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Diliberto (Comunisti Italiani) ha detto che con il voto di fiducia sul welfare chiesto dal Governo: " ... per il solo motivo di impedire a Berlusconi di governare, si sta facendo anche peggio di Berlusconi!"
... a ulteriore conferma che l'armata Brancalene del centro-sinistra ha come unico collante l'odio per il leader dello schieramento avverso.
Get Whatever You Want with ARC Affinity, Reality and Communication (ARC)
"The ARC Triangle is the keystone of living associations." -- L. Ron Hubbard
Affinity: how well you like or love a person Reality: how much agreement you have with a person; what you agree to be real Communication: your exchange of information and ideas Understanding: The result of combining affinity, reality and communication
Wouldn't it be great if you could become fast friends with nearly everyone you met? If you could make people like you right away? If you could earn the support from everyone you wished to have support from?
For example, you could get strangers to agree with you within a few minutes. You could get the leaders in your field to listen to you and give you whatever you needed. You could earn respect from your coworkers, staff, colleagues, friends and family.
You can do all of these things with ARC. You start by using communication. Simply follow two steps:
"The way to talk to a man, then, would be to find something to like about him and to discuss something with which he can agree." -- L. Ron Hubbard (from The Problems of Work)
For example, you want to form a business relationship with a business owner. You invite him to lunch. Where do you start?
1. Find something you like about the owner. You look him over and decide he has a nice smile and good looking shoes. You have some affinity for him. This step is done.
2. Discuss something with which he can agree. He mentions that he hates the hot weather outside. You say, "I can't stand the heat either, but my wife loves it." He says, "My wife likes it too. Something is wrong with them." You both laugh.
You can also ask questions to find something with which to agree. What has he been doing lately? How is his business going? What does he like about his field? What does he do for fun? Does he have any children?
Maybe you learn he loves to play tennis, has trouble with a government regulation and worries about his father's health. You also have trouble with the same government regulation and so you discuss it. Your ARC with the business owner goes up.
As another example, you are waiting for your flight to Chicago at an airport. You decide to establish ARC with the business woman sitting next to you. First you find something you like about her, perhaps her red-leather briefcase.
So you say, "Nice briefcase!" She smiles and nods. Your affinity is established. You then find something with which she can agree. "Are you from Chicago?" She starts to communicate. You find points of agreement. You have ARC and perhaps a new business relationship.
If you are single and want to meet someone new, these two steps are great for breaking the ice with the opposite sex, even if you feel shy. For example, you notice someone you want to meet in a bookstore. He or she is looking at magazines. You do the first step and find something you like, such as this person's hair, shoes and voice. You suddenly feel less shy. You then find something with which you can agree. "I need a good magazines. Which ones do you like best?" "I see you like gardening magazines. Me too. Have you seen this one?"
You can use this formula to form relationships with people who are difficult for you to understand. Say you get on that airplane for a long flight to Chicago and are assigned to sit next to a body-pierced, tattooed, pimply-faced teenager with McDonalds Big Mac breath. You follow the formula and find something to like about him: he has a beautiful sunset picture on his t-shirt. You feel a little better about the fellow. You find something with which he can agree. "Where did you get that great shirt?" "What do you like to do after school?" "That is quite a tattoo you have." Before long, you have enough ARC with this teenager to enjoy sitting next to him for the flight.
