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Karnac Books ePub

The Centre for Attachment-based Psychoanalytic Psychotherapy (CAPP) is an organization committed to the development of this particular approach to psychotherapy. It provides a four-year training for psychotherapists and a consultation and referral service.

Attachment-based psychoanalytic psychotherapy has developed on the basis of the growing understanding of the importance of attachment relationship to human growth and development throughout life. This approach to psychotherapy, developing from the relational tradition of psychoanalysis, draws upon psychoanalytic insights and the rapidly growing field of attachment theory.

Understanding psychotherapy within the context of attachment relationships leads to an approach to psychotherapy as a co-operative venture between therapist and client. The aim is to develop a sufficiently secure base to enable the exploration of loss and trauma in the course of development. The therapy is designed to create a safe space in which the client can reflect upon their lived experience, their experience of relationships in the present, and their experience of their relationship with the therapist.

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Medium 9781576757567

10. Loving the Monster

Barasch, Marc Ian Berrett-Koehler Publishers ePub

What shall we make of our darkness?

—Blaise Pascal

IT’S A FOUR-HOUR DRIVE FROM ATLANTA TO THE TELFAIR STATE Prison down a lonesome stretch of I-75, which slices through central Georgia like a straight-razor cut. I put the tuner on scan and, just as I pass the Pinetucky Church of God, catch a burst of pure southern gothic, some ballad about a dying preacher who “a-laid his bloodstained Bible right in that hooker’s hand.” In the staticky desert of rural bandwidth, where the choice is either Black Sabbath oldies or the Good Book’s greatest hits, I’ll take a good sermon, where the story of Mary and Joseph at the inn becomes “the Bethlehem Motel Six refused to take their credit card!” I play a mental game, slugging in my own translations for the more overwrought scripture thumping. When the preacher shouts, “Friends, I wouldn’t live a day without Jesus,” I think, without compassion, for what else was he, and amen to that. “Repent!” becomes take a frank and fearless inventory, and I try: The truth is, I’m more than a little nervous: I’m on my way to meet a stone cold killer.

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Medium 9781782200956

7 - Don't Bank on the Buffalo: Why we Need to Adapt or Die

Covington, Coline Karnac Books ePub

The need for people to reinvent themselves has never been so great. But can we do it?

A patient of mine—an ex-banker—recently professed that he didn't know who to be any more because his long-term vision of being a successful, rich, powerful banker was no longer possible. He is not alone: many of his peers are having an identity crisis.

Gone are the days when it was possible to make it rich with a click of the fingers and when bonuses alone were enough for families of five to live on for years—the ideal many recent city recruits were striving for. Now, not only have the pots of gold gone into negative equity, but the phones barely ring any more. What do you do when the conditions for a form of “success”, for example making money, cease to exist? What happens to a culture?

In Radical Hope, a fascinating study of the demise of the Native American Crow tribe's way of life, Jonathan Lear examines what it takes to keep hope for the future alive. At the age of nine, the last great Crow chief, Plenty Coups, had a dream that there would be no more buffalo and that his people would fall to the ground and nothing more would happen.

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Medium 9781855753822

CHAPTER 14: Three examples of transitional interventions

Lisl Klein Karnac Books ePub

This paper is adapted from a chapter in The Transitional Approach to Change (Amado & Ambrose, 2001). The story of “Henry” has been shortened from the original to bring it in line with the other two, and the consultant in the second example has been identified.

When I initially told some colleagues about the first of the examples, the story of “Poor Old Henry", I had to be nudged to write it up in this theoretical framework. With regard to the other two also, although they had been written up, it was in a project framework and not as illustrations of transitional thinking. But my colleagues were right—there is a conceptual message to be pulled out.

This chapter describes three experiences of transitional systems or roles. The first was devised by members of a client system, without any overt contribution from the external consultant who was working in the organization at the time. In the second, the consultant spontaneously began to take on the role of a product and, in doing so, loosened the log-jam of a design discussion that had become stuck. The third, by contrast, was a highly structured and formal experimental design. They are presented here in reverse chronological order: the first is the most recent and happened during my work from the Bayswater Institute as a consultant in the National Health Service. The second happened during my earlier nineteen years in the Tavistock Institute. And the third took place before that, while I was social sciences adviser in Esso Petroleum Company.

