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Tanya. Age: 24. If you make me your choice, you will primarily get to enjoy yourself in the companion of a beautiful, intelligent young girl.
Tamil Aunty Mulai Pictures
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Burke, Joseph Isaac – passed away peacefully at his home on Friday, December 15th 2017 in his 91st year. Joe was born in Belleville on September 16th, 1927. He was a well know local businessman and owned and operated Joe Burke Men's Apparel for 54 years. He is sadly missed by his loving wife Ethel, by their two daughters, family members and many dear friends.
The Funeral will be held at the Sons of Jacob Synagogue, 211 Victoria Ave, Belleville on Monday, December 18th, 2017 at 12:00 noon with interment to follow in Sons of Jacob Memorial Park, Bayside.
Arrangements entrusted to the Steele Funeral Home, Moira Street Chapel (613-968-2273).
Memorial Donations to the Sons of Jacob Congregation, in memory of Joe, would be appreciated by the family.
Shiva will be at 6 Bernice Court, Belleville, Tuesday to Thursday, 10:00 a.m. to 4:00 p.m. and 7:00 to 9:00 p.m. and Friday from 10:00 a.m. to 2:30 p.m.

subset: commoncrawl


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Turntable Reviews: 3188
To add a review or rate a turntable, browse for the model and use the review form.
displaying reviews 1 to 2 of 2
Inertia GST-1
by Elmholt
I have know this turntable since the late '70s.
by kajaksurfa
I have had this player for about 20 yrs+. The wooden cabinet is quite crappy, thin walled and cheap made, so I replaced the box with a homemade massive plinth of 5 layers of 22mm plywood glued together with aqoustic anti-resonance glue. Recessions in the plinth was made to accomodate the motor, tonearm and bearing. Placed on a slightly pumped bicycle tire (and carefully levelled) the turntable is now completely unsensitive for vibrations and is beautiful to look at. (Mahogany tanned and clearcoated 10 times with boat polyurethane laquer).
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Hate has no place here.
Attention: Nazis. Hammerskins. Proud Boys. Patriot Front.
From Point Defiance to the 512 interchange and beyond: We reject your destructive ideology of hate. You want to be visible. We're here to make you visible and open our neighbors' eyes to what you want to teach their children.
Disconnect White Power is engaging in direct action to inform the public about cells of white hate community as they develop and as we expose them.
As we build this site out:
Watch for billboards near business owned by known hate group members.
Learn the symbols appropriated and used by these hate movements so you can spot them in your neighborhood (Link to Anti-Defamation League).
Anonymously Report public displays of hate speech or planned fascist demonstrations for research and resistance.
Read local news, contributor blogs, and updates on direct action.
Find resources to help identify and report illegal activity to law enforcement.
Southern Poverty Law Center Hatewatch Blog
Contributor Blog
RT @EspiOnFire: Reminder pics for those who are skeptical that the House of Pain (formerly known as Tac Town Tattoo) are Nazis. Tha… https://t.co/lS3sGRBXLk
RT @nate_bowling: A demonstration against the new Neo-Nazi operated tattoo parlor on 84th & Pacific Avenue in Tacoma is underway. https://t.co/M1rXU9OR8l
PROTEST DAY ⬇⬇⬇ #antifascist #disconnectwhitepower https://t.co/EU84wd2NJ8


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NOTICE: Due to scheduled maintenance at our Gaithersburg campus, this site will not be available from 5:00 pm EDT (21:00 UTC) on Friday October 25 until 5:00 pm (21:00 UTC) on Sunday October 27. We apologize for any inconvenience this outage may cause.
Search Results
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|Kerrola, K.M.
You may also wish to search for items by Kerrola, K. and Kerrola.
Only one matching reference was found.
Kerrola, K.M.; Kallio, H.P., Extraction of volatile compounds of angelica (Angelica archangelica L.) root by liquid carbon dioxide, J. Agric. Food Chem., 1994, 42, 10, 2235-2245, https://doi.org/10.1021/jf00046a030 . [all data]


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Journal Selections from MSI
Evidence That Marketing Power Predicts Firm Performance
Powerful marketing departments enhance returns on total shareholder value.
Hui Feng, Neil A. Morgan, and Lopo L. Rego examine marketing department power and its relationship with firm performance across a multi-industry sample of U.S. firms from 1993-2008. Using multiple objective indicators, they find that marketing's influence increased over the 16-year period. Further, econometric modeling offers strong evidence that marketing department power predicts short-term profitability and, beyond this effect, directly predicts longer-term shareholder value.
Their study suggests that senior managers should want a powerful marketing department because it contributes to a firm's short-term profitability and longer-term shareholder value (even beyond its effect through marketing capabilities). This finding suggests that CEOs should actively try to ensure that marketers are represented in the firm's top management team.
Managers should be particularly motivated to develop and enhance the firm's ability to build and leverage market-based assets. However, because long-run market-based asset-building capability has a negative effect on short term ROA and a positive effect on longer-term total shareholder return (even when controlling for ROA), managers who are focused only on short-term profit maximization should be aware of the potential trade-offs in making their resource allocation decisions.
Download from the American Marketing Association (free until July 11, 2016)
Marketing Department Power and Firm Performance by Hui Feng, Neil A. Morgan, and Lopo L. Rego, Journal of Marketing (September 2015)
Journal Selections from MSI (June 2016)
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text: Home » » seaside-house-balcony seaside-house-balcony Posted by housedeco On July 2, 2014 In No comments Tweet Pin It Advertisement Leave a Reply Cancel reply Your email address will not be published. Required fields are marked *Name Email Website Notify me of new posts by email. This site uses Akismet to reduce spam. Learn how your comment data is processed.


text: I know that Pinterest can sometimes be confusing and you don't know where to start or how to utilize all the features! BUT.. when you know how to use it properly it can be your best friend and help you land your ideal clients! So my love I'm giving you one of my favorite tools to get noticed on Pinterest!


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All CUSTOM Christmas Orders must be placed Before November 15, 2019.
I will be preparing for my wedding and honeymoon and will resume Custom Orders after February 2, 2020.
Thank you for understanding!
From 9 to 5 I'm a graphic designer, most of my other time is pretty much spent doodling. I currently create in my hometown of Jacksonville, FL. in the company of my pet tortoise, Herman and fiancé, Daniel. I'm a proud Latina Artist. Pale? Yes. 100% Puerto Rican? Also yes. Born in Italy? Yup.
(It's confusing I know.)
Photos by Ariel Rose Photography


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Account Executive | Inside Sales
The Company Our client is an innovative and tech inspired company. With a solution that has been tried and tested successfully in the North American Market, they are ready to onboard individuals who have the want and drive to become top tier salespeople. Their love for problem solving and lateral thinking paired with their technology and data driven approach is why they have been so efficacious since inception.
The Role As an Account Executive you will drive sales, targeting small and medium sized merchants. Your innate ability to grow and maintain your pipeline is how you will succeed at the role. You will also be the type of individual who has the drive and hustle required to pick up the phone and prospect daily.
About you You welcome new challenges and take them head on You have a track record of smashing sales targets Experience in a Lead generation/SDR role previously Not be afraid to hit the ground running in a dynamic, exciting, and faced paced environment Entrepreneurially minded You are driven to be the best The Benefits A strong base salary Getting to be a part of the core team in Australia for a SaaS giant Working with one of the best solutions in the industry A competitive commission structures If this sounds like the opportunity for you then click APPLY now or call Nick on 0487 002 099 for a confidential chat.


