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"Myth has played an important and ongoing role in the development of Saskatchewan's political economy. First, during the time of the National Policy, Saskatchewan was portrayed to immigrants as a promised land. This period served as the psychological and economic foundation for the provice. When belief in Saskatchewan as a promised land was shattered by the Great Depression and Dirty Thirties, the myth was reconstituted through the inspiration of the social gospel. It was then politically reinvigorated in the meaning of medicare and has been expressed in recent decades through the competing visions for economic development. Through all these eras, no matter what the tides of politics, there remained one constant--the singular, collective idea that Saskatchewan was a special place with unrealized potential. The challenge for the public dialogue of Saskatchewan, as the province enters its second century, is to not replay the mistakes of the past. Saskatchewan people must recognize the role that myth has played, and must continue to play, in the life of the province. But, at the same time, they must differentiate it from reality by understanding the power of myth as a force for progress and its potential to create false expectations."--pub. desc.
Moral expectation is a concept with which all of us are well acquainted. Already as children we learn that certain courses of action are expected of us. We are expected to perform certain actions, and we are expected to refrain from other actions. Furthermore, we learn that something is morally wrong with the failure to do what we are morally expected to do. A central theme of this book is that moral expectation should not be confused with moral obligation. While we are morally expected to do everything we are obligated to do, a person can be morally expected to do some things that he or she is not morally obligated to do. Although moral expectation is a familiar notion, it has not been the object of investigation in its own right. In the early chapters Mellema attempts to provide a philosophical account of this familiar notion, distinguish it from other types of expectations, and show how it is possible to form false moral expectations. Subsequent chapters explore the role of moral expectation in agreements between people, analyze ways that people avoid moral expectation, illustrate how groups can have moral expectations, and view moral expectation in the context of our relationship with divine beings. The final chapter provides insight into how moral expectation operates in people’s professional lives.
Marriage always involves two flawed people living with each other in a fallen world. Yet many couples say “I do” with unrealistic expectations, leaving them unprepared for the day-to-day difficulties of married life. This unique book introduces a biblical and practical approach to dealing with the challenges of marriage that is rooted in God’s faithfulness and the Bible’s teaching on sin and grace. Outlining six practical commitments that give shape and momentum to a truly healthy and fulfilling union, this redesigned book will equip couples to develop thriving, grace-based marriages in all circumstances and seasons of their relationships.
"Includes a new & enhanced online edition of the world's most popular emotional intelligence test."
This is the digital version of the printed book (Copyright © 1994). People have expectations. Your clients, for example. Sometimes their expectations of you seem unreasonable. But sometimes your expectations of them seem just as unreasonable (in their eyes). The problem is that these mismatched expectations can lead to misunderstandings, frayed nerves, and ruffled feathers. More seriously, they often lead to flawed systems, failed projects, and a drain on resources. Managing Expectations shows how to identify expectations and suggests ways to gain more control of them. In today's turbulent business world, understanding and meeting your customers' expectations is indeed a challenge, and it's not hard to understand why: Expectations affect a range of interactions, including service responsiveness, service capability, product functionality, and project success. Expectations are difficult to control and impossible to turn off. However, by learning to identify and influence what your customers expect, you can dramatically improve the quality, impact, and effectiveness of your services. Contents include sections on communication skills, information gathering, policies and practices, building win-win relationships, as well as a concluding chapter on how to formulate an action plan. A Step-by-Step Guide to Managing Expectations Guard Against Conflicting Messages Use Jargon with Care Identify Communication Preferences Listen Persuasively Help Customers Describe Their Needs Become an Information-Gathering Skeptic Understand Your Customers' Context Try the Solution On for Size Clarify Perceptions Set Uncertainty-Managing Service Standards When Appropriate, Just Say Whoa Build Win-Win Relationships Formulate an Action Plan
Sandford C. Goldberg puts forward a theory of epistemic normativity that is grounded in the things we properly expect of one another as epistemic subjects. This theory has far-reaching implications not only for the theory of epistemic normativity, but also for the nature of epistemic assessment itself.
Where Is God? There are never quick fixes or easy answers when it comes to suffering. But even when we can't immediately see God's hand—when the struggle is hard and painful—he is working. Weaving together Scripture, personal stories, and the words of the classic hymn "How Firm a Foundation," David Powlison brings an experienced counselor's touch to exploring how God enters into our sufferings, helping us see God working in our own particular struggles—and discover how God's grace goes deeper than we could ever imagine.
In an increasingly dynamic and competitive world, organizations of all kinds are continually looking for leaders who can most effectively inspire others to improve productivity and performance. Yet, meeting goals and objectives is no longer enough. Leaders who exceed expectations will be in the best position to emerge as the superstars of their generation. General Looney reflects upon his most formidable experiences during a 40-year career and articulates his leadership philosophy, which is built around a very simple notion -- the greatest leaders are those who not only "exceed expectations," but also inspire others to do the same. Reviews Over the years, I've learned that people at every level of experience and responsibility learn about leadership best from stories which resonate with their own lives. Through a variety of stories, Bill Looney has captured the importance leaders play in creating the right environment to allow organizations to exceed expectations. His reflections on leadership provide a wealth of lessons learned. Well done! Richard B. Myers, Former Chairman of the Joint Chiefs of Staff Whether you are leading military forces or a corporate entity, success is all about exceeding expectations. Bill Looney has it right, and his leadership approach works--I use it in my company! This is a must read for all leaders and those who aspire to leadership positions. Andrew C. Taylor, Chairman and Chief Executive Officer, Enterprise Rent-A-Car There is a dire need for effective leadership in American enterprise today and General Bill Looney's book offers an excellent how-to perspective. As you read it, ask yourself, "How can I apply these common sense techniques to exceed expectations?" Believe me, they will work for you! Bob Gaylor, 5th Chief Master Sergeant of the US Air Force About the Author General Bill Looney retired from the United States Air Force as a general having served on active-duty for forty years. He graduated from the US Air Force Academy in 1966 where was the Cadet Wing Commander and continued to exceed expectations from that point forward. General Looney eventually commanded more organizations than any other Air Force general officer in history with each organization he led achieving demonstrable higher levels of performance and productivity. He is a highly-decorated officer with over 4,200 flying hours. He and his wife, Marilyn, have two daughters, two son-in-laws (both Air Force officers and pilots) and two grandchildren.
From the balcony of his house, Mike Haines can see the quiet, commonplace beauty of the Holliday farm. But what he remembers is the little sister of his high school girlfriend, Dusty who grew up there. As a teen, Dusty had gone off the rails but when she was a kid, she was sweet, she was funny and she had a special bond with Mike. But after high school, she took off and Mike never saw her again. Then tragedy strikes Dusty’s family, she comes back into town and Mike thinks she hasn't changed back to the sweet, funny girl he knew but instead continued to be selfish and thoughtless, leaving her family alone to deal with their mourning. So he seeks her out and confronts her in an effort to understand what went wrong and to force her to sort herself out. He finds out quickly he’s wrong about Dusty Holliday. Very wrong. And right after Mike discovers that, the bond they had years before snaps back into place in ways he would never suspect. But Mike Haines had a bad marriage then he played games of the heart for a good woman. And lost. In order to protect himself and his kids, he’s cautious, he’s careful to read the signs and he’s not interested in finding a woman he has to fix. Then he learns what happened to Dusty and he thinks she needs to be fixed. He swings, he misses and in this new game of hearts, for Dusty, Mike just got strike three.