Sentences with phrase «how other cultures»

When applying YEPs in a cross cultural context, it would be beneficial for program staff to be trained on how other cultures experience trauma by consulting with key stakeholders in the community.

I am interested in how other cultures integrate their beliefs and their art in the objects created and the rituals performed.

We wonder how other cultures are spending their time, what wildlife is springing to life, what landscapes look like without architecture.

Understanding how other cultures think will give you an edge in the world of tomorrow!

I love learning how other cultures cook, thanks!

awesome article.love hearing how other cultures raise their kids.

I love hearing how other cultures do things, especially raise their babies.

I especially enjoy reading about the history of breastfeeding and how other cultures breastfeed their children.

I love learning about different cultures, and it is always interesting to see how other cultures celebrate their heritage.

It was great for them to see how other cultures get around besides in an air conditioned van.

How Other Cultures Prevent Postpartum Depression.

It's also a great way to gain hard intel on how other cultures do business, what's different about overseas markets, and how to sell to those from a different background than your own.

Not exact matches

So, my dilemma became how to weave wellness principles into the company's culture without gimmicks and judgment of others.

In a recent video interview about marketing and product design, I asked McGuinness how other entrepreneurial companies could go about creating this kind of raving fan culture.

3) What kind of corporate culture have you fostered, and how will that culture push people one way or the other in such situations?

Your company's values, how you treat each other, your clients, and stakeholders, and a healthy work culture are more important than the business strategies you execute.

Among other things, the book reminded me how important leadership is in setting startup culture — both consciously and implicitly.

This often takes some sort of live meeting in which leaders can talk with other leaders about the direction and strategy of the organization and revise their mental models of how they'll need to show up every day and model the culture of the future.

We're a conversational culture — it's a knowledge industry, how can you do that without talking to each other?

Damon Brown is the author of the upcoming Porn & Pong: How Grand Theft Auto, Tomb Raider, and Other Sexy Games Changed Our Culture, available in October.

And I remembered how greed was equated with mental illness in other cultures.

But when it comes to the intricacies of daily life, have you ever stopped to think about how your daily routine compares with others around the globe and just how much culture influences your behavior?

Creating this unique culture doesn't have to cost thousands, and can affect how team members interact with each other, build stronger relationships and, ideally, increase productivity.

What's important for entrepreneurs with ambitious agendas is that they understand why they have chosen one approach over the other, how they have organized their infrastructure and culture to make it happen, and where they will integrate growth or scale with other competitive factors to make it harder for others to emulate their success.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethhow he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togethHow this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

Not only has Tom developed a dynamic culture within his own organization, he's also advised hundreds of other companies on how they can do the same.

[05:50] Do it for passion, not for money [06:10] The importance of innovation and marketing [06:30] Start with a mission and finding how to add value [06:50] Joe Gebbia's trajectory over a decade [07:10] Culture is the ultimate element to building your brand [07:40] Namale Resort [08:00] Finding a way to do more for others than anyone else [08:45] The beauty of competition [09:15] Don't just advertise, become the expert [09:25] Value - added marketing [09:40] It takes 16 impressions to inspire buying behavior [10:10] Do something where marketing isn't marketing [10:30] The 17 - year old kid in real estate [11:35] Find a way to stand out from the crowd — the trash strike example [14:10] Authenticity plays a critical role [16:00] Building reciprocity with your customers [17:00] Double the value you add [17:20] Bringing innovation and marketing to the forefront [18:35] Innovation can mean raising your price [18:55] What innovation really means [19:25] Changing the way something is perceived [20:55] The man who was copying Tony constantly [22:00] Does change happen in a second?

The cultures of these two white shoe firms are polar opposites; one is arrogant, the other is really, really super-arrogant... I wonder how they'll co-exist...

Interestingly, though, Myerson's ridiculous assertion in a roundabout way shows how you change culture... In this case, Nadella effectively shunted Windows to its own division with all of the company's other non-strategic assets, leaving Myerson and team to come to yesterday's decision on their own.