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$695 1 bed 2600 Harvard Drive, Chesapeake VA, 23324
$695 1 bed
2600 Harvard Drive, South Norfolk, Chesapeake, 23324
Commute to Downtown Portsmouth
This apartment is in the South Norfolk neighborhood in Chesapeake. Nearby parks include Lakeside Park, Cascade Park and Johnson Park.
2600 Harvard Drive has a Walk Score of 37 out of 100. This location is a Car-Dependent neighborhood so most errands require a car.
HARVARD APARTMENTS... WHERE AFFORDABLE LIVING IS EASY! Only 10 minutes away from downtown Norfolk, Norshipco Shipyard, Metro Machine, and many other area employers. Our community is convenient to the Greenbrier Shopping Mall and is near surrounding schools, grocery shopping and banking needs. Our location is right where you want to be... in the heart of South Norfolk.
Pets allowed: No
Owner/manager tools | Report bad listing | From apartmentguide.com
South Norfolk, Chesapeake, 23324
Most errands require a car.
It is possible to get on a bus.
Explore how far you can travel by car, bus, bike and foot from 2600 Harvard Drive.
2600 Harvard Drive has minimal transit which means it is possible to get on a bus.
Bus lines:
0.0 mi
View all South Norfolk apartments on a map.
Popular apartment searches include single family and fitness.
Search for homes in Chesapeake or find a Chesapeake real estate agent who knows walkable neighborhoods. Links will open on our partner site Redfin.com.
2600 Harvard Drive is in the South Norfolk neighborhood. South Norfolk is the 5th most walkable neighborhood in Chesapeake with a neighborhood Walk Score of 43.


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$399.00 $649.00
Also Available at Sam Ash Music Stores
Legacy Drive User Manual
Hi Resolution Images.zip
Create your own Legacy with the VLD1 Legacy DRIVE tube pedal. The VLD1's tube technology with simple, yet comprehensive and modern features delivers the sound of Steve Vai's Legacy amplifier in a preamp pedal. Incorporate the VLD1 in your rig as a preamp, a pedal or by going direct.
»Preamp Tubes: Two 12AX7 (dual stage)
»Controls: MASTER, BYPASS
» Drive channel: VOLUME, DRIVE, BASS, MID, TREBLE, PRESENCE, GAIN switch
» Clean channel: VOLUME, BASS, MID, TREBLE, PRESENCE switch
» Footswitches: BYPASS, GAIN, DRIVE/CLEAN
» 1/4" Footswitch jack: Tip: Hi Gain, Ring: Drive/Clean
» 1/4" Bypass jack: Tip: Bypass
» Bypass type: Hardwire bypass, relay engaged
» Phones/Cab Voiced Out: G3 speaker cabinet voicing, stereo or mono, low impedance capable
» DC adapter (included): 12VDC/1A voltage regulated, 5.5mmOD/2.1mmID Center Positive
»Size: H x W x D 3.825" x 8.875" x 8.375" (97mm x 225mm x 213mm)
» Weight (without adapter): 3.4 lb. (1.55 kg)
» Warranty: One Year, 90 days on tubes
-Steve Vai
"I just got off stage after using the new pedal for half the show in Calgary. I went back to the amp for the other half just to compare. They are very very close, but my sound man likes the new pedal version better. This is going to make my life a lot easier. Thank you thank you thank you."
-David Fullerton
"Great Addition to Guitar Arsenal. Phenomenal!"
Dan M, IATSE Local#2
My search for a pre-amp "drive" pedal may have finally come to an end. I have been playing the guitar for 45+ years, I haven't played out much since I was a younger man, but still play every day. I have long since rejected the idea that any guitar, amp, or pedal sounds better or worse than any other. I carry this idea into my very long career as a sound engineer, there is no "best" mic, "best line array", or "best mixing console". It's what you do with it that matters.
When it comes to your guitar, the same thing applies, if your rig feels good to you, and serves your music, then that's it! Not that it isn't fun to keep exploring new things, but you are the only valid judge of the value and usefulness of your instrument.
This leads me to my opinion of the Legacy Drive I recently acquired from Carvin, and why it is likely a good tool for others as well as me. This device has an enormous range of control. It can move quite smoothly through the domain of "Pre-amp/drive" pedals from a very clean boost to total high gain. Again the path through these is very smooth making it easy to slide your way through until you come to just the effect you want.
In the clean end of the spectrum the pedal seems to open up the guitar, sort of as if it is taking all the load off of the pickups.
The foot switch arrangement allows you to instantly bounce around through three gain levels, and bypass.
Whatever type of front end sculpting you are looking for, you can achieve it with the VLD1.
$34.00 $69.00
The FS44M foot switch is designed exclusively for the Steve Vai VL300 100W tube guitar amplifier. Features: Channel SwitchingBoost On/Off Specifications: Channel Switching: 3 ChannelsBoost Control: YesLED...View full product details


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Biography of Jerzy Jendrośka
Contact details
Firm: European Environmental Law Forum (EELF)
Email: firstname.lastname@example.com
Office address
Helmholtz Centre for Environmental Research - UFZ Permoserstr. 15
Leipzig 04318
Tel: +49 341 235 1987
Jerzy Jendrośka Ph.D. is a Managing Partner at Jendrośka Jerzmański Bar and Partners Environmental Lawyers (JJB), and Adjunct Professor and Director of European Environmental Law Post-Graduate Studies at Opole University.
He obtained his Master of Laws from Wrocław University and his Ph.D. from the Institute of Law at the Polish Academy of Sciences. He also received a Diploma in International Law from the Vienna University Summer School.
Jerzy served as an arbitrator at the Permanent Court of Arbitrage in The Hague, a member of the Implementation Committee of the Espoo Convention, and a member of the Aarhus Compliance Committee.
In Poland he served as Vice-Chair of the State GMO Commission, a member of the National EIA Commission in Poland, and a member of the State Environmental Protection Council.
Jerzy has been involved in drafting environmental legislation in Poland and in other countries in the EU, Eastern and South-Eastern Europe, the South Caucasus, Central Asia and Latin America.
LL.M., Wrocław University, 1978
J.D., Polish Academy of Sciences, 1986
Significant Clients:
- Polish Environment Ministry
- World Bank
- 3M Poland
- PGE (Polish Energy Group)
- PGNiG (Polish Petroleum and Gas Mining)
- PKN Orlen S.A.
- Tesco Poland
- Toyota Motor Industries Poland
- European Commission
- United Nations Economic Commission for Europe


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January 5, 2019
This is a perfect day for my second WALKandWRITE! My hubby dropped me off at Starvation Lake Road after we dropped my car off at AuSable Institute where I could pick it up and not have to backtrack along the same section of the North Country Trail. Nice!
I hiked 3.6 miles on snowshoes. I paused to write at one of my favorite resting spots – the bench overlooking Eagle Lake. My snowshoe breath has settled down now. I have Absorbed my surroundings after my 1.75 mile walk. I now listen. Because it is the weekend, there is no total silence. I hear the faraway buzz of snowmobiles. At first this makes me mad because I crave solitude and I don't care for their noise and polluting smell. But then I pause and think, these are working Americans trying to blow off steam and have their own kind of fun while reducing stress. (Side Note: Winter WALKandWRITE might be more enjoyable with a blanket. My buns are cold!).
My walk so far has been a blessing. The humidity of our lake effect air formed hoarfrost and icing on the trees. The rays of the sun peeking through the snowfog made the forest magical! I took lots of photos:
I left one of my "trail angels" in the Grand Traverse District sign-in box along the trail.
Looking and Listening: I heard a few chickadees in addition to the engine sounds of the weekenders. But mostly I heard the clip-clop, scrunch-munch of my modern snowshoes upon the snow that had froze in the night. Shaded sections of the trail were softer creating a whomp-whomp sound from my shoes. I looked upon scene after scene of sunlight through the red pines with sun rays reflecting off the frosted branches. In a cutover section, small stick saplings raised their spindly bodies skyward like a wannabee forest of teenagers. I saw leaves scattered along the trail creating their own paw marks.
Kindling these thoughts, I began a read from "Writing as a Path to Awakening" by Albert Flynn DeSilver. There are many "WOW" insights in such a couple of paragraphs. I am in total agreement with Mr. DeSilver as he says "writing moves us along the path of awakening to our true nature." The question is "Awakening to What?" He says we are "awakening from the dream of separation." I believe we are not alone onto ourselves. We are part of God and the Universe. So we need to accept all the other parts (even the snowmobilers).
Imagine – what I can become as a writer with this concept I am developing to WALKandWRITE!
Transcend – That is becoming one with my surroundings. These trees, this snow, these leaves, lake, bark, homes, hills, sun, sky, creatures sleeping and hidden, and yes the people too. Perhaps they are the hardest to transcend and join?
Evolve/Enlighten – Yes, I am evolving into a more complete spiritual being (as the raven caw-caws in agreement). Yes! Yes! and so I will enlighten others come May with my passion and hope to give others the same peace as I present WALKandWRITE at the NCT Celebration.
Poem written from this Walk&Write
It was as if all the Big Bang stars
fell from the sky
and landed softly in these woods
covered in winter white
glittering specks of stardust
lit up by the sun . . . and so
dipping my red mitten
into this Holy Oneness
I raise a gift to my lips
swallowing the galaxy


