Sentences with phrase «conflict strategy in»

Results revealed that aspects of mindfulness predict the type of conflict strategy in which people reportedly engage.

The primary focus of this book is on U.S. low - intensity - conflict strategy in Central America because of my personal ties and experiences in the region.

The management of repression and terrorism is clearly seen in the implementation of low - intensity - conflict strategy in Central America.

U.S. low - intensity - conflict strategy in El Salvador utilized generalized terror against civilians in order to sow fear and shape the collective memory of the people.

A second acceptable end - result of low - intensity - conflict strategy in Nicaragua was to make people suffer.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Odgers has been shifting in this direction for years — a strategy that became a growing source of conflict in Canada.

Additionally, having a strategy in place can help ensure your wishes are followed in an orderly and structured manner, reducing potential delays and conflicts that could arise among your beneficiaries.

These conflicting priorities stem from the fact that Canada has no energy strategy when it comes to oil and gas production beyond liquidating its resources as fast as possible in the name of short - term economic growth.

Examples of these risks, uncertainties and other factors include, but are not limited to the impact of: adverse general economic and related factors, such as fluctuating or increasing levels of unemployment, underemployment and the volatility of fuel prices, declines in the securities and real estate markets, and perceptions of these conditions that decrease the level of disposable income of consumers or consumer confidence; adverse events impacting the security of travel, such as terrorist acts, armed conflict and threats thereof, acts of piracy, and other international events; the risks and increased costs associated with operating internationally; our expansion into and investments in new markets; breaches in data security or other disturbances to our information technology and other networks; the spread of epidemics and viral outbreaks; adverse incidents involving cruise ships; changes in fuel prices and / or other cruise operating costs; any impairment of our tradenames or goodwill; our hedging strategies; our inability to obtain adequate insurance coverage; our substantial indebtedness, including the ability to raise additional capital to fund our operations, and to generate the necessary amount of cash to service our existing debt; restrictions in the agreements governing our indebtedness that limit our flexibility in operating our business; the significant portion of our assets pledged as collateral under our existing debt agreements and the ability of our creditors to accelerate the repayment of our indebtedness; volatility and disruptions in the global credit and financial markets, which may adversely affect our ability to borrow and could increase our counterparty credit risks, including those under our credit facilities, derivatives, contingent obligations, insurance contracts and new ship progress payment guarantees; fluctuations in foreign currency exchange rates; overcapacity in key markets or globally; our inability to recruit or retain qualified personnel or the loss of key personnel; future changes relating to how external distribution channels sell and market our cruises; our reliance on third parties to provide hotel management services to certain ships and certain other services; delays in our shipbuilding program and ship repairs, maintenance and refurbishments; future increases in the price of, or major changes or reduction in, commercial airline services; seasonal variations in passenger fare rates and occupancy levels at different times of the year; our ability to keep pace with developments in technology; amendments to our collective bargaining agreements for crew members and other employee relation issues; the continued availability of attractive port destinations; pending or threatened litigation, investigations and enforcement actions; changes involving the tax and environmental regulatory regimes in which we operate; and other factors set forth under «Risk Factors» in our most recently filed Annual Report on Form 10 - K and subsequent filings by the Company with the Securities and Exchange Commission.

Sometimes lack of sleep is actually the cause of friction, so taking that out of the equation and waiting to talk when everyone's a bit more rested might actually be a better strategy for nipping the conflict in the bud.

They work to distort our view of the causes of these problems and they hope to obscure the direct relationship that exists between implementation of low - intensity - conflict strategy and widespread suffering in Nicaragua.

The development or improvement of Special Operations Forces (SOF) was a critical component in low - intensity - conflict strategy to fight effectively «World War III» or, more accurately, to wage war against the poor throughout the third world.

A more urgent question is this: Will U.S. citizens recognize in time to save themselves and others that low - intensity - conflict strategy is far more compatible with fascism than democracy?

There is a common saying in Central America that summarizes the fundamental contradiction in U.S. low - intensity - conflict strategy: «Everything has changed except the reality.»

It is a conscious part of low - intensity - conflict strategy that other people do the dying in the U.S. war against the poor.

U.S. low - intensity - conflict strategy utilized generalized and targeted terrorism in Nicaragua in service to a broader geopolitical, psychological objective.

Low - intensity - conflict strategy is part of a U.S. global war against the poor designed to manage social change in ways that protect perceived U.S. interests while maintaining, at least for its own people, the image of democratic ideals.

The central role of terrorism in low - intensity - conflict strategy against the Nicaraguan people is related to a fifth lesson learned from the U.S. war in Vietnam.

If we're going to do something in Syria, then it needs to be part of a plan that aims at consequences that makes sense as part of a larger strategy of imposing at least the negative peace of an end to conflict in Syria.

The religious understanding of the conflict between good and evil, the fact of the stubborn resistance of the human heart to the love of God and its demands, the vision of the divine strategy of sacrificial love in the life and death of Jesus as the climax of history, all this is foreign to most of the philosophies of progress, but it was the heart of the great expressions of Christian liberalism.

However, low - intensity conflict is a globalwide strategy played out in distinct ways in places like Angola, Afghanistan, and the Philippines.

