Podcasts about in western

Social psychologist Aaron Pomerantz looks at the Israeli-Palestinian conflict and antisemitism through the lense of culture. In Western culture, social worth is based in dignity, in Middle Eastern culture it is based on honor. EliminatingIsrael and Jews can restore self-worth in an honor-oriented mindset.

Becoming a new leader is one of the most dangerous promotions in business. The person who was promoted for hard work, strong KPIs, early starts, late finishes and personal accountability suddenly becomes responsible for other people's performance. That sounds like career progress, but it can become a trap. Many new managers in Japan, Asia-Pacific, Europe and the US receive little or no formal leadership training. They are expected to work it out alone. The problem is that the skills that earned the promotion are not the same skills needed to succeed as a leader. The new game is leverage, coaching, persuasion and building capability through the team. Why do new leaders struggle after promotion? New leaders struggle because they keep doing the work that got them promoted instead of learning how to lead others. They remain top performers, but they fail to multiply performance through the team. This is common in sales, finance, operations, technology and professional services. A strong individual contributor becomes a team leader and still tries to personally save the numbers. That works for a while, until the organisation raises the target and individual output hits its limit. A leader with ten people has access to eighty hours of team effort in a single day, while one heroic manager has only sixteen hours at most. The leverage is obvious, but many new leaders miss it. Do now: Stop measuring your value only by your personal output. Measure how much better the team performs because of your leadership. How can new leaders stop doing and start leading? New leaders must deliberately shift time from personal production to team development, coaching and performance management. The goal is not to be the busiest player; it is to become the conductor of the orchestra. The orchestra conductor does not play the violin, trumpet or drums. The conductor studies the musicians, aligns timing, manages egos, draws out potential and lifts the whole performance. New managers must do the same. Yes, some may still carry clients or operational responsibilities, especially in SMEs and lean organisations. But over time, they should move those tasks to capable team members and invest more time in developing people. Do now: Audit your week. Reduce low-leverage personal tasks and increase time spent coaching, delegating and improving team capability. How should new leaders balance people and process? New leaders need enough process to protect the organisation and enough freedom to allow creativity, ownership and experimentation. Too many rules kill initiative; too few controls create risk. Compliance matters. Rules protect companies from legal, financial and reputational disaster. We have all seen finance-world examples where weak controls and adrenaline-fuelled risk-taking damaged or destroyed firms. But if every action requires permission, the team stops thinking. In Japanese companies, where stability and process discipline are often strong, leaders must create safe space for ideas while respecting governance. In startups, the danger may be the opposite: too much freedom and not enough control. Do now: Clarify non-negotiable rules, then invite the team to find better paths within those boundaries. Why should leaders encourage ideas from the team? Leaders should encourage team ideas because creativity, ownership and engagement grow when people help shape the solution. If every answer comes from the boss, the team becomes passive. New leaders often let ego get in the way. They think, "I am the boss, so the best ideas should come from me." Or worse, they fear that a talented team member might replace them. That is small thinking. Organisations everywhere are crying out for leaders who create more leaders. A manager known as a "leader creating machine" becomes more valuable, not less. If nobody can replace you, you may be trapped in the same role forever. Do now: Ask the team for options before giving your answer. Build people who can eventually replace you. Why is coaching essential for first-time managers? Coaching is essential because the leader's job is to help people become better than they already are. If everyone keeps working the same way, the team will keep getting the same results. Many new leaders were self-sufficient high achievers. They did not need much help, so they underestimate how much coaching others require. But people do not automatically change because the boss wants better numbers. They may want the company, market, customers or boss to change while they stay exactly as they are. That is where coaching, listening and persuasion become core leadership skills. Dale Carnegie-style leadership is not command and control; it is influence, trust and development. Do now: Schedule regular coaching conversations and focus on behaviour change, not just task updates. What should new leaders study to keep succeeding? New leaders should study leadership deliberately because management skill does not arrive through osmosis.Promotion gives authority, but study builds capability. First-time managers should study delegation, coaching, listening, persuasion, conflict management, motivation and performance accountability. In Japan's consensus-oriented business culture, persuasion and listening are especially important because blunt orders often create surface agreement without real commitment. In Western organisations, speed and directness may be valued, but influence still matters. The Darwinian "up or out" business world does not forgive leaders who refuse to grow. Do now: Treat leadership as a discipline. Study it, practise it and get feedback before small mistakes become career-limiting habits. Final Summary New leaders succeed when they understand that promotion changes the job. What worked before will not be enough now. The leader must stop being only the best player and start building the whole team's performance. Three priorities matter most. First, stop doing everything yourself and start gaining leverage through others. Second, balance process with people so the organisation stays safe while creativity survives. Third, become a genius coach who listens, persuades and develops capability. Study the new role seriously. In leadership, survival and success belong to the people who learn fastest. Author Bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.

How do you write about the most painful experiences of your life without being overwhelmed by them? How can timed writing and a braided story help you untangle your hardest stories? With Nicole Walker. In the intro, Self-Publishing Pop Up Books [Self-Publishing with ALLi]; New in KU [BookBub]; The solar sail theory of indie publishing [ProductiveIndieFictionWriter]; Bones of the Deep; Selfie Awards Shortlist 2026. This episode is sponsored by Publisher Rocket, which will help you get your book in front of more Amazon readers so you can spend less time marketing and more time writing. I use Publisher Rocket for researching book titles, categories, and keywords — for new books and for updating my backlist. Check it out at www.PublisherRocket.com This show is also supported by my Patrons. Join my Community at Patreon.com/thecreativepenn Nicole Walker is a nonfiction author, essayist, poet, and editor, as well as a creative writing teacher. Her latest book is Writing the Hard Stuff: Turning Difficult Subjects into Meaningful Prose. You can listen above or on your favorite podcast app or read the notes and links below. Here are the highlights and the full transcript is below. Show Notes Why writing helps us understand “the puzzles of the universe” — and when to trust that intuition The braided essay: alternating between trauma and an everyday obsession to unlock the hard stuff How two-minute timed writing lets you go deep and then safely step back Rooting pain in the body, using the senses, scene, and dialogue instead of words like “trauma” Truth in memoir, big T versus little t, and the emerging genre of speculative nonfiction What actually sells books: pairing up on book tour and getting readers back out into the world You can find Nicole and NikWalk.com. Transcript of the interview with Nicole Walker Jo: Nicole Walker is a nonfiction author, essayist, poet, and editor, as well as a creative writing teacher. Her latest book is Writing the Hard Stuff: Turning Difficult Subjects into Meaningful Prose. So welcome to the show, Nicole. Nicole: Hi, Joanna. It's so nice to be here. Jo: I've lots to talk about, but first up— Tell us a bit more about you and your journey into writing and publishing. Nicole: I was always a writer. As all writers say, I've been writing since I was five. I kept little journals and things like that, and I was on the high school literary magazine. I was an English major in college, but that was always tempered with some serious commitment to the sciences, to English literature, to German, to Spanish. I had a wide variety of interests, but there was always something that tugged at me about writing that made me feel like, this is where I feel most at home. This is the way I like to understand the puzzles of the universe. This is how I make sense of the world—through writing. So even though I got my BA in English at Reed College in Portland, Oregon, I stuck around Portland for a few years because I loved it. I worked for various non-profits, and that was great. At some point I said, “I really want to take this seriously.” So I went ahead and applied to graduate school, and ended up in the University of Utah's PhD programme, where I stayed for eight very lovely years. I always recommend to my own students: never graduate. Stay in graduate school forever, because it's such a beautiful place where people support your writing. You have professors who support it, but more importantly, you have your cohort. To this day, I have so many great friends. You make a lot of friends if you stick around for eight years. That sort of community-building is, I think, the other part of why I became a writer. Writing by myself is obviously a lonely business, and there's a lot of internal struggle that happens with that. I have found a literary community, both at the University of Utah and then growing from there, serving as president of the NonfictioNOW Conference, teaching my own graduate students, serving as the series editor for Crux, the imprint at the University of Georgia Press. I feel like my world has expanded because of my writing. So that's been a true gift. Jo: Oh, I love that. I love that you said you understand the puzzles of the universe through writing, and that this tugged at you. Could talk about that a bit more? Because a lot of listeners, I think, sometimes mistrust that feeling. They think, “Oh, maybe I shouldn't necessarily lean into that intuition.” It feels like you leaned very strongly into an intuition that this was the way. Nicole: Yes, and this book in particular, Writing the Hard Stuff, takes that to heart. I think about writing the hard stuff as writing all kinds of tricky things—things that are really hard to communicate. The book begins revolving around personal trauma. Things that happened in my childhood, as well as difficult subjects that happen to us when we're growing up. It also includes things like environmental issues and political issues: things that are really hard to talk about, that are philosophically difficult to express, that can be controversial, and that you can put people off by talking about. One of the goals of the book—one of my own philosophies—is that by looking deeply into the knotted ball of string that is a kind of trauma or a kind of difficulty, and beginning to pull those strings out, that's where you start to not only make meaning out of what happened to you, or what this particular problem is, but those strings themselves become connections. I talk about Donna Haraway's book Staying with the Trouble. It's primarily about how we can overcome our political differences regarding climate change, and one of her examples is to change the way we think about narrative. In Western thought, we often think there's a beginning, a middle, and an end, and she brings up the Navajo game that we all know as cat's cradle. So if you think of that ball of knots—your trauma, your difficult subject—you start pulling out the strings, and then you start playing with it. With cat's cradle, you make one design with your hands, and then a friend pulls it around and turns it into another design. To me, that's how reading and writing work. We share, and we build on each other's ideas, but we're always connected by those strings. So if you have this difficult subject and you're shying away from it, you're losing, I think, some of the opportunity to make connections and to make sense of what that nest of string sitting in your stomach actually is. Jo: I love that metaphor. I think it's brilliant. I've never heard it described that way, and I think it's fantastic. What's interesting is that some people don't have a mind's eye—I know several listeners who don't. So while in my mind I'm picturing the ball of string and then the cat's cradle, some people won't be able to do that, which is also fascinating in terms of how people's brains work. In terms of how you'd recommend people think about it: this ball of string that we want to turn into a design like a cat's cradle is a total mess. So where do we even start? How do we know where to start pulling on the threads? Because it might just feel like it's out of control. Nicole: Oh, I deeply appreciate both the idea that some people don't have that mind's eye, or just think differently. We all have different ways of imagining what we call our trauma, this nest of problems, this ball of string. Of course a metaphor does oversimplify in some ways. I say, “Well, you just take one of the ends of the string and start pulling.” But practically, what does that really mean to do? There are a couple of things I suggest in the book and offer at workshops. One is an exercise I call writing the braided essay. I ask the writer to sit down and think about a scene that was difficult in their life—something that had a lot of tension, that they're really still struggling with, that they don't love thinking about. I'm going to ask them to go there for just a couple of minutes. Then there's the other side of the braided essay: I ask them to think about something completely different, completely off-topic. Perhaps a walk they took in the aspen grove, or what they were making for dinner last night, or perhaps they're deeply invested in the networks of the blood in the human body—anything they're fascinated and obsessed with. I say, “Okay, I want you to write about your difficult subject for two minutes, but then I'm going to give you a break, and you're going to pop over and talk about how you spent all day weeding your garden, and yet there are still weeds.” Then I'm going to ask people to go back and talk about their difficult subject, and then go back and talk about their obsession with weeds. They write about each of these things for two minutes. What happens—which I think is a pretty compelling experiment, from my point of view and from theirs—is that they write back and forth, and they're able to take a break from the hard thing. They're also tempted to go back to it once they've had that break in their research. The other thing that happens—and, you know, every book in nonfiction has to have a colon, so of course it's called Writing the Hard Stuff: Turning Difficult Subjects into Meaningful Prose—is that by going back and forth, you'll see the connections these writers make. They make connections with word choice, with verbs, with colours and different kinds of imagery. They start to make meaning between those two ideas. What happens to the writer then—and to me, when I'm doing it—is that I now have something that is constructed. So it's not just this knot in my stomach. It's not just my interest in research. Now I've put these things together, and then I get to play. We get to the cat's cradle part of the metaphor, where I really start thinking about craft issues. Why did I happen to bring these two ideas together? What might they have in common? What does it mean that I'm telling the story of my parents' divorce and my personal trauma, and in the research part I'm talking about weeds? Well, maybe I felt in the weeds. You come up with some sort of overarching understanding of why you chose that research story, and it lets you go deeper into that personal trauma, now with some of the techniques of craft, which I think help shield you from some of the trauma and pain of that original hard story. Jo: Again, I really love that idea. Do you also think the timed writing actually helps people go deep and then withdraw a bit, which psychologically may help them write about these difficult subjects? People are like, “I need to sit down for two hours and write about this deeply traumatic thing,” which of course feels like it's going to be too hard. So perhaps that two-minute process actually releases people from that. Nicole: Oh, absolutely. What a great way to think about it. It is prohibitive to sit down and think, “Okay, I'm going to go into the worst thing that ever happened to me and sit with it for two hours.” Going back and forth, you create energy and tension. But also, nobody wants to sit with something by themselves for two hours. If you think of research as your companion—”I'm coming in there with you, buddy”—you have something to rely on, this other side of the story, and it gives you that space. The timed writing, the two minutes, two minutes, two minutes, also reminds you that you don't have to write for two hours straight any day. I have a goal where I write 500 words a day, which is mostly true, unless I'm really in the weeds. We'll use two metaphors today: we'll use string, and now we'll be using weeds. But when I'm really in the weeds teaching, or going around the country talking about books, I really do write 500 words a day. I often try not to write too much more, because sometimes it loses freshness, and it can be overwhelming. So I really appreciate you saying that having that timed writing is important, but also that having that balance of deep emotional investigation with this more cerebral, informational crutch can really help you get into the subject and go deeper. Jo: Yes, and perhaps it anchors the writing in something concrete. Because with memoir particularly—having also written one—it can be too easy to lean on big words like “pain” or “trauma,” but that's actually meaningless in a book. So why is it so important to be specific and concrete in our writing in order to convey these bigger topics? Nicole: I think we know our own trauma. We know how it feels in our bodies, and we've been living with it for a long time. So it's pretty hard to communicate it to others. Why does it matter to other people? Of course it matters to you, but how are you going to convey the breadth of that trouble with words that aren't rooted in the physical world? The nice thing about rooting things in the physical world is that every one of us has a body. We have different bodies, but we share that in common. So it's the old trope of using your senses first. What did it feel like? If you can't think of what part of your body it particularly hurts in, you have the availability of metaphor to describe how that might have felt. You have the opportunity to create scene. This is particularly difficult for memoir writers, I think, because we imagine it's the fiction folks who have to use dialogue, who have to have a setting, who have to put their bodies in a place. Thatt's one of my mantras when I teach: we need to be able to see where you are. We need to see what is physically happening, how the interactions work. Dialogue, I think, is one of the best ways to literally get your body on the page—and to get your other characters, or subjects, on the page—because to speak, you have to have a body. Once you start having dialogue, you can picture the way the speaker's face moves, the way they cross their legs. You can even picture the colour of the paint behind them, or the kind of chair they're sitting in. So dialogue is one of the first ways you can say, “All right, I must have a scene here.” I can't go on just telling people, “It was so traumatic. I suffered so much. It was terrible. I felt so much pain.” You can say that sometimes, that's totally fair, but you have to pair it with that physical, concrete imagery, so other people can begin to understand what it felt like for you in your body, so they can feel it in their body. Jo: Interesting that you bring up dialogue because one of the issues with memoir is—I've had people compare it to truth with a small “t” and truth with a big “T.” So you're telling some kind of big truth about your life. If you're writing dialogue about something that actually happened to you, in memory, it's very unlikely that it actually happened in that way, so it's not necessarily small-“t” true. So on a practical note, what are your thoughts and tips on truth. How do we tell our own story even if others don't see it that way? Nicole: This is a subject I'm deeply invested in right now. When I first started teaching creative nonfiction, it was at the height of the John D'Agata and David Shields questions. What is truth? Big T, little t? What am I obligated to do as a creative nonfiction writer? I had a great friend, Angie Truong, who came to teach one of my classes, and she said, “Nonfiction is a pretty big spectrum. You have journalism on one end, and then you have the lyric essay on the other end.” You imagine the lyric essay is full of metaphors and things like that, so you can approach truth. You're saying, “This is what it felt like. This is what it seemed like.” Check out my newest favourite thing. It's called speculative nonfiction, and I use a little bit of this in my book How to Plant a Billion Trees, which Writing the Hard Stuff is somewhat based on. I wrote them in tandem, which was a very strange and interesting and fun thing to do. But in How to Plant a Billion Trees I use this thing called speculative nonfiction, which goes even further along the spectrum, past the lyric essay, to this opportunity to use language like “perhaps,” “maybe,” “I imagined.” So I have sections in my book where I can't remember the dialogue exactly, but I know that the dialogue in some sense matters—that what might have been said will do much more to convey what was happening than my exposition over the matter. By using those turns of phrase, you're alerting your reader: “Dear reader, this definitely is not exactly what happened, but this is how I recall it.” Then you're being not only honest to the story and honest to your reader, but you're also conveying the feeling and the mood of the event—that other kind of truth that memoir is really trying to get at. It was like this for me, which is why I think this way now. It's a fledgling genre. I just read a book by Laraine Herring called A Constellation of Ghosts: A Speculative Memoir with Ravens. It's brilliant. It's an amazing book that pairs her actual colonoscopy and discovery of colon cancer with the story of her dad, who has passed already and comes back as a raven and helps her through it. So you're pulling on some of the tools of fiction, which creative nonfiction already has been doing. But it does so in this bright and, I feel, incredibly ethical way. You're alerting your reader, “My dad is not really a raven.” But you're also saying, “Oh my gosh, I sensed he was with me. I sensed every time a raven approached that I had somebody's hand on my shoulder.” That, to me, has been a lot of fun—a much more imaginative way of creating some of those scenes than doing something like, “Well, I don't remember the dialogue.” Or, even worse—and we know people have been unethical in their approach—recreating the dialogue as if they'd had a tape recorder with them when they were 17 years old. Jo: Mm. Nicole: So I offer that as an option to your listeners, as something to experiment with. Allow yourself to have that imaginative opportunity to show the reader what it might have been like. Jo: I love that. It's interesting, you talk there about the spectrum of nonfiction, which is ridiculously big, as is fiction. Obviously these are very big. But I wonder if we do get hemmed in by genre. I love the idea of a speculative memoir. I'm going to have to go read that book because I can't even imagine what that really means. I feel hemmed in by my expectations of a memoir. But then, from a business and marketing perspective—because we're all trying to sell our books— Do we risk not meeting the expectations of a reader of a genre that way? Nicole: Right. One of the good and bad things about my literary career is that I've spanned a lot of genres. My PhD is actually in poetry. Nobody expects the full truth from poetry. One of my poetry professors once said she wrote this really sad poem about her father's death, and the audience was moved, and then her real father stood up and said, “Good job, daughter.” And someone in the audience was just shocked: “You just read a poem about your dead dad, and here he is!” We have absolute expectations of genre, and expectations of truth, in everything we read. If you label it fiction, you're kind of off the hook—even though, of course, fiction uses so many elements of nonfiction: so much research, so much information, so much personal memory to create those fantastic landscapes. So when I think about how one sells one's memoir, I do think you also have to acknowledge what you expect your audience to be. With Laraine Herring's A Constellation of Ghosts, by putting “colon, a speculative memoir,” you're alerting your reader to that possibility. And because it's a pretty far-out way of thinking right now, it probably does curtail some of the sales. On the other hand, think of memoirs that are written for celebrities, and how many of them are ghostwritten—or written with other people, where the ghostwriter's not even part of the thing—but it comes across as the most legit of all memoirs, because it's a celebrity and we know them. We associate their lives with their story, and their story must therefore be true. So I think, with all levels of creative nonfiction, it's incumbent upon the writer to suggest right off the bat what kind of nonfiction they're reading. Are they reading journalism? Are they reading lyric essays? Are they reading speculative nonfiction? I think a lot, too—as an editor for a literary series for nonfiction books—about what I look for in memoir. It's something that takes the personal story and connects it into the larger conversation. Even if the larger conversation is directly about what the main subject is about, to me it's still about the crux of the matter. Why does your story make an impact on the world in this bigger way? How do you let the world inform your story? How does your past and your trauma, or your difficulties, connect to a larger world? Jo: Mm. Nicole: To me, that's something some memoirs are capable of doing. Some memoirs are truly invested only in that personal story, which I think is totally legitimate too, because I love learning how people think. I love understanding. This is just how my brain works. But in terms of sales? I don't know. Again, as the series editor and as the seller of my own books, I think you can't determine it in advance. So you should probably write what you want to write, what feels right to you, using as many craft techniques as you can hone. But the market, to me, feels very non-negotiable. You never know exactly how things are going to turn out. So I deeply believe: write the best, most well-crafted book you can, and I do think your readers will find you. Jo: We'll come back to marketing in a minute, but just returning to your own writing practice. I've got your book page up in front of me, and you've written all kinds of things: your essays, your memoirs, some fiction, and some poetry, as you mentioned. So I wondered: when you're researching something, or you've got a feeling about wanting to write, how do you choose the type of book you turn it into—or a poem, or an essay? Or do you pitch it as some kind of external work, or turn it into a workshop? How do you turn an idea into what it will eventually be? Nicole: I love that question because it's somewhat of a mystery to me, but I think I'm getting close to understanding. It really is in those first few words, that first sentence, that I think, “Okay, I know which direction this is going.” For example, the other day I woke up in the morning and thought, “All right, I'm writing this poem about how man took over for God, and that's how the planet ended up being such a mess.” So I started writing it, and it was pretty lyrical at the beginning. But then I started making full sentences, and explaining things a little bit more, and I thought, “Okay, this is not a poem. It's going to be an essay.” When I start writing fiction, I pull on something a little further, a little more distant from my experience, and then I pull it back into something more character-driven. For example, in a novel I'm writing, I begin with this whole story about McDonald's and ravens, and then I pull it back into the character. If I were to diagram the sentences between a poem, the nonfiction, and the fiction, I think I'd see fundamental differences between the three. Jo: Do you work on multiple projects at the same time, or once you commit to something, is that what you finish? Personally, I have lots of little things happening, and then a moment comes and I commit to a book, and I won't stop until I've finished that book—the rest will have to wait. It's that decision moment. How does it work for you? Nicole: My process is pretty similar to yours. I have a number of ongoing projects, percolating here and there. Some days I'll think, “All right, today feels like a fiction day.” But for the most part, you're absolutely right. There's a bunch of little things I'm writing, or things I'm dabbling in, but once there's a critical mass—which I'd say is around 20,000 words or something—I'm all in, and I've got to focus on this project. Even though I think I can do whatever multitasking, really it's important to try to maintain some sort of through-line in whatever project I'm working on. If I do that with too many projects, I lose that through-line. I also worry sometimes that the projects start to sound too similar. So say I'm writing a nonfiction collection and a novel—if I go back and forth every other day, those sentence differences I'm talking about might start to collapse, and they become too similar. Then what the heck would I be writing? I don't even know. Jo: It's interesting because you span academic publishing and, I guess, trade publishing—whatever you want to call it—where more non-academics read books. I'm just finishing up a master's myself at the moment, and writing academic stuff is completely different to writing my other books. So when you're deciding on these books, are you aiming for a specific publication market—as in, you want an academic publisher, or you want a trade publisher? How do you think about publishing in the process? Nicole: As much as I once really wanted to find some ground as a scholarly and academic writer—and I really do love to write reviews of other people's books, and Writing the Hard Stuff is a textbook that relies tremendously on so many other people's books. That is really important to me because that goes back to how one both creates and thanks one's community for creating the literary world we live in—I feel like there's a smaller audience for that sort of academic writing. But it's something we should do. As generous as you are here, for example, reaching out to other people about other people's books is probably the kindest thing you can do. So I hope to continue to take time to do that and make it part of my repertoire. It's not as fun, I'd say, as the imaginative elements of writing creative nonfiction, or fiction, or poetry. That's when I really love to groove and get into that mode of, “Oh, the words are coming. Oh, I never thought about it that way.” With academic writing, I feel I sometimes write in a slightly more stilted voice. My friend Ander Monson, who teaches at the University of Arizona, has done a really great job of writing—whether it's his personal essays or his critical essays—where he maintains the same voice. He doesn't move into that super-formal academic speak. He'll literally say things like, “You know,” or, “That's a banger of a sentence,” in the middle of an academic essay, and I really admire him for that. I feel like maybe if academic writing were more receptive to people writing in their unique voices, then maybe more people would read it. Jo: Yes. One of the pieces of feedback on one of my earlier essays in my master's year was around my sentence structure—that it would be far more appropriate in a novel than in an academic essay. I was saying to my husband, “I can't believe this, but I'm just going to have to change my style.” It's very interesting. We're almost out of time, and I also wanted to ask you: you have a recent blog post on how to try to get your forthcoming book attention in 4,231 simple steps, which made me laugh. We all find book marketing a challenge, so what have you found works best for you? I should tell the listeners—there are not 4,000 steps in your blog post. Although I think people would want them. Nicole: Exactly. I stopped at 72, but I can go on. That was sort of the pre-publishing process. There have been so many great things that have happened, but a lot of them have been driven by me. I have a publicist, but he works on a lot of other books, and I have a marketing person at Bloomsbury. They have to juggle a lot. The only person who is really, really, really committed to your book is you. So I've written companion essays. I haven't had any luck publishing them, which hasn't been true in the past, so I wonder what's going on there. I'll write something for the Huffington Post or Newsweek that's tangentially related to my book. I also might just write too much in essay voice instead of popular-magazine voice. As we were just talking about, academic voice versus novelistic voice. So that might be part of the problem too. Reaching out to people who might invite me onto podcasts has been really rewarding, and very, very kind. I think the best thing I did was to put myself on book tour and to pair myself with someone in that community. I've gone on book tour before by myself, and there have been occasions where there were two to three people in the audience, which can be really disheartening. The problem wasn't so much the bookstore's fault or my book's fault—it's just that if you go to a bookstore in a town where nobody knows you, they're not going to put a lot of effort into making the date happen, unless you're super famous. So what I did was find somebody in a community—a friend of mine—who would go with me and be part of the conversation. Even if their book was a couple of years old, we'd still go and have a conversation about each of our books. This has worked tremendously well. People will come to see their friend, and then they'll be introduced to you, and they'll ask you questions and buy your book. You create new connections and new friends thanks to that friend and that place. So that's my number one recommendation for how to get the word out in the world. I also did all the social media stuff. It doesn't work as well as it used to. It's kind of a strange time. But because of my suggestion about going to bookstores with people you know… I think we're coming out of our COVID time, where we got so used to doing everything on our computers and just staying in our electronic universe. People are hungry to get out. So one thing I want to do, and haven't done yet, is throw a big party. Go to weird places where you don't even do readings—you just offer people snacks and a glass of wine and say, “Hey, here's a book if you want to buy it.” To have these more informal gatherings that bring people together because I do think there's a hankering for people to get out into the world again. Jo: And just on that—you've got these two books coming at the same time: How to Plant a Billion Trees, which is the memoir, and Writing the Hard Stuff, the how-to book for writers. When you do these events, are you choosing one or the other depending on the audience? Or are you selling both at the same time? Because they're obviously very different. Nicole: Yes, I'm definitely selling both at the same time. Although I probably push How to Plant a Billion Trees first, because most of the people I'm pairing with are also writers of nonfiction or memoir. The other thing is, I can talk about How to Plant a Billion Trees, and if people have a really deep question about, “Well, how did you write this section?” I can say, “Well, if you refer to this book, Writing the Hard Stuff, you'll see.” So it's an easier segue. I think people aren't used to going to book events for craft books. But in the interview world—where people are reviewing books or interviewing me—Writing the Hard Stuff has definitely been the primary book I've been approached to speak about because people really do want techniques. So it depends on the context as to which book gets the spotlight, but it's been really fun to be able to talk about both in tandem. I don't know if they're competing against each other or supporting each other. That's my hope, that people think, “Oh, I read this one book, I might as well read the other one.” But that's asking a lot of people, to buy two books, so I try not to overstate that hope. Jo: They are very different, and I love the idea of doing that. Absolutely. So where can people find you and your books online? Nicole: You can find me at my Substack, which is substack.nikwalk.com—N-I-K-W-A-L-K. Or my website, which is the same: nikwalk.com. I might just start going as Nik Walk in the world, so people can find me more easily. I also really love to support Bloomsbury. They have really good deals, especially on the audiobook for How to Plant a Billion Trees, and they also have good deals if you buy both books, you get free shipping. So Bloomsbury is probably the number one place to get the books, but of course they're also available on Bookshop.org and Amazon.com, and on Amazon in the UK as well. Jo: Brilliant. Well, thanks so much for your time, Nicole. That was great. Nicole: Oh, it was so fun to talk with you, Joanna. Thank you again so much for this opportunity.The post Writing The Hard Stuff: Turning Difficult Subjects Into Meaningful Prose With Nicole Walker first appeared on The Creative Penn.

