Gym Facility Quotes

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The few times I had stepped inside a gym, it was inevitable that everyone inside was already fit. Where did the regular people go, before they were able to wear spandex ensembles with pride? Did they keep them in some dark hidden room of the gym until they were presentable enough to be unleashed into the main facility?
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S.H. Kolee (Love Left Behind)
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Assisted living most often became a mere layover on the way from independent living to a nursing home. It became part of the now widespread idea of a “continuum of care,” which sounds perfectly nice and logical but manages to perpetuate conditions that treat the elderly like preschool children. Concern about safety and lawsuits increasingly limited what people could have in their assisted living apartments, mandated what activities they were expected to participate in, and defined ever more stringent move-out conditions that would trigger “discharge” to a nursing facility. The language of medicine, with its priorities of safety and survival, was taking over, again. Wilson pointed out angrily that even children are permitted to take more risks than the elderly. They at least get to have swings and jungle gyms.
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Atul Gawande (Being Mortal: Medicine and What Matters in the End)
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In 2000, for instance, two statisticians were hired by the YMCA—one of the nation’s largest nonprofit organizations—to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help. The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. At that point, the accepted wisdom among YMCA executives was that people wanted fancy exercise equipment and sparkling, modern facilities. The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names.
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Charles Duhigg (The Power of Habit: Why We Do What We Do in Life and Business)
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Eldorado has created rock structures for resorts and ski areas, colleges/universities, recreation centers, fitness centers, K-12 schools playgrounds and parks, gyms, private homes and corporate facilities. Eldorado is also responsible for creating the world’s largest man-made outdoor and indoor climbing structures.
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Eldorado Climbing Walls
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priorities of safety and survival, was taking over, again. Wilson pointed out angrily that even children are permitted to take more risks than the elderly. They at least get to have swings and jungle gyms. A survey of fifteen hundred assisting living facilities published in 2003 found that only 11 percent offered both privacy and sufficient services to allow frail people to remain in residence. The idea of assisted living as an alternative to nursing homes had all but died. Even the board of Wilson’s own company—having noted how many other companies were taking a less difficult and less costly direction—began questioning her standards and philosophy. She wanted to build smaller buildings, in smaller towns where elderly people had no options except nursing homes, and she wanted units for low-income elderly on Medicaid. But the more profitable direction was bigger buildings, in bigger cities,
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Atul Gawande (Being Mortal: Illness, Medicine and What Matters in the End (Wellcome Collection))
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The language of medicine, with its priorities of safety and survival, was taking over, again. Wilson pointed out angrily that even children are permitted to take more risks than the elderly. They at least get to have swings and jungle gyms. A survey of fifteen hundred assisting living facilities published in 2003 found that only 11 percent offered both privacy and sufficient services to allow frail people to remain in residence. The idea of assisted living as an alternative to nursing homes had all but died. Even the board of Wilson’s own company—having noted how many other companies were taking a less difficult and less costly direction—began questioning her standards and philosophy. She wanted to build smaller buildings,
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Atul Gawande (Being Mortal: Medicine and What Matters in the End)
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Georgia governor Brian Kemp had on April 20 said he would allow “gyms, hair salons, bowling alleys and tattoo parlors” to open in four days. Trump opposed the move in public. “I told the governor of Georgia, Brian Kemp, that I disagree strongly with his decision to open certain facilities which are in violation of the phase one guidelines for the incredible people of Georgia,” he said at the April 22 task force briefing. But the next day, Trump changed course and began praising governors who were reopening their states.
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Bob Woodward (Rage)
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A little bit farther on, there’s a plaza anchored by an enormous twenty-four-hour gym on one end and an educational afterschool care facility on the other; between them are seven different types of fast food. Weirdly enough, I kind of like that, the contradiction and messiness, the awareness that our intentions tend to go fuck themselves and our vices are right there waiting. A
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Dot Hutchison (Roses of May (The Collector, #2))
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The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names. It’s a variation of the lesson learned by Target and radio DJs: to sell a new habit—in this case exercise—wrap it in something that people already know and like, such as the instinct to go places where it’s easy to make friends. “We’re cracking the code on how to keep people at the gym,” Lazarus told me. “People want to visit places that satisfy their social needs. Getting people to exercise in groups makes it more likely they’ll stick with a workout. You can change the health of the nation this way.
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Charles Duhigg (The Power Of Habit: Why We Do What We Do In Life And Business)