Workshop Training Quotes

Dance your Soulful path / and you shall know the magic / of your mind & heart / and all the beauty laughing / to fill your rising self.

You can Transform into a Super-Soul! If you align your physical and mental (logical/emotional) self with your core self (or soul being), then you will know your personal path, and find ways to follow it to fulfillment. You can learn how to best nurture your body, plus train your mind as an empowering tool to enhance your overall balance, strength, and unique skills, so that you achieve your goals, as well as optimise your well-being.

In December 1981, the American-trained Atlacatl Battalion began its systemic execution of over 750 civilians in the Salvadoran village of El Mozote, including hundreds of children under the age of 12. The soldiers were thorough and left only one survivor. At first they stabbed and decapitated their victims, but they turned to machine guns when the hacking grew too tiresome (a decade later, an exhumation team digging through the mass graves found hundreds of bullets with head stamps indicating that the ammunition was manufactured in Lake City, Missouri, for the U.S. government).

The best way to prepare for life is a combination of formal traditional education, reading, seminars, and workshops, coupled with experience as well as tapping into the knowledge of experienced people.

In recent decades, our welfare states have come to look increasingly like surveillance states. Using Big Brother tactics, Big Government is forcing us into a Big Society. Lately, developed nations have been doubling down on this sort of “activating” policy for the jobless, which runs the gamut from job-application workshops to stints picking up trash, and from talk therapy to LinkedIn training. No matter if there are ten applicants for every job, the problem is consistently attributed not to demand, but to supply. That is to say, to the unemployed, who haven’t developed their “employment skills” or simply haven’t given it their best shot.

December 31 YOUR DEDICATION The way of Love, upon which you may step at any moment—at this moment if you like—requires no formal permit, has no entrance fee, and no conditions whatever. You need no expensive laboratory in which to train, because your own daily life, and your ordinary daily surroundings, are your laboratory. You need no reference library, no professional training; no external acts of any kind. All you need is to begin steadfastly to reject from your mentality everything that is contrary to the law of love. You must build up by faithful daily exercise the true Love Consciousness. Love will heal you. Love will comfort you. Love will guide you. Love will illumine you. Love will redeem you from sin, sickness, and death, and lead you into your promised land. Say to yourself: “My mind is made up; I have counted the cost; and I am resolved to attain the Goal by the path of Love. Others may pursue knowledge, or organize great enterprises for the benefit of humanity, or scale the austere heights of asceticism; but I have chosen the path of Love. My own heart is to be my workshop, my laboratory, my great enterprise, and love is to be my contribution to humanity.

Give your managers the abilities they need with this on-site management training program.Agenda this course, class, workshop, a seminar on your group.someday training program for brand new managers and new supervisors that teach important abilities.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

I was drawing near to the curve of the track; already the twelve hooves of those dead horses were visible in the distance, jutting towards the sky like the columns in the cathedral crypt at Stará Boleslav. I thought of Masha, and of how we met for the first time, when I was still with the track superintendent. He gave us two buckets of red paint and told us to paint the fence round the entire state workshops. Masha began by the railway track, just as I did. We stood facing each other with the tall wire fence between us, at our feet we each had a bucket of cinnabar paint, we each had a brush, and we stippled away with our brushes opposite each other and painted that fence, she from her side and I from mine. There were four kilometres altogether of this fence; for five months we stood facing each other like this, and there wasn't anything we didn't say to each other, Masha and I, but always there was this fence between us. After we'd painted two kilometres of it, one day I'd done just as high as Masha's mouth with this red colour, and I told her that I loved her, and she, from her side, had painted just up to there, too, and she said that she loved me, too ... and she looked into my eyes, and, as this was in a ditch and among tall goosefoot plants, I put out my lips, and we kissed through the newly painted fence, and when we opened our eyes she had a sort of tiny red fence-pale striped across her mouth, and so had I, and we burst out laughing, and from that moment on we were happy.

Countless self-management workshops, motivational retreats, and seminars on personality or mental training promise boundless self-optimization and heightened efficiency. They are steered by neoliberal techniques of domination, which aim to capitalize not just on working time but on the person themselves.

I wrote two five-page short stories, two five-page epics, to audition for my college's creative writing workshops, and was turned down both times. I was crushed, but in retrospect it was perfect training for being a writer. You can keep ‘write what you know’—for a true apprenticeship, internalize the world’s indifference and accept rejection and failure into your very soul.

The Turkish infantry were as fine as they had ever been, and their field artillery was presentable. But they had none of the modern weapons which from May, 1940, were proved to be decisive. Aviation was lamentably weak and primitive. They had no tanks or armoured cars, and neither the workshops to make and maintain them nor the trained men and staffs to handle them. They had hardly any anti-aircraft or anti-tank artillery. Their signal service was rudimentary. Radar was unknown to them. Nor did their warlike qualities include any aptitude for all these modern developments.