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Medium 9781574412284


Stephen L. Moore University of North Texas Press PDF


Enchanted Rock and

Bird’s Fort

October–December 1841

The Legend of Enchanted Rock

After operating with as many as forty-five men in August

1841, Captain Jack Hays trimmed his Béxar County Minutemen unit to a more efficient size. Muster and pay rolls show that he returned to the field with only nineteen privates under his command on September 1. Public debt papers for his September company show Hays to be “Capt. of Minute Men in 1841.”1

All of the nineteen rangers now operating with Captain Hays had been under his command for the Uvalde Canyon expedition in late June, where Joseph Miller had been wounded. Hays’ own hand wound and John Trueheart’s chest wound from their recent

July 24 Llano River fight were not serious enough to keep them from their horses in September.

Hays’ rangers were out for a full month from San Antonio, disbanding again on October 1, 1841. The interesting thing about his command this particular month is that little has been recorded about what specifically his men did on this expedition.

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Medium 9781574416503

2. The Seven Townsend Brothers (and One Sister) of Texas

James C. Kearney, Bill Stein, and James Smallwood University of North Texas Press ePub

Seven Townsend brothers (and one sister), the progeny of Thomas and Elizabeth Stapleton Townsend of Florida and Georgia, made the move to Texas in the early decades of the nineteenth century. With one exception, all the brothers and the one sister eventually settled in Colorado County, which at the time of its establishment after the Texas War of Independence was considerably larger than it is today, embracing portions of present Fayette and Lavaca counties. As their father and grandfathers before them, the new generation resolved to carve a future on the shifting frontier, but this time the frontier was in far-away Texas.

During the nineteenth century an unmistakable restlessness characterized the family, and this restlessness drove them to pick up stakes and relocate every decade or so, first to Georgia from the Marlboro District of South Carolina, then to Florida, and finally to Texas. But there was method to their uprooted life: often taking advantage of bounty lands for military service, they positioned and re-positioned themselves on the leading edge of the frontier to profit from the inevitable growth to follow as land hungry masses followed in the footsteps of the vanguard. At least three Townsend generations followed the formula.

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Medium 9781626562578

Chapter Nine How Trust Is Transformed: Transformative Trust

Reina, Dennis Berrett-Koehler Publishers ePub

How do you create an abundance of trust in your life? How do you help your team and your organization take trust to the next level, even during periods of change when there are more questions than answers, when there are disappointments and uncertainty?

Faced with a strategic business decision handed down from corporate headquarters, one division of a Fortune 100 company had to lay off 100 people from its 420-person operation in a one-company rural town. The layoffs meant the most significant changes in the ten-year history of the division. Everyone in the community would feel the impact.

Although the local managers were not involved in the initial decision to reduce the division’s workforce, they were fully responsible for implementing the change. They were committed to doing so in a way that honored their people, their contributions to the company, and the relationships they had developed with one another.

The local managers carefully orchestrated each phase of the downsizing process.

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Medium 9781847770684

Bitter Fruit

Elizabeth Jennings Carcanet Press Ltd. PDF

Bitter Fruit

How many tastes are there of bitter fruit?

How many little poisonings? Can you

Tell me? You so rich once in my thought?

I am afraid of you and this came true

Upon the day I caught

You out in lies, I had not pressed to find

A cause for jealousy. You gave it me

Or rather lack of trust that fills the mind

With darkness. What then will our future be?

Once it was designed

For and out of happiness. Can trust

Ever be retrieved? We can forgive

Anything but that, it makes us lost.

There is a noon-day sun that mocks at grief

Before we turn to dust.

Yes, there are many deaths but this today

Seems the worst I’ve ever known. You are

Distant in fact and distant in a way

You were not till you broke my trust, taught fear

Darker than I can say.


