Wherever You Go There You Are 2
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The time-honored national bestseller, updated with a new afterword, celebrating 10 years of influencing the way we live. When Wherever You Go, There You Are was first published in 1994, no one could have predicted that the book would launch itself onto bestseller lists nationwide and sell over 750,000 copies to date. Ten years later, the book continues to change lives. In honor of the book's 10th anniversary, Hyperion is proud to be releasing the book with a new afterword by the author, and to share this wonderful book with an even larger audience.
The past has ways of leaving an indelible impression that we are not always aware of—until we are. In Wherever I Go, There You Are, a companion volume to Grief Is a River, author Fay Marie Mcdonald presents a graphic description of the workings of the human heart. She explores the universal dilemmas of humanity and seeks to unravel the ties that bind us. Misunderstandings in our daily lives can be forgiven and repaired, and so with an open heart, Mcdonald shares her sense of the solemn beauty of prose and poetry in spite of—or perhaps because of—the inadequacies of love. This collection of poetry and prose presents one woman’s original poems along with prose commentary and images from her life.
Private eye Basil Lexington is aided by Tiffany L'Oreal and Synandra Wasson in his search for Captain Jimmy Kowalske, and together they find the Captain and a machine which allows them to travel through space and time
The Imitation of Christ has appeared in more editions and in more languages than any other book except the Bible. Samuel Johnson once remarked to Bowell that it “must be a good book, as the world has opened its arms to receive it.” Others have praised it as well, including Thomas Carlyle, George Eliot, Thomas De Quincey, and Matthew Arnold. Among the religious, St. Ignatius Loyola translated it, and Pope John Paul I was said to have been reading it the night that he died. It has been standard fare in religious training and personal devotion for centuries. Yet today, few people know the Imitation and those who do more often than not think it hopelessly out of date, a pre-Vatican II relic, full of contempt for the world and self-loathing. It is a curious state of affairs, and one that reveals more about a contemporary audience's response to the book than it does about the book itself. When a contemporary reader encounters a line such as “this is the highest wisdom: through contempt of the world to aspire to the kingdom of heaven,” his response is a very different one from that of a fifteenth- or nineteenth-century reader. For an “uninformed response” (as Stanley Fish would say) to the contemptus mundi theme, the reader must draw deeply on a vast complex of literary, linguistic, historical, and theological knowledge. Creasy's translation of the Imitation strives to recreate a text that provides an analogous experience to that of the fifteenth-century reader. Relying heavily on reader-response theory, he incorporates an “informed reader's” response into the text itself. Where possible, the text echoes both the deep structure and the surface structure of the Latin—even to the point of replicating sentence structures and rhetorical devices while avoiding any distortion of the reader's experience. Although the language and style of his translation has been crafted for modern readers, the fervor and power of the original text have not been lost. This translation will undoubtedly bring The Imitation of Christ a new generation of readers.
Summary, Analysis & Review of Jon Kabat-Zinn’s Wherever You Go, There You Are by Eureka Preview: Wherever You Go, There You Are: Mindfulness Meditation in Everyday Life by Jon Kabat-Zinn explores the theory and practice of mindfulness meditation and demonstrates how it can be applied to anyone’s daily life. This overview offers details on introductory and advanced techniques in mindfulness meditation… This companion to Wherever You Go, There You Are includes:Overview of the bookImportant PeopleKey TakeawaysAnalysis of Key Takeawaysand much more!
A mindful revolution is reshaping the workplace. The world's most dynamic businesspeople are using mindfulness to become happier and more fulfilled at work - and more successful. In Mindful Work, New York Times business reporter David Gelles explains how mindful managers are using meditation, yoga and other mindfulness techniques to boost leadership, reduce stress and improve health. Featuring insights from revitalised employees, high-level managers at global companies and meditation masters, Mindful Work is an inspirational guide to the upsurge in mindfulness among companies as diverse as Google, Facebook and General Mills. Blending timeless insights and modern-day management theory, Gelles explains the practical benefits of the mindfulness boom, and offers a programme for changing the way we work - a change that will make us less stressed, more focused and happier.
