Posts Tagged ‘psychological profiles’

The Open Mind

Some doors are set so that they may be used as an exit, but not as an entrance.  To say the gate is open doesn’t necessarily define how wide the opening is, or what can pass through it.  If a cat can barely squeeze by, the cow might have problems with it.

If a person claims to have an open mind, it doesn’t mean they are open to any and all proposals.  They will still be inclined to set some restrictions on what they will or won’t allow to be worth their consideration.  They will be likely to say they’ll be open to reasonable suggestions, but the caveat will always be what they consider to be reasonable.  And a lot of that will be determined by both what they think they have discovered, and also by what they have been taught to believe.  Yet, there is no axiom that would require either of those prerequisite beliefs to be true, or even based on any truths.

Once a position is adopted, and the person adopting it believes they are correct, those who would disagree with them will most likely be thought to be either flawed in their thinking, or unreasonable if not easily swayed.  Fact is, reason has little to do with it.  Reason considers probabilities and obstacles in a transition, whereas emotion defines the points of the beginning and end on a map.  Additionally, emotion is what is used to determine preferences.

This is often true, in fact, almost entirely with choices in fashion.  The self image desired while wearing a certain pair of shoes may have little to do with the benefits of, or the assistance the shoes will be with comfort, standing, walking or running.  And so it is with virtually everything a person chooses to buy, emotion will win out over reason almost all of the time, regardless of how analytical, practical, or logical they think they have been in making the decision.

So, while we may want to counter some unreasonable idea (ex: witchcraft) with logic, what we may be struggling with is the subjective emotion of fear:  Fear of being out of control; being wrong, being ridiculed instead of praised, or becoming despised by others who might strongly disagree with some new idea or decision that is in conflict with “the way things are done”.

If a person is not open to new ideas, trying to get them to consider them can often create tension.  And when made to feel tense, the fallback behavior you might expect from them may be predictable according to their personality, temperament, and social style based on what they feel is at risk by allowing some new proposition to be deemed valid.  Here are four general groups of styles, and how people in those subsets might respond (fallback behavior) to pressure to take on a precept that opposes something in their preexisting belief system:

1.) The assertive and emotionally controlled (DRIVER) may feel their authority, and thus their control is threatened, so they will likely dismiss you and become autocratic.  They may say something similar to:

“That is nonsense.  We don’t have time for that, and besides, I’ve already made my decision.”

2.) The unassertive and emotionally controlled (ANALYTIC) feels to be wrong is the greatest threat they ever feel.  They will likely avoid you, or at least avoid any deadline that adopts your proposition until they’ve had time to collect their own data to refute it.  Their data may not be accurate or true, but it will lean towards validating their own previously held opinion.  They may never confront you, but if you press them hard enough, they may be inclined to find an ally that will come to you and ask you to “lighten up”.

3.) The assertive and emotionally responsive (EXPRESSIVE) needs more than anything else not to lose their sense of worthiness that earns them applause.  They cannot stand having their ideas made to look ridiculous in front of their peers, or even total strangers, for that matter.  So, they may attack you, at least verbally.  I will not presume to spell out how they might respond as I did above for the driver, but you can presume it might be harsh with insults, rude language, and even fighting words.  You may not wish to hurt people’s feelings by acting that way, but while they rave on, your feelings are not a primary consideration as much as their need to feel like they are winning.  Even if you back off or give in to them, it does not mean their attack is over.  They might even come back with more rebuttal the next day or next week, and might want to fire a few volleys at you as the “opposition” whenever the subject comes up.

4.) The unassertive and emotionally responsive (AMIABLE) does not want you to dislike them, and is also concerned that some bad decision could cause others in their group to dislike, or even hate them.  If you press them too hard, they might appear to acquiesce if they cannot run away.  But they won’t.  The need to not be hated is likely to be too strong for them to dare risk that the “Emperor’s New Clothes” are invisible.  The other three won’t admit it easily either, but their reasons (motivation) are different.

While my overview using a tool of character analysis might be interesting, there are far deeper reasons other than my observations for why people think (or do not seem to think at all) as they do.  For those who wish a less superficial picture just based on reactions determined by style, there are many options available for reading things far more academic, and with much more detail given to specifics from a number of valid sources.

Lots of intelligent writings might help a person move beyond myth and superstition, along with disposing of all kinds of irrational presuppositions and prejudicial opinions.  I’ve run across three in particular that are absolutely brilliant books: One is by a physicist, one by a Neurologist, and one by a philosopher–all of these authors are vey highly respected in the scientific field and academic community.

Yet when I suspect a person might benefit from reading any of them, no matter how much I encourage it, I often find that they will not do so.  Further, they will become absolutely certain that it is a good idea to NOT read them, and become adamant about it if they dare peek at a few pages.  Usually after a short conversation I’ll find these people normally don’t read anything of substance, and are not inclined to ever do so.  When they do read, it will usually be some piece intending to reinforce their existing narrow opinions, and that is with rare exception.

Not surprisingly, when a person with an open mind does read them, they will easily see why a person with a closed mind will not get very far into them.  It’s almost like arguing the existence of Santa Claus with a four year old who has already been convinced Santa is real.  Adults are also guilty of that kind of a mindset. It is the same kind of fuzzy thinking held by certain aristocrats and clerics during the dark ages that once a person has been accused of witchcraft, they have to be found guilty and put to death.

Here are the three books I’d mentioned.  Once you have read them all, see how many other people you can find that have read even one of them all the way through.  You may not be surprised to find very few have, but if you’re like me and would want to live in a society where people are open to reason, you may be disappointed:

1.) “The Demon-Haunted World (Science As A Candle In The Dark)” ~ Carl Sagan, PhD;
2.) “ON BEING CERTAIN: Believing You Are Right Even When You’re Not” ~ Robert A. Burton, M.D.,
2.) “Breaking The Spell” ~ Daniel C. Dennett, PhD

The three books listed above were not chosen to reinforce any opinion I already had, but were referred to me by people whose academic thinking I respect, when I posed some questions that called for deeper answers than a simple conversation would be likely to afford.

Business of Theater and Theater of Business: Part Three (Revised)

The goal is to find the motivation, whether it be for the character on stage, or the character in the boardroom.  But are we just looking for labels?  Is that just some simplistic mindset to determine the motivations of a character in a story?  Or do we just want a quick assessment of our own motivations and of others around us?

If the results are to be very effective, I doubt the process will be all that simplistic, would it?  But if we take simplistic shortcuts, what might be at risk as far as our conclusions are concerned?  I suppose it depends on how simplistic we go about it.  Sometimes the recipe isn’t always successful by what we put in, as it is a failure because of what we’ve left out.

Since so many social labels tend to be judgmental and prejudicial, focusing on those could be counterproductive.  Instead, we want to look at some different ways of assessing observable behavior characteristics, and identify them with non-judgmental adjectives.  The point of doing that is so that we can make sense out of what a person’s behavior tells you about how they wish to be treated.

Please keep in mind that the utility of it is not just in the information or data being looked at, but why it is important.  It’s about what you can do with it that will make a difference on how you might productively read the behavior of others, and become more aware of how they are reading yours.

In order to do this effectively so that we all might easily recognize the characters, let’s take a look at some fairly familiar literary figures.  For some, this might change forever how you see them, and especially how you might see yourself interacting with them.

Perhaps more important than just about anything else you could do with this kind of information is to understand why their motivation could be so different than yours.  I don’t think I can emphasize the importance of personal and individual motivation too much.

Many of you are likely to be somewhat familiar with Mario Puzo’s literary masterpiece, “The Godfather”.  Perhaps more of you saw the movies than read the book, but either way, I’m sure you’ll recognize the characters representing the four sons of Vito Corleone: Sonny, Fredo, Michael, and the informally adopted, Tom Hagen.  As grown men, each of them had taken on distinctively different styles.

As I’ve said before, in drama, what makes a tragic flaw so tragic, is that the character often doesn’t recognize it as a flaw.  To understand the tragic flaw of each of these men, we have to identify their style.  And not just their overall personality, but the specific style they wore within the culture of the “family”.  Doing so will point out their greatest need they want from the group.

In order to be realistic, even for fictional as well as real characters, we must understand the thing that they feel the greatest threat of losing.  I prefer to focus on positive things, but these four men, just like the rest of us, have some primary fear that influences what they want.  Once we’ve identified that, we’ll better understand what drives them; what is their motivation.

Sonny is the oldest son.  He asserts himself.  He is emotionally responsive.  He lets people know how he feels, and even what he thinks.  His father called him on that kind of behavior, when Sonny, in an emotional outburst, allowed potential enemies to have insight on thoughts that would have been to his advantage to keep private.

(Sonny)  “Whoa, now, you’re telling me that the Tattaglias guarantee our investment without…?”

(Later in private, Vito says:)  “Never let anyone outside the family know what youre thinking.”

  Sonny has a strong need for approval, is oriented futuristically, loves an audience, likes his work to be exciting, he makes fast, intuitive decisions, his first question is “who”, makes a great effort to be involved, willingly accepts leadership roles, prefers not to be isolated, perhaps his greatest strength is his enthusiasm, and his greatest weakness is his impulsiveness.  This weakness, along with his primary fallback behavior being to attack, was his signature.  When his father was shot, Sonny’s anger was almost uncontrollable:

“No, no, no! No more! Not this time, consigliere. No more meetin’s, no more discussions, no more Sollozzo tricks. You give ’em one message: I want Sollozzo. If not, it’s all-out war; we go to the mattresses.”