Doing business in Japan often confuses Western executives because silence, patience, and slow decision-making can look like hesitation. In reality, these behaviours are often signs of seriousness, hierarchy, risk management, and long-term partnership thinking. For salespeople, founders, country managers, and B2B leaders, understanding silence in Japanese business meetings can be the difference between building trust and blowing the deal. Why is silence important in Japanese business meetings? Silence in Japanese business meetings usually signals thoughtfulness, caution, and respect, not rejection or incompetence. Western leaders often misread silence as a communication breakdown, while Japanese executives may see it as the necessary space for a proper answer. In the United States, Australia, and much of Europe, quick answers often indicate confidence, intelligence, and executive presence. In Japan, especially in traditional companies, conglomerates, banks, manufacturers, and B2B firms, the wrong quick answer can create risk. The person speaking may need to consider hierarchy, internal responsibilities, face, precedent, and whether another division should answer. A rushed response can look careless. Silence gives the group time to protect the relationship and avoid unnecessary embarrassment. Do now: When Japanese buyers pause, stop talking. Let the silence work. Your patience communicates maturity, respect, and partnership intent. Why do Western salespeople struggle with Japan's slower pace? Western salespeople often struggle in Japan because they are trained to chase speed, while Japanese buyers are often trained to protect trust, consensus, and long-term value. The Western instinct is to move fast; the Japanese instinct is to reduce risk. A foreign salesperson may arrive in Tokyo needing a signed deal, a pipeline update, or a win for headquarters. The Japanese side may see the first meeting as merely the beginning of a relationship. This is where many sales approaches fail. Japan rewards repeated visits, careful listening, internal alignment, and evidence of commitment. Instead of thinking, "How do I close this sale?", leaders should ask, "How do I earn re-orders for the next decade?" That shift changes everything: travel costs, time investment, follow-up meetings, and patience all become part of customer lifetime value. Do now: Stop selling for the first order. Build the relationship so the second, third, and tenth orders become possible. How does Japanese decision-making differ from Western decision-making? Japanese decision-making is usually more collective, precedent-based, and risk-conscious than Western decision-making. In many Western firms, one powerful decision-maker can say yes; in Japan, the answer often emerges through group alignment. This matters in meetings. A Western executive may look across the table and wonder, "Who is the real decision-maker?" In many Japanese companies, particularly established corporations, the better question is, "Who needs to be comfortable before this can move forward?" Hierarchy, department boundaries, seniority, and internal consultation all shape the outcome. Japan's preference for precedent and track record also means market followers can be more comfortable than market pioneers. This is not weakness. It is a different operating system for managing reputation, responsibility, and long-term stability. Do now: Map the stakeholders, not just the buyer. Help the group reach consensus rather than forcing one person to take a visible risk. What should foreign executives do when Japanese buyers go silent? When Japanese buyers go silent, foreign executives should wait calmly and avoid filling the gap with more words.Adding explanations, rephrasing the question, or pushing for an immediate answer can increase tension. In Western business culture, silence can feel unbearable after three seconds. In Japan, silence can be productive. The other side may be deciding who should speak, checking whether the topic belongs to sales, procurement, engineering, legal, or senior management, or weighing how to answer without causing loss of face. The worst response is nervous over-talking. It signals discomfort and may make the foreign side look immature or overly transactional. The best response is composed waiting. Silence says, "I respect your process." Do now: Ask one clear question, then wait. Do not rescue the room from silence. Let the Japanese side decide how to respond. Why does Japan value long-term business partnerships over quick deals? Japan values long-term business partnerships because trust, reliability, and continuity reduce commercial risk. A quick deal may be attractive, but a trusted partner who delivers consistently is far more valuable. This is especially true in B2B sales, manufacturing, training, technology, professional services, and distribution partnerships. Western companies often celebrate agility, speed, disruption, and bold moves. Japanese companies often prefer kaizen, micro-improvements, gradual proof, and dependable execution. Neither model is automatically superior. Startups may need speed; Japanese corporates may need confidence that a supplier will still be there next year. The foreign seller who treats Japan as a quick revenue grab usually loses to the patient competitor who keeps showing up. Do now: Demonstrate staying power. Bring case studies, implementation plans, local support, and evidence that you will remain committed after the first invoice. How can leaders use tension productively in Japanese business? Leaders can use tension productively in Japan by recognising that tension is normal, but pressure must be applied differently. Business always contains tension between time, cost, quality, cash flow, scale, and risk. The key is not to eliminate tension. The key is to manage it in a culturally intelligent way. Western executives often push harder when progress slows. In Japan, pushing too hard can backfire because it may embarrass people, disrupt internal consensus, or make the buyer question your reliability. Better leaders slow down externally while staying disciplined internally. They prepare better questions, offer clearer documentation, provide options, and give the Japanese side time to discuss. That approach converts tension into trust. Do now: Replace pressure with structure. Provide timelines, choices, written summaries, and patient follow-up rather than verbal force. Conclusion: what is the real lesson of silence in Japanese business? Silence is golden in Japanese business because it often shows that the other side is taking the relationship seriously. For Western executives, founders, and salespeople, the challenge is to stop interpreting silence through a Western lens. Japan does not reward bluster, impatience, or constant talking. It rewards preparation, humility, endurance, and respect for process. The winning approach is simple but not easy: ask better questions, wait longer, think in decades, and treat the first meeting as the start of a trusted partnership. In Japan, the person who can sit calmly in silence may be the person most likely to earn the business. FAQs Is silence in a Japanese meeting a bad sign? Silence is not automatically a bad sign in a Japanese business meeting. It may mean the Japanese side is thinking carefully, respecting hierarchy, or deciding who should answer. Should I repeat my question if Japanese buyers stay silent? Do not rush to repeat your question unless it is clear they did not understand it. Often the better move is to wait quietly and give the group time to respond. Why do Japanese companies take longer to decide? Japanese companies often take longer because decisions involve consensus, precedent, risk control, and internal consultation. This is especially common in larger, traditional, or multi-division organisations. How should salespeople prepare for Japan? Salespeople should prepare for Japan by shifting from closing tactics to trust-building behaviours. Bring proof, patience, local context, and a long-term partnership mindset. What is the biggest mistake foreigners make in Japanese meetings? The biggest mistake is filling silence with nervous talking or pressure. This can weaken trust and make the foreign side look rushed, transactional, or culturally unaware. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programmes, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō（ザ営業）, Purezen no Tatsujin（プレゼンの達人）, Torēningu de Okane o Muda ni Suru no wa Yamemashō（トレーニングでお金を無駄にするのはやめましょう）, and Gendaiban "Hito o Ugokasu" Rīdā（現代版「人を動かす」リーダー）. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Mired, as I am, in Western linear modes of thinking, I have a difficult time grasping the circular time concepts comprising the Vedic texts and the Bhagavad Gita, especially the lifetime conjecture scope in the opening quote. I was indoctrinated with the belief the human scope consists of a single lifetime, where the Gita outlines multiple lives dictated by reincarnation cycles bent by Karma Yoga, driving the rebirth cycle. In Western ethics, the goal is moral order and autonomy for our one and only life. In the Gita, the goal is moksha, liberation from Samsara, the cycle of rebirth. It emphasizes...

If you've ever wondered why you keep getting the same symptoms on repeat, no matter what you try, this episode is going to shift something for you. Dr. Yi Song joins Dr. Carver for a conversation that bridges 17 generations of Traditional Chinese Medicine wisdom with some of the most cutting-edge longevity science available today, and the through-line is surprisingly simple: when you understand your body's constitution, everything else starts to make sense.What You'll Learn in This Episode:Why your body type, or constitution, is the foundation of everything in Chinese medicine, and how identifying yours can help you get ahead of symptoms before they become serious conditions.How the tongue reveals what's happening in your digestive system, your liver, your hormones, and even your emotional health, and why dentists like Dr. Carver are uniquely positioned to spot these patterns.Why skin conditions like eczema, acne, and psoriasis are rooted in digestive weakness and damp heat in the body, and what Chinese medicine does differently than a cortisone prescription.How stem cell therapy maps onto Chinese medicine philosophy, specifically the concept of replenishing declining kidney energy, and why starting in your 30s and 40s matters more than waiting.What micro-dosing GLP-1 peptides actually looks like when used intentionally for anti-aging, and why high doses may be doing more harm than good.About Dr. Yi Song:Dr. Yi Song is a Boston-based Traditional Chinese Medicine practitioner with 25 years of clinical experience and 17 generations of TCM lineage in her family. She integrates stem cell therapy, herbal medicine, acupuncture, and holistic longevity protocols to help people live healthier, longer. She is also the author of the upcoming book Heartbound and the Abridged Six Principles to Natural Longevity, available now on Amazon.Key Insights:One of the most grounding ideas Dr. Song shares is the concept of the body as a garden, not a machine. In Western medicine, we tend to wait for a part to break and then replace it. But in Chinese medicine, the whole irrigation system matters. A blockage somewhere upstream, often tied to emotional stress or long-term imbalance, can show up as a completely unrelated symptom somewhere else in the body. That's why a one-size-fits-all approach to treatment so often misses the mark.Dr. Song also unpacks why peptides like GLP-1 have real merit when used thoughtfully. The problem isn't the peptide itself, it's the dosing. At high doses, GLP-1 can impair the digestive system and cause muscle wasting, two things that in Chinese medicine represent a direct hit to your body's core energy. At micro-doses, the anti-aging effects are meaningful and far gentler on the system. She shares that she uses one milligram per week herself, sometimes less, as part of a broader longevity protocol.Perhaps the most personal thread in this conversation is the discussion of inherited chi, the prenatal life force energy we receive from our ancestors. If your parents or grandparents carried depletion, you may have started with a lower energy reserve than others. But Dr. Song is clear: it is never too late, and never too early, to begin rebuilding. Her own mother's recovery from severe osteoporosis and chronic leg pain, using a combination of TCM, stem cell therapy, and targeted herbal support, is living proof of that.Connect With Dr. Yi Song: Want to know your body's constitution and what you can do right now to get ahead of aging, fatigue, or chronic symptoms? Dr. Song is offering a free download and complimentary 15-minute consultation to help you find your next step. 

