Scheduling Related Quotes

When I returned, wearing an uncomfortably large white shirt, with a decorative frill in the front, I tried to introduce the Wife Project, but Claudia was engaged in child-related activities. This was becoming frustrating. I booked dinner for Saturday night and asked them not to schedule any other conversation topics.

As if reading his mind, Lily huffed. “You’re as predictable as the spring rains, son of mine, and as boring as drying paint. Unless there’s an emergency, you’re home every night by seven, you eat dinner by yourself, go for a run, watch exactly one hour of TV by yourself, and go to bed at ten o’clock. If God ever loses his watch, he only has to look at Lance Beaufort to get back on schedule.” ... “I’ve been having trouble with my phone,” he tried. Lily took two strides to the desk, leaned over it with both hands braced on the surface, and stared. “Okay, yes! I have been over there. But it’s for work. And…and it’s work related!” “Oh? Explain that to me, because I thought you were the sheriff, not in training for a role in Lassie.

Understand the difference between people who fit you into their schedule and those who actually make time for you.

Freya was never late, while Anna tended to get distracted and show up a few minutes behind schedule no matter how punctual she tries to be.

Delirious as it can be, sex is only one kind of intimacy, and yet has become the cultural catchment area for all kinds of needs because our understanding of intimacy is so poor. Brutal work schedules, related geographic isolation, and the concomitant fracturing of families has meant that there is little time for intimacy, and even less to teach the necessary skills. But intimacy, the axis of romance, is slow, based on the sharing of a life rather than show. In terms of intimacy, folding laundry together or sharing the feeding of a child can have more impact than the most extravagant bouquet.

Facebook without friends is like a hospital with no relative and a few medical attendants to ask about you at scheduled time.. Life without friends is like the coffin about to get buried into the graveyard..

efficiently means providing slots in our schedules where we can maintain an attentional set for an extended period. This allows us to get more done and finish up with more energy. Related to the manager/worker distinction is that the prefrontal cortex contains circuits responsible for telling us whether we’re controlling something or someone else is. When we set up a system, this part of the brain marks it as self-generated. When we step into someone else’s system, the brain marks it that way. This may help explain why it’s easier to stick with an exercise program or diet that someone else sets up: We typically trust them as “experts” more than we trust ourselves. “My trainer told me to do three sets of ten reps at forty pounds—he’s a trainer, he must know what he’s talking about. I can’t design my own workout—what do I know?” It takes Herculean amounts of discipline to overcome the brain’s bias against self-generated motivational systems. Why? Because as with the fundamental attribution error we saw in Chapter 4, we don’t have access to others’ minds, only our own. We are painfully aware of all the fretting and indecision, all the nuances of our internal decision-making process that led us to reach a particular conclusion. (I really need to get serious about exercise.) We don’t have access to that (largely internal) process in others, so we tend to take their certainty as more compelling, in many cases, than our own. (Here’s your program. Do it every day.)

She has had to consider the sometimes viselike practicalities that circumscribe her days: school schedules, work demands, the responsibility of caring for other children or ailing relatives, the reliable and supportive presence—or not—of the person whose sperm entered her body more than six weeks ago, her financial circumstances, her age, the limits of her own health.

There is a vast difference between being a Christian and being a disciple. The difference is commitment. Motivation and discipline will not ultimately occur through listening to sermons, sitting in a class, participating in a fellowship group, attending a study group in the workplace or being a member of a small group, but rather in the context of highly accountable, relationally transparent, truth-centered, small discipleship units. There are twin prerequisites for following Christ - cost and commitment, neither of which can occur in the anonymity of the masses. Disciples cannot be mass produced. We cannot drop people into a program and see disciples emerge at the end of the production line. It takes time to make disciples. It takes individual personal attention. Discipleship training is not about information transfer, from head to head, but imitation, life to life. You can ultimately learn and develop only by doing. The effectiveness of one's ministry is to be measured by how well it flourishes after one's departure. Discipling is an intentional relationship in which we walk alongside other disciples in order to encourage, equip, and challenge one another in love to grow toward maturity in Christ. This includes equipping the disciple to teach others as well. If there are no explicit, mutually agreed upon commitments, then the group leader is left without any basis to hold people accountable. Without a covenant, all leaders possess is their subjective understanding of what is entailed in the relationship. Every believer or inquirer must be given the opportunity to be invited into a relationship of intimate trust that provides the opportunity to explore and apply God's Word within a setting of relational motivation, and finally, make a sober commitment to a covenant of accountability. Reviewing the covenant is part of the initial invitation to the journey together. It is a sobering moment to examine whether one has the time, the energy and the commitment to do what is necessary to engage in a discipleship relationship. Invest in a relationship with two others for give or take a year. Then multiply. Each person invites two others for the next leg of the journey and does it all again. Same content, different relationships. The invitation to discipleship should be preceded by a period of prayerful discernment. It is vital to have a settled conviction that the Lord is drawing us to those to whom we are issuing this invitation. . If you are going to invest a year or more of your time with two others with the intent of multiplying, whom you invite is of paramount importance. You want to raise the question implicitly: Are you ready to consider serious change in any area of your life? From the outset you are raising the bar and calling a person to step up to it. Do not seek or allow an immediate response to the invitation to join a triad. You want the person to consider the time commitment in light of the larger configuration of life's responsibilities and to make the adjustments in schedule, if necessary, to make this relationship work. Intentionally growing people takes time. Do you want to measure your ministry by the number of sermons preached, worship services designed, homes visited, hospital calls made, counseling sessions held, or the number of self-initiating, reproducing, fully devoted followers of Jesus? When we get to the shore's edge and know that there is a boat there waiting to take us to the other side to be with Jesus, all that will truly matter is the names of family, friends and others who are self initiating, reproducing, fully devoted followers of Jesus because we made it the priority of our lives to walk with them toward maturity in Christ. There is no better eternal investment or legacy to leave behind.

And if I was seen as temperamentally cool and collected, measured in how I used my words, Joe was all warmth, a man without inhibitions, happy to share whatever popped into his head. It was an endearing trait, for he genuinely enjoyed people. You could see it as he worked a room, his handsome face always cast in a dazzling smile (and just inches from whomever he was talking to), asking a person where they were from, telling them a story about how much he loved their hometown (“Best calzone I ever tasted”) or how they must know so-and-so (“An absolutely great guy, salt of the earth”), flattering their children (“Anyone ever tell you you’re gorgeous?”) or their mother (“You can’t be a day over forty!”), and then on to the next person, and the next, until he’d touched every soul in the room with a flurry of handshakes, hugs, kisses, backslaps, compliments, and one-liners. Joe’s enthusiasm had its downside. In a town filled with people who liked to hear themselves talk, he had no peer. If a speech was scheduled for fifteen minutes, Joe went for at least a half hour. If it was scheduled for a half hour, there was no telling how long he might talk. His soliloquies during committee hearings were legendary. His lack of a filter periodically got him in trouble, as when during the primaries, he had pronounced me “articulate and bright and clean and a nice-looking guy,” a phrase surely meant as a compliment, but interpreted by some as suggesting that such characteristics in a Black man were noteworthy. As I came to know Joe, though, I found his occasional gaffes to be trivial compared to his strengths. On domestic issues, he was smart, practical, and did his homework. His experience in foreign policy was broad and deep. During his relatively short-lived run in the primaries, he had impressed me with his skill and discipline as a debater and his comfort on a national stage. Most of all, Joe had heart. He’d overcome a bad stutter as a child (which probably explained his vigorous attachment to words) and two brain aneurysms in middle age.

I have never hated anything as much as I hated being a teenager. I could not have been more ill-suited to the state of adolescence. I was desperate to be an adult; desperate to be taken seriously. I hated relying on anyone for anything. I'd have sooner cleaned floors than be given pocket money or walked three miles in the rain at night than be given a lift home by a parent. I was looking up the price of one-bedroom flats in Camden when I was fifteen, so I could get a head start on saving up with my babysitting money. I was using my mum's recipes and dining table to host 'dinner parties' at the same age, forcing my friends round for rosemary roast chicken tagliatelle and raspberry pavlova with a Frank Sinatra soundtrack, when all they wanted to was eat burgers and go bowling. I wanted my own friends, my own schedule, my own home, my own money and my own life. I found being a teenager one big, frustrating, mortifying, exposing, co-dependent embarrassment that couldn't end fast enough. Alcohol, I think, was my small act of independence. It was the one way I could feel like an adult.

I scrubbed the filth from my keyboard, and placed a coffee coaster strategically on the desk. My schedule was relatively clear, and I was free to write each day. But for how long? And what about? Should I start from the beginning of the story and write in a linear fashion, or write the scenes that jumped to mind first? What do writers actually do when they say they write full-time? Is it nine to five? How many words constitute a productive day? Should I start smoking? Will that help? Do they sit there and look out the window, and does that count?

The run-down test was originally scheduled for the afternoon of the 25th, but Chief Engineer Nikolai Fomin was asked by Kiev’s national grid controller to delay it until after the evening peak electricity consumption period had ended.94 The afternoon staff had been briefed on the test and knew exactly what to do, but their shift ended and they went home. Evening staff took over, but then they too left, leaving the relatively inexperienced night crew - who had never conducted a test before - the responsibility of starting a test they were not prepared for and had not anticipated doing.

spouse. Make sure it relates to your primary love language and will help replenish your empty tank. 3. When your spouse responds and meets your need, you will be able to react with not only your will but your emotions as well. Without overreacting, continue positive feedback and affirmation of your spouse at these times. 4. As your marriage begins to truly heal and grow deeper, make sure you don’t “rest on your laurels” and forget your spouse’s love language and daily needs. You’re on the road to your dreams, so stay there! Put appointments into your schedule to assess together how you’re doing. A Personal Word Well, what do you think? Having

Our inner lives must be lent a structure and our best thoughts reinforced to counter the continuous pull of distraction and disintegration. Religions have been wise enough to establish elaborate calendars and schedules. How free secular society leaves us by contrast. Secular life is not, of course, unacquainted with calendars and schedules. We know them well in relation to work, and accept the virtues of reminders of lunch meetings, cash-flow projections and tax deadlines. But it expects that we will spontaneously find our way to the ideas that matter to us and gives us weekends off for consumption and recreation. It privileges discovery, presenting us with an incessant stream of new information – and therefore it prompts us to forget everything. We are enticed to go to the cinema to see a newly released film, which ends up moving us to an exquisite pitch of sensitivity, sorrow and excitement. We leave the theatre vowing to reconsider our entire existence in light of the values shown on screen, and to purge ourselves of our decadence and haste. And yet by the following evening, after a day of meetings and aggravations, our cinematic experience is well on its way towards obliteration. We honour the power of culture but rarely admit with what scandalous ease we forget its individual monuments. We somehow feel, however, that it would be a violation of our spontaneity to be presented with rotas for rereading Walt Whitman.