Though he probably didn’t recognize that tendency in himself, his observable behavior often made it very clear to his enemies, and that was his downfall.  He operated around a fear of not getting applause, which is a little bit different than needing approval.  Sonny’s greatest need in life was applause.  Everybody wants some approval.

Many have used the MBTI to profile Sonny as ESTP.  That would be equal to a Driver/Driver, thus highly assertive and extremely emotionally controlled.  I can understand how they might use certain parts of the Myers Briggs pattern to arrive at that conclusion, but they would be wrong.  Sonny’s emotions were NOT what I’d call controlled.  Sonny was certainly assertive, but he was not a Driver.

He was an Expressive.  But he was a Driving Expressive.  The MTBI pattern equal to that is ESFP.  Some would call that the “Performer”, a temperament that is far more into a world of feelings than the driver/driver ever would be.  I am not saying is it wrong to be expressive, but it was a tragic flaw for Sonny to not recognize it about himself.  But his enemies could easily see it: that’s what got him killed.

Fredo was a sickly child.  His mother was constantly vigilant about how he felt.  Much of his early childhood revolved around how he was feeling.  To some degree he was pampered, and concessions were made for what was expected of him.  As he got older, he was less and less happy about the way he felt others perceived him.  For a long time, he was quick to give in and go with the flow.  When made tense, his first fallback was to acquiesce, even when being slapped around by Moe Green in Las Vegas:

But as the story develops, we see that Fredo never felt accepted in a way that validated his own self image.

And so it is for that reason the tension he felt from a lack of “respect”, though not exactly hatred at all, seldom went away as he got older.  Because of that, acquiescence wasn’t working for him, though it was his primary fallback.  So, he tried the fallback behaviors of the other styles, and the tension still didn’t go away.  When he moved to over to the fallback behavior of the Driving Expressive (ESFP),  the “What’s in it for me” he felt no one seemed to care about, drove him to attack, thus betraying his own brother.

This reaction, plus certain flamboyance in social behavior while trying to fit in, caused some critics to assume Fredo was a Driving Expressive, or ESFP.  Yes, Fredo wanted approval, but it wasn’t the fear of not getting him applause that drove him; it was the fear of not being liked, and worse, the fear of being hated.  In the end, just wanting to be liked and be accepted back into his family, he was hanging around to take his nephew fishing.  It was predictable that he would be willing to do that, so it was easy to plan his demise.

So within the framework of the “family”, he was not an Expressive.  In this culture, Fredo was an Amiable, although no doubt, he was a very Expressive Amiable.  It was his need to be seen in the company of physically attractive women that drove him far more than any emotional attachment he might feel for them.

In a scene where men were shooting at his father, Fredo was incapable of taking any positive controlled action to defend him, or even retaliate.  He just cried.  In spite of this ineptitude, his own self image was that he was capable of handling great responsibilities, thus a bit “Idealistic”.  And so, the MBTI that would closet match to his style is INFP.

Tom Hagen was not Vito’s natural son, but as he grew up, he became more and more the one whose “information” could be trusted.  Tom was thorough, a detailed thinker, and oriented to detail.  He was generally never seen as impulsive, and less likely than some to make mistakes, or leave out necessary action steps.  While others are focussed on actions and reactions, Tom does his homework, and focusses on what to consider before taking action:

“I found out about this Captain McCluskey who broke Mike’s jaw…Now he’s definitely on Sollozzo’s payroll, and for big money. McCluskey has agreed to be the Turk’s bodyguard. What you have to understand, Sonny, is that while Sollozzo is being guarded like this, he is invulnerable. Now nobody has ever gunned down a New York police captain — never. It would be disastrous. All the Five Families would come after you, Sonny. The Corleone Family would be outcasts! Even the old man’s political protection would run for cover! So do me a favor — take this into consideration.”

Even though eventually the “family” did act to retaliate by killing McCluskey, they did take what Tom said into consideration.  But it was Michael that went from that to the idea of some benefit to pointing out the Captain’s involvement in corruption, drugs, and organized crime.  And as his father before him would have done, Michael turned to Tom Hagen for confirmation that the family had people in the media that could help make McCluskey look dirty in the public eye.  And of course it would be Tom that would arrange things.

One of the reasons he was often seen as correct in his assessments of things, was that he had an overwhelming desire to not be wrong.  It was this same obsession in another piece of literature that seemed to drive Dr. Watson to distraction when dealing with Sherlock Holmes’ painstaking habits.  Sherlock always seemed to want to put every single piece of evidence under intense scrutiny before making a decision.  Sherlock Holmes took great pride in this, for he believed it to be the way to avoid impulsive, and thus possibly erroneous decisions.  Nothing was more important to him than that.

And so it was that the very likelihood of wanting to not be wrong, and therefore with a tendency to be slower to action, was why Michael (under the advisement of Vito) removed Tom as the Consigliere when faced with an imminent war with the other families.  Since Tom didn’t necessarily see himself in the same way Michael did, he didn’t understand the decision, and it hurt his feelings at first.  But Tom was not a man to dwell in his feelings, at least that others would be able to notice, for very long.

Although he was “out” as far as the war council was concerned, he was placed in another position.  Since his powers of accurate observation and details of accountability would be put to profitable use, Tom was able to fit in well with the assignment without further conflict or controversial behavior about the organizational restructuring.  The justification of this move, perhaps more than anything else revealed in the story, as far as the culture of the family was concerned, establishes that Tom was an Analytic.

But he was a Driving Analytic.  Though perhaps more in a world of his perceptions than needing quick closure, Tom regularly used objective judgement to make decisions.  His logical MBTI would be ISTP.  He was the “Mechanic”; he knew how to fix things.

This brings us to Michael.  Early in the novel he showed signs of wanting to be in control of decisions that effected him.  He enrolled in college to not allow the family business to determine his role in life.  Yet even as the family presumed his student status might protect him from the draft, Michael joined the Marines.  And he did so without consulting his father, or anyone else.  He surprised some of his family when he took a controlling role in avenging the assassination attempt on his father.  He asserted himself that he be the one to do it.

“It’s not personal, Sonny. It’s strictly business.”

Later, after being out of the country for some time, his reputation for taking calculated risks instead of impulsive ones like Sonny had, prompted his father to turn more of the business over to him.  Michael tended not to allow others to read his emotions.  When made tense, emotions seemed to show, but it was a part of his fallback to become autocratic whenever “control” might be at risk.

After his father’s death, Michael took the calculated risks he felt were necessary to insure that he was unquestionably in complete control of all of the family business.  It was quick, decisive, and goal oriented.

So though maintaining more emotional control than the others, he was almost, though not quite as assertive as his brother, Sonny.  Remember, Sonny was an Expressive, but Michael Corleone was a Driver.  Specifically, an Analytical Driver.  The MBTI comparable to that would be ENTJ, the “Executive”.

And how about Vito himself?  A tremendous range of experiences and circumstances helped mold his style.  Vito was an intelligent man, and thoughtful.  His thinking and planning abilities helped him to connect with even the most analytical.  That he had a vision of the future, accepted leadership, and could fight when he had to made him understood by expressive people.  And even more so that he understood them.  He built relationships based on respect which was his bond with amiables, and his ability to manage change and be decisive earned him the respect of drivers.

There was a bully in the community.  He was a well connected extortionist, and therefore commanded great fear, as well as being the powerful one who could grant favors.  Don Fanucci was called The Black Hand.  Vito, without waiting for any other authority to approve of it, took care of Fanucci.  He didn’t need to take credit for it, as it was assumed quietly that no one else but Vito could have been that assertive and kept his cool about it.

In the story, a husbandless woman in the neighborhood was being evicted because her little boy had brought home a puppy, an action that would prove to be in conflict with the landlord’s inflexible “no pets” rule.  She shared her fearful frustration of not knowing what to do or where she and her son would live with her friend and neighbor, Mrs. Corleone.  Vito’s wife brought the lady to her husband.  She believed he might be able to at least advise her, if not intercede on her behalf, but it was the intercession which he took on with a controlled determination that was the cornerstone of establishing his image in the community.  Vito would be seen, not just as a replacement for the extortionist “The Black Hand”, Don Fanucci, but in very much so a matter of deep respect, as “The Godfather”.

As Vito negotiated with the landlord, he did so with some genuine feeling and empathy for the woman’s situation.  And it because his wife had arranged for the lady to ask for a favor, that he additionally felt it would have been dishonorable to refuse to help her.  When the lady’s landlord seemed unbending, abrupt, condescending, and rude, Vito did not lose his temper.  Though he was a man of action, he maintained a very controlled disposition.  He knew how to allow the man to understand who he was:

Vito understood the value of reputation.  When others know how you’re known to behave, they will believe what that tells them you are far more that what you might wish to tell them you are.  What we do speaks louder than what we say?  And once he knew the landlord understood it, it was easy for Vito to tell him the woman’s son could keep the little dog, and that the widow’s rent would be reduced.

Vito Corleone was in his comfort zone, and the landlord was not in his.  And all of this is noticed because of the power of clearly defined images drawn from how they acted.  The process is to establish a recognizable pattern from observable behavior characteristics (character analysis: understanding the motivation, and the predictable style of behavior it leads to).

