Podcasts about brutalisation

C dans l'air du 29 avril 2025 - Trump : ces 100 jours qui ont changé le mondeDonald Trump a retrouvé en janvier la Maison-Blanche, porté par une promesse de rupture totale avec l'ère Biden. 100 jours après c'est peu dire que le changement a eu lieu. Les bouleversements se sont enchaînés à mesure que sont tombés les décrets présidentiels et autres annonces fracassantes du président américain. Repoussant les limites du pouvoir présidentiel, le républicain a déjà signé plus de 140 décrets. Il a par ce biais remis en cause le droit du sol, attaqué des universités et des cabinets d'avocats, défait des politiques environnementales, confié à son allié Elon Musk la tâche de démanteler la bureaucratie fédérale, défier ouvertement la Cour suprême, ignorer des décisions de justice, effectué un rapprochement spectaculaire avec la Russie et a lancé, avant de se rétracter en partie, une violente offensive protectionniste. Un véritable Big Bang a été orchestré dans la première puissance mondiale dont les secousses sont ressenties aux quatre coins du globe. Et si Donald Trump se félicite aujourd'hui de "diriger le pays et le monde", assurant aux journalistes de The Atlantic qu'"il passait un très bon moment", les Américains déchantent et sa cote de popularité est en chute libre.D'après un sondage publié dimanche par le Washington Post et ABC News, 39 % des Américains seulement "approuvent" désormais la manière dont Donald Trump mène sa présidence. Ce chiffre est le plus bas obtenu par un président des États-Unis au cap des 100 jours depuis 80 ans. 72 % estiment que sa politique économique causera une récession à court terme, un avis partagé par 51 % des Républicains. 62 % des sondés estiment que Donald Trump ne respecte pas l'État de droit et plus de la moitié d'entre eux considèrent qu'il ne s'engage pas à protéger les droits des Américains. Selon une autre enquête Ifop pour NYC, 56 % des Américains éprouveraient aussi de la honte à l'égard de leur président et 38 % disent même avoir honte d'être citoyens des États-Unis.Il faut dire qu'après seulement trois mois on assiste à un effondrement historique de l'image des États-Unis, notamment chez ses plus proches voisins. Ainsi au Canada, Mark Carney vient d'offrir une victoire surprise aux libéraux lors des élections législatives canadiennes, en menant une campagne centrée sur les menaces du président américain Donald Trump contre le pays. Il y a quelques mois encore, la voie semblait pourtant toute tracée pour permettre aux conservateurs canadiens emmenés par Pierre Poilievre de revenir aux affaires, après dix ans de pouvoir de Justin Trudeau. Mais le retour de Donald Trump à la Maison-Blanche et son offensive inédite contre le Canada, à coups de droits de douane et de menaces d'annexion, ont changé la donne. Mark Carney qui avait remplacé Trudeau à la tête des libéraux en mars dernier, devenant de facto Premier ministre dans l'attente du scrutin national a remporté ces élections en se plaçant comme un farouche opposant au président américain. D'ailleurs dans son discours de victoire, il s'en est pris une nouvelle fois à Donald Trump. "Le président Trump a trahi le Canada et il a fracturé l'économie mondiale", a-t-il assuré. "Notre relation avec les États-Unis est désormais terminée".En France également, l'image des États-Unis s'est érodée. Aujourd'hui, seuls 27 % des Français considèrent le pays comme un allié sûr, selon une enquête de l'Ifop publiée en mars, et un mouvement de boycott visant les produits américains s'est organisé. Initié par le Canada après l'investiture de Donald Trump, il est désormais soutenu par 62 % des Français, selon une autre étude Ifop publiée fin mars, et touche les marques iconiques de la consommation de masse américaine. Pour autant si le rejet de Donald Trump est massif dans l'opinion publique, le trumpisme infuse dans la politique française. Brutalisation du débat, remise en cause de l'État de droit, antiétatisme… Des personnalités de droite et d'extrême droite entendent décliner dans l'Hexagone les méthodes du président américain.LES EXPERTS : - ANTHONY BELLANGER - Éditorialiste - Franceinfo TV, spécialiste des questions internationales- LAURE MANDEVILLE - Grand reporter - Le Figaro - ANNE DEYSINE - Juriste et politologue, spécialiste des États-Unis- GALLAGHER FENWICK - Grand reporter, spécialiste des questions internationalesPRÉSENTATION : Caroline Roux - Axel de Tarlé - REDIFFUSION : du lundi au vendredi vers 23h40PRODUCTION DES PODCASTS: Jean-Christophe ThiéfineRÉALISATION : Nicolas Ferraro, Bruno Piney, Franck Broqua, Alexandre Langeard, Corentin Son, Benoît LemoinePRODUCTION : France Télévisions / Maximal ProductionsRetrouvez C DANS L'AIR sur internet & les réseaux :INTERNET : francetv.frFACEBOOK : https://www.facebook.com/Cdanslairf5TWITTER : https://twitter.com/cdanslairINSTAGRAM : https://www.instagram.com/cdanslair/

