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Quelqu'un qui taxera les biens de consommations selon la pollution que génère leur production. Quelqu'un qui pourra mettre un coût une taxe sur les activités qui posent préjudice à l'humain et à la planète. Tant que ces coûts seront absents, les compagnies lire personnes morales psychopathes vont continuer de tuer la planète et faire souffrir une grande partie des humains.
Il est certain que le comportement irresponsable des institutions religieuses et de certains gouvernement sur le surpeuplement n'aide pas On peut difficilement souscrire à un projet souveraineté par exemple en ne basant les raisons que sur la langue et la culture ou même par dépit du gouvernement fédéral.
Avec cette façon de faire, on obtiendra toujours divison et inconfort diviser pour mieux régner qu'il disait! Il faut fonder un projet sur des raisons plus nobles et plus pratiques.
Signer un chèque en blanc à quelque gouvernement que ce soit est impensable: Présentement, la façon de se conduire du gouvernement est hodieuse et pitoyable. On nous prend pour des imbéciles en nous donnant des bonbons insignifiants en façade pour ensuite user de moyens détournés comme augmenter les tarifs d'électricité pour finalement se ramasser avec une hausse d'impôt déguisée.
Ça écoeure le monde et ça augmente notre mépris envers les politicien. Voici où conduisent les promesses électorales irresponsables. Voici où conduisent les faux dialogues et les faux débats.
Et les petits partis qui ne sont pas invités aux débats peuvent avoir des bonnes idées soit dit en passant Et SVP, que le gouvernement fasse preuve de plus d'ouverture et qu'il consulte le peuple sur les dossiers fondamentaux.
Ce n'est pas parce qu'on est élu que tout ce qu'on fait est légitime. C'est encore un autre point qui attise la haine envers les politiciens. Oui il faut se dépêcher d'agir à cause de ce qui s'en vient: Le vieillissement de la population et la dénatalité vont miner notre qualité de vie si nous n'agissont pas de façon responsable maintenant. Et la dette du Québec devra être adressée. Le gouvernement devra aussi contrer le gaspillage et la maladie des "projets gonflables".
Le peuple est déjà en train de se dire que le CHUM va probablement encore nous coûter 10 fois le prix pour engresser les copains Tout ça au lieu d'être content d'un grand projet au Québec. J'ai travaillé pour une société d'état pendant plusieurs années, je sais de quoi je parle Boisclair et je nous souhaite que vous deveniez le grand leader dont nous avons tant besoin!
Si jamais vous vous approchez du pouvoir, vous devrez être capable de calmer vos troupe et de les rendre plus pragmatiques. Vous devrez aussi convaincre les requins de laisser vivre un tout petit peu les "petits poissons". Pas besoin d'avoir des milliards en banque pour être heureux mais ça prend cependant un minimum pour vivre Je crois que la population peut suivre son leader si tout le monde sans exception est mis à contribution de façon équitable.
J'espère que vous apprendrez la vraie signification de mot "leader". Every night just before bed, he read 10 letters pulled from the 20, that Americans sent to him each day. The notes reminded him of why he wanted to be president, he liked to say. He called them his most intimate link to the people he governed. Gone were the post-inaugural thank you notes. People wrote because their problems demanded immediate attention, and yet the process of governing the nation was so slow that Obama sometimes felt powerless to help them.
Many other times, he had forwarded letters to government agencies or Cabinet secretaries after attaching a standard, handwritten note that read: I had learned firsthand that people tended to write to the president when their circumstances turned dire, sealing a prayer into an envelope as a matter of last resort.
Months after these people wrote to the president, when I mentioned their letters to Obama, he remembered the details of their lives.
Their letters had shaped his speeches and informed his policies, but it was their personal stories that stuck with him. He became familiar with many of the same issues that would flood his mail 25 years later: He was skinny and boyish, a good listener, if still a bit naive; and some of the older women in the housing projects made a habit of inviting him into their homes and cooking for him.
He looked around their apartments, keeping a log of maintenance issues, and then delivered that list to the landlords. He helped arrange meetings with city housing officials to talk about asbestos problems. He established a tenants rights organization, founded a job-training program and led a tutoring group that prepared students for college. A collection of cartoons of the president.