Annotation Reasonable variations of human emotions are expected at the workplace. People have feelings. Emotions that accumulate, collect force, expand in volume and begin to spin are another matter entirely. Spinning emotions can become as unmanageable as a tornado, and in the workplace they can cause just as much damage in terms of human distress and economic disruption. All people have emotions. Normal people and abnormal people have emotions. Emotions happen at home and at work. So, understanding how individuals or groups respond emotionally in a business situation is important in order to have a complete perspective of human beings in a business function. Different people have different sets of emotions. Some people let emotions roll off their back like water off a duck. Other people swallow emotions and hold them in until they become toxic waste that needs a disposal site. Some have small simple feelings and others have large, complicated emotions. Stresses of life tickle our emotions or act as fuses in a time bomb. Stress triggers emotion. Extreme stress complicates the wide range of varying emotional responses. Work is a stressor. Sometimes work is an extreme stressor. Since everyone has emotion, it is important to know what kinds of emotion are regular and what kinds are irregular, abnormal, or damaging within the business environment. To build a strong, well-grounded, value-added set of references for professional discussions and planning for Emotional Continuity Management a manager needs to know at least the basics about human emotion. Advanced knowledge is preferable. Emotional Continuity Management planning for emotions that come from the stress caused by changes inside business, from small adjustments to catastrophic upheavals, requires knowing emotional and humanity-based needs and functions of people and not just technology and performance data. Emergency and Disaster Continuity planners sometimes posit the questions,?What if during a disaster your computer is working, but no one shows up to use it? What if no one is working the computer because they are terrified to show up to a worksite devastated by an earthquake or bombing and they stay home to care for their children?? The Emotional Continuity Manager asks,?What if no one is coming or no one is producing even if they are at the site because they are grieving or anticipating the next wave of danger? What happens if employees are engaged in emotional combat with another employee through gossip, innuendo, or out-and-out verbal warfare? And what if the entire company is in turmoil because we have an Emotional Terrorist who is just driving everyone bonkers?" The answer is that, in terms of bottom-line thinking, productivity is productivity? and if your employees are not available because their emotions are not calibrated to your industry standards, then fiscal risks must be considered. Human compassion needs are important. And so is money. Employees today face the possibility of biological, nuclear, incendiary, chemical, explosive, or electronic catastrophe while potentially working in the same cubicle with someone ready to suicide over personal issues at home. They face rumors of downsizing and outsourcing while watching for anthrax amidst rumors that co-workers are having affairs. An employee coughs, someone jokes nervously about SARS, or teases a co-worker about their hamburger coming from a Mad Cow, someone laughs, someone worries, and productivity can falter as minds are not on tasks. Emotions run rampant in human lives and therefore at work sites. High-demand emotions demonstrated by complicated workplace relationships, time-consuming divorce proceedings, addiction behaviors, violence, illness, and death are common issues at work sites which people either manage well? or do not manage well. Low-demand emotions demonstrated by annoyances, petty bickering, competition, prejudice, bias, minor power struggles, health variables, politics and daily grind feelings take up mental space as well as emotional space. It is reasonable to assume that dramatic effects from a terrorist attack, natural disaster, disgruntled employee shooting, or natural death at the work site would create emotional content. That content can be something that develops, evolves and resolves, or gathers speed and force like a tornado to become a spinning energy event with a life of its own. Even smaller events, such as a fully involved gossip chain or a computer upgrade can lead to the voluntary or involuntary exit of valuable employees. This can add energy to an emotional spin and translate into real risk features such as time loss, recruitment nightmares, disruptions in customer service, additional management hours, remediations and trainings, consultation fees, Employee Assistance Program (EAP) dollars spent, Human Resources (HR) time spent, administrative restructuring, and expensive and daunting litigations. Companies that prepare for the full range of emotions and therefore emotional risks, from