In a previous episode, I mentioned a Spa magazine survey in Japan of 1,140 male full-time employees in their 40s, about what they hated about their jobs. The top four complaints were salaries have not risen because of decades of deflation; a sense of being underappreciated and undervalued and a lost sense of purpose. The Lehman Shock in 2008 opened to door to job losses in larger companies, something which only had been possible in smaller firms in the past. The 2011 earthquake, tsunami and triple nuclear plant meltdown drove many businesses under.  The Covid pandemic finished off renown restaurants and hotels and threw people out on the street to seek work, despite their years of loyalty. The sense of lifetime employment as a given has been removed and a brand new world of work has emerged.  Feeling unappreciated is a construct of leadership. The Japanese system of hierarchy in companies has followed the lessons proffered during the military service experienced by those who participated in World War Two. Brutalisation by superiors was widespread and everyone was expendable. Postwar leaders in the West were also the graduates of the battlefield leadership system as well. Things changed in the late 1960s however and modern economies moved away from the old military models of leadership, to seek best practice based on research.  Japan has not even started on that path yet. The post war years were a frenetic effort to rebuild a devastated economy and to catch up with the rest of the world. When I first came into contact with Japanese businesspeople, I remember their joy as Japan knocked off one Western economy after another, to climb in the rankings to the number two GDP in the world.  The bubble economy saw Japan go completely crazy and lose all sense of proportion, as the 1985 Plaza Accord Agreement sent the yen into the stratosphere of supreme value and everything, everywhere was a bargain. I was back in Australia during that time and wondered why those lovely Japanese people I had met pre-bubble, were now replaced by these rude, arrogant, overbearing types?  During all of this transition, there was no driver to change the management systems in companies away from the war-time model, because things had worked out pretty well. It wasn't broken, so no fixing required and anyway nobody likes change because of all the risk attached to it, so steady as she goes. Here we are decades later and life has certainly changed, but the leadership mentality has not caught up yet.  Bosses were schooled in the Tough Love Academy of Leadership. Communication, coaching, feedback, encouragement – all the key soft skills were never in that curriculum. You probably can't beat Japan when it comes to hard skill education. Their perfectionism, combined with a relentless curiousity for small incremental kaizen style improvements is a wonder to behold. Soft skills were not so much of interest to the captains of Japanese industry.  Japan is always bottom of the charts whenever firms do engagement surveys. Japan is the global leader in the bottom rung of microscopic scores for percentages of highly engaged staff. Yes, there are cultural issues with these surveys, given Japanese humility, conservatism and circumspection. But just ask any Japanese firm if they think the low scores are fiction and everyone agrees that directionally, they are correct.  So we need some solid work here for Japan to catch up and join the rest of the advanced world of work. The HR function in Japan, apart from its policeman role in having the rules followed, is there to move you around the organization so that you can become a jack of all trades and a master of none. On The Job Training (OJT) is still the main methodology of leadership instruction. Just passing on what each boss experienced to the next generation, without any structure, excellence, best practice capture, design, doesn't sound too smart, does it? Yet that is exactly the problem, not enough thinking has gone into what Japan needs from it's leaders going forward. Soft skills and hard skills are both called for, but you need a mindset change to appreciate that they are both important. That Spa survey showed that the areas of greatest demand were for soft skills solutions. Have a good look around your own operation and see just how much time your leadership group are spending on encouraging, coaching, recognising and praising. My guess would be not a lot, because they simply don't think these areas of attention are so important. What a lost opportunity. It is time to turn that around and get this country going.  The pivot point is with the leaders.  If we educate them to become professionals, then we set up a new generation of workers who expect their bosses to be supportive and make sure they feel valued.  That feeling of being valued is the springboard to becoming highly engaged.  That is a major mindset shift needed in Japan.