President Obama has proposed a jobs plan, but there's only one job the GOP wants. Now he was the most powerful politician of all — but fixing problems seemed more difficult and satisfaction more elusive. He had yet to make progress on key campaign promises to reform education and immigration.
Just this past week, his jobs bill failed to move forward in the Senate. Meanwhile, the letters kept coming. The president said he wondered whether a community organizer might have an easier time responding to them. An aide walked into the Oval Office and pointed at her watch.
Our time was up. The day was almost over. Later that night, he would sit down on his couch, open the folder and find missives from rural Arkansas and downtown Detroit, notes of inspiration and devastation. He would read all 10 letters and reply to one or two. Sending a response still allowed him to provide one thing immediate and concrete. Nell'Himalaya indiana, 17 gennaio Posso guardare le montagne senza il desiderio di scalarle.
Quand'ero giovane le avrei volute conquistare. Ora posso lasciarmi conquistare da loro. Le montagne, come il mare, ricordano una misura di grandezza dalla quale l'uomo si sente ispirato, sollevato. Per questo siamo attratti dalle montagne. Per questo, attraverso i secoli, tantissimi uomini e donne sono venuti quassù nell'Himalaya, sperando di trovare in queste altezze le risposte che sfuggivano loro restando nelle pianure.
Era accompagnato da un discepolo, anche lui un rinunciatario. Io ci vengo, come questa volta, a cercare di mettere un po' d'ordine nella mia testa. Forse è solo la voce del buonsenso, ma è una voce vera. Le montagne sono sempre generose. Mi regalano albe e tramonti irripetibili; il silenzio è rotto solo dai suoni della natura che lo rendono ancora più vivo. L'esistenza qui è semplicissima. Scrivo seduto sul pavimento di legno, un pannello solare alimenta il mio piccolo computer; uso l'acqua di una sorgente a cui si abbeverano gli animali del bosco - a volte anche un leopardo -, faccio cuocere riso e verdure su una bombola a gas, attento a non buttar via il fiammifero usato.
Qui tutto è all'osso, non ci sono sprechi e presto si impara a ridare valore ad ogni piccola cosa. La semplicità è un enorme aiuto nel fare ordine. Per questo è importante, secondo me, riportare ogni problema all'essenziale. Se si pongono le domande di fondo, le risposte saranno più facili. Vogliamo eliminare le armi?
Prima risolviamo la questione morale. Quella economica l'affronteremo dopo. O vogliamo, prima ancora di provare, arrenderci al fatto che l'economia determina tutto, che ci interessa solo quel che ci è utile? Perché non cercare di cominciarne una nuova? L'idea che l'uomo possa rompere col proprio passato e fare un salto evolutivo di qualità era ricorrente nel pensiero indiano del secolo scorso.
Il momento non potrebbe essere più appropriato visto che questo homo sapiens è arrivato ora al massimo del suo potere, compreso quello di distruggere sé stesso con quelle armi che, poco sapientemente, si è creato. Non ci sono dubbi che nel corso degli ultimi millenni abbiamo fatto enormi progessi. Siamo riusciti a volare come uccelli, a nuotare sott'acqua come pesci, andiamo sulla luna e mandiamo sonde fin su Marte. Ora siamo persino capaci di clonare la vita.
Eppure, con tutto questo progresso non siamo in pace né con noi stessi né col mondo attorno. Aria, acqua, terra e fuoco, che tutte le antiche civiltà hanno visto come gli elementi base della vita - e per questo sacri - non sono più, com'erano, capaci di autorigenerarsi naturalmente da quando l'uomo è riuscito a dominarli e a manipolarne la forza ai propri fini.
La loro sacra purezza è stata inquinata. L'equilibrio è stato rotto. Il grande progresso materiale non è andato di pari passo col nostro progresso spirituale. Da qui l'idea che l'uomo, coscientemente, inverta questa tendenza e riprenda il controllo di quello straordinario strumento che è la sua mente. Idee assurde di qualche fachiro seduto su un letto di chiodi?
Queste sono idee che, in una forma o in un'altra, con linguaggi diversi, circolano da qualche tempo nel mondo. Queste idee circolano nel mondo islamico, dilaniato fra tradizione e modernità, dove si riscopre il significato originario di jihad, che non è solo la guerra santa contro il nemico esterno, ma innanzitutto la guerra santa interiore contro gli istinti e le passioni più basse dell'uomo.