I went up the stairs of the little hotel, that time in Bystřice by Benešov, and at the turn of the stairs there was a bricklayer at work, in white clothes; he was chiselling channels in the wall to cement in two hooks, on which in a little while he was going to hang a Minimax fire-extinguisher; and this bricklayer was already and old man, but he had such an enormous back that he had to turn round to let me pass by, and then I heard him whistling the waltz from The Count of Luxembourg as I went into my little room. It was afternoon. I took out two razors, and one of them I scored blade-up into the top of the bathroom stool, and the other I laid beside it, and I, too, began to whistle the waltz from The Count of Luxembourg while I undressed and turned on the hot-water tap, and then I reflected, and very quietly I opened the door a crack. And the bricklayer was standing there in the corridor on the other side of the door, and it was as if he also had opened the door a crack to have a look at me and see what I was doing, just as I had wanted to have a look at him. And I slammed the door shut and crept into the bath, I had to let myself down into it gradually, the water was so hot; I gasped with the sting of it as carefully and painfully I sat down. And then I stretched out my wrist, and with my right hand I slashed my left wrist ... and then with all my strength I brought down the wrist of my right hand on the upturned blade I'd grooved into the stool for that purpose. And I plunged both hands into the hot water, and watched the blood flow slowly ouf of me, and the water grew rosy, and yet al the time the pattern of the red blood flowing remained so clearly perceptible, as though someone was drawing out from my wrists a long, feathery red bandage, a film, dancing veil ... and presently I thickened there in the bath, as that red paint thickened when we were painting the fence all round the state workshops, until we had to thin it with turpentine - and my head sagged, and into my mouth flowed pink raspberryade, except that it tasted slightly salty .. and then those concentric circles in blue and violet, trailing feathery fronds like coloured spirals in motion ... and then there was a shadow stooping over me, and my face was brushed lightly by a chin overgrown with stubble. It was that bricklayer in the white clothes. He hoisted me out and landed me like a red fish with delicate red fins sprouting from its wrists. I laid my head on his smock, and I heard the hissing of lime as my wet face slaked it, and that smell was the last thing of which I was conscious.

Here are three things I know for sure: 1. When I was born, someone- I like to think it was my mother- wrapped me in a blue ball gown. 2. There is a color in this world that was named after a king's daughter, who always wore gowns that were made of exactly the same shade of blue. The stories about her make me wish sometimes I could have been friends with her; she smoked in public (at a time when women didn't), once jumped fully clothed into a swimming pool with the captain of a ship, often wore a boa constrictor around her neck, and another time shot at telegraph poles from a moving train. 3. My favorite story goes like this: once, on an island not far from here, there was a queen who climbed a tree waiting for her husband to return from a battle. She tied herself to a branch and vowed to remain there until he returned. She waited for so long that she slowly transformed into an orchid, which was an exact replica of the pattern on the blue gown she was wearing. Here's one more thing that I know for sure is true. On the day June told us she was going to hospital to bring you home, I was in the workshop pressing blue lady orchids. I've always loved them best because their centres are my favorite color: the color of the gown I was once wrapped in. The color of a king's wayward daughter favored. A color called Alice blue.

Since the arrows of criticism aimed at these legendary masters, who directed the workshops of their day now frequently strike me in the back, I want you to know that the hackneyed accusations leveled at us are entirely unfounded. These are the facts: 1. The reason we don’t like anything innovative is that there is truly nothing new worth liking. 2. We treat most men like morons because, indeed, most men are morons, not because we’re poisoned by anger, unhappiness or some other flaw in character. (Granted, treating these people better would be more refined and sensible.) 3. The reason I forget and confuse so many names and faces—except those of the miniaturists I’ve loved and trained since their apprenticeships—is not senility, but because these names and faces are so lackluster and colorless as to be hardly worth remembering.

walked away from the training grounds, I let out a huge breath of relief. Whew… that was something else. I hope the rest of my talks aren’t like that at all. I wandered over to the potion shop, but it was completely empty. Hm… where could she be? Ah! Maybe she’s with Arceus. Right when I had that thought, someone called out my name. “Hey, Steve.” I turned around and saw Bob. “Hey, Bob! Where have you been? I haven’t been seeing much of you lately.” “Oh, I’ve been busy staying over at Cole’s workshop. As a matter of fact, I’m headed over there now.” “Cole’s workshop? What are you doing over there?” “Did you forget already? He’s helping me out by developing a taste buds and digestive system, remember?” “Oh, that! I totally forgot about that. How’s it going?” “Great! We’re going to install the finished product today.” “Oh, wow, it’s done already? That’s great news, man.” “Yeah, for real. Want to come see?” “Um, well, I’m supposed to be looking for Cindy, but I guess a slight detour is okay.” “Why are you looking for Cindy?” “Er, I have an odd request for her.