durée : 00:43:18 - Signes des temps - par : Marc Weitzmann - Hasard du calendrier : les émeutes actuelles explosent quelques jours seulement après la nomination de l'ancien rédacteur en chef de Valeurs Actuelles au JDD, alors que, tandis que la France s'enflamme, la gauche s'effondre dans les sondages. - invités : Laurent Joly Historien, directeur de recherches au CNRS; Dominique Reynié Politologue. Professeur des Universités à Sciences Po.; Christophe Deloire Secrétaire général de Reporters sans frontières

Pour de l'inspi et des conseils au quotidien, rejoins moi sur Instagram @empireofnow. Pour travailler avec moi , réserve un appel découverte gratuit qui te permettra de vérifier que je suis la coach qui peut te permettre d'atteindre tes objectifs dans la joie! Quelques remarques d'une coach de vie/prof d'histoire à propos de Poutine et de la guerre en Ukraine d'un point de vue de développement personnel et de la spiritualité Je ne pouvais pas éviter de parler de la guerre menée depuis une semaine par l'armée russe de Poutine contre l'Ukraine. En tant que prof d'Histoire passionnée et coach de vie dévouée à ma mission de contribuer à l'élévation spirituelle du monde, ces évènements tragiques occupent mon esprit et me font beaucoup réfléchir. Voici ce à quoi j'ai pensé ces derniers jours et que je me permets de partager en toute humilité, parce qu'après tout j'ai le droit :) Brutalisation - le comportement de Vladimir Poutine est le résultat de la brutalisation de la société russe par la seconde guerre mondiale et l'expérience soviétique. Il a grandit dans un monde traumatisé dans lequel il n'est pas possible de parler honnêtement de ce qui se passe et donc de guérir de son passé, individuel et collectif. Tendance paranoïaque surdeveloppée par une activité pro stressante - il est probable que le caractère agressif de Poutine a été d'autant plus aggravé par un choix de carrière dans le KGB qui a amplifié une vision paranoiaque du monde, dans lequel il est impossible de faire confiance à personne et l'a conduit à un besoin profond de tout contrôler autour de lui. Patriarcat - competition - Poutine incarne la figure masculiniste et patriarcale qui a conduit à la création d'un monde brutal, hyper hiérarchisé et normé que l'Occident essaie de dépasser. Il est naturel que Poutine haisse l'Europe qui veut développer une société plus coopérative, bienveillante et respectueuse de l'individu. Autoritarisme et perfectionnisme - je reconnais dans sa personnalité les symptômes du perfectionnisme; l'incapacité de se satisfaire de ce qu'est la Russie actuelle, des standards hyper élevés qui le conduise à vouloir restaurer l'empire russe, son isolement grandissant au pouvoir "je suis le seul à pouvoir sauver la russie" et bien sur l'usage de la brutalité et de la force pour écraser toute remise en cause plutôt que de faire face à ses insécurités et regarder la réalité en face. Vivre selon schémas du passé - Poutine est un homme du vieux 20e siècle, qui ne se rend pas compte à quel point les mentalités ont changé et qui voudrait pouvoir obtenir des résultats différents en utilisant les bonnes vieilles méthodes de la guerre et de l'oppression, alors que la Russie y a énormément perdu ! Sentiments - resilience; les évènements actuels ne font que renforcer ma conviction qu'il faut de toute urgence developper l'éducation aux émotions et à l'empathie, montrer aux jeunes qu'il est permis de montrer et exprimer toutes nos émotions, que l'on peut et doit savoir les réguler afin de ne pas refouler nos souffrances et de pouvoir les dépasser. Exprimer nos émotions n'est pas une faiblesse comme le prétendent les hommes comme Poutine, c'est au contraire le signe d'une grande confiance en soi. Cela permet de ne plus être sous l'emprise de nos émotions, de nos peurs et de nos frustrations et d'agir avec humanité plutôt qu'avec brutalité. --- Send in a voice message: https://anchor.fm/clio-empireofnow/message

