Timothy d ph d (156 resultados)

Condición: Very Good. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.

Paperback. Condición: Very Good. Dr. Storlie explains how you can communicate with your subconscious mind-the super-intelligence within you-using mental imagery, contemplation and daydreaming.Using his unique 7-step process, you'll learn to request and receive help from the power of your subconscious mind and create a better personal and/or professional life.This book incorporates accelerated learning methods so you can quickly deepen your understanding of how to use contemplation, daydreams, and daydreaming to improve nearly any aspect of your life. Timothy provides you with 22 tools that you can use to help create a better future in 37 different areas of your life. You'll learn methods to accelerate learning; become a daydreamer, improve physical, emotional, sexual, and mental health; improve communication, relationships, and parenting; increase leadership qualities; improve professional and business skills; enhance artistic or sports performance; experience more creativity, fun, fantasy, entertainment, romance, eroticism, and intimacy; enjoy a more meaningful life; and achieve a greater degree of personal fulfillment.Transformational daydreaming is grounded in three core beliefs: (1) You can develop a working relationship with your subconscious mind; (2) You can ask your subconscious mind for help by contemplating while in an altered state of awareness; and (3) Your subconscious mind can communicate advice, insight, and information to you using the symbolic language of daydreams.In the hope and desire for a better life, individuals, couples, parents, students, teachers, trainers, healthcare professionals, business leaders, writers, musicians, engineers, designers, architects, performing and creative artists, sports enthusiasts, and countless others use relaxation, mental imagery and visualization, altered states of awareness, contemplation, and daydreaming as part of their creative process. Now, thanks to Dr. Storlie, you can too.…

Paperback. Condición: Good. TRAVESTY is an anthropologist's personal story of working with foreign aid agencies and discovering that fraud, greed, corruption, apathy, and political agendas permeate the industry. It is a story of failed agricultural, health and credit projects; violent struggles for control over foreign aid; corrupt orphanage owners, pastors, and missionaries; the nepotistic manipulation of research funds; economically counterproductive food aid distribution programs that undermine the Haitian agricultural economy; disastrous social engineering by foreign governments, international financial and development organizations--such as the World Bank and USAID-- and the multinational corporate charities that have sprung up in their service, CARE International, Catholic Relief Services, World Vision, and the dozens of other massive charities that have programs spread across the globe, moving in response not only to disasters and need, but political agendas and economic opportunity. TRAVESTY also chronicles the lives of Haitians and describes how political disillusionment sometimes ignites explosive mob rage among peasants frustrated with the foreign aid organizations, governments and international agencies that fund them. TRAVESTY recounts how some Haitians use whatever means possible try to better their living standards, most recently drug trafficking, and in doing so explains why at the service of international narcotraffickers and Haitian money laundering elites, Haiti has become a failed State. TRAVESTY reads like a novel. It takes the reader from the bowels of foreign aid in the field; to the posh and orderly urban headquarters of charities such as CARE International; to the cold, distant heights of Capitol Hill policy planners. The journey is marked by true accounts involving violence, corruption, appalling greed, sexual exploitation, disastrous social engineering, and the inside world of drug traffickers. But TRAVESTY it is not a novel. It is founded on 15 years of academic and field experience, research, and hard data. It entertains the reader with vivid first hand accounts while treating seriously the problems inherent not only in international aid, but the sabotaging effects of the drug war on economic development in remote and impoverished areas of the hemisphere.…

Paperback. Condición: Good.

Paperback. Condición: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condición: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condición: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condición: Very Good. No Jacket. May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condición: As New. No Jacket. Pages are clean and are not marred by notes or folds of any kind. ~ ThriftBooks: Read More, Spend Less.

Paperback. Condición: As New. No Jacket. Pages are clean and are not marred by notes or folds of any kind. ~ ThriftBooks: Read More, Spend Less.

hardcover. Condición: Very Good. Connecting readers with great books since 1972! Used books may not include companion materials, and may have some shelf wear or limited writing. We ship orders daily and Customer Service is our top priority.

