Es tiempo de vivir,
de amar, de meditar,
de volver nuestros ojos
hacia viejos paisajes.
Es tiempo de crear
un mundo sin fronteras,
ciudadanos sin yugos,
niños con libertad.
Es tiempo de pensar
en un mundo sin guerras,
en un mundo sin traumas
de hambre, sed o miedo.
Es tiempo de gritar
en el campo, en el río
mil dolientes protestas,
mil ahogantes pesares.
Es tiempo de decir
las ocultas verdades,
aunque caigan los ídolos
y los monstruos sagrados.
Es tiempo de alejar
del corazón las penas,
de trazar nuevas rutas
y volver a empezar.
Es tiempo de lanzar
por los aires un canto,
de trocar por la paz
los letales misiles.
Es tiempo de acallar
las voces de dolor,
de quebrar en pedazos
el hacha del verdugo.
Es tiempo de sentir
vergüenza, odio y rabia
por la crueldad del sátrapa,
por la guitarra herida.
Esta es una de las piezas de la Obra Poética más reciente de Eladio Rodulfo Gonzalez, Titulada “Añoranzas y otros Poemas Escogidos“. Disponible en: www.cicune.org, Amazon y Google Play
Estoy convencido que el Arte y la Ciencia han sido deliberadamente desplazados por el culto a las religiones y “figuras políticas”, para mantener a la población en sus niveles primitivos de comportamiento humano, facilitando que pequeños grupos apoderados de los Gobiernos permanezcan viviendo parasitariamente de los Tesoros Nacionales, generando como consecuencia hambre, miseria y muerte del resto de la Población así como la destrucción del Medio Ambiente.
Una solución a este fenómeno de retroceso intelectual es leer, analizar, estudiar, preguntar, evaluar las fuentes de información e impulsar el Arte y La Ciencia, como pilares de crecimiento intelectual y por consiguiente de Desarrollo.
El Libro está publicada en formato Digital y Papel, disponible en: www.cicune.org, Amazon y Google Play. Un abrazo desde la distancia geográfica!
#Poesia #PoesiaJaponesa #Haiku #Senryu #Poeta #Poemario #LibrosNuevos #LibroNuevo #EnvioGratis #RegaloPerfecto #IdeasdeRegalo #Literatura
Matthew C. Whited, PhD; Associate Professor, East Carolina University
It’s common for people to experience symptoms of depression such as feeling down, lacking interest in things, not feeling motivated. Lots of things can lead to feelings of depression. Perhaps it is something that doesn’t go our way. This could be a job interview, an interpersonal interaction, or we fall short of a goal. Maybe something happens to us out of our control, like a medical issue or a relationship break-up. Feeling depressed for a period of time is a natural response to these types of situations, and sometimes we begin to feel better after a week or two. When these feelings persist for more than two weeks and we’re not able to find solutions we can end up feeling stuck, apathetic, unmotivated, etc., for quite some time.
The main thing to pay attention to here is that depression is not your fault. Depression is often the natural response of your brain and your behavior to external adversity leads you into a challenging situation. If your situation doesn’t change, however, then neither will your natural response. So, we must engage in what often feels like unnatural responses in order to dig ourselves out of our funk and move forward.
If you are feeling depressed, you likely won’t feel motivated to do the various things that could actually help alleviate these symptoms of depression. Our natural tendency is to sit and wait to feel motivated to jump back into our lives. That’s why the remedies for depression feel unnatural and why they work as antidotes to depression.
As a therapist, I’ve seen many people struggle with the “M-word”: Motivation. When we look at others, we see that they seem to have motivation to spare. They seem to jump out of bed, ready to conquer the world. While you are feeling depressed, it can be a struggle just to drag yourself out of bed, or to do something that you know would make you feel better.
The misconception here is that we think that these world-conquerors had the motivation before they started moving and it’s actually the opposite. We feel motivated to do something because of our past success with it. If what we’ve experienced recently are failures, then it’s natural not to feel motivated. Instead of waiting for motivation, build Momentum. Momentum comes from initial small movements with a chosen direction that builds up into an ongoing rush towards the direction you want to go.