This week we discuss the sinking of the Austro-Hungarian dreadnought SMS Viribus Unitis in the closing days of World War One.*Originally released 1/16/22; edited and re-uploaded 3/8/22 Sources (available in PDF on Patreon):  “Austria's Navy and the Adriatic.” Scientific American, vol. 111, no. 10, 5 Sep 1914Demark, Nikolina. "3000 Tonnes of Steel at the Bottom of Pula Port." Total Croatia News, 26 Sept 2017. Gerwarth, Robert and Ugur Umit Ungor. “The Collapse of the Ottoman and Habsburg Empires and the Brutalisation of the Successor States.” Journal of Modern European History, vol. 13, no. 2, 2015, pp. 226 - 248. Kann, Robert A. "Emperor William II and Archduke Francis Ferdinand in Their Correspondence." The American Historical Review, vol. 57, no. 2, Jan 1952. “The Motorboat and the Torpedo.” Scientific American, vol. 118, no. 24, 15 June 1918, p. 556. O'Hara, Vincent P. and Enrico Cernuschi. “Frogmen Against a Fleet: The Italian Attack on Alexandria 18/19 December 1941.” Naval War College Review, vol. 68, no. 3, Summer 2015, pp. 119 - 137. Parker, L. John. “Two Drama Trilogies of Franz Theodor Csokor.” The South Central Bulletin, vol. 21, no. 4, Winter 1961, pp. 37 - 43. Rossetti, Raffaele. “The Sinking of the Viribus Unitis: Official Report of the Destruction of the Austrian Dreadnought by Two Italian Officers.” Current History (1916 - 1940), vol. 9, no. 3, part II, March 1919, pp. 493 - 499. Smigelski, et al. “On Deck.” Warship International, vol. 56, no. 4, Dec 2019. Support the show (https://www.patreon.com/beyondthebreakers)

À trois mois de la présidentielle, l'écologiste Yannick Jadot tente de relancer sa campagne à coups de déplacements : après Bordeaux mercredi, il est à Angers ce samedi pour parler du cannabis thérapeutique. Le vainqueur de la primaire des écologistes a fait un choix : jouer la carte du sérieux et ne pas être dans l'invective. Mais cette stratégie peut-elle être payante dans le climat politique actuel ? 2022 commence dans l'outrance. Et c'est le président Emmanuel Macron qui a donné le ton mercredi : le chef de l'État assume (et il l'a redit hier) vouloir « emmerder les non-vaccinés ». Il considère même que le non-vaccinés sont des irresponsables qui ne sont plus des citoyens. Parler cash, dire tout haut ce que les gens seraient censés penser tout bas, diviser : stratégie assumée par l'Élysée. Mais est-ce le rôle d'un président ? 24 heures plus tard : comme pour faire oublier les divisions de son camp sur le passe vaccinal, Valérie Pécresse ne fait pas dans la dentelle non plus : la candidate de la droite veut « ressortir le Kärcher de la cave » pour « nettoyer les quartiers » et y remettre de l'ordre. Reprendre une vieille formule choc de l'ancien président Nicolas Sarkozy, là-aussi stratégie assumée : hystériser le débat. Brutalisation du débat Les autres candidats ne sont pas en reste. Eric Zemmour, Marine Le Pen ou Jean-Luc Mélenchon s'illustrent eux-aussi - à des degrés divers - par des propos virulents. Coïncidence ou pas : ces cinq candidats occupent les cinq premières places dans les sondages. La brutalisation du débat paye, même si au passage elle dégoûte de la politique de nombreux électeurs qui viennent grossir les rangs déjà fournis des abstentionnistes.  En face, les autres candidats ont bien de la peine à se faire entendre, notamment Yannick Jadot. L'eurodéputé écologiste a fait un choix – presque osé dans la période : s'afficher comme le candidat du « sérieux », de la « crédibilité », du « raisonnable ». Stratégie assumée là-encore... mais qui ne lui permet pas jusqu'à présent de percer dans l'opinion. « On n'a pas besoin de faire du Trump ! » Malgré les vents contraires, lui défend ce choix. Yannick Jadot est persuadé qu'être un candidat « qui met de l'apaisement dans le débat » plutôt que d'être dans l'invective va finir par payer. « Ce champ de bataille ne sera pas le nôtre » a assumé ce vendredi le candidat devant la presse. L'un de ses proches explique : « Plus Macron exacerbe, plus on doit jouer la carte de la responsabilité. On n'a pas besoin de faire du Trump ! » Il n'empêche, cette semaine à Bordeaux le candidat a haussé le ton devant ses soutiens. La scène se passe dans la cafeteria d'un centre d'apprentissage. Après le repas, Yannick Jadot se lève et remobilise ses troupes, il les appelle à passer « à l'attaque », « à ne pas jouer défensif ». Preuve qu'il est malgré tout conscient qu'il va falloir - sérieusement - muscler son jeu s'il veut se faire entendre.