Whether Vito understood the process or not, it was clear that he knew how to handle different people based on the way they showed him how they wanted to be treated.  He knew the value of being seen as, and how to convince others it was to their advantage to also be seen as, “a reasonable man.”  And so it is the measure of those skills, that I call Vito the “versatile manager”; he had the ability to deal with other people who’s styles were different from his own, with very little tension caused by it.

This ability or management skill made it seem he had almost a sixth sense when it came to reading people, and thus showing some respectable empathy for how they must be feeling.  His strategies and tactics showed he understood very well exactly what it took to “motivate” others”:

“I’m gonna make him an offer he can’t refuse.”

Later, after an attempt on his own life and the death of his oldest son, Vito was very effective convincing the heads of the other families by appealing to their thinking and their feeling when he offered concessions and called for a truce, without allowing them to really know what he had on his mind:

“You talk about vengeance. Is vengeance going to bring your son back to you or my boy to me? I forgo the vengeance of my son. But my youngest son had to leave this country because of this Sollozzo business. So now I have to make arrangements to bring him back safely cleared of all these false charges. But I’m a superstitious man. And if some unlucky accident should befall him, if he should be shot in the head by a police officer, or if should hang himself in his jail cell, or if he’s struck by a bolt of lightning…then I’m going to blame some of the people in this room…and that, I do not forgive. But, that aside, let say that I swear, on the souls of my grandchildren, that I will not be the one to break the peace we have made here today.”

If we have to place him in a home quadrant, I’d say he was a Driver.  When he negotiated, he did so from what was obvious to others as a position of strength.  But he was an Amiable Driver (powerful use of relationships-more than anyone else in the story).  That puts him near center right next to driving amiables, analytical expressives and expressive analytics.  Using the MBTI, Vito was ESTJ.

But in fairness to the Jungians, Vito Corleone was in the story, the definitive “Guardian” of a way of life with its own set of rules, and own set of values based on a concept of respect so profoundly important within the sub-culture he adopted.  And it is his own values of what he senses is important to security and his social order that set him apart from other “guardian’ types.  You see, he wouldn’t likely be eager to join the PTA (unless he could completely take charge of it), because that institution already operates by somebody else’s rules.

I’ve mentioned the The Myers-Briggs Type Indicator, and also Social Style Profile Patterns.  Which do you feel would be quicker, if not easier to use as a tool for the character analysis of Vito Corleone?

1.) That he was more prone to extroversion over introversion, oriented to sensing more than intuition, more into his thinking than his feeling, and seeking closure over being open-ended?  Or, would it be better to tell you:

2.) His greatest need was to be in control of things, and that when made very tense, when sensing (fearing) his ability to maintain that control was threatened, he’d be likely to become rather autocratic?

I like the second assessment, but is it over-simplistic?  Well, I suppose that would depend on how one arrived at the conclusion.  The process of collecting data to plot someone on graphs for the MBTI is similar to the process of determining their social style.  Behavior has to be observed, particularly when involving decision making.  And values need to be assigned to adjectives that describe them.  Then, the data has to be collected and compared to how it ranks within a bank of information on the behaviors of others within a range of normal psychology.

Further, it’s helpful and practical to have certain elements of style charted out so that what you know generally about them is more clearly defined.  It was that very thing that gave me the defining words I used in description number two above.

Of course you want be able to identify basic need.  But you also want to understand how they make use of time, what is important to them as they relate to others, how they view tasks in general, and what is their orientation to decision making.  In other words, their primary question of what, why, who, or how, are they most likely to put the maximum effort towards, what they are most comfortable accepting or rejecting, what is their greatest strength, and also their greatest weakness.

And it also works backwards.  With a valid summary of style elements, it’s easier to take what we observe and determine the style a person is likely to be more comfortable in.  For example, if I see an individual generally avoiding involvement, tends to be cautious, is more interested in “how” rather than “what”, and is better with planning than execution, given a choice between driving, amiable, expressive or analytical, I’d say they were an analytic.

But using the four graphs used to determine MBTI, the only one I could be fairly certain of is introversion over extroversion; introversion is a part of the signature for all analytics.  But I cannot certain about the other three graphs.

There’s a fifty-fifty chance they could be intuitive or sensing.  All but the Expressive Analytics are more predisposed to be in a world of the their thinking rather than their feeling, and the Driving Analytics lean to perception more than judgment.  Thus the Driving Analytic tends to be more open ended, while all the other analytics have a stronger need to get closure.

Don’t get confused here.  Being unhurried and thoughtful does not tell you they don’t want closure.  It tells you they don’t want to FORCE closure at the risk of error.  It is BECAUSE they have that need, and more than anything, do not want to be wrong, that they as a group tend to be seen as the kind of people that want to postpone or avoid deadlines altogether.

Another reason I like the social style model is that it makes it easy to identify where the character is on a summary of style elements diagram.  I’m sure you could come up with a similar one for the MBTI if you know the weight of the adjectives being tracked by the feedback instrument.

But as it is, I only have to think about four patterns on a grid instead of sixteen in order to identify their primary profile.  Then, I can look at that same four pattern matrix to see their secondary influence.  To go much further than that would be to observe a person under extremely tense and pressured situations where they have a lot of trouble resolving any conflict or controversy.  That’s when a number of alternate fallback behaviors seem to zoom all over the place.  And in situations where the tension never goes away, some people might go insane.  I’m finding that harder to predict rather than just observe after it happens.

Though it might help, you don’t have to be a complete sociopath just to be crazy.  That’s why courts allow for it to sometimes be considered a “temporary” situation.

But for the purposes of doing a character analysis for the average acting assignment, or understanding the people you work with, “crazy” may not be the profile you’re needing, unless you’re just observing people trying to find their cars at the Atlanta Airport.

What we really want to do is learn something from what we observe about the behavior of ourselves, and the other people on that same stage with us.  We want to find a way that points to all kinds of answers about how they operate, especially primary need (want, desire), and primary and secondary fallback behaviors likely to occur when those needs are not met.  It tells us what they are afraid of.  So, with knowing what they want and what they fear, we can understand what their motivation is likely to be.  In other words, what is the offer they can’t refuse?  More than just a way to interpret the character, it tells us how to deal with them, or, as an actor, how to BE them.

It isn’t really so simple after all, is it?  It requires access to not just input data, but the proper use of the tools to tell you what the data means.  And you have to learn how to use the tools, too, don’t you?  Their are many such tools and models out there, many of them supported by research.

But regardless of the model you use, make sure the information you’re gathering is from people who are honest, and knowledgeable about the person being profiled. Even if you’re certain the instrument being used is capable of giving a clear picture, validity is going to depend on the accuracy of the input data.

There are obvious benefits to understanding people.  For one thing, if we don’t, we might have trouble getting others to understand us the way we’d want them to.  And if we understand each other, we will have the tools to decide how to cooperate effectively.

Cooperation is primary if we want to be able to adapt to change.  And being able to adapt to change, according to Charles Darwin, is far more important to survival than competition, though competition is certainly a part of it.  Only the strong survive?  Well, where is Tyrannosaurus Rex?  I guess he couldn’t adapt fast enough.

So, we learn by understanding how we can cooperate better.  That moves us closer to commitments rather than mere appearance of compliance, doesn’t it?  But most of all, for those of us who are expected to be leaders, and have the will to lead, we can establish the equity in the process, so others will want to help us reach our goals.  And while doing so, at the same time, reaching theirs.  And when that happens, integrity has a chance of becoming the “trump” card again.

“The Godfather” by Mario Puzo was originally published in 1969 by G. P. Putnam’s and Sons.  All the quotations above are from characters in the movies based on that novel as produced by Paramount Pictures, and therefore are not in any way a part of the property of this article, or this article’s author.

The “Z” Pattern of Fallback Behaviors (Revised)

Some years ago while participating in a workshop with several psychologists, I uncovered an idea about a possible pattern of behavior that seems to have some merit, but I’ve found no clinical studies available.  It had to do with going beyond anticipating the primary fallback behavior likely to occur based on the behavior style of a person under stress when the stress does not go away.  Under normal circumstances, the primary fallback behaviors to expect according to a person’s social style profile would be:

*  The Driver (more assertive; doesn’t easily show emotions) ~ to become autocratic (sensing control is threatened).

*  The Amiable (less assertive; emotionally responsive) ~ to acquiesce (sensing a threat of being disliked).

*  The Expressive (more assertive; emotionally responsive) ~ to attack (sensing withdrawal of emotional validation; approval, and applause).

* The Analytic (less assertive; emotionally reserved) ~ to avoid (sensing a risk of being proven wrong, or not allowed the opportunity to be certain).

From any of these starting points, it’s fairly easy to anticipate a primary response from an individual.  But what remains curious is to see was what happens when the stress does not go away.  When their principal modus operandi fails, it makes sense for them to try something else.  So, would not they be likely to try other fallbacks?  And additionally, is the pattern of how they might go through a series of them predictable?

Perhaps the order of them may not be, but what is likely to happen will be an emergence of some kind of pattern.  So far, I see at least an emergence of a pattern that shifts from primary to secondary fallback.  It is the automatic tendency to try “plan B”.  Additionally, since the primary is from home base (where”comfort” lives), it could easily be the secondary reaction that is first noticed by the casual observer.

Lets take a look at an example of a primary and a secondary.  A person may be analytic in their home quadrant, but particularly a driving analytic.  Their first avoidance might go unnoticed, and only when they show signs of unrelenting tensions, and take on their “driver” behavior and become autocratic, do they begin to seem unreasonable and possibly reacting out of desperation.  And, it is possible that they could oscillate back and forth between first and second base for quite some time before attempting to steal third.  That might be conditional to the intensity of the stress being felt.