Arthur and his partner – shifting fridges is a two man job – are not employed by the delivery company directly, but rather have a contract that requires them to undertake a certain amount of deliveries while paying the company for the use of their liveried van. You read that correctly. Arthur pays for the privilege of going to work in a van owned by a company that pays him no sick pay, holiday pay or pension contributions. While technically self-employed, he is obviously unable to work for any other company or employer except over and above his already full-time schedule. Indeed, if one of them is ill or otherwise indisposed and unable to source their own replacement, the rent for the van is still due. It means that, in twenty-first-century Britain, getting sick while holding down a relatively menial job sees the sick person not just lose their wage for the days they’re off sick, but actually pay money to their employer (who’s not technically their employer) for every day they’re off the road.

So we need to make a schedule, but where do we begin? The common approach is to make a to-do list. We write down all the things we want to do and hope we’ll find the time throughout the day to do them. Unfortunately, this method has some serious flaws. Anyone who has tried keeping such a list knows many tasks tend to get pushed from one day to the next, and the next. Instead of starting with what we’re going to do, we should begin with why we’re going to do it. And to do that, we must begin with our values. According to Russ Harris, author of The Happiness Trap, values are “how we want to be, what we want to stand for, and how we want to relate to the world around us.” They are attributes of the person we want to be. For example, they may include being an honest person, being a loving parent, or being a valued part of a team. We never achieve our values any more than finishing a painting would let us achieve being creative. A value is like a guiding star; it’s the fixed point we use to help us navigate our life choices.

Trying to earn God’s pleasure does not work. And yet it goes on all the time. All over the place. Look at any of the major monotheistic religions of the world. Tell us what you see. You see a system of thought where people perform certain acts or rites or scheduled ceremonies, hoping to keep their accounts paid up so they can one day turn them in for final redemption. Cashing in their chips. And it is so silly, these lists of things—especially when they become the way that saved-by-grace Christians try relating to God. This tilting-the-scales stuff is based on the very unbiblical idea that good little boys and girls are the ones who go to heaven. In reality, it’s bad little boys and girls transformed by the gospel of Jesus Christ who go to heaven—those whose sins are covered by His redeeming work, and who love Him so much because of it, they live now to flesh out these new desires He’s placed within them as a way of expressing their willing worship. Not to buy their way inside, but to celebrate being inside. Because we can never be redeemed by religion.

Delaying gratification is a process of scheduling the pain and pleasure of life in such a way as to enhance the pleasure by meeting and experiencing the pain first and getting it over with.” He adds, “It is the only decent way to live.” I completely agree, but there’s more. In addition to delaying gratification, discipline demands that you also make key decisions in advance—relationally, physically, financially and spiritually. Let’s keep going. Relationally. Delayed gratification is important first and foremost in training children. A lot of parents are unwilling to make the sacrifices that are necessary in order to meet their children’s deepest needs. A promotion at work, a TV show or a nap on the sofa may all seem much more enticing than playing Candy Land with a three-year-old. There’s no question about it: it is hard to devote yourself wholeheartedly and regularly to bringing up your children properly. But hard work during the children’s early, impressionable years usually forms strong character in them. Parents who discipline themselves to do this, trusting God for the strength to keep going, are likely to enjoy the payoff of a lifetime of solid relationships with their children.

Bernard is caring, helpful, and enjoyable to be with. Everybody loves him. And he really loves people. But Bernard is a relational sprinter, not a marathoner. He’s there for you if you’re there. But it’s hard for Bernard to keep you in mind when he’s off helping another person. This trait has caused Bernard to be unsafe with his friends and family. They have learned the hard way that you cannot depend on him. He commits and commits and commits—but he does not come through. If you ask him to return the lawnmower he borrowed last week, don’t block out your mowing hours on your schedule anytime soon. Bernard isn’t a bad person, nor is he insincere. But he loves the intense warmth of being close to a person in the here-and-now. It gets somewhat addictive to him, and he can’t delay gratification to help a person who isn’t around, when another, in-the-flesh person is available. And so he routinely disappoints himself and his friends. He flunks the time test. For example, when Bernard and I would plan dinners or nights out, he was often late, and sometimes he wouldn’t show up at all. Of course he’d always have a great excuse about some emergency or crisis. Finally, I realized I wasn’t a “crisis,” so I didn’t make the cut. I learned that, over time, I shouldn’t depend on Bernard.

At the heart of the Seven Principles approach is the simple truth that happy marriages are based on a deep friendship. By this I mean a mutual respect for and enjoyment of each other’s company. These couples tend to know each other intimately—they are well versed in each other’s likes, dislikes, personality quirks, hopes, and dreams. They have an abiding regard for each other and express this fondness not just in the big ways but through small gestures day in and day out. Take the case of hardworking Nathaniel, who is employed by an import business and works very long hours. In another marriage, his schedule might be a major liability. But he and his wife, Olivia, have found ways to stay connected. They talk or text frequently throughout the day. When she has a doctor’s appointment, he remembers to call to see how it went. When he has a meeting with an important client, she’ll check in to see how it fared. When they have chicken for dinner, she gives him drumsticks because she knows he likes them best. When he makes blueberry pancakes for the kids on Saturday morning, he’ll leave the blueberries out of hers because he knows she doesn’t like them. Although he’s not religious, he accompanies her to church each Sunday because it’s important to her. And although she’s not crazy about spending a lot of time with their relatives, she has pursued a friendship with Nathaniel’s mother and sisters because family matters so much to him.

??☎:텔레↔mak856 ??☎:카톡↔123w ☎라인【kom85】 ??☎:텔레↔mak856 ??☎:카톡↔123w ☎라인【kom85】 Background to drug precursor control The control of drug precursors is governed by Regulations of the European Parliament and the Council regarding the handling of drug precursors. These Regulations on intra- and extra-Community trade in drug precursors and their implementing Regulation are also given effect under the Finnish Narcotics Act. The Regulations are based on the 1988 Convention against Illicit Trafficking in Drugs and Psychotropic Substances to which the EU is a party. Drug precursors are scheduled substances referred to in the above-mentioned Regulations that are commonly used in illicit manufacture of drugs. Some of these substances also have legitimate uses as medicinal products. The control and licence procedures applied to drug precursors are not, however, targeted at medicinal products falling under the Directive of the European Parliament and the Council on the Community code relating to medicinal products for human use. Fimea acts as the Finnish competent authority referred to in the Regulations on intra- and extra-Community trade in drug precursors and their implementing Regulation. Fimea also grants licences to import, export and handle drug precursors and makes decisions regarding operator notifications. 마약성진통제 #오피오이드구입, #모르핀구입,#오피오이드구입,#옥시코돈구입,#하이드로코돈구입,#하이드로몰폰구입,#트라마돌구입,#메타돈구입,#펜타닐구입,,#아이알코돈구입 #오피오이드판매, #모르핀판매,#오피오이드판매,#옥시코돈판매,#하이드로코돈판매,#하이드로몰폰판매,#트라마돌판매,#메타돈판매,#펜타닐판매,#아이알코돈판매

I've spent time with a lot of very busy people: business leaders, prominent journalists, multiple presidents. Despite the unusually high demands on their schedules, something they all have in common is that they carve out time for reading, and for consuming information that may not seem to have anything to do with their jobs. When President Obama released summer reading lists or his top book recommendations for the year, a chorus of 'yeah, right' could occasionally be heard from certain corners of the internet, where skeptics who doubted he had time to read contemporary literature liked to hang out. But President Obama read all those books, and many more. Taking time after a long day to sit down and read some Chinese science fiction, a novel by Jesmyn Ward, or even one of Ron Chernow's biographies was an escape, but it also oxygenated Obama's brain. There may not have been a specific moment when he consciously connected the dots between a novel he read two years earlier and the issue at hand, but moving beyond your own experience is an important part of developing the kind of perspective that helps with decision-making. It's also how the most effective people connect. Developing broad general knowledge gives you the flexibility to adapt to your audience on the fly, as well as the ability to naturally relate to diverse groups. And besides, have you ever recommended a book to someone who ended up really loving it? It's a unique way of understanding someone better, and that kind of communication goes both ways.

Postscript, 2005 From the Publisher ON APRIL 7, 2004, the Mid-Hudson Highland Post carried an article about an appearance that John Gatto made at Highland High School. Headlined “Rendered Speechless,” the report was subtitled “Advocate for education reform brings controversy to Highland.” The article relates the events of March 25 evening of that year when the second half of John Gatto’s presentation was canceled by the School Superintendent, “following complaints from the Highland Teachers Association that the presentation was too controversial.” On the surface, the cancellation was in response to a video presentation that showed some violence. But retired student counselor Paul Jankiewicz begged to differ, pointing out that none of the dozens of students he talked to afterwards were inspired to violence. In his opinion, few people opposing Gatto had seen the video presentation. Rather, “They were taking the lead from the teacher’s union who were upset at the whole tone of the presentation.” He continued, “Mr. Gatto basically told them that they were not serving kids well and that students needed to be told the truth, be given real-life learning experiences, and be responsible for their own education. [Gatto] questioned the validity and relevance of standardized tests, the prison atmosphere of school, and the lack of relevant experience given students.” He added that Gatto also had an important message for parents: “That you have to take control of your children’s education.” Highland High School senior Chris Hart commended the school board for bringing Gatto to speak, and wished that more students had heard his message. Senior Katie Hanley liked the lecture for its “new perspective,” adding that ”it was important because it started a new exchange and got students to think for themselves.” High School junior Qing Guo found Gatto “inspiring.” Highland teacher Aliza Driller-Colangelo was also inspired by Gatto, and commended the “risk-takers,” saying that, following the talk, her class had an exciting exchange about ideas. Concluded Jankiewicz, the students “were eager to discuss the issues raised. Unfortunately, our school did not allow that dialogue to happen, except for a few teachers who had the courage to engage the students.” What was not reported in the newspaper is the fact that the school authorities called the police to intervene and ‘restore the peace’ which, ironically enough, was never in the slightest jeopardy as the student audience was well-behaved and attentive throughout. A scheduled evening meeting at the school between Gatto and the Parents Association was peremptorily forbidden by school district authorities in a final assault on the principles of free speech and free assembly… There could be no better way of demonstrating the lasting importance of John Taylor Gatto’s work, and of this small book, than this sorry tale. It is a measure of the power of Gatto’s ideas, their urgency, and their continuing relevance that school authorities are still trying to shut them out 12 years after their initial publication, afraid even to debate them. — May the crusade continue! Chris Plant Gabriola Island, B.C. February, 2005

