EVERY EFFORT TOWARD political reform runs into cynicism and doubt that any real change is possible. This doubt resides at every level of an organization and in every segment of our society. Whether we are getting out the vote for an election, working with schools to improve literacy, or getting our own unit to be stewards to our organization, we run into deep feelings of futility. Within each of our organizations there is a solid and seemingly unified contingent wearing T-shirts that say, “This too shall pass.” Stewardship is an exercise of faith, responsibility, and commitment. As soon as we choose stewardship, we need a way of confronting doubt, helplessness, and indifference. When people do not buy partnership, empowerment, and service, it is not because it does not make sense or they think it will be bad for the business. It is more that they do not think it is possible or practical, or they don’t trust us to make it work. Unattended, cynicism will carry the moment, and charisma, reason, and a compelling vision are not enough to get the job done.
The study of... folk-psychology... is far from being complete, but it is extremely probable that myths, for instance, are distorted vestiges of the wishful phantasies of whole na-tions,—the secular dreams of youthful humanity. (Freud, (1908 ), p182)
For those concerned with the reception and survival of Jung's ideas in the wider clinical community the internal structure and coherence of his work merits close study. In the following two chapters we will look at how Jung constructed his ideas and how his knowledge and understanding of evolution was central to his interpretation of the evidence he cited and the way he came to use this data to formulate his distinctive theories.
Jung thought that different nations had unique psychological characteristics which could be identified. How did he think this was possible? From early in his writings he wrote that over a long enough expanse of time socially formed psychological characteristics became biologically transmitted racial differences. Fundamentally this part of his theory depended on a neo-Lamarckian concept of inheritance which will be discussed in more detail in the next chapter, but for now it is sufficient to understand that the theory suggested that physiological adaptations within a creature's lifetime, if sufficiently beneficial to the species, could be genetically passed on to the next generation. As we shall see, although Jung came to specifically deny that his ideas were Lamarckian (without specifically mentioning Lamarck) the whole idea of a racial unconscious demands such a mechanism because the different races of mankind evolved too recently to have brought forth genetic differences in behaviour patterns (Stevens, 1997, p684). Although Jung's understanding of genetics gradually became more sophisticated and he distanced himself from Lamarckian traditions (his later writings on archetypes place a much greater significance on instincts) he never made a complete break and went back to review his primary concepts. Because Jung failed to undertake this revision, his theory remains organically tied to its Lamarckian roots and this has profound implications.
A few weeks later, Doug was hastily writing a note for his housekeeper when the telephone rang.
“Mr. Roman, this is Jennifer. I hate to bother you,” his secretary began apologetically.
“What’s going on?”
“We need your approval on the budget changes so we can submit them to the bank.”
“Can it wait until I get in? I’m running a little late and I still need to . . . well . . . what is it you said you need me to do?”
It was typical of Doug to pay only partial attention to her. “We need your approval on the budget changes. We’re supposed to fax the changes by four o’clock. Will you be back in time?”
Doug didn’t answer for a few seconds and then mumbled, “Well, I did say I’d be in later, didn’t I?”
“Yes, Mr. Roman.”
“Budget approvals, right?”
“Yes, Mr. Roman.”
“I should be there by two o’clock. Please put everything on my desk. All right?”
“Yes, Mr. Roman.”
Afterward, Doug thought about Jennifer. She had come to Mooseland directly from college, the daughter of a friend who needed a job. Doug never understood why Nan had hired Jennifer. Nevertheless, Nan had been confident in her choice. “You’ll see,” she had said, “Jennifer will be a part of the family.”
The bankruptcy during the preceding decade caused ripples that brought real estate activity in the early 1990s to a virtual standstill, as potential property owners waited to see what the future might hold. The Corporation routinely reorganized its financial and equity structure with the assistance of various interested individuals, and even faced the prospect in the early part of the decade of another bankruptcy filing. It wasn’t until 1993 that the situation would begin to stabilize with the sale of some assets and the infusion of new capital.
Finances aside, Sugarloaf continued to be the destination of choice for a faithful cadre of recreational skiers, and a preferred competition site for the racing community. In 1993 the Sugarloaf Competition Department was formed, assuming what had historically been the responsibility of the Sugarloaf Mountain Ski Club. It would function as a department of the Mountain, to be assisted by the Ski Club and Carrabassett Valley Academy. This level of organization, and the Mountain’s reputation as a premier competition venue, resulted in a nearly mind-boggling succession of races held during the 1990s : U.S. Snowboard Championships, U.S. Chevy Trucks Alpine National Championships, U.S. Snowboard Grand Prix, U.S. Chevy Trucks Freestyle National Championships, U.S. Masters Alpine Championships, North American Junior Alpine Championships, and the Eastern Junior Olympics.
Wikszo porad w tej ksice dotyczy wszystkich rodzajw aparatw: maych, wskich kompaktw, nieco bardziej zaawansowanych aparatw o silnym zoomie oraz duych, czarnych lustrzanek. Niemniej jednak niektre fantastyczne opcje oraz charakterystyczne wpadki dotycz wycznie posiadaczy lustrzanek. Opisz je w tym wanie rozdziale.
Samo to, e fotografuje si lustrzank, wystarczy, by zdjcia miay niesamowit si oddziaywania. Bez uczenia si czegokolwiek nowego otrzymujesz:
Mniejszy szum w zdjciach przy sabym wietle bez lampy byskowej, dziki duej matrycy.
Wicej szczegw i lepsz ostro, dziki znakomitemu obiektywowi.
Brak opnienia migawki i wicej zdj w trybie seryjnym, dziki udoskonalonemu mechanizmowi.
Rozkosznie rozmyte to na zdjciach portretowych.
Opcj kontroli manualnej, ktra umoliwi Ci zrobienie wszystkich zdj, ktrych nie daoby si wykona za pomoc zwykego aparatu kompaktowego (patrz Rozdzia6.).
Bateri, ktra wystarcza na wiele duej ni standardowa bateria aparatu kieszonkowego.
Dla powaniejszych fotografw najwiksz wartoci lustrzanki jest jednak moliwo wymiany obiektyww.