I think the kind of tension and the perceived weight of risk may also have an effect.  For example, a person might vacillate between primary and secondary before moving on to the fallback behaviors of the other variant styles, and feel no need to try “plans C or D” as long as they hope to get some relief due to “plans A or B”.  A person operating outside their comfort zone will feel some tension depending on how flexible they are, and also how far they are having to stretch.  But it is a reaction to some kind of stress that tends cause us to pull tightly to a home position and allow others to see us in a fallback mode in the first place.

Consider former President Richard Nixon: his reactions to Watergate are examples of radical shifts in behavior under stress.  He went from his primary fallback to his secondary; back to his first, and then through all of them by the time he resigned.

Nixon’s social style profile (by my assessment) was that of a Driving Analytic.  The corresponding Myers-Briggs Type Indicator I mapped for him is ISTP (introversion, sensing, thinking, perception).  He generally appeared rather formal in his business dealings.  He took pride in wanting to appear rationally and logically in his thinking.  He was very loyal to what he believed were his rules rather than those of the “system”.   And eventually that got him into trouble.  His attempts to appear warm and caring were regularly perceived by the public at large to be awkward and clumsy at best.  He was not what you might think of when the word “charisma” is used.

When Watergate raised its ugly head, Nixon said nothing at first (avoiding), hoping to steer clear of giving any validity to the idea that there might be anything at all there worth looking at.  But the problem kept coming, growing bigger.

Soon, he appeared in front of the press, assuming a position of strength (control-autocrat) and announced that all the hullabaloo was just hyperbole; that as president, and for matters important to national security, there was nothing the public needed to know.  But he was under stress, and it showed.  The problem did not go away.

Then, he reverted to the fallback of the analytic by again appearing in front of the press with stacks of books, reports, and papers.  He spoke about his due diligence and meticulous handling of the complex matters of interest to the United States, and that if anything wrong or criminal took place that was the fault of anyone in government, he would find it and deal with it.  The attempt to appear thorough, and that his work was ongoing did not satisfy the public.  So it stands to reason that the tension still did not go away.

Feeling quite frustrated by not getting relief, he then tried the fallback of the expressive – to attack.  This time in front of the TV cameras he attacked those he felt were being unduly disloyal to him, and by that, also disloyal to the country.  He attacked the press; he attacked congress and the senate, and even attacked his own cabinet.  It was not a pretty sight.  By the time he realized his mistake, it was too late.  Impeachment was gaining momentum.  Now, the stress had him near the breaking point.

So, he then moved to the amiable (please don’t hate me) style, and acquiesced.  He resigned.  Had his acquiescence not gained relief, he would most likely have continued to zig zag all over the matrix until the public would begin to see a noticeable image of instability.  But by resigning the pressures let up, and he was eventually pardoned.

In hindsight, there was no real benefit that Nixon should have expected to gain from the break-in to the Democratic Headquarters in the Watergate building.  There was nothing there that could help him strategically.  He just wanted to peek.  And his ego lead him to think he could get away with it.  His rules (not society’s) allowed him to justify his actions–to himself.  But according to practically all of the polls at the time, he already had re-election sewed up.  So, was it a stupid decision?  As things turned out, it was certainly not an intelligent one.

I wish to draw a parallel here to the fictional character of Lieutenant Commander Phillip Queeg played by Humphrey Bogart in the movie: “The Caine Mutiny”.  Feeling himself surrounded by disloyal subordinates who he thought were intending to prove his decisions wrong and usurp his authority, things began to go badly.  In the eyes of his crew, even before serious conflict began, Queeg was not the kind of person to seem “lovable”, or likely to attract any sense of closeness, or even the appearance of it, from others.

His early attempts to resolve conflict and controversy met with no support or validation.  His emotional responses, all of them outside his own personal comfort zone, met with failure.  In the end, he was locked into insisting all his measures were justified no matter how foolish or impulsive they appeared to others.  This left him seemingly in a state of apparent psychosis, and that he was not dealing with it in any rational or logical manner–perhaps the one thing he feared more than anything else.

So had Nixon’s resignation been rejected by a hostile tribunal bent on continuing the impeachment process in order to punish Nixon by forceful expulsion and possible other retributions, I suspect Nixon’s behavior would have become even more frantic as he looked for a way to get loose from his demon.  Then what we might have seen could have been a much closer comparison to Commander Queeg in his final scenes.

These “Z-Patterns”, as I call them, are quite difficult to predict until they actually occur.  For without unrelenting stress, we have no observable behavior characteristics to measure.  This is unfortunate for those who’d wish to have some advance notice of possible sociopathic explosions (such as rage random killing), but the fact remains that a criminal profile does not exist until behavior starts noticeably moving in that direction.  In fact, serious and lengthy psychoanalysis might be required, and even that does not guarantee complete disclosure.

That there even is a pattern tied to the social style fallback behaviors is only a theory, and I have no large pool of empirical data to back it up.  Perhaps behavior that seems chaotic for an individual could be linked to something else?  Maybe it can.  I’m not a neuroscientist.  There are some studies, however, that are beginning to suggest some sociopathic behavior patterns may have genetic roots.  But as we move outside the realm of normal psychology, I suppose the function of a social style matrix could easily break down altogether.

So without formal scientific proof, what I’m observing could simply turn out to be just my way of explaining phenomena.  I’ll have to have more than just deductive reasoning, or I might come up with something no more valid than: “Cows eat grass.  My horse, Buddy, eats grass.  Therefore Buddy is a cow.”

Since I am an actor, I often study characters in plays, and novels.  These are stories.  They are usually fiction, although sometimes based on real people.  Since we are dealing with actions and behaviors that come singularly from the mind of an author or playwright, it is not possible to get real information or feedback, because the “character” doesn’t really exist.

I talked to several of the psychologists about using the models as a tool for directors and actors.  Generally I’m told that the models for style are for and about real people to solve real problems in workplace relationships, so applying it to fiction would be not only silly, it would be a waste of time.  But in spite of that, I’ve continued to use the matrix with some degree of satisfaction off and on now for twenty-three years.  Problems seem to occur when an author or playwright has arbitrarily assigned behaviors to a character that, for the purposes of understanding motivation, seem “out of character” to me.

While the study of behavior of story characters may be interesting, how it applies to real people has some merit, because I’ve seen these patterns play out in real people.  And, so have you whether you recognized them as such at the time, or not.  Sometimes, the “why in the world did they do that?” becomes obvious when we look carefully at what motivates them; both for what they want to happen, and particularly what they do not want to happen.

Motivation is what the actor needs to know. Without it, no stage business is justified.  If a person gets up and walks across the room, there is a reason for it, even if it’s a bad one.  What does the character want/need? Why do they pursue a particular pattern of action? What is likely to be the thing they do next when they don’t get what they wanted? And if that doesn’t work, then what next? And Next? A pattern sometimes evolves, and the intrigue to me is wondering if the pattern is predictable.  I’ve seen it in workplaces; I’ve seen it in politicians, and even in some abnormal psychological profiles, such as serial killers.

The twig snaps. It gets our attention. You and I may want to know what it is. But when a deer in the forest hears a twig snap, it is alerted to potential danger. It waits to see if other twigs snap so it can triangulate the position and direction of movement of some potential threat.  If it hears a whole bunch of twigs snapping, and all coming from different directions, the deer might panic, and make the mistake of running into, instead of out of harm’s way. People do that, too. And they keep running until they think they don’t hear anymore twigs snapping. Sometimes it works. But once in a while, that turns out to be the worst thing they could have done.

The search for a tool for theater has lead me to studies about the importance of determining what observable behavior tells us in many walks of life.  No doubt, it has a place for those who seek the value of qualities associated with good leadership, as well as in cultural issues of groups of people that are attempting to deal with resolving conflict and controversy.

While I think what I’ve described about former president Nixon’s behavior did happen, this article I’ve written here is only a beginning.  It is a set of observations, but perhaps little more.  Before I’d have a right to insist my opinions might be valid for everyone to use to predict accurately any pattern of fallback behaviors, a reasonable amount of scientific thought needs to be applied–perhaps a gallon or two.  So, the caution to you as the reader, is not so much that I’ve let the cat out of the bag, but that I have not yet proven it’s really a cat.

(Other interesting notes:  Nixon also attained the rank of Lieutenant Commander in the United States Navy, although he never saw combat.  Herman Wouk’s novel, “The Caine Mutiny”, and also the movie itself were released during a period of American history often referred to as the “McCarthy Era”.  Nothing, as far as I would know, in the novel or the movie alluded to Nixon or any other real person , or of any of the investigations covered by The House Un-American Activities Committee, of which Nixon was a member.  My comparison only draws from retrospect of Nixon’s later behavior.  But it was during that era that the young politically ambitious Nixon participated in investigations, and allegations that some of his party’s adversaries had communist, or other “Un-American” affiliations.  While many of these accusations were never confirmed, in many cases serious damage was done to reputations–a circumstance that lead to some historians referring to the era as one of the darkest times in our past.  Although the investigations around “Watergate” were about different matters altogether, some felt due to his previous persecutions and unrelenting personal attacks on others, Nixon “had it coming.”)


The Naga of the Night

The Naga at night.

