43654 Chapters
  Title Author Publisher Format Buy Remix
Medium 9781855751361

CHAPTER EIGHT. Illness and death

Kahr, Brett Karnac Books ePub

Towards the late 1960s, Winnicott certainly began to slow down. By this time he had already suffered several heart attacks, and he started to look very old and craggy. In 1963, after forty years of service, he had to retire from his post at the Paddington Green Children’s Hospital. This caused Winnicott considerable disappointment, and he wrote to his colleague, Dr John Rawlings Rees, that “I have been retired from Paddington Green because of my great age!” {Winnicott, 1963j). In compensation, he received the title of Honorary Consulting Physician, which he used from time to time. On one occasion, he returned to ‘The Green” (as he called it) to pay a visit to Dr Susanna Isaacs (now Dr Susanna Isaacs Elmhirst), the physician who had succeeded him. Winnicott entered the building without an appointment, and apparently the new secretary at the hospital did not recognize him, and she announced to Dr Isaacs, There’s a Doctor Winnicott to see you.” Susanna Isaacs Elmhirst (personal communication, 30 May 1994) realized that Winnicott may have felt hurt at not having been properly acknowledged at the institution where he had worked so diligently for four decades, and so she apologized on behalf of her secretary when she saw him.

See All Chapters
Medium 9781576753798

41. The 21st Century Town Meeting: Engaging Citizens in Governance

Holman, Peggy Berrett-Koehler Publishers PDF

41 carolyn j. lukensmeyer and wendy jacobson

The 21st Century Town Meeting

Engaging Citizens in Governance

Never doubt that a small group of thoughtful, committed people can change the world. Indeed, it is the only thing that ever has.

—Margaret Mead

A Real-Life Example

Washington, D.C., has a long and well-documented history of problems in government management, resulting in residents highly distrustful of, and disconnected from, decision makers. In

1999, Mayor Williams launched a process to renew people’s faith in government and involve them in changing the status quo. During a seven-year partnership with AmericaSpeaks, the mayor’s office held a series of “21st Century Town Meetings,” through which more than 13,000 residents (including 1,500 young people) deliberated about the city’s spending priorities and made recommendations for change. Residents came to these forums with concerns about safety, education, youth, housing, and government responsiveness, among other issues. Their efforts bore fruit:

See All Chapters
Medium 9781855753747

CHAPTER TEN: “Experts in mothercraft”

Seligman, Eva Karnac Books ePub

Mary Crotty’s “Communication to the Editors” in the final issue of The British Journal of Psychiatric Social Work has given me a welcome opportunity to make some further comments on the controversial topics she has raised.

She discusses the concept of the “good mother” and she also speaks of the function of the “expert in mothercraft”. This has led me to consider some of the many roles played by the numerous experts who commonly influence the life of mother and child. I suppose most of us would agree that a “good” mother needs to be sufficiently at one with herself to resist the temptation of moulding her child to some pattern unconsciously necessary to her. Hence a “good” mother will not be likely to stifle the child by applying to him preconceived axioms of upbringing and routine which are not appropriate to him. I agree, then, that this implies the opposite of a rigid set of universally applicable rules such as Mary Crotty deplores in some child-guidance work. On the contrary, the small, intense, but ever-widening world of mother and child should be individual and unique to them.

See All Chapters
Medium 9781626564473

12. Your Organization’s Blueprint for Competence

Worline, Monica; Dutton, Jane E. Berrett-Koehler Publishers ePub

HOW DOES AN ENTIRE ORGANIZATION awaken compassion? By developing a social architecture that supports compassion competence. Organizations that collectively notice, interpret, feel, and act in an effective and customized fashion to alleviate suffering exhibit compassion competence. This chapter supports you in creating a blueprint for increasing these four dimensions of your organization’s compassion competence. First, a quick assessment highlights your current level of skill. You can complete this tool yourself or with others. If you choose to complete it as a group, know that shared perceptions illuminate your strengths, while differing perceptions highlight your opportunities. Use your results to facilitate discussions about enhancing compassion competence throughout your organization or system.

EXPLORE YOUR ORGANIZATION’S CURRENT COMPETENCE

STEP 1: RATE YOUR SKILLS

Think about the importance of compassion for a particular organization, division, unit, or work group as you read the following statements.