I’ll fill a tray for Mr. Thornton,” she offered, eager for any excuse to check up on the man and judge the severity of his injuries for herself, “and take it to the workshop.” “That won’t be necessary, Miss Greyson, but thank you.” Nicole spun toward the doorway. “Dar—Mr. Thornton!” She raked her gaze over his tall form. He moved a bit gingerly as he entered the kitchen, but that was to be expected after the abuse his body had taken that afternoon. No bandages in evidence, at least none that she could see. She supposed it was possible he had a wound concealed beneath his dark trousers, but she gauged his movements as he ambled to the table and didn’t detect a limp or any hitch in his stride. “Do I pass inspection?” The amusement in his voice brought a rush of heat to her cheeks. “That depends,” she brazened, lifting her chin. “Are there any hidden injuries I should be concerned about?” He made his way around the table, running his fingers along the back of each chair. “Such a personal question, Miss Greyson.” A teasing gleam lit his eyes as he steadily approached. Nicole dropped the bread knife and turned to face him fully, reaching behind herself to grip the cabinet top for support. “But you can put your mind at ease.” He didn’t stop when he rounded the table. He kept coming. Nicole’s pulse fluttered, and her grip on the cabinet doubled. “Except for a pile of bruises and some overheated skin, I’m fine.” He ceased his advance. Finally. She had to tilt her head back to hold his gaze, though, so close had he come. “I’m glad to hear it. Sir.” She added the last to try to force some distance between them. With him standing so close, all she could think about was that unexpected kiss they’d shared. Not the healthiest train of thought for a young woman who planned to leave as soon as monetarily possible. He was her employer. That was all.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

THE VISION EXERCISE Create your future from your future, not your past. WERNER ERHARD Erhard Founder of EST training and the Landmark Forum The following exercise is designed to help you clarify your vision. Start by putting on some relaxing music and sitting quietly in a comfortable environment where you won’t be disturbed. Then, close your eyes and ask your subconscious mind to give you images of what your ideal life would look like if you could have it exactly the way you want it, in each of the following categories: 1. First, focus on the financial area of your life. What is your ideal annual income and monthly cash flow? How much money do you have in savings and investments? What is your total net worth? Next . . . what does your home look like? Where is it located? Does it have a view? What kind of yard and landscaping does it have? Is there a pool or a stable for horses? What does the furniture look like? Are there paintings hanging in the rooms? Walk through your perfect house, filling in all of the details. At this point, don’t worry about how you’ll get that house. Don’t sabotage yourself by saying, “I can’t live in Malibu because I don’t make enough money.” Once you give your mind’s eye the picture, your mind will solve the “not enough money” challenge. Next, visualize what kind of car you are driving and any other important possessions your finances have provided. 2. Next, visualize your ideal job or career. Where are you working? What are you doing? With whom are you working? What kind of clients or customers do you have? What is your compensation like? Is it your own business? 3. Then, focus on your free time, your recreation time. What are you doing with your family and friends in the free time you’ve created for yourself? What hobbies are you pursuing? What kinds of vacations do you take? What do you do for fun? 4. Next, what is your ideal vision of your body and your physical health? Are you free of all disease? Are you pain free? How long do you live? Are you open, relaxed, in an ecstatic state of bliss all day long? Are you full of vitality? Are you flexible as well as strong? Do you exercise, eat good food, and drink lots of water? How much do you weigh? 5. Then, move on to your ideal vision of your relationships with your family and friends. What is your relationship with your spouse and family like? Who are your friends? What do those friendships feel like? Are those relationships loving, supportive, empowering? What kinds of things do you do together? 6. What about the personal arena of your life? Do you see yourself going back to school, getting training, attending personal growth workshops, seeking therapy for a past hurt, or growing spiritually? Do you meditate or go on spiritual retreats with your church? Do you want to learn to play an instrument or write your autobiography? Do you want to run a marathon or take an art class? Do you want to travel to other countries? 7. Finally, focus on the community you’ve chosen to live in. What does it look like when it is operating perfectly? What kinds of community activities take place there? What charitable, philanthropic, or volunteer work? What do you do to help others and make a difference? How often do you participate in these activities? Who are you helping? You can write down your answers as you go, or you can do the whole exercise first and then open your eyes and write them down. In either case, make sure you capture everything in writing as soon as you complete the exercise. Every day, review the vision you have written down. This will keep your conscious and subconscious minds focused on your vision, and as you apply the other principles in this book, you will begin to manifest all the different aspects of your vision.