The picture above is a common temple decoration in Thailand.  The large green dragon creature is called a Makara, and the serpents coming out of his mouth are the Naga.  It’s really quite amazing how religious mythology travels around Asia, borrowing and reinventing.  The makara and the naga are both Hindu originally but like many items from Hindu mythology can be seen making guest appearances in Buddhist practices in other countries.  It’s always a humbling experience standing at the steps of a temple looking up at the beasts.  It is also a very empowering feeling standing at the top of a temple looking down on the twisting body of such a creature.

Kanchantaburi Temple at Night

The temple in Kanchantaburi

The temple in Kanchantaburi, Thailand at night.

I can’t stress enough how beautiful Kanchantaburi was.  We were there during Songkran so I did not feel comfortable going to the temple service for a holy event I didn’t understand, so instead I waited outside and took photographs.  It was amazing how many stars were out so far away from the cities.  I often go out to the country or the state parks in Wisconsin.  Yet up in the mountains I felt even more removed from the influences of the city.  I was amazed how many stars I was able to pick up on film, the image is a bit grainy but still captures the stillness of the night.

The wings are just little nubs in the baby form.

I fell in love with these adorable little Pyrrhocoridaes that were around the Temple in Kanchantaburi.  What can I say I guess a part of me will always be that ten twelve year old girl who wanted to be an entomologist when she grows up.  That and bugs are some of the greatest models for the Macro lens.

In the adult form the wings have grown out.

My dad had told me their common name at the time I was taking the pictures, but I can’t remember it, nor can I seem to find an accurate source anywhere on the web.  I did find a lot of other big creepy bugs of Thailand though.  I thought this was a fun site to browse the gallery of  I can tell you one creepy crawler you will never see a picture of on here though is the centipede.  Uck!  They were so humongous and creepy over there, one that we saw was almost a foot long!  So gross, those are right up there with earwigs in the bugs I can do without category.

Wing’s Eye View

The Peace Fountain outside the Cathedral of St. John the Divine, New York, NY.

I was backing up my laptop as I prepare it for the coming Lion upgrade (if it can even handle Lion *fingers crossed*), and I came across this image from one of my earlier portfolios.  I love the angle of the shoot.  I think it’s a perfect representation of a “wing’s eye view”.

This is the Peace Fountain outside the Cathedral of St John the Divine in New York City.  I spent a lot of time in the area of the Cathedral during my trip to Manhattan.  There was a crepe restaurant within a block of it that I fell in love with, and since we don’t have crepe restaurants in Milwaukee I decided I need to go multiple time during my week there (I do love creeps ever so much). So, I spent a lot of time just staring up in amazement of this massive Cathedral, the fourth largest christian church in the world, smack in the middle of Manhattan, surrounded by skyscrapers.  It’s an incredible and somewhat perplexing site.  The fountain itself is also a lot to take in.  I think I could have, and honestly might have spent an hour or more just looking at all the different things going on in the sculpture, it’s a really well done narrative piece of art.

Monkeys Make Me Happy

The forest outside the temple in Kanchanaburi, Thailand, was one of the most majestic places I’ve ever been.  Under the shade of the towering trees the suns rays seemed like little blessings from above.  It was still very hot and humid there, but the heat seemed much more bearable in the peace of the mountain.  I can understand why they decided to build a temple in this location, it is easy to feel closer to the heavens.  If I return to Thailand this is the one area I truly want to see again.


Criamulusto Lorelord Allanon

You admit you broke the treaty, and therefore we acted accordingly. If you retaliate then this 'war' will go as far as you wish to take it, even if it means no staves in either city as the outcome.

As for the staves in the Artisans guild, this was also your fault. Being the guildmaster of the guild, your actions were taken as the guilds action as a whole. Step down as Prince of Mercinae and as guildmaster of the Artisans or post a public apology to Thakria and the hostilities will cease.

As for Khalin, if i hear of any harm to him because of this, your remaining time in this world will become more sour and painful than Saxe and myself seem to be making it at the moment.


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Home Articles Stroke
The 8 Ds of Stroke Care

The 8 Ds of Stroke Care

An image of the brain undergoing a stroke

Strokes are the fifth leading cause of death in the United States and the leading cause of adult disability.2 Even if an individual survives the initial injury, it can lead to permanent impairment. Approximately 185,000 people die every year from a stroke.2 The majority of stroke events can be classified as either hemorrhagic (bleed) or ischemic (clot).

Early recognition and treatment can not only make the difference between life and death but can also decrease long-term disabilities. To develop a streamlined response to potential stroke patients, the American Heart Association (AHA) developed the Stroke Chain of Survival. The chain involves five links or steps to be taken by patients, family members, and prehospital and emergency room personnel in caring for stroke patients. The links in the chain represent key steps in patient care to reduce the chances and degree of permanent disability and death.

The links in the chain are as follows:

A flow chart showing the stroke chain of survival

Within the Stroke Chain of Survival is the 8 Ds of stroke care, which highlight the major steps of diagnosis and treatment of stroke and key points at which delays may occur.1  Each of the 8 Ds in the chain of survival is critical steps that increase the likelihood of prompt diagnosis and treatment of stroke.

1. Detection:

Detection involves rapid recognition of stroke symptoms.4 Early symptoms of a stroke include weakness or numbness of the face, arm, or leg, especially one side of the body. Other signs and symptoms are confusion, dysphagia or aphagia, difficulty with seeing and/or walking, dizziness, and severe sudden headache with no identifiable cause. Early detection and recognition of stroke symptoms speeds the implementation of appropriate medical interventions and improves patient outcomes.

2. Dispatch:

Dispatch involves early activation of emergency medical services. In most cases, this involves calling 911. Currently, half of all stroke patients are driven to the emergency department (ED) by family or friends.3 This prevents the ED from being ready to receive the patient and having the proper providers and systems ready for treatment. Medical dispatch should be thoroughly trained to identify a possible stroke patient so that the appropriate level of EMS services can be dispatched to the patient. Critical steps that can be accomplished by EMS are supporting the ABCs, performing a stroke assessment, establishing time from last known normal neurologic baseline, triage to a stroke center, alerting the hospital, and performing a glucose check.3

3. Delivery:

4. Door:

Door refers to the arrival of the patient at the ED. Ideally, the stroke team should be in place at the receiving facility prior to the patient’s arrival to ensure prompt assessment and diagnosis. According to recommendations from the National Institute of Neurological Disorders and Stroke, an assessment should be completed by an ER physician within 10 minutes of the patient’s arrival in the ED.

5. Data:

Data collection is a vital component of the chain of survival. A CT scan is an essential tool needed for an accurate diagnosis. A noncontrast CT scan should be performed to differentiate ischemic stroke from hemorrhagic stroke. The CT scan should be completed within 25 minutes of the patient arriving in the ED and should be read within 45 minutes of arrival into the ED.

6. Decision:

A decision regarding the type of treatment needed is the next step in caring for a patient with a stroke. Information, such as the type of stroke that has occurred and the time from onset of symptoms, is considered before a treatment decision is made. The severity of the stroke may also play a role in deciding what the most appropriate treatment will be. The patient and family members should also be informed of the risks and benefits of treatment options. Additional imaging techniques such as CT perfusion, CT angiography, or magnetic resonance imaging scans of patients with suspected stroke should be promptly interpreted by a physician skilled in neuroimaging interpretation.4

7. Drug/Device:

Drug administration, if appropriate, is the next link in the chain of survival. If the patient is a candidate for fibrinolytic therapy, the window of opportunity for administration is narrow. According to the AHA guidelines, fibrinolytic therapy should be administered within 3 hours of the onset of symptoms. If the patient is not a candidate for drug therapy, they may qualify for endovascular therapy to remove the clot mechanically rather than with fibrinolytics. AHA inclusion and exclusion criteria for fibrinolytic therapy are as follows:

Inclusion criteria:

Exclusion criteria:

8. Disposition:

This step in stroke care focuses on the continuing care of the stroke patient. It is recommended that patients be admitted to an intensive care unit or stroke unit within 3 hours of arrival in the ED. Continued monitoring of a stroke patient includes frequent assessment of neurological status and monitoring of glucose levels and vitals, as well as prevention of complications.

  1. National Health Care Provider Solutions. https://nhcps.com/lesson/acls-acute-stroke-care/. Accessed July 2019.
  2. National Stroke Association. https://www.stroke.org/understand-stroke/. Accessed July 2019.
  3. American Heart Association. Advanced cardiac life support: Provider manual. United States of America: American Heart Association. 2016.


