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3: Doing Dimona: An Americanist Anthropologist in an Africanized Israel

Fran Markowitz Indiana University Press ePub

John L. Jackson Jr.

I NEVER EXPECTED to conduct any research in Israel. Even though I first heard about the discipline of anthropology’s ostensible biases against studying “at home” while I was still just an undergraduate (matter-of-fact pronouncements about the ways in which some of the differences between anthropology and sociology pivoted on this very issue of geographic specialization), I have always been committed to the idea of conducting anthropological research in the United States. My work has focused on issues of identity and community, mass mediation and racial politics, social difference and cultural conflict in contemporary urban America, specifically in poor “ghetto” neighborhoods like Harlem, New York.2 As a graduate student, this decision to study West Harlem instead of, say, West Africa meant negotiating departmental hallways and stairwells rife with frowning cautions from senior faculty who felt that I was setting myself up for professional failure, for a long life of unemployment. Anthropology departments don’t hire Americanists, they argued. Sociology departments do.

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Medium 9781786392688

4 Tourism Marketing at World Heritage Sites

Jimura, T. CABI PDF

Historic Centre of Brugge, Belgium.

4

Tourism Marketing at World Heritage Sites

1  Tourism and Destination

­Marketing

1.1  Marketing for tourism

The tourism industry consists of a range of

­businesses, organizations and facilities that are intended to meet specific needs and wants of

© T. Jimura 2019. World Heritage Sites (T. Jimura)�

tourists (Leiper, 1979). Figure 3.1, in Chapter 3, i­ndicates key stakeholders in tourism, and major sectors of the tourism industry are found in the

‘Tourist destination (hosts)’ part of the figure.

All of them are more or less engaged in marketing activities for tourism, consciously or subconsciously. Of these, marketing activities for tourism are particularly important for accommodation,

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Chapter 4

catering, visitor attraction, the retail sector, transport, and tour operators at a local level, whilst marketing activities for a destination are a key part of its destination marketing organization (DMO). In the business world, products can be divided into goods and services. In the tourism industry, products are services. Key characteristics of services as products are intangibility, inseparability, variability and perishability. Moreover, the satisfaction of consumers who purchase services is obtained not via ownership but via actions, performances or experiences. In tourism businesses, people who receive services include passengers, guests, customers and visitors. For a tourist destination, consumers are visitors who include day trippers and tourists. At a tourist destination, what visitors have is, ultimately,

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Medium 9780950714684

10: ON THE PSYCHGPATHOLOGY OF NARCISSISM: A CLINICAL APPROACH

Rosenfeld, Herbert A. Karnac Books ePub

FREUD was pessimistic about the psycho-analytic approach to the narcissistic neuroses. He felt that people suffering from these diseases had no capacity for transference, or only insufficient remnants of one. He described the resistance of these patients as a stone wall which cannot be got over, and said that they turn from the physician not in hostility but in indifference. Many analysts have tried to develop methods of analysis which would deal with narcissistic patients-1 am thinking of Waelder (1925), Clark (1933), and later Fromm-Reichmann (1943,1947)5 Bion (1962), Rosenfeld, and others. The majority of analysts who have treated narcissistic patients have disagreed with Freud's view that there was no transference. As the transference is the main vehicle for any analytic investigation, it seems essential for the understanding of narcissism that the behaviour of the narcissist in the analytic transference situation should be minutely observed.

Franz Cohn (1940) suggested that the sharp distinction between transference neurosis and narcissistic neurosis should be disregarded. He felt that the transference in the narcissistic neurosis is of a primitive or rudimentary type-for example, there are often serious difficulties in distinguishing between subject and object-and he stresses the introjection and projection of destructive tendencies in oral and anal terms in relation to the analyst. Stone (1954) described transferences which are ‘literally narcissistic’, where the analyst is confused with the self or is like the self in all respects: the therapist and the patient alternately seem to be parts of each other. He stresses both the primitive destructiveness and the need to experience the analyst as an omnipotent, godlike figure, and suggests that, in the patient's fantasy about the analyst's omnipotence, guilt about primitive destructive aggression plays an important part.

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Medium 9781605093451

2 Build a Spider Web

Arneson, Steve Berrett-Koehler Publishers ePub

Evaluate Your Working Relationships

WORK IS BASICALLY A SERIES of relationships. Everyone you work with represents a distinct connection, and collectively your connections represent your working network. Because networks are fluid, every time you interact with someone you have a chance to build a stronger relationship, and when you meet someone new, you have the opportunity to add to your network. A strong network can help advance your career. So are you doing everything you can to build your network? What’s that? You’re too busy to work on your professional network? I used to say that too. I was focused on getting work done, not meeting or reconnecting with colleagues and peers. I didn’t have time for people that weren’t in my immediate line of sight. But that’s a mistake that can have major consequences. We all need to pay attention to our networks, because we never know when we’re going to need them.

Every day you have dozens of chances to turn acquaintances into colleagues, colleagues into friends, and friends into true business partners that will help you succeed. There’s no question about it—relationships matter, especially for leaders who have to get things done. The more high-quality relationships you have, the more effective you’ll be as a leader. You need these people to be successful, because you can’t wave a magic wand and invent an entirely new network (unless of course you leave your job and start fresh elsewhere—but that’s a subject for a future chapter).

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Medium 9781574416015

9. “He Caught for a Pistol”

Bob Alexander, Chief Kirby W. Dendy and Texas Rangers University of North Texas Press PDF

C

HA

PTER

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“He Caught for a Pistol”

within reasonably short order Sergeant Lindsey and his detachment had their assigned section of the Rio Grande under control. Enough so that he could report to Captain Sieker that even though some thieving “Mexicans had been depredating” along the river, since his arrival and commencement of the overt and random scouts everything—relatively speaking—was “quiet.”1 All was not serene for Frank’s older brother William Kenner Jones, however, now the elected county judge of Val Verde County (county seat Del Rio).

Judge Jones was miffed that more than one of his inquiries to the governor’s office concerning the posting of a reward for the apprehension of suspected killer Ricardo Esparza, “a Mexican who was indicted in this Co. last Fall for the murder of one James Woods” had been ignored: Or in the judge’s words, his letters had “simply been pigeonholed.”2 Collectively the Jones brothers were not the Lone Star State’s most influential powerbrokers but by any standard they spoke with authority, antedated by the fond and positive memory of their patriarch, William Early Jones. Casually sloughing off their concerns was maybe not suicide politically but it was not real smart politics. The

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