About the Bacharach Leadership Group: Training for Pragmatic Leadership™ “Vision without execution is hallucination.”—Thomas Edison The litmus test of pragmatic leadership is results. The Bacharach Leadership Group (BLG) focuses on the skills necessary to lead and move agendas. Whether in corporations, nonprofits, universities, or entrepreneurial start-ups, BLG instructors train leaders in the core competencies necessary to execute change and innovation. At all levels of the organization, leaders must master ideation skills for innovation, political skills for moving change, negotiation skills for building support, coaching skills for engagement, and team leadership skills for going the distance. The BLG approach: 1. ASSESSMENT BLG will assess your organizational challenges and leadership needs. 2. ALIGNMENT BLG will align its training solutions with your organization’s challenges and culture. 3. TRAINING BLG training includes options for mixed-modality delivery, interactive activities, and collaboration with an emphasis on application. 4. OWNERSHIP BLG provides continuous follow-up, access to the exclusive BLG mobile apps library, and coaching. Whether delivering a complete leadership academy or a specific program or workshop, BLG will partner with you to get the results you need. To keep up to date with the BLG perspective, visit blg-lead.com or contact us at info@blg-lead.com.

Dusk had fallen on December 1, 1955, when Rosa Parks, a tailor’s assistant, finished her long day’s work in a large department store in Montgomery, the capital of Alabama and the first capital of the Confederacy. While heading for the bus stop across Court Square, which had once been a center of slave auctions, she observed the dangling Christmas lights and a bright banner reading “Peace on Earth, Goodwill to Men.” After paying her bus fare she settled down in a row between the “whites only” section and the rear seats, according to the custom that blacks could sit in the middle section if the back was filled. When a white man boarded the bus, the driver ordered Rosa Parks and three other black passengers to the rear so that the man could sit. The three other blacks stood up; Parks did not budge. Then the threats, the summoning of the police, the arrest, the quick conviction, incarceration. Through it all Rosa Parks felt little fear. She had had enough. “The time had just come when I had been pushed as far as I could stand to be pushed,” she said later. “I had decided that I would have to know once and for all what rights I had as a human being and a citizen.” Besides, her feet hurt. The time had come … Rosa Parks’s was a heroic act of defiance, an individual act of leadership. But it was not wholly spontaneous, nor did she act alone. Long active in the civil rights effort, she had taken part in an integration workshop in Tennessee at the Highlander Folk School, an important training center for southern community activists and labor organizers. There Parks “found out for the first time in my adult life that this could be a unified society.” There she had gained strength “to persevere in my work for freedom.” Later she had served for years as a leader in the Montgomery and Alabama NAACP. Her bus arrest was by no means her first brush with authority; indeed, a decade earlier this same driver had ejected her for refusing to enter through the back door. Rosa Parks’s support group quickly mobilized. E. D. Nixon, long a militant leader of the local NAACP and the regional Brotherhood of Sleeping Car Porters, rushed to the jail to bail her out. Nixon had been waiting for just such a test case to challenge the constitutionality of the bus segregation law. Three Montgomery women had been arrested for similar “crimes” in the past year, but the city, in order to avoid just such a challenge, had not pursued the charge. With Rosa Parks the city blundered, and from Nixon’s point of view, she was the ideal victim—no one commanded more respect in the black community.

Yet ultimately, by connecting to the flow of life and love from your parents, grandparents, and lineage, with its gifts and challenges, you start to hear the beat of the drum that echoes in your heart. I see people transformed as they work with their family energy fields. They see their family stories in a new light, and they see their unique purpose because they are releasing victimhood. As they shift, they expand their healing to help others. They start clinics and training programs in distant places, establish community gardens for healing in their towns, create workshops to help people tap into their inner genius, teach mindfulness, translate ancient Buddhist texts—the list is amazing, endless, and creative. A history of pillaging leads to caring for the earth; a history of atrocity toward another race leads to working with Indigenous people. There is something unconscious to this process. When you don’t see yourself as a victim, you start to recover your self-worth, and you begin the journey to peace and harmony.

Children have never been very good at listening to their elders, but they have never failed to imitate them.” This is one of Dave Levin’s favorite quotes, and I’ve watched him begin many KIPP training workshops

She’d been in and out of the workshop quite often over the past several days, and although they’d talked together during the week, she’d been more reserved and formal with him. Had he disappointed her? She’d badly wanted their effort to succeed. She had invested her time, energy, and capital into the project. She’d done her part. But he’d failed to maintain the connections they needed. If she’d been hesitant about accepting his proposal before, she certainly wouldn’t agree anymore that God had brought them together to be partners, to work side by side in the ministry. Maybe his proposal of marriage had been somewhat spontaneous, a reaction to the way her kisses had stirred him, but once it was offered he knew then he wanted to be with her. She hadn’t just tolerated his kiss the way Bettina had always done, and she wasn’t so delicate and breakable as he’d imagined. Rather she’d responded to him with true affection. He recalled how she had felt pressed against his chest, how she’d kissed him back with such passion. . . .