Leadership is not just confidence, charisma, capability or ambition. People may initially follow a leader because they look powerful, sound impressive or have the right credentials, but long-term followship comes from trust, character and values. In post-pandemic workplaces, especially in Japan, the United States and across Asia-Pacific, employees are watching leaders more closely than ever. They want to know: who are you when the title, office, awards and "power wall" are stripped away? Why do people really follow leaders? People follow leaders because they trust their values, not simply because they admire their confidence, position or achievements. Confidence, drive and competence matter, but they are entry tickets rather than the full leadership contract. In Japan, Australia, the United States and Europe, professionals have become more alert to gaps between what executives say and what they actually do. A CEO may speak fluently about purpose, psychological safety, diversity or employee engagement, but the team checks the daily evidence. Do they protect people when pressure rises? Do they take accountability? Do they use employees as stepping stones for their own glorious career? Do now: Leaders should audit whether their daily behaviour proves their stated values. Trust is built in small, repeated moments. Are confidence and ambition enough for leadership? No, confidence and ambition may get someone into a leadership role, but they do not guarantee followship. They can even become dangerous when they are disconnected from humility, service and ethical decision-making. Many ambitious managers in multinationals, SMEs and startups are excellent at climbing the greasy pole. They know how to impress senior executives, speak the acronyms, tell the stories and project authority. Yet followers quickly detect whether the leader is building the organisation or merely building their own résumé. In industries from finance and consulting to technology, manufacturing and professional services, capability without character produces compliance, not commitment. Do now: Executives should ask: "Would my team follow me if I had no title?" The answer reveals the real strength of their leadership. Why do impressive credentials fail to create lasting trust? Credentials, awards, degrees and powerful networks can create credibility, but they cannot replace values. A wall of certificates or photos with famous people may impress at first, but it does not answer the deeper question: can I trust you? In corporate life, the "power wall" still exists in many forms: LinkedIn titles, elite university degrees, luxury watches, high-status offices and carefully curated executive branding. These signals may matter in conservative markets such as Japan, where hierarchy and status have cultural weight. But followers eventually look past the packaging. They judge whether the leader is fair, consistent, courageous and honest when the pressure is on. Do now: Use credentials to establish competence, not superiority. Let values, not status symbols, carry your leadership authority. Does physical presence make someone a better leader? Physical presence may influence first impressions, but it does not make someone a better leader. Height, appearance, voice and style can command attention, but they cannot compensate for weak judgement or self-centred values. Research and everyday business experience both suggest that tall, polished, articulate leaders often enjoy an early advantage. They look the part. They sound the part. They may even get promoted because they fit an executive image. Yet the daily grind exposes the truth. A leader who talks well but serves only themselves soon loses moral authority. The team sees the gap between altitude and aptitude. Do now: Leaders should develop presence, but never mistake presence for substance. Real authority comes from consistency, competence and trust. How do followers detect a leader's real values? Followers detect values by watching behaviour, especially under stress, conflict and pressure. They are not listening only to speeches; they are scanning for contradictions between words and actions. Employees are ninja-level boss watchers. They notice tone, mood, fairness, favouritism, silence and sudden changes in priorities. In Japan's relationship-driven business culture, people may not openly challenge a leader, but they still observe everything. In Western markets, employees may be more direct, but the judgement process is similar. If leaders proclaim teamwork but reward political games, or speak about integrity while sacrificing people for personal advancement, trust collapses quickly. Do now: Treat every meeting, decision and crisis as a values test. Your team is always collecting evidence. What values create real followship? Real followship grows when leaders show integrity, fairness, courage, service and accountability over time. People want to know that the leader's values are not decorative slogans but operational principles. Leadership values must survive pressure. It is easy to sound noble at town halls, off-sites and strategy sessions. It is harder to defend people, admit mistakes, share credit, make ethical calls and resist the temptation to use others as pawns. Leaders at firms like Toyota, Rakuten, Microsoft and Salesforce are often judged not only by commercial outcomes but also by how they build culture, trust and long-term capability. Do now: Define your non-negotiable values, communicate them clearly and defend them when doing so costs you something. Final summary People may admire leaders for what they have, what they know or what they have achieved. They may be impressed by the big title, the expensive watch, the elite degree, the height, the storytelling or the confident executive presence. But sustainable leadership does not rest on image. Followers eventually ask one central question: "Can I really trust you?" If the answer is yes, they will follow through uncertainty, pressure and change. If the answer is no, the cars, credentials, power walls and polished speeches all collapse. The practical leadership challenge is simple but uncomfortable: strip away the title and ask what remains. If what remains is character, service and values, people will follow. FAQs Why do employees lose trust in leaders? Employees lose trust when a leader's words and actions do not match. If leaders talk about values but act selfishly, politically or unfairly, followers quickly withdraw commitment. Is competence enough to be a strong leader? Competence is essential, but it is not enough. Teams respect skill, experience and intelligence, but they follow leaders they believe are trustworthy and values-driven. What is the difference between authority and followship? Authority comes from position; followship comes from trust. A title may force compliance, but values, consistency and character create voluntary commitment. How can leaders prove their values? Leaders prove values through repeated behaviour under pressure. Fair decisions, accountability, humility and courage matter more than speeches or slogans. Quick actions for leaders Audit the gap between your stated values and daily behaviour. Ask trusted colleagues where your leadership credibility is strongest and weakest. Stop relying on title, credentials or image to carry authority. Make one difficult decision this month that visibly protects your values. Watch how your team responds when pressure rises; that is where trust is tested. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" and recipient of the Griffith University Business School Outstanding Alumnus Award. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers: Japan Business Mastery, Japan Sales Mastery and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō, Purezen no Tatsujin, Torēningu de Okane o Muda ni Suru no wa Yamemashō and Gendaiban "Hito o Ugokasu" Rīdā. Greg also publishes daily business insights on LinkedIn, Facebook and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery and Japan's Top Business Interviews, followed by executives seeking success strategies in Japan.

Selling in Japan is not about pushing personal gain in a loud, Western-style way. It is about uncovering what success means to the buyer, then linking your solution to that motivation with care, timing, and respect. That distinction matters because Japanese buyers often express self-interest differently from buyers in the US, Australia, or parts of Europe. In Western firms, an executive may openly say a successful project means promotion, bonus upside, or career protection. In Japan, especially in larger firms, the answer is more likely to centre on the team, the division, or the company as a whole. That does not mean personal motivation is absent. It means it is expressed through a different cultural lens. Smart salespeople do not force a Western script. They adapt the language, keep the trust intact, and connect their solution to whatever the buyer says matters most. Why is trust such a critical first step in Japanese sales? Trust matters first because buyers in Japan will not easily reveal problems, failure points, or internal barriers to someone they do not trust. Before you can diagnose need, you must earn the right to ask. That is especially important because the sales process can feel intrusive. A salesperson may barely know the buyer, yet quickly start asking about corporate struggles, stalled progress, or underperformance. In any market that can feel bold, but in Japan it can feel particularly confronting if the permission stage is skipped. That is why experienced sellers explain who they are, what they do, where they have helped similar firms, and then ask for permission to go deeper. A simple phrase like asking whether they may pose a few questions can lower resistance and increase cooperation. In consultative selling, permission is not a formality. It is a gateway to useful information. Do now: Slow down the first meeting and earn the right to ask before diving into business pain. Mini-summary: In Japan, trust and permission are not optional extras; they are the foundation of discovery. Why is asking about personal motivation so sensitive in Japan? It is sensitive because direct talk about personal reward can feel awkward, unfamiliar, or culturally out of place in many Japanese business settings. The buyer may not be used to linking project success to openly stated self-interest. That is one of the biggest differences between Japan and more individualistic corporate cultures. In many Western companies, a buyer may readily say that success means a bonus, a promotion, or protection from criticism. In Japan, especially in traditional or larger organisations, promotion often has a weaker direct connection to individual project performance. Bonus structures may also be perceived less as performance windfalls and more as expected compensation patterns. So when a seller asks, "What would success mean for you personally?", the buyer may hesitate or seem confused. The issue is not that the question is wrong. The issue is that the language must be handled with far greater subtlety. Do now: Ask about what success would mean, but be ready for group-oriented answers rather than individual ambition. Mini-summary: Japanese buyers may express motivation collectively, even when personal stakes are quietly present. What kind of answers do Japanese buyers usually give? Japanese buyers often answer in terms of team benefit, company satisfaction, or group harmony rather than individual reward. That response is culturally consistent and still highly useful for the salesperson. A buyer may say the team will be pleased, the department will benefit, or everyone will feel satisfied if the project succeeds. From a Western viewpoint, that may sound indirect or vague. From a Japanese business perspective, it can be entirely natural. The salesperson's job is not to judge the answer. The job is to capture it and use it later. Whether the motivation is framed as personal advancement, group success, or organisational harmony, it still provides a key emotional link for the presentation phase. The real commercial insight is that motivation does not need to be selfish to be powerful. It only needs to be real enough that the buyer recognises it as meaningful. Do now: Listen for how the buyer defines success, not how you expected them to define it. Mini-summary: Group-framed motivation is still motivation, and it can be just as persuasive in the sale. Why is silence so important after asking a difficult sales question? Silence matters because tension often produces the answer you need, while premature talking lets the buyer escape.After a sensitive question, the salesperson must resist the urge to rescue the moment. This is a discipline many sellers struggle with. When the room goes quiet, especially after a question about personal stakes or organisational problems, the instinct is to fill the gap. That is usually a mistake. In Japan, where pauses and careful responses are more common, silence can be especially productive if handled confidently. The buyer is thinking. They are deciding how to respond. If a salesperson or colleague jumps in too early, the tension evaporates and the buyer may retreat into safe, non-committal language. That can cost valuable insight and weaken the deal. Silence is not dead air. It is working time for the buyer's brain. Do now: After asking a hard question, count silently before saying anything else. Mini-summary: Controlled silence creates space for honest answers and stronger discovery. How should you use buyer motivation in the proposal meeting? You should use it early in the presentation to show that your solution serves both the company's needs and the buyer's own definition of success. That creates a stronger emotional and commercial case. In Japan, the formal proposal often comes in a second meeting. This is where many salespeople jump straight into features, process, and technical detail. Those things matter, but the stronger move is to begin with a summary statement that connects the proposed solution to the buyer's previously stated motivation. If the buyer said success would help the team, then say the solution will help deliver that team outcome. If they hinted at smoother internal performance or stronger departmental results, bring that back explicitly. This shows that you listened, remembered, and shaped the proposal accordingly. It also tells the buyer that your solution is not generic. It is aligned with what they told you matters. Do now: Open your proposal by linking the solution to both the business problem and the buyer's stated success criteria. Mini-summary: Motivation recalled at the right moment makes the proposal feel relevant, personal, and credible. Is it really about greed in Japan, or something else? Not really. In Japan, it is usually less about greed and more about alignment with what the buyer cares about most.The goal is not to provoke selfishness. The goal is to connect your solution to meaningful motivation. That is why the phrase "greed gland" is more provocative than literal. The best salespeople are not trying to manipulate buyers into chasing rewards. They are trying to understand what the buyer wants to see happen and then demonstrate how their solution supports that outcome. Sometimes that outcome is individual. Often in Japan it is collective. Either way, the mechanism is the same: listen carefully, accept the answer at face value, and tie the bow between the earlier conversation and the current proposal. That shows attentiveness, empathy, and commercial intelligence. Buyers want to feel heard, respected, and supported in succeeding on their own terms. Do now: Focus less on extracting personal ambition and more on aligning your proposal with the buyer's real success story. Mini-summary: In Japan, effective selling is not about greed. It is about respectful alignment with stated motivation. Conclusion Stimulating buyer motivation in Japan requires finesse, not force. The most effective salespeople earn trust, ask permission, surface what success means to the buyer, and then reconnect their solution to that answer when presenting the proposal. Whether the buyer frames success as personal, team-based, or organisational, the principle stays the same: people move forward more confidently when they can see that your solution supports what matters to them. In Japan, that connection must be made with subtlety, patience, and respect. Done well, it becomes one of the strongest parts of the sales process. Author bio Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie One Carnegie Award in 2018 and 2021 and recipient of the Griffith University Business School Outstanding Alumnus Award in 2012. As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including the best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō, Purezen no Tatsujin, Torēningu de Okane o Muda ni Suru no wa Yamemashō, and Gendaiban "Hito o Ugokasu" Rīdā. Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, hosts six weekly podcasts, and produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews on YouTube. His content is widely followed by executives seeking practical strategies for succeeding in Japan.

In this episode, Dr. Marianne Teitelbaum reveals all the mysteries of ayurvedic pulse diagnosis. In Western medicine, the pulse of a patient is assessed to obtain two pieces of information: its rate or speed and its evenness or regularity. But in Ayurveda, it is a full health diagnosis that assesses the whole physiology, and it can detect the imbalances of the three doshas (vata, pitta, and kapha), the clogging of the physical and vibrational channels (shrotas and nadis), the accumulation of toxins, and even some spiritual qualities of the examined patient.

In Western ist es immer die herannahende Staubwolke, die nichts Gutes verheißt. Und in der Kriminologie ist Staub manchmal der "letzte Zeuge", der zum Täter führt. Simone Wienstroer und Marcela Drumm über einen "Stoff" der uns alle angeht. Von Marcela; Wienstroer Drumm.

In Western democracies, arguments about the Islamic Republic of Iran increasingly reflect domestic culture wars more than the realities of the Iranian regime.

Send a textOn Inside Geneva this week, we unpick the divisive topic of migration and asylum. Why are some countries closing their doors?“In Europe we are seeing one country after another erect barbed wire around their country and around a continent,” says Jan Egeland, secretary general of the Norwegian Refugee Council.When does restricting immigration turn into human rights violation?“We believe it's within the rights of any government to set immigration policies that they believe make sense for their country and electorate. But setting lawful immigration policies does not mean that you have the right to mistreat migrants,” says Philippe Bolopion, executive director at Human Rights Watch.Is immigration really a threat to our jobs or services?“Overall, most studies are clear that migrant workers are not in competition with national workers in the labour market. [...] In Western countries, the medical sector depends on migrant workers,” says Vincent Chetail from the Global Migration Centre at the Geneva Graduate Institute.Why are some of us so angry about immigration?“We are reaching a peak in violent anti‑migrant rhetoric, which has nothing to do with reality,” continues Chetail.Many countries are cutting foreign aid and limiting immigration. A recipe for disaster? “If you want to live in a stable world without uncontrolled migration, pandemics and insecurity, then you invest in hope for people who have been displaced,” says Egeland.Join host Imogen Foulkes on Inside Geneva for the full interview.Get in touch! Email us at insidegeneva@swissinfo.ch Twitter: @ImogenFoulkes and @swissinfo_en Thank you for listening! If you like what we do, please leave a review or subscribe to our newsletter. For more stories on the international Geneva please visit www.swissinfo.ch/Host: Imogen FoulkesProduction assitant: Claire-Marie GermainDistribution: Sara PasinoMarketing: Xin Zhang

In Western tradition, what body part is raised when taking an oath? Play. Share. Listen with Host of the Searching for Heroes Podcast, Benjamin Hall. Learn more about your ad choices. Visit podcastchoices.com/adchoices

In Western music, microtonality usually refers to minute intervals smaller than a semitone and is often seen as a unique and experimental practice. However, in Hindustani classical music, these subtle pitch movements are not rare or unusual; they are part of common musical expression. This talk explores how Hindustani musicians use delicate shifts in notes (Swaras) to bring music to life, make phrases expressive, and create a unique aesthetic atmosphere. Instead of focusing on mathematical calculations or fixed pitch values, which have often been the focus, the lecture approaches microtonality from the viewpoint of musical performance, by keeping the practice of Raags at its centre. Drawing on examples from prominent Raags such as Yaman, Bhairav, Multani, Miyan-ki-Todi, and Marwa, it shows how minor variations, ornamentations, and melodic curves help define a Raag's personality, known as Swarup, or identity. These “in-between notes” are essential: if they are missing or altered, the Raag can lose its character or even resemble another Raag altogether. Intended for a broad, diverse audience, the talk offers an engaging introduction to the character of Hindustani classical music through sound, nuance, and creativity.BioDr Jatin Mohan (he/him) is a musicologist, Hindustani classical vocalist, and Fulbright scholar. Currently serving as an Assistant Professor in the School of Liberal Arts at IILM University. Gurugram. His doctoral research examined the conflict between conceptualisation and practical applicability of intonation in Hindustani and Western classical music through scale theory, ethnomusicology, and music history. His current project examines government music departments in North India, investigating how students' social and cultural influences shape post-colonial, middle-income, and financially conservative societies to revamp music education curricula and enhance students' employability. At IILM, he introduced the Collaborative Online International Learning (COIL) pedagogy, fostering cross-border collaboration and intercultural exchange.