Paperback. Condición: Good. TRAVESTY is an anthropologist's personal story of working with foreign aid agencies and discovering that fraud, greed, corruption, apathy, and political agendas permeate the industry. It is a story of failed agricultural, health and credit projects; violent struggles for control over foreign aid; corrupt orphanage owners, pastors, and missionaries; the nepotistic manipulation of research funds; economically counterproductive food aid distribution programs that undermine the Haitian agricultural economy; disastrous social engineering by foreign governments, international financial and development organizations--such as the World Bank and USAID-- and the multinational corporate charities that have sprung up in their service, CARE International, Catholic Relief Services, World Vision, and the dozens of other massive charities that have programs spread across the globe, moving in response not only to disasters and need, but political agendas and economic opportunity. TRAVESTY also chronicles the lives of Haitians and describes how political disillusionment sometimes ignites explosive mob rage among peasants frustrated with the foreign aid organizations, governments and international agencies that fund them. TRAVESTY recounts how some Haitians use whatever means possible try to better their living standards, most recently drug trafficking, and in doing so explains why at the service of international narcotraffickers and Haitian money laundering elites, Haiti has become a failed State. TRAVESTY reads like a novel. It takes the reader from the bowels of foreign aid in the field; to the posh and orderly urban headquarters of charities such as CARE International; to the cold, distant heights of Capitol Hill policy planners. The journey is marked by true accounts involving violence, corruption, appalling greed, sexual exploitation, disastrous social engineering, and the inside world of drug traffickers. But TRAVESTY it is not a novel. It is founded on 15 years of academic and field experience, research, and hard data. It entertains the reader with vivid first hand accounts while treating seriously the problems inherent not only in international aid, but the sabotaging effects of the drug war on economic development in remote and impoverished areas of the hemisphere.…

Paperback. Condición: As New.

Paperback. Condición: Good.

Condición: Very Good. Very Good condition. A copy that may have a few cosmetic defects. May also contain light spine creasing or a few markings such as an owner's name, short gifter's inscription or light stamp.

paperback. Condición: Very Good.

Paperback. Condición: Very Good. (Alternate cover available. Choose See all formats and choose the April edition of the book) A MAN FINDS HIMSELF on the top step of a step ladder; a woman removes the guard to her machine; a worker is not wearing her safety glasses in the plant; a roustabout uses the wrong sized clamp instead of retrieving the right tool from the supply truck; a supervisor teaches a new worker to take short cuts; a mechanic climbs on top of the active machine to find the oil leak. Why do these folks do these things? Is it because they are stupid? One tendency is to blame workers for safety errors and label their personal failings as the cause of the error. Labeling does not solve problems that cause error and, frankly, it may all be an illusion of human perception leading us to false conclusions. Our human tendencies result in interactions that hurt the safety of our workers and the effectiveness of the systems we put in place to protect them. These tendencies build dysfunctional management practices that create fear associated with your safety programs. I want to teach you a better way to analyze the behaviors of your employees to understand why they were put in a position to take the risk in the first place. Your system may be perfectly designed to promote risks and create safety traps. By analyzing the context of behavior we can discover ways to change your system to optimize safe behavior and reduce injury. This book presents new ideas and methods using stories we can all relate to. Human behavior is at the crux of your safety program. Physics and chemistry create hazards ready to be released when things go wrong. Human behavior happens right before that release. Therefore, we look at the behavior associated with the resulting injury and blame the person as the root cause. We label the person stupid and feel we have solved the problem. We haven't. Instead, a dysfunctional practice creeps into our safety management system blinding us from finding the true root causes of at-risk behavior. If our goal is to create a safety culture in which workers are engaged with situational awareness, peer coaching, and reporting, we will fail. Our offensive labeling will create avoidance of the very engagement we desperately need from our workers. We can't fix people, let's not be that pompous. But we can change behavior. we know how; there is a science behind it. We want to define behaviors in a way that are as open to unbiased analysis as the elements of physics and chemistry. Behavior is not a static variable of study. It's not a geologic formation changing over the epoch of time. Behavior is a dynamic variable, reacting with each passing moment along predictable paths, like water in a river, but always ready and able to jump its banks and forge new paths. We will discover that behavior is neutral, not good or bad, right or wrong. We will learn that for every safe behavior you want from your workers, there are a plethora of competing alternative behaviors that can put them at-risk. What determines this decision is predominantly the work context and your management systems. With this perspective we can better ask what put the worker in a position to take the risk. We will build an alternative to labeling with dispassionate, actionable and effective analyses to help build the system that helps workers discriminate the best behaviors for the situation. This book is for managers who seek to shape their safety culture to drive out fear and engage their workforce as they drive out risk. I want to help leaders at the top break through their biases and look at safety through a different, more effective lens. Similarly, this book is for the noble safety professional who must build safety management systems to avoid biases and other human tendencies; systems that focus on the controls, senior leadership involvement, and adequate safety resources that shape and maintain safe behaviors.…