See All Chapters
Medium 9781574411393

1. Genesis

Stanley Marcus University of North Texas Press PDF

T

a good sale for Neiman-Marcus unless it's a good buy for the customer_"

That was one of the first declarations of business philosophy

I heard my father, Herbert Marcus, make soon after I came to work at Neiman-Marcus in 1926. It was reiterated so many times that it became established as an article of faith in my mind, and on numerous occasions he demonstrated his enforcement of this principle even when it meant lost sales and profits. He explained that there was a right customer for every piece of merchandise, and that part of a merchant's job was not only to bring the two together, but also to prevent the customer from making the wrong choice.

Some may regard this as sheer idealism, but having worked with my father for twenty-four years, I consider it a doctrine of idealistic pragmatism. First of all, he enjoyed doing business that way, and second, he recognized that there was no advertisement as potent as a satisfied customer. This was his way of practicing the Golden Rule, and now, almost seventy years since the founding of Neiman-Marcus, the same policy prevails.

See All Chapters
Medium 9781576750193

WORK ENVIRONMENT GIGGLE WHILE YOU WORK

Hemsath, Dave Berrett-Koehler Publishers ePub

phrase “a fun workplace” doesn’t have to be an oxymoron. Anyone can choose to create a fun workplace. Both qualitative and quantitative data exist to support our belief that a fun work environment can have a positive impact on productivity, quality, customer service, and job satisfaction. But still it is a that each of us makes.

To infuse your work environment with a spirit of fun, you must value fun as important, you must believe fun to be essential

If you want fun to seep into the fabric of your company culture, start with yourself:

An organization’s work environment is both tangible and intangible. It consists of the physical structure of your operation as well as the tone that is set within its walls. It might seem difficult to get a handle on the tone of your environment. It is, however, a real thing and can have tremendous impact on your work .

n environment that fosters fun is characterized by positive energy, high self-esteem, and team spirit. People feel alive and want to give their best effort to the task. Fun contributes to the creation of an environment that nurtures and sustains what we call employee “want to.” You cannot put a price on “want to.” Individuals can be trained to do just about anything, but first they must have the motivation. Fun can enhance motivation. If work and the work environment are fun, the results will be better.

See All Chapters
Medium 9781782203339

9 - Klein's Work with Parents

Sherwin-White, Susan Karnac Books ePub

This chapter explores the evidence on another neglected aspect of Klein's work. A usual assumption is that Klein paid little attention to the role of the parents with regard to their children's problems, perhaps tied up to the old dogma that Klein gave minimal space to the external—or privileged almost exclusively the internal world of the child (and its dynamics). The chapter is set in the historical context of work with children in the era before the widespread development of the child guidance movement in the United Kingdom under the impact of the Second World War, and the later practice of separate psychotherapeutic/support work with parents as the norm, or at least a standard of good practice, in UK NHS child psychotherapy settings. Systemic family therapy was also yet to be born, quite apart from the tsunami of parenting programmes of the late twentieth and early twenty-first centuries; and attachment theory was yet to be developed. Relevant, too, to any evolving concept of work with parents is that in the 1920s and 1930s, understanding of the force of projections and projective identification was still in its early stages, as was the recognition of the potential power of parental projections into a child. From very early on, as has been seen, Klein expounded a clear view of the way in which a child's internal images and projections could affect his or her actual relations with a parent or parents, a factor that she developed in her theory of the very early superego.

See All Chapters
Medium 9781576754078

7 The Abject Failure of Professional Advisors and Managers

Edesess, Michael Berrett-Koehler Publishers ePub

If Hayek’s arguments have not convinced you that money managers cannot deduce true prices that are better than the prices set by the dispersed knowledge of the multitudes, the empirical record of active investment management’s dismal failure should convince you.

I will now review that record. I’ll do it first in a simple way, then more extensively with a review of the research studies.

The statistical record of performance of professional investment managers and advisors is voluminous and thoroughly well documented. It has been analyzed dozens of times in academic studies and in private studies by companies in the investment field having their own proprietary databases.

I myself performed studies using the largest then-existing investment performance database for institutional fund managers in the early 1970s, while working at my first job at a brokerage firm.