God knows it hurts and I have wished it off

And otherwhere. The Summer takes the air.

It should be far too hot for games of love.

It should be far too kind for stabs of fear,

Anger and aching. Love walks in a white

Party-dress in childhood. I was there

And watched her in the early evening light

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Medium 9781780642789

Castor (Ricinus communis Linn.)

Kumar, P. CAB International PDF

CASTOR (Ricinus communis Linn.)



Plate 412. Field view of a nitrogen-deficient castor crop. (Photo by Dr Prakash Kumar.)

1. Nitrogen deficiency decreases leaf area and photosynthesis of castor plants, leading to lower biomass accumulation.

2. High NH4+ concentration in the plant greatly restricts growth.

3. Under deficient conditions, plant growth is retarded remarkably. The leaf dry weight is reduced greatly. The root/shoot ratio is increased.

4. When nitrogen supply is reduced, the deficiency symptoms tend to occur first on lower leaves (Plate 413).

5. The old leaves become pale green to pale yellow while the younger leaves remain normal green (Plate 412).

Developmental stages

Stage I: In mild deficiency conditions, the entire plant may appear light green, having a more pronounced effect on older leaves.

Stage II: Under prolonged deficiency conditions, the lower leaves turn uniformly light yellow (Plate 413).

Stage III: As the symptoms advance, the lower leaves become dark yellow (Plate 411).

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Medium 9781574411904

Chapter 3: Origin and History

Naomi Scott University of North Texas Press PDF

Chapter Three

Origin and History

Therapeutic horseback riding as a structured, organized, controlled modality, is relatively recent on this continent. NARHA is only a little over thirty years old. Activities for the challenged, involving horses in ways other than riding, are gaining popularity, including mental health treatments, carriage driving and vaulting. To encompass these programs,

NARHA favors the umbrella term, equine assisted activities, in place of the exclusive designation of therapeutic riding.

The equine role in therapy is not new. I have heard that as far back as World War I, German veterans rode horseback as part of their rehabilitation.1 Helga Vogel, a pioneer of therapeutic riding in Germany, has personal knowledge of this happening after World War II.2 References to riding as therapy, back in ancient times, have been reported.

One courageous horsewoman, Liz Hartel of Denmark, is generally credited with the origin of modern therapeutic riding. Polio, contracted in 1943, left her with serious muscle deterioration, and her doctor believed she would never ride again. In 1951 she met a Norwegian physical therapist who began working with her, and the following year she entered Grand Pris Dressage at the Helsinki Olympics. Hartel won the Silver

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Medium 9780253002341

1. Contesting the State by Bypassing It

Nancy J. Davis Indiana University Press ePub



CONTEMPORARY “FUNDAMENTALIST” MOVEMENTS1—or as we prefer to call them, religiously orthodox movements—have been the subject of much scholarship, media coverage, and political punditry. Missing in nearly all accounts of the nature, strategies, and impact of such movements is an understanding of their underlying communitarian logic, including a compassionate side that leads to much of their institution-building, their outreach to those in need, their success in recruitment, and their popular support. Even when this caring side of religiously orthodox movements is recognized, it is often misunderstood as mere charity.2 Unrecognized is the fact that, for many of the most prominent orthodox movements, this institutional outreach—such as building clinics and hospitals, establishing factories that provide jobs and pay higher-than-prevailing wages, initiating literacy campaigns, offering hospices for the dying, providing aid to the needy, and building affordable housing—is spread throughout the country and linked with schools, worship centers, and businesses into a dense network with the aim of permeating civil society with the movement’s own brand of faith. Yet to overlook or misunderstand this strategy is to seriously underestimate the reach of religiously orthodox movements and their success in infusing societies and states with religion.

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Medium 9780874252187

Activity 28 Nonverbal Behaviors

Donna Berry HRD Press PDF

Activity 28

50 Activities for Coaching/Mentoring


Step 1: Introduce the activity.