I shouldn’t have suggested it. I’m making a nuisance of myself again—” He stopped her with a touch to her hand. He was being presumptuous again. But he had to make sure she understood, that in spite of everything that had happened, he didn’t blame her in any way. He laced his fingers through hers and drew her back. He took courage when she didn’t resist. With his other hand he tenderly lifted her chin to gaze into her eyes. “You have never, and could never, be a nuisance to me.” What had happened to her to make her think so little of herself? He caressed the smooth porcelain of her cheek. “Every second of every minute I’ve spent with you over the past weeks has brought me immense pleasure.” “I’ve brought you trouble.” He rubbed his thumb across the delicate arch of her cheekbone, relishing the silkiness of her skin. “God has used you to help me grow. And I thank Him for that. I wish we didn’t have to part ways.” “Then will you think about opening a new chapel and helping me to run the workshop?” He hesitated once more, which only caused her to break free and retreat to the door. “Wait, Christine. Could you give me a few days to pray about it?” She halted. “Perhaps I just need to have more faith that God will provide for my needs. After all, other missionaries have stepped out in faith, those with much less than me.

The New Left in the 1960s was obsessed with consciousness raising. Saul Alinsky, a mentor to Obama and Hillary, devoted a large part of his training seminars to consciousness raising. Today Black Lives Matter and other left-wing groups routinely conduct consciousness-raising workshops as part of their protest training. All of this is a replacement of Marx’s notion of historical inevitability with the recognition that people don’t agitate of their own accord; their grievances have to be created or at least interpreted for them, and they have to be stirred up to get off their butts and take action.

circulation management, and expanding the number (20) of government agencies to share the joint use system. In 2013, as the new administration started, the ACRC added the category of “by national project,” and opened the system to all central government agencies to use jointly. In addition, it made active efforts to enhance the analysis capacity of each agency by providing workshops on analysis capacity building, training and consulting for users, targeting the officials in charge of the analysis of each agency

The Pretense That MFA Candidates Are Already Full-Blown Artists. MFA candidates are not full-blown artists in control of their craft. Many of them are unaware of their craft, on any level. Many of them are merely talented or have had the good or bad luck to write one piece interesting enough to impress a member of the admissions committee. Why is this pretense a flaw? Because it enables lazy teaching by promoting the idea that manuscripts submitted are fully considered representations of the best a particular writer has to offer, instead of what they most often are: desperate first drafts whipped off the night or morning before their workshop due date. Amazingly (and sadly), despite the fact that this is the nature of many workshop submissions, many participants still invest a lot of emotion in how well their stories are received by the workshop. And if the manuscripts are treated as if they're anything more than exercises in the training process, the responses can be damaging.

irony here is kind of cringe-inducing, too. If I try to put the effect of that earliest workshop into less bromidic words, the best I can do is this: it was like having my world turned upside-down, and then realizing that, in fact, the world had always been upside-down, and I had just come right-side up. There was a sense of relief in knowing that all those things that had looked so wrong—the injustice of violence against women, the limits placed on us because of our gender, the fear of losing our mothers, our sisters, ourselves—were, in fact, wrong. That I was right to be angry about them. Empowerment-based self-defense training left me with a completely new way of looking at self-defense—a perspective diametrically opposed to mainstream approaches to safety.

Embracing the biblical proverb that “idle hands are the devil’s workshop,” the Victorians promoted natural history collecting as the ideal form of recreation, and stalls at train stations were packed with popular magazines and books on building a private collection.

The flight attendants were obviously selected according to the phony American-style of “diversity” and “cultural representation” …This phony style of diversity is seen in almost every American work place, including universities. What is noticeably shocking about it is the fact that such employees that presumably represent “diversity” almost always work in hideously underpaid jobs, simply assisting those running the show behind the scenes. The former always act as marketing faces to support the latter in the job of exploiting the world while at the same time giving the unobservant ... viewer the false impression of “diversity”. What we see in every corporate transaction is always a “diverse” face doing the dirty work on behalf of the almost exclusively homogeneous masters constantly preaching a shallow form of diversity and multiculturalism in training and workshops. Whenever you protest an unjust and inhumane rule or a racist policy, the “diverse” employee will always helplessly—and sometimes coldly—tell you, “Sorry, I am just doing my job.

My independence has served me, but it has also hardened me. I am seeking balance.

I become myself. It's taken Time, many years and places; I have been dissolved and shaken, Worn other people's faces . . . —May Sarton

Much mental and therefore neural activity flows through the brain like ripples on a river, with no lasting effects on its channel. But intense, prolonged, or repeated mental/neural activity—especially if it is conscious—will leave an enduring imprint in neural structure, like a surging current reshaping a riverbed. —

When you know how to harness the neuroplasticity of your brain in that moment, you can alter the pattern.