I performed more studies in the late 1980s and early 1990s when I had access to a large quantity of data on the performance of managed investment accounts, which was input by brokerage firms who subscribed to a computerized investment performance measurement system in which I was a partner.88

See All Chapters
Medium 9781782201694

CHAPTER FIVE The boy who said that bats were flying out of his cheeks

Rosenfeld, David Karnac Books PDF

CHAPTER FIVE

The boy who said that bats were flying out of his cheeks

I

interviewed patients at the Milwaukee, Wisconsin

Children’s Hospital. One of these cases was a young man about twenty years old who hallucinated that bats flew out of his cheeks. His lower limbs were also paralysed and he said he had cancer.

In the interview I was accompanied by neurosurgery and psychopathology teams. When I asked the patient about his family, he said he has a little daughter of one year old. He also told me that when he was small, a year after his birth, his mother died.

When I asked him why he is in the hospital, he answered that it must be because of the bats that fly out of his cheeks and the cancer that paralyses his feet.

Later, I asked him what his mother died of, and he answered that she died of lupus. I asked him if he knows what this illness is like and what it causes on the face and cheeks of people who have it. He said he does, that it causes marks on the face, and on the body, lesions.

See All Chapters
Medium 9781576757659

Saginaw Valley State University

Aspen Institute,, The Berrett-Koehler Publishers PDF

A Closer Look at:

Saginaw Valley State University

College of Business and Management / University Center, MI http://www.svsu.edu/cbm/

WHAT THE SCHOOL SAYS:

All MBA students are required to take a core course in managing social and environmental issues in business. Since this topic is one of our goals, the goal is assessed according to assurance of learning dogma as regulated by The Association to

Advance Collegiate Schools of Business International (AACSB).

A QUICK LOOK

NOTE: All information is self-reported data submitted to the Center for Business Education

COURSES*

CSR/Business Ethics (1)

ACTIVITIES*

Speakers/Seminars (2)

* Figures in parentheses indicate the number of courses/activities that, in whole or in part, integrate social, environmental, or ethical perspectives

NOTABLE FEATURES

CORE COURSES:

Social Responsibility and Ethics in Business

The purpose of this course is to enable students to reason about the role of ethics in business administration. Specific course objectives include the following: to develop an enhanced ability to recognize the social, ethical, political, environmental, and technological dimensions of business activity; to be able to explain the impact of external environmental forces on business decision making and the impact of business on society; to be able to develop a management perspective in order to formulate, analyze, and defend decisions in ethical terms; and to be able to apply several different frameworks for moral reasoning to complex business issues.

See All Chapters
Medium 9781912573295

Chapter One - I am Born into a Passing Age: Prince Otto von Bismark has to be Rescued (By the Butler) From a Rusty Shower

Casement, Patrick ePub

Prince Otto von Bismark has to be rescued (by the butler) from a rusty shower

Preamble

I was brought up being told that I had always been very strong willed; also that I had been “so difficult” as a child I had apparently “driven away” all the nannies who had been employed to deal with me. There was only one who stayed, from when I was four. She came to be called “Tucky” (her full name being Miss Powell-Tuck).

Tucky stayed until I was ten. Years after she had left, when I met her again, she told me that she too had left because she had found me “impossible”. But I don't think that was the only reason she left as I had been at boarding school from the age of eight, and mother told me that Tucky didn't really want to be looking after my two sisters, born when I was seven and when I was nine. So, Tucky might have been teasing me, even though there is often a grain of truth in jest.

An aunt has memories that might help to explain Tucky's problem with me. One was when Tucky had been getting impatient with me, as I (aged seven) wasn't concentrating on what she wanted me to do. “Put your mind behind it,” she demanded. I had apparently replied: “Put my mind behind it? Where do I put it? Do I put it here? Do I put it there? Where do I put it?”

See All Chapters
Medium 9781780491332

Chapter Two - How Deep is the Skin? Surface and Depth in Lucian Freud's Female Nudes

Karnac Books ePub

CHAPTER TWO

How deep is the skin? Surface and depth in Lucian Freud's female nudes

Rotraut De Clerck

Abstract

The skin has a prominent place in Lucian Freud's work, notably in his representations of female nudes. To Freud, the skin is the principal means for expression of individuality, more important even than the face. With his pronounced presentation of the skin in his Naked Portraits he raises issues of individuality and identity in a modern society. This paper will trace the development of the skin, the rendering of surface and depth throughout Freud's work. The translucent skins in his early paintings can be seen as an expression of inner feelings on the surface—seeing through the skin. Conversely, the heavy pastoso in hog brush technique in his later years presents a different illusion, shielding the inner world of the individual from the outside—“as dressed in paint”. This paper thus links his development as an artist to psychoanalytic concepts, such as Anzieu's Skin-Ego as well as Britton's and Rosenfeld's thin—skinned and thick-skinned presentations, highlighting the importance of the skin in relation to trauma.

