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Medium 9781883217419

Chapter Ten – How To Practice Forward Motion

Music, SHER Sher Music ePub

The process you use to practice Forward Motion exercises is crucial to changing the way you hear. It’s not only what you practice that is important, it’s how you practice, because, as a performance tool, you bring to the bandstand the process itself, not the musical ideas you practiced.

Practicing is external behavior that affects internal processes that in turn affects external behavior, i.e. performance. The three functions interact.

Taking this idea to it’s logical extreme, playing a musical instrument is, fundamentally, a process of “mind over matter.”

“The imagination can manipulate ivory, felt, steel and spruce to sublime ends. Evans called it putting emotion into the piano and he proved that it can be done...” from BILL EVANS (Yale): How My Heart Sings By Peter Pettinger.

Most students give primary consideration to the external, technical and mechanical aspects of study: notation, theory, the instrument, mechanical technique, all those aspects of playing music that are visible to the naked eye. Your instrument, whichever one it may be, IS NOT THE INSTRUMENT. It just looks that way. The external aspects are an illusion.

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Medium 9781855757424

CHAPTER EIGHT: Introduction to forensic psychotherapy

Estela V. Welldon Karnac Books ePub


Forensic psychotherapy is a relatively new discipline. It is the offspring of forensic psychiatry and psychoanalytic psychotherapy. Its aim is the psychodynamic understanding of the offender and his—or her—consequent treatment, regardless of the seriousness of the offence. It involves the understanding of the unconscious as well as the conscious motivations of the criminal mind, and of particular offence behaviour. It does not seek to condone the crime or to excuse the criminal. On the contrary, the object is to help the offender to acknowledge his responsibility for his acts and thereby to save the offender and society from the perpetration of further crimes. Gill McGauley (McGauley & Bartlett, 2010, p. 134) adds that in helping forensic patients to understand their minds, it is central to make them aware that they are “inadvertently” contributing to their own difficulties. So, a person’s unconscious mind and its tendency to repeat actions against the person himself and society are being acknowledged.

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Medium 9781847776273


C. H. Sisson Carcanet Press Ltd. ePub

Enchanter’s nightshade is

Of all flowers the least;

I saw her poisoned sister

Gleam from the hedge.

Wild wood-bine, cover her,

Sloe, move away!

And yet it is she

Remains in memory.

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Medium 9781449307905

3. From Prototype to Production

Josh Long O'Reilly Media ePub
Medium 9780749471293

04 The real business case for action

Stephen Frost Kogan Page ePub

Inclusion 3.0 is a call to action. This is not a business case for Diversity 101 or even Diversity 2.0. They can be found all over the internet and you can be the judge of how compelling they are. This is a business case for effective Inclusion 3.0 programmes, the type that was trialed at LOCOG. I have tried to take a more holistic approach from a systems perspective and offer five arguments based on customers, employees, growth, mathematics and ethics.

In Figure 4.11 we can see how the diversity paradigms play out in terms of creating shared value. Michael Porter of Harvard Business School says that shared value ‘involves creating economic value in a way that also creates value for society by addressing its needs and challenges’.2 Shared value is value that is created by organisations for themselves (profit, return on investment, shareholder value and so forth) as well as value for wider society (such as growth, social structure and new environmental solutions).

Diversity 101 would sit in the bottom-left quadrant. It is based on compliance and codes of conduct. It would create the least amount of shareholder value (which is expected, and not a problem for many proponents) but it also adds minimal social value. Diversity 2.0 is an improvement on this situation and can be found in the top-left quadrant, involving community investment, employee volunteering and other forms of charitable endeavour. However, it does not add any significant shareholder value, predominantly because it is comprised of a series of net cost initiatives. Only Inclusion 3.0 can credibly sit in the upper-right quadrant, with a systemic, value-adding approach benefiting both the organisation and wider society. That’s why real inclusion is an imperative – for business and for society.

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