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|Rosemary Gordon||Karnac Books||ePub|
I want to examine in this chapter the bridges that have developed between patient and analyst, but primarily from the point of view of the nature and the quality of the analyst’s involvement. I suggest that this is much affected by the character of the love he or she brings to the patient and to the work with him or her. There is an important distinction between agapaic and Eros-dominated loving, and the balance between these two opposed but complementary ways of loving is delicate and can be crucial for the outcome, the success or failure, of the therapy.
This theme was stimulated by Kenneth Lambert’s book, Analysis, Repair and Individuation (1981). I felt that further discussion of the Graeco-theological concepts of Agape and Eros, as the two names denoting two different forms of love, would enrich our understanding of the complexities, the vicissitudes, and the vagaries of the countertransference.
While he was still collaborating with Freud, Jung suggested, and Freud accepted, the idea that all who would be analysts must first themselves undergo a personal analysis. This proposal emerged out of the awareness of several factors. First of all, Jung recognized that in the work of analysis between patient and analyst very powerful forces are released, and they can be of such Intensity that he compared them to the combination of two chemical substances: ‘For two personalities to meet’, he wrote, ‘is like mixing two different chemical substances: if there is any combination at all, both are transformed’ (Jung, 1929a, para. 163). And he emphasized again and again that the analyst is as much part of the analytic process and must be as much available to change and transformation as the patient: ‘For you can exert no influence if you are not susceptible to influence.’See All Chapters
|Jp. A. Calosse||Parkstone International||ePub|
|Edited and Annotated by Charles M. Robinson III||University of North Texas Press|
“It Is of Such Stuff that Good
Commonwealths Are Made”
uly 8th The members of our party were up about 4 o’clock.
Capt. Munson invited us all to breakfast at his house, as he was to command the escort & would have to get breakfast ready anyhow, and the other good people of the garrison would only have to arise at that unearthly hour to prepare it for our beneﬁt.
Our preparations for the trip, thanks to Cap’t. Munson’s forethought and energy, were very complete: until late last night, he had been hard at work getting everything in shape and altho’ our party, all told, did not number more than twenty men, it was necessary, as we were to be absent for some days in an almost unknown country, to provide for every contingency. Fuel has to be carried for the whole distance. Grain for the animals, food for ofﬁcers and men, tentage, bedding, ammunition and harness. We are to have two six mule army wagons, one light spring wagon, one ambulance, and the riding animals of the escort and guides.See All Chapters
|Kevin Daimi, Hamid R. Arabnia, Samiha Ayed, Michael R. Grimaila, Hanen Idoudi, George Markowsky, and Ashu M. G. Solo||CSREA Press|
|Terry L. Fitzwater||HRD Press, Inc.|
4. Retention through Satisfaction
Much of what you are about to read was gathered from a benchmarking effort that took place over a five-year period.
The ideas presented worked for others and they will work for you, but only if you invest the time, with your employees, in discussing whether or not a particular program or philosophy is right for your organization. I promise you this: The mere fact that you are discussing the subject of satisfaction will raise the present levels of satisfaction immediately. The bottom line is that if you are looking for a culture change or searching for additional ways to re-instill loyalty, don’t hesitate to begin! Don’t hesitate to demonstrate to each employee that yours is the organization of choice. To paraphrase Betty Davis, “Fasten your seat belts. This is going to be some kind of r ide.”
The “Messages to Management” included in this Pocket
Guide are short statements designed to make you think and react to the statement with some kind of plan. Each message is followed by a list of practical ways you can increase employee loyalty, decrease retention, and address employee relations issues. The more actions you implement, the greater your chances of making a positive impact on your staff. For example,See All Chapters
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