03824nas a2200421 4500008004100000022001400041245014400055210006900199260001300268300001000281490000700291520254900298653001002847653001602857653002802873653004102901653001102942653001002953653001102963653004002974653004103014653000903055653004503064653001603109653001103125653002603136653003103162653001603193653002603209100001603235700001103251700001503262700001503277700001503292700001703307700001103324856006703335 2011 eng d a1536-021000aLow b-value diffusion-weighted cardiac magnetic resonance imaging: initial results in humans using an optimal time-window imaging approach.0 aLow bvalue diffusionweighted cardiac magnetic resonance imaging  c2011 Dec a751-80 v463 aOBJECTIVES: Diffusion-weighted imaging (DWI) using low b-values permits imaging of intravoxel incoherent motion in tissues. However, low b-value DWI of the human heart has been considered too challenging because of additional signal loss due to physiological motion, which reduces both signal intensity and the signal-to-noise ratio (SNR). We address these signal loss concerns by analyzing cardiac motion during a heartbeat to determine the time-window during which cardiac bulk motion is minimal. Using this information to optimize the acquisition of DWI data and combining it with a dedicated image processing approach has enabled us to develop a novel low b-value diffusion-weighted cardiac magnetic resonance imaging approach, which significantly reduces intravoxel incoherent motion measurement bias introduced by motion. MATERIALS AND METHODS: Simulations from displacement encoded motion data sets permitted the delineation of an optimal time-window with minimal cardiac motion. A number of single-shot repetitions of low b-value DWI cardiac magnetic resonance imaging data were acquired during this time-window under free-breathing conditions with bulk physiological motion corrected for by using nonrigid registration. Principal component analysis (PCA) was performed on the registered images to improve the SNR, and temporal maximum intensity projection (TMIP) was applied to recover signal intensity from time-fluctuant motion-induced signal loss. This PCATMIP method was validated with experimental data, and its benefits were evaluated in volunteers before being applied to patients. RESULTS: Optimal time-window cardiac DWI in combination with PCATMIP postprocessing yielded significant benefits for signal recovery, contrast-to-noise ratio, and SNR in the presence of bulk motion for both numerical simulations and human volunteer studies. Analysis of mean apparent diffusion coefficient (ADC) maps showed homogeneous values among volunteers and good reproducibility between free-breathing and breath-hold acquisitions. The PCATMIP DWI approach also indicated its potential utility by detecting ADC variations in acute myocardial infarction patients. CONCLUSIONS: Studying cardiac motion may provide an appropriate strategy for minimizing the impact of bulk motion on cardiac DWI. Applying PCATMIP image processing improves low b-value DWI and enables reliable analysis of ADC in the myocardium. The use of a limited number of repetitions in a free-breathing mode also enables easier application in clinical conditions.10aAdult10acateg_mixte10aCoronary Artery Disease10aDiffusion Magnetic Resonance Imaging10aFemale10aHeart10aHumans10aImage Processing, Computer-Assisted10aImagerie Coeur - Vaisseaux - Poumons10aMale10aMéthodes et systèmes en IRM et optique10aMiddle Aged10aMotion10aMyocardial Infarction10aReproducibility of Results10aRespiration10aSignal-To-Noise Ratio1 aRapacchi, S1 aWen, H1 aViallon, M1 aGrenier, D1 aKellman, P1 aCroisille, P1 aPai, M uhttps://www.creatis.insa-lyon.fr/site7/en/publications/RAPA-11


A Space For Lost Time

Anna Ternheim

Swedish singer-songwriter Anna Ternheim is known for her timeless, subdued songs. The remarkably prolific artist has released seven albums and a slew of EP’s since she started off.

Her debut album from 2004, “Somebody Outside”, was a huge hit in her home country and received a number of rewards. Her sultry, suspenseful music borrows from traditional folk and American roots music without losing sight of her Scandinavian origins. Her latest studio album is called “A Space for Lost Time”. As a part of her album tour she will do a show in Nijmegen as well.

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Sometimes, the creation of new law can have a ripple effect throughout the legal system and it can take time for the proper adjustments to be made. The legalization of same-sex marriage is a case in point. While the acceptance of gay marriage was a positive step for the LGBT community, it created a seemingly small, but potentially cumbersome legal issue.

Before same-sex marriage becoming legal in Colorado, many gay and lesbian couples opted to form civil unions, which they were legally entitled to do. Then, once they were allowed, some of these civil union couples got married.

This was all well and good as long a couple stayed together. However, should the couple choose to get a divorce, they were faced with an extra burden; they would have to engage in separate proceedings to legally end both the marriage and the civil union.

Fortunately, the Colorado Senate has approved a bill that effectively merges both licenses together, meaning that applicable couples will no longer have to go through an extra proceeding.

On another positive note, the bill was supported by some of the most conservative members of the Senate. One Republican lawmaker noted that while there was disagreement regarding the manner in which marriages should be defined, people should not face undue difficulties because of problems caused by the state.

What the passing of this bill also demonstrates is that when a same-sex couple decides to end their marriage, they still may face some unexpected hurdles. As we see, the laws are still in flux. As such, if you are involved in a same-sex divorce, you may wish to contact an attorney who has experience handling such cases. An attorney who understands the legal challenges faced by same-sex couples can help you navigate through the often complex process of divorce.

Source: CBS Denver,”Republican-Controlled Senate Passes Bill That Helps Gay Couples,” Shaun Boyd, Apr 29, 2016


New hybrid materials for detecting hydrogen peroxide
23 Dec 2019
- Rosalind Davies

For the first time, hybrid materials made of Co2TiO4 and reduced graphene oxide have been made, characterised, and tested as hydrogen peroxide sensors.

Crystalline structure of Co2TiO4, calculated using Neutron Powder Diffracton on GEM

Domingo Ruiz

An international group of researchers compared different methods of forming these hybrid materials to test the effect of the synthesis route on the detection capability. They found that making the material in situ led to greater sensitivity in the detection of hydrogen peroxide.

Reduced graphene oxide (RGO) is an important carbon-based nanomaterial (CBNM) used for the development of sensors. It has a number of very interesting properties, including excellent electrical conductivity, high surface area, and good mechanical strength. Hybrid materials of CBNMs and inorganic oxides such as Fe3O4 and TiO2 have been the focus of research interest thanks to their potential in sensing applications.

In these hybrid materials, the distribution of the inorganic oxide phase and the carbon-based material on the surface is important for optimising the chemical performance, and so the synthesis has the potential for influencing this performance. The different methods of synthesis fall into the categories of being ex situ or in situ

Ex situ methods involve mixing the CBNM and a previously synthesised nanocrystal of the inorganic oxide. Although this offers more selectivity of the specific nanostructure of the oxide, the coverage can be non-uniform and at lower density. In situ methods usually give better coverage and can give a continuous film of nanoparticles on the surface of the CBNM.

This research tested two methods (in- and ex- situ) for the formation of Co2TiO4 (CTO) and RGO hybrids to be used for the development of hydrogen peroxide sensors. The group were able to determine the catalytic effect of these materials for hydrogen peroxide reduction and their application in the electrochemical detection of hydrogen peroxide in real samples.

Fast and accurate determination of hydrogen peroxide concentration has important applications in the electron transfer process of hundreds of enzymes in biological systems, as well as in various industries, such as paper, textiles and pharmaceuticals.

Using the GEM diffractometer at ISIS, along with other characterisation techniques, the group were able to determine the structure of the hybrid materials that they had synthesised, and confirm that there were no contaminants or impurities present. Once they had confirmed their synthesis technique, they were able to test the ability of the materials to detect hydrogen peroxide.

Both of the materials made by the different methods showed electro-catalytic activity towards the electro-reduction of hydrogen peroxide. Crucially the in situ synthesis process led to better coupling between the CTO and RGO. This strong coupling improved the dispersion of the CTO nanoparticles on the RGO surfaces, decreasing the resistance and increasing the electrical conductivity of the final material. The nano-scale structure of the in situ hybrid also enabled easier access of the hydrogen peroxide molecules to the active sites.

These interesting results offer a simple alternative for the quantification of hydrogen peroxide, and open doors for further electrochemical sensor development. Domingo Ruiz, from the Universidad de Santiago de Chile, one of the paper authors, explains; “this work is important for the development and understanding of new materials for non-enzymatic sensing of peroxides. Thanks to the structural refinement performed with the measurements we did at ISIS, the work also has a secondary impact related to the determination of the cationic distribution of the inorganic-based structure.”

Further Information

The full article is available at: Nanomaterials 2019, 9, 1611; doi:10.3390/nano9111611

Contact: Davies, Rosalind (STFC,RAL,ISIS)


Sherman ISD considers pros and cons of cell phone use at school

SHERMAN, Tex. (KXII) - Because most students today have cell phones, Sherman ISD is looking at the best way to balance phone use in school.

The handbook said students are allowed to have their phones during the day, they just have to be off unless they are being used for approved instructional purposes.

District officials said before they make any decisions, they are looking at how other districts across the nation handle student cell phone use.

Assistant Superintendent at Sherman ISD, Tamy Smalskas, said the discussion on cell phone use started at the district's school board meeting Monday.

"Using them, using them appropriately, when to use them in the classroom, when to put them away, when not to use them, even from the perspective of parents some of the dangers that can be involved with using them too much," Smalskas said.

Smalskas said they're gathering a group of parents, teachers, students and administrators to research the best policies and review the pros and cons.

Data used in the presentation, compiled by another district, says 61 percent of middle school students and 81 percent of high schoolers own cell phones.

"We're going to look at what other school districts are doing, we're going to look at best practices, what is it that we're all together wanting to accomplish as a community," Smalskas said.

Ashley Nelson said her nephews are 13 and 16-years-old, and it makes her feel better to know they have a way to get in touch with family.

"As long as it's in a proper place, at a proper time, in emergencies they need their phones you know," Nelson said.

Smalskas said the district does not plan to ban cell phones, they just want to find a balance between using them as a learning tool and keeping them from being a distraction.

Nelson agrees there should be regulations.

"They shouldn't have them all the time, just maybe in their backpack or locker," Nelson said.

But she believes the pros of allowing cell phones in the classroom outweigh the cons.

"What if there's an emergency, really, there's just so much technology that could help advance learning," Nelson said.

Smalskas said the goal is to get a plan in place for the next school year.


Insight into quantum chaos may be the key to quantum computers

Insight into quantum chaos may be the key to quantum computers

recent experiment by Harvard University and MIT developed a specialized quantum computer, known as a quantum simulator, which could be used to help understand complex quantum processes.