Per cui non è detto che uno sviluppo umano verso l'alto sia impossibile. Si tratta di non continuare incoscientemente nella direzione in cui siamo al momento. Questa direzione è folle, come è folle la guerra di Osama bin Laden e quella di George W. Tutti e due citano Dio, ma con questo non rendono più divini i loro massacri.
Immaginiamoci il nostro momento di ora dalla prospettiva dei nostri pronipoti. Guardiamo all'oggi dal punto di vista del domani per non doverci rammaricare poi d'aver perso una buona occasione. L'occasione è di capire una volta per tutte che il mondo è uno, che ogni parte ha il suo senso, che è possibile rimpiazzare la logica della competitività con l'etica della coesistenza, che nessuno ha ilmonopolio di nulla, che l'idea di una civiltà superiore a un'altra è solo frutto di ignoranza, che l'armonia, come la bellezza, sta nell'equilibrio degli opposti e che l'idea di eliminare uno dei due è semplicemente sacrilega.
Come sarebbe il giorno senza la notte? La vita senza la morte? Se Bush riuscisse, come ha promesso, a eliminare il Male dal mondo? Questa mania di voler ridurre tutto ad una uniformità è molto occidentale. Vivekananda, il grande mistico indiano, viaggiava alla fine dell'Ottocento negli StatiUniti per far conoscere l'induismo. Succederà anche a quello americano, tanto più se cercherà d'imporsi con la forza bruta delle sue armi, ora sofisticatissime, invece che con la forza dei valori spirituali e degli ideali originari dei suoi stessi Padri Fondatori.
I primi ad accorgersi del mio ritorno quassù sono stati due vecchi corvi che ogni mattina, all'ora di colazione, si piazzano sul deodar, l'albero di dio, un maestoso cedrodavanti a casa e gracchiano a più non posso finché non hanno avuto i resti del mio yogurt - ho imparato a farmelo - e gli ultimi chicchi di riso nella ciotola. Anche se volessi, non potrei dimenticarmi della loro presenza e di una storia che gli indiani raccontano ai bambini a proposito dei corvi.
Un signore che stava, come me, sotto unalbero nel suo giardino, un giorno non ne poté più di quel petulante gracchiare dei corvi. Ogni cosa è legata, ogni parte è l'insieme. Thich Nhat Hanh, il monaco vietnamita, lo dice bene a proposito di un tavolo, un tavolino piccolo e basso come quello su cui scrivo.
Il tavolo è qui grazie ad una infinita catena di fatti, cose e persone: Se un solo elemento di questa catena, magari il bisnonno del falegname, non fosse esistito, questo tavolino non sarebbe qui. Presto si son resi conto che anche questo ricadeva su di loro: Prima o poi, in una forma o nell'altra, il conto ci verrà presentato. O dagli uomini o dalla natura stessa.
Quassù, la sensazione che la natura ha una sua presenza psichica è fortissima. A volte, quando tutto imbacuccato contro il freddo mi fermo ad osservare, seduto su un grotto, il primo raggio di sole che accende le vette dei ghiacciai e lentamente solleva il velo dioscurità, facendo emergere catene e catene di altre montagne dal fondo lattiginoso delle valli, un'aria di immensa gioia pervade il mondo ed io stesso mi ci sento avvolto, assieme agli alberi, gli uccelli, le formiche: È il sentirsi separati da questo che ci rende infelici.
Come il sentirci divisi dai nostrisimili. Gli uni sono prigionieri, gli altri no; maStrada spera che le simili mutilazioni, le simili ferite li riavvicineranno. Il dialogo aiuta enormemente a risolvere i conflitti.
L'odio crea solo altro odio. Un cecchino palestinese uccide una donna israeliana in una macchina, gli israeliani reagiscono ammazzando due palestinesi, un palestinese si imbottisce di tritolo e va afarsi saltare in aria assieme a una decina di giovani israeliani in una pizzeria; gli israeliani mandano un elicottero a bombardare un pulmino carico di palestinesi, i palestinesi Finché son finiti tutti i palestinesi?