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Acqua Alta: A Commissario Brunetti Novel
About the Book
Acqua Alta: A Commissario Brunetti Novel
Complex, moral, gracious, and fiercely loyal, Commissario Guido Brunetti is a husband, father, detective, and, above all, a proud resident of the enchanted floating city of Venice. But when Brunetti's old friend, Brett Lynch, an American expatriate-and distinguished art historian-is horribly beaten by thugs in the apartment she shares with her lover, the commanding and strong-willed opera diva Flavia Petrelli, the detective embarks upon an investigation that will lead him deep into the underworld of his beautiful city, where crooked deals and stolen antiquities abound and petty crooks and distinguished citizens alike operate under their own inscrutable rules and baroque code of ethics.
But in a city where everybody knows everybody else's business, it's hard to keep secrets for very long. Although Brunetti's trusted sources offer him valuable insights, Venice's shadowy, secretive antiquities market proves more difficult to infiltrate than the detective imagined, and he soon finds himself with a handful of half-clues and scraps of scattered evidence. Brunetti has other problems, as well: for one, he's locked in a delicate and potentially troublesome power struggle with his social-climbing boss, Vice-Questore Patta, who both resents Brunetti and relies on him to solve the city's most high-profile cases. Meanwhile, Venice has entered its rainy season, and the detective finds himself battling sheets of driving rain, and trying to chase down information about Brett's attackers proves to be almost as elusive as sunlight.
Still, after a man's body is discovered, it's up to Brunetti to figure out what a murder victim, an antiques dealer, a stranger with Mafia connections, and a group of forged Chinese antiquities all have to do with one another. Suddenly, everything and everyone Brunetti thought he trusted-his sources, Brett, Flavia, even his own family-become objects of his suspicions. Is Brett hiding something from Brunetti that he needs to know to conduct his investigation? Is Flavia telling him the truth? Or is Brunetti becoming paranoid himself?
Full of corkscrew plot twists and sharp, pithy observations about family, nationality, and honor, Donna Leon's Acqua Alta takes us into a singular and unforgettable world of beauty, tradition, and greed, where everyone has a secret of their own, and nothing-and no one-is as it seems.
Acqua Alta: A Commissario Brunetti Novel
- Publication Date: August 31, 2004
- Paperback: 416 pages
- Publisher: Penguin (Non-Classics)


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Selina's Story
This article represents the opinions, thoughts, and experiences of the author; none of this content has been paid for by any advertiser. The InflammatoryBowelDisease.net team does not recommend or endorse any products or treatments discussed herein. Learn more about how we maintain editorial integrity here.
Join the conversation! Log in or create an account.
Hi selina,
Thank you for your sharing your story. I'm sorry to hear of your frustration but I hope our site can be helpful as you get oriented with IBD. I also wanted to share an article with you specifically for those who are newly diagnosed, written by one of our advocates with a lot of experience: https://inflammatoryboweldisease.net/living/5-essential-tips-for-newly-diagnosed-patients/.
I hope you find it helpful but please keep us posted on our journey and how we can help – we're here for you! – Susan (InflammatoryBowelDisease.net Team Member)
Thank you so very much for the website links. Extremely helpful!!!
Thank you. I will.


text:
Hi There! Is this Your First Time?
Did you know if you Register you have access to free search tools including the ability to save listings and property searches? Did you know that you can bypass the search altogether and have listings sent directly to your email address? Check out our how-to page for more info.
- Price$299,900
- Beds4
- Baths2
- Sq. Ft.1,800
- Acres0.13
- Built1947
6203 Felix Ave, Austin
Move in ready in desired Montopolis. Minutes to Downtown Austin, ACC, and the Airport. Recent roof, windows, and fresh interior paint. Many updates including bathrooms. Kitchen features granite countertops, tile backsplash, an island, and custom cabinets. Ceiling fans in all rooms, and no carpet in this home. No HOA with a driveway long enough to fit your RV. Convenient to shopping, restaurants, and parks.
Essential Information
- Price$299,900
- Bedrooms4
- Bathrooms2.00
- Full Baths2
- Square Footage1,800
- Acres0.13
- Year Built1947
- TypeResidential
- Sub-TypeHouse
- Style1st Floor Entry, Single level Floor Plan
- StatusPending - Taking Backups
- UtilitiesElectricity on Property, Internet-Cable, Natural Gas on Property, Phone on Property
- Parking Spaces3
- ParkingGated Parking, On-Site Parking, Outside
- ViewNo View
- Exterior FeaturesOutbuildings, Porch-Open, Private BackYard, RV/Boat Parking, Workshop
- Lot DescriptionInterior, Level
- RoofComposition Shingle
- ConstructionFrame
- FoundationPier & Beam
Community Information
- Address6203 Felix Ave
- SubdivisionPitts
- CityAustin
- CountyTravis
- StateTX
- Zip Code78741
- Interior FeaturesCeiling-Beam, Ceiling-Vaulted, Indoor Utilities, Smoke Detector, Walk-In Closet
- AppliancesDishwasher, Disposal, Microwave Oven, Range-Free Standing, Water Heater Gas
- HeatingCentral Heat
- CoolingCentral Air
- FireplaceYes
- # of Fireplaces1
- FireplacesLiving Room
- # of Stories1
- Stories1
School Information
- DistrictAustin ISD
- ElementaryAllison
- MiddleMartin
- HighJohnston
Property Listed by: Keller Williams Realty
The information being provided is for consumers' personal, non-commercial use and may not be used for any purpose other than to identify prospective properties consumers may be interested in purchasing.
Based on information from the Austin Board of REALTORS® (alternatively, from ACTRIS) from October 18th, 2019 at 1:15am CDT. Neither the Board nor ACTRIS guarantees or is in any way responsible for its accuracy. The Austin Board of REALTORS®, ACTRIS and their affiliates provide the MLS and all content therein "AS IS" and without any warranty, express or implied. Data maintained by the Board or ACTRIS may not reflect all real estate activity in the market.
All information provided is deemed reliable but is not guaranteed and should be independently verified.


text:
Facebook announced Thursday that it will be rolling out a new feature over the next few days called Privacy Checkup. It's meant to help you make sure your posts are only being shared with people you would want to see it.
The tool is exactly as its name implies. Facebook will ask you to review the information that's publicly available in your profile to verify that you're okay with it. If not, you'll be able to make changes right there.
Facebook announced this tool in May when it unveiled a handful of new privacy-focused features. For example, posts from first-time Facebook users will only be visible to Friends rather than Public unless that new user decides to change it.
Privacy Checkup will be rolling out over the next few days, so you may not see it on your timeline just yet. But here's a quick look at how to use it so that you're ready when it launches.