See All Chapters
Medium 9781780490892

Chapter Two: Masculine—Feminine

Quindeau, Ilka Karnac Books ePub

CHAPTER TWO

Masculine—feminine

Freud's views on masculinity and femininity

Freud's remarks on masculinity and femininity are arguably the most controversial in all of his works. The phallic monism of his theory, and the exclusive focus on the male in his discussion of sexual development, has been deservedly rejected. For in his view, the female is not an independent sex but is distinguished by a fundamental deficit: A woman is a woman because she lacks a penis. In his early theorizing, Freud was not much interested in conceptualizing gender-specific development. For him, the differentiation between man and woman basically does not begin until puberty. In addition, as cultural differentiation into two genders is not easy to discern in the sphere of the psyche, he also rarely uses the sociological terms “men” and “women”, preferring to employ “masculinity” (Männlichkeit) and “femininity” (Weiblichkeit) instead.

Freud's most differentiated treatment of these terms can be found in a footnote, added in 1915, to the Three Essays on the Theory of Sexuality. These terms do not describe characteristics one could assign, respectively, to men or women. Instead, they are currents found in every individual, in different proportions. While it is well known that Freud did not use these terms consistently in his works, and continually reverted to conventional gender stereotypes, it is worth examining this key differentiation:

See All Chapters
Medium 9781626568020

Chapter 8: Three Expressions of Confident Humility

Treasurer, Bill Berrett-Koehler Publishers ePub

CHAPTER 8

If I only had a little humility, I would be perfect.
—Ted Turner

The more genuinely confident and humble you are, the less likely you’ll be to get kicked in the ass. That’s because, as mentioned, most butt kicks are self-inflicted behavioral boomerangs, the result of behaving with too much arrogance or too little strength. This chapter introduces three leadership roles that draw on, and are strengthened by, confidence and humility. They reflect the essential behaviors that differentiate a leader from everyone else. Consider them a form of butt-kick prevention, because when you mix confidence and humility in the right measure, they ward off arrogance and weakness . . . and butt kicks.

Hines Brannan was the best leader I ever worked for. Hines was a partner at Accenture and, at the time, was overseeing the largest outsourcing engagement in the history of the world. BellSouth had hired Accenture to manage over seven hundred IT applications. Hines led thirty-five partners, who in turn provided leadership to an organization of over two thousand Accenture employees, most of whom BellSouth had outsourced to Accenture. I was a middle manager in Accenture’s change management and human performance practice, and I reported directly to Hines. I was part chief of staff and part gofer. But I loved the job because it allowed me to work closely with Hines and interact with all of his leaders. Until then, I had never worked for a leader who lived up to the leader ideals that I had studied in graduate school. What made Hines so unique, and so unlike some of the other partners that I had experienced, was that he was a wonderful blend of company loyalist and independent rebel.

See All Chapters
Medium 9780946439348

4. The Psychological Problems of Growing Old (1933)

Balint, Michael Karnac Books ePub

IN a short lecture I cannot, of course, review the problem of growing old under all its aspects. I shall have, for instance, to omit all questions relating to constitution, if only because any such analysis would necessarily include the time-honoured question of the connection between body and mind, which I wish to avoid. Again, the time at my disposal will not permit me to discuss even all the relevant psychological problems. My field must therefore be narrowed to include only a few points. Like everything else, the selection of these has inevitably been to a great extent subjective. I have chosen the points which appeared important to me as a psycho-analyst. I have not, however, based my evidence directly on my analytical experience. That would have been to invite the old criticism that data derived from the examination of neurotics do not apply to so-called normal human beings. As I wish to avoid broaching this complicated question, I have drawn my material almost exclusively from two sources: the life-histories of famous men, and well-known social phenomema.

See All Chapters

Load more