Ma tutto sarà inutile finché gli uni non accetteranno l'esistenza degli altri ed il loro essere eguali, finché noi non accetteremo che la violenza conduce solo ad altra violenza. Tutti assieme possiamo fare migliaia di cose. La guerra al terrorismo viene oggi usata per la militarizzazione delle nostre società, perprodurre nuove armi, per spendere più soldi per la difesa. Opponiamoci, non votiamo per chi appoggia questa politica, controlliamo dove abbiamo messo i nostri risparmi e togliamoli da qualsiasi società che abbia anche lontanamente a che fare con l'industria bellica.
Diciamo quello che pensiamo, quello che sentiamo essere vero: Parliamo di pace, introduciamo una cultura di pace nell'educazione dei giovani. Perché la storia deve essere insegnata soltanto come un'infinita sequenza di guerre e dimassacri? Io, con tutti i miei studi occidentali, son dovuto venire in Asia per scoprire Ashoka, uno dei personaggi più straordinari dell'antichità; uno che tre secoli prima di Cristo, all'apice del suo potere, proprio dopo avere aggiunto un altro regno al suo già grande impero che si estendeva dall'India all'Asia centrale, si rende conto dell'assurdità della violenza, decide che la più grande conquista è quella del cuore dell'uomo, rinuncia alla guerra e, nelle tante lingue allora parlate nei suoi domini, fa scolpire nella pietra gli editti di questa sua etica.
Una stele di Ashoka in greco ed aramaico è stata scoperta nel a Kandahar, la capitale spirituale del mullah Omar in Afghanistan, dove ora sono accampati i marines americani. Un'altra, in cui Ashoka annuncia l'apertura di un ospedale per uomini ed uno per animali, è oggi all'ingresso del Museo Nazionale di Delhi. Ancor più che fuori, le cause della guerra sono dentro di noi. Sono in passioni come ildesiderio, la paura, l'insicurezza, l'ingordigia, l'orgoglio, la vanità.
Cominciamo a prendere le decisioniche ci riguardano e che riguardano gli altri sulla base di più moralità e meno interesse. Facciamo più quello che è giusto, invece di quel che ci conviene. Educhiamo i figli ad essere onesti, non furbi. Alla lunga, anche questo fa una grossa differenza. È il momento di uscire allo scoperto, è il momento d'impegnarsi per i valori in cui si crede.
Una civiltà si rafforza con la sua determinazione morale molto più che con nuove armi. Soprattutto dobbiamo fermarci, prenderci tempo per riflettere, per stare in silenzio.
Spesso ci sentiamo angosciati dalla vita che facciamo, come l'uomo che scappa impaurito dalla sua ombra e dal rimbombare dei suoi passi. Più corre, più vede la sua ombra stargli dietro; più corre, più il rumore dei suoi passi si fa forte e lo turba, finché non si ferrea e si siede all'ombra di un albero.
Visti dal punto di vista del futuro, questi sono ancora i giorni in cui è possibile fare qualcosa. A volte ognuno per conto suo, a volte tutti assieme.
Questa è una buona occasione. Il cammino è lungo e spesso ancora tutto da inventare. Ma preferiamo quello dell'abbrutimento che ci sta dinanzi? O quello, più breve, della nostra estinzione?
Sia fuori che dentro. But as the field starts to grow, some worry that it could become just another fad. Issue 35 May Page By: Appreciation, apprehension, defensiveness, inadequacy, intimidation, resentment. Twenty midlevel executives at American Express Financial Advisors are gathered in a room at a conference center outside Minneapolis.
Each has been asked to try to convey a specific emotion -- by reading a particular statement aloud. The challenge for listeners is to figure out which emotion each speaker is trying to evoke.
It seems like a relatively straightforward exercise but only a fraction of the group comes anywhere close to correctly identifying speakers' emotions. Her comment prompts a discussion about the difficulty in the workplace of finding a balance between reasonable openness and respectful discretion. I don't want to be unsympathetic, but it makes me very uncomfortable,".
But I'm not really sure how to get the message across. Conversations like that one, focusing on the importance of emotions in the workplace , are occurring with greater frequency in all kinds of American companies. Inside American Express, training sessions on emotional competence take place at the Minneapolis facility several dozen times a year.
An unlikely pioneer in the field of emotional competence, AmEx launched its first experimental program in An eight-hour version of the course is now required of all of its new financial advisers, who help clients with money management.