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You may be asexual if you are not attracted to either sex. Qazi Rahman, study co-author and a leading scientist on human sexual orientation, said: Lesbians, especially those uninvolved with intravenous drugs and the sex trade, were probably the demographic group least affected by AIDS. Generational differences also remain wide, though support among older generations also is on the rise: Remarkably, these claims have become staples of the anti-gay right and have frequently made their way into far more mainstream venues. The FRC faults the study because the researchers didn't directly interview perpetrators but instead relied on the victims' medical charts for information about the offender's sexual orientation.
And, as explained above, many child molesters cannot be characterized as having an adult sexual orientation at all; they are fixated on children.
Terminology A second problem is that the terminology used in this area is often confusing and can even be misleading. Most molesters of boys do not report sexual interest in adult men, however" National Research Council,p. Black men in the United States were often lynched after being falsely accused of raping White women. You may be asexual if you are not attracted to either sex.
The Family Research Council has produced what is perhaps the most extensive attempt to document this claim.


text:
So weit die Füße tragen (2001)
- Aka
- Year
- Genre
- Runtime
- Country
- Languages
As prisoner of war Clemens Forell, a German soldier during WW II, is sentenced to a labour camp in far east Siberia. After four years working in the mines he escapes from the camp (in 1949) and tries to get home to his wife and children. For three years he journeys through Siberia. An odyssey of 14,000 kilometers, set against a backdrop of desolate and inhospitable landscape, beset by danger (from both animals and humans). Constantly battling the worst nature can throw at him, Forell makes his way, step by step towards Persia and the longed-for freedom. Sometimes riding on trains, sometimes by boat, mostly on foot, he never knows if his next step won't be his last. His prosecutor Kamenev is always right behind him, and more than once it seems that Forell is captured again...
- Clemens Forell
- Dr. Stauffer
- Oberleutnant Kamenev (as Anatoly Kotenyov)
- Irina
- Kathrin Forell
- Lieschen Forell - 13 Jahre
- Pfarrer (as Pfarrer Dr. Adalbert Mayer)
Written by
- novel "As Far As My Feet Will Carry Me"
ShowDiscuss this movie


text:
I am reminded now, of when this positive
idea first popped into my conscious thoughts, and I quickly embraced its inspiration.
It was the very first time how the Rays won 70 games
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Depending upon your option purchase rolled canvas or framed (...)
Pour créer des paragraphes, laissez simplement des lignes vides.
Veuillez laisser ce champ vide :


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The Many Neglected Fact About Personalized Essay Writting Explained
Why almost anything you have learned all about Personalized Essay Writting Is incorrect
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Painful exit: Ten days after passing out of NYSC, Osun born corps member drowns taking selfie in Bayelsa River
Ten days after passing out of the mandatory one year National Youth Service Corps, an outgoing corps member, Ojeshola Taofeek, has reportedly drowned in Nembe River, Nembe local government area of Bayelsa state.
It was gathered that the tragic incident occurred at the weekend when the deceased, who hailed from Osun state went to the Ogbolomabiri jetty to take pictures of the waterside as part of his service fun memories.
A source from the community, Igbogi Aprebo, said Taofeek was preparing to go home after completing a skill acquisition training on tailoring, which he started for self-development, before his death.
The source said the deceased collected his vocational certificate on tailoring two days before the unfortunate incident.
He said: "This corps member passed out among the recent set this year. He bought crayfish from my neighbour in preparation to return home joyfully. Unfortunately, he accompanied his colleagues to a water front (Jetty).
"He set himself at the edge of the jetty to take a photograph possibly with the aim of uploading on Facebook or to show his people when he return home on how he had safely ended his service in the riverine area.
"He fell into the river as the steps were slippery. Indigenes rushed to the scene having heard the sorrowful shouting for help. They searched for him more than 30 minutes before he was finally found.
"They applied all the efforts to revive him but he gave up the ghost. Indeed, it was a painful exit. The people of Opu-Nembe sympathize with the corps members of Nembe local government area and his bereaved families."
Aprebo said the Community Development Committee (CDC) had repeatedly warned corps members to avoid contact with the river.
He, however, said that the corps members were always adamant to the warnings.