Recommendations
1. List all the people or types of people with whom you want to form a relationship.
2. Work out a way to use the two steps with each of them:
"The way to talk to a man, then, would be to find something to like about him and to discuss something with which he can agree." -- L. Ron Hubbard (from The Problems of Work)
PARLAMENTO INTERROGA LA TURCO SULL’USO SPROPOSITATO DI PSICOFARMACI AI BAMBINI
Negli ultimi anni in Italia c’è stata un'escalation nella vendita di psicofarmaci e di diagnosi discutibili come l’ADHD, nei confronti dei cosidetti bambini “ipercinetici”, che una volta erano semplicemente considerati vivaci. Il senatore Maurizio Eufemi, in questi giorni, ha presentato un'interrogazione al ministro della Salute Livia Turco, per fare chiarezza sulla questione. "Sull'opportunità di somministrare questi potenti prodotti psicoattivi ai minori" scrive il parlamentare "la comunità scientifica non è assolutamente concorde". Psicofarmaci come il Ritalin e lo Strattera dal maggio di quest'anno sono stati approvati e indirizzati ai bambini, ma la preoccupazione è che si possano raggiungere situazioni di allarme come negli Stati Uniti, dove milioni di bambini fanno uso del Ritalin e molti lo spacciano addirittura nelle scuole, trattandosi a tutti gli effetti di una droga a basso costo, un potente stimolante classificato tra le anfetamine.
Nonostante la richiesta di restrizioni da parte della comunità scientifica, come predisposto dall'Istituto Sanitario Superiore e dall'AIFA, al fine di limitare gli abusi, non si capisce quali impedimenti ne abbiano di fatto frenato l'attuazione.
Misure preventive sono invece già state prese in Piemonte. Un mese fa una proposta di legge approvata dal Consiglio Regionale ha vietano gli psicofarmaci e i test psichiatrici nelle scuole piemontesi. Una seconda proposta di legge è anche stata presentata in Campania da Tonino Scala, che a tal proposito, spiega: "Non sono rari i casi in cui, a causa di eccessive diagnosi psichiatriche di 'disturbi' infantili relativi al comportamento e all'apprendimento, come l'ADHD, a milioni di bambini in tutto il mondo vengono somministrati psicofarmaci, molti dei quali già classificati nella tabella delle sostanze stupefacenti, che danno assuefazione"
Decisioni di certo non favorevoli alle compagnie del farmaco, che già ci stanno provando per altre strade. Federfarma pochi giorni fa ha annunciato che psicofarmaci come il Roipnol e alcuni antidepressivi potrebbero essere distribuiti al supermercato.
Non si tratta di pregiudizi ideologici e allarmi infondati, come alcuni psichiatri hanno sostenuto nel tentativo di difendere le loro iniziative. Il nostro sistema di salute mentale ha il dovere di escludere ogni possibilità che una diagnosi pseudoscientifica, che introduca false etichette e trattamenti psichiatrici invasivi come l'uso di potenti psicofarmaci sui bambini possa risultare in casi di abuso, frode o morte. Dovrebbe invece promuove la ricerca di vere soluzioni, che peraltro esistono, e proteggere il diritto inalienabile di essere educati senza essere falsamente etichettati o sottoposti a trattamenti farmacologici.
Il Comitato dei Cittadini per i Diritti Umani raccomanda di informarsi attentamente, di non accettare facili diagnosi psichiatriche sia per se stessi che per i propri figli, ma richiedere accurate analisi mediche.
Se ritieni di aver subito danni a causa di diagnosi o trattamenti psichiatrici puoi metterti in contatto con il Comitato dei Cittadini per i Diritti Umani Onlus
The one thing that scares more business owners, executives and managers than anything else: delegating power to employees who might fail.
Only courageous leaders are able to pass down authority, decision-making power and responsibility to those below them. They do this despite the incompetence, inability and inexperience of their people.
History is filled with leaders who could not lead. L. Ron Hubbard uses a South American leader, Simon Bolivar, as an example of how extraordinary people can fail as executives.
Simon Bolivar successfully won the South American revolutionary war against Spain during the 1800's. After the war he was the richest, most powerful man in South America, but only for a brief period. Because of his mistakes, he was soon kicked out of his country and eventually, died broke.
Bolivar made the same huge mistake most failed executives make. He could not delegate power. It cost him everything. "Brave beyond any general in history on the battlefield, the Andes or in torrential rivers, he [Simon Bolivar] did not really have the bravery needed to trust inferior minds and stand by their often shocking blunders. He feared their blunders. So he did not dare unleash his many willing hounds.
