, 1914, and especially unwise to invade Belgium for that purpose. She should instead have struck down Russia and left France to break her teeth against the German fortress and trench lines. Acting thus she would probably have avoided war with the British Empire, at any rate during the opening, and for her most important, phase of the struggle. The first German decision to attack the strongest led to her defeat at the Marne and the Yser, and left her baffled and arrested with the ever-growing might of an implacable British Empire on her hands. Thus 1914 ended. But in 1915 Germany turned to the second alternative, and her decision was attended by great success. Leaving the British and French to shatter their armies against her trench lines in France, Germany marched and led her allies against Russia, with the result that by the autumn enormous territories had been conquered from Russia; all the Russian system of fortresses and strategic railways was in German hands, while the Russian armies were to a large extent destroyed and the Russian State grievously injured. The only method by which the Allies could rescue Russia was by forcing the Dardanelles. This was the only counter-stroke that could be effective. If it had succeeded it would have established direct and permanent contact between Russia and her Western allies, it would have driven Turkey, or at the least Turkey in Europe, out of the war, and might well have united the whole of the Balkan States, Serbia, Greece, Bulgaria and Roumania, against Austria and Germany. Russia would thus have received direct succour, and in addition would have experienced an enormous relief through the pressure which the combined Balkan States would instantly have applied to Austria-Hungary. However, the narrow and local views of British Admirals and Generals and of the French Headquarters had obstructed this indispensable manéuvre. Instead of a clear strategic conception being clothed and armed with all that the science of staffs and the authority of Commanders could suggest, it had been resisted, hampered, starved and left to languish. The time gained by this mismanagement and the situation created by the Russian defeats enabled Germany in September to carry the policy of attacking the weaker a step further. Falkenhayn organized an attack upon Serbia. Bulgaria was gained to the German side, Serbia was conquered, and direct contact was established between the Central Empires and Turkey. The

When I worked in high altitude astronomy, the worst sickness that I experienced was not at the 13,796 feet very high altitude summit of Mauna Kea Observatory (MKO) in Hawaii, it was at Kitt Peak National Observatory (KPNO) in Arizona at the much lower altitude of 6,875 feet. Due to my very high altitude experiences, I knew that this strange sickness was not primarily caused by altitude sickness and was most likely Sick Building Syndrome (SBS). After reporting various behavioral problems in all of the staff to the management team, my contract was not renewed, I was unable to legally protect the health and safety of the workers that I was responsible for, troubleshooting of this environmental problem stopped and I left in a sickened state for my next position before I could find the root cause.

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Jill’s story is typical of those of so many other suffering individuals: My lupus story began in 1992, when I was thirty-two years old. I had experienced severe joint pains, fatigue, and a red facial rash. The blood tests came back specific for lupus. At first I thought this was good news—a diagnosis, now we can do something about it. Well, I was then told there is no cure and I would have to live with it and take medication for the rest of my life. I was even told by the rheumatologist that I might die from it. Even with the medications, I had a constant low-grade fever, low energy, a bright red face, stiffness, and joint pain. I could not accept this death sentence and a life dependent on toxic drugs. I researched everything I could find about this disease and tried changing to a vegetarian diet and alternative medicine with some degree of success. I lived in Virginia and took a train trip up to New Jersey to visit Dr. Fuhrman. I was convinced to take the next step to regain my health and decided to adopt a healthier, “whole foods diet” and do some fasting. Soon I felt like a teenager again; my face was cool and white for the first time in years, my joints felt great, and I had lots of energy. I lost a little weight and looked great. I went back to visit my rheumatologist, who was on staff at a teaching hospital. I just knew he was going to be interested in my story and recovery from lupus. When I started to tell him of my experience and my newfound good health, he wrote “spontaneous recovery” in the chart. I was shocked. He was not the least bit interested in hearing the details of my recovery, and practically walked out of the room when I started to explain what happened. Now, nine years later, I remain free from the symptoms of lupus. Lupus is no longer part of my life. I play tennis and compete on a local team. No one who knows me today would ever guess that I used to be in so much pain that I couldn’t even shake someone’s hand.

In the summer of 1940, the entire kitchen staff of the Lakeside Inn was in love. Everyone, all eleven of them, were head over heels at the same time over somebody. Its effect on the food that was served was something that could never be taught or purchased. Florence had never experienced anything like it before, and the rest of her life looked for it everywhere.