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Book notes: Never Split the Difference, by Chris Voss
What follows are my highlighted quotes from the book—the best book I have ever read about negotiating. You can also read my summary of Never Split the Difference.
I was employing what had become one of the FBI's most potent negotiating tools: the open-ended question.
calibrated questions:
queries that the other side can respond to but that have no fixed answers.
Separate the person—the emotion—from the problem; two, don't get wrapped up in the other side's position (what they're asking for) but instead focus on their interests (why they're asking for it) so that you can find what they really want; three, work cooperatively to generate win-win options; and, four, establish mutually agreed-upon standards for evaluating those possible solutions.
Framing Effect, which demonstrates that people respond differently to the same choice depending on how it is framed (people place greater value on moving from 90 percent to 100 percent—high probability to certainty—than from 45 percent to 55 percent, even though they're both ten percentage points).
Prospect Theory explains why we take unwarranted risks in the face of uncertain losses. And the most famous is Loss Aversion, which shows how people are statistically more likely to act to avert a loss than to achieve an equal gain.
Man, he wrote, has two systems of thought: System 1, our animal mind, is fast, instinctive, and emotional; System 2 is slow, deliberative, and logical. And System 1 is far more influential. In fact, it guides and steers our rational thoughts.
What were needed were simple psychological tactics and strategies that worked in the field to calm people down, establish rapport, gain trust, elicit the verbalization of needs, and persuade the other guy of our empathy. We needed something easy to teach, easy to learn, and easy to execute.
It all starts with the universally applicable premise that people want to be understood and accepted. Listening is the cheapest, yet most effective concession we can make to get there. By listening intensely, a negotiator demonstrates empathy and shows a sincere desire to better understand what the other side is experiencing.
The majority of the interactions we have at work and at home are negotiations that boil down to the expression of a simple, animalistic urge: I want.
So it's useful—crucial, even—to know how to engage in that conflict to get what you want without inflicting damage.
Good negotiators, going in, know they have to be ready for possible surprises; great negotiators aim to use their skills to reveal the surprises they are certain exist.
really smart people often have trouble being negotiators—they're so smart they think they don't have anything to discover.
Great negotiators are able to question the assumptions that the rest of the involved players accept on faith or in arrogance, and thus remain more emotionally open to all possibilities, and more intellectually agile to a fluid situation.
do you really need a whole team to . . . hear someone out?" The fact that the FBI has come to that conclusion, I tell them, should be a wake-up call. It's really not that easy to listen well.
We engage in selective listening, hearing only what we want to hear, our minds acting on a cognitive bias for consistency rather than truth. And that's just the start.
we are easily overwhelmed.
When they're not talking, they're thinking about their arguments, and when they are talking, they're making their arguments. Often those on both sides of the table are doing the same thing, so you have what I call a state of schizophrenia: everyone just listening to the voice in their head (and not well, because they're doing seven or eight other things at the same time). It may look like there are only two people in a conversation, but really it's more like four people all talking at once.
There's one powerful way to quiet the voice in your head
prioritizing your argument—in fact, instead of doing any thinking at all in the early goings about what you're going to say—make your sole and all-encompassing focus the other person and what they have to say. In that mode of true active listening—aided by the tactics you'll learn in the following chapters—you'll disarm your counterpart. You'll make them feel safe. The voice in their head will begin to quiet down.
The goal is to identify what your counterparts actually need (monetarily, emotionally, or otherwise) and get them feeling safe enough to talk and talk and talk some more about what they want.
it begins with listening, making it about the other people, validating their emotions, and creating enough trust and safety for a real conversation to begin.
Going too fast is one of the mistakes all negotiators are prone to making.
When we radiate warmth and acceptance, conversations just seem to flow. When we enter a room with a level of comfort and enthusiasm, we attract people toward us.
Most of the time, you should be using the positive/ playful voice. It's the voice of an easygoing, good-natured person.
When people are in a positive frame of mind, they think more quickly, and are more likely to collaborate and problem-solve (instead of fight and resist).
When you inflect in an upward way, you invite a response. Why? Because you've brought in a measure of uncertainty.
If I see a work-for-hire clause, for example, I might say, "We don't do work-for-hire." Just like that, plain, simple, and friendly. I don't offer up an alternative, because it would beg further discussion, so I just make a straightforward declaration.
You can be very direct and to the point as long as you create safety by a tone of voice that says I'm okay, you're okay, let's figure things out.
The other group of waiters mirrored their customers simply by repeating their orders back to them. The results were stunning: the average tip of the waiters who mirrored was 70 percent more than of those who used positive reinforcement.
If you take a pit bull approach with another pit bull, you generally end up with a messy scene and lots of bruised feelings and resentment. Luckily, there's another way without all the mess. It's just four simple steps: 1. Use the late-night FM DJ voice. 2. Start with "I'm sorry . . ." 3. Mirror. 4. Silence. At least four seconds, to let the mirror work its magic on your counterpart. 5. Repeat.
The intention behind most mirrors should be "Please, help me understand."
negotiation is primarily a language of conversation and rapport: a way of quickly establishing relationships and getting people to talk and think together.
Don't commit to assumptions; instead, view them as hypotheses and use the negotiation to test them rigorously.
People who view negotiation as a battle of arguments become overwhelmed by the voices in their head. Negotiation is not an act of battle; it's a process of discovery.
The late-night FM DJ voice: Use selectively to make a point. Inflect your voice downward, keeping it calm and slow. When done properly, you create an aura of authority and trustworthiness without triggering defensiveness.
The positive/ playful voice: Should be your default voice. It's the voice of an easygoing, good-natured person. Your attitude is light and encouraging. The key here is to relax and smile while you're talking.
Mirrors work magic. Repeat the last three words (or the critical one to three words) of what someone has just said. We fear what's different and are drawn to what's similar. Mirroring is the art of insinuating similarity, which facilitates bonding. Use mirrors to encourage the other side to empathize and bond with you, keep people talking, buy your side time to regroup, and encourage your counterparts to reveal their strategy.
Emotions are one of the main things that derail communication. Once people get upset at one another, rational thinking goes out the window.
You can learn almost everything you need—and a lot more than other people would like you to know—simply by watching and listening, keeping your eyes peeled and your ears open, and your mouth shut.
empathy is "the ability to recognize the perspective of a counterpart, and the vocalization of that recognition."
I didn't say anything about agreeing with the other person's values and beliefs or giving out hugs. That's sympathy. What I'm talking about is trying to understand a situation from another person's perspective.
We didn't just put ourselves in the fugitives' shoes. We spotted their feelings, turned them into words, and then very calmly and respectfully repeated their emotions back to them. That's called labeling.
Labeling is a way of validating someone's emotion by acknowledging it.
Think of labeling as a shortcut to intimacy, a time-saving emotional hack.
For most people, it's one of the most awkward negotiating tools to use. Before they try it the first time, my students almost always tell me they expect their counterpart to jump up and shout, "Don't you dare tell me how I feel!" Let me let you in on a secret: people never even notice.
no matter how they end, labels almost always begin with roughly the same words: It seems like . . . It sounds like . . . It looks like . .
"It sounds like . . ." and not "I'm hearing that . . ." That's because the word "I" gets people's guard up.
Labeling negatives diffuses them (or defuses them, in extreme cases); labeling positives reinforces them.
I learned how important it was to go directly at negative dynamics in a fearless but deferential manner.
The best way to deal with negativity is to observe it, without reaction and without judgment. Then consciously label each negative feeling and replace it with positive, compassionate, and solution-based thoughts.
It was the stupidly aggressive, impersonal, tone-deaf style of communication that is the default for most business.
The faster we can interrupt the amygdala's reaction to real or imaginary threats, the faster we can clear the road of obstacles, and the quicker we can generate feelings of safety, well-being, and trust.
We do that by labeling the fears.
Think back to that Harlem landing: I didn't say, "It seems like you want us to let you go." We could all agree on that. But that wouldn't have diffused the real fear in the apartment, or shown that I empathized with the grim complexity of their situation. That's why I went right at the amygdala and said, "It seems like you don't want to go back to jail."
The road is not always cleared so easily, so don't be demoralized if this process seems to go slowly. The Harlem high-rise negotiation took six hours. Many of us wear fears upon fears, like layers against the cold, so getting to safety takes time.
"It seems that you are really passionate about this gift and want to find the right project reflecting the opportunities and life-changing experiences the Girl Scouts gave you."
By digging beneath what seems like a mountain of quibbles, details, and logistics, labels help to uncover and identify the primary emotion driving almost all of your counterpart's behavior, the emotion that, once acknowledged, seems to miraculously solve everything else.
defense lawyers do this properly by mentioning everything their client is accused of, and all the weaknesses of their case, in the opening statement. They call this technique "taking the sting out."
The first step of doing so is listing every terrible thing your counterpart could say about you, in what I call an accusation audit.
As you just saw, the beauty of going right after negativity is that it brings us to a safe zone of empathy. Every one of us has an inherent, human need to be understood, to connect with the person across the table.
"It seems you are taking the rough day pretty well," he says. "I was also affected by the weather delays and missed my connecting flight. It seems like this flight is likely booked solid, but with what you said, maybe someone affected by the weather might miss this connection. Is there any possibility a seat will be open?"
I encourage you to take the risk of sprinkling these in every conversation you have. I promise you that they will feel awkward and artificial at first, but keep at it. Learning to walk felt awfully strange, too.
Imagine yourself in your counterpart's situation.
The reasons why a counterpart will not make an agreement with you are often more powerful than why they will make a deal, so focus first on clearing the barriers to agreement.
List the worst things that the other party could say about you and say them before the other person can. Performing an accusation audit in advance prepares you to head off negative dynamics before they take root. And because these accusations often sound exaggerated when said aloud, speaking them will encourage the other person to claim that quite the opposite is true.
Pushing hard for "Yes" doesn't get a negotiator any closer to a win; it just angers the other side.
"No" is the start of the negotiation, not the end of it.
people will fight to the death to preserve their right to say "No," so give them that right and the negotiating environment becomes more constructive and collaborative almost immediately.
There are actually three kinds of "Yes": Counterfeit, Confirmation, and Commitment.
Though the intensity may differ from person to person, you can be sure that everyone you meet is driven by two primal urges: the need to feel safe and secure, and the need to feel in control. If you satisfy those drives, you're in the door.
By pushing for a "No," Marti nudged her supervisor into a zone where he was making the decisions. And then she furthered his feelings of safety and power with a question inviting him to define her next move.
If you want do something today to make sure that doesn't happen, you can give to XYZ Committee, which is working hard to fight for you. See how clearly that swaps "Yes" for "No" and offers to take a donation if Mr. Smith wants? It puts Mr. Smith in the driver's seat; he's in charge.
Another way to force "No" in a negotiation is to ask the other party what they don't want. "Let's talk about what you would say 'No' to," you'd say. And people are comfortable saying "No" here because it feels like self-protection. And once you've gotten them to say "No," people are much more open to moving forward toward new options and ideas.
If despite all your efforts, the other party won't say "No," you're dealing with people who are indecisive or confused or who have a hidden agenda. In cases like that you have to end the negotiation and walk away. Think of it like this: No "No" means no go.
Have you given up on this project? The point is that this one-sentence email encapsulates the best of "No"-oriented questions and plays on your counterpart's natural human aversion to loss.
Break the habit of attempting to get people to say "yes." Being pushed for "yes" makes people defensive. Our love of hearing "yes" makes us blind to the defensiveness we ourselves feel when someone is pushing us to say it.
"No" is not a failure. We have learned that "No" is the anti-" Yes" and therefore a word to be avoided at all costs. But it really often just means "Wait" or "I'm not comfortable with that." Learn how to hear it calmly. It is not the end of the negotiation, but the beginning.
Saying "No" makes the speaker feel safe, secure, and in control, so trigger it.
That's why "Is now a bad time to talk?" is always better than "Do you have a few minutes to talk?"
Persuasion is not about how bright or smooth or forceful you are. It's about the other party convincing themselves that the solution you want is their own idea.
If a potential business partner is ignoring you, contact them with a clear and concise "No"-oriented question that suggests that you are ready to walk away. "Have you given up on this project?" works wonders.
If you successfully take someone up the Behavioral Change Stairway, each stage attempting to engender more trust and more connection, there will be a breakthrough moment when unconditional positive regard is established and you can begin exerting influence.
the sweetest two words in any negotiation are actually "That's right."
The "that's right" breakthrough usually doesn't come at the beginning of a negotiation. It's invisible to the counterpart when it occurs, and they embrace what you've said.
Summarize: A good summary is the combination of rearticulating the meaning of what is said plus the acknowledgment of the emotions underlying that meaning (paraphrasing + labeling = summary).
Driving toward "that's right" is a winning strategy in all negotiations. But hearing "you're right" is a disaster.
You're right." He agreed, in theory, but he didn't own the conclusion. Then he would go right back to the behavior we were trying to get him to stop.
The moment you've convinced someone that you truly understand her dreams and feelings (the whole world that she inhabits), mental and behavioral change becomes possible, and the foundation for a breakthrough has been laid.
Use a summary to trigger a "that's right." The building blocks of a good summary are a label combined with paraphrasing. Identify, rearticulate, and emotionally affirm "the world according to . .
There's always leverage. Negotiation is never a linear formula: add X to Y to get Z. We all have irrational blind spots, hidden needs, and undeveloped notions.
We don't compromise because it's right; we compromise because it is easy and because it saves face.
You've got to embrace the hard stuff. That's where the great deals are. And that's what great negotiators do.
Increasing specificity on threats in any type of negotiations indicates getting closer to real consequences at a real specified time.
To gauge the level of a particular threat, we'd pay attention to how many of the four questions—What? Who? When? And how?—were addressed.
When people issue threats, they consciously or subconsciously create ambiguities and loopholes they fully intend to exploit.
when negotiators tell their counterparts about their deadline, they get better deals.
"If you approach a negotiation thinking that the other guy thinks like you, you're wrong," I say. "That's not empathy; that's projection."
In other words, while we may use logic to reason ourselves toward a decision, the actual decision making is governed by emotion.
"Fair?" you'd respond, pausing to let the word's power do to them as it was intended to do to you. Follow that with a label: "It seems like you're ready to provide the evidence that supports that," which alludes to opening their books or otherwise handing over information that will either contradict their claim to fairness or give you more data to work with than you had previously. Right away, you declaw the attack.
"I want you to feel like you are being treated fairly at all times. So please stop me at any time if you feel I'm being unfair, and we'll address it."
As a negotiator, you should strive for a reputation of being fair.
while our decisions may be largely irrational, that doesn't mean there aren't consistent patterns, principles, and rules behind how we act.
people are drawn to sure things over probabilities, even when the probability is a better choice. That's called the Certainty Effect.
people will take greater risks to avoid losses than to achieve gains. That's called Loss Aversion.
The chance for loss incites more risk than the possibility of an equal gain.
To get real leverage, you have to persuade them that they have something concrete to lose if the deal falls through.
let the other side anchor monetary negotiations.
neither side has perfect information going to the table. This often means you don't know enough to open with confidence. That's especially true anytime you don't know the market value of what you are buying or selling,
be careful when you let the other guy anchor. You have to prepare yourself psychically to withstand the first offer.
After you've anchored them high, you can make your offer seem reasonable by offering things that aren't important to you but could be important to them.
I want to stimulate my counterpart's brainstorming to see what valuable nonmonetary gems they might have that are cheap to them but valuable to me.
numbers that end in 0 inevitably feel like temporary placeholders,
The line went silent and the nephew began to sweat profusely, but we told him to hold tight. This always happened at the moment the kidnapper's economic reality got totally rearranged.
"What does it take to be successful here?"
we all were still suffering under the notion that negotiation was a wrestling match where the point is to exhaust your opponent into submission, hope for the best, and never back down.
the calibrated, or open-ended, question. What it does is remove aggression from conversations by acknowledging the other side openly, without resistance. In doing so, it lets you introduce ideas and requests without sounding pushy. It allows you to nudge.
we had this very tit-for-tat mentality. Under that mentality, if we called up the bad guys we were asking for something, and if they gave it to us we had to give them something back. And so, because we were positive that the Burnhams were alive, we'd never bothered to call and ask for proof of life.
And all negotiation, done well, should be an information-gathering process that vests your counterpart in an outcome that serves you.
Worst of all, the bad guys know that they have just given you something—a proof of life—which triggers this whole human reciprocity gene.