"He could lead men, make men feel wonderful, make men fight and lay down their lives after hardships no army elsewhere in the world had ever faced before or since. But he could not use men even when they were begging to be used."
"If you have power, use it or delegate it or you sure won't have it long." -- L. Ron Hubbard
After winning the revolution against Spain, Bolivar took over and tried to do everything himself. He felt he had to be in charge of everything and make all the decisions.
For example, after the war, some of the richest gold, silver and copper mines in the world were abandoned by the Spanish owners. Bolivar did not allow anyone to take over these mines, even though his officers and troops were sitting around with nothing to do.
He did not assign anyone to take over the justice system, the education system, the roads or the cities. He was afraid that new powerful leaders would hurt the country.
The same thing happens in governments, businesses and groups today.
For example, John has ten smart employees, but he makes all the decisions and does all the important work himself. His staff watch him work very hard. They are not allowed to make decisions, so they wait for John to tell them what to do. His company does not grow and John starts to burn out.
Finally, he gets enough courage to give some authority to his best employee, Jill. "You are now in charge of the all of the work schedules. Sort out the shifts and vacations."
Jill is happy to take over and posts a new schedule . . . but John gets scared. He worries she will upset the other secretaries. He feels anxiety about her new schedule.
If John is a stupid executive, he will change the schedule. If John is a smart executive, he will leave the schedule alone.
John succeeds as an executive when he delegates entire jobs and lets his people get on with it. He gives staff members room to make mistakes, fix their mistakes and learn from their mistakes. He supports them and leaves them alone.
Recommendations for Business Owners, Executives, Managers and Bosses
1. Make a list of every job you are currently doing yourself.
2. Rate each job according to difficulty. For example, put a 1 by the easiest jobs and a 5 by the hardest jobs. Rate every job from 1-5.
3. Decide who can take over which jobs. Put their name next to the job you will be delegating. You will delegate the easiest jobs first. If you do not currently have a person to take over some of your jobs, use "future" names, such as "Future Marketing Director" or "Future Executive Director."
4. Delegate each job as fast as possible. Train them, apprentice them and help them succeed. As soon as they know what they are doing and are getting results, leave them alone.
5. With your free time, focus on the big picture; new goals, new territory, new operations and greater success for you and your organization.
Ten Benefits of Delegating Power
1. You can spend more time working on the things you do best.
2. You help others become more competent.
3. You can focus on increasing the productivity and income for your group.
4. People like to work for you as you give them new challenges and new opportunities.
5. You get more done with less effort.
6. Everyone in your group shows more responsibility.
7. Your income goes up.
8 The members of your group earn more pay.
9. Your group grows and expands.
10. You reach your goals and your group's goals in less time.
If You are Not Yet An Executive . . .
. . . you soon will be if you do the following:
1. Look for opportunities to take on more responsibility. Grab every bit you can. Do not worry about extra pay at this point.
2. When you get a duty assigned to you, get the entire duty assigned. "So if I take on this job, can I make all the related decisions? If I want to try a new approach, can I just go ahead? How should I report my progress to you?"
3. If your boss tries to take back some of the responsibility, bring it up as soon as possible. "Am I still in charge of this duty? If you want to take it back, that is fine with me, I just need to know. If you are really delegating it to me, I'll need to have full authority over it which means you won't step in without talking to me first. Is that okay?"
4. As soon as you can, start to delegate duties to people below you so you can take on even more responsibility.
5. You are now an executive! Follow the five recommendations above for executives.
CCHR's Public Service Announcement #3, cchr.org, 800-869-CCHR Per accettare la mia richiesta, fai clic qui. Per rispondere a EnricoBarazzoni, fai clic qui. Grazie, EnricoBarazzoni
Utilizzare YouTube
Guida di YouTube Visita il Centro assistenza per conoscere le risposte alle domande più frequenti.