During a four-day workshop, 20 participants are introduced to a range of topics that comprise an emotional-competence curriculum , including such fundamental skills as self-awareness, self-control, reframing, and self-talk.
Much of that material represents new territory for these businesspeople. Most attendees of these emotional-competence workshops are compelled to learn a new language for one simple reason: They're visiting a foreign land.
Over the past 50 years, large companies have embraced a business dictum that told workers to check their emotions at the door. A legacy from the days of "The Organization Man" and "The Man in the Gray Flannel Suit," this never-spoken but widely shared policy reflected the sensibility that frowned on employees who brought messy emotions and troubling personal issues to work.
Employees, for their part, complied with that prevailing mind-set. Until recently, the workplace was dominated by male employees -- and most of them were just as eager as their employers were to avoid the ambiguous complications and unexplored terrain of personal feelings. One notable exception to that tacit pact occurred in the s and early s, when the influence of the human-potential movement prompted a brief corporate romance with such experiential techniques as sensitivity training and encounter groups.
But those approaches lacked the rigor to endure. Before long, business got back to business. A backlash set in, and the focus returned to no-nonsense training methods that were highly quantifiable, happily free of emotions, and demonstrably able to produce results that would show up on the bottom line.
Today, more than 20 years later, companies in a variety of industries are once again exploring the role of emotions in business. This renewed interest in self-awareness is, in part, the result of the rising corporate power of baby boomers. The increasing presence of women in the workplace and the higher comfort level they bring to the territory of emotions have also nudged companies in this direction.
And the arrival of the new economy has made companies realize that what they need from their workers goes beyond hands, bodies, and eight-hour days. While the field of emotional competence appears to have emerged overnight,. In , Reuven Bar-On, 56, a psychologist who practices in Israel, first coined the term "emotional quotient," or EQ. I became interested in the basic differences between people who are more or less emotionally and socially effective in various parts of their lives -- in their families, with their partners, in the workplace -- and those who aren't.
He then developed a tool that assessed strengths or deficits, based on those factors. A diminutive, bearded man with a genial style, Bar-On, now a research fellow at Haifa University, is a meticulous researcher who has gathered more scientifically validated data worldwide about emotional intelligence than anyone in his field has.
His work has recently focused on developing EQ "profiles," which reveal the specific competencies that characterize high performers in a range of professions. In , he launched the EQI, a self-administered test designed to assess specific emotional competencies. But if Bar-On pioneered the field , Daniel Goleman, 54, formerly a behavioral- and brain-sciences writer for the "New York Times," brought it to popular attention.
Drawing on the work of two academic psychologists, John D. The book became an instant best-seller -- with more than 5 million copies in print worldwide -- and sparked inevitable criticism from Mayer and Salovey, who believed that Goleman distorted their work and made sweeping claims about the benefits of emotional intelligence.
Goleman has gone on to advance the case for emotional competence in the workplace. He published a second book, "Working with Emotional Intelligence" Bantam, , aimed specifically at businesspeople. He then authored two articles for the " Harvard Business Review. Later, he began working with the Hay Group, a Philadelphia-based consulting firm that specializes in human-resource issues, to deliver emotional-intelligence training.
All of this should come as welcome news to residents of the new economy. Companies can continue to give top priority to financial performance -- but many now also realize that technical and intellectual skills are only part of the equation for success.
A growing number of organizations are now convinced that people's ability to understand and to manage their emotions improves their performance, their collaboration with colleagues, and their interaction with customers. After decades of businesses seeing "hard stuff" and "soft stuff" as separate domains, emotional competence may now be a way to close that breach and to produce a unified view of workplace performance.
But like other good ideas that started in psychology and later found new applications in business, emotional competence is confronting the challenge of its own sudden popularity. Increasingly, emotional competence is being sold as a solution to each of the categories for which companies have training budgets, from leadership to motivation to leveraging diversity -- competencies that are emotional only by the most ambitious of stretches.
The emerging field has sparked the almost inevitable scramble to cash in on the spreading claims of its potential applications. As emotional competence grows in application, so do the questions. Are these new dimensions of emotional competence genuine and verifiable categories? Can they be effectively taught and measurably improved? And what is the risk that emotional competence will veer badly off course and end as the next short-lived fad? In fact, the company launched its program in as a possible solution to a simple business problem that defied a logical solution.