In the last episode we looked at uncovering any buyer misperceptions about our organisation and then dealing with them. How did that go? Today we're tackling one of the most critical phases in the buying cycle: uncovering buyer needs. Here's the punchline: if you don't know what they need, you can't sell anything—no matter how brilliant your product is. And buyer needs aren't uniform. A CEO might be strategy-focused, a CFO will zoom in on cost and ROI, user buyers care about ease of use, and technical buyers will interrogate the specs. That's the directional truth—then your questioning skills do the real work. How do you uncover buyer needs without guessing or pitching too early? You uncover buyer needs by analysing what you're looking for before you start asking questions or showing slides. Most salespeople do the opposite: they rock up, pitch hard, and hope something sticks. That's basically dumb. In Japan, especially, buyers often default to "safer" decisions—keep the incumbent, do nothing, delay, or create consensus through internal alignment (think nemawashi and ringi-style approvals). In the US or Australia, you might get faster objections; in Japan you'll often get silence, hesitation, or "we'll consider it." Same meaning: risk management. So don't wing it. Prepare a needs map first, then design questions that locate the priority need and the real decision logic across stakeholders. Answer card / Do now: Map needs first, question second. Don't pitch until you know what "success" looks like for thisbuyer. What is a buyer's "Primary Interest" and why does it matter more than product features? Primary Interest is the outcome the buyer cares about—not the tool, not the features, not your brochure. Buyers buy results: more revenue, improved efficiency, better safety, higher quality, greater flexibility, stronger ROI. If you spend the whole meeting talking about the "tool," you've missed the point. This is where B2B sellers get trapped—especially in tech, consulting, HR services, and industrial solutions. Features are easy to copy; outcomes are what justify budget. In a multinational procurement team, Primary Interest might be "standardisation across APAC," while an SME founder might want "cashflow certainty in the next 90 days." Same category, totally different language. Your job is to find the onehigh-priority outcome that makes the decision obvious, and keep coming back to it. Answer card / Do now: Translate your offering into a single measurable outcome the buyer cares about (time saved, risk reduced, revenue gained). What "Buying Criteria" do executives and procurement teams actually use? Buying Criteria are the must-haves that determine whether your solution is even allowed into the final decision. These are the basics: budget fit, required features, approvals, implementation effort, after-sales support, location constraints, quantity, quality, security, integration requirements, and vendor reliability. In enterprise deals, this often becomes a checklist: legal, IT, finance, procurement, and the business unit all have veto points. In Japan, buying criteria can heavily favour "proven suppliers" and "low disruption." In the US, you may see more appetite for a challenger vendor—if the business case is strong. In regulated sectors (finance, healthcare, infrastructure), criteria can be as much about governance and auditability as it is about performance. Quick checklist you can use in discovery: Budget range and approval path Non-negotiable features / specs Support expectations (SLA, training, local coverage) Timeline and resourcing constraints Answer card / Do now: Get the buyer's must-have criteria early—before you invest weeks chasing a deal you can't qualify into. How do you handle "Risk vs Reward" when buyers prefer doing nothing? Risk vs Reward is where deals stall—because "no decision" feels safer than change. In Japan, the safest move is often sticking with the current supplier or system. That inertia is brutal for salespeople. But here's the twist: doing nothing isn't free—it carries an opportunity cost. The buyer may lose market position, miss a turning point, or let a competitor strengthen their foothold. Post-pandemic, many firms tightened governance and became more cautious, even while digital transformation accelerated (a messy paradox in the 2020s). To shift this, you must quantify the return versus investment. If you can't provide credible numbers—time saved, defects reduced, revenue impact, risk mitigation—you're asking them to "trust you," which is not a strategy. Use conservative ranges if you must, but bring maths. Answer card / Do now: Reframe "no action" as a cost. Quantify the loss of delay in plain numbers the CFO can defend. Why should salespeople always ask "why" after an objection or hesitation? Because the first objection is often a symptom—not the real reason. I was talking to a President recently and he pushed for added value or a discount. The lazy move would've been to concede. Instead, I asked "why." Turns out headquarters required a form showing how he improved the supplier's offer. That's not a price objection—it's an internal process requirement. If I'd rushed in, I might have offered too much and trained the buyer to negotiate unnecessarily. This is universal. In a startup, "it's too expensive" might mean "we're unsure you'll deliver." In a conglomerate, it can mean "legal hasn't cleared this category." Asking "why" turns vague resistance into a solvable problem. And it keeps you from negotiating against yourself. Answer card / Do now: When you hear an objection, ask "why" once more than feels polite. You're not pushing—you're diagnosing. What is "Individual Motive," and how does it influence B2B buying decisions? Individual Motive is the emotional driver behind the business logic—and it's always there, even in "rational" organisations. People buy for personal reasons: recognition, promotion, job security, a bonus, avoiding embarrassment, beating internal rivals, gaining influence, or creating a quick win. Human nature is reliable: we prioritise our own needs first, company needs second—even when we don't admit it out loud. In Japan, this may show up as reputation protection and consensus safety. In Western firms, it may show up as "I want to be the person who drove this transformation." Either way, ignoring Individual Motive makes your message flat. It also explains why two buyers in the same company can want completely different things. The CFO may want downside protection; the user buyer wants simplicity; the project sponsor wants a career win. Answer card / Do now: Identify the personal win for each stakeholder—then connect it to the business outcome without sounding manipulative. Conclusion Uncovering buyer needs isn't a "nice-to-have." It's the foundation of selling. If you analyse needs across Primary Interest, Buying Criteria, Risk vs Reward, and Individual Motive, you stop guessing, stop pitching prematurely, and start having the conversations that actually move decisions—especially in high-inertia markets like Japan.

In Part One we covered three foundational human relations principles: avoid criticism, offer honest appreciation, and connect your requests to what the other person wants. In Part Two, we level up the relationship-building process with three more principles that are simple, timeless, and strangely rare in modern workplaces. How do leaders build trust when everyone is time-poor and transactional? Trust is built by slowing down "relationship time" on purpose—because rushed efficiency kills human connection.In post-pandemic workplaces (hybrid, remote, overloaded calendars), teams can become purely transactional: tasks, Slack messages, deadlines, repeat. The problem is: efficiency is a terrible strategy for relationships. If people don't feel known or understood, you don't have trust—you have compliance (and even that is fragile). Across Japan, the US, and Europe, the pattern is consistent: when leaders invest time in people, cooperation rises; when leaders treat people as moving parts, motivation drops. Relationship-building is a leadership system, not a personality trait—schedule it like you'd schedule a customer meeting. Do now: Put one 15-minute "relationship slot" on your calendar each day this week and use it to learn something real about one team member.  How can a leader "become genuinely interested" without it feeling fake? Genuine interest means curiosity without agenda—because people can smell manipulation in seconds. A lot of leaders worry, "If I ask personal questions, won't it look like I'm trying to use them?" That's a fair concern, because we've all met the "networking vampire" who's only being nice to get something. The reality is: being "nice" to take advantage of people usually works once—then you're done, especially in a hyper-connected organisation where word spreads fast. The difference is intent. Real interest isn't a technique; it's respect. Every colleague has a story—skills, family background, side projects, passions, scars, ambitions. The workplace becomes richer and happier when leaders make space for that humanity, rather than pretending everyone is a job title. Do now: Ask one non-work question you can genuinely listen to: "What are you into outside of work these days?" Then shut up and learn.  Why does "shared interests" matter so much for team performance? Shared interests create closeness, and closeness makes cooperation easier when pressure hits. In any team—whether it's a Japanese HQ, a Silicon Valley startup, or a regional APAC sales unit—conflict isn't usually about the task. It's about interpretation: "They don't care," "They're lazy," "They're political," "They're against me." When you know someone's point of view (and why they think that way), you stop writing hostile stories about them. This is where relationship-building becomes performance insurance. When deadlines tighten, the team with trust can debate hard and move forward. The team without trust gets passive-aggressive, silent, or stuck. Leaders who take an honest interest create the bonds that prevent small issues from turning into culture damage. Do now: Find one "common point" with each direct report (sport, kids, music, learning, food) and remember it.  Does smiling actually improve leadership outcomes—or is it just fluff? A deliberate smile makes you more approachable and lowers threat levels, which increases cooperation. It sounds too simple, so leaders dismiss it—then wonder why people avoid them. Walk around most offices and you'll see the default face: stressed, pressured, serious. Not many smiles. Technology was supposed to give us time, yet in the 2020s it often makes us busier and more tense—meaning we're losing the art of pleasant interaction. A smile is not weakness. In Japan especially, a calm, friendly demeanour can change the whole atmosphere before you even speak. In Western contexts, it signals confidence and openness. Either way, it reduces friction. Start with the face, and the conversation gets easier. Do now: Before your next team conversation, smile first—then speak. Watch how their body language changes.  Why is using someone's name a leadership "power tool" in Japan and globally? A person's name is a shortcut to respect, recognition, and connection—so forgetting it is an avoidable disadvantage. In organisations, you'll deal with people across divisions, projects, and periodic meetings. In Japanese decision-making, multiple stakeholders are often involved, and you can't afford to blank on someone when you run into them at their office or in the hallway. The same is true at industry events and client meetings: you represent your organisation, and names matter. This isn't about being slick. It's about sending a signal: "I see you." If competitors remember names and you don't, they feel warmer, more attentive, and more trustworthy—even if their offering is identical. Do now: Use the name early: "Tanaka-san, quick question…" then use it once more before you finish.  What if I'm terrible with names—how do I get better fast? You don't need a perfect memory—you need a repeatable system that works under pressure. Leaders often say, "I'm just bad with names," as if it's permanent. It's not. Treat it like any business skill: practise, build a method, and improve. In a hybrid world, you often have fewer in-person touchpoints, which means you must be more intentional when you do meet. Try this in Japan, the US, or anywhere: repeat the name immediately, connect it to something visual or contextual ("Kato = key account"), and write it down after the meeting. If it's a client team with multiple stakeholders, map names to roles the same day. This one skill upgrades your executive presence quickly. Do now: After your next meeting, write down three names and one detail for each—then review it before the next interaction.  Conclusion These principles aren't "soft skills"—they're leadership mechanics. Genuine interest builds trust. Smiling changes the emotional temperature. Names create recognition and respect. In any market—Japan, the US, Europe, or Asia-Pacific—the leaders who practise these consistently get more cooperation, fewer misunderstandings, and better results. FAQs Can I build trust without spending lots of time? Yes—small, consistent moments of genuine interest beat rare, long catch-ups. Will smiling make me look weak? No—a calm smile reduces stress and increases cooperation without lowering standards. What's the fastest relationship habit? Use people's names correctly and give one sincere recognition each day. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).  Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, which are widely followed by executives seeking success strategies in Japan. 

Looking 4 Healing Radio with Nichola Burnett – Folklore from every corner of the world has spoken of marine spirits and their seductive pulls. In Western culture, we are familiar with mermaids and mermen that have bodies that are half human and half fish. Drew mentions the "sirens" that are half bird and half human that he and many other merchant marines have experienced while sailing the high seas...

Looking 4 Healing Radio with Nichola Burnett – Folklore from every corner of the world has spoken of marine spirits and their seductive pulls. In Western culture, we are familiar with mermaids and mermen that have bodies that are half human and half fish. Drew mentions the "sirens" that are half bird and half human that he and many other merchant marines have experienced while sailing the high seas...

In religion and mythology, occultism and folklore, a demon (or daemon, daimon; from Greek daimôn) is a supernatural being that is generally described as a malevolent spirit; however, the original neutral connotations of the Greek word daimon does not carry the negative ones that were later projected onto it, as Christianity spread. In Ancient Near Eastern religions as well as in the derived Abrahamic traditions, including ancient and medieval Christian demonology, a demon is considered an "unclean spirit" which may cause demonic possession, to be addressed with an act of exorcism. In Western occultism and Renaissance magic, which grew out of an amalgamation of pagan Greco-Roman, Jewish and Christian tradition, a demon is considered a spiritual entity that may be conjured and controlled. - www.manaministries.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-x-zone-radio-tv-show--1078348/support.Please note that all XZBN radio and/or television shows are Copyright © REL-MAR McConnell Meda Company, Niagara, Ontario, Canada – www.rel-mar.com. For more Episodes of this show and all shows produced, broadcasted and syndicated from REL-MAR McConell Media Company and The 'X' Zone Broadcast Network and the 'X' Zone TV Channell, visit www.xzbn.net. For programming, distribution, and syndication inquiries, email programming@xzbn.net.We are proud to announce the we have launched TWATNews.com, launched in August 2025.TWATNews.com is an independent online news platform dedicated to uncovering the truth about Donald Trump and his ongoing influence in politics, business, and society. Unlike mainstream outlets that often sanitize, soften, or ignore stories that challenge Trump and his allies, TWATNews digs deeper to deliver hard-hitting articles, investigative features, and sharp commentary that mainstream media won't touch.These are stories and articles that you will not read anywhere else.Our mission is simple: to expose corruption, lies, and authoritarian tendencies while giving voice to the perspectives and evidence that are often marginalized or buried by corporate-controlled media

In Western countries, type 2 inflammation is the underlying cause of CRSwNP in ~ 80% of patients. Credit available for this activity expires: 10/24/2026 Earn Credit / Learning Objectives & Disclosures: https://www.medscape.org/viewarticle/chronic-rhinosinusitis-nasal-polyps-reimagined-bridging-2025a1000saf?ecd=bdc_podcast_libsyn_mscpedu

The Daily Quiz - Entertainment, Society and Culture Today's Questions: Question 1: The language 'Algerian Arabic' belongs to which language family? Question 2: 'Connecting people' is a slogan associated with which technology brand? Question 3: In Western cultures what is the traditional gift for a 1st wedding anniversary? Question 4: In which 1945 Hitchcock classic does Gregory Peck not remember if he committed a murder? Question 5: Which film contains the character 'Norma Desmond'? Question 6: In the Abrahamic scriptures, who asked Pharaoh to let his people go? Question 7: The Model S is a car made by which manufacturer? Question 8: What is the name of the magical kingdom in Frozen? Question 9: In what Disney animated film is Cruella de Vil the villainess who kidnaps a group of animals? This podcast is produced by Klassic Studios Learn more about your ad choices. Visit megaphone.fm/adchoices

Artificial Intelligence and the End of Human Connection Why AI companions, generative AI, and virtual “friends” risk replacing the skills that define humanity Artificial intelligence has rapidly evolved from early chatbots like Microsoft's XiaoIce to today's generative AI systems such as OpenAI's ChatGPT, Inflection's Pi, Replika, and Anthropic's Claude. Unlike the rule-based bots of 2021, these tools simulate empathy, companionship, and even intimacy. Millions of users globally now spend hours in “conversations” with AI companions that promise to be better listeners than human beings. This is not science fiction — it's already happening in 2025. And while the technology is astonishing, the implications are dangerous. By outsourcing empathy and connection to machines, we risk losing the core skills — listening, genuine curiosity, and human empathy — that hold families, businesses, and even entire civilisations together. Is AI companionship replacing human empathy? Yes — at least in practice. Generative AI is increasingly designed to meet emotional as well as informational needs. Replika, for example, markets itself as an “AI friend who is always there.” In Japan, where loneliness has become a public health issue, young professionals are turning to AI companions for attention they feel is missing from their workplace and personal lives. The problem is that AI empathy is simulated, not felt. Algorithms generate patterns of sympathetic language but cannot experience human care. Believing that an AI “understands” us is a comforting illusion — but one that erodes our ability to seek and sustain authentic relationships. Mini-Summary: AI companions simulate empathy convincingly, but they cannot replace authentic human care. Overreliance on machine “friends” risks hollowing out human empathy. Why are AI companions so attractive after the pandemic? The rise of AI companions is tied to loneliness and isolation in the post-COVID era. Remote work in the US, Japan, and Europe disconnected people from daily office conversations. Hybrid workplaces made interactions more transactional. Many now feel “connected but alone” despite using Zoom, Teams, LINE, and WhatsApp. AI steps into this vacuum. ChatGPT or Pi will never check their phone mid-conversation. They give us undivided “attention” and immediate responses. For those starved of recognition, this feels irresistible. Yet the comfort is artificial. True human connection is unpredictable, messy, and demanding — but it is also what makes it meaningful. Mini-Summary: Pandemic-driven isolation created demand for “perfect listeners.” AI meets that demand, but only with simulation, not sincerity. Have humans lost the skill of listening? One reason AI feels so compelling is that human listening is in decline. In boardrooms, executives multitask during meetings. Friends split attention between conversation and social media. Parents scroll while their children talk. Listening — the foundation of trust — is being treated as optional. AI thrives in this context. A Replika or Claude “chat partner” never interrupts, creating the illusion of deep attention. But the more we outsource listening to AI, the less we practise it ourselves. In Japan's consensus-driven culture, poor listening weakens harmony. In Western markets, it undermines trust in teams and leadership credibility. Mini-Summary: Declining human listening creates demand for AI's simulated attentiveness, accelerating erosion of the skill across cultures. Why is it easier to chat with AI than with people? AI interactions feel simpler because they strip away complexity. Text exchanges with AI resemble messaging with a friend, but without risk. Messages can be edited before sending. Tone of voice, body language, and subtle cues don't need interpretation. Younger generations, already conditioned to prefer text over speech, are especially drawn to AI chat partners. But convenience carries a hidden cost: weakening social skills. If leaders, employees, or students practise conversations only with AI, they will find real interactions — with clients, colleagues, or family — increasingly difficult and draining. Mini-Summary: Talking to AI is easier because it avoids human complexity, but long-term reliance undermines social and professional communication skills. What is missing from today's human relationships? We are more digitally connected than ever. With Slack, Teams, LINE, WhatsApp, and WeChat, humans can contact each other instantly. Yet connectivity does not equal connection. What's missing is emotional depth: attention, empathy, validation. AI is engineered to simulate these needs endlessly. But a machine cannot feel sincerity. It cannot truly recognise your worth. The danger is that people mistake artificial validation for real human recognition, leaving them emotionally unfulfilled while thinking they are connected. Mini-Summary: Today's deficit is not connectivity but emotional depth — something only genuine human relationships can provide. How can leaders and professionals protect authentic connection? The solution is not banning AI, but doubling down on human skills. Dale Carnegie's timeless principles are more critical in 2025 than in 1936: Be a good listener. Give people full attention. Encourage them to talk about themselves. Become genuinely interested in others. Authentic curiosity builds trust across cultures and markets. Make the other person feel important — sincerely. Recognition must be real, not simulated. For executives at firms like Toyota, Rakuten, or Amazon Japan, this is not abstract advice. In a hybrid workplace, leaders who practise deep listening and genuine recognition will build stronger, more resilient teams than those who lean on technology to do the emotional labour. Mini-Summary: Executives must actively practise timeless human skills to counterbalance AI's seductive but empty simulations of connection. What is at stake if we rely too heavily on AI? Civilisation itself. Societies are held together by empathy, listening, and trust. If these skills atrophy, replaced by simulations, we risk becoming efficient but emotionally hollow. Japan, where social cohesion depends on mutual obligation, and Western economies, where contracts depend on trust, both stand to lose. This is not speculative science fiction — it's already visible in rising dependence on AI companions. The more we rely on AI for emotional fulfilment, the less capable we become of providing it for each other. Mini-Summary: Overreliance on AI companions threatens the very foundation of civilisation: empathy, trust, and authentic relationships. Conclusion Artificial intelligence will only grow more persuasive, with generative systems marketed as better friends, mentors, or partners. But we cannot outsource empathy and listening to machines without profound consequences. Civilisation depends on the skills only humans can provide. Leaders, professionals, and citizens alike must resist the illusion of AI intimacy and recommit to the timeless practices of genuine listening, interest, and recognition. Only then can we ensure technology supports — rather than replaces — what makes us fully human.