Building momentum is like pushing a large rock downhill. First, you need to pick a direction (pushing in one direction for 2 inches and then the opposite for 2 inches just leaves you where you started). Then you need to concentrate on making small movements in that direction. When we’re feeling depressed, your brain and body can resist any movement, so focusing on small changes is key.
Also, you need some sort of direction. Ask yourself, “Where do I want to go?” and then take the smallest step in that direction. For someone who has just experienced a medical event, such as a heart attack, their goal may be to live a healthier lifestyle.
Now, a “healthier lifestyle” is a rather vague and lofty aspiration. Broken down, the first step may be to choose one heart-healthy recipe to try out. That may seem like an inconsequential change, but it builds Momentum. The more Momentum you have, the easier it is to make further changes, like going to the store to buy the ingredients for that heart-healthy recipe.
Don’t listen to your brain
Your brain is evaluating what’s going on around you and giving information about its conclusions. The problem is that, even though your thoughts seem logical and accurate, the thoughts your brain creates are as much a product of external adversity as your behaviors are. In other words, the things that have happened to you that have led to depressed feelings are directly influencing your negative thoughts of, “I’ll never amount to anything”, “I clearly can’t do this”, etc. This means that these thoughts aren’t honest, true, or rational. The best way to change these thoughts (which are products of your situation) is to dismiss these thoughts and change your situation.
Again, you change your situation by building momentum in your chosen direction. As we change the behaviors that are associated with feeling depressed, our thoughts come along for the ride and become more positive, accurate, and rational. As we try out that heart-healthy recipe, there’s less room for your brain to say “I’ll never be healthy” and more room for positive, rational, thoughts. The key is to take your time, make small changes, and celebrate your successes, no matter how small.
See a health professional if a depressed mood persists
If you’ve tried to gain momentum and are struggling with how to do it, what direction to go, or your thoughts are just too loud to dismiss, it may be time to seek the help of a therapist. Mental health treatment can help you make progress in the direction you wish and overcome negative thinking. If you have insurance, there may be some degree of mental health treatment coverage and is often the best place to start when trying to find a therapist.
It’s important to know when treating depression, that not every therapist is a good match for every patient. So, if you are not happy with your treatment, a different therapist with a different approach may give you what you need. Medications, such as antidepressants, are also an option. These can help you gain and maintain Momentum. However, antidepressants by themselves are not as effective, especially in the long term, when used in the absence of therapy.
Depression and motivation
How to get motivated with depression
Depression and Health
“I didn’t want to do nothing to law enforcement so I just found some white men to kill,” said Kori Muhammad in his confession to police.
The second week of his capital murder trial started with his first police interview after his arrest.
From the moment police arrested him, the shooter knew exactly why.
“Because I killed those people and the security guard,” he said.
He gunned down security guard Carl Williams on April 13, 2017, telling police Williams had harassed him.
Surveillance video from the motel where it happened told a different story of a sneak attack while Williams talked to the defendant’s friend.
Muhammad hid out after that, but got WiFi long enough to see himself named as a suspect on ABC30 five days later.
That’s when he changed his plans from trying to leave town to walking downtown and becoming a serial killer with race on his mind.
“When I walked up to the (PG&E) truck, I saw a Mexican driver and a white guy,” he said. “I didn’t want to target the driver because he was Mexican so I shot the white dude.”
Zackary Randalls was the first white man he found. Mark Gassett and David Jackson followed.
And the defendant laid out his decisions in detail to police detectives.
“This is telling me that he knows exactly what’s going on,” said Fresno police detective Miguel Alvarez. “He knows exactly what occurred earlier.”
But the defendant didn’t make it through the entire confession, deciding to disappear and leave an empty chair behind as he’s done a few times during the trial.
“Mr. Muhammad informs me he would like to go back to his cell,” defense attorney Richard Beshwate told Judge Jonathan Conklin.
“Recognizing your right to be present, you’re asking to return back to your cell?” the judge asked Muhammad.
“Yes sir,” he responded.