Isn’t this the weekend of Xander Eckhart’s party?” “Yes.” Jordan held her breath in a silent plea. Don’t ask if I’m bringing anyone. Don’t ask if I’m bringing anyone. “So are you bringing anyone?” Melinda asked. Foiled. Having realized there was a distinct possibility the subject would come up, Jordan had spent some time running through potential answers to this very question. She had decided that being casual was the best approach. “Oh, there’s this guy I met a few days ago, and I was thinking about asking him.” She shrugged. “Or maybe I’ll just go by myself, who knows.” Melinda put down her forkful of gnocchi, zoning in on this like a heat-seeking missile to its target. “What guy you met a few days ago? And why is this the first we’re hearing of him?” “Because I just met him a few days ago.” Corinne rubbed her hands together, eager for the details. “So? Tell us. How’d you meet him?” “What does he do?” Melinda asked. “Nice, Melinda. You’re so shallow.” Corinne turned back to Jordan. “Is he hot?” Of course, Jordan had known there would be questions. The three of them had been friends since college and still saw each other regularly despite busy schedules, and this was what they did. Before Corinne had gotten married, they talked about her now-husband, Charles. The same was true of Melinda and her soon-to-be-fiancé, Pete. So Jordan knew that she, in turn, was expected to give up the goods in similar circumstances. But she also knew that she really didn’t want to lie to her friends. With that in mind, she’d come up with a backup plan in the event the conversation went this way. Having no choice, she resorted to the strategy she had used in sticky situations ever since she was five years old, when she’d set her Western Barbie’s hair on fire while trying to give her a suntan on the family-room lamp. Blame it on Kyle. I’d like to thank the Academy . . . “Sure, I’ll tell you all about this new guy. We met the other day and he’s . . . um . . .” She paused, then ran her hands through her hair and exhaled dramatically. “Sorry. Do you mind if we talk about this later? After seeing Kyle today with the bruise on his face, I feel guilty rattling on about Xander’s party. Like I’m not taking my brother’s incarceration seriously enough.” She bit her lip, feeling guilty about the lie. So sorry, girls. But this has to stay my secret for now. Her diversion worked like a charm. Perhaps one of the few benefits of having a convicted felon of a brother known as the Twitter Terrorist was that she would never lack for non sequiturs in extracting herself from unwanted conversation. Corinne reached out and squeezed her hand. “No one has stood by Kyle’s side more than you, Jordan. But we understand. We can talk about this some other time. And try not to worry—Kyle can handle himself. He’s a big boy.” “Oh, he definitely is that,” Melinda said with a gleam in her eye. Jordan smiled. “Thanks, Corinne.” She turned to Melinda, thoroughly skeeved out. “And, eww—Kyle?” Melinda shrugged matter-of-factly. “To you, he’s your brother. But to the rest of the female population, he has a certain appeal. I’ll leave it at that.” “He used to fart in our Mr. Turtle pool and call it a ‘Jacuzzi.’ How’s that for appeal?” “Ah . . . the lifestyles of the rich and famous,” Corinne said with a grin. “And on that note, my secret fantasies about Kyle Rhodes now thoroughly destroyed, I move that we put a temporary hold on any further discussions related to the less fair of the sexes,” Melinda said. “I second that,” Jordan said, and the three women clinked their glasses in agreement

The sub-sector needed a person, preferably an officer, civilian or military, to handle logistics. We had information that a certain Lieutenant Enamul Haque, a native of Chapai Nawabganj had crossed over to India and was now living with relatives in Malda. Jahangir contacted him and invited him to the Sub-sector HQ through some of his relatives who were in our Sub-sector. After much persuasion, he agreed to come. Jahangir scheduled the meeting when the Sector Commander would be present. A couple of days later, Enam came to Mohidipur. Jahangir and I were also present in the meeting. Enam was a tall individual with a good physique but he seemed nervous. Colonel Zaman opened the conversation with the usual inquiries: when did he cross the border, where was he staying in Malda, what was he doing, et cetera. Enam was not doing anything; he was simply hiding in Malda. Colonel Zaman told him that to the Pakistan Army he was a deserter and a rebel, irrespective of whether he joined the Mukti Bahini or not. He implored him to join; we needed all the help we could get. Enam responded that he was from the EME; he was not a fighter. Colonel Zaman assured him he would not be given any combat assignments; he would have an administrative job. He was going to BDF HQ soon and could have Enam assigned to Mohidipur Sub-sector as logistics officer and Enam could even stay with relatives in Malda if he liked. No amount of persuasion could convince Enam. It surprised me a great deal that a Bengali military officer, who deserted the Pakistan Army and crossed over to India, was unwilling to make any contribution to the liberation war, even in a non-combat capacity[33]. This was true of many young and able university and college students especially from middle class families. I had met some of them in Calcutta. On one occasion. Sultana Zaman, Colonel Zaman’s wife, had asked a female MPA why her two university going sons had not joined the Mukti Bahini? The MPA replied that her boys were intellectual types not suited for fighting, implying that combat was the task for lesser beings. [33] In 1973, I met Enamul Haque in the Bangabhaban where he was ADC to the President. He was claiming to be a freedom fighter! He retired as a brigadier. After retirement, he became a state minister in Sheikh Hasina's government in 2009.

There are seven main factors influencing your sleep quality. To improve it, maintain a consistent sleep schedule, make your bedroom relatively cool, and make your sleep area as dark and quiet as possible. Get a new mattress if you've been sleeping on the same mattress for more than 10 years. Avoid blue light before sleep. If you can’t stop your racing mind, get out of bed and write down all your thoughts. Avoid caffeine 7 to 8 hours before going to sleep. Don’t eat heavy meals two to three hours before going to sleep.

What is the Internet’s role as a channel of distribution? The Internet can be a great way to sell product. The Internet has four functions as a channel of customer communication, called the Four C’s of Internet marketing. The “commerce” function of a Web site allows for sales, but more importantly it provides a 24/7 storefront to fit the customer’s schedule to shop, browse, and compare product offerings. The “content” of your Web site is an extension of the product. It can provide additional support and value, and if it is compelling, it can attract new prospects. iTunes.com provides music for the Apple’s iPod player; it sold over 10 billion songs by 2010. Your site can provide “customer care” by allowing customers to access their accounts, check on deliveries, and get answers to frequently asked questions (FAQs). This pleases customers and also reduces a manufacturer’s cost of live customer service. And lastly, Web sites also “convert leads” from your Internet and other marketing efforts, such as television, radio, sales promotions, and public relations.

Someone—Tony or Warner Bros.?—had decided that the grueling schedule and the added tension in the band might be alleviated somewhat by the relative comfort of bus touring versus Old Blue. It was a nice idea. It might have even been a gambit to see if the camaraderie of sharing a luxurious living situation might heal the band’s broken bonds. So we loaded all of our gear into the parking lot behind our apartment and waited for our new accommodations to arrive. Everyone, I think even Jay, was excited about the prospect of spending at least some small part of our lives seeing what it was like to tour in style. That was until he laid eyes on the Ghost Rider. What we were picturing was sleek and non-ostentatious like the buses we had seen parked in front of theaters at sold-out shows by the likes of R.E.M. or the Replacements. Instead, what we got was one of Kiss’s old touring coaches—a seventies-era Silver Eagle decked out with an airbrushed mural in a style I can only describe as “black-light poster–esque,” depicting a pirate ship buffeted by a stormy sea with a screaming skeleton standing in the crow’s nest holding a Gibson Les Paul aloft and being struck by lightning. The look on Jay’s face was tragic. I felt bad for him. This was not a serious vehicle. I’m not sure how we talked him into climbing aboard, and once we did, I have no idea how we got him to stay, because the interior was even worse. White leather, mirrored ceilings, and a purple neon sign in the back lounge informing everyone, in cursive, that they were aboard the “Ghost Rider” lest they forget. So we embarked upon Uncle Tupelo’s last tour learning how to sleep while being shot at eighty miles per hour down the highway inside a metal box that looked like the VIP room at a strip club and made us all feel like we were living inside a cocaine straw. Ghost Rider indeed.

After January 1, 1959, the Castro Revolution changed the way business was done in Cuba. Abruptly, supplies for Cubana were no longer available, most routes were altered or suspended, and many of the pilots deserted their jobs or were exiled. In May of 1960, the new Castro administration merged all of the existing Cuban airlines and nationalized them under a drastically restructured Cubana management. At the time, many of Cubana’s experienced personnel took advantage of their foreign connections, and left for employment with other airlines. During the Bay of Pigs Invasion in April of 1961, two of the remaining Cubana DC-3’s were destroyed in the selective bombing of Cuba’s airports. Actually the only civil aviation airport that was proven to be bombed was the Antonio Maceo Airport in Santiago de Cuba. During the following years, the number of hijackings increased and some aircraft were abandoned at American airports, as the flight crews sought asylum in the United States. This corporate instability, as well as political unrest, resulted in a drastic reduction of passengers willing to fly with Cubana. Of course, this resulted in a severe reduction in revenue, making the airline less competitive. The Castro régime reacted by blaming the CIA for many of Cubana’s problems. However, slowly, except to the United States, most of the scheduled flights were restored. Not being able to replace their aging fleet with American manufactured aircraft, they turned to the Soviet Union. Currently Cubana’s fleet includes Ukrainian designed and built Antonov An-148’s and An-158’s. The Cubana fleet also has Soviet designed and built Illyushin II-96’s and Tupolev TU-204’s built in Kazan, Russia. Despite daunting difficulties, primarily due to the United States’ imposed embargo and the lack of sufficient assistance from Canada, efforts to expand and improve operations during the 1990’s proved successful. “AeroCaribbean” originally named “Empresa Aero” was established in 1982 to serve as Cuba’s domestic airline. It also supported Cubana’s operations and undertook its maintenance. Today Cubana’s scheduled service includes many Caribbean, European, South and Central American destinations. In North America, the airline flies to Mexico and Canada. With Cuban tourism increasing, Cubana has positioned itself to be relatively competitive. However much depends on Cuba’s future relations with the United States. The embargo imposed in February of 1962 continues and is the longest on record. However, Cubana has continued to expand, helping to make Cuba one of the most important tourist destinations in Latin America. A little known fact is that although Cubana, as expected, is wholly owned by the Cuban government, the other Cuban airlines are technically not. Instead, they are held, operated and maintained by the Cuban military, having been created by Raúl Castro during his tenure as the Minister of the Revolutionary Armed Forces.