Japan Can Be Brutal In Sports And Business We recently had a blatant example of poor sportsmanship here in an American Football game between two traditional University team rivals.  It gained massive media coverage because it was unusual.  I think it is pretty clear to everyone that Nihon University American Football coaches Inoue and Uchida told linebacker Miyagawa to injure the Kansei Gakujun University Quarterback. In their press conference they said he misunderstood their orders. Probably what they meant was injure the Quarterback, but not so blatantly that it has gone viral. Sports in Japan is still feudal in some areas and violence toward players is tolerated by the institutions because they want to win and gain prestige. Isolated incident you may be thinking?  Think again. Do you remember a few years ago when the Sakuranomiya High School basketball captain chose death by suicide, rather than face another demeaning day of 30 slaps in the face from his Coach Komura. The coach “got results” so his coaching methods were accepted for eighteen years at that school.  Eighteen years baby!!! The leadership of that school were quite okay with the coach slapping students in the face thirty times a day.  How could that be? That's just high school right. No!    How about when Japanese Olympic Judo Coach Ryuji Sonoda was described as a “sadist” in the Japan Olympic Committee's investigation of Judo coach violence.  This came to light only after the protest of elite female Olympic athletes complaining about his violent methods of instruction,“our dignity as humans was disgraced”.  Women's volleyball here in Japan is legendary for the defending diving drills, that are repeated with a ferocity and frequency designed to break you mentally and physically to supposedly toughen you up. Recently we have had professional sumo athletes getting bashed with baseball bats, killing one.  In other cases, coaches and seniors used beer bottles and TV controllers to injure the junior athletes in their care.   Why?  Where is this coming from?   Military drill sergeants were sent into the school system from the 1920s to toughen up the younger generation, so they could become cannon fodder for the Empire.  This wasn't one or two schools.  This was a coordinated effort to use violence on entire generations of the young.  Japanese officer violence towards new conscripts, entering the Imperial forces from the late 1930s, was designed to mould youth for death or glory for the Emperor. Brutalisation was at the core of the instruction.   I have been doing Japanese traditional karate for 46 years and have seen plenty of sempai using violence on kohai in Japan, under the pretense of strengthening their spirit.  It is all about power.  They call it tough love to confuse those on the receiving end. There is no love involved here, just tough beatings.   Of course there are plenty of cases of demonic coaches and brutalisation of juniors in education and sports in the West too.  Japan being Japan though, has codified it, institutionalized it, at scale.  Watch carefully.  The leaders of the organisations involved, always unite against the victims, until public pressure makes them go after the perpetrators. This is the 21stcentury. It would be good if educational and sports organizations here joined it.   In the postwar period, the sempai-kohai or senior-junior system kept these harsh realities going for students doing sports.  You must obey your coaches and your school seniors.  This is straight out of the feudal samurai code of total obedience. These are not samurai warrior philosophers though.  These are nobody ego maniac adults with power and younger spotty faced megalomaniacs, who have seized control of you, because they are higher up the hierarchy than you, by dint of age and stage.  A perfect training ground for the leadership realities you will face perhaps, when you enter a big Japanese company?   In Japan, bosses slapping subordinates who made errors has only gone out of style in the last five minutes by the way. Power harassment was a term you never heard of in Japan until very, very  recently. No wonder everyone in companies is so scared of doing anything new or different, if the penalty is a smack across the ear from the boss and a sharp tongue lashing.   Risk aversion is rampant in Japan because of these factors. That means if you want to get innovation here, you need to work hard on creating the environment for innovation to succeed. The key is how you see mistakes. If there are errors which warrant severe punishment, shaming and perhaps even personal violence, then don't expect too much innovation to emerge.  If on the other hand you teat mistakes as part of the learning process and people are encouraged to learn from it and try again, then this old feudal style of running organizations here will change for the better.  Remember the leader determines the culture, so you need to define what is your attitude to mistakes and errors.  If it is zero tolerance then you will create a certainty of culture, but is that culture going to produce the creativity you need to succeed?    In some high risk environments, we want zero failure rates and we cannot tolerate mistakes, because the consequences are so terrible.  But there are few companies in this situation.  The majority are still killing innovation through their culture and mindset.  This is good. Well it is good, if your can outmaneuver these rivals because your culture is creating innovations that give you an edge in the marketplace.  Perhaps worth thinking about, next time something goes wrong at work!            