The new research, led by the University of Leeds, has provided a theoretical explanation for the particular behaviour of individual atoms that were trapped and manipulated in the experiment.

Manipulating quantum bits of matter

The Harvard University and MIT experiment used a system of finely tuned lasers to act as “optical tweezers” to assemble a remarkably long chain of 51 atoms.

When the quantum dynamics of the atom chain were measured, there were surprising oscillations that persisted for much longer than expected and which couldn’t be explained.

The international team of researchers examining the behaviour included scientists from the School of Physics and Astronomy, the Institute of Science and Technology Austria and the University of Geneva.

Study co-author, Dr Zlatko Papic, Lecturer in Theoretical Physics at Leeds, said: “The previous Harvard-MIT experiment created surprisingly robust oscillations that kept the atoms in a quantum state for an extended time.

“Our goal was to understand more generally where such oscillations could come from, since oscillations signify some kind of coherence in a chaotic environment – and this is precisely what we want from a robust quantum computer.

Deeper understanding of quantum dynamics

In everyday life, particles will bounce off one another until they explore the entire space, settling eventually into a state of equilibrium.

This process is called thermalisation.

A quantum scar is when a special configuration or pathway leaves an imprint on the particles’ state that keeps them from filling the entire space.

This prevents the systems from reaching thermalisation and allows them to maintain some quantum effects.

Dr Papic said: “We are learning that quantum dynamics can be much more complex and intricate than simply thermalisation.

Study lead author, Christopher Turner, doctoral researcher at the School of Physics and Astronomy at Leeds, said: “Previous theories involving quantum scars have been formulated for a single particle. Our work has extended these ideas to systems which contain not one but many particles, which are all entangled with each other in complicated ways.

"Quantum many-body scars might represent a new avenue to realise coherent quantum dynamics.”

The quantum many-body scars theory sheds light on the quantum states that underpin the strange dynamics of atoms in the Harvard-MIT experiment.

Understanding this phenomenon could also pave the way for protecting or extending the lifetime of quantum states in other classes of quantum many-body systems.

Further information:

Image: Illustration of quantum system.

Credit: Zlatko Papic, University of Leeds

The paper Weak ergodicity breaking from quantum many-body scars is published in Nature Physics 14 May 2018

Please contact University of Leeds press officer Anna Harrison at or +44 (0)113 34 34196 for any additional information.

Reference for the 2017 experiment at Harvard University: H. Bernien et al., Nature 551, 579-584 (2017).

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Gastvortrag: How the Brain Integrates Costs and Benefits During Decision Making

Professor Christian Fiebach, Goethe-Universität Frankfurt, Mittwoch, 25.01.2012, 12.15pm - 1.30pm. Seminarraum Schwerpunkt Marketing (RuW 1.201)

Abstract: When we make decisions, the benefits of an option often need to
be weighed against accompanying costs. Little is known, however,
about the neural systems underlying such cost?benefit computations.
Using functional magnetic resonance imaging and choice
modeling, we show that decision making based on cost?benefit
comparison can be explained as a stochastic accumulation of cost?
benefit difference. Model-driven functional MRI shows that ventromedial
and left dorsolateral prefrontal cortex compare costs and
benefits by computing the difference between neural signatures of
anticipated benefits and costs from the ventral striatum and amygdala,
respectively. Moreover, changes in blood oxygen level dependent
(BOLD) signal in the bilateral middle intraparietal sulcus reflect
the accumulation of the difference signal fromventromedial prefrontal
cortex. In sum, we show that a neurophysiological mechanism
previously established for perceptual decision making, that is, the
difference-based accumulation of evidence, is fundamental also in
value-based decisions. The brain, thus, weighs costs against benefits
by combining neural benefit and cost signals into a single, differencebased
neural representation of net value, which is accumulated over
time until the individual decides to accept or reject an option.


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OLAF staff, board members, private bar, local courts, state officials and community partners continue to collaborate on strategies to the sustain and enhance funding for civil legal aid to the poor.

Work is being done daily to ensure that all Ohioans have access to justice.

If you have questions about current activities, please contact us at (614) 715-8560.


Community Policing and Change

Dec 31, 2008
Dec 14, 2017

by William Bratton

President, First Security Consulting, Inc.

From Parks As Community Places: Boston, 1997, a publication on the Urban Parks Institute's annual conference.

Change has happened in American policing in a major way in the last few years, and that change is reflective of what's happening in our society. There are common threads in what we are all experiencing, whether it be in parks, in city police agencies, or in our country.

The change that I think that is happening on the national scale is a movement away from an age of entitlement, in which institutions and governments do for people, to an age of partnerships, where we're looking to do with people. That is a phenomenal change which has manifested itself in the new philosophy of community policing.

American policing has gone through two very significant changes in my lifetime. In 1970, when I entered the Boston police department, we were at the beginning of the "professional police" era. Out of the disturbances and the societal changes of the '60s, the Boston police reluctantly - more slowly than most American police agencies - embraced the concept of professional policing. This philosophy was that crime was caused by many factors - joblessness, race, demographics - and that the police could not hope to deal with those factors. So policing changed from a preventative mode into a reactive mode - you call 911, and we will come very quickly.

The second element that is essential to change is having goals and a vision. Not just by the leader, but by those people that the leader wants to work with. We need to say to them: If you want change, you need to work with us. We need to work together to prioritize what we are going to seek to change. During the '70s and '80s, the police sought to prioritize dealing with significant crime. But what communities increasingly wanted us to prioritize was to deal with the loss of quality of life in the streets. A lot of little things were making life hell in our neighborhoods - prostitution, street drug activity, graffiti, litter, aggressive begging - all these things were generating fear and society had ceased to act upon them. But the police weren't listening.

In the case of the New York City Police Department, maybe more than any other police organization in America, we had pulled away from New York's streets, and the results were self-evident in the late 1980s and the early 1990s. We needed to change. Now, we have reclaimed the streets. How did we do it so quickly? The NYPD received a great deal of the credit for the increasing safety of the city of New York, but it could not have been done without the cooperation of all the other city agencies. We worked with the parks department, on the cleanliness of their parks: the result - there was no graffiti on those walls for more than 24 hours in any of the city's parks. Cops aren't painting over those walls, or picking up the litter in those parks, but they work to stop people from doing it. The partnership component is absolutely essential.

The next element is the concept of empowerment. As police commissioner of New York City, I was probably one of the most powerful police persons in America. I gave away a lot of power to my precinct commanders. But I wasn't born yesterday. I know that you don't give something away without expecting something in return. In return, I expected that they would meet the department's, and the mayor's goals, which were quite simple: reduce crime, reduce disorder, and reduce fear. That's it. Those are the three goals of the organization. How you do it is up to you.

"The best way to approach any problem is through partnership and empowerment."

The last element in making change is relentless follow-up. If you set a goal, you want to keep coming back to ensure that you're still moving toward the goal. One of the problems of policing - and indeed, one of the problems of many institutions - is that once goals are set, nobody ever follows up to see that they're done. In New York, we passed down the line the idea that in exchange for empowerment, you were going to be held accountable. And if you were successful, there were promotional opportunities, and there was also the psychic reward that neighborhoods felt better about themselves and about the police.

The change that was created in the NYPD is a change that's occurring in policing all over the country. A change in which we have learned that the best way to approach any problem is through partnership and empowerment. Rather than the idea of government doing for you - or to you, the idea of working collectively together: goal-setting; leadership; empowerment; decentralization; management systems that ensure accountability and partnership; and changing the organizational mentality from we know it all to one in which we clearly admit that we don't, but that we hope that you do.

Within an organization, key elements of change include: decentralization, empowerment, goal-setting, and accountability. This is a change from the '70s and '80s, when people institutionalized, and centralized, so that the top was telling everybody in the organization what to do -- but the top was out of touch with the individual communities. In the 1990's, under the concept of community policing, working with the communities we identified what the problems were that we all wanted to solve and prevent from reoccurring at the neighborhood level. And that is the responsibility of our precinct commanders in the city of New York.

We decentralized accountability and empowered our precinct commanders to work with local groups - whether they be park managers in the various districts or other community groups - to identify the problems that were affecting the neighborhood, prioritize them, and work together to deal with them.

Related Articles & Resources


July 2018
Issue Map
TD Magazine

Career Development’s (R)Evolution

Career Development’s (R)Evolution

Careers, and thus career development, are charting a new course.

A combination of big, bold, sweeping changes and more subtle but significant shifts in the work, workplace, and expectations and needs of the individuals who make up that workplace have shaped and reshaped what the term career development means today. From its original role as a method of finding the right job, career development has evolved into a process for professional growth that encompasses the wide range of experiences that ultimately form an individual's life's work. Along the way, career development, with its power to maximize engagement, has taken center stage in the competition for talent and has become a C-suite agenda item.

Whether this transformation is viewed as a gradual evolution or a more disruptive revolution depends on your vantage point. If you've played a role inside the career development space during the past decade and have navigated some of the changes brought about by the trends outlined in the sidebar below, you are more likely to use the term revolution to describe the experience. And even for those who see the changes as evolutionary, it's time to buckle up. Change isn't finished with the career development space.

What hasn't changed?