Chapter Five Monday. 12:50 PM. The wrestling room. Because of the assembly, classes for the rest of the day were shortened so school could still dismiss on time, which meant that my science class wasn’t going to start until one-o-clock. After I saw that it was ten ‘til, I rushed out of the assembly and headed straight for the wrestling room. It was the first day of training with my new ninja clan, and I was already behind schedule. A few months ago, during the week of the talent show, I stumbled upon a second gymnasium that wasn’t being used. It was the wrestling room. Coach Cooper, the gym teacher (same last name as me, but not related… or is he? Dun dun dunnnnnnn… no, I’m kidding. We’re not related), said that Buchanan School used to have a wrestling team, but cut it from the program because of money issues about ten years back. I asked if it was cool that I used the room for a martial arts club, and he said yeah.

Not knowing everything is not a curse; rather, it is a bold opportunity to understand. If you knew everything, that knowledge would slowly fade away into oblivion. But the fact that you know relatively nothing of all there is to know grants you the superpowers of dynamic comprehension and appreciation for your education.

When Bouchard’s twin-processing operation was in full swing, he amassed a staff of eighteen—psychologists, psychiatrists, ophthalmologists, cardiologists, pathologists, geneticists, even dentists. Several of his collaborators were highly distinguished: David Lykken was a widely recognized expert on personality, and Auke Tellegen, a Dutch psychologist on the Minnesota faculty, was an expert on personality measuring. In scheduling his twin-evaluations, Bouchard tried limiting the testing to one pair of twins at a time so that he and his colleagues could devote the entire week—with a grueling fifty hours of tests—to two genetically identical individuals. Because it is not a simple matter to determine zygosity—that is, whether twins are identical or fraternal—this was always the first item of business. It was done primarily by comparing blood samples, fingerprint ridge counts, electrocardiograms, and brain waves. As much background information as possible was collected from oral histories and, when possible, from interviews with relatives and spouses. I.Q. was tested with three different instruments: the Wechsler Adult Intelligence Scale, a Raven, Mill-Hill composite test, and the first principal components of two multiple abilities batteries. The Minnesota team also administered four personality inventories (lengthy questionnaires aimed at characterizing and measuring personality traits) and three tests of occupational interests. In all the many personality facets so laboriously measured, the Minnesota team was looking for degrees of concordance and degrees of difference between the separated twins. If there was no connection between the mean scores of all twins sets on a series of related tests—I.Q. tests, for instance—the concordance figure would be zero percent. If the scores of every twin matched his or her twin exactly, the concordance figure would be 100 percent. Statistically, any concordance above 30 percent was considered significant, or rather indicated the presence of some degree of genetic influence. As the week of testing progressed, the twins were wired with electrodes, X-rayed, run on treadmills, hooked up for twenty-four hours with monitoring devices. They were videotaped and a series of questionnaires and interviews elicited their family backgrounds, educations, sexual histories, major life events, and they were assessed for psychiatric problems such as phobias and anxieties. An effort was made to avoid adding questions to the tests once the program was under way because that meant tampering with someone else’s test; it also would necessitate returning to the twins already tested with more questions. But the researchers were tempted. In interviews, a few traits not on the tests appeared similar in enough twin pairs to raise suspicions of a genetic component. One of these was religiosity. The twins might follow different faiths, but if one was religious, his or her twin more often than not was religious as well. Conversely, when one was a nonbeliever, the other generally was too. Because this discovery was considered too intriguing to pass by, an entire additional test was added, an existing instrument that included questions relating to spiritual beliefs. Bouchard would later insist that while he and his colleagues had fully expected to find traits with a high degree of heritability, they also expected to find traits that had no genetic component. He was certain, he says, that they would find some traits that proved to be purely environmental. They were astonished when they did not. While the degree of heritability varied widely—from the low thirties to the high seventies— every trait they measured showed at least some degree of genetic influence. Many showed a lot.

High Switching Costs Products that require a significant amount of work to migrate away are said to have high switching costs. High switching costs reduce your churn and create a moat that keeps customers from switching to a competitor simply because that competitor is newer, cheaper, or even builds a better product. Most APIs are difficult to leave because to do so requires expensive developer time to integrate with a new product. Companies like Stripe, Twilio, and SendGrid have a pretty hefty switching cost moat. Tools like Slack are difficult to switch from because of the need to obtain buy-in from every manager in an organization. Also, because of the high number of integrations pushing data, Slack requires effort to recreate. Tools with low switching costs are those in which history is mostly irrelevant, and the time it takes to recreate something you’ve built in the tool is low or nonexistent. For example, a social media scheduling tool is easy to switch from because there is no critical history stored or complex workflows that need to be recreated using a new tool. Likewise, one-click SaaS analytics tools that tie into your Stripe account are relatively easy to switch from because they are “one-click easy” to set up.

David McClelland and his colleagues offer the hypothesis that nonconscious motives are rooted in early infancy, whereas conscious, self-attributed motives result from more explicit, parental teachings. To test this idea, McClelland and his colleagues interviewed a sample of adults in their early thirties, measuring both their nonconscious motives (i.e., their responses to TAT pictures) and their conscious, explicit motives (their responses on a self-report questionnaire). The fascinating thing about this study is that the participants’ mothers had been interviewed twenty-five years earlier about their childrearing practices, allowing the researchers to test the extent to which people’s implicit and explicit motives, as adults, were related to the childrearing practices of their mothers twenty-five years earlier. There was some evidence that early, prelingual childrearing experiences were correlated with implicit but not explicit motives. For example, the extent to which mothers used scheduled feedings correlated with the implicit but not explicit need for achievement in the adult sample, and the extent to which the mothers were unresponsive to their infants’ crying was correlated with the implicit but not explicit need for affiliation. Postlingual childhood experiences were more likely to correlate with explicit than with implicit motives. For example, the extent to which children were taught not to fight back when provoked was correlated with the explicit but not implicit need for affiliation, and the children of parents who set explicit tasks for them to learn were more likely to have an explicit but not implicit need for achievement.28 The nonconscious and conscious selves thus seem to be influenced by one’s cultural and social environment, but in different ways. The kinds of early affective experiences that shape a child’s adaptive unconscious surely have a cultural basis, given that childrearing practices differ markedly from culture to culture. The conscious theories people develop about themselves also are shaped by the cultural and social environment.

The property owner, contractors, subcontractors, investors, the lender, project stakeholders, the architect, as well as project managers are each individually able to stay updated on the progress of the home-build through the Schedule of Values. Inasmuchas the Schedule of Values relates to billable work performed - and to tasks completed - during each draw period in the project. As each phase of the home build is completed - i.e.: as one draw period progresses to the next draw period - the project's Schedule of Values is updated. The updating of the S.O.V. in subsequent draw periods is directly relatable to forthcoming draw requests. For each new draw request, line items in the Schedule of Values - as per project progression in each draw period - are revised.

I’ve always said I didn’t want an ordinary life. Nothing average or mundane for me. But as I stared at the rather ample naked derriere wiggling two inches from my face today, I realized I should have been more specific with my goals. Definitely not ordinary, but not exactly what I had in mind. The Texas-flag tattoo emblazoned across the left cheek waved at me as she shifted her weight from foot to foot. The flag was distorted and stretched, as was the large yellow rose on the right cheek, both tattoos dotted with dimples and pock marks. An uneven script scrawled out “The Yellow Rose of Texas” across the top of her rump. Her entire bridal party—her closest friends and relatives, mind you—had left her high and dry. They’d stormed off the elevator as I tried to enter it, a flurry of daffodil-yellow silk, spouting and sputtering about their dear loved one, Tonya the bride. “That’s it! We’re done!” They sounded off in a chorus of clucking hens. “We ain’t goin’ back in there. She can get ready on her own!” “Yeah, she can get ready on her own!” “Known her since third grade and she’s gonna talk to me like that?” “Third grade? She’s my first cousin. I’ve known her since the day she was born. She’s always been that way. I don’t know why y’all acting all surprised.” I felt more than a little uneasy about what all this meant for our schedule. The ceremony was supposed to start in fifteen minutes. The bride should have already been downstairs and loaded in the carriage to make her way to the hotel’s beach. My unease grew to panic when I knocked on Tonya’s door and she opened it clad only in a skimpy little satin robe. “Honey, you’re supposed to be dressed and downstairs already.” I tried to say it as sweetly as possible, but I’m sure my panic came through. My Southern accent kicked in thick, which usually only happens when I’m panicked or frustrated. Or pissed. Or drunk. “Do you think I don’t know that?” she asked, arching a perfectly drawn-on eyebrow. “Do you think somehow when I booked this wedding and had invitations printed and planned the entire damned event, I somehow didn’t realize what time the ceremony started? And just who the hell are you anyway?” Well, alrighty then. Obviously this was going to be a fun day. “Um, I’m Tyler Warren. I’m assisting Lillian with your wedding today.” “Fine. Those bitches left me with my nails wet.” She held up both hands to show me the glossy, fresh manicure. “How the hell am I supposed to get dressed with wet nails?” she asked, arching both eyebrows now and glaring at me like I was somehow responsible for this. “Oh.” My mind spun with the limited time frame I had available, the amount of clothing she still needed to put on, and the amount of time it would take to get her in the carriage and to the ceremony. “Give me just a second to let Lillian know we’ll be down shortly.” I smiled what I hoped was my sweetest smile and stepped backward into the hallway. She slammed the door as I frantically dialed Lillian’s cell. “You’d better be calling to tell me she is in the carriage and on her way,” Lillian said. “It is hotter than Hades out here. I have several people looking like they’re about to faint, and I may possibly dunk a cranky, tuxedoed five-year-old

MGM produced an occasional nonstar feature, although these were rare and usually had some obvious hook to draw audiences. A good example of this type of feature was The Fire Brigade, a 1926 project scheduled for a twenty-eight-day shoot and budgeted at $249,556. The picture starred May McAvoy, a “featured player” at MGM, and was directed by William Nigh. The second-class status of the project was obvious from the budget, with only $60,000 going for director, cast, story, and continuity. But the attractions in The Fire Brigade were spectacle, special effects, and fiery destruction rather than star and director. The budget allowed $25,000 for photographic effects and another $66,000 for sets, a relatively high figure since many of the sets for the picture had to be not only built and “dressed” but destroyed as well.