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The woman was considered medically dead three times. Twice on the way to the hospital—once while waiting for the helicopter, once in transit—and her longest flatline took place on the operating table. The medical staff wanted to call her death, but the doctor who’d been working on her refused to stop trying to bring her back—he was thinking of her two daughters being stitched up just a few rooms away. She was considered medically dead for longer than acceptable to have a decent prognosis if revived—to ever fully function again—but the doctor tried one last time and brought her back.” The chapel fills with a misty pink hue as I relay the rest. “She had significant brain damage, had to learn to walk and talk again, read and write, but she made a full recovery.” I turn to Delphine and see she’s hanging on every word. “And do you know what her only complaint was?” She gives a subtle shake of her head. “That they brought her back.” I grin. “She’d seen what was waiting on the other side and didn’t want a damn thing to do with the world anymore.” Simmering tears fill her eyes. “She claimed that in the time she was down, she experienced enough of the afterlife that she never wanted to exist anywhere else. That for the entirety of the time she spent there, she was enveloped in a perpetual state of love—nothing like the human love we experience, but magnified by a billion and then some. That every being there reverberates that love, and the second you brush against them or pass through them, you know every single thing about them, every detail of their lives. That the first time it happens, you become part of a collective consciousness. There’s no judgment, no shame, no suffering, regret, or pain. Nothing but an inconceivable type of feeling no human mind could ever begin to comprehend. She swore that no living soul should ever worry about the question of an afterlife.

She’d become grandiose, entitled, a Savior figure to staff and those she helped. Yet many experienced her as cold, distant, and unempathetic, and 360-degree assessments showed patterns of condescension and staff fatigue around Amy’s demands.

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We see people who have accumulated great fortunes, but we often recognize only their triumph, overlooking the temporary defeats they had to surmount before "arriving." NO FOLLOWER OF THIS PHILOSOPHY CAN REASONABLY EXPECT TO ACCUMULATE A FORTUNE WITHOUT EXPERIENCING "TEMPORARY DEFEAT." When defeat comes, accept it as a signal that your plans are not sound, rebuild those plans and set sail once more toward your coveted goal. If you give up before your goal has been reached you are a "quitter."p118

You might think that institutions, with their large staffs of highly-paid and experienced investment professionals, would be a force for stability and reason in financial markets. They are not:

What is sensory integration therapy? This form of occupational therapy helps children and adults with SPD (sensory processing disorder) use all their senses together. These are the senses of touch, taste, smell, sight, and hearing. Sensory integration therapy is claimed to help people with SPD respond to sensory inputs such as light, sound, touch, and others; and change challenging or repetitive behaviours. Someone in the family may have trouble receiving and responding to information through their senses. This is a condition called sensory processing disorder (SPD). These people are over-sensitive to things in their surroundings. This disorder is commonly identified in children and with conditions like autism spectrum disorder. The exact cause of sensory processing disorder is yet to be identified. However, previous studies have proven that over-sensitivity to light and sound has a strong genetic component. Other studies say that those with sensory processing conditions have abnormal brain activity when exposed simultaneously to light and sound. Treatment for sensory processing disorder in children and adults is called sensory integration therapy. Therapy sessions are play-oriented for children, so they should be fun and playful. This may include the use of swings, slides, and trampolines and may be able to calm an anxious child. In addition, children can make appropriate responses. They can also perform more normally. SPD can also affect adults Someone who struggles with SPD should consider receiving occupational therapy, which has an important role in identifying and treating sensory integration issues. Occupational therapists are health professionals using different therapeutic approaches so that people can do every work they need to do, inside and outside their homes. Through occupational therapy, affected individuals are helped to manage their immediate and long-term sensory symptoms. Sensory integration therapy for adults, especially for people living with dementia or Alzheimer's disease, may use everyday sounds, objects, foods, and other items to rouse their feelings and elicit positive responses. Suppose an adult is experiencing agitation or anxiety. In that case, soothing music can calm them, or smelling a scent familiar to them can help lessen their nervous excitement and encourage relaxation, as these things can stimulate their senses. Seniors with Alzheimer's/Dementia can regain their ability to connect with the world around them. This can help improve their well-being overall and quality of life. What Are The Benefits of Sensory Integration Therapy Sensory integration treatment offers several benefits to people with SPD: * efficient organisation of sensory information. These are the things the brain collects from one's senses - smell, touch, sight, etc. * Active involvement in an exploration of the environment. * Maximised ability to function in recreational and other daily activities. * Improved independence with daily living activities. * Improved performance in the home, school, and community. * self-regulations. Affected individuals get the ability to understand and manage their behaviours and understand their feelings about things that happen around them. * Sensory systems modulation. If you are searching for an occupational therapist to work with for a family with a sensory processing disorder, check out the Mission Walk Therapy & Rehabilitation Centre. The occupational therapy team of Mission Walk uses individualised care plans, along with the most advanced techniques, so that patients can perform games, school tasks, and other day-to-day activities with their best functional skills. Call Mission Walk today for more information or a free consultation on sensory integration therapy. Our customer service staff will be happy to help.