The course of action for training the 'Self' requires a series of workshops on science and philosophy. The workshops must focus on the discussion of the 'Self.' It must be the prime aim of education to create a thoughtful, productive, skilled and creative 'Self.' Such 'Self' cannot be produced by imparting external knowledge on various subjects.

If you have the opportunity to get formal training, take it. This might mean signing up for a company seminar, attending an industry conference, participating in a roundtable discussion, hearing experts on a panel, or engaging in a hands-on workshop. It might seem obvious that formal training is helpful, but it also rarely feels urgent or necessary. Besides costing time, it also tends to cost money, which means we engage in a classic back-and-forth with ourselves: Is it worth it? Especially in the middle of a hectic week, is it really a good idea to step away for a two-day workshop or to give up a relaxing evening at home for a lecture? The answer is usually yes. If spending ten hours being trained helps you be even 1 percent more efficient at your job, then it’s a good return on investment (1 percent of time saved per year is about twenty hours).

Fines, often in the thousands of dollars, are assessed against many prisoners when they are sentenced. There are twenty-two fines that can be imposed in New Jersey, including the Violent Crime Compensation Assessment (VCCA), the Law Enforcement Officers Training & Equipment Fund (LEOT), and Extradition Costs (EXTRA). The state takes a percentage each month out of a prisoner’s wages to pay for penalties. It can take decades to pay fines. Some 10 million Americans owe $50 billion in fees and fines because of their arrest or imprisonment, according to a 2015 report by the Brennan Center. If a prisoner who is fined $10,000 at sentencing relies solely on a prison salary, he or she will owe about $4,000 after making monthly payments for twenty-five years. Prisoners often leave prison in debt to the state. And if they cannot continue to make regular payments—difficult because of high unemployment among ex-felons—they are sent back to prison. High recidivism is part of the design. Most of the prison functions once handled by governments have become privatized. Corporations run prison commissaries and, since the prisoners have nowhere else to shop, often jack up prices by as much as 100 percent. Corporations have taken over the phone systems and grossly overcharge prisoners and their families. They demand exorbitant fees for money transfers from families to prisoners. And corporations, with workshops inside prisons, pay little more than a dollar a day to prison laborers. Food and merchandise vendors, construction companies, laundry services, uniform companies, prison equipment vendors, cafeteria services, manufacturers of pepper spray, body armor, and the array of medieval-looking instruments used for the physical control of prisoners, and a host of other contractors feed like jackals off prisons. Prisons, in America, are big business.

In teaching my first meditation and running workshop, I was struck by the number of participants who were ultramarathon runners. When I considered their experience, it made sense. After you run for a while, what do you find in there but your own mind? You work with that mind by meditating regularly.

because I had been taught that that kind of change was impossible. The only explanations that fit my experience completely contradicted everything I had learned in optometry school. So I left my training behind to develop a new approach to natural vision improvement, one that was based on the fundamental self-healing properties of the body/mind. As I introduced this new approach to my patients, I noticed that it did a lot more than help people improve their eyesight. In fact, vision improvement was just a small part of the powerful transformations that began to occur. In the twenty years since then, I have seen over and over that changing your vision is the same as changing your life. Jonathan Swift said a long time ago that “vision is the art of seeing [the] invisible.” My clinical experience has proven that he was absolutely right—clearing our vision allows us to, literally, see the parts of ourselves, of our lives, that were invisible to us before. In the ancient traditions, the concept of “vision” did not refer to eyesight; it was synonymous with wisdom. Real wisdom, even what we call genius, flows naturally from the clarity of our perception. The belief that eyesight occurs only in our eyes limits more than our vision; it limits our entire worldview. The eyes have been described most accurately as the windows of the soul. Light energy enters our being through our eyes, but our vision of reality is determined more by what we see with our mind’s eye than what we see with our physical eye. In fact, I’ve found that our eyesight is simply a reflection of our view of reality. So when the mind begins to see more clearly, the eyes also begin to see more clearly—and that shift can be instantaneous. I now spend most of my time speaking and giving workshops all over the world, and everywhere I travel, I meet ordinary people who have miraculously healed their eyesight. They all suddenly saw a new possibility. Vision is so much more than eyesight. The eyes are simply one focal point in a vast perceptive field. But if we live in a chronic state of fear or anger, all our sensory functions contract; we literally become narrow-minded. After a while that contraction begins to feel “normal.” Most of us seem to have closed down some aspects of our perception.