Impostazioni del tuo account personale Per modificare le tue preferenze, le tue impostazioni e i tuoi dati personali, vai alla sezione "Account personale".
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Ma come, solo ieri la Finocchiaro spocchiosamente parlava d sconfitta della Destra perchè il Governo aveva superato lo scoglio della finanziaria al Senato, ed oggi abbiamo una parte dell'attuale maggioranza che parla a chiare lettere di "governo di larghe intese"?
Forse sono le intese che il Centro-Sinistra non riesce a trovare al suo interno?
______________________________________
2007-11-16 21:40
Dini, ora governo di larghe intese
(ANSA) - ROMA, 16 NOV - Il senatore Lamberto Dini insiste, durante la trasmissione tv 'Otto e mezzo', sul suo cavallo di battaglia delle larghe intese. La soluzione, sottolinea l'ex premier, potrebbe essere quella 'di raccogliere le grandi forze del paese per governare insieme'. Dini avverte che se sara' annacquato il protocollo sul welfare, i liberaldemocratici faranno cadere il governo. In caso di crisi, secondo l'ex premier, l'ipotesi piu' naturale sarebbe un governo istituzionale guidato da Marini.
A 20 milioni di bambini, in tutto il mondo, vengono prescritti psicofarmaci conosciuti per avere terribili "effetti collaterali" che includono mania, psicosi, allucinazioni, violenza e persino il suicidio.
In considerazione di quanto sopra, il Citizens Commission on Human Rights International ha prodotto questi Annunci di Pubblica Utilità (PSA - Public Service Announcements) per esporre la situazione e il bisogno di un cambiamento.
Gli annunci possono essere visti nella prima pagina di www.ccdu.org
Tutti i diritti riservati. NARCONON® e il logo NARCONON Jumping Man sono marchi d'impresa e di servizio di proprietà dell'Association for Better Living and Education International (ABLE) e sono usati con il suo permesso.
Get Anything You Want with ARC (Affinity, Reality and Communication) "Without affinity, there is no reality or communication. Without reality, there is no affinity or communication. Without communication, there is neither affinity nor reality. Now, these are sweeping statements, but are nevertheless very valuable and are true." -- L. Ron Hubbard
Affinity: how well you like or love a person Reality: how much agreement you have with a person; what you agree to be real Communication: your exchange of information and ideas Understanding: The result of combining affinity, reality and communication
By using ARC, you can significantly improve your relationships at work and at home, find new friends, make more sales, negotiate better deals, lead your group more effectively and help more people. You will be selected as the best person for a date, for promotions at work, big contracts for your business or whatever you want most from life. Using this tool gives you more self-confidence, greater peace of mind and an improved view of yourself.
Part 1 in this series explains how the ARC Triangle works and how you can increase the amount of ARC you have with someone. You can read Part 1 by going to www.tipsforsuccess.org/ARC1. Part 2 explains how you can repair upsets you have with others.
Part 2: Breaks in the ARC Triangle
Whenever you feel upset with someone, you have a broken triangle or an "ARC break." Every argument, fight or break up includes an ARC break. Everyone who once liked you and now seeks revenge against you, tries to get even with you or hopes you fail has an ARC break with you.
"The ARC break will vanish magically when the source is found." -- L. Ron Hubbard
You simply find and restore the broken point of the triangle. When did the upset begin? Which point of the triangle had a sudden drop?
Did you suddenly dislike the person (A)?
Did you have a disagreement (R)?
Did you have a communication problem (C)?
Once you spot the problem, you can repair it. If you fix the right problem, the sun shines, the birds sing and everything goes back to normal.
Example: Your accountant calls and says, "I'm sorry to tell you this, but I made a mistake. You need $10,000 by the end of the week to pay your taxes or you'll get a $5000 penalty."