annoyance to catastrophe, are better equipped to adjust to any emotionally charged event, small or large. It is never a question of if something will happen to disrupt the flow of productivity, it is only a question of when and how large. Emotions that ebb and flow are functional in the workplace. A healthy system should be able to manage the ups and downs of emotions. Emotions directly affect the continuity of production and services, customer and vendor relations and essential infrastructure. Unstable emotional infrastructure in the workplace disrupts business through such measurable costs as medical and mental health care, employee retention and retraining costs, time loss, or legal fees. Emotional Continuity Management is reasonably simple for managers when they are provided the justifiable concepts, empirical evidence that the risks are real, a set of correct tools and instructions in their use. What has not been easy until recently has been convincing the?powers that be? that it is value-added work to deal directly and procedurally with emotions in the workplace. Businesses haven?t seen emotions as part of the working technology and have done everything they can do to avoid the topic. Now, cutting-edge companies are turning the corner. Even technology continuity managers are talking about human resources benefits and scrambling to find ways to evaluate feelings and risks. Yes, times are changing. Making a case for policy to manage emotions is now getting easier. For all the pain and horror associated with the terrorist attacks of September 11, 2001, employers are getting the message that no one is immune to crisis. In today''''s heightened security environments the demands of managing complex workplace emotions have increased beyond the normal training supplied by in-house Human Resources (HR) professionals and Employee Assistance Plans (EAPs). Many extremely well-meaning HR and EAP providers just do not have a necessary training to manage the complicated strata of extreme emotional responses. Emotions at work today go well beyond the former standards of HR and EAP training. HR and EAP providers now must have advanced trauma management training to be prepared to support employees. The days of easy emotional management are over. Life and work is much too complicated. Significant emotions from small to extreme are no longer the sole domain of HR, EAP, or even emergency first responders and counselors. Emotions are spinning in the very midst of your team, project, cubicle, and company. Emotions are not just at the scene of a disaster. Emotions are present. And because they are not?controllable,? human emotions are not subject to being mandated. Emotions are going to happen. There are many times when emotions cannot be simply outsourced to an external provider of services. There are many times that a manager will face an extreme emotional reaction. Distressed people will require management regularly. That?s your job.
Mindfulness for Therapists presents an innovative eight-weekmindfulness protocol designed to aid therapists—which may beworked through alone or in small groups Presents the first complete mindfulness program designed toimprove the personal and professional well-being and effectivenessof therapists themselves Features an 8-week introduction to mindfulness in the form ofexercises designed to help therapists develop their own meditationpractice and apply it to their lives Integrates key research that includes the Five Facets ofMindfulness, the Three-Person-Perspectives approach, and theneurobiological foundations of mindfulness training Supported by online meditations and exercises fortherapists
While mindfulness meditation has been used in clinical settings as an adjunctive treatment for substance use disorders for some time, there has been limited empirical evidence to support this practice. Mindfulness-Related Treatments and Addiction Recovery bridges this gap by reporting the findings of studies in which mindfulness practice has been combined with other behavioural treatments and/or adapted to meet the needs of a variety of client populations in recovery. Therapies used as interventions in the described studies include Mindfulness-Based Stress Reduction (MBSR), Mindfulness-Based Cognitive Therapy (MBCT), Dialectical Behavior Therapy (DBT), Acceptance and Commitment Therapy (ACT), Mindfulness-Based Relapse Prevention (MBRP), and Mindfulness-Based Therapeutic Community (MBTC) treatment. The book offers a glimpse into the many ways in which mindfulness strategies have been applied to various facets of the recovery process including stress, craving, anxiety, and other relapse related factors. Preliminary evidence, while not conclusive, suggests that mindfulness-based therapies are effective, safe, satisfying to clients, and that an individual, at-home mindfulness practice can be potentially sustained over time, beyond the intervention duration. This book was originally published as a special issue of Substance Abuse.