It's a "how" question, and "how" engages because "how" asks for help.
the secret to gaining the upper hand in a negotiation is giving the other side the illusion of control.
Our job as persuaders is easier than we think. It's not to get others believing what we say. It's just to stop them unbelieving.
"Unbelief is the friction that keeps persuasion in check,"
Giving your counterpart the illusion of control by asking calibrated questions—by asking for help—is one of the most powerful tools for suspending unbelief.
What's so powerful about the senior doctor's technique is that he took what was a showdown—" I'm going to leave" versus "You can't leave"—and asked questions that led the patient to solve his own problem . . . in the way the doctor wanted.
"He who has learned to disagree without being disagreeable has discovered the most valuable secret of negotiation."
you can just say the price is a bit more than you budgeted and ask for help with one of the greatest-of-all-time calibrated questions: "How am I supposed to do that?" The critical part of this approach is that you really are asking for help and your delivery must convey that. With this negotiating scheme, instead of bullying the clerk, you're asking for their advice and giving them the illusion of control.
The real beauty of calibrated questions is the fact that they offer no target for attack like statements do. Calibrated questions have the power to educate your counterpart on what the problem is rather than causing conflict by telling them what the problem is.
calibrated questions avoid verbs or words like "can," "is," "are," "do," or "does." These are closed-ended questions that can be answered with a simple "yes" or a "no." Instead, they start with a list of words people know as reporter's questions: "who," "what," "when," "where," "why," and "how."
it's best to start with "what," "how," and sometimes "why."
What and how questions are the key.
Regardless of what language the word "why" is translated into, it's accusatory.
The only time you can use "why" successfully is when the defensiveness that is created supports the change you are trying to get them to see. "Why would you ever change from the way you've always done things and try my approach?"
the key to getting people to see things your way is not to confront them on their ideas (" You can't leave") but to acknowledge their ideas openly (" I understand why you're pissed off") and then guide them toward solving the problem (" What do you hope to accomplish by leaving?").
If you can't control your own emotions, how can you expect to influence the emotions of another party?
The script we came up with hit all the best practices of negotiation we've talked about so far. Here it is by steps:
1. A "No"-oriented email question to reinitiate contact: "Have you given up on settling this amicably?"
2. A statement that leaves only the answer of "That's right" to form a dynamic of agreement: "It seems that you feel my bill is not justified."
3. Calibrated questions about the problem to get him to reveal his thinking: "How does this bill violate our agreement?"
4. More "No"-oriented questions to remove unspoken barriers: "Are you saying I misled you?" "Are you saying I didn't do as you asked?" "Are you saying I reneged on our agreement?" or "Are you saying I failed you?"
5. Labeling and mirroring the essence of his answers if they are not acceptable so he has to consider them again: "It seems like you feel my work was subpar." Or ". . . my work was subpar?"
6. A calibrated question in reply to any offer other than full payment, in order to get him to offer a solution: "How am I supposed to accept that?"
7. If none of this gets an offer of full payment, a label that flatters his sense of control and power: "It seems like you are the type of person who prides himself on the way he does business—rightfully so—and has a knack for not only expanding the pie but making the ship run more efficiently."
8. A long pause and then one more "No"-oriented question: "Do you want to be known as someone who doesn't fulfill agreements?" From my long experience in negotiation, scripts like this have a 90 percent success rate. That is, if the negotiator stays calm and rational. And that's a big if.
The first and most basic rule of keeping your emotional cool is to bite your tongue. Not literally, of course. But you have to keep away from knee-jerk, passionate reactions. Pause. Think. Let the passion dissipate. That allows you to collect your thoughts and be more circumspect in what you say. It also lowers your chance of saying more than you want to.
Another simple rule is, when you are verbally assaulted, do not counterattack. Instead, disarm your counterpart by asking a calibrated question. The next time a waiter or salesclerk tries to engage you in a verbal skirmish, try this out. I promise you it will change the entire tenor of the conversation.
when people feel that they are not in control, they adopt what psychologists call a hostage mentality. That is, in moments of conflict they react to their lack of power by either becoming extremely defensive or lashing out.
Don't try to force your opponent to admit that you are right. Aggressive confrontation is the enemy of constructive negotiation.
Avoid questions that can be answered with "Yes" or tiny pieces of information. These require little thought and inspire the human need for reciprocity; you will be expected to give something back.
Ask calibrated questions that start with the words "How" or "What." By implicitly asking the other party for help, these questions will give your counterpart an illusion of control and will inspire them to speak at length, revealing important information.
Don't ask questions that start with "Why" unless you want your counterpart to defend a goal that serves you. "Why" is always an accusation, in any language.
Calibrate your questions to point your counterpart toward solving your problem. This will encourage them to expend their energy on devising a solution.
Bite your tongue. When you're attacked in a negotiation, pause and avoid angry emotional reactions. Instead, ask your counterpart a calibrated question. There is always a team on the other side. If you are not influencing those behind the table, you are vulnerable.
Your tone of voice is critical as this phrase can be delivered as either an accusation or a request for assistance. So pay attention to your voice.
negotiation is often called "the art of letting someone else have your way."
(A surprisingly high percentage of negotiations hinge on something outside dollars and cents, often having more to do with self-esteem, status, and other nonfinancial needs.)
We could have avoided all that had we asked a few calibrated questions, like: How does this affect everybody else? How on board is the rest of your team? How do we make sure that we deliver the right material to the right people? How do we ensure the managers of those we're training are fully on board?
UCLA psychology professor Albert Mehrabian created the 7-38-55 rule. That is, only 7 percent of a message is based on the words while 38 percent comes from the tone of voice and 55 percent from the speaker's body language and face.
The Rule of Three is simply getting the other guy to agree to the same thing three times in the same conversation.
vary your tactics. The first time they agree to something or give you a commitment, that's No. 1. For No. 2 you might label or summarize what they said so they answer, "That's right." And No. 3 could be a calibrated "How" or "What" question about implementation that asks them to explain what will constitute success, something like "What do we do if we get off track?"
liars use more words than truth tellers and use far more third-person pronouns. They start talking about him, her, it, one, they, and their rather than I, in order to put some distance between themselves and the lie.
The researchers dubbed this the Pinocchio Effect because, just like Pinocchio's nose, the number of words grew along with the lie.
The use of pronouns by a counterpart can also help give you a feel for their actual importance in the decision and implementation chains on the other side of the table. The more in love they are with "I," "me," and "my" the less important they are.
Conversely, the harder it is to get a first person pronoun out of a negotiator's mouth, the more important they are.
Instead, take a different tack and use your own name. That's how I get the Chris discount.
Humanize yourself. Use your name to introduce yourself. Say it in a fun, friendly way. Let them enjoy the interaction, too. And get your own special price.
you can usually express "No" four times before actually saying the word.
The first step in the "No" series is the old standby: "How am I supposed to do that?" You have to deliver it in a deferential way, so it becomes a request for help. Properly delivered, it invites the other side to participate in your dilemma and solve it with a better offer. After that, some version of "Your offer is very generous, I'm sorry, that just doesn't work for me" is an elegant second way to say "No."
(You can ignore the so-called negotiating experts who say apologies are always signs of weakness.)
Then you can use something like "I'm sorry but I'm afraid I just can't do that."
The art of closing a deal is staying focused to the very end. There are crucial points at the finale when you must draw on your mental discipline. Don't think about what time the last flight leaves, or what it would be like to get home early and play golf. Do not let your mind wander. Remain focused.
"Yes" is nothing without "How." Asking "How," knowing "How," and defining "How" are all part of the effective negotiator's arsenal. He would be unarmed without them.
Ask calibrated "How" questions, and ask them again and again. Asking "How" keeps your counterparts engaged but off balance. Answering the questions will give them the illusion of control. It will also lead them to contemplate your problems when making their demands. Use "How" questions to shape the negotiating environment. You do this
By using "How can I do that?" as a gentle version of "No." This will subtly push your counterpart to search for other solutions—your solutions. And very often it will get them to bid against themselves.
Don't just pay attention to the people you're negotiating with directly; always identify the motivations of the players "behind the table." You can do so by asking how a deal will affect everybody else and how on board they are.
Follow the 7-38-55 Percent Rule by paying close attention to tone of voice and body language. Incongruence between the words and nonverbal signs will show when your counterpart is lying or uncomfortable with a deal.
Is the "Yes" real or counterfeit? Test it with the Rule of Three: use calibrated questions, summaries, and labels to get your counterpart to reaffirm their agreement at least three times. It's really hard to repeatedly lie or fake conviction.
A person's use of pronouns offers deep insights into his or her relative authority. If you're hearing a lot of "I," "me," and "my," the real power to decide probably lies elsewhere. Picking up a lot of "we," "they," and "them," it's more likely you're dealing directly with a savvy decision maker keeping his options open.
Use your own name to make yourself a real person to the other side and even get your own personal discount. Humor and humanity are the best ways to break the ice and remove roadblocks.
Negotiation style is a crucial variable in bargaining. If you don't know what instinct will tell you or the other side to do in various circumstances, you'll have massive trouble gaming out effective strategies and tactics.
if you're not Assertive, don't despair. Blunt assertion is actually counterproductive most of the time.
Apologies have little value to them since they see the negotiation and their relationship with you as a person largely as separate things.
ACCOMMODATOR The most important thing to this type of negotiator is the time spent building the relationship.
Their goal is to be on great terms with their counterpart. They love the win-win.
If your counterparts are sociable, peace-seeking, optimistic, distractible, and poor time managers, they're probably Accommodators.
If you have identified yourself as an Accommodator, stick to your ability to be very likable, but do not sacrifice your objections.
don't treat others the way you want to be treated; treat them the way they need to be treated.
Experienced negotiators often lead with a ridiculous offer, an extreme anchor. And if you're not prepared to handle it, you'll lose your moorings and immediately go to your maximum. It's human nature.
"Let's put price off to the side for a moment and talk about what would make this a good deal."
"What else would you be able to offer to make that a good price for me?"
expressions of anger increase a negotiator's advantage and final take.
However, by heightening your counterpart's sensitivity to danger and fear, your anger reduces the resources they have for other cognitive activity, setting them up to make bad concessions that will likely lead to implementation problems, thus reducing your gains.
when someone puts out a ridiculous offer, one that really pisses you off, take a deep breath, allow little anger, and channel it—at the proposal, not the person—and say, "I don't see how that would ever work." Such well-timed offense-taking—known as "strategic umbrage"—can wake your counterpart to the problem.
Threats delivered without anger but with "poise"—that is, confidence and self-control—are great tools. Saying, "I'm sorry that just doesn't work for me," with poise, works.
The person across the table is never the problem. The unsolved issue is. So focus on the issue.
This is one of the most basic tactics for avoiding emotional escalations.
The systematized and easy-to-remember process has only four steps:
1. Set your target price (your goal).
2. Set your first offer at 65 percent of your target price.
3. Calculate three raises of decreasing increments (to 85, 95, and 100 percent).
4. Use lots of empathy and different ways of saying "No" to get the other side to counter before you increase your offer.
5. When calculating the final amount, use precise, nonround numbers like, say, $ 37,893 rather than $ 38,000. It gives the number credibility and weight.
6. On your final number, throw in a nonmonetary item (that they probably don't want) to show you're at your end
"You fall to your highest level of preparation,"
Great example of price haggling - it seems like you would rather run the risk of keeping the place unrented."
Identify your counterpart's negotiating style. Once you know whether they are Accommodator, Assertive, or Analyst, you'll know the correct way to approach them.
Prepare, prepare, prepare. When the pressure is on, you don't rise to the occasion; you fall to your highest level of preparation. So design an ambitious but legitimate goal and then game out the labels, calibrated questions, and responses you'll use to get there. That way, once you're at the bargaining table, you won't have to wing it.
Get ready to take a punch. Kick-ass negotiators usually lead with an extreme anchor to knock you off your game. If you're not ready, you'll flee to your maximum without a fight. So prepare your dodging tactics to avoid getting sucked into the compromise trap.
Set boundaries, and learn to take a punch or punch back, without anger. The guy across the table is not the problem; the situation is. Prepare an Ackerman plan. Before you head into the weeds of bargaining, you'll need a plan of extreme anchor, calibrated questions, and well-defined offers. Remember: 65, 85, 95, 100 percent. Decreasing raises and ending on nonround numbers will get your counterpart to believe that he's squeezing you for all you're worth when you're really getting to the number you want.
I began to hypothesize that in every negotiation each side is in possession of at least three Black Swans, three pieces of information that, were they to be discovered by the other side, would change everything. My experience since has proven this to be true.
conventional questioning and research techniques are designed to confirm known knowns and reduce uncertainty. They don't dig into the unknown.
"Why are they communicating what they are communicating right now?"
leverage is the ability to inflict loss and withhold gain.
Where does your counterpart want to gain and what do they fear losing? Discover these pieces of information, we are told, and you'll build leverage over the other side's perceptions, actions, and decisions.
To get leverage, you have to persuade your counterpart that they have something real to lose if the deal falls through. At a taxonomic level, there are three kinds: Positive, Negative, and Normative.
Positive leverage is quite simply your ability as a negotiator to provide—or withhold—things that your counterpart wants.
Negative leverage is what most civilians picture when they hear the word "leverage." It's a negotiator's ability to make his counterpart suffer.
This sort of leverage gets people's attention because of a concept we've discussed: loss aversion.
Potential losses loom larger in the human mind than do similar gains.
I do not believe in making direct threats and am extremely careful with even subtle ones. Threats can be like nuclear bombs. There will be a toxic residue that will be difficult to clean up.
If you shove your negative leverage down your counterpart's throat, it might be perceived as you taking away their autonomy. People will often sooner die than give up their autonomy.
A more subtle technique is to label your negative leverage and thereby make it clear without attacking. Sentences like "It seems like you strongly value the fact that you've always paid on time" or "It seems like you don't care what position you are leaving me in" can really open up the negotiation process.
Normative leverage is using the other party's norms and standards to advance your position.
If you can show inconsistencies between their beliefs and their actions, you have normative leverage. No one likes to look like a hypocrite.
There is the visible negotiation and then all the things that are hidden under the surface (the secret negotiation space wherein the Black Swans dwell).
the "paradox of power"—namely, the harder we push the more likely we are to be met with resistance.
you have to use negative leverage sparingly.
By positioning your demands within the worldview your counterpart uses to make decisions, you show them respect and that gets you attention and results.
Using your counterpart's religion is extremely effective in large part because it has authority over them. The other guy's "religion" is what the market, the experts, God, or society—whatever matters to him—has determined to be fair and just. And people defer to that authority.
Review everything you hear. You will not hear everything the first time, so double-check.
Use backup listeners whose only job is to listen between the lines. They will hear things you miss.
we trust people more when we view them as being similar or familiar.
people respond favorably to requests made in a reasonable tone of voice and followed with a "because" reason.
So we told him to send a version of our classic email for nonresponders, the one that always works: "Have you given up on finalizing this deal this year?"
when you recognize that your counterpart is not irrational, but simply ill-informed, constrained, or obeying interests that you do not yet know, your field of movement greatly expands. And that allows you to negotiate much more effectively.
During a typical business meeting, the first few minutes, before you actually get down to business, and the last few moments, as everyone is leaving, often tell you more about the other side than anything in between. That's why reporters have a credo to never turn off their recorders: you always get the best stuff at the beginning and the end of an interview.
Every negotiation, every conversation, every moment of life, is a series of small conflicts that, managed well, can rise to creative beauty. Embrace them.
Let what you know—your known knowns—guide you but not blind you. Every case is new, so remain flexible and adaptable.
Black Swans are leverage multipliers. Remember the three types of leverage: positive (the ability to give someone what they want); negative (the ability to hurt someone); and normative (using your counterpart's norms to bring them around).
Work to understand the other side's "religion." Digging into worldviews inherently implies moving beyond the negotiating table and into the life, emotional and otherwise, of your counterpart. That's where Black Swans live.
Review everything you hear from your counterpart. You will not hear everything the first time,
Exploit the similarity principle. People are more apt to concede to someone they share a cultural similarity with, so dig for what makes them tick and show that you share common ground.
When someone seems irrational or crazy, they most likely aren't. Faced with this situation, search for constraints, hidden desires, and bad information.
Get face time with your counterpart. Ten minutes of face time often reveals more than days of research. Pay special attention to your counterpart's verbal and nonverbal communication at unguarded moments—at the beginning and the end of the session or when someone says something out of line.


