Addressing this gap, we studied negative emotion in romantic conflict narratives as a function of gender and associations with self - reports
of conflict strategies.
Researchers have not yet studied associations among trait - mindfulness, relational satisfaction, commitment, and romantic partners» reported use
of conflict strategies during disagreement; however, practicing mindfulness can lower individuals» stress responses to relational conflict after it has occurred (Barnes et al., 2007).
No other variables significantly predicted use or nonuse
of these conflict strategies.
Results of the current study add to this literature by illuminating how levels of trait mindfulness may be tied to partner propensities to use certain kinds
of conflict strategies.
In addition, researchers may want to focus on different types
of conflict strategies and their relation to mindfulness as other scholars have underscored conflict tactics that differ from the strategies assessed in this study (e.g., Peterson, 1983; Sillars, 1980).
Results revealed that aspects of mindfulness predict the type
of conflict strategy in which people reportedly engage.
No other mindfulness subscales were significant negative, or positive, predictors
of this conflict strategy.
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.
While hedge funds are pressuring Tim Hortons Inc. to reconsider its U.S. growth
strategy, the donut - maker's largest group
of institutional investors are staying mum on the subject, raising the notion there may be a
conflict brewing over which direction the donut - maker should follow.
Instead
of instinctively trying to simplify, digitizing your
strategy can help you embrace all aspects
of the plan through greater visibility and communication across departments, management levels and relevant partners, allowing seamless coordination, updating, and
conflict resolution as it occurs.
While the majority
of online buyers are honest, nonpayment issues and
conflicts still arise, says Donny Lowy, author
of Secrets
of eBay:
Strategies and Tips Used by the Most Successful eBay Sellers.
While
strategy disagreements and personality
conflicts drove the corporate drama, the split was also a symptom
of a larger shift shaking up the US$ 10 - billion global executive - search industry.
Odgers has been shifting in this direction for years — a
strategy that became a growing source
of conflict in Canada.
From visceral cues like the moon and May and 60 years
of Korean
conflict ending, to 30 different data points we observe every Sunday as part
of the Sunday
Strategy Session.
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.
Most significantly, the game developer is seeking to impose a voting limit
of 20 %; the aim
of which, it states, is to encourage a more equitable share purchase price from any possible suitor and mitigate the risk
of «chaos and potential confrontation» should it be targeted by a strategic investor whose goals
conflict with the company's vision and growth
strategy.
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.
Further, the questions
of how national sales, cost allocations and strategic technology decisions are handled just provided more points
of conflict, atop ones
of strategy and personality.
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.
Disinformation, according to Stockwell, is more important than ever because the United States is now implementing low - intensity -
conflict strategy on a global basis and is actively working to destabilize one - third
of the world's underdeveloped countries.
It is a conscious part
of low - intensity -
conflict strategy that other people do the dying in the U.S. war against the poor.
One other example from on - the - scene reports by Witness for Peace illustrates the human costs
of U.S. support for terrorism as part
of its low - intensity -
conflict strategy against the poor
of Nicaragua:
Low - intensity -
conflict strategy is shaped as much by the need to manage U.S. public opinion as it is by the assessment
of how to fight effectively within third - world settings.
A second acceptable end - result
of low - intensity -
conflict strategy in Nicaragua was to make people suffer.
The result
of their labors is low - intensity -
conflict strategy.
The U.S. low - intensity -
conflict strategy of terror, death, and destruction is meant to demonstrate to third - world peoples the high costs
of embarking upon a road to self - determination.
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.
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.
Low - intensity
conflict integrates economic, psychological, diplomatic, and military aspects
of warfare into a comprehensive
strategy to protect «U.S. valuables» against the needs and demands
of the poor.
The management
of repression and terrorism is clearly seen in the implementation
of low - intensity -
conflict strategy in Central America.
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.
They were apprehensive about the possibility
of future
conflict between Paul's and Peter's
strategies.
Amid the often
conflicting strategies for rethinking our situation and thereby rethinking our pluralistic and ambiguous heritage, contemporary hermenetitics can prove
of some aid.
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.
Fundamental to this difference between Sojourners and The Reformed Journal over political involvement and
strategy is a
conflicting understanding
of hermeneutics.
This is what is often missing from some social action
strategies — the sensitive handling
of the personal substratum
of meaning and
conflict which often is brought to and precipitated by such action.
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.
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.
I have come to believe that low - intensity
conflict is for the United States a global
strategy of warfare waged against the poor.
War against the Poor examines the stated and unstated assumptions
of low - intensity -
conflict strategy.
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.
Within low - intensity -
conflict strategy elections are not a means
of establishing a basis
of real power, although elections may be part
of a broader plan to reshuffle power among elites.
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.
A brief summary
of the Christic Institute's affidavit illustrates how covert activities, so central to low - intensity -
conflict strategy, are incompatible with democracy.
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.