Paperback. Condición: Good. (Alternate cover available. Choose See all formats and choose the April edition of the book) A MAN FINDS HIMSELF on the top step of a step ladder; a woman removes the guard to her machine; a worker is not wearing her safety glasses in the plant; a roustabout uses the wrong sized clamp instead of retrieving the right tool from the supply truck; a supervisor teaches a new worker to take short cuts; a mechanic climbs on top of the active machine to find the oil leak. Why do these folks do these things? Is it because they are stupid? One tendency is to blame workers for safety errors and label their personal failings as the cause of the error. Labeling does not solve problems that cause error and, frankly, it may all be an illusion of human perception leading us to false conclusions. Our human tendencies result in interactions that hurt the safety of our workers and the effectiveness of the systems we put in place to protect them. These tendencies build dysfunctional management practices that create fear associated with your safety programs. I want to teach you a better way to analyze the behaviors of your employees to understand why they were put in a position to take the risk in the first place. Your system may be perfectly designed to promote risks and create safety traps. By analyzing the context of behavior we can discover ways to change your system to optimize safe behavior and reduce injury. This book presents new ideas and methods using stories we can all relate to. Human behavior is at the crux of your safety program. Physics and chemistry create hazards ready to be released when things go wrong. Human behavior happens right before that release. Therefore, we look at the behavior associated with the resulting injury and blame the person as the root cause. We label the person stupid and feel we have solved the problem. We haven't. Instead, a dysfunctional practice creeps into our safety management system blinding us from finding the true root causes of at-risk behavior. If our goal is to create a safety culture in which workers are engaged with situational awareness, peer coaching, and reporting, we will fail. Our offensive labeling will create avoidance of the very engagement we desperately need from our workers. We can't fix people, let's not be that pompous. But we can change behavior. we know how; there is a science behind it. We want to define behaviors in a way that are as open to unbiased analysis as the elements of physics and chemistry. Behavior is not a static variable of study. It's not a geologic formation changing over the epoch of time. Behavior is a dynamic variable, reacting with each passing moment along predictable paths, like water in a river, but always ready and able to jump its banks and forge new paths. We will discover that behavior is neutral, not good or bad, right or wrong. We will learn that for every safe behavior you want from your workers, there are a plethora of competing alternative behaviors that can put them at-risk. What determines this decision is predominantly the work context and your management systems. With this perspective we can better ask what put the worker in a position to take the risk. We will build an alternative to labeling with dispassionate, actionable and effective analyses to help build the system that helps workers discriminate the best behaviors for the situation. This book is for managers who seek to shape their safety culture to drive out fear and engage their workforce as they drive out risk. I want to help leaders at the top break through their biases and look at safety through a different, more effective lens. Similarly, this book is for the noble safety professional who must build safety management systems to avoid biases and other human tendencies; systems that focus on the controls, senior leadership involvement, and adequate safety resources that shape and maintain safe behaviors.…

Hardcover. Condición: Very Good. No Jacket. Former library book; May have limited writing in cover pages. Pages are unmarked. ~ ThriftBooks: Read More, Spend Less.

Soft cover. Condición: Near Fine. Binding Tight Pages Clean Light Edge Wear. Book.

hardcover. Condición: Good. HARDCOVER Good - Bumped and creased book with tears to the extremities, but not affecting the text block, may have remainder mark or previous owner's name - GOOD Oversized.

Paperback. Condición: Good. (Alternate cover available. Choose See all formats and choose the April edition of the book) A MAN FINDS HIMSELF on the top step of a step ladder; a woman removes the guard to her machine; a worker is not wearing her safety glasses in the plant; a roustabout uses the wrong sized clamp instead of retrieving the right tool from the supply truck; a supervisor teaches a new worker to take short cuts; a mechanic climbs on top of the active machine to find the oil leak. Why do these folks do these things? Is it because they are stupid? One tendency is to blame workers for safety errors and label their personal failings as the cause of the error. Labeling does not solve problems that cause error and, frankly, it may all be an illusion of human perception leading us to false conclusions. Our human tendencies result in interactions that hurt the safety of our workers and the effectiveness of the systems we put in place to protect them. These tendencies build dysfunctional management practices that create fear associated with your safety programs. I want to teach you a better way to analyze the behaviors of your employees to understand why they were put in a position to take the risk in the first place. Your system may be perfectly designed to promote risks and create safety traps. By analyzing the context of behavior we can discover ways to change your system to optimize safe behavior and reduce injury. This book presents new ideas and methods using stories we can all relate to. Human behavior is at the crux of your safety program. Physics and chemistry create hazards ready to be released when things go wrong. Human behavior happens right before that release. Therefore, we look at the behavior associated with the resulting injury and blame the person as the root cause. We label the person stupid and feel we have solved the problem. We haven't. Instead, a dysfunctional practice creeps into our safety management system blinding us from finding the true root causes of at-risk behavior. If our goal is to create a safety culture in which workers are engaged with situational awareness, peer coaching, and reporting, we will fail. Our offensive labeling will create avoidance of the very engagement we desperately need from our workers. We can't fix people, let's not be that pompous. But we can change behavior. we know how; there is a science behind it. We want to define behaviors in a way that are as open to unbiased analysis as the elements of physics and chemistry. Behavior is not a static variable of study. It's not a geologic formation changing over the epoch of time. Behavior is a dynamic variable, reacting with each passing moment along predictable paths, like water in a river, but always ready and able to jump its banks and forge new paths. We will discover that behavior is neutral, not good or bad, right or wrong. We will learn that for every safe behavior you want from your workers, there are a plethora of competing alternative behaviors that can put them at-risk. What determines this decision is predominantly the work context and your management systems. With this perspective we can better ask what put the worker in a position to take the risk. We will build an alternative to labeling with dispassionate, actionable and effective analyses to help build the system that helps workers discriminate the best behaviors for the situation. This book is for managers who seek to shape their safety culture to drive out fear and engage their workforce as they drive out risk. I want to help leaders at the top break through their biases and look at safety through a different, more effective lens. Similarly, this book is for the noble safety professional who must build safety management systems to avoid biases and other human tendencies; systems that focus on the controls, senior leadership involvement, and adequate safety resources that shape and maintain safe behaviors.…

