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"There is an unspoken dark side of American medicine--keeping patients alive at all costs. Two thirds of Americans die in healthcare institutions tethered to machines and tubes, even though research indicates that most prefer to die at home in comfort, surrounded by loved ones. The question How do you want to live? must be posed to the seriously ill because they deserve to choose. If doctors explain options--including the choice to forego countless medical interventions that are often of little benefit--then patients can tell doctors how they wish to spend the remainder of their lives. A doctor's heroic efforts to prolong a life can instead prolong that patient's death, and these traumatic measures also bankrupt the healthcare system. One third of the Medicare budget is spent on the last six months of life, often on technological interventions that are not helpful and inflict more suffering. Through the stories of six patients and six very different end-of-life experiences, Volandes explores the trajectory of events and treatments that occur with and without this essential conversation. He argues for a radical re-envisioning of the patient-doctor relationship--including videos to spark discussions--and offers ways for patients and their families to talk about this difficult issue to ensure that patients will be at the center and in charge of their medical care"--Provided by publisher.
The guide to approaching leadership in a rapidly changing world. When change requires you to challenge people's familiar reality, it can be difficult, dangerous work. Whatever the context--whether in the private or the public sector--many will feel threatened as you push though major changes. But as a leader, you need to find a way to make it work. Ron Heifetz first defined this problem with his distinctive theory of adaptive leadership in Leadership Without Easy Answers. In a second book, Leadership on the Line, Heifetz and coauthor Marty Linsky highlighted the individual and organizational dangers of leading through deep change in business, politics, and community life. Now, Heifetz, Linsky, and coauthor Alexander Grashow are taking the next step: The Practice of Adaptive Leadership is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as an adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges. The authors have decades of experience helping people and organizations create cultures of adaptive leadership. In today's rapidly changing world, The Practice of Adaptive Leadership can be your handbook to meeting the demands of leadership in the midst of complexity.
Prizing ideas above all else, radical thinker Baruch Spinoza left little behind in the way of personal facts and furnishings. But what of the tug of necessity, the urgings of the flesh, to which this genius philosopher (and grinder of lenses) might have been no more immune than the next man-or the next character, as Baruch Spinoza becomes in this intriguing novel by the remarkable young Macedonian author Goce Smilevski. Smilevski's novel brings the thinker Spinoza and his inner life into conversation with the outer, all-too-real facts of his life and his day--from his connection to the Jewish community of Amsterdam, his excommunication in 1656, and the emergence of his philosophical system to his troubling feelings for his fourteen-year-old Latin teacher Clara Maria van den Enden and later his disciple Johannes Casearius. From this conversation there emerges a compelling and complex portrait of the life of an idea--and of a man who tries to live that idea.
This book is dedicated to all abused women. Who are trapped in relationships? Where circumstances tend to overcrowd their judgments? The emotional trauma is true and is fused in with fiction to give the reader a gripping story. Trapped in an emotional and physically abused marriage, Abella has a brief love affair that devastates her further. With the fear of growing old, and the quest to find herself, she faces challenges, when her prominent grandfather's sickness leads her to Spain, a country, which she hurriedly left, twenty- five years ago. She finds herself in love with her bodyguard Miguel Castillo. The death of her grandfather, Armando Delgado makes her an heir, which leads to more pain and suffering as secrets unfold. What caused her mother to leave in such a hurry? Will the pain and suffering that seems to follow Abella, evade her or will she find herself? Read! The twist of events that manipulates the lives of innocent people, causing them lifelong sorrow, death and heartache dealt by the hand of a powerful and treacherous man.
In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.