Chapter 3, «Low - Intensity Conflict: The Strategy,» will examine the economic, psychological, diplomatic, and military components of low - intensity warfare, with specific examples drawn from U.S. policy in Central America.

The term itself is unknown to most U.S. citizens yet low - intensity conflict is the key strategy by which the United States seeks to project its power in the third world in order to protect perceived vital interests.

Elections in El Salvador, like those held elsewhere as part of low - intensity - conflict strategy, did not change the fundamental power relationships within the country.

Elections are part of low - intensity conflict's preferred strategy to protect U.S. interests in the third world.

In chapter 3, I indicated how disinformation is central to the low - intensity - conflict strategy of controlling the hearts and minds of the U.S. people.

I would therefore hope that future Catholic SRE programmes would develop a three-fold strategy to this important aspect of Christian Education: A vision of human sexuality founded on the teaching of the Church, a means to help children combat the conflicting messages of modern society and a recognition of the need for healing in many of those under their care.

As United States low - intensity - conflict strategy succeeds in making life miserable for all Nicaraguans the press can be expected to report on economic hardship as evidence of the failure of the revolution without describing such hardship as the intent and result of United States policy.

Low - intensity conflict is the key strategy by which the United States seeks to project its power in the third world in order to protect perceived vital interests.

(ENTIRE BOOK) An analysis of «low - intensity conflict» — the United States global strategy of warfare waged against the poor — as seen in Nicaragua during the 1980s.

Non-violent action can, of course, be undertaken without reference to love, but one characteristic of most of the non-violent ethical movements has been the conviction that this strategy is required by love and provides a way of giving love a direct expression in social conflict.

Since President Clinton tried to use conflict - resolution strategy and failed, George W Bush hoped to succeed by implementing conflict - management strategy and by supporting Israel in its army operations aiming to contain the intifada flames.

The murder of Jesuit priests in El Salvador, the electoral defeat of the Sandinistas in Nicaragua, the invasion of Panama, the «war on drugs,» and changing East / West relations add urgent weight to our need to confront the U.S. strategy of «low - intensity conflict» (LIC).

In the face of potentially contentious and disrupting cultural differences, theorists and practitioners adopted inclusive accommodation as a strategy to neutralize the likelihood of conflict, since when put into practice, cultural inclusion means that no one's interests are neglected, no one is left out, and, therefore, no one is slighted, snubbed, or offended.

Computer Solving Problems with Inter-Relational Conflict Management Strategies Clare Coffey, Babes in Babylon

Theological schooling will need to focus on those tensions and conflicts and the various strategies congregations employ in negotiating them when they use the host culture's languages to practice their own discipleship.

This results in the need for a large police force and, among other things, a world police force; it must maintain the individualist strategy espoused by Washington and this is why despite market conflicts which could oppose them and despite declared reservations expressed in the area of defence of culture for example, the triad countries remain in the wake of the United States.

Private label can have many benefits for distributors, but it can also create challenges, including putting a strain on relationships with manufacturers, says JB Steenkamp, author of Private Label Strategy: How to Meet the Store Brand Challenge, in Private Label & Channel Conflict.

For example, Clem Yates, sourcing and supply director of Off - Piste Wines, is going to talk about private label & bulk strategies for importers and distributors and how to meet the store brand challenge, in private label & channel conflict; Andrew Shaw, Group Wine Buying Director, Conviviality PLC will talk about bottled in market strategy and how suppliers can partner with Conviviality; Florian Ceschi, Director of Ciatti Europe will give a detailed statistical analysis of the current bulk market and will identify opportunities where producers and negociants can take advantage of; David Richardson, Regulatory & Commercial Affairs Director, The Wine and Spirit Trade Association (WSTA) will speak about regulatory issues specific to bulk products compared to cased goods.

Just as in real sports, there is team spirit, strategy and conflict resolution involved in their play.»

His Child Development paper, «Family Members as Third Parties in Dyadic Family Conflict: Strategies, Alliances, and Outcomes» (with Samuel Vuchinich and Jude Cassidy), won the 1989 «Outstanding Research Publication Award» from the American Association of Marriage and Family Therapy.

How to talk to kids using peaceful conflict resolution strategies to calm aggressive behavior in children.

Mothers reported that they were also more likely to use physical strategies in conflicts with their children than were their non-abused counterparts.

From active listening to negotiation and conflict resolution, this session will provide information on the conceptual basis underlying good communication and teaches the proper way to establish rapport and trust in therapeutic relationships using various proven communication strategies.

She was in talks with another former political consulting firm started by former Democratic Senate staffers, Red Horse Strategies, but the firm ultimately declined to work with her out of fear that to do so would pose a conflict with another client, LG and Senate President candidate Bill Samuels.

We are in an era where — as a recent profile of President Obama's communications strategy, written by Michael Grunwald and published in Politico, put it — «conflict is the click of the realm, where lies travel at the speed of tweet while the truth is still annotating its Medium post.»

Are there any documents which definitively show the same strategy being used to provide a defense against allegations of war crimes in other conflicts?

Oxford academic Gwendolyn Sasse writes in The Monkey Cage about possible strategies to prevent conflict in Crimea.

So in short, the Liberals pursued a strategy of using the conflict between the two other parties to govern without trying to form a majority, and it failed dismally.