Before he left court Monday, the defendant flashed a Nation of Islam newsletter for cameras, and his religion — denounced by mainstream Muslims — could be part of the case against him.
His confession included a few off the wall comments about his deadly magic, but investigators have argued his belief system may sound like conspiracy theories, but it’s openly discussed and accepted in the Nation of Islam.
The defense will argue it’s evidence he was insane at the time.
Copyright © 2020 KFSN-TV. All Rights Reserved.
Given that disengaged employees represent 87% of the workforce, chances are you will work with one at some point in your career. You will be more likely to succeed if you develop the skills to channel their lack of motivation into a productive force. First, don’t get emotional. Work is work, and what matters most is that people deliver. This is particularly true for disengaged employees, who will respond and cooperate more if you stick to a transactional style of communication. Second, don’t assign disengaged people tasks outside their expertise area. When motivation is low, natural ability can compensate, and vice-versa. Finally, use extrinsic rather than intrinsic motivation. This means using sticks and carrots and being clear about the reasons your employee should bother making an effort with the task at hand.
If you love your job, consider yourself lucky. According to global estimates, just 13% of people are engaged at work, which contributes to a huge productivity loss. In the United States alone, disengagement costs the economy around $500 billion every year (that is roughly the size of the global beer industry). These estimates are based on a simple calculation, namely scaling the average differences in productivity between engaged and disengaged workers.
Engagement can be interpreted as a broad indicator of how motivated an employee is at work. This means low engagement levels can be expected to play a significant role in driving the massive loss in productivity we are seeing worldwide. Employee performance is as much the result of a person’s motivation as it of their talent or ability. But while companies are relatively good at hiring for talent, especially when talent can be equated to hard skills or past experience, they are generally less apt at hiring for soft skills, including motivational traits. A candidate could seem to have high potential on paper or during an interview but fail to live up to it on the job.
Industrial-organizational psychologists (like myself) have long been aware of this issue, described as the problematic gap between a person’s maximal and typical performance. When engagement is high, there’s very little difference between the two — meaning people are performing at their best on a regular basis. But when engagement is low, maximal performance (or the best a person can do) is rarely on display.
Given that disengaged employees represent 87% of the workforce, this is not a problem that can be avoided or ignored. Chances are you will work with (or on) a team that has disengaged employees at some point in your career. You will be more likely to succeed if you develop the skills to channel their lack of motivation into a productive force.
Here are few simple recommendations to boost your ability to collaborate with disengaged (or less motivated) colleagues:
What Not To Do
Don’t make assumptions about their performance. Although the relationship between engagement and performance is consistent and positive, it is far from perfect. In any organization, at any given time, some disengaged employees and leaders will perform rather well, while their engaged counterparts will perform rather poorly. In other words, there is no need to be dramatic or have a catastrophic reaction when you are working with (and even for) people who are disengaged: statistically, they are likely to underperform, but that doesn’t mean that they cannot perform adequately or even highly. As the Norwegians say: “There is no bad weather, just the wrong choice of clothing.” When dealing with people, a similar rule applies: bad predictions are a bigger problem than bad people.
Don’t force an employee to be someone who they are not. Low levels of engagement (the term organizations use for motivation) often reflect people’s personality and values rather than their motivational state, as recent meta-analytic studies show. Just like some people are temperamentally happy or optimistic while others are moody, grumpy, or pessimistic — some employees are prewired to be more critical, cynical, and disengaged than others. These feeling often manifest as a lack of enthusiasm, particularly if the employee is disinterested in faking happiness. Expecting an employee who is prone to disengagement to act in a happy and exciting way is like forcing them to be someone who they or not. Try your best to be realistic about what people are able to deliver.
Don’t get emotional. Work is work, and what matters most is that people deliver. This is particularly true for disengaged employees, who will respond and cooperate more if you stick to a transactional style of communication. Keep things formal, concrete, and focus on the task, rather than trying to appeal to their emotions. Don’t expect to win their hearts and minds. Enlist them instead in task-oriented activities, operating within the formalities of the organizational structure and explicit performance indicators they have.