A marketing consultant I knew was hired by a family-owned agency because he was dating one of the family members. Clients were leaving the agency in droves and this person didn't understand his duties or how to execute them. The agency owner's solution was to encourage the consultant to spend more time with senior staff who were more experienced; hoping this exposure would give the consultant insight and dedication. This consultant did not change or grow so the agency owner asked several of us for input. I told the agency owner that until this employee was shown direct benefits and need to improve there was no motivation for him to do so. Until there is a perceived need for growth, there isn't likely to be actual growth.

During the mid to late twentieth century (1940s to 1980s), it was common practice for babies of unwed mothers to be adopted by married couples. Many of the infants were taken from their mothers at childbirth as a result of extreme pressure and coercion that they experienced from family, social workers and hospital staff…

Experience matters, and sometimes all the staff work in the world doesn’t get you better results than what the experienced officer knows intuitively.

The Keeper's hair was twisted into a bun and she wore glasses and flat shoes. When she walked through the galleries she stepped quickly, swinging a bunch of keys. Sometimes lost visitors intercepted her, asking where the tapestries or the patchwork quilts were, or for the way out. She was helpful, earnestly agreeing that the museum was a maze. The Keeper taught us how to be public servants. We copied her mannerisms, were prompt, reliable, respectful. Our in-trays held erudite journals and we welcome complicated enquiries. We expressed tentative interest in obscure aspects of the collection. Once, early on, I said I liked the eighteenth century. It's a good century, she said kindly. The Keeper believed in tacit experiencing and we learnt without realizing it. She asked me to unpick a lace collar that had been stitched into a faded backboard. I used a scalpel to slice through the threads, and when the lace was released, a shadow collar had been imprinted onto the blue velvet like a daguerreotype. This was a lesson in light damage. That Christmas, we had a staff lunch. I was surprised when she ordered chips, had somehow thought that Keepers did not need such comestibles, that the ether of objects was sustenance enough. I imagined being like her one day, swinging the keys of knowledge. But back then, I was just a shadow curator.

the staff should work with each child to achieve “a mutually recognized mutual understanding, or a mutually recognized interiority to a same world.” To arrive at this understanding—this “intersubjectivity”—staff members should try to enter and inhabit their patients’ kinesthetically experienced reality, a reality that Goode characterizes as “thin,” immediate, unpredictable, and therefore dangerous.27

Fiat started building the world’s first fully crowdsourced car at its flagship factory in Betim, Brazil. The company set up a web portal where anyone in the world could post ideas on how the vehicle should be designed and engineered. More than ten thousand suggestions poured in from a hundred and sixty countries. At every stage, the crowd—which ranged from experienced Fiat staff to teenagers in their bedrooms—critiqued, debated, and refined the ideas. Fiat made sure the dialogue flowed freely in all directions, explaining why ultimately some suggestions ended up prevailing over others. “This is completely different to the usual design process, which is entirely hidden and secretive,” said Peter Fassbender, manager of Centro Estilo, Fiat’s design center.

Paccar’s strategy is based on doing something well and consistently over a long period of time. That has created difficult-to-replicate resources: its image, its network of experienced dealers, its loyal customers, and the knowledge embedded in its staff of designers and engineers. This position and these kinds of slow-build resources are simply not available to companies, mesmerized by the stock market, who want big results in twelve months.