You say, "You idiot! I don't have that kind of money. How could you do this to me!" You hang up. You feel betrayed. You decide the accountant is an enemy and that you should not talk to him again.
Later, you still feel upset. You try to feel better, but you cannot. So you examine the problem to determine if the break in the ARC triangle is A, R or C.
You realize the problem is not that you dislike the accountant, but that your reality is shaken. You disagree with this new reality of owing taxes. This break in the R point of the triangle makes you want less communication. Of course, the A or Affinity point is therefore dropped as well.
Now that you know the problem is a break in reality, you calm down and decide to handle it. You call and say, "Sorry I hung up on you Peter, but the news was a shock to me. You need to explain this as it's so unreal to me." Within seconds, you and your accountant work out a solution. When People Get Upset with You
When someone gets upset with you, you can use your knowledge of the ARC triangle to resolve the problem. For example, Fred, an old friend of yours, is acting odd on the phone. He doesn't say much and won't talk to you. You think back and try to determine if the problem is with A, R or C.
You ask yourself, "Did we suddenly dislike each other? No. Did we disagree about something? No. Did we have a communication problem?"
You realize you forgot to return Fred's call last month (a break in communication) so you say, "I'm really sorry I didn't call you back last month." Fred suddenly says, "Yeah! Call me when I leave a message so I don't have to come over there and throw eggs at you, okay?" You both laugh.
As another example, you have been negotiating a contract with Pam and your last offer made her so mad she broke off the meeting and stormed out. Without your knowledge of ARC you might give up on the deal or start using intermediaries.
Instead, you look over the situation and evaluate the ARC. Which point is the most damaged? You realize the R or reality point went bad as no one can agree. How can you repair this break in reality?
You could raise the communication point by trying to call, but that does not seem appropriate. You could send a cheerful greeting card to increase the affinity, but that doesn't sound right either. You want Pam to realize there are more points of agreement than disagreement.
So you fax her a list that describes all the many points of agreement already established along with a request that she calls you when ready to complete the negotiation.
Your telephone rings 10 minutes later. Pam starts the conversation with an apology.
Exercise
1. Are you currently upset with anyone?
2. If so, which of the three points of the ARC triangle do you think is broken? Is it broken because you dislike the person? Because you disagree with the person? Because you failed to communicate with the person?
3. How could you repair the break? What steps could you take?
4. Take those steps today!
5. Repeat the above four steps for other people you may be upset with.
6. Repeat with anyone who may be upset with you.
7. Repeat with anyone in your past with whom you wish to rekindle a relationship.
Tutti i diritti riservati. NARCONON® e il logo NARCONON Jumping Man sono marchi d'impresa e di servizio di proprietà dell'Association for Better Living and Education International (ABLE) e sono usati con il suo permesso.
Non ha dato alcuna motivazione precisa del suo folle tiro a segno sui passanti Angelo Spagnoli, l'ex ufficiale dell'Esercito che ha ucciso una persona e ne ha ferite altre otto, sparando dal balcone della sua casa di Guidonia. "Voi non potete capire, non potete immaginare", ha detto l'uomo quando i militari gli hanno chiesto qualche spiegazione. "Era nervoso, in stato confusionale", ha detto il comandante dei carabinieri Gianni D'Alessandro.
Congedato dall'esercito perché depresso Intanto si apprende che Spagnoli soffriva di crisi depressive e per questo era stato congedato anticipatamente dall'esercito. L'uomo, tiratore scelto e frequentatore dell'Accademia militare di Modena, aveva da tempo problemi psicologici e di salute. Per questo la forza armata per la quale lavorava aveva scelto un congedo ed una pensione anticipata che forse, dicono ora gli investigatori di polizia e carabinieri, aveva creato una sorta di shock nella sua mente. Mentre erano in corso le trattative per la sua resa, Spagnoli urlava: "Vi odio tutti, mi avete eclissato ma io vi dimostrerò che non sono finito".
Strumenti 