Paperback. Condición: Very Good. (Alternate cover available. Choose See all formats and choose the April edition of the book) A MAN FINDS HIMSELF on the top step of a step ladder; a woman removes the guard to her machine; a worker is not wearing her safety glasses in the plant; a roustabout uses the wrong sized clamp instead of retrieving the right tool from the supply truck; a supervisor teaches a new worker to take short cuts; a mechanic climbs on top of the active machine to find the oil leak. Why do these folks do these things? Is it because they are stupid? One tendency is to blame workers for safety errors and label their personal failings as the cause of the error. Labeling does not solve problems that cause error and, frankly, it may all be an illusion of human perception leading us to false conclusions. Our human tendencies result in interactions that hurt the safety of our workers and the effectiveness of the systems we put in place to protect them. These tendencies build dysfunctional management practices that create fear associated with your safety programs. I want to teach you a better way to analyze the behaviors of your employees to understand why they were put in a position to take the risk in the first place. Your system may be perfectly designed to promote risks and create safety traps. By analyzing the context of behavior we can discover ways to change your system to optimize safe behavior and reduce injury. This book presents new ideas and methods using stories we can all relate to. Human behavior is at the crux of your safety program. Physics and chemistry create hazards ready to be released when things go wrong. Human behavior happens right before that release. Therefore, we look at the behavior associated with the resulting injury and blame the person as the root cause. We label the person stupid and feel we have solved the problem. We haven't. Instead, a dysfunctional practice creeps into our safety management system blinding us from finding the true root causes of at-risk behavior. If our goal is to create a safety culture in which workers are engaged with situational awareness, peer coaching, and reporting, we will fail. Our offensive labeling will create avoidance of the very engagement we desperately need from our workers. We can't fix people, let's not be that pompous. But we can change behavior. we know how; there is a science behind it. We want to define behaviors in a way that are as open to unbiased analysis as the elements of physics and chemistry. Behavior is not a static variable of study. It's not a geologic formation changing over the epoch of time. Behavior is a dynamic variable, reacting with each passing moment along predictable paths, like water in a river, but always ready and able to jump its banks and forge new paths. We will discover that behavior is neutral, not good or bad, right or wrong. We will learn that for every safe behavior you want from your workers, there are a plethora of competing alternative behaviors that can put them at-risk. What determines this decision is predominantly the work context and your management systems. With this perspective we can better ask what put the worker in a position to take the risk. We will build an alternative to labeling with dispassionate, actionable and effective analyses to help build the system that helps workers discriminate the best behaviors for the situation. This book is for managers who seek to shape their safety culture to drive out fear and engage their workforce as they drive out risk. I want to help leaders at the top break through their biases and look at safety through a different, more effective lens. Similarly, this book is for the noble safety professional who must build safety management systems to avoid biases and other human tendencies; systems that focus on the controls, senior leadership involvement, and adequate safety resources that shape and maintain safe behaviors.…

Condición: Good. Item in good condition. Textbooks may not include supplemental items i.e. CDs, access codes etc.

Condición: Good. Pages intact with minimal writing/highlighting. The binding may be loose and creased. Dust jackets/supplements are not included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condición: Very Good. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

Condición: As New. Unread book in perfect condition.

Condición: very_good. Fast Free Shipping â" Very Good condition book with a firm cover and clean pages. Shows normal use and some light wear or limited notes markings. A solid, nice copy to enjoy.

Condición: very_good. Fast Free Shipping â" Very Good condition book with a firm cover and clean pages. Shows normal use and some light wear or limited notes markings. A solid, nice copy to enjoy.

paperback. Condición: Good. Connecting readers with great books since 1972! Used textbooks may not include companion materials such as access codes, etc. May have some wear or writing/highlighting. We ship orders daily and Customer Service is our top priority.