Leadership training, when effectively implemented, holds the potential to transform both organizations and industries. However, for it to have lasting impact, it cannot be limited to isolated workshops or seminars. Instead, it should become an integral part of an organization's culture—strengthened through mentorship, capacity-building initiatives, and broad institutional reforms that foster an environment where leadership can genuinely flourish.

Simple Regression   CHAPTER OBJECTIVES After reading this chapter, you should be able to Use simple regression to test the statistical significance of a bivariate relationship involving one dependent and one independent variable Use Pearson’s correlation coefficient as a measure of association between two continuous variables Interpret statistics associated with regression analysis Write up the model of simple regression Assess assumptions of simple regression This chapter completes our discussion of statistical techniques for studying relationships between two variables by focusing on those that are continuous. Several approaches are examined: simple regression; the Pearson’s correlation coefficient; and a nonparametric alterative, Spearman’s rank correlation coefficient. Although all three techniques can be used, we focus particularly on simple regression. Regression allows us to predict outcomes based on knowledge of an independent variable. It is also the foundation for studying relationships among three or more variables, including control variables mentioned in Chapter 2 on research design (and also in Appendix 10.1). Regression can also be used in time series analysis, discussed in Chapter 17. We begin with simple regression. SIMPLE REGRESSION Let’s first look at an example. Say that you are a manager or analyst involved with a regional consortium of 15 local public agencies (in cities and counties) that provide low-income adults with health education about cardiovascular diseases, in an effort to reduce such diseases. The funding for this health education comes from a federal grant that requires annual analysis and performance outcome reporting. In Chapter 4, we used a logic model to specify that a performance outcome is the result of inputs, activities, and outputs. Following the development of such a model, you decide to conduct a survey among participants who attend such training events to collect data about the number of events they attended, their knowledge of cardiovascular disease, and a variety of habits such as smoking that are linked to cardiovascular disease. Some things that you might want to know are whether attending workshops increases

Isn’t it strange then that the focus in our profession is on teaching techniques and classroom activities, not learning techniques, motivation and self-study activities? The focus in course books, training courses, workshops, articles and websites tends to be on supporting teachers in creating effective classroom events (teacher goals) rather than supporting students in achieving their ambitions with the language (learner goals). Good lessons will always help students, of course, and can contribute to student commitment to learning the language, but if we focus exclusively on lessons, we will miss the opportunity to leverage the potential every student has to practise more and make quicker progress.

The first step is to help seekers pull the andon rope to figure out exactly what their problem is before working toward a solution, just like Geir Berthelsen did at Norsafe. “Most organizations have no idea what their real problems are, and even if they have a basic idea, they have real trouble articulating them,” says Dwayne Spradlin, president and CEO of InnoCentive, which runs training workshops to show seekers why and how to tap the crowd. “When you’re dealing with deep, complex problem solving, you can’t just set up a quick ad on Craigslist and assume the world will kick in. It’s not Yahoo! Answers. We help our seekers ask better questions and frame the problem so they get better answers.” Just like IDEO.

Time passed fast and I was coming out from the reputed engineering college at last after the same Professor had intervened with the college authority for holding the examination in spite of political troubles, prevailing during seventies in Calcutta. The sprawling complex of the university would suddenly vanish from my view. I would be missing the chirping of the birds in early morning, view of green grass of the football field right in front of our building, badly mauled by the students and pedestrians who used to cut short their journey moving across the field, whistling of steam trains passing parallel to the backside of boundary wall of our building, stentorian voice of our Professors, ever smiling and refreshing faces of the learned Professors every day. I would definitely miss the opportunity of gossiping on a bench by the lake side with other students, not to speak of your girlfriend with whom you would try to be cozy with to keep yourself warm when the chilling breeze, which put roses in girls’ cheeks but made sinuses ache, cut across you in its journey towards the open field during winter. The charm of walking along the lonely streets proscribed for outsiders and bowing occasionally when you meet the Professors of repute, music and band for the generation of ear deafening sound - both symphony and cacophony, on Saturdays and Sundays in the auditorium, rhythmic sound of machines in the workshop, hurly-burly of laughter of my friends, talks, cries at the top of  their lunges in the canteen and sudden departures of all from the canteen on hearing the ding-dong sound of the big bell hung in the administration building indicating the end of the period would no longer be there. The street fighting of two groups of students on flimsy grounds and passionate speeches of the students during debate competition would no longer be audible. Shaking of long thin pine trees violently by the storm flowing across these especially during summer, shouting and gesticulation of students’ union members while moving around the campus for better amenities or administration, getting caught with friends all around with revolvers in hand during the violent Naxalite movement, hiding in the toilet in canteen to avoid beating by police personnel, dropping of mangoes from a mango tree which spread its wings in all directions during the five years we were in the college near our building and running together by us to pick the green/ripe mangoes as fast as possible defying inclement weather and rain etc. were simply irresistible. The list was endless. I was going to miss very much the competition among us regarding number of mangoes we could collect for our few girlfriends whom we wanted to impress! I

People who are high maintenance when it comes to their development is good for business. Encourage and indulge them in any training, workshops or seminars. People who want to grow will help grow your organization.

