Sentences with phrase «of conflict the strategy»

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

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).

No other mindfulness subscales were significant negative, or positive, predictors of this conflict strategy.

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.

No other variables significantly predicted use or nonuse of these 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).

Addressing this gap, we studied negative emotion in romantic conflict narratives as a function of gender and associations with self - reports of conflict strategies.

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.