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Why test a DR plan? Disaster recovery plans contain lists of procedures and other information that an emergency response team follows when a natural or man-made disaster occurs. The purpose of the plan is to recover the IT systems and infrastructure that support business processes critical to the organization’s survival. Because disasters don’t occur very often, you seldom can clearly tell whether those DR plans will actually work. And given the nature of disasters, if your DR plan fails, the organization may not survive the disaster. Testing is a natural part of the lifecycle for many technology development efforts today: software, processes, and — yes — disaster recovery planning. Figure 10-1 depicts the DR plan lifecycle. Figure 10-1: The DR plan lifecycle. When you test the DR plan, note any discrepancies, and then pass the plan back to the people who wrote each section so they can update it. This process improves the quality and accuracy of the DR plan, which increases the likelihood that the organization will actually survive a disaster if one occurs. Another great benefit of DR plans and their tests is the likelihood that, by undertaking them, you can improve the organization’s everyday processes and systems. When teams closely scrutinize processes and figure out how they can protect and recover those processes, often the team members discover opportunities for improvement. Sometimes the question, “How can we recover this system?” gives people the opportunity to answer the question, “How can we improve the existing system?” Be open to those opportunities because they’ll come, sometimes in droves. The types of testing that I discuss in this chapter are Paper tests Walkthrough tests Simulations Parallel tests Cutover tests These tests range from the simple review of DR procedure documents to simulations to running through procedures as if you’re experiencing the real thing. Developing a test strategy DR testing in all its forms takes considerable effort and time. To make the best possible use of staff and other resources, map out a test strategy well in advance of any scheduled tests. Structure DR testing in the same way you structure other complicated undertakings, such as software development and associated testing. Just follow these steps: 1. Determine how frequently you should perform each type of test. 2. Test individual components. 3. Perform wider tests of combined components. 4. Test the entire plan. When you perform DR testing as outlined in the preceding list, you can identify many errors during individual tests and correct those errors before you do more comprehensive tests. This process saves time by preventing little errors from interrupting comprehensive tests that involve a lot of people. Virtually every enterprise that builds actual products performs testing as outlined in the preceding list. Businesses have found this test methodology to be the most effective way to ensure success in a reasonable timeframe. Figure 10-2 shows the flow of DR testing.

The most sophisticated apparatus for conveying top-secret orders was at the service of Nazi propaganda and terror,” Stephenson noted. “The power of a totalitarian regime rested on propaganda and terror. Heydrich had made a study of the Russian OGPU, the Soviet secret security service. He then engineered the Red Army purges carried out by Stalin. The Russian dictator believed his own armed forces were infiltrated by German agents as a consequence of a secret treaty by which the two countries helped each other rearm.* Secrecy bred suspicion, which bred more secrecy, until the Soviet Union was so paranoid it became vulnerable to every hint of conspiracy. Late in 1936, Heydrich had thirty-two documents forged to play on Stalin’s sick suspicions and make him decapitate his own armed forces. The Nazi forgeries were incredibly successful. More than half the Russian officer corps, some 35,000 experienced men, were executed or banished.* The Soviet Chief of Staff, Marshal Tukhachevsky, was depicted as having been in regular correspondence with German military commanders. All the letters were Nazi forgeries. But Stalin took them as proof that even Tukhachevsky was spying for Germany. It was a most devastating and clever end to the Russo-German military agreement, and it left the Soviet Union in absolutely no condition to fight a major war with Hitler.

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The structure of de Prony’s computing office cannot be easily seen in Smith’s example. His computing staff had two distinct classes of workers. The larger of these was a staff of nearly ninety computers. These workers were quite different from Smith’s pin makers or even from the computers at the British Nautical Almanac and the Connaissance des Temps. Many of de Prony’s computers were former servants or wig dressers, who had lost their jobs when the Revolution rendered the elegant styles of Louis XVI unfashionable or even treasonous.35 They were not trained in mathematics and held no special interest in science. De Prony reported that most of them “had no knowledge of arithmetic beyond the two first rules [of addition and subtraction].”36 They were little different from manual workers and could not discern whether they were computing trigonometric functions, logarithms, or the orbit of Halley’s comet. One labor historian has described them as intellectual machines, “grasping and releasing a single piece of ‘data’ over and over again.”37 The second class of workers prepared instructions for the computation and oversaw the actual calculations. De Prony had no special title for this group of workers, but subsequent computing organizations came to use the term “planning committee” or merely “planners,” as they were the ones who actually planned the calculations. There were eight planners in de Prony’s organization. Most of them were experienced computers who had worked for either the Bureau du Cadastre or the Paris Observatory. A few had made interesting contributions to mathematical theory, but the majority had dealt only with the problems of practical mathematics.38 They took the basic equations for the trigonometric functions and reduced them to the fundamental operations of addition and subtraction. From this reduction, they prepared worksheets for the computers. Unlike Nevil Maskelyne’s worksheets, which gave general equations to the computers, these sheets identified every operation of the calculation and left nothing for the workers to interpret. Each step of the calculation was followed by a blank space for the computers to fill with a number. Each table required hundreds of these sheets, all identical except for a single unique starting value at the top of the page. Once the computers had completed their sheets, they returned their results to the planners. The planners assembled the tables and checked the final values. The task of checking the results was a substantial burden in itself. The group did not double-compute, as that would have obviously doubled the workload. Instead the planners checked the final values by taking differences between adjacent values in order to identify miscalculated numbers. This procedure, known as “differencing,” was an important innovation for human computers. As one observer noted, differencing removed the “necessity of repeating, or even of examining, the whole of the work done by the [computing] section.”39 The entire operation was overseen by a handful of accomplished scientists, who “had little or nothing to do with the actual numerical work.” This group included some of France’s most accomplished mathematicians, such as Adrien-Marie Legendre (1752–1833) and Lazare-Nicolas-Marguerite Carnot (1753–1823).40 These scientists researched the appropriate formulas for the calculations and identified potential problems. Each formula was an approximation, as no trigonometric function can be written as an exact combination of additions and subtractions. The mathematicians analyzed the quality of the approximations and verified that all the formulas produced values adequately close to the true values of the trigonometric functions.