There is a real freedom of speech on a job site, which reverberates outward and sustains a wider liberality. You can tell dirty jokes. Where there is real work being done, the order of things isn’t quite so fragile. Not surprisingly, it is the office rather than the job site that has seen the advent of speech codes, diversity workshops, and other forms of higher regulation. Some might attribute this to the greater mixing of the sexes in the office, but I believe a more basic reason is that when there is no concrete task that rules the job—an autonomous good that is visible to all—then there is no secure basis for social relations. Maintaining consensus and preempting conflict become the focus of management, and as a result everyone feels they have to walk on eggshells. Where no appeal to a carpenter’s level is possible, sensitivity training becomes necessary.34

It doesn't matter how much companies talk about equality and inclusiveness. What matters are the incentives it creates for employees. Those incentives speak louder than any speeches by the CEO, or bias training workshops, or posters on a wall.

14 – Would anyone like to have a little look down into the secret of how ideals are fabricated on this earth? Who has enough pluck? . . . Come on! Here we have a clear glimpse into this dark workshop. Just wait one moment, Mr Nosy Daredevil: your eyes will have to become used to this false, shimmering light . . . There! That’s enough! Now you can speak! What’s happening down there? Tell me what you see, you with your most dangerous curiosity – now I am the one who’s listening. – – ‘I cannot see anything but I can hear all the better. There is a guarded, malicious little rumour-mongering and whispering from every nook and cranny. I think people are telling lies; a sugary mildness clings to every sound. Lies are turning weakness into an accomplishment, no doubt about it – it’s just as you said.’ – – Go on! – ‘and impotence which doesn’t retaliate is being turned into “good- ness”; timid baseness is being turned into “humility”; submission to people one hates is being turned into “obedience” (actually towards someone who, they say, orders this submission – they call him God). The 27 On the Genealogy of Morality inoffensiveness of the weakling, the very cowardice with which he is richly endowed, his standing-by-the-door, his inevitable position of having to wait, are all given good names such as “patience”, also known as the virtue; not-being-able-to-take-revenge is called not-wanting-to-take-revenge, it might even be forgiveness (“for they know not what they do – but we know what they are doing!”).33 They are also talking about “loving your enemies” – and sweating while they do it.’ – Go on! – ‘They are miserable, without a doubt, all these rumour-mongers and clandestine forgers, even if they do crouch close together for warmth – but they tell me that their misery means they are God’s chosen and select, after all, people beat the dogs they love best; perhaps this misery is just a preparation, a test, a training, it might be even more than that – some- thing that will one day be balanced up and paid back with enormous inter- est in gold, no! in happiness. They call that “bliss”.’ – Go on! – ‘They are now informing me that not only are they better than the powerful, the masters of the world whose spittle they have to lick (not from fear, not at all from fear! but because God orders them to honour those in authority)34 – not only are they better, but they have a “better time”, or at least will have a better time one day. But enough! enough! I can’t bear it any longer. Bad air! Bad air! This workshop where ideals are fabricated – it seems to me just to stink of lies.’ – No! Wait a moment! You haven’t said anything yet about the master- pieces of those black magicians who can turn anything black into white- ness, milk and innocence: – haven’t you noticed their perfect raffinement, their boldest, subtlest, most ingenious and mendacious stunt? Pay atten- tion! These cellar rats full of revenge and hatred – what do they turn revenge and hatred into? Have you ever heard these words? Would you suspect, if you just went by what they said, that the men around you were nothing but men of ressentiment? . . .

...You can’t expect niceness to fix the issue. We must understand that the act of caring doesn’t actually solve issues as complex as discrimination and lack of inclusiveness, and that we must use metrics and actually push the envelope to create change. In order to create institutional changes that actually last, library leaders must facilitate the creation of organizational programs that ensure that diversity, inclusion and social justice goals are met. Library managers have to make sure social justice and diversity workshops and trainings are built into professional development budgets, and that our staff have the opportunity to work on not only their technical skills but on being a better, more compassionate workforce.

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Slowly, I put my hand on my heart, breathed. I felt the shift almost immediately: the good feeling as oxytocin gradually replaced cortisol, the stress hormone that had been flooding my body, making me want to lash out, flee, dive down a hole. It’s okay. I started to say the words Kristin had taught me, a technique she had used during her training workshops and which had proved so effective that universities around the world now recognized it.

When we see things as they are, we become aware of our inherent connectedness, what Thich Nhat Hanh calls interbeing.

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