Amultitude of impressive corporate-nonprofit initiatives dot the private-sector landscape:
Aetna and U.S. Healthcare are spending $7 million to educate women about heart disease and stroke.
Microsoft and the American Association of Retired Persons (AARP) are collaborating to run Lifetime Connection seminars to educate older adults about personal computers.
Pfizer has a $5 million program involving several nonprofit institutions that is aimed at improving children’s health.
MCI donates a percentage of phone payments made by business owner customers to the Nature Conservancy or the Audubon Society.
These are examples of effective corporate-nonprofit partnerships that were born and raised without the helping hand of the ten-step corporate social investing model. And that leads to the obvious question: Is social investing really necessary if businesses are already forging strategic relationships with nonprofit organizations? The answer is yes for a number of reasons.
Many corporations deliberately keep their social responsibility activities in a dim light or in the closet because they aren’t sure how different stakeholders will view such commitments. In contrast, corporate social investing should encourage businesses to be more open about what they are doing with nonprofit organizations. Because the ten-step model makes it clear that a company is using its nonprofit investments to enhance the value of the corporation as well as to benefit society, businesses should be less inclined to want to hide such sensible, business-enhancing expenditures.
n February 18, as Task Force Iron was completing its mission north of the berm,
Secretary of Defense Richard Cheney approved General Schwarzkopf’s recommendation that the ground campaign should begin on February 24.1 Across the theater of war, artillery, army helicopters, and close-air support aircraft began shifting their strikes away from targets in the heart of Iraq to those enemy units defending along the border against the coalition arrayed in Saudi Arabia. At 1100 hours the morning of February 18, the division commander placed the
1-4 Cavalry under the operational control of COL Maggart’s
The Iraqi Army had more than 300,000 soldiers in and around Kuwait to meet an American-led offensive. Expecting the main thrust to follow the Wadi Al Batin, the Iraqis arrayed their forces in a series of echelons. Along the border were standard infantry divisions, usually deployed with two brigades forward and one to the rear. They had almost no mobility and had the mission of defending the border and absorbing the initial allied attack. Ironically, it was the Iraqi VII Corps, with four infantry divisions, that prepared to defend against the U.S. VII
Conrad's work, presented in Chapter 2, illustrated the weaving together of cognitive, affective, physiological, and behavioral components in the context of a will to change. As we have seen, alterations of script typically involve several—if not all—of these elements. The work can focus primarily on changing cognitions (beliefs about self, others, the nature of life), or on changing feelings (the sense of “having to” react emotionally in a certain way), or on changing actual overt behavior. Script changes can be made with regard to parental figures, peers, or stressful events in the client's life. Or the client may merely uncover and understand the early decision, and choose to process its implications for a while without making a new decision during the therapy session, saving the actual redecision for a later time.
The following piece of work is an example of the latter process: The client does not make a clear redecision in the work itself. Chris works early in the course of the workshop, and works exclusively with Richard. Chris knows that he will have ample opportunity for follow-up. Richard allows him to explore the thoughts, feelings, and behaviors that surrounded his early experiences, and ends the work in such a way as to encourage him to continue this process as the workshop progresses. The intent to change is clearly present, and it is this intent that will carry the impact of the therapeutic work into the structure of the client's everyday life. The work also introduces a number of themes, concepts, and techniques typical of integrative psychotherapy, and will further illustrate the way in which we conceptualize the structure of personality and the avenues through which change can be accomplished.
Click on the Developer link on the left in your developer
That should take you to the Developer page. Click on Set Up New
You now have the opportunity to enter an application name. Well
call this app FBML Essentials. Click on the checkbox:
Click on Optional Fields, and more form fields should become
available to you. Here are the optional fields and what they will
This is the email address Facebook will use if it
ever needs to contact you about your application. For this
example app, we will enter
On your apps Help page, users can send support
requests. Requests from that page will be sent to the address
you set here. Well enter
for this app.
The callback URL is the anchor for your entire
application. All Facebook requests get forwarded to this URL
behind the scenes. For the purposes of this app, well use
You will want to enter the URL of your own website, one that you
control. It is important to add a trailing slash to this URL
because all requests to http://apps.facebook.com/fbmlessentials
(see the Canvas Page URL field, next) get translated to this
URL behind the scenes, and adding a slash ensures that the URL
does not end up becoming something like