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HA NOI (VNS) — A State-level funeral will be held on Saturday morning in Ha Noi for former Deputy Prime Minister Nguyen Cong Tan, who passed away on November 1 at the age of 80.
Before his position as Deputy Prime Minister from 1997 to 2002, Tan served as a member of the Ha Noi Party Standing Committee in 1983 and deputy chairman of Ha Noi People's Committee and deputy secretary of the city's Party Committee in 1986. He was assigned to be Minister of Agriculture and Food Industry in 1987 and became the first Minister of Agriculture and Rural Development after the ministry was formed in 1995 by merging the ministries of agriculture, food industry, forestry and irrigation.
After retiring in 2002, he continued working in the agriculture sector and became the president of an association for small and medium-sized agriculture enterprises.
Deputy Prime Minister Nguyen Xuan Phuc will head the 19-member funeral organising board.
The funeral will be held at the National Funeral Home at 5 Tran Thanh Tong Street from 7-11am. — VNS


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Temporal Lobe Resection Surgery Risks, Recovery, What to Expect
Temporal lobe resection, a form of brain surgery, is highly successful in The most common type of epilepsy in teens and adults originates in the temporal lobe, the or when the side effects of medication are severe and significantly affect the.
Even if you select this option there are some features of our site that still require you to log in for privacy reasons. If you select "Keep me signed in on this computer", you can stay signed in to on this computer for up to 2 weeks or until you sign out. This means that a cookie will stay on your computer even when you exit or close your browser which may reduce your levels of privacy and security. You should never select this option if you're using a publicly accessible computer, or if you're sharing a computer with others.
Common Conditions Featured Topics.
A temporal lobe resection is a surgery performed on the brain to control seizures.