Tell participants that the purpose of this exercise is to see communication in action.

Separate the class into two groups, one of 6 to 12 participants, and the other of all the remaining participants. The first group will be the “committee,” and the second group will be observers.

Distribute copies of Exercises 28.1 and 28.2 to alternating committee members (designate them as As and Bs) and Exercises 28.3 and 28.4 to alternating observers (also designated as As and Bs).

Step 2: Conduct the activity.


Give the committee 30 to 40 minutes to discuss the issue of whom to hire for the position of executive director.

Step 3: Discuss the communication process.


Ask observers to share their notes (one observation at a time, per observer, so that all are able to contribute). Write their remarks on a flipchart marked

“Positive Behaviors” and “Negative Behaviors.”

Questions you might ask:

Did any of these behaviors go unnoticed by the committee members?

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Medium 9780874255881

Chapter 9: Whole-Organization Learning

Stephen J. Gill HRD Press PDF
Whole-Organization Learning

How can you help the whole organization learn how to take effective action?

First, by helping everyone in the organization understand the dynamic interaction of all of its various parts, and then by reflecting on the significance of that understanding for building the effectiveness of the whole organization.

To learn, we need to feel the psychological safety and support of a community. We act like a learning community when there is a feeling of connectedness among the members, when everyone considers themselves to be members of that community, when there is continuity between generations (eventually new members add to or replace the knowledge of old members), and when there is a common purpose and shared aspirations. Creating a sense of community is the foundation for whole-organization learning.Therefore, the challenge is to change an organization into a learning community.

 To do this we must attend to the structure of the organization. Is it a structure that fosters community in the sense of connectedness, membership, continuity, common purpose, and shared aspirations? For example, a rigid hierarchy does not promote a sense of connectedness among employees. See All Chapters
Medium 9781855750678


Laurence Spurling Karnac Books ePub

Dear Sir

I was astonished to read in the interesting letter from John Davis (Winnicott Studies 7) that Adam Phillips had remarked that ”there is no concept of evil in Hebrew”, i.e. in Judaism. To be on the safe side I went back to the article by Phillips and found he was quoting a presumed expert, footnoted as D. Taylor, author of an essay in a book called The Anthropology of Evil. (I have not troubled to check the book since we know that Adam Phillips is a brilliant and careful reader.)

But there is a concept of evil in Hebrew and in normative Judaism, namely ”ra”, often found in the formulation ”yetzer hara”, the evil tendency, and the fact is that evil and good are indeed seen as tendencies within human beings: deploying our free will we can go either way. Evil can be, for example, a personal vice, or a violent crime committed on another. Plenty on this in Maimonides, one of the greatest of Jewish thinkers. As we know from Isaiah, it was God who actually created evil; no dualism here:

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Medium 9780253339362

Chapter 6. The Passepied

Meredith Little Indiana University Press ePub

BWV 831/I

The passepied is a delicate, rhythmically exciting dance, though it has never been given much attention by scholars. It was very popular in French Court dancing of the early eighteenth century, but it appears much less often in suites of the period than do the minuet, the gavotte, and the bourée. The list of composers who used it at least once (e.g., Gaspard Le Roux, Montéclair, Dieupart, François Couperin, J. K. F. Fischer, Telemann, Kuhnau, J. E. Pestel) is much shorter than the list of those who did not use it at all. Bach composed only four passepieds, three pairs and a single dance.

The passepied is dismissed by most writers simply as a “fast minuet.” This idea probably derives from Sébastien de Brossard, who wrote in his Dictionaire de Musique (1703): “It [the passepied] is a minuet whose movement is quite fast and gay.”1 His comment was widely quoted by writers throughout the eighteenth century and is still repeated today. In reality the passepied is quite a different type of piece. Though their musical phrase structure is identical to that of the minuet, passepieds are not only faster but contain unusual rhythms—offbeat accents which occur at surprising times to delight (or possibly upset) the listener. Passepieds also have longer phrases with fewer points of arrival and may be accented in a more vigorous manner than do minuets.

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