That very month, at the St. Louis Children’s Hospital, two young patients experienced strange and alarming symptoms. As they underwent dialysis, a lifesaving procedure to filter blood for those whose kidneys don’t work properly, the patients’ eyes started swelling, their heart rates escalated, and their blood pressure dropped. These were signs of a life-threatening allergic reaction. Dr. Anne Beck, the director of the nephrology unit, directed her staff to wash out the tubing with extra fluid before hooking the children back up to the dialysis machines. For the next two months, everything seemed fine. But in January 2008, the symptoms struck again. Beck contacted an epidemiologist specializing in children’s infectious diseases who immediately assembled a command center where a team worked around the clock to uncover the cause of the strange reactions. But as more children succumbed and the staff grew frightened, the epidemiologist notified the Centers for Disease Control and Prevention. The CDC immediately contacted dialysis centers in other states and learned of similar reactions elsewhere. As the CDC and the FDA began a joint investigation, their efforts pointed to a common denominator: all the sickened patients had been given heparin made by the brand-name company Baxter, the nation’s biggest heparin supplier. It was a drug that patients took intravenously during dialysis to ensure that they didn’t suffer blood clots. Within weeks, Baxter—at the FDA’s urging—began a sweeping series of recalls, until finally the allergic reactions stopped. Yet

Benefits of Outsourcing to Architectural Rendering Companies The demand for high-quality visuals has never been greater. Whether it’s showcasing a futuristic skyscraper or visualizing a cozy residential home, architectural renderings have become an essential tool for architects, developers, and interior designers. Let’s explore the key benefits of outsourcing architectural rendering services, and how it can enhance efficiency, creativity, and business growth. 1. Access to Expertise and Advanced Tools Professional architectural rendering companies employ experienced designers, architects, and visual artists who specialize in creating high-quality renderings. They bring a level of expertise that may not always be available in-house, ensuring that every project benefits from top-tier skills and creativity. Additionally, these companies use the latest software and technology for architectural 3D modeling and rendering, including tools like AutoCAD, SketchUp, and V-Ray. Outsourcing gives businesses access to these cutting-edge resources without the need for expensive investments in software or training. 2. Cost Efficiency Building an in-house rendering team can be costly. It requires hiring skilled professionals, purchasing software licenses, and maintaining powerful hardware for rendering tasks. By outsourcing to architectural rendering services, businesses can save significantly on overhead costs. Instead of managing full-time staff, companies pay only for the services they need, whether it’s a single project or ongoing support. This flexibility allows firms to allocate resources more effectively while still delivering high-quality visuals to clients. 3. Faster Turnaround Times Time is often a critical factor in architectural and real estate projects. Meeting tight deadlines can be challenging when handling rendering tasks internally. Architectural rendering companies are equipped to manage large workloads efficiently, ensuring timely delivery of projects without compromising on quality. Their streamlined workflows and dedicated teams allow businesses to focus on core activities like design and client engagement, while the rendering experts handle the technical aspects. 4. Enhanced Creativity and Innovation Collaborating with specialized 3D architectural visualization services brings fresh perspectives to your projects. These companies often work with diverse clients across various industries, which helps them stay updated on the latest trends and techniques. Outsourcing allows firms to benefit from this creative expertise, resulting in visually stunning and innovative renderings that captivate clients and stakeholders. Whether it’s experimenting with unique lighting effects or creating immersive virtual reality experiences, the possibilities are endless. 5. Scalability for Projects of All Sizes The flexibility of outsourcing makes it ideal for businesses that handle projects of varying scales. Whether you need renderings for a single-family home or a multi-story commercial complex, architectural rendering services can adapt to your requirements. Outsourcing also allows firms to scale their rendering capacity based on demand. For instance, during peak periods or large-scale projects, outsourcing ensures that deadlines are met without overburdening in-house teams. 6. Improved Client Communication Visual presentations play a crucial role in architectural projects. By outsourcing to architectural rendering companies, firms can deliver photorealistic visuals that help clients understand and engage with the design. Detailed renderings and architectural 3D modeling make it easier to explain concepts, showcase material choices, and demonstrate spatial layouts. This clarity fosters better communication, reduces misunderstandings, and builds trust with clients.