Three stakeholders emerged early as a foundational partnership that remains today at the core of the most successful organizational career development efforts. The partnership comprises the individuals navigating careers, the managers of those individuals, and the organizations in which they work. Stakeholders' roles, expectations, and responsibilities have evolved with the changes and shifts mentioned above and will likely continue to adjust and adapt. However, this trio remains essential to building and maintaining a development culture regardless of how small or large the effort.

The individual stakeholder is the central player in the partnership, bringing the energy, motivation, aspirations, and determination to the experience. Unlike 20th-century perceptions of careers as predictable and frequently prescriptive, there is greater acceptance today of the fact that every career is unique—as unique as the individual experiencing it. No two people will follow the same route in exactly the same way. This brings with it the complexity of providing career-focused development to the many while tailoring development experiences to each individual's needs and aspirations. That's not an easy task—and one that puts increasing pressure on the other two partners to deliver what's expected by today's careerists.

The second player in the partnership, the manager, matters now more than ever. Engagement survey results continue to show that the manager-employee relationship, when good, can make an enormous positive difference in how an employee perceives opportunities and engages with the work. The breakdown or absence of a good relationship can damage or destroy engagement and drive employees to seek careers elsewhere. As a result, more organizations are holding managers accountable for having career- and development-focused conversations on a regular basis and building relationships that stretch the managers' role to listen more than tell and to advocate more than advise.

Finally, the organization—led by senior leaders, talent development, and HR—is still responsible for providing access to the systems, processes, and tools that the other two partners rely on to build career experiences. Organizations that have been paying attention have come to realize that they can build career development systems that live over time and through change. It's also true that if attention wanes or focus is lost, even the most carefully designed processes will fail or fade away. Development professionals who discover the secrets to building something that lasts create cultures of growth and engagement.

This stakeholder partnership emerged in the early years, continues to evolve as the roles are clarified, and remains a significant foundational element of effective and sustainable career development efforts.

What is changing?

The following four transformations are reframing career development and offer opportunities for talent development professionals.

Career development is a necessity now. No longer a side conversation, a discussion of why and how to enable career development has found its way onto C-suite agendas, with good reason. It's a bottom-line issue and, as report after report shows, an engagement and retention opportunity.

Employees who can't see a future within the organization will find a future elsewhere. The cost of losing talent has been calculated repeatedly, so that isn't new. What is new, however, is the recognition of how powerful a genuine effort to enable career growth can be in the engagement equation and the employee value proposition.

The reach of career development efforts has expanded beyond primarily targeting employees identified as high potentials. Development of that talent is still critical, but providing career development to the broader population is essential to maximizing performance and engagement. Forward-thinking organizations are using cost-effective techniques, creative technologies, improved career portals, communities of practice, and web-based delivery methods to provide development that is accessible and adaptable to individual needs and aspirations.

Organizations' futures may depend on their solutions and their ability to offer career development to everyone.

Career audiences are deeper and wider and sometimes invisible. Career audiences—people who influence the opportunities that come our way—have changed. Today's career audience is no longer an easily identified tidy little circle of individuals who may weigh in. The usual suspects are still there—immediate managers, teammates, direct customers and clients, and maybe a previous boss. But the audience has grown to include a constellation of players, some of whom an individual may not even know personally.

Social media, matrixed structures, and project-based work have produced broader networks and added multiple dimensions to the pool of people who potentially have input into how a person is seen, not just within the organization but also in the industry and possibly even in the work world, depending on the extent of the individual's exposure. Managing a brand has become essential to individuals maneuvering and thriving in this more open landscape of connections.

As the band of observers grows, individuals should place particular care on managing perceptions. Stories of ill-advised social media posts or a photograph or joke that affected a job opportunity illustrate how widely an individual's reputation is available and the effect it can have on a career. Learning how to manage this broader brand reach is central to managing a career today.

Organizations are acknowledging and leveraging the power of social media and proactively engaging employees in building and managing their reputations.

Career paths are transforming into patterns. Predictable career paths are rare these days. The definition of a career has changed. Career ladders lost rungs or disappeared. Pursuing one dream job risks frustration and disengagement if that job is downsized or outsourced.

Careers have moved away from prescriptive paths to more personalized sets of experiences as individuals today focus on balancing money and meaning when making next-step choices. Contingent workers move into and out of roles and organizations as work and assignments come and go. Careers today are a series of sprints versus a marathon, giving advantage to the agile, flexible careerist.

The fluid and changing workplace demands a fresh look at what is meant by the term career. Savvy talent developers are taking the lead in changing the organizational mindset to one that values and facilitates flexible, self-defined career patterns—traditional and not so traditional—and opens more doors for talent to choose to stay and grow.

Careers are built on capabilities and soft skills. Expertise in a role, field, or profession always has been and always will be important. Add to that the fact that the ever-changing world of work has begun to stretch the scope of what someone needs to succeed in a career. A greater emphasis is now placed on soft skills such as emotional intelligence, curiosity, resilience, and creativity, which are now recognized as critical to staying ahead of the competition. These factors are more difficult to evaluate and measure; they're not finite skill sets on a mastery checklist. Instead, individuals must continue to build competence and capability in a constantly evolving mix of areas. And as the call to "do more with less" continues, capacity to take on more is tested repeatedly.

Basic skill sets are not enough anymore. Organizations are taking soft skills seriously. They are investing in building and creating learning experiences that provide opportunities to practice these skills and evaluation methods that ensure accountability. Talent development professionals are perfectly positioned to guide the identification, application, and measurement of these crucial abilities.

What is next?

The landscape of possibilities for talent development professionals specializing in career development is exciting. Opportunities to grow are being untangled from prescribed paths. Technology is opening more doors to learn in ways that tap into how learning happens and what makes it stick. There's more than just a seat at the table for talent development professionals; there is the potential to create cultures of continuous growth for individuals and the organizations they form. Making certain that what you build rests on a solid foundation requires focus on all three partners.

Individuals need the encouragement, resources, tools, and support to envision their futures. They don't need every possible new app or program, but they do need conversations with managers, coaches, or mentors. They need to take action, be open to learning, be willing to change behaviors, and be introspective enough to clarify their career needs, wants, and aspirations.

Managers need to know how and when to help employees navigate opportunities. In organizations where development resources are plentiful, managers who step in as curators and guides will assist in the selection of the best choices for learning experiences. Where resources are limited, managers who find creative learning methods that cost little or nothing will provide meaningful growth opportunities. Managers must be ready to identify talent and share it—even when it's painful.

Organizations own the messages and methods. The partnership will thrive when the organization integrates growth and development across core processes, instills accountability into the system for all three players, and celebrates those who keep the system alive.

Career development plays a pivotal role in the ecosystem of development-related processes within organizations. Career conversations and experiences that move a career forward add value throughout the life cycle of the employee experience, from recruiting to retirement.

A View From 1983

In the 1983 TD article "Will Your Organization Be Doing Career Development in the Year 2000?" the authors identify five trends they predicted would significantly affect organizational career development in the coming years. Here's how those trends have played out in recent years.

A shift in age distribution of the working population has occurred as Millennials become the predominant workplace presence. Additionally, significant changes in the ethnic and racial makeup of the U.S. workforce and continuing globalization present a rich mix of cultures and life experiences and a new level of complexity as well as opportunity for organizational careers.

A slowing of the trend toward early retirement played out a bit differently than envisioned in 1983. Some workers have delayed retirement, while others have left organizational roles to become contractors or entrepreneurs following downsizing and layoffs. These individuals who by chance or by choice have remained in the workforce still have a desire and need for development at this new career stage.

An unprecedented boom in technology continues, at times defying description. Artificial intelligence presents the potential for the replacement of human workers in some roles. The amount of information accessible instantaneously has multiplied exponentially. Free university-level coursework, streaming expert presentations, and open source training provide seemingly unlimited options for learners challenged to select development resources.

A need for compensatory high touch to offset high-tech is even more important as individuals work virtually. Absent deliberate and careful attention, this lack of face-to-face, in-person communication can affect the quality and effectiveness of the manager-employee interchange that's essential to development and engagement.

A smashing of the organizational pyramid happened in some places through delayering. Even where a formal hierarchy remains intact, workers expect to reach across boundaries, communicate directly with levels above and below their roles, and be treated with respect and valued for their opinions more than ever before, offering a powerful vehicle for two-way mentoring and coaching.

So, 35 years later, it's safe to say that these trends have had a significant impact and will continue to create challenges and opportunities to provide meaningful career development.

About the Author

Beverly Kaye is an internationally recognized authority on career issues, and retention and engagement in the workplace. She is the 2018 recipient of ATD’s Life Achievement Award and was named a “Legend” by ASTD, a designation given to “pioneers and prophets in the field of workplace learning and performance.” She has also been named by Leadership Excellence as one of North America's 100 top thought leaders.

As founder of Career Systems International (now doing business as Talent Dimensions) and a bestselling author on workplace performance, Kaye has worked with a host of organizations to establish cutting-edge, award-winning talent development solutions. Her first book, Up Is Not the Only Way (Davies Black) became a classic, and although it was published in the early 1980s it is still relevant today. In it she foresaw the effects that leaner, flatter organizations would have on individual careers and the subsequent need for workers to take charge of their own careers. Kaye also developed systems for managers and employees to work together to help employees achieve their developmental goals.

About the Author

Lindy Williams is a consultant with Talent Dimensions (formerly Career Systems International) and co-author, with Beverly Kaye, of Up Is Not the Only Way: Rethinking Career Mobility. She applies her instructional design and facilitation skills to her work in career development with global organizations.

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My practical guide to career development has just been published. Further details at