I remember standing on the edge of the Judean wilderness, where the rocky cliffs fall sharply into dry wadis, and the silence feels heavier than words. As a tour guide, I often see visitors surprised by the vast emptiness of this land—no shade, no streams, only desert winds and the relentless sun. In the Western imagination, a desert is often a place of desolation and abandonment. But in the Semitic mind, the desert was not a place to fear—it was a place of encounter. In the Western world, silence is often seen as the absence of sound, a void to be filled with activity, music, or words. But in the Semitic world, silence carries weight and depth—it is not emptiness but presence. For our ancestors in faith, silence was not simply the lack of noise but the fertile ground where God's word could take root and bear fruits. Today's Aramaic word is ܫܬܝܩܘܬܐ (Shtiqotho), meaning “silence” or “stillness.” It comes from the root sh-t-q, which implies both quietness and attentive waiting. In Hebrew, its cognate shetīqāh carries the same idea. But in Aramaic, silence was not passive—it was active listening, a disposition of the heart that makes space for divine encounter. This is why early Syriac monks described their discipline of silence not as withdrawal but as “guarding the tongue so the heart can speak.” To practice Shtiqotho was to allow the soul to lean into God's whisper. Consider Habakkuk 2:20: “But the Lord is in His holy temple; let all the earth keep silence (הַס) before Him.” In Aramaic thought, this was not a command to stifle yourself but an invitation to reverence. When Yeshua stood before Pilate, accused and mocked, His silence was not weakness but profound testimony. His Shtiqotho revealed His authority and trust in the Father's plan. Likewise, in 1 Kings 19, Elijah did not find God in the earthquake or fire but in the qol demamah daqqah—the “still small voice,” which an Aramaic hearer would understand as the voice that is only discerned in silence. Now consider your own life. In Western culture, we often equate faith with constant speech—more prayers, more songs, more activity. But perhaps God is calling you into Shtiqotho , to rest from endless striving and rediscover that He is God in the stillness. When you embrace holy silence, you are not withdrawing from God but drawing nearer to Him. In silence, anxieties settle, distractions fade, and your spirit begins to hear the gentle leading of the Shepherd. Silence does not diminish faith—it sharpens it. So today, allow yourself a few moments of Shtiqotho. Step away from noise, resist the urge to fill every gap, and let God's voice speak into your stillness. It is in the quiet spaces that transformation often begins. And if you would like to continue exploring how Aramaic words unlock the richness of Scripture and reshape discipleship. www.twinsbiblicalacademy.com 

In Western culture, topics surrounding death and dying are often considered taboo and are generally avoided in everyday conversations. But this reluctance to fully acknowledge and integrate death as a natural part of the human experience has rendered us less able to cope with the end of life and less prepared to show up for ourselves and the people around us as we inevitably navigate loss. But what if a more skillful engagement with death and grief could actually offer us a more mindful approach to living? In this conversation, Nate is joined by Stephen Jenkinson, a cultural activist and author on the topic of grief, loss, and dying, to discuss his extensive work on grief literacy and the shortcomings of the dominant cultural attitudes towards death. Stephen reflects on his experiences as a palliative care counselor, offering insights on how to navigate the complexities of life and death, advocating for a more profound participation with grief. What if we viewed grief as a skill rather than an affliction? What opportunities and insights become available to us as we more deeply understand and accept death as a part of life? In what ways does modern culture's reliance on hope act as a distraction from facing reality – and how does this harm us towards the end of life?  (Conversation recorded on June 12th, 2025)   About Stephen Jenkinson: Stephen Jenkinson is a cultural activist and author on the topic of grief, loss, and dying. Along with his wife Nathalie Roy, Stephen co-founded the Orphan Wisdom School, where he writes and teaches about the skills of deep living, making human culture, and how to die and grieve well – skills he believes we have forgotten in our culture today. Stephen holds a master's degree in theological studies from Harvard and an additional master's degree in social work from the University of Toronto. Additionally, he served for years as the program director of a palliative-care center in a major Toronto teaching hospital, where he provided counseling at hundreds of deathbeds. He is the author of many books, including the award-winning Die Wise: A Manifesto for Sanity and Soul, as well as his upcoming book titled Matrimony: Ritual, Culture, and the Heart's Work.   Show Notes and More Watch this video episode on YouTube   Want to learn the broad overview of The Great Simplification in 30 minutes? Watch our Animated Movie.   ---   Support The Institute for the Study of Energy and Our Future Join our Substack newsletter Join our Discord channel and connect with other listeners

In this episode, Stewart Alsop speaks with Edouard Machery, Distinguished Professor at the University of Pittsburgh and Director of the Center for Philosophy of Science, about the deep cultural roots of question-asking and curiosity. From ancient Sumerian tablets to the philosophical legacies of Socrates and Descartes, the conversation spans how different civilizations have valued inquiry, the cross-cultural psychology of AI, and what makes humans unique in our drive to ask “why.” For more, explore Edouard's work at www.edouardmachery.com.Check out this GPT we trained on the conversationTimestamps00:00 – 05:00 Origins of question-asking, Sumerian writing, norms in early civilizations, authority and written text05:00 – 10:00 Values in AI across cultures, RLHF, tech culture in the Bay Area vs. broader American values10:00 – 15:00 Cross-cultural AI study: Taiwan vs. USA, privacy and collectivism, urban vs. rural mindset divergence15:00 – 20:00 History of curiosity in the West, from vice to virtue post-15th century, link to awe and skepticism20:00 – 25:00 Magic, alchemy, and experimentation in early science, merging maker and scholarly traditions25:00 – 30:00 Rise of public dissections, philosophy as meta-curiosity, Socratic questioning as foundational30:00 – 35:00 Socrates, Plato, Aristotle—transmission of philosophical curiosity, human uniqueness in questioning35:00 – 40:00 Language, assertion, imagination, play in animals vs. humans, symbolic worlds40:00 – 45:00 Early moderns: Montaigne, Descartes, rejection of Aristotle, rise of foundational science45:00 – 50:00 Confucianism and curiosity, tradition and authority, contrast with India and Buddhist thought50:00 – 55:00 Epistemic virtues project, training curiosity, philosophical education across cultures, spiritual curiosityKey InsightsCuriosity hasn't always been a virtue. In Western history, especially through Christian thought until the 15th century, curiosity was viewed as a vice—something dangerous and prideful—until global exploration and scientific inquiry reframed it as essential to human understanding.Question-asking is culturally embedded. Different societies place varying emphasis on questioning. While Confucian cultures promote curiosity within hierarchical structures, Christian traditions historically linked it with sin—except when directed toward divine matters.Urbanization affects curiosity more than nationality. Machery found that whether someone lives in a city or countryside often shapes their mindset more than their cultural background. Cosmopolitan environments expose individuals to diverse values, prompting greater openness and inquiry.AI ethics reveals cultural alignment. In studying attitudes toward AI in the U.S. and Taiwan, expected contrasts in privacy and collectivism were smaller than anticipated. The urban, global culture in both countries seems to produce surprisingly similar ethical concerns.The scientific method emerged from curiosity. The fusion of the maker tradition (doing) and the scholarly tradition (knowing) in the 13th–14th centuries helped birth experimentation, public dissection, and eventually modern science—all grounded in a spirit of curiosity.Philosophy begins with meta-curiosity. From Socratic questioning to Plato's dialogues and Aristotle's treatises, philosophy has always been about asking questions about questions—making “meta-curiosity” the core of the discipline.Only humans ask why. Machery notes that while animals can make requests, they don't seem to ask questions. Humans alone communicate assertions and engage in symbolic, imaginative, question-driven thought, setting us apart cognitively and culturally.

Send us a textThis conversation explores Chapter 9, titled 'Jump', from Roy Moran's book 'Spent Matches', focusing on the urgent need for spiritual transformation and the shifts required for effective disciple-making movements. The discussion emphasizes the importance of internal transformation, the necessity of redefining success, and the role of leadership in fostering a culture of movements. Practical steps for initiating change and the call to embrace a new kind of reformation are highlighted, culminating in a challenge for listeners to consider their own willingness to 'jump' into this transformative journey.TakeawaysMoran confronts his biases about disciple-making movements.In Western culture, DMM is often more effective than CPM.The Mann Gulch fire illustrates the need for radical shifts.We must prioritize function over form in church structures.Kodak's failure shows the danger of clinging to old forms.LEGO's success demonstrates the importance of adaptability.Eustace Scrubb's transformation symbolizes internal change needed for movements.Mind shifts are crucial for spiritual movements to emerge.Leaders should think like revolutionaries, not marketers.Starting small and embracing failure is essential for growth.Resources: Resource GuideListen in one of 20 different languages - !Coming Soon!*This is an AI-generated podcast

Welcome to season eleven Aramaic Word of the day: Noura — Fire. As a Middle Eastern guide shaped by the ancient stones of Jerusalem, I often stand by a campfire in the Judean hills and watch the flames dance alive, unpredictable, and warm. That fire, in Aramaic, is Noura. But it is not just physical heat or chemical reaction. No In our world the Semitic world Noura is presence. It is life, purification, judgment, revelation, and divine encounter. Noura as Manifestation In the Bible, Noura is how God appears not in abstraction, but in relational intensity. Think of Exodus 3: “The bush was burning with fire but it was not consumed.” Noura is theophany - God made visible. But Western thinking? It reduces fire to a thing. An element. A force to be studied, measured, and controlled. Fire in science labs. Heat on thermostats. A survival tool. In our world, fire is not tamed it is encountered. Noura as Purification In Semitic thought, Noura purifies. Daniel's friends in the furnace (Daniel 3) weren't burned they were cleansed. Fire revealed their faith and the presence of the divine Fourth Man walking with them. Fire is not punishment; it is refinement. Western theology often frames fire as hellfire, destruction, and fear. “You will burn if you fail.” But the Aramaic heart sees Noura as the flame that refines gold, not the one that destroys straw. Fire tests. It does not torment. It reveals. Noura and Light The root of Noura is also tied to light. The fire of God gives vision. In Psalm 119, the word is a lamp to my feet that's Noura guiding the soul through darkness. In Western thought, light is often symbolic of knowledge illumination of the mind. Think Enlightenment, progress, reason. But in our Semitic walk, light is relational clarity, not just cognitive. It's how you see God, not just how you learn facts. In Aramaic, to have Noura is not to know more it's to walk closely. Noura in the Heart When the disciples walked with Yeshua on the road to Emmaus, they said: “Did not our hearts burn within us?” (Luke 24:32). That is Noura not intellectual persuasion but heart ignition. A Middle Eastern man does not say, “I agree with your argument.” He says, “My heart burns.” That's how we know truth—by inner fire. In contrast, Western thought often seeks truth through cold logic and philosophical systems. But our ancestors knew: if the truth does not burn, it is not yet alive. My brother, my sister have you experienced Noura? Not just the warmth of emotion, but the fire that reveals, refines, and invites you closer? Ask yourself: Is the Word just ink on a page, or is it fire in your bones? Is your theology cold, or does it set hearts ablaze? My hope is this:That you no longer fear fire, but welcome it.That the presence of Noura in your life would not consume you,but illuminate the face of the One who walks beside you in the furnace. Please always remember that the fire of God is not against you. It is for you. Come closer to the fire in your heart.  For more in depth studies check our website: www.twinsbiblicalacademy.com 

Tuesday, 17 June 2025   He who receives a prophet in the name of a prophet shall receive a prophet's reward. And he who receives a righteous man in the name of a righteous man shall receive a righteous man's reward. Matthew 10:41   “The ‘receiving a prophet' in a prophet's name, a prophet's reward he will receive. And the ‘receiving a righteous' in a righteous' name, a righteous' reward he will receive” (CG).   In the previous verse, Jesus said, “The ‘receiving you,' Me receives. And the ‘Me receiving,' he receives the ‘having sent Me.'” In a similar manner, He now steps down the level of reception, saying, “The ‘receiving a prophet' in a prophet's name, a prophet's reward he will receive.”   This is obviously referring to a true prophet of the Lord. Although the reciprocal could still hold true. Someone receiving a false prophet, if taken in and accepting of his message, will eventually receive the false prophet's same fate. But that is not the intent here.   Of the prophet, in the Old Testament, he was the highest form of believer in God, having a word issued from God through Him. Although not necessarily an ambassador, he is one who speaks the word of the Lord. In Genesis 20:7, Abraham is specifically said to be a prophet of God. Moses notes he is a prophet in Deuteronomy 18:18.   In receiving such a person, there is an acknowledgment that what the prophet receives, the person will also receive. Although Jesus is probably referring to the reception of rewards in the next life, it is a truth that accompanied some in their earthly lives.   In 1 Kings 17, the widow of Zarephath received Elijah. In turn, she received a supply of food during the drought that consumed the land. In Jeremiah 39, Ebed-Melech tended to Jeremiah the prophet, and the Lord promised to deliver him during the terrible siege upon the city.   Likewise, in Jeremiah 45, Baruch the scribe was given words of assurance from the Lord for his faithfulness to the word of the Lord through Jeremiah. As for a later prophet's reward, meaning at the resurrection, one is recorded in Daniel 12 –   “But you, go your way till the end; for you shall rest, and will arise to your inheritance at the end of the days.” Daniel 12:13   Based on Jesus' words, it can be assumed that those who are saved and raised at the resurrection, and who received Daniel, would receive a similar inheritance. Next, Jesus says, “And the ‘receiving a righteous' in a righteous' name, a righteous' reward he will receive.”   This is another step down the ladder, going from the prophet to the righteous. The categories are set, just as they are in the list given by Paul in 1 Corinthians 12:28. This demonstrates the wisdom of God in apportioning out His gifts and His grace in various ways.   As for the righteous, the Bible, even during the times of the law, identifies them as those who are of faith. This is made explicit in Hebrews 11, where those of faith are spoken of as righteous. Rahab the harlot received the spies and received her reward because of that. As in the prophet, it can be assumed that this truth goes beyond this life, though.   Those who receive the righteous, holding to their standard themselves, will receive the resurrection of the righteous and what it entails. Jesus is making a point about rewards. This thought will continue in the next verse.   Life application: In Matthew 11:11, Jesus says –   “Assuredly, I say to you, among those born of women there has not risen one greater than John the Baptist; but he who is least in the kingdom of heaven is greater than he.”   One reason for Jesus' word is certainly that a person who has entered the kingdom of heaven, meaning that which is promised through the Messiah, has received all of what has been spoken of since the beginning, as outlined in the received word.   In receiving the word that speaks of God's plan, we have received the prophet through whom that word came. In receiving the words of the writings of the gospels, we have received those who authored those books. And in receiving the words of the apostles as written in the epistles, we have received those apostles who penned them.   But people receive the words at various levels of faith. There are those who say they believe Paul was an apostle, but they don't accept everything he says. For example, they may attend a church with a female pastor, something Paul's writings forbid.   This will not affect their salvation (assuming they are truly saved), but it will affect their rewards. They have not truly received Paul in the fullest sense. The judgment seat of Christ is something that lies ahead for all believers. Our eternal rewards and losses will be based on our faith and our deeds done in faith.   This must be inclusive of how we receive and apply the word of God to our lives. What level of understanding are you willing to attain concerning God's word? The church you select, the Bible studies you attend, the manner in which you accept the doctrines contained within the word, etc., are certainly all a part of how God is evaluating you.   Many in the world have never had a copy of the Bible. They lived by faith but without a fuller understanding of the word. Many today hunger for a copy of the word in their own language, waiting years to receive a translation to hold and cherish.   In Western countries, we have innumerable translations available at our fingertips. And yet, who among those who believe has read even a single translation from beginning to end?   The more you are willing to receive, the greater will be the return on your investment of time, doctrine, and closer fellowship. Be sure to make the word an integral and intimate part of your life.   Heavenly Father, help us to think clearly about how we tend to Your word. It is our connection to understanding You and what You have done in the stream of human existence, culminating in the coming of Christ Jesus. How can we ignore such a gift? May it not be so in our lives. Amen.  

主播：Flora（中国）+ Erin（美国） 音乐：Evie!今天我们要聊的是一个非常可爱的话题——小猪佩奇（Peppa Pig）！01 Peppa Pig's New Chapter: Meet Baby Evie 小猪佩奇的新篇章：认识宝贝伊薇 Peppa Pig is definitely childhood nostalgia (怀旧) for so many people! 近日，佩奇家迎来了全新的家庭成员（a brand new member）——Evie。It wasn't just a quiet update (更新). There was a whole celebration episode, like a birth announcement. Peppa Pig制作方非常重视这个“动画角色”的出生，Evie的登场可以说是完全复刻了现实世界里婴儿的出生流程。Just like in real life—Characters came together, there were decorations, songs. It was almost like a real-life baby shower (婴儿洗礼), just animated. 而且这位新成员是被制作方安排在英国王室御用医院——伦敦圣玛丽医院（St Mary's Hospital）。威廉王子及王妃凯特三名儿女都是在这个医院出生的。There's a photo of Mummy Pig and Daddy Pig standing outside St Mary's Hospital, holding baby Evie—totally royal-style (皇家风格). It was adorable.What's more, Evie has a little heart-shaped blush (心形的腮红) on her cheek. Some Chinese netizens also speculated that it might be related to her birthday on May 20th. 尽管英文中的520并没有因为谐音（homophone）被赋予一些特定的含义，但这仍然是一个可爱的猜测。Evie was named after Mummy Pig's aunt—Aunt Evie. Evie is usually a nickname for “Eve” or “Evelyn”. The name “Eve” is actually super old—it's biblical (有关圣经的), from the story of Adam and Eve. 它象征生命或生命之源（source of life），和Evie这个“新生命”的诞生相匹配。02 The Secret of Naming Culture 命名文化的秘密The name Evie sounds really cute. 很多女孩名字都是以“-ie”或“-y”结尾，就像Ellie, Lily, Daisy...... So in English-speaking countries, pronunciation plays a big role in choosing names. 英语国家的人给小孩取名一般会考虑这三个方面：这个名字听起来怎么样（how it sounds）、 是不是致敬或怀念某个人（if it honors someone）、以及这个名字是否特别（if it feels special）。Sometimes names are passed down (传承下来). For example, a child might be “named after (以...命名)” a grandparent or even a celebrity (名人). In Western families, reusing family names is kind of a tradition. They see it as a way to show respect for family history and strengthen family bonds (纽带).But in Chinese culture, especially in the past, people avoid giving kids the same name as their ancestors (祖先). Parents often choose names hoping to bring their child luck or blessings. It's less about sound, more about intention (意图).Most parents will flip through (快速翻阅) dictionaries looking for meaningful Chinese characters. Some may ask a fortune teller (算命先生) or use astrology (占卜) to choose a lucky name. 03 The Changing Meaning of a “Good Name” 好名字的时代变迁Back to Evie—it's a good name for English learners or Chinese kids to use as their English names. 这个名字简短易读还给人一种亲切感，用在各种场合都很合适。不过，好名字的定义会随着时代的发展改变。之前的“good name”，现在来看有可能就过时了。 But sometimes these “old-fashioned” names actually come back in style. For example, Emma and Henry are getting popular again.起一个名字不光是家长的心血，还能看出文化、潮流（trends）甚至时代（times）的变化。A name should reflect one's personality, or carry a memory or a little story that's important to someone.欢迎在评论区告诉我们：Do you have an English name? Is there a cool story behind it?你有英文名字吗？在名字背后有什么故事吗？