Don’t assign people tasks outside their areas of expertise. Performance is always the result of ability and motivation. When motivation is low, ability can compensate, and vice-versa. This is why even disengaged employees can still do something they are skilled or experienced at fairly well. They may even deliver great results despite being on autopilot. A much bigger issue, however, is when disengaged employees are out of their depth of experience. In such cases, you won’t be able to rely on their willingness to compensate through energy, hard-work, or persistence so as to get better.
What To Do
Use extrinsic rather than intrinsic motivation. People tend to perform better when they are intrinsically motivated — or when they truly and deeply care about the activity in question, to the point of losing themselves in the work and experiencing a state of flow. But for most employees this is an exception rather than a norm. While highly engaged workers may not need a reason to perform to the best of their capabilities, and tend to give 100% even if you don’t spend much time motivating them, disengaged workers are more likely to wait for your orders, and need to be extrinsically motivated. This means using sticks and carrots and being clear about the reasons your employee should bother making an effort with the task at hand.
Focus on what they value. Engagement is largely about bringing your whole self to work, as originally conceptualized by William Kahn, who, when first introducing the term 30 years ago, equated high engagement as a psychological condition characterized by narrow distance between a person’s self and their work persona. This explains why people become disengaged when their beliefs and values don’t match those of their employer.
However, this also doesn’t mean you can’t engage them. In fact, if you are a manager or leader your main role is to figure out what each person on your team values in order to establish a meaningful relationship with them. Doing so will help you connect organizational needs with each person’s unique motivations and systems of meaning. Unsurprisingly, direct line supervisors are one of the major drivers of engagement (and disengagement). But the same logic applies to peer-to-peer relationships. If you want to gain a disengaged team member’s trust and respect, you need to first understand who they are and speak to their interests. Pay extra attention to what makes them tick and note their consistent pattern of behaviors.
Respect people’s space. From an ethical standpoint, you should respect people’s desire to keep a healthy distance between their work and private self and be relatively uninvested (at least in a spiritual sense) in their careers. After all, at least for most people, there is more to life than work, and people’s personal lives often impact their work-related performance and engagement.
Though most of the disengaged employees surveyed in Gallup and other consulting firms are highly skilled and work in global firms, one can whether there will ever be enough jobs out there to engage the vast majority of the workforce. Maybe engagement is more of an aspiration or privilege for those who are lucky enough to land attractive employment.
If organizations are genuinely interested in improving productivity, then, one would surely expect them to consider it from a diversity and inclusion perspective and accept that personal circumstances as well as people’s own style and disposition may interfere with the cult-like level of engagement they aspire to build in their workforce. There is such a thing as setting expectations too high, and when you do, you risk nurturing a culture of conformity, suppressing creative and critical thinking, and causing burnout.
To conclude, it is not enough to attempt to boost employee engagement levels, and if we look at the evidence there is not much that suggests we are making systematic progress in this field, since engagement levels have remained low — and even decreased — in the past decade. This is why it is just as important to figure out how to work with and manage people who are disengaged. Ultimately, it’s what people deliver that matters most.
RARE COLLECTIBLES YOU’LL SEE ONLY AT THE BARBIE MUSEUM
As the largest permanent exhibition of Barbies in the world, Barbie Expo boasts more than 1,000 variations of the doll. But that doesn’t mean that Giobbi doesn’t have a long wish list of items she’d love to add to the space. For example, she’s dying to get her hands on two dolls that were re-creations of costumes from the Stardust Broadway musical from Erté, produced shortly after his death. “They are called ‘Stardust’ and ‘Stardust 2nd edition,’” she says. “From a fashion and historical perspective, having dolls that were influenced by one of the original creators of the Art Deco movement would be pretty significant, at least to me.” Read More: https://www.guaripetesolutions.us/rare-collectibles-youll-see-only-at-the-barbie-museum-readers-digest/
#Barbie #BarbieMuseum #CollectibleDolls #BarbieExpo #FreeShipping #PerfectGift #GiftIdeas #GiftIdeasforher #GiftIdeasforhim