Total Cost Analysis When the purchasing staff considers switching to a new supplier or consolidating its purchases with an existing one, it cannot evaluate the supplier based solely on its quoted price. Instead, it must also consider the total acquisition cost, which can in some cases exceed a product’s initial price. The total acquisition cost includes these items: • Material. The list price of the item being bought, less any rebates or discounts. • Freight. The cost of shipping from the supplier to the company. • Packaging. The company may specify special packaging, such as for quantities that differ from the supplier’s standards and for which the supplier charges an extra fee. • Tooling. If the supplier had to acquire special tooling in order to manufacture parts for the company, such as an injection mold, then it will charge through this cost, either as a lump sum or amortized over some predetermined unit volume. • Setup. If the setup for a production run is unusually lengthy or involves scrap, then the supplier may charge through the cost of the setup. • Warranty. If the product being purchased is to be retained by the company for a lengthy period of time, it may have to buy a warranty extension from the supplier. • Inventory. If there are long delays between when a company orders goods and when it receives them, then it must maintain a safety stock on hand to guard against stock-out conditions and support the cost of funds needed to maintain this stock. • Payment terms. If the supplier insists on rapid payment terms and the company’s own customers have longer payment terms, then the company must support the cost of funds for the period between when it pays the supplier and it is paid by its customers. • Currency used. If supplier payments are to be made in a different currency from the company’s home currency, then it must pay for a foreign exchange transaction and may also need to pay for a hedge, to guard against any unfavorable changes in the exchange rate prior to the scheduled payment date. These costs are only the ones directly associated with a product. In addition, there may be overhead costs related to dealing with a specific supplier (see “Sourcing Distance” later in the chapter), which can be allocated to all products purchased from that supplier.

Thing is, I’ve decided what I’m going to do next. I have to go back to the university, of course. Next semester, I’m cutting back my schedule. I need more freedom. I’m going to transition out, sneak up on retirement. I’m going to get myself one of these!” he exclaimed, smacking the steering wheel. “Mary’s sons are married and have children—they’re great kids, superior stepsons. One lives in Texas, one in Florida. I’m going to put my house on the market and retire by the end of school, just in time to begin traveling. I’m going to see this country one state at a time, and I’m going to drop in on those boys. They both have amazing wives. One has three children, one has two—and even though I’m a stepfather, they call me Papa instead of Grandpa. I’m going to visit them occasionally while I’m traveling, then move on to other sights, then check back in. What do you think of that idea?” Her smile was alive. “It sounds wonderful. You’ll enjoy that. Maybe I’ll even see you now and then in Virgin River.” “Or, you could come along,” he said. “You have all those military boys all over the place. We could check on them, as well. And believe me, once a couple of them get married and have children, the others fall in line. I’ve seen it a million times. As soon as I get an offer on the house—which is a good house and should bring a nice price even in a depressed economy—I’m going to start shopping for a quality RV. I’ve been looking at pictures online. Maureen, you have no idea how high tech these things have become! They now come with expandable sides, two people showers, freezers, big screens in the living room and bedroom, Whirlpool tubs—you name it! How’d you like to have a hot tub on wheels, Maureen?” She looked over at him. He was so excited by his idea, he was actually a little flushed, and she found herself hoping it wasn’t high blood pressure. If the moment ever presented itself, she’d ask about that. But after all his rambling about his future RV, all she could say was, “Come along?” “A perfect solution for both of us,” he said. “We’d have time together, we’d have fun together. We’d see the families, travel…” “George, that’s outrageous. We’ve had a few lunches—” “And we’ll have a few more! We’ll also e-mail, talk on the phone, get together occasionally—in Virgin River, but also in Phoenix and Seattle. We’ll spend the next six months figuring out if we fit as well as it seems we do.” “Long distance? Occasional visits?” she asked doubtfully. “It’ll give you time to look over my accounts to be sure you’re not getting conned out of your retirement.” He laughed at his own joke, slapping his knee. “Of course, with five brawny, overprotective sons you’re relatively safe from a dangerous guy like me.” He glanced at her and his expression was playful. “We’re not young, Maureen. We should be sure we’re attracted to each other and that we get along, but we shouldn’t waste a lot of time. Every day is precious.

So training smart, training effectively, involves cycling through the three zones in any given week or training block: 75 percent easy running, 5 to 10 percent running at target race paces, and 15 to 20 percent fast running or hill training in the third zone to spike the heart and breathing rates. In my 5-days-a-week running schedule, that cycle looks like this: On Monday, I cross-train. Tuesday, I do an easy run in zone one, then speed up to a target race pace for a mile or two of zone-two work. On Wednesday, it’s an easy zone-one run. Thursday is an intense third-zone workout with hills, speed intervals, or a combination of the two. Friday is a recovery day to give my body time to adapt. On Saturday, I do a relaxed run with perhaps another mile or two of zone-two race pace or zone-three speed. Sunday is a long, slow run. That constant cycling through the three zones—a hard day followed by an easy or rest day—gradually improves my performance in each zone and my overall fitness. But today is not about training. It’s about cranking up that treadmill yet again, pushing me to run ever faster in the third zone, so Vescovi can measure my max HR and my max VO2, the greatest amount of oxygen my heart and lungs can pump to muscles working at their peak. When I pass into this third zone, Vescovi and his team start cheering: “Great job!” “Awesome!” “Nice work.” They sound impressed. And when I am in the moment of running rather than watching myself later on film, I really think I am impressing them, that I am lighting up the computer screen with numbers they have rarely seen from a middle-aged marathoner, maybe even from an Olympian in her prime. It’s not impossible: A test of male endurance athletes in Sweden, all over the age of 80 and having 50 years of consistent training for cross-country skiing, found they had relative max VO2 values (“relative” because the person’s weight was included in the calculation) comparable to those of men half their age and 80 percent higher than their sedentary cohorts. And I am going for a high max VO2. I am hauling in air. I am running well over what should be my max HR of 170 (according to that oft-used mathematical formula, 220 − age) and way over the 162 calculated using the Gulati formula, which is considered to be more accurate for women (0.88 × age, the result of which is then subtracted from 206). Those mathematical formulas simply can’t account for individual variables and fitness levels. A more accurate way to measure max HR, other than the test I’m in the middle of, is to strap on a heart rate monitor and run four laps at a 400-meter track, starting out at a moderate pace and running faster on each lap, then running the last one full out. That should spike your heart into its maximum range. My high max HR is not surprising, since endurance runners usually develop both a higher maximum rate at peak effort and a lower rate at rest than unconditioned people. What is surprising is that as the treadmill

The attack on 9/11 was a localized event, affecting only a relatively small number of Americans. As indicated earlier, the general threat of terrorism, even factoring in the large death toll on that tragic day, produces a statistically insignificant threat to the average person’s life. People across the country, however, were gripped with fear. And because we are an object-oriented people, most felt the need to project that fear onto something. Some people stopped flying in airplanes, worried about a repeat attack—and for years afterward, air travel always dipped on the anniversary of 9/11.4 Of course, this was and is an irrational fear; it is safer to travel by plane than by car. According to the National Safety Council, in 2010 there were over 22,000 passenger deaths involving automobiles, while no one died in scheduled airline travel that year.5 Nevertheless, Congress responded by rushing through the USA PATRIOT Act six weeks after 9/11—a 240-plus page bill that was previously written, not available to the public prior to the vote, and barely available to the elected officials in Congress, none of whom read it through before casting their votes.6 Two weeks previous to the bill’s passage, President Bush had announced the establishment of the Office of Homeland Security to “develop and coordinate the implementation of a comprehensive national strategy to secure the United States from terrorist threats or attacks.” He explained that “[t]he Office will coordinate the executive branch’s efforts to detect, prepare for, prevent, protect against, respond to, and recover from terrorist attacks within the United States.”7 The office’s efforts culminated in the creation of the Department of Homeland Security (DHS) one year later as a result of the Homeland Security Act of 2002. This law consolidated executive branch organizations related to “homeland security” into a single Cabinet department; twenty-two total agencies became part of this new apparatus. The government, responding to the outcry from a fearful citizenry, was eager to “do something.” All of this (and much, much more), affecting all Americans, because of a localized event materially affecting only a few. But while the event directly impacted only a small percentage of the population, its impact was felt throughout the entire country.

A related issue is the decision to avoid meeting people. If you cram your schedule with work, domestic chores and solo activities you'll never have enough the opportunity to enjoy time with friends and to get to know new people. You'll be the one who is often saying no to social invitations and eventually people will stop asking you.

Relationships are important. A pastor from Nairobi, Kenya, was explaining to me the biggest difference between meetings in the West and meetings outside of the West. People from the West tend to be strategic, and they approach meetings with agendas, schedules and lists of follow-up items. Many people outside of the West, who prioritize relationships, first want to know if they can trust us and if we can do good work together. The relational aspect and getting to know each other is so important. In my relationships, I can ask myself this question: how are we building trust with each other, and how are we growing in our relationship as we work together?

Schedule a comprehensive evaluation to not only provide a formal diagnosis, but to also delineate a clear picture of your strengths and weaknesses. You will then be ready to participate in designing a total treatment plan that meets your unique needs. Get Treatment An effective, total treatment program is essential to future success. Such programs usually include a combination of medication, psychotherapy, coaching, alternative treatments, and necessary related services (support groups, counseling, family therapy, etc.). ADHD can have serious consequences, but it is treatable with safe and effective medications that can change people’s lives. (See Question 35 for a more in-depth discussion of medications used to treat ADHD.)