Welcome to another DD Quackcast! We were going to discuss Ad Hoc rationalisations and also “what happens AFTER you take over the world” but both topics were waaaay too trumpish and we didn't feel like getting negative and ranty about that fellow's foolishness so we thought we'd talk anime instead! But what is anime? At its simplest it's just cartoons like any other but they happen to be from Japan. There's more to it though, most anime has a articular look to it: reasonably realistically drawn worlds and reasonably realistic figures but they all tend to have slightly oversized heads, huge expressive eyes, tiny noses and mouths, and very stylised hair and reactions. That's not always the case but it's pretty typical. But these days “anime” is also made in Korea, China, France, the USA and more, it's become a style rather than a country of origin thing. What differentiates it from Western animation? Mainly that the the figures were more realistically drawn, with more realistic and detailed backgrounds, while the typical Western style was much more stylised, flat, and simplified. These differences do not denote higher quality or a lack of quality, it's just about what's being prioritised: In Western animation all that flatness and stylisation meant that facial expressions could be enhanced, animation could have more more frames and everything could look smoother and more dynamic. For anime that mean you could have much better drawn, more realistic looking figures (always with 5 fingers!), as well as things like shading, reflection, and shadows, along with much more detailed worlds that they exist in. The trade-off was less frames, jerkier animation and many simplified scenes where they repeat movements, pan and zoom over still backgrounds to fake movement, and even replace backgrounds with things like lines to indicate movement. The upshot of this was that the more realistic style in most anime can have more appeal to adults, while the much more abstract style favoured by Western animation is always seen as a bit childish so it's been harder to maintain the adult animation industry in the west and it's not anywhere near as diverse. But the real difference is that the animation industry in Japan is massive because of the culture of producing manga which gives animation a constant pipeline of massively varied and interesting material, and the insatiable appetite of the public for new series. And because so much is constantly being produced it means the diversity of story style and genre is incredible and there is something for EVERYONE, of all ages groups, rather than the mainly violence and or sex focussed adult stuff, Simpsons clones, or kid focussed stuff in the West. It's a big, fully mature industry, while the western animation industry just isn't- it's much smaller and the older teen and adult part of it is immature so that diversity of style and genre is weak and very inconsistent. Would you agree? What are your fave animes? This week Gunwallace has given us a theme inspired by Landscapes and Stick Figures - A mechanically surreal piece, like mechanised people all made of crystal glass, dancing in an intricate series of interweaving and interlocking moves. It's quite beautiful. Topics and shownotes Links Featured comic: Water Lily Hight - https://www.theduckwebcomics.com/news/2025/apr/07/featured-comic-water-lily-high/ Featured music: Landscapes and Stick Figures - https://www.theduckwebcomics.com/Landscapes_and_Stick_Figures/ - by Lagoticspy, rated E. Special thanks to: Gunwallace - https://www.theduckwebcomics.com/user/Gunwallace/ Tantz Aerine - https://www.theduckwebcomics.com/user/Tantz_Aerine/ Ozoneocean - https://www.theduckwebcomics.com/user/ozoneocean Banes - https://www.theduckwebcomics.com/user/Banes/ VIDEO exclusive! Become a subscriber on the $5 level and up to see our weekly Patreon video and get our advertising perks! - https://www.patreon.com/DrunkDuck Even at $1 you get your name with a link on the front page and a mention in the weekend newsposts! Join us on Discord - https://discordapp.com/invite/7NpJ8GS

On this episode of Christopher Lochhead: Follow Your Different, we engage with psychologists Dr. Christian van Nieuwerburgh and Dr. Robert Biswas-Diener to explore the concept of radical listening. We discuss why effective listening is challenging in today's fast-paced, technology-driven world and identify cultural and emotional barriers that hinder genuine communication. We'll also highlight how radical listening can transform personal and professional relationships by making others feel seen, valued, and heard through active curiosity and empathy. This episode serves as a call to action for listeners to cultivate deeper connections through intentional and empathetic listening practices. You're listening to Christopher Lochhead: Follow Your Different. We are the real dialogue podcast for people with a different mind. So get your mind in a different place, and hey ho, let's go. Introduction to Radical Listening Christopher sets the stage by introducing his esteemed guests, Dr. Christian van Nieuwerburgh and Dr. Robert Biswas-Diener. He poses them a critical question: why do so many people struggle with listening effectively? This question serves as the foundation for a deep dive into the nuances of listening and its impact on human connection. Dr. van Nieuwerburgh begins by highlighting a paradox: despite being born with the ability to hear, many individuals fail to listen well. He attributes this to several factors: our current fast-paced modern lifestyles, technological distractions, and each person's internal emotional barriers. Dr. Biswas-Diener adds that cultural dynamics play a significant role in shaping our listening habits. In Western societies, individualism often leads to conversations becoming competitions for airtime. People frequently listen with the intent to respond rather than to understand, resulting in superficial interactions. This "waiting to talk" mentality is a significant barrier to genuine listening. The Importance of Curiosity Chistopher shares his personal journey of self-discovery, emphasizing the importance of personal development in improving listening skills. He recalls a coach who taught him that what many people call listening is often just waiting for their turn to speak. This insight underscores the need for a shift in mindset. Dr. van Nieuwerburgh agrees and adds that a key aspect of radical listening is approaching conversations with curiosity. When individuals genuinely seek to understand others, they create a space for deeper connection. This involves asking them open-ended questions, avoiding assumptions, and practicing patience and letting the other person finish their thoughts without interruption. Cultural Influences on Listening The conversation shifts to the impact of technology and social media on listening habits. Christopher points out that many platforms prioritize self-promotion and broadcasting over genuine interaction. This environment fosters a culture of "me first," where individuals are more concerned with sharing their own experiences than engaging with others. Christopher also reflects on the teachings of Stephen Covey, who emphasized the importance of seeking first to understand before being understood. He contrasts this with the current trend of self-centered communication, where individuals prioritize their own narratives over listening to others. Dr. Biswas-Diener acknowledges this shift and highlights the need for a rebranding of listening practices to emphasize connection rather than mere comprehension. To hear more from Dr. Christian van Nieuwerburgh & Dr. Robert Biswas-Diener and how Listening can be a superpower in everyday life, download and listen to this episode. Bio ​Dr. Christian van Nieuwerburgh Dr. Christian van Nieuwerburgh is a distinguished executive coach, academic, and consultant, renowned for his contributions to coaching and positive psychology. He currently serves as Professor of Coaching and Positive Psychology at the Centre for Positi...

This is the second in a short mini-series focusing on vehicle-borne attacks having transitioned from a relatively rare method used by Terrorist Vehicle-Borne (TVB) attacks to becoming one of the most lethal forms of terrorism.In Western countries, by 2016, TVB has resulted in just over half of all terrorism-related deaths. Their effectiveness and simplicity make vehicle ramming attacks an increasingly popular option for lone individuals who are three times more likely to stage a successful attack by groups of two or more. According to the global terrorism index, 2024 saw an overall 63% increase in terrorist attacks in the West, with terrorism conducted by lone individuals sharply on the rise. So, how much have we learned from the past the public report published in the United Kingdom in 2013? A 2022 systematic review focusing on lessons learned from terror attacks from 2001 to 2018 found that despite the differences in methods countries social and political systems and casualties involved many of the lessons an issues identified with similar however these lessons continue to repeat themselves time again it concluded that the lessons identified did not appear to be sufficiently acted upon the failure to learn was further highlighted in volume 2 of the Manchester Arena public inquiry which focused on the response by the emergency services it identified the organisations involved in the response to the incident had failed to capture or learn lessons from previous multi-agency exercises it reported that there had been a failure to learn embedded key lessons from exercises. This was most relevant in the areas of shared situational awareness and joint understanding of risk and co-location identified key lessons, that subsequently reoccurred during the multi-agency response on the night of the attack.On the afternoon of August 17, 2017, Barcelona was subjected to a vehicle terrorist attack, the 22-year-old assailant drove his van some 550 metres along the famous La Rambla, killing 14 people and injuring 125. We are 8 years on now from the attack. However, the lessons identified and reflections taken from the emergency service response are still as relevant today as they were at the time. Today, we are joined by Doctor Jorge Morales Alvarez, the Medical Director of the Catalan Medical Emergency System. To read more about the attack, see here: https://en.wikipedia.org/wiki/2017_Barcelona_attacksThis podcast is sponsored by PAX.Whatever kind of challenge you have to face - with PAX backpacks you are well-prepared. Whether on water, on land or in the air - PAX's versatile, flexible backpacks are perfectly suitable for your requirements and can be used in the most demanding of environments. Equally, PAX bags are built for comfort and rapid access to deliver the right gear at the right time to the right patient. To see more of their innovative designed product range, please click here:⁠https://www.pax-bags.com/en/⁠

Some still believe that a wife's role is to stay at home with her children, tend to her family, and be devoted to her husband. In Western culture these ideas are currently part of the Trad Wife movement. Trad stands for traditional wife. On this episode I welcome international matchmaker Florent Raimy, Founder of Edwige International. Florent's matchmaking clients are wealthy men from all over the world who are seeking a traditional wife. So….how many of you are scratching your heads right now in disbelief that the traditional wife role still exists? And how many of you are thinking “finally- we're going back to the way things should be.” Also, is this “one stays at home and the other one works” paradigm relevant to same-sex couples? Let's hear what my guest has to say. Let's find out what high net worth men from all over the world are looking for in a wife. Not all wealthy men, but some-and most definitely Edwige International clients. Is the Trad Wife a walk back into the fifties or a strut into the future? Be a guest on the show: Jillianhamiltonpodcast@gmail.com. IG is @cheatingwhenloveslies for highlights from all the shows.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

(1 Corinthians 3:10-15) Soon we will see Jesus. There are two main events that believers in heaven will experience, after the rapture of the church, while the tribulation is taking place on earth. Each of us should be getting ready to meet God! (0971250321) ----more----  What Is Heaven? Do you ever think about what's going on in heaven? There's so many things we do know about heaven and there are many things frankly we don't know about heaven.  Heaven During the Tribulation One of the things that is very intriguing to me is what's going to go on in heaven while the tribulation is going on earth. The Lord is going to spare His church from that great tribulation. He has special things in store for us, great things planned. When we began our study most recently about the tribulation, we saw, really from an earthly perspective, what's going on with the Antichrist, here on this planet, but let's look at the same period of time, from Heaven's perspective. Basically there are two big things going on that you have to look forward to and should be thinking about. When it comes to the Lord Jesus returning for us, we're called away. We meet Him in the clouds, and then what, during that seven year period, what's going on?  The Judgment Seat of Christ The first thing that's gonna happen is you're going to stand before the Lord. It's commonly referred to in scripture as the judgment seat. Of Christ immediately after the rapture, we're going to be standing before the Lord, or should I say we're gonna be bowing before the Lord. As a matter of fact, in Revelation 4:1, the door opens in heaven and the voice says, "Come up hither." And in that very same chapter in (chapter four verse four and verse ten) the believers are seen casting their crowns at the feet of Jesus, kneeling before the throne. So we know that one of the first things that's going to  happen, though we don't know all the details of it, is we're going to stand before the Lord at what is called the judgment seat of Christ. Paul's Teachings on the Judgment Seat It's very interesting to me that the Apostle Paul seemed to talk more about this to the church at Corinth, than any other church. Let me share what I'm talking about. First Corinthians chapter three, beginning in verse number ten, says this, "10 According to the grace of God which is given unto me, as a wise masterbuilder, I have laid the foundation, and another buildeth thereon. But let every man take heed how he buildeth thereupon. 11 For other foundation can no man lay than that is laid, which is Jesus Christ." He said, we're in a spiritual building program. Be careful how you build. And then he says this in verse 12, "12 Now if any man build upon this foundation gold, silver, precious stones, wood, hay, stubble; 13 Every man's work shall be made manifest: for the day shall declare it, because it shall be revealed by fire; and the fire shall try every man's work of what sort it is. 14 If any man's work abide which he hath built thereupon, he shall receive a reward. 15 If any man's work shall be burned, he shall suffer loss: but he himself shall be saved; yet so as by fire." He says that there's coming a day that is going to declare the truth about your life.I don't know about you, but that's thought-provoking to me. The day shall declare it. It's not about your salvation in this passage. You don't go into the fire, but your works do. You are spared the fire. Praise God. I'm not going to hell because I've trusted Christ as my personal Savior, but though my soul cannot be lost, I can lose rewards. On that day, anything that was not of eternal value was gonna be burned up. I wonder, when we stand before God someday, what will we have? I'm thinking now of the old hymn: must I go empty-handed? Must I meet my savior so? Not one soul, with which to greet Him? Must I empty-handed go?" I wonder if we'll have anything when we stand before the Lord on that day. He goes on in 1 Corinthians, listen to these words in chapter nine. He's speaking personally as far as a testimony and he says this in chapter 9 in verse number 25, "And every man that striveth for the mastery is temperate in all things. Now they do it to obtain a corruptible crown; but we an incorruptible. 26 I therefore so run, not as uncertainly; so fight I, not as one that beateth the air: 27 But I keep under my body, and bring it into subjection: lest that by any means, when I have preached to others, I myself should be a castaway." He borrows from the Olympics of the day, the Greek games where the rewards were given, and the people would come before, before what was referred to as a bema seat, they were thrown like platforms where judges sat and there they were rewarded. He uses the same language, the same terminology for the judgment seat of Christ, the bema. Seat on that day. We're standing before the Lord for rewards. He continues to the church at Corinth and second Corinthians, his second letter to them, chapter five, listen to the words beginning in verse number nine. He says,"9 Wherefore we labour, that, whether present or absent, we may be accepted of him. 10 For we must all appear before the judgment seat of Christ; that every one may receive the things done in his body, according to that he hath done, whether it be good or bad." Basically, the judgment seat of Christ is a time of reward and loss of reward. Only believers will be there first. Are you going to be there? If you're not sure you're saved, you need to settle that first. Get that matter settled because if you don't know the Lord Jesus as your Savior, there's an awful judgment awaiting you called the Great White Throne Judgment. We'll talk about that soon in our study of what the Bible says about the end of time. Settle the matter of your soul's salvation. And then if you know the Lord Jesus as your personal Savior, determined by the grace of God that you're gonna live every day in light of the day, you're going to stand before Jesus Christ. Because I wanna submit to you on the authority of the Word of God. That could be any moment, any day Christ could come. Any day, we could be caught away, and any day, we could stand face to face with Almighty God to give an account of our lives. And I want to ask you, what if that were today? What if you knew that in the next four minutes, you were going to stand before the Lord in the next four minutes? Not that this study would end, that your life would end that time, as it would end. And in the next four minutes, you were gonna stand face to face with the Lord. What would you do differently then? Do that now. Because any moment Jesus could come, and this is a second thing that takes place during that seven-year period here on Earth. I'll remind you that there's no time in heaven. So it's hard to say seven years in heaven because there's no time there.  The Marriage Supper of the Lamb But during the period where the tribulation is expiring here on Earth, not only are we going, coming to the judgment seat of Christ to answer to the Lord, but then there's gonna be a great celebration it's referred to in scripture as the marriage supper of the lamb. Let me read to you from Revelation 19:6 says, "6 And I heard as it were the voice of a great multitude, and as the voice of many waters, and as the voice of mighty thunderings, saying, Alleluia: for the Lord God omnipotent reigneth. 7 Let us be glad and rejoice, and give honour to him: for the marriage of the Lamb is come, and his wife hath made herself ready. 8 And to her was granted that she should be arrayed in fine linen, clean and white: for the fine linen is the righteousness of saints. 9 And he saith unto me, Write, Blessed are they which are called unto the marriage supper of the Lamb." We know in Ephesians chapter five that the church is represented as the bride and Christ as the bridegroom. Let me tell you, there's a wedding coming, and not only are we going to be presented to our bridegroom, but then we're going to celebrate together prior to returning with him to this earth. There's a wonderful supper, a marriage, supper. You've never attended a supper like that. And we're going to be there. We are the bride, and Christ is the groom. In Western culture, the wedding day really is all about the bride, but in eastern culture it was about the groom. Might I say to you that the day we're looking forward to is the day that the groom comes for us. Here comes the Groom. Can you see Him ready in all of His glory to catch us away? Yes, we're going to answer to Him, but then we're gonna celebrate with Him, and we're going to be with Him for all eternity.  Are You Ready to Go to Heaven? I hope you're getting ready to meet God, because I'm telling you, you're getting ready to meet God Soon we're gonna see Jesus Christ, face to face. What a time we're going to have. Whatever it is you need to do to get ready for that day, do it today. May the Lord help all of us to live in light of the soon return of Jesus Christ.  Outro and Resources Repeating what other people have said about the Bible is not enough. We must know the biblical reason behind what we believe. We hope you will visit us at etj.bible to access our Library of Bible teaching resources, including book-by-book studies of scripture. You'll also find studies to watch, listen to, or read. We are so grateful for those who pray for us, who share the biblical content and for those who invest to help us advance this ministry worldwide. Again, thank you for listening, and we hope you'll join us next time on Enjoying the Journey.