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A two-parameter fracture criterion previously applied to flat plates has been extended to cylindrical and spherical shells. It is applicable to all modes of fracture including net section stress levels above yield. The predictive capability is such that the calculated stress at failure for 85 percent of the data examined, was within 10 percent of the experimental values. Furthermore, 96 percent were within 15 percent of the experimental values.
Issue Section:Research Papers
This content is only available via PDF.
Copyright © 1977
by ASME


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As an associate attorney in BMD's Bonita Spring's office, Sam's practice focus is business and corporate law, real estate, litigation and finance law.
Suffolk University Law School, J.D.Suffolk University, M.B.A., Concentration in FinanceNortheastern Univeristy, B.S., Criminal Justice
Prior to joining BMD, Sam spent 10 years in Boston, MA, working and pursuing his education. While in Boston, Sam helped to manage the Operations department for a national litigation firm, and gained extensive internship experience working in different capacities for several financial institutions and the Federal Reserve Bank of Boston.
Sam is a native of Southwest Florida.


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If Jesus was to descend from heaven and physically set foot on 21st-century earth, prosperity gospel televangelist Jesse Duplantis told his followers, the Redeemer would probably pass on riding on the back of a donkey: "He'd be on an airplane preaching the gospel all over the world."
And Mr Duplantis believes Jesus would not exactly settle for 30 inches of legroom or getting patted down by security.
Why would He choose anything less than the Falcon 7X, a private jet that nears the sound barrier but also has noise-limiting acoustic technology, a Bluetooth-enabled entertainment centre and an optional in-flight shower?
Mr Duplantis, saying he needs roughly US$54 million (S$72 million) to help him efficiently spread the gospel to as many people as possible, has asked the Lord - and hundreds of thousands of hopefully deep-pocketed followers across the world - for just such a plane.
He is the latest aircraft-seeking preacher to draw raised eyebrows and condemnation from critics who say asking for a multimillion dollar luxury jet is not exactly what Jesus meant when he said "store up for yourself treasures in heaven".
But this is not the first time Mr Duplantis has been enmeshed in the preacher-private plane debate.
The Falcon 7X would be his ministry's fourth jet - all paid for with cash drummed up from followers.
And he already has an answer for those who want to know why his ministry requires a luxury jet that would make his fleet the same size as US President Donald Trump's.
"We believe in God for a brand new Falcon 7x so we can go anywhere in the world one stop," he told people on "This Week With Jesse", a regular video broadcast on his website.
"Now people say... can't you go with this one?" he said, pointing to a picture of the plane he uses. "Yes, but I can't go it one-stop. And if I can do it one stop, I can fly it for a lot cheaper, because I have my own fuel farm. And that's what's been a blessing of the Lord."
The televangelist did not specify which missions the plane would be used for, although he has previously indicated that he has an extensive travel schedule.
Mr Duplantis is the founder of Jesse Duplantis Ministries, which includes a weekly television programme that reaches 106 million US households, according to his Amazon author biography. In 1997, he and his wife founded Covenant Church in Destrehan, Louisiana.
He preaches the prosperity gospel, which says God shows favour by rewarding the faithful with earthly riches.
Giving money to pastors and their ministries, the group's leaders say, is a sort of investment.