Note from Tim Ferriss: I asked Tim to share a fun piece of related background. Here it is. In early 2015, Elon reached out to schedule a call. He said he had read some Wait But Why posts and was wondering if I might be interested in writing about some of the industries he’s involved in. I flew out to California to meet with him, tour the Tesla and SpaceX factories, and spend some time with the executives at both companies to learn the full story about what they were doing and why. Over the next six months, I wrote four very long posts about Tesla and SpaceX and the history of the industries surrounding them (during which I had regular conversations with Elon in order to really get to the bottom of the questions I had). In the first three posts, I tried to answer the question, “Why is Elon doing what he’s doing?” In the fourth and final post of the series, I examined Elon himself and tried to answer the question, “Why is Elon able to do what he’s doing?” That’s what led me to explore all these ideas around reasoning from first principles (being a “chef” who comes up with a recipe) versus reasoning by analogy (being a “cook” who follows someone else’s recipe).

The cultural relativity of biblical and creedal language struck me with considerable force when I was in South Africa on a lecture trip a few years ago, soon after the official end of apartheid. My schedule included lecturing at a black theological seminary, an interesting learning experience. On the drive back to Pretoria with my white host, I was told that the black church was being encouraged to develop its own creed. The reason? Because the status of “only son” was not a very high status in that particular black culture. One has no access to an “only son”; he is socially isolated. A much higher status was that of “oldest brother.” Thus, if one were to speak of Jesus with the highest status known in that culture, one would speak of him as “our oldest brother” and not as an “only son.” The cultural relativity of creedal and biblical language hit home. To say the obvious, if the creed had been formulated in a different culture, its language would have been very different.

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I, on the other hand, have never had time for more than just the moment, a string of casual encounters and short-lived flings that never quite managed to fill the void inside me. It’s relatively funny, knowing that I like to follow plans, schedules, and patterns in every other aspect of my life, but when it comes to love? That’s just an illusion, a fairy tale that I’ve long since stopped believing in.

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A Pentagon investigation found that the team of mostly Green Berets was scheduled to meet with local leaders, but had to change their mission after a drone spotted an Islamic State potentate. Their captain, the target of blame from a Pentagon report that the soldiers’ relatives denounced as a whitewash, expressly warned his superior officer that the unit was neither equipped nor informed enough to execute the raid. More than a hundred militants opened fire on Operational Detachment-Alpha Team 3212. Air support and evacuation did not arrive for four hours, by which time Sergeant First Class Jeremiah W. Johnson, Staff Sergeant Bryan C. Black, and Staff Sergeant Dustin M. Wright were dead. Sergeant La David Johnson was missing, and his body would not be recovered for two days. Less than two weeks later Trump called Johnson’s grieving widow. Myeshia Johnson was with her mother and a family friend, Miami congresswoman Frederica Wilson, who paraphrased Trump as saying that Johnson—whose name Trump evidently didn’t remember—must have known what he had signed up for.

When we put our foot down, I think they got a little bit nervous,” Solo says. “They said, Okay, what will it take to get you guys at all the NWSL games this weekend?” In the end, the federation treated it as an appearance fee of sorts. The players would get $10,000 each to attend their NWSL games, and they would be flown first-class, a distinct upgrade from their usual travel. It was a relatively small victory, but it set the stage for the players to stand up for themselves more assertively. The women of the national team proved they were the best in the world, they captured the country’s attention, and now they had leverage. “It was really the first time where we were like, Okay, we are worth something to the federation and we know it, so now we have to keep this going,” Solo says. “That’s what really empowered us. All of a sudden, we got a $10,000 fee, first-class tickets to fly to our NWSL games, and it was right before we were going to negotiate our new contract.” But things didn’t get better just because the federation paid the players a $10,000 fee. In less than a month, the players had to set out on the road again for a 10-game victory tour as World Cup champions and, as it turned out, the venues weren’t exactly befitting of a World Cup–winning national team. Eight of the 10 victory-tour games in 2015 were scheduled on artificial turf. Over the course of that year, U.S. Soccer scheduled the women to play 57 percent of their home games on artificial turf but scheduled zero of the men’s games on artificial turf. In fact, the men played at five venues that had artificial-turf surfaces, and in all five cases, the federation paid to have temporary grass installed.

I was not born into a world relatively unaffected by technology like you were. Rather, I was thrust into a world that had already succumbed to its disastrous effects! I have heard it said that the Internet was going to make the world a smaller place, and indeed it has. It has reduced the world from seven billion to just one! Just you, hiding behind your screen, interacting with others hiding behind theirs. The days of legitimate human interaction have been forever tainted by social media. The schedules of our workdays have been compressed tighter by the interventions of e-mails and cellphones. Our lives have been faker and faker, busier and busier and we have yet to realize that within, we are broken, weary and

AB-PINACA is a compound that was first identified as a component of synthetic cannabis products in Japan in 2012. It was originally developed by Pfizer in 2009 as an analgesic medication. AB-PINACA acts as a potent agonist for the CB1 receptor (Ki = 2.87 nM, EC50 = 1.2 nM) and CB2 receptor (Ki = 0.88 nM, EC50 = 2.5 nM) and fully substitutes for Δ9-THC in rat discrimination studies, while being 1.5x more potent. There have been a number of reported cases of deaths and hospitalizations in relation to this synthetic cannabinoid. Legal status: - AB-PINACA is an Anlage II controlled substance in Germany as of November 2014. - It is listed in the Fifth Schedule of the Misuse of Drugs Act and so is illegal in Singapore, as of May 2015. - It is a Schedule / controlled substance in the United States. - China: It is a controlled substance in China as of October 2015 aswell. - In France, It is a controlled substance as of March 2017.

What is Freelancing? Freelancing is a work arrangement where individuals offer their services to clients on a project basis, often remotely and without being tied to a single employer. In this model, freelancers are self-employed and take on various assignments from different clients, rather than having a traditional full-time job. A Freelancer can provide various types of services in a wide range. Such as Article writing, Graphic design, Web development, Digital marketing, Consulting, SEO, and more. They have the flexibility to choose the projects they work on, set their own rates, and determine their work schedules. Some Features of Freelancing are Discussed Below: 1. Flexibility: Freelancers usually work on projects of their choice and set their own working hours. Because they have that freedom, which allows them to balance work with personal life. 2. Independence: Freelancers are essentially their own bosses. They manage their work, clients, and business operations independently. 3. Diversity: Freelancers can work on different projects for different clients, gaining exposure to different industries and challenges. 4. Remote Work: Most freelancers work remotely, enabling them to collaborate with clients from around the world without the need for a physical office. 5. Project-Based: Freelancers are hired for specific projects or tasks, with defined start and end dates, rather than being employed on a long-term basis. 6. Skill-Based: Freelancers offer specialized skills that clients might not have in-house, making them valuable for tasks requiring expertise. 7. Income Variation: Freelancers' income can vary based on the number and type of projects they take on, making financial planning important. 8. Client Relationships: Building strong client relationships is crucial for repeat business and referrals. 9. Self-Promotion: Freelancers often need to market themselves to attract clients and stand out in a competitive market. Basically, you can do freelancing with the work you want to do or the work you are good at. The most interesting thing is that in this field you are everything and your decision is final. Please Visit Our Blogging Website to read more Articles related to Freelancing and Outsourcing, Thank You.

If time management is not simply an issue of numerical hours but of some people having more control over their time than others, then the most realistic and expansive version of time management has to be collective: It has to entail a different distribution of power and security. In the realm of policy, that would mean things that seem obviously related to time - for example, subsidized childcare, paid leave, better overtime laws, and 'fair workweek laws', which seek to make part-time employees' schedules more predictable and to compensate them when they are not. Less obviously related to time - but absolutely relevant to it - are campaigns for a higher minimum wage, a federal jobs guarantee, or universal basic income.

Difference Between Freelancing & Outsourcing What is Freelancing? The term freelancer was first published in 1819 in a book by a writer named Walter Scott. Since then, various speculations about freelancing started. What is Freelancing? Why do freelancing? What is required to be efficient in freelancing? All kinds of questions started to arise. The word free means 'Free' and the word lance means 'Instrument' by which something is done. That is, the full meaning of Freelancing stands for “Doing something that is free or independent”. Freelancing is basically a profession where you can earn money by doing various types of work over the internet. Be it inside the country or outside the country. What is Outsourcing? "Outsourcing" is the short form of the English word Outside Resourcing. The term outsourcing was first coined around 1989 and was first seen as a business strategy. Later in the 1990s, this subject was included as an important component of business economics. Since then people started to have various interests in outsourcing. Out means 'Outside' and source means 'Source'. In other words, the whole meaning of Outsourcing is "To bring work from an external source". Outsourcing means the process of taking the work of an organization or company from an external source. For example – “Can't find any qualified person within the company to do a job in your company. So you offer some money to an outside freelancer to do the job and he agrees to do the job. Well, that's called Outsourcing”. Difference Between Freelancing & Outsourcing: Hope you have a clear idea about what is freelancing and what is outsourcing and that there are no questions in your mind about these topics. Now let's discuss the differences between freelancing and outsourcing in detail – 1. Origin: Freelancing started around 1998 and its journey started from GURU, a freelancing marketplace then known as SOFTmoonlighter.com. On the other hand, the term outsourcing was first coined around 1989 and was first seen as a business strategy. 2. Relation: A freelancer gets his payment from an outside source after doing the work. On the other hand, an outsourced contractor provides both the work and the payment at the end of the work to the freelancer. 3. Activities: Freelancers do not have to follow any rigid rules when it comes to working. They can work or start whenever they want, as long as they can submit work before their deadline. He will get payment only if he can submit the work on time or he will not be paid. 4. Payment: A freelancer will agree to receive the exact amount of payment before doing a job, and will get the same amount as the contract at the end of the job. But he will not get any monthly salary. On the other hand, similarly, an outsourced contractor pays the freelancers at the end of the contracted work. In this case, the outsourced contractors also do not keep the freelancers as any kind of salaried employees. 5. Advantages: A freelancer is everything when it comes to freelancing. He decides his own schedule. No one can force him to work, he can work whenever he wants and quit when he wants. A freelancer does not have to give office hours from 9 a.m. to 5 p.m. and can work any time within 24 hours. You can work at home, so there is no need to go to the office to work. 6. Disadvantages: There are some risks involved in freelancing. There is no guarantee that you will be offered any work or that you will be paid. Since you are not entering into a contract in person, the possibility of non-payment or fraud remains. In the case of freelancing, every month's income is not the same, you can earn as much money as you work. Moreover, you may not always find the job you want. If this article of mine is of any use to you or you like it, then definitely share it and help others to know. Please Visit Our Website (Bhairab IT Zone) to read more Articles related to Freelancing and Outsourcing, Thank You.