The March Equinox: A Beneficial Gateway to Renewal and Cosmic AlignmentHappy Equinox! On March 20th, we arrive at the powerful Equinox point—a beautiful moment of balance marking the start of a fresh astrological year. This is a time when day and night dance together in perfect harmony, recharging Earth's life force energy and opening a doorway to deep transformation and renewal. Cosmic waves of supportive energy, love, and divine wisdom are streaming in, inviting you into alignment, clarity, and Divine Coherence. It's an invitation to pause, breathe deeply, and create space to tune into your heart—awakening the inner light of harmony, truth, and unconditional love already within you. The Equinox energies empower you to anchor these waves of transformative energy and blessings into your life, benefiting you and the collective. Now is your moment to anchor powerful new possibilities into being!March 20, 2025, marks a moment of profound equilibrium—when day and night stand in perfect balance, mirroring the deeper harmony available to us within. This sacred threshold signals not just a shift in seasons—welcoming Spring in the Northern Hemisphere and Autumn in the Southern—but a powerful recalibration of energy, guiding us deeper into heart-centered consciousness, both planetary and personal.During the Equinox, the Earth's energy grid becomes particularly attuned, vibrating at a heightened state of coherence. This amplified resonance supports our journey into the heart, enabling easier alignment with the natural rhythms of creation, allowing us to absorb the Earth's restorative frequencies and harmonize our own energy centers. As the planet pulses with renewed vitality, we are invited to pause, reset, and intentionally send forth clarity-infused intentions from a heart-centered space.Beyond the seasonal transition, the Equinox is also the gateway to a new astrological year. In Western astrology, this cosmic turning point coincides with the Sun's entry into Aries, the first sign of the zodiac. Aries, the spark of initiation, propels us forward into fresh cycles of growth, passion, and possibility. Just as nature stirs from dormancy and bursts into new life, we, too, are called to step into the next evolution of our personal journey.With the Sun crossing this celestial threshold, we embark on another full rotation through the twelve archetypal energies of the zodiac—each offering lessons, expansion, and transformation. The March Equinox, therefore, is not just a seasonal event but a potent cosmic portal—one where we can consciously honor new beginnings, activate our highest visions, and align with the flow of universal energy.As you step intentionally into this renewal, allow the cosmic currents to carry you forward into your next chapter of heart-centered evolution. The gateway of the Equinox is wide open, and you may have already sensed a significant shift in frequencies, energies, and the tangible presence of Mother Plasma intelligence, signaling a period of profound LightBody enhancements and more so rooted in heart awareness. Navigating Cosmic Shifts:Understanding the impact of Venus and Mercury Retrograde during the Equinox, prompting reflection and emotional clearing.The powerful influence of Neptune completing its cycle in Pisces, urging introspection about past dreams, illusions, and future visions.Guiding Questions for Reflection:What am I ready to complete and release?What new inspirations are stirring within me?How can I embody resilience, grace, and heart-centered awareness?Step through this sacred Equinox gateway with intention, clarity, and an open heart, and anchor powerful new possibilities into being.Remember, your mindful alignment during this Equinox doesn't just benefit you—it uplifts and supports the entire collective. Wishing you clarity, renewal, and heart-centered alignment this Equinox!With love, care, and gratitude,Henri

The President of a company is a very powerful force.  They drive the direction, the strategy and the culture formation inside the enterprise.  In Western corporations, there are big salaries and big incentives tied to the leader's performance, especially around profit achievement and share price gains for shareholders.  We project this idea on to Japanese companies and imagine they are basically built in the same way.  This idea seems fine, until you ever have to get a decision from a Japanese company.  This is when you enter the twilight zone of differences about how things are really done here. Japan has some specific features which make the leadership terrain quite unique.  Mid-career hires are the norm in the West and the exception in Japan, as far as larger firms are concerned.  New graduates are malleable and the company leadership wants to install their group think, culture and conservative action methodologies in them.  Seniority is a respected Confucian attribute in Japan, which has little currency in the Darwinian, performance outcomes oriented West.  Age and stage make sense in Japan, when you spend your entire career with the one firm and are part of the fabric of that company, gradually being stitched in over decades.  The risk aversion predominance in Japanese business weighs against change and bolsters constancy.  We foreigners represent change.  To become a trusted partner with a Japanese firm means they have to make some internal changes to accommodate the new thing we bring to them or the old thing we are tweaking in a new way.  The question is, who inside the Japanese decision making hierarchy is going to take responsibility for the change.  In Western companies there is a big personal payoff to taking risks, but Japanese salaries and bonuses are not on the same planet as a country like America. So, the upside of taking a risk in Japan is far outweighed by the potential career damage if there is a failure. We have all grown up with a British Raj model of decision making.  Convert the leaders and you get the whole company to snap into gear and get with your programme.  It doesn't work like that here unless the President is the founder or the owner.  This is the “one man shacho” formula, the classic dictator President, who rules with an iron fist and drives everyone to do what ever they say.  Most big corporates though, have a structure where the President has P&L responsibility for the whole company, but the direct reports have P&L responsibility for their part of the business. The President can't force them to make expenditure allocations impacting their turf without their agreement.  Hence the reputation of Japan as the country of glacial decision making.  I find this is a bit boring, because the Raj approach is much faster and easier for me.  No one in Japan could care less what I want. I deal with a lot of Presidents, as I try my best “convert the Raj” techniques to get them to buy my training services.  Being the President of my firm, I can get access to the senior echelons of the client company and get a hearing.  This is where Western logic departs from Japanese best practice. The leaders I speak with won't personally do anything themselves.  The company has internal compliance methodologies to reduce risk and protect the firm.  The work to investigate my idea will get sent right down to the very bottom of the pile.  That lower level designated officer or tanto will start pulling together information on our company, our offer, our pricing, the market, the competitors, resources required and the prospective ROI.  The tanto will then present that report to their superior, the next up the line, who if they approve it, will place their hanko or personal seal on the document.  This is a public acknowledgment that it has passed their stringent evaluation process and they are willing to take responsibility and place it before their superior.  The hanko marks on the document will also include any divisions or sections that will be impacted by the buying decision. This is an internal harmonisation and communication process to provide checks and balances.  In this way, there are no surprises and no issues, when it comes to coordinating the execution piece.  This process is repeated all the way up to the President's direct reports who have P&L responsibility to fund the deal.  If it is a big enough decision, there may be a senior executive meeting required.  This is usually a formality to bless the decision, rather than make a decision. The plan executive sponsor will outline the idea at the meeting, there will be no questions and it is therefore agreed. Next item! The surprising thing is that the President isn't the final decision maker.  And I had such a good meeting with that President too and I thought I had the Raj technique working on steroids! Actually, the person I needed to meet was the tanto. I could either work with them directly or I could supply the information they required, for them to do their due diligence. When meeting with the President, I need to finish the meeting off, by asking to have my people get together with their tanto, to supply whatever information they need. Japan being such a polite culture, the President will happily make that introduction even if knowing that there is no chance of this deal going anywhere.  This is because it conveniently avoids anyone having to tell me a direct “no”.  If it has legs, then the tanto's job is to navigate the decision through the system. So in Japan, it is better to start at the bottom and work your way up, than try to go top down, as we are more familiar with in the West.  The tanto has to become a key messenger for us. If we can't win over a relatively junior, seemingly unimportant staff member to our cause, then the decision outcome will be remain vague and lifeless.  Now we don't want that do we.  

The Brutalist tells the story of László Tóth (Adrian Brody) a Hungarian-Jewish architect who survives the Holocaust and emigrates to the United States. He meets a wealthy industrialist, Harrison Lee Van Buren (Guy Pierce), who recognizes his talent, and commissions him to design a grand community center. The opportunity presents both a chance for redemption and a descent into a dangerous power dynamic. Cinematographer Lol Crawley, BSC is currently nominated for an Academy Award for his stunning work on The Brutalist. He and director Brady Corbet chose to shoot on VistaVision, which uses 35mm film horizontally instead of vertically, significantly increasing the image area and resolution. Corbet was always interested in shooting on a larger format in order to capture the landscapes and architecture in the film. VistaVision proved to be a less expensive way to shoot on large format, especially since many rental companies were reluctant to rent their 65mm cameras to a modestly budgeted, independent feature. Lol knew fellow cinematographer Robbie Ryan had also used VistaVision for parts of Poor Things. He was able to use the same technicians Robbie used while The Brutalist shot in Budapest. The choice of VistaVision was not just about technical specifications. For The Brutalist, set in the early late 1940s and early 1950s, Lol felt it was appropriate to use a camera and film stock that evoked the era. Even the photochemical process of film itself added a unique character. “What we have chosen to do with the Kodak stock is to abuse the stock slightly, to underexpose it, to push process it, to come up with a more painterly image or something that we feel depicts a certain era,” says Lol. “And we've found that by underexposing the stock and distressing the dye layers, then forcing the image back up, you're dragging up colors within the shadows that we find to be very pleasing, interesting and more impressionistic or painterly image.” One of the most striking sequences in The Brutalist is the opening scene, a single continuous take following László through a ship as he disembarks in America. Lol, who also operated the camera in most of the film, used a smaller handheld camera for the scene. To accentuate the disorientation as László gets off the boat, the editor decided to flip the images around. “The idea is supposed to be that he comes to America, and it's a new hope,” says Lol. “But the fact that it's untethered and disorientating and flipped on its head is a really ingenious way of representing that László's time in the US is not going to be all he imagined.” Lol's approach to cinematography emphasizes a balance between documenting reality and fiction. “I've always thought that my cinematography was about responsiveness,” he says. "Cinematography is about light, camera movement, and composition. If I had to get rid of one or let one of those things go, it would be the lighting. What I like to do is to have one foot in documentary and one foot in fiction, and be open to respond. So I tend to shotlist less, I tend to storyboard less.” The cinematographer Christopher Doyle told him once, “In Western cinema, you say, 'Here's the frame, how do we fill it?' In Asian cinema we say, 'Here's the world, how do I frame it?'” You can see The Brutalist in theaters. Find Lol Crawley: https://lolcrawley.com/ Instagram: @crawleylol Sponsored by Hot Rod Cameras: https://hotrodcameras.com/ Sponsored by Aputure: https://aputure.com/ The Cinematography Podcast website: www.camnoir.com YouTube: @TheCinematographyPodcast Facebook: @cinepod Instagram: @thecinepod Blue Sky: @thecinepod.bsky.social

— It is believed that humans have been using psychedelic drugs since the dawn of civilization. In Western culture, however, only recently has science begun to understand how psychedelics may aid trauma healing. Whenever something terrible happens to you or you're in a harmful place for a long time, you are traumatized. Trauma can occur when you experience something terrible. In some cases, trauma develops when you are subjected to an extended period of harmful circumstances. It affects both the mind and body. Traditionally, mental health treatment has focused on talk therapy and medication, interventions that are often quite effective at relieving psychological distress. However, many mental health practitioners are now working with psychedelics and transforming their perspective on healing trauma. As a result, psychedelic treatment may provide a less painful means of accessing the interface between the unconscious and the body.  Valeria interviews Megan Salar  — She is the author of  “EMDR For Dummies and The EMDR Workbook for Trauma and PTSD: Skills to Manage Triggers, Move Beyond Traumatic Memories, and Take Back Your Life. Megan Salar, MSW, ACADC, is an EMDR Clinician, Trainer and Author who earned her Master's Degree in Clinical Social Work from Northwest Nazarene University in 2011. She has extensively been trained on the use of EMDR and other trauma based interventions and specializes in the areas of trauma, abuse, attachment and substance abuse. Megan has trained thousands of clinicians across the U.S. as well as internationally to get the most out of EMDR, trauma and addiction-based skills and practices. Megan previously owned/operated an intensive outpatient treatment center that was voted best in practice in 2019. She currently owns and operates her own Coaching, Consulting, and Training Business and is passionate about genuinely changing the landscape of mental health and trauma treatment through an authentic hands-on perspective that is uniquely her own. Megan is the author of the EMDR Workbook for Trauma and PTSD: Skills to Manage Triggers, Move Beyond Traumatic Memories; and Take Back Your Life released by New Harbinger Publications in May of 2023 and EMDR for Dummies  with Wiley Publishing set to release in June 2024.  To learn more about Megan Salar and her work, please visit: https://thementalsurvivalist.com

Monday, 11 November 2024   Blessed are those who hunger and thirst for righteousness, For they shall be filled. Matthew 5:6   “Blessed – those famishing and thirsting righteousness, For they – they will be filled” (CG).   In the previous verse, Jesus spoke of the benignant inheriting the land. Now His words continue with, “Blessed – those famishing and thirsting righteousness.”   Despite most translations simply following one after the other with “hunger and thirst,” the verbs are present participles – “famishing and thirsting.” The word peinaó means to famish. To crave or hunger are only figurative meanings which cannot be the intent here.   Jesus is speaking of those who truly long for righteousness in a situation where it is obviously lacking. There is wickedness from above, and it comes from all sides. There is no place where it is not practiced. Like a man in a desert, he may hunger during the first days of his lack, but he eventually famishes over what he desires.   The thought is like that of Noah, who preached to a world of wickedness, longing for it to wake up from its slumber, but it was not realized. He was famished from the lack of it and his soul cried out to God over the state of the world. To supplement this and intensify it, the word dipsaó, to thirst, is added.   When facing hunger, it can be quelled temporarily with swallows of water. But when that is lacking, there is nothing to take away the agony of the human body. Jesus combines the two to show what a truly devout person longs for concerning such things. It is a hungering and thirsting with a fervent intensity.   This is something He was fully aware of, having come out of forty days and forty nights where He was deprived of the needs of the body. As it said after that time, “He was hungry.” However, despite His hunger, He craved righteousness even more than food. He wanted nothing more than to please His heavenly father and to fulfill all righteousness. Of such people, He next says, “For they – they will be filled.”   The word translated as filled, chortazó, is a word that actually signifies “to fodder,” as in grazing animals. It is used with a degree of contempt by Plato. Eventually, it came to generally signify satisfying a hunger. However, the earlier connotation would still exist in the minds of the people.   For example, we might say somewhat contemptuously of a large gathering, “Look at all those people grazing in the dining hall.” However, eventually, the word might be taken with a less sarcastic tone. And yet, we would still know the earlier meaning of what the word conveyed. This would be the thought conveyed with this word.   Jesus is saying that as a cow is fed in the stalls or is taken to the open field to dine, so would the people of God be fed with a continuous supply of righteousness. The lack they faced (again, think of Noah) will someday be replaced with an enormous abundance that will never cease as God leads His people, filling their true desire for His glorification.   The reason for this is that one can only truly hunger and thirst after these things when one has faith that God exists. Without that, any righteousness that fills the mind of the person is one that extends from himself and his idea of what righteousness means.   Life application: Depending on where you are in the world today, you will face varying degrees of unrighteousness. In Islamic countries, those who are not Muslims are forced to adhere to nutty laws that are derived from the Koran to some extent or another.   For those who live in Catholic nations, there is often a great tolerance for the allowance of other religions, and quite often, they synchronize with the Catholic doctrine, forming religions like Santa Ria. However, the overarching rule of Catholicism will take place. As its fundamental teachings are not in line with Scripture, those who hold to a truly literal interpretation of the Bible are actually outcasts.   In Western countries, moral perversion has almost completely taken over the thoughts of those in power. Those who speak against it are almost considered enemies of their own states. However, in hungering after what God's word says, and in thirsting after what it proclaims, they will someday be filled to overflowing with the goodness of what God has in store for them. As it says in Revelation. 7:16, “They shall neither hunger anymore nor thirst anymore.”   Hold on to the Lord and stand fast on His word. The time when wickedness shall be eliminated from this world is coming. Jesus will set all things right on that day.   Lord God, You have promised a better world to Your people. It will be a world where righteousness rules and where You alone will be exalted as the true and glorious leader of mankind. May that day be soon. Amen.

In Western culture, we don't often think of creativity as something controlled, but the truth is, there's a place for chaos and control in our creative process. In this slightly-longer-than-usual pep talk, I give a couple examples of the push-pull of chaos and control, and how they can both be helpful—and detrimental—to our creative work, and why it's worth experimenting with a little more of one if you're used to working primarily with the other. Want more tips? Check out this playlist with all my previous Creative Pep Talks! Could you leave a review? It's really easy, and it helps SO much. Thanks! I'm currently in the home stretch of putting together my upcoming Make Bad Art group program, which will be starting in about a month. Make Bad Art is the anti-MBA, a safe place to come unlearn all those things you're taught you have to have as an "adult" (stress, perfection, conformity) so you can reclaim the inner wild, curious, creative kid who's always been inside you±the one who knows how to play, invent, have fun, and live with abandon and joy. It's a playground for the liberation of your inner artist AND your authentic self, and the effects will go beyond the class container. I'll be posting more very soon at my newsletter, The Spark, so subscribe to get the details as soon as they're available! We'd love to have you! 

Across the globe and through the ages, dragons lurk in our myths and dreams, haunting us as primal forces of terror and transformation. Found in almost every culture, these creatures are potent symbols of the instinctive unconscious, embodying both the dangers of the natural world and the depths of our psyche. In Western mythology, they emerge as fearsome enemies, threatening to drag us back into chaos. Eastern traditions, however, revere dragons as wise and transformative beings, symbols of transcendent power and enlightenment. The battle with the dragon mirrors our inner struggle to confront and integrate powerful regressive drives within. To achieve psychological wholeness, we must face, befriend, or conquer our monstrousness, neither merging with nor denying it. Our dragons carry the archetypal power of the parent and the primal human experience, influencing our actions and inner world. Mastering it, often with the support of companions, empowers us to confront our deepest fears and unearth the hidden treasures of our souls. Prepare to discover what dragons reveal about the human psyche, how confronting inner chaos can facilitate personal growth, which archetypal motifs play a crucial role in shaping our understanding of internal conflict, whether facing our metaphorical monster leads to deeper self-realization or collapses into destructive forces, and why holding the dragon's dual nature as both monster and ally is essential for individuation. HERE'S A COPY OF THE DREAM WE ANALYZE: https://thisjungianlife.com/dragon-the-archetypal-monster-and-ally-within/ WE'VE PUBLISHED OUR FIRST BOOK TOGETHER!!! PREORDER Dream Wise: Unlocking the Meaning of Your Dreams: https://a.co/d/96hCbcM  LOOK & GROW *TRY OUT THE TEMENOS DREAM INTERPRETATION APP FOR FREE:  https://inf.temenosdream.com/eiNh/tjlmeta *Unlock The Power of Your Dreams: https://thisjungianlife.com/join-dream-school/ *Support Dreams and Depth: Join Our Patreon Community Today: https://www.patreon.com/ThisJungianLife *Don't Miss Out - Submit Your Dream Now for a Chance to Be Featured on Our Podcast! https://thisjungianlife.com/share-your-dream/ *Help Shape Our Show! Share Your Ideas for Our Next Podcast: https://thisjungianlife.com/podcast-form-topics/ *Shop Exclusive 'This Jungian Life' Gear: https://www.zazzle.com/store/thisjungianlife/products *Get Caught up! Check Out All Our Previous Episodes: https://www.youtube.com/playlist?list=PLcE4RL3VIbzGWHI-Sq0Y2lZc7R6Zxmfb6 STAY INSPIRED EVERY DAY! *YouTube: https://www.youtube.com/channel/UCe8QSBLNlv765pT097FDeLA *Instagram: https://www.instagram.com/thisjungianlifepodcast *Twitter: https://twitter.com/ThisJungianLife *Facebook: https://www.facebook.com/ThisJungianLife/ EXPLORE DEPTH PSYCHOLOGY WITH OUR COMPREHENSIVE STUDIES - TRANSFORM YOUR UNDERSTANDING *Discover the Power of Jung's Insights: Enhance Your Clinical Skills with Our Advanced Seminar. https://bit.ly/cgjungphiladelphia *Engage Your Inner Wisdom: Join the Philadelphia Jung General Seminar: https://bit.ly/cgjungphiladelphiaseminar  

In Western society, the system has managed to extract the masses so deeply into their own breath that they seem to have lost any feeling but their position has exploited and oppressed so there has been a dream of nothing more than a calm, a holiday in the top bathroom. They make bombs from double cream and consider themselves the dynamite of our civilization.