Cette semaine Pablo reçoit le journaliste Mathieu Alterman, le politologue Thomas Guénolé et l’humoriste Yassine Bellatar. Au programme : 1. (3’08) Qu’est-ce qui est le plus dur à comprendre : le système administratif ou le texte de simplification administrative du gouvernement ? 2. (17’39) Le plan d’égalité femmes-hommes de Macron fait-il avancer la cause ? On en parle avec notre trois invités hommes. 3. (33’17) Polémique Charlie Hebdo-Edwy Plenel : c’est quoi cette PUTAIN de brutalisation du débat public, MERDE ?

Fear and Loathing In Japan   The Spa magazine in Japan released the results of a survey of 1,140 male full-time employees in their 40s, about what they hated about their jobs. The top four complaints were salaries have not risen because of decades of deflation; a sense of being underappreciated and undervalued and a lost sense of purpose. The Lehman Shock in 2008 opened to door to job losses in larger companies, something which only had been possible in smaller forms in the past. The sense of lifetime employment as a given was removed and a brand new world of work emerged.   Feeling unappreciated is a construct of leadership. The Japanese system of hierarchy in companies has followed the lessons proffered during the military service experienced by those who participated in World War Two. Brutalisation was widespread and everyone was expendable. Postwar leaders in the West were also the graduates of battle as well. Things changed in the late 1960s however and modern economies moved away from the old military models of leadership, to seek best practice based on research.   Japan has not even started on that path yet. The post war years were a frenetic effort to rebuild a devastated economy and to catch up with the rest of the world. When I first came into contact with Japanese businesspeople, I remember their joy as Japan knocked off one Western economy after another, to climb to the rankings to number two in the world.   The bubble economy saw Japan go completely crazy and lose all sense of proportion, as the Plaza Accord Agreement sent the yen into the stratosphere of supreme value and everything, everywhere was a bargain. I was back in Australia during that time and wondered why those lovely Japanese people I had met pre-bubble, were now replaced by these rude, arrogant, overbearing types?   During all of this transition there was no driver to change the management systems in companies away from the war-time model, because things had worked out pretty well. It wasn't broken, so no fixing required and anyway nobody likes change because of all the risk attached to it, so steady as she goes. Here we are decades later and life has certainly changed, but the leadership mentality has not caught up yet.   Bosses were schooled in the Tough Love Academy of Leadership. Communication, coaching, feedback, encouragement – all the key soft skills were never in that curriculum. You probably can't beat Japan when it comes to hard skill education. Their perfectionism, combined with a relentless curiousity for small incremental kaizen style improvements is a wonder to behold. Soft skills not so much.   Japan always bottoms the charts whenever firms do engagement surveys. Japan is the global leader in the bottom rung of microscopic scores for percentages of highly engaged staff. Yes, there are cultural issues with these surveys, given Japanese humility, conservatism and circumspection. But just ask any Japanese firm if they think the low scores are fiction and everyone agrees that directionally, they are correct.   So we need some solid work here for Japan to catch up and join the rest of the advanced world of work. The HR function in Japan, apart from its policeman role in having the rules followed, is there to move you around the organization so that you can become a jack of all trades an a master of none. One The Job Training (OJT) is the main methodology of leadership instruction.   Just passing on what each boss experienced to the next generation, without any structure, excellence, best practice capture, design, doesn't sound too smart does it. Yet that is exactly the problem, not enough thinking has gone into what Japan needs from it's leaders going forward. Soft skills and hard skills are both called for, but you need a mindset change to appreciate that they are both important. The Spa survey shows that the areas of greatest demand are for soft skills solutions. Have a good look around your own operation and see just how much time your leadership group are spending on encouraging, coaching, recognising and praising. My guess would be not a lot, because they simply don't think these areas of attention are so important. What a lost opportunity. It is time to turn that around and get this country going.   Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com   If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.     About The Author Dr. Greg Story: President, Dale Carnegie Training Japan In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.   A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcast “THE Leadership Japan Series”, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.   Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.                    

Service users' immediate responses after viewing the dramatisation

Transcript -- Service users' immediate responses after viewing the dramatisation

Service users' immediate responses after viewing the dramatisation

Transcript -- Service users' immediate responses after viewing the dramatisation