Relocating internationally can be a thrilling adventure, but it’s not without its challenges. The logistics involved in international moving are more complex than domestic moves, requiring careful planning and execution. To ensure a smooth transition to your new home, here are ten essential tips for international moving. 1. Start Early Begin the planning process well in advance. International moves involve extensive paperwork, visa applications, and scheduling with international moving companies. Start at least six months before your intended move date. 2. Declutter and Organize Before packing, declutter your belongings. Dispose of items you no longer need or use. This not only reduces the cost of moving but also helps you start fresh in your new home. 3. Research International Moving Companies Select a reputable international moving company with experience in your destination country. Read reviews, ask for referrals, and obtain quotes from multiple companies. Choose one that offers comprehensive services and competitive rates. 4. Understand Customs Regulations Familiarize yourself with the customs regulations of your destination country. Different countries have varying rules about what you can bring with you. Be prepared to fill out detailed customs forms. 5. Documentation Ensure all your important documents are in order. This includes passports, visas, medical records, and any necessary permits. Keep physical copies as well as digital backups. 6. Packing Strategy Use sturdy, high-quality packing materials to protect your belongings during transit. Label boxes clearly and create an inventory list. Pack essential items separately for easy access upon arrival. 7. Insurance Consider purchasing international moving insurance to protect your possessions during the move. Verify what is covered and ensure it meets your needs. 8. Currency and Banking Set up a bank account in your new country before you move. Also, consider having some local currency on hand for immediate expenses upon arrival. 9. Learn About Your New Home Research your destination thoroughly. Understand the local culture, language, and basic laws. Knowing what to expect can ease the transition. 10. Stay Organized Keep all your moving-related paperwork, receipts, and contact information in one place. This will be invaluable if any issues arise during your international move. Bonus Tip: Stay Positive! Moving internationally can be stressful, but maintaining a positive attitude can make a world of difference. Embrace the adventure and view it as an opportunity for personal growth and exploration. Conclusion International moving is a significant undertaking that requires careful planning and thorough research.

This passage is not encouraging unwise activity that overloads your schedule with church events and obligations. Nor does it ask you to turn normal relational moments into abnormal witnessing encounters.

Step Four: Ideal-Week Planning Now you need to take your “only I can do” list and actually plot out how you will get all these things done. I hope your to-do list is shorter than when you picked up this book. If so, that reduction is a massive win in itself. The goal is to schedule all these things out. Literally, go through the list, plot each item into your calendar, and create an automated repeating appointment so it shows up in your calendar on a weekly basis. For example, if only you can write a weekly blog post and you know you need about three hours to write and publish a post, create a three-hour appointment in your calendar from ten to one o’clock on Mondays, for example, and then make it a recurring appointment. The same process can be followed for child-related activities. If you are the person who primarily picks up your kids from school, put an appointment in your calendar for the amount of time it takes to drive or walk to the school, pick them up, and return home. Repeat this task for all the activities you have on the only-you list. Once you’ve entered these activities, you may be thinking, Okay, Lisa, that’s great, but I have now run out of time. So what happens if you actually block everything in and you run out of hours in the week? If I were sitting across from you in a private coaching session, this is what I would ask: •Are all the activities in your calendar truly things only you can do? Is there anything that could be delegated to someone else? •Can any of these activities be batched with something else? For example, could you do research for a blog post on your phone while you run on the treadmill? Can you do phone calls on your commute home or while grocery shopping for your family? •Is everything in your calendar actually aligned with your ideal life plan? Is there anything on the list that is no longer supporting this plan? Be honest with yourself about things that need to go—even if you are having a hard time letting go. •Can you reduce the amount of time it takes to do an activity? This might seem like an incredibly overwhelming exercise, but trust me, it is an incredibly worthwhile exercise. It might seem rigid to schedule everything in your life, but scheduling brings the freedom not to worry about how you are spending your time. You have thought it through, and you know that every worthwhile activity has been accounted for. This system, my friend, is the cure to mom guilt. When you know you have appropriately scheduled dedicated time for your children, your spouse, yourself, and your work, what do you have to feel guilty about?

In advance of the meeting, Simes sent Kushner a “Russia Policy Memo” laying out “what Mr. Trump may want to say about Russia.”654 In a cover email transmitting that memo and a phone call to set up the meeting, Simes mentioned “a well-documented story of highly questionable connections between Bill Clinton” and the Russian government, “parts of [which]” (according to Simes) had even been “discussed with the CIA and the FBI in the late 1990s and shared with the [Independent Counsel] at the end of the Clinton presidency.”655 Kushner forwarded the email to senior Trump Campaign officials Stephen Miller, Paul Manafort, and Rick Gates, with the note “suggestion only.”656 Manafort subsequently forwarded the email to his assistant and scheduled a meeting with Simes.657

effect are base lies, I'll have you and your friend know! However—" he yawned again "—I've been up all day and so, purely coincidentally, I do find myself just a bit sleepy at the moment. The which being so, I think I should take myself off to bed. I'll see you all in the morning." "Good night, Alistair," she said, and smiled as he sketched a salute and disappeared into the night with a chuckle. "You two are really close, aren't you?" Benson observed quietly after McKeon had vanished. Honor raised an eyebrow at her, and the blond captain shrugged. "Not like me and Henri, I know. But the way you look out for each other—" "We go back a long way," Honor replied with another of her half-smiles, and bent to rest her chin companionably on the top of Nimitz's head. "I guess it's sort of a habit to watch out for each other by now, but Alistair seems to get stuck with more of that than I do, bless him." "I know. Henri and I made the hike back to your shuttles with you, remember?" Benson said dryly. "I was impressed by the comprehensiveness of his vocabulary. I don't think he repeated himself more than twice." "He probably wouldn't have been so mad if I hadn't snuck off without mentioning it to him," Honor said, and her right cheek dimpled while her good eye gleamed in memory. "Of course, he wouldn't have let me leave him behind if I had mentioned it to him, either. Sometimes I think he just doesn't understand the chain of command at all!" "Ha!" Ramirez' laugh rumbled around the hut like rolling thunder. "From what I've seen of you so far, that's a case of the pot calling the kettle black, Dame Honor!" "Nonsense. I always respect the chain of command!" Honor protested with a chuckle. "Indeed?" It was Benson's turn to shake her head. "I've heard about your antics at—Hancock Station, was it called?" She laughed out loud at Honor's startled expression. "Your people are proud of you, Honor. They like to talk, and to be honest, Henri and I encouraged them to. We needed to get a feel for you, if we were going to trust you with our lives." She shrugged. "It didn't take us long to make our minds up once they started opening up with us." Honor felt her face heat and looked down at Nimitz, rolling him gently over on his back to stroke his belly fur. She concentrated on that with great intensity for the next several seconds, then looked back up once her blush had cooled. "You don't want to believe everything you hear," she said with commendable composure. "Sometimes people exaggerate a bit." "No doubt," Ramirez agreed, tacitly letting her off the hook, and she gave him a grateful half-smile. "In the meantime, though," Benson said, accepting the change of subject, "the loss of the shuttle beacon does make me more anxious about Lunch Basket." "Me, too," Honor admitted. "It cuts our operational safety margin in half, and we still don't know when we'll finally get a chance to try it." She grimaced. "They really aren't cooperating very well, are they?" "I'm sure it's only because they don't know what we're planning," Ramirez told her wryly. "They're much too courteous to be this difficult if they had any idea how inconvenient for us it is." "Right. Sure!" Honor snorted, and all three of them chuckled. Yet there was an undeniable edge of worry behind the humor, and she leaned back in her chair, stroking Nimitz rhythmically, while she thought. The key to her plan was the combination of the food supply runs from Styx and the Peeps' lousy communications security. Her analysts had been right about the schedule on which the Peeps operated; they made a whole clutch of supply runs in a relatively short period—usually about three days—once per month. Given

Emotional Labour: The f Word, by Jane Caro and Catherine Fox "Work inside the home is not always about chores. One of the most onerous roles is managing the dynamics of the home. The running of the schedule, the attention to details about band practice and sports training, the purchase of presents for next Saturday’s birthday party, the check up at the dentist, all usually fall on one person's shoulders. Woody Allen, in the much-publicised custody case for his children with Mia Farrow, eventually lost, in part because unlike Farrow, he could not name the children’s dentist or paediatrician. It’s a guardianship role and it is not only physically time consuming but demands enormous intellectual and emotional attention. Sociologists call it kin work. It involves: 'keeping in touch with relations, preparing holiday celebrations and remembering birthdays. Another aspect of family work is being attentive to the emotions within a family - what sociologists call ‘emotion work.’ This means being attentive to the emotional tone among family members, troubleshooting and facing problems in a constructive way. In our society, women do a disproportionate amount of this important work. If any one of these activities is performed outside the home, it is called work - management work, psychiatry, event planning, advance works - and often highly remunerated. The key point here is that most adults do two important kinds of work: market work and family work, and that both kinds of work are required to make the world go round.' (Interview with Joan Williams, mothersandmore.org, 2000) This pressure culminates at Christmas. Like many women, Jane remembers loving Christmas as a child and young woman. As a mother, she hates it. Suddenly on top of all the usual paid and unpaid labour, there is the additional mountain of shopping, cooking, cleaning, decorating, card writing, present wrapping, ritual phone calls, peacekeeping and emotional care taking. And then on bloody Boxing Day it all has to be cleaned up. If you want to give your mother a fabulous Christmas present just cancel the whole thing. Bah humbug!

I am very concerned about the acceptance of Sunday morning mediocrity, and I am persuaded that it is not primarily a schedule or laziness problem. I am convinced it is a theological problem. You see, the standards you set for yourself and your ministry are directly related to your view of God. If you are feeding your soul every day on the grace and glory of God, if you are in worshipful awe of his wisdom and power, if you are spiritually stunned by his faithfulness and love, and if you are daily motivated by his presence and promises, then you want to do everything you can to capture and display that glory to the people God has placed in your care.