In his book, The Sexual Revolution, Wilhelm Reich, MD writes that the transition from matriarchy (sex-affirming) to patriarchy (sex-suppressing) changed the individual from a free clan member to a subjugated member of the family (p. 165). Reich argues that a cultural and economic revolution requires a “sexual revolution.” Reich writes, “The goal of a cultural revolution is to create human character structures capable of self-regulation.” (p. 25). His work-democracy and sex-economy understood the internalization of the patriarchal family structure—centered on compulsive monogamy or sex-negation—creates a rigid character structure. Necessary to this development is the suppression of sexual drives (pleasure principle). This is what Reich referred to as “armoring” and it is central to neuroses (i.e., the blocking of sexual/emotional life energy). Bringing it to a practical level, women for example (and increasingly parents in general) do not have financial independence because they are forced to raise children without the support of the community/state (i.e., collectivization). One is on their own. Women and children are still materially dependent on the economics of the family unit (e.g., property rights, marriage, health insurance, etc.). In Western culture, children go through puberty and reach sexual maturity at age 14 or 15. Yet, their only source for private sexual experiences with others is virtual and disconnected. The long road of hope for intimate satisfaction must wait until college and/or via the institution of marriage. The imposition of abstinence is unhealthy as it sets the stage for neurosis. In fact, humans are more “animalistic” than animals because of increased sexual intensity. Humans are in a state of “constant readiness for sexual intercourse.” According to Reich, the suppression of love life in children and adolescents creates obedient economic slaves in the capitalist system: “…the child must suppress his instinctual drives so that he can become capable of adapting to culture; on the other hand, this suppression of instinctual gratification usually leads to a neurosis, which in turn restricts his capacity for cultural adaptation, sooner or later makes it completely impossible, and again turns him into an asocial person.” (p. 11-12) Therefore, it is the moralistic demands of authoritarian society and not natural self-regulation (gratification/pleasure) that creates asocial behavior. Compulsive monogamy whereby marriage is primarily about making babies and keeping the family together produces sex-negation and neurotic behaviors. Simply put, sex is perceived as bad and chastity is good: “…small children who do not have any sense of shame or disgrace in connection with excretory functions also have no basis in later life on which to develop such genital disturbances.” (p. 257) Looking at these newest generations of children allows us to pull forward Reich's thesis. Jean Twenge's book iGen details the consequences of the continued armoring of children. Those born after 1995—post-Internet commercialization—are more self-focused with an intense race for economic success. Twenge (2017) found that sex and relationships are “distractions” (p. 208) for this generation (while mental illness and suicide are skyrocketing). “We now live in a culture where teens watch more porn than ever and start asking each other for nude pictures at 11—yet they wait longer to have sex. This combination of considerable fantasy experience and little real-world experience may be problematic.” (Twenge, 2017; p. 303). Young people have fewer sexual partners and wait until they are older to have sex compared to previous generations. Additionally, they have less physical contact with one another as they predominantly reside in the virtual world. Recorded on 7/06/2023 References Reich, W. (1949). The sexual revolution: Toward a self-regulating character structure. Translated by Therese Pol (4th edition). Farrar, Straus,

My guest today is Suzanne Gerber. Suzanne Gerber is a classically trained astrological counselor and teacher who helps people recognize their gifts and strengths and overcome their challenges to find fulfilling relationships and careers and live their soul's purpose. She also has extensive training in shamanism, Reiki, Buddhism, quantum physics, plant medicine, soul-centered psychotherapy and life coaching. Suzanne works with private clients, teaches classes and groups, and hosts an annual global summit that reaches people in more than 100 countries. In this episode we discuss astrology, energy, being a good human and spirituality.Website - https://starsandstoneshealing.com/IG - https://www.instagram.com/suzannegerberastrologyFREE Consultation - https://www.asksuzanne.comLinkedIn - https://www.linkedin.com/in/suzanne-gerber-21ab312/ In this episode you will learn:1. What the difference between classical and modern astrology is.2. How astrology can help with gaining a deeper understanding of self.3. What some of the misconceptions around astrology are. "What I feel bottom line is what astrology is, especially from a counseling perspective, it's really good therapy and coaching and spiritual, Advice and guidance with a cheat sheet." - 00:02:07"In Western societies, people will more often say they're spiritual, but not religious. Yes. But we lose something with that. We lose something. I know all the downsides of organized religion, believe me, firsthand, we all do. "- 00:29:52"I think we all come in with a connection to spirit or source or God or the goddess or the divine. These are just syllables. We're talking about the same thing." - 00:42:23 THE WORLD needs to hear your message and your story. Don't deny the world of that gift within you that the universe has gave to you.Someone out there needs to hear your story because it will support them in feeling hope, inspired and even transformed.Want to discover how I help my clients get out of their own way, show up and confidently share their message?I would like to invite you to check out my FREE MASTERCLASS REPLAY Start Your Own Podcast: Idea to ImplementationWatch Here - https://www.youtube.com/watch?v=H7iItDG4qaIContact Brad:WebsiteInstagramLinkedInYouTubeX (Twitter)TikTok#empowerographypodcast #women #womensempowerment #empowherment #entrepreneurship #womeninentrepreneurship #empoweredwomen #astrology #empowerelevateeducate #findingyourpurpose #podcast #spirituality #womensupportingwomen #soulalignment #heartcentered #onlinebusiness #healing #universalhealing #energy #beingagoodhuman #humanity #classicalastrology #modernastrology #theplanets #solarsystem #perception

Daily Dose of Hope June 24, 2024 Day 2 of Week 13   Scripture:  Deuteronomy 32-34; Psalm 13; Luke 13   Welcome back to the Daily Dose of Hope, the devotional and podcast that complements the New Hope Church Daily Bible Reading plan.  Today, we conclude the book of Deuteronomy.  Good job, everyone!  It's been a journey walking through this Scripture.  I would love to hear some of your big takeaways from this book.   It's chapter 32 and it's time for Moses to step aside and allow God to commission Joshua for the job of leading the Israelites into the promised land.  (Just FYI...Moses was forty years old when he left Egypt and fled for Midian, eighty years old at the time of the exodus, and now he is one hundred twenty years old as the people are about to enter Canaan.)  Over the years, Moses was an effective leader for the people, essentially a mouthpiece for God in many ways.  The people knew him and listened to him.  Thus, it was so important for the people to repeatedly hear that Joshua was God's chosen successor for Moses and that God would offer Joshua divine presence and protection.  A change in leadership can be difficult and this was a big one!  The people had been following Moses for forty years.  He had carried them through some pretty tough situations, usually of their own making.  Now, it's Joshua's time to lead.  We don't get much insight into what Joshua is thinking but my guess is he's a little nervous and also a little excited.  The shoes he is filling are big, the job is very important, and let's be honest, the people are difficult.  While he knew this would be his destiny for years, it's different when it's finally right before him.    In chapter 33, God gives Moses his final instructions before the torch is passed to Joshua and Moses passes away.  He is to teach the people the words to a song (32:1-33) which was intended to serve as a witness to the covenant that God was entering into with the people.  This was a normal element in mid-east treaties.  What God was agreeing to was available for all to see.  The song also would serve as a reminder for the people of what they agreed to and it was intended to be repeated and sung for years to come.  Moses gathers the people to teach them the song and tells them to take the words of the song, as well as the whole law, to heart.  He stresses, "these are not just idle words for you-they are your life."  The people needed to live and breathe these words because they represented their relationship with God.  If the words were not on the forefront of their mind, then they would drift and fall out of covenant.  Truly, these words were life for them.  I couldn't help but think about how we also have access to God's Word through Scripture.  The words of the Bible are not idle words but truly life for us.  It's through God's Word that we get to know God and hear his voice. When we fail to read Scripture regularly, then we also are tempted to drift away and break covenant with God.  How important it is to stay connected to the words of life and allow them to soak down deep within us. Moses' final act before death was to bestow blessings on the tribes of Israel.  He has led these people for forty years.  I'm sure his emotions were strong as he spoke these blessings to the people he shepherded and loved.  Bestowing blessings before death was a common tradition at the time.  Think of Jacob and Esau competing for their father's blessing on his deathbed.  There was some prophetical element to the blessings but also Moses was sharing his own thoughts about each tribe as he blesses them.  These are words the people can hold onto and remember as they transition to a new place and way of life.  It's always been interesting to me what famous people say on their deathbed.  In mid-east tradition, it was important to impart blessings on those you love most.  In Western tradition, we tend to focus on the final words spoken by a person.  John Wesley's last words were, “Best of all, God is with us.”  What an amazing legacy to leave.  D.L. Moody's last words are reported to be, “If God be your partner, make your plans large.”  Regardless of what one's final words are, they are only important if one has lived life well.  Living well often leads to dying well.  If we live in the knowledge of God's saving grace, then we also can die in the knowledge of God's saving grace. Chapter 34 is the final chapter of the book of Deuteronomy.  Moses has seen the people tot  he edge of the promised land, he has ensured that the covenant between the people and God has been renewed, and he has commissioned Joshua to succeed him.  He is ready to die in peace.  This chapter speaks to the love the people have for Moses.  But it also speaks to the kind of man that Moses was and the Godly life he led.  The Scripture states that no prophet has risen up that did the mighty things that Moses did.  He lived life boldly, obediently, and got to experience the wondrous deeds of God.  Moses had an incredible legacy. I often say that at the end of our lives, only three things matter: who we've loved, who's loved us, and what we have done for the Lord.  Moses came to the end of his life and did well in each of those categories.  What about your life?  Is there an area that needs work? Will you have regrets or be satisfied and thankful?  As we close out the book of Deuteronomy, take some time to reflect on these questions.  What kind of legacy will you leave? Take some time to read the psalm and Luke 13.  I'm not going into great depth about them because I feel like this Deuteronomy passage leaves us a lot to reflect on and pray about. Blessings to all of you, Pastor Vicki  

In continuation of the animal A through Z podcast series, today's episode is about the seal. The seal is sometimes considered the class clown of the marine animals, symbolizing humor, ease of movement, good fortune, playfulness, joy, intuition, inner guidance, adaptations, resilience, and connection to the spirit round. These fascinating creatures are found in oceans throughout the world, including places as cold as the Arctic and Antarctica. The Seal's streamline bodies allow them to move swiftly and effortlessly through the water. There are webbed flippers enable them to navigate with precision and agility. The dense oily fur keeps them warm and dry by repelling water and providing insulation. They also have the ability to hold their breath for very long periods of time, allowing them to withstand extreme conditions of deep sea diving with their endurance. Seals play a crucial role in the marine ecosystem. As what we call a keystone species, they maintain a balance of marine food webs by controlling populations of their prey species of fish and squid. Seals have appeared in various myths and folklore. In Celtic tradition, they were believed to be selkies… mythical beings who could transform from seals to humans. In some Native American traditions, seals are considered powerful spirit guides, symbolizing protection, transition, and guidance during journeys. In Western children's literature, they are often portrayed as representing innocence, friendship, and whimsical adventure.  So call in seal medicine into your life for joy and balance, strength, perseverance, and the ability to go with the flow. Call in the seal! “Call IT in With Dar!”Support the showPhoto credit: Rebecca Lange Photography Music credit: Kevin MacLeod Incompetech.com (licensed under Creative Commons) Production credit: Erin Schenke @ Emerald Support Services LLC. Grab Dar's Flight Deck Oracle Card Deck

Ayurveda has been around for over 3,000 years. It's a deeply rooted, traditional system of Indian medicine that's still a favored form of healthcare in large parts of the Eastern world.  It incorporates every single thing that you possibly need to know about how to create the most balanced, optimal, wonderful body, mind and spirit. And literally means longevity (Ayur) and knowledge (Veda).  In Western medicine we're constantly focused on a disease and a cure. Finding something ‘bad' and making it go away. But what if our way of life and healthcare was focused on balance, nourishment, and the joy of feeling ‘well'?  In the latest episode of The Darin Olien Show, I sit down with Radhi Devlukia-Shetty, a plant based cook and ayurvedic student. Together we discuss the medicinal power of spices, such as nutmeg for restful sleep. The impact of daily practices like breathwork, meditation, and abhyanga (self-body massage). And personalized routines that embrace your unique nature for vitality and balance, including understanding your dosha.  Radhi Devlukia-Shetty is a plant based cook and recipe developer, mission-driven entrepreneur, well-being enthusiast, and a trained dietitian, nutritionist and ayurvedic student. Through her love of food she's on a mission to bring more joy into your life, more spice into your kitchen and more vitality into your body.    What we discuss… (00:00) - Ayurveda and how to love of food can transform your health and relationship with yourself  (08:58) - Essential daily practices for health and well-being - transformative meditation, nourishment, reducing inflammation, digestive health (19:29) - Exploring Ayurveda and the joys of plant-based eating  (23:41) - How to approach individualized healing through an Ayurvedic lens (28:15) - How understanding your dosha can optimize your health - through insights into temperament, dietary, and physical needs (42:58) - Watching out for nightshades in your diet - and what to do with them to lessen their effects  (57:48) - Finding balance and moderation in a world so desperate for us to be in pursuit of excess  …and more!   Don't forget: You can order now by heading to darinolien.com/fatal-conveniences-book or order now on Amazon.   Thank you to our sponsors: Manna Vitality: Go to www.mannavitality.com and use code DARIN12 at checkout for 12% off. Therasage: Go to www.therasage.com and use code DARIN at checkout for 15% off Viva Barefoot: Vivo Barefoot: Get 15% off your first Vivobarefoot order with DARINV15 at www.vivobarefoot.com Cymbiotika: Visit Cymbiotika.com and use your exclusive code DARIN for 15% off.   Find more from Darin: Website: https://darinolien.com/ Instagram: https://www.instagram.com/Darinolien/ Book: https://darinolien.com/fatal-conveniences-book/ Down to Earth: https://darinolien.com/down-to-earth/   Find more from Radhi: Website: https://radhidevlukia.com/ Instagram: @radhidevlukia  YouTube: @radhidevlu Pre-Order the Book: https://www.joyfullbook.com/  

Imagine feeling perfectly healthy and heading to your doctor for a simple cholesterol check, only to be told your blood work indicates that you may have an extremely rare, aggressive form of cancer. This is how most people are diagnosed with T-cell prolymphocytic leukemia (T-PLL). Dr. Marco Herling specializes in this type of cancer and shares his insights with listeners. Press play to learn: The difference between leukemia and lymphoma How the study of T-cell prolymphocytic leukemia (T-PLL) has led to a change in its name, and why it matters The most common physiological findings in patients who end up with a T-PLL diagnosis Why T-PLL is mostly a disease of the elderly, and the one exception Dr. Herling is an adjunct assistant professor in the Department of Hematopathology at the MD Anderson Cancer Center who was drawn to the study of T-PLL precisely because it is so rare and so understudied. In fact, he explains that most doctors struggle to diagnose it correctly and refer patients to the proper treatment. This lack of understanding exists even in large-volume academic centers and major university hospitals. In Western and European countries, the incidence of T-PLL is low, at about one to two cases per one million each year. “International networking is of the essence in order to make progress in this disease,” says Dr. Herling. He explains how T-PLL is generally diagnosed, the signs and symptoms of the disease, theories about why and how it develops, and possible ways to detect and eliminate it earlier on. He also talks about the current efforts being made to further the study and understanding of T-PLL, which hold promise for an eventual effective treatment. Interested in learning more? Tune in, and visit https://herlinglab.com/. Episode also available on Apple Podcasts: http://apple.co/30PvU9C

In Western culture, drinking alcohol has become a societal norm. Drinking is often used during times of celebration, for relaxation purposes, and to socialize with others. Not only is alcohol one of the most utilized drugs, it also the most accessible. On today's show, we're going to uncover the health risks and benefits of drinking alcohol. You're going to hear the peer-reviewed data on exactly how drinking alcohol impacts human metabolic health and longevity. We'll talk about how the body processes alcohol, and how alcohol consumption can impact biological functions like fat-burning, hormone balance, and the microbiome. You'll learn about the links between drinking and risks for developing diseases like cancer and Alzheimer's disease. We'll discuss how drinking can impact sleep quality, cognitive health, and so much more. You'll also learn some practical tips and tools you can use to mitigate some of alcohol's harmful effects. I hope this episode arms you with the information to make more empowered decisions about alcohol consumption. In this episode you'll discover: The history of humans consuming alcohol. Why alcohol is a macronutrient. What the early uses of alcohol were. Why beer and wine have less than 15% alcohol by volume. The origin of the word spirits. What happens in the body when alcohol is consumed. How consuming dietary fat impacts the processing of alcohol. The effects of drinking alcohol on the metabolism. How drinking alcohol impacts longevity. Why alcohol consumption decreases our ability to burn fat. How alcohol impacts hunger hormones. The metabolic effects of drinking sugary alcoholic beverages. How excessive drinking can create hormone imbalances. The truth about resveratrol in red wine. How drinking alters the microbiome. The connection between drinking alcohol and cancer. What DNA methylation is. Why drinking and leaky gut are linked. How alcohol consumption can disturb sleep quality. Items mentioned in this episode include: PiqueLife.com/model -- Get 15% off any subscription + a free starter kit! Onnit.com/model -- Save an exclusive 10% on performance supplements & tools! How Our Genes Impact Viruses with Dr. Ben Lynch – Episode 558 How to Eat to Beat Disease with Dr. William Li – Episode 345 How Neuroscience is Transforming Psychiatry with Dr. Daniel Amen – Episode 400 Time Restricted Eating Transforms Your Brain with Dr. Andrew Huberman – Episode 524 Use Neuroscience to Optimize Your Longevity with Dr. Lisa Mosconi – Episode 596 Join TMHS Facebook community - Model Nation Be sure you are subscribed to this podcast to automatically receive your episodes:  Apple Podcasts Stitcher Spotify Soundcloud Download Transcript  

The language of vocation comes from the Latin “vocari”: “calling.” It is a word we use often at On Being as a pointer for the way forward. In Western culture, vocation has long been equated with work and with job title. But each of us is called not merely to be a professional, but to be a friend, neighbor, colleague, family, citizen, lover of the world. We are called to creativity and caring and play and service for which we will never be paid — or never be paid enough — but which will make life worth living. And each of us imprints the people in the world around us, breath to breath and hour to hour, as much in who we are and how we are present as in whatever we do. Just as there are callings for a life, there are callings for our time. Every surface of fracture in our world notwithstanding, for us all of life is being revealed in its insistence on wholeness: the organic interplay between our bodies, the natural world, the lives we make, the worlds we create. It is the calling of callings to make that vivid and practical and real, starting inside ourselves and with the lives we've been given.______________Consider picking up a journal, or something to record with, when you sit down or step out to listen to this episode. Take it, and the prompts below, as a companion in listening and your life beyond listening. Also: you might invite someone(s) to join you.Ponder:Begin to make a list, to muse and write about what in your life is in the category of vocation — your multitudinous callings as a human being. Perhaps as a professional person, but also as a friend, colleague, family, citizen, creative, lover of the world. How would you begin to name and work through your calling for our time?Practice:Open wide your imagination, your heart, your energy, your will, to the possibility of wholeness. Walk through your days looking around for and making note of emergent visions and practices of wholeness and wisdom even amidst fracture.Every surface of fracture in our world notwithstanding, all of life is being revealed in its insistence on wholeness.______________Talk to us:Instagram: @onbeing Twitter: @kristatippett Email: artofliving@onbeing.org