Topic: Autonomy, Decentralization and Trust in Corporate Culture Takeaways: (1) the power of human agency that gives value to autonomy in corporate culture, (2) the logic of many specific Berkshire Hathaway decentralization decisions and how to apply the lessons in other busiCulture Takeaways: (1) the power of human agency that gives value to autonomy in corporate culture, (2) the logic of many specific Berkshire Hathaway decentralization decisions and how to apply the lessons in other busiculture, (2) the logic of many specific Berkshire Hathaway decentralization decisions and how to apply the lessons in other businesses.

That ability — to actually shape the culture, talk about the things we're going to do, how we're going to treat each other, what we want our values to be — is different.

We have records from non-biblical sources (Josephus, Roman historians, other writings) which give us some view of Jewish culture (the good guys and the bad guys), and how Jewish culture was viewed by others.

All those religion books that were written thousand years ago by people who had no idea about other cultures or how could they make sense one thousand years later are no better than cartoons.

I've been on the road for reasons professional and personal the last couple of days, and so I haven't been able to comment on Carl and John on why we pomocons — given how cultured, witty, and astute in every way we are — haven't been discovered as the cure for everything that ails all the other inferior brands of conservatism these days.

Regardless of the impact, hocus pocus or any other terms people use, forcing your beliefs on someone elses culture is how many «issues» have started throughout history.

But if we are talking about just the age difference and in their particular culture (if in fact the numbers that you gave are accurate, and I admit that I don't know one way or the other), then I don't know how, in that culture that there was anything wrong with it.

Fundamentalism was too other worldly and anti «intellectual to gain a hearing amongst the educated public, and was unwilling to concern itself with exploring how Christianity related to culture and social life in general.

But in terms of priorities, focus, and direction, assumed evangelicalism begins to give gradually increasing energy to concerns other than the gospel and key evangelical distinctives, to gradually elevate secondary issues to a primary level, to be increasingly worried about how it is perceived by others and to allow itself to be increasingly influenced both in content and method by the prevailing culture of the day.

How could husbands in that culture, understanding the chiastic sandwich structure and thus grasping Paul «s true message, have understood anything other than that they were to raise their wives out of their lowly position into a glorious one?

The author of The Next Christendom and numerous other books on religion and culture does a superb job of demonstrating how Native American spiritualities have been both invented and exploited by promoters of «New Age» religion.

Instead, He would have celebrated whatever holidays were part of the culture He was in, and rather than show how He fulfilled the Jewish holidays, would have shown how He fulfilled these other cultural holidays of whatever culture He was in.

In other words, how can the church engage a culture that has been nurtured on a concept of success for its entire existence, with the concept of failure.

Do you think there is actually a qualitative difference between Christianity and other alternatives when it comes to how much sense they make of life, or is it maybe mainly a matter of subjective experience, and of culture?

The author, a Japanese Christian, tells how a Taiwanese Christian helped him to deal with the spiritual homelessness that he experienced by going to live in other cultures.

How can we know if it loves or hates, is caring or cold, prehends without loss, or offers us a lure other than those we get from the culture which gives us our conscience?

The reasons for «why» are vital in understanding how other people (and therefor the culture at large) thinks.

Missionary work to «save the heathens» who use a different word to praise God, any word that is different than their own... even though the other peoples and cultures don't speak English and have their own words of prayer... How many churches respected other cultures and how many do nHow many churches respected other cultures and how many do nhow many do now?

But there is dynamism and development in this orientation, and inevitably interaction with other cultures; «Fixed - space» fastens onto how things have been - and endeavors to preserve the past against erosive forces.

To welcome mature conversations, to reflect on how our society has advantaged some while disadvantaging others based on skin color and culture and address the spiritual implications for life, is to agree with God that we are our brother's keeper.

This is almost as bad as those shows where random people were asked about other world cultures («How many Eiffel Towers are there?»)