I liked the people on my new team, and sync was technically challenging, but very soon, I was miserable in my new job. Why? Mostly because I was unprepared for the change in my daily routine. I went from writing software every day to worrying about my team. My schedule was always full of meetings. I had to navigate cross-functional relationships with other teams related to sync, and that involved much more politicking than I was expecting or was used to. I hadn’t realized how much I relied on writing code to feel productive and happy. My programming skill suddenly didn’t matter, and I didn’t have an intuitive sense for what I needed to do to be successful as a manager. I had taken the job for the wrong reason. It was my poorly judged attempt to make up for the missed management opportunity on Safari.

Children requiring primary somatosensory interventions are likely are to display frequent sensory misperceptions, appetite, feeding, or metabolism problems, persistent somatic or visceral dysregulation, fine or gross motor movement or balance impairment, sleep problems, or endocrine issues. Such anomalies will be in excess of normal for the developmental age. The treatment protocol will emphasize somatosensory experiences, self-regulation, and movement interventions, all of which provide the appropriate nature and pattern of activation to help these lower networks change. Language, reasoning, logic, and understanding are de-emphasized in favor of core regulatory functions. The somatosensory activities must be carried out in a richly positive relational context (Core Element 3) as the activity itself is insufficient for positive developmental growth and neural organization. Sensory activities must be planned and scheduled at specific times each day for short periods of about 10 to 15 minutes. Pick activities the child will enjoy, as children will not repeat those that are unrewarding. The activity, environment, and method may need to modified periodically to keep them fresh, attractive, and fun. Never force the child into an activity if he or she is uncomfortable with it. Take baby steps if the child is uncomfortable. Find safe ways for the child to engage in and experience the activity.

In the fall of 1988, the eighteen-year-old Carmack reluctantly enrolled at the University of Kansas, where he signed up for an entire schedule of computer classes. It was a miserable time. He couldn’t relate to the students, didn’t care about keg parties and frat houses. Worse were the classes, based on memorizing information from textbooks. There was no challenge, no creativity. The tests weren’t just dull, they were insulting. "Why can’t you just give us a project and let us perform it?" Carmack scrawled on the back of one of his exams. "I can perform anything you want me to!" After enduring two semesters, he dropped out.

Sometimes I thought I would die and other times wished I had.”11 Although the FDA held a hearing on the matter, it did not impose any legal control on benzodiazepines similar to what had been placed on amphetamines and barbiturates, and so the public’s belief that the drugs were relatively nonaddictive and harmless survived until 1975, when the U.S. Justice Department demanded that they be classified as schedule IV drugs

what the company said one year and what happened the next. We want to see not only whether managements are honest with shareholders but also whether they’re honest with themselves.” (If a company boss insists that all is hunky-dory when business is sputtering, watch out!) Nowadays, you can listen in on a company’s regularly scheduled conference calls even if you own only a few shares; to find out the schedule, call the investor relations department at corporate headquarters or visit the company’s website. Robert Rodriguez of FPA Capital Fund turns to the back page of the company’s annual report, where the heads of its operating divisions are listed. If there’s a lot of turnover in those names in the first one or two years of a new CEO’s regime, that’s probably a good sign; he’s cleaning out the dead wood. But if high turnover continues, the turnaround has probably devolved into turmoil.

I need to schedule a repair on my Dyson vacuum cleaner. I used it to remove the mice from under my floorboards and now it doesn’t work properly. Are rodent related damages covered under the warranty?

Kirkus Reviews: Cretikos presents a brief but thorough introduction to properly calculating an insurance value for one’s property. The author argues that there are fundamental flaws in the property insurance system, particularly in Australia, the principalcountry in his analysis. At the heart of the issue, he asserts, is Building Sum Insured Value (BSI), which is the monetary amount that the holder of an insurance policy receives in case of total loss. However, the formulas for calculating this amount are fatally flawed, Cretikos says, as they rely upon a calculation of replacement value—the value of the property immediately prior to the event that destroys it—and doesn’t factor in necessary supplementary costs, including temporary housing. Moreover, the standard formula neglects inflation over the policy period, and especially increased building costs. There’s currently “no legal definition of destruction, catastrophe, total loss, and constructive total loss,” nor a standardized interpretation of the competencies required to be a Building Insurance Valuation Specialist Valuer Practitioner. With impressive rigor, the author explains not only the technical challenges posed by the current understanding of BSI, but also preventative measures and techniques one can adopt to avoid being disastrously uninsured; for example, there’s a meticulous discussion of making a claim for the value of the contents of a property. Also, Cretikos carefully reviews inadequacies in the legal system that encourage too-low BSI valuations and suggests ameliorating legislation (although these discussions are mostly specific to New South Wales, Australia). He makes a strong case that the insurance industry is plagued by a “denial culture” in which companies aggressively attempt to avoid paying justified benefits, even if he does so in sometimes awkward prose: “Insurance providers employ deliberately crafted legal jargon to avoid making complete schedule-related payments that are rightfully owed, even if this results in the policyholder being compelled to bear out-of-pocket expenses that should be covered by Additional Benefits or other supplementary expenses.” Still, this brief instructional guide offers a wealth of practical knowledge. An expert tour of some fundamental building-insurance issues.

Solution #1. ELIMINATE PAYOFFS IN CLINICS TO PROMOTE VACCINATIONS. It should be illegal for doctors to accept bonuses or other incentives from insurance or pharmaceutical companies for vaccinating patients. This practice is clearly a conflict of interest. When you take your child to a doctor, you want them to focus on your child and their health, and not on a yearend bonus some other company is paying to push vaccines. These bonuses/kickbacks provide a monetary incentive to the doctor and their office not related to the patient’s health, which is clearly a conflict of interest, and should be illegal. Without this bonus/kickback in their minds, perhaps the doctors can get back in the business of simply taking care of their patients, answering their questions, and providing them with better overall healthcare. If the pediatric office has no money dangling over them in the form of bonuses/kickbacks, then there should be no incentive to bar entrance to any family who wants to receive healthcare, unless the office is so full that they cannot accommodate new patients. This taking away of the bonus/kickback money will remove prejudice and bias against those who do not want to follow the recommended vaccine schedule, or who question the safety of the vaccines. And thereby, all patients will receive equal healthcare service under the law without bias. After all, isn’t this, shouldn’t this be the goal?

not all survivors hide their outer critic. Fight types and subtypes can take the passive out of passive-aggressive and become quite aggressive. The survivor who is polarized to the outer critic often develops a specious belief that his subjectively derived standards of correctness are objective truth. When triggered, he can use the critic’s combined detective-lawyer-judge function to prosecute the other for betrayal with little or no evidence. Imagined slights, insignificant peccadilloes, misread facial expressions, and inaccurate “psychic” perceptions can be used to put relationships on trial. In the proceedings, the outer critic typically refuses to admit positive evidence. Extenuating circumstances will not be considered in this kangaroo court. Moreover any relational disappointment can render a guilty verdict that sentences the relationship to capital punishment. This is also the process by which jealousy can become toxic and run riot. On another level, the outer critic is skilled at building a case to justify occupying a higher moral ground. From this lofty position, the critic then claims the right to micromanage others. Typically this is rationalized as being for the other’s own good. This control, however, is usually wielded on an unconscious level to protect the survivor from any reenactment of early parental abuse or neglect. Micromanagement of others also devolves into a host of controlling behaviors. Fight types treat others like captive audiences, give them unsolicited performance evaluations, make unreasonable demands for improvement, and control their time schedules, social calendars and food and clothing choices. In worse case scenarios, they dramatically act out their jealousy, often without cause. At its absolute worst, outer critic relating looks like taking prisoners, not making friends.

Media performers are in a sense more dependable and predictable than people in real life because their appearances are scheduled, and their characters and personalities tend to be relatively stable. Over time, as parasocial relationship deepens, 'the devotee- the 'fan'- comes to believe that he 'knows' the persona more intimately and profoundly than others do; that he 'understands' his character and appreciates his values and motives.

Know Yourself: Are You a Freezer, Flyer, or Fighter? How avoidance coping manifests for you will depend on what your dominant response type is when you’re facing something you’d rather avoid. There are three possible responses: freezing, fleeing, or fighting. We’ve evolved these reactions because they’re useful for encounters with predators. Like other animals, when we encounter a predator, we’re wired to freeze to avoid provoking attention, run away, or fight. Most people are prone to one of the three responses more so than the other two. Therefore, you can think of yourself as having a “type,” like a personality type. Identify your type using the descriptions in the paragraphs that follow. Bear in mind that your type is just your most dominant pattern. Sometimes you’ll respond in one of the other two ways. Freezers virtually freeze when they don’t want to do something. They don’t move forward or backward; they just stop in their tracks. If a coworker or loved one nags a freezer to do something the freezer doesn’t want to do, the freezer will tend not to answer. Freezers may be prone to stonewalling in relationships, which is a term used to describe when people flat-out refuse to discuss certain topics that their partner wants to talk about, such as a decision to have another baby or move to a new home. Flyers are people who are prone to fleeing when they don’t want to do something. They might physically leave the house if a relationship argument gets too tense and they’d rather not continue the discussion. Flyers can be prone to serial relationships because they’d rather escape than work through tricky issues. When flyers want to avoid doing something, they tend to busy themselves with too much activity as a way to justify their avoidance. For example, instead of dealing with their own issues, flyers may overfill their children’s schedules so that they’re always on the run, taking their kids from activity to activity. Fighters tend to respond to anxiety by working harder. Fighters are the anxiety type that is least prone to avoidance coping: however, they still do it in their own way. When fighters have something that they’d rather not deal with, they will often work themselves into the ground but avoid dealing with the crux of the problem. When a strategy isn’t working, fighters don’t like to admit it and will keep hammering away. They tend to avoid getting the outside input they need to move forward. They may avoid acting on others’ advice if doing so is anxiety provoking, even when deep down they know that taking the advice is necessary. Instead, they will keep trying things their own way. A person’s dominant anxiety type—freezer, flyer, or fighter—will often be consistent for both work and personal relationships, but not always. Experiment: Once you’ve identified your type, think about a situation you’re facing currently in which you’re acting to type. What’s an alternative coping strategy you could try? For example, your spouse is nagging you to do a task involving the computer. You feel anxious about it due to your general lack of confidence with all things computer related. If you’re a freezer, you’d normally just avoid answering when asked when you’re going to do the task. How could you change your reaction?

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