More than two-thirds of American Express clients were declining to buy life insurance, even though their financial profiles suggested a need for it. Jim Mitchell, then president of IDS, American Express's Minneapolis-based insurance division, commissioned a skunk-works team to analyze the problem and to develop a way to make life insurance more compelling to clients.
The team's findings took the company in an unexpected direction. The problem, the team discovered, wasn't with AmEx's product -- or even with its cost.
Put simply, the problem was emotional. Using a technique called " emotional resonance ," the team identified the underlying feelings that were driving client decisions.
But the team's second finding proved the clincher: The company's financial advisers were experiencing their own emotional issues. The result was a vicious cycle. When clients expressed negative feelings, advisers had been trained to press harder.
But this hard-sell approach only exacerbated clients' emotional conflicts, increasing their discomfort and distrust. In turn, advisers experienced more distress, stemming from their mandate to apply high-pressure tactics, which made them feel unethical. Ultimately, they became reluctant to try to sell life insurance at all. At the same time, interviews with AmEx's most-successful advisers revealed that they took a very different approach to their jobs.
They tended to take the perspective of their clients, which enabled them to forge trusting relationships. They were also more connected to their own core values and motivations for selling insurance in the first place. Perhaps most important, they were more aware of their own feelings, better able to manage those feelings, and more resilient in the face of disappointment.
One group of financial advisers received 12 hours of training to help them understand their emotions better, while the other group received no training and served as the control. The training, called Focus on Coping Under Stress , was relatively brief -- only 12 hours -- and relatively narrow in design. It used techniques to increase AmEx salespeople's awareness of their emotions, gave them tools to change negative emotions into positive ones, offered ways to rehearse mentally before stressful events, and provided a way to identify deeper personal values that motivated them at work.
At the end of the study, Cannon's team compared the sales results of the two groups: In addition, the trained group, in contrast to the control group, showed significant improvement in coping capacity, as measured on standardized psychological tests. Advisers, in short, had become more emotionally competent. After Cannon's team made adjustments to the program, including recasting it as emotional-competence training, a second, more-detailed project was launched to assess sales results.
The group that participated in the more-detailed study improved its sales by While Cannon's group quickly acknowledged that the sample was too small to be statistically significant, the results did suggest that even a modest, short-term program aimed at teaching "soft skills" could have a noticeable impact on the bottom line. AmEx disbanded its skunk-works team in , but Cannon, convinced that the group was on to something important, found a new source of support in Doug Lennick, 47, now an executive vice president of American Express Financial Advisors.
With the clean-cut, boyish looks of a high-school class president, Lennick had built his reputation at AmEx as a superstar salesman. Long before he learned about Cannon's program, Lennick had become something of a Stephen Covey-type figure in his own organization, spreading the word about self-improvement techniques and eventually writing up his ideas in two, short, folksy books published locally in Minneapolis: For all of his salesman's pithy aphorisms and upbeat exhortations, Lennick was also interested in people's interior lives -- and specifically in the role that emotions play.
An emotionally competent person performs better under pressure. With Lennick's support, Cannon gathered several colleagues and six outside psychologists to develop longer versions of the initial training. The focus broadened from improving people's coping capacity to training people in the skills of emotional self-awareness, emotional self-management, and emotional connection with others.
Lennick, in turn, mandated that all newly hired financial advisers receive an eight-hour version of the program as part of their job training. Since , more than 5, new advisers have had the training, and an additional "high potential" managers from other parts of AmEx have voluntarily enrolled in the full five-day course.
Cannon, who left American Express a year ago and now licenses emotional-intelligence training to corporations like Motorola, as well as to individuals, is modest but firm in her claims about the program that she helped to create. They come out seeing the world differently. For men, who are often talking about emotions for the first time, it opens a window.
They finally understand what their mothers and sisters and wives have been talking about all these years when they say, ' You don't communicate with me ,' and 'You never tell me what you're feeling. Secondo la Horney, infatti, se il bambino si trova a vivere in un ambiente sfavorevole in cui non vengono soddisfatti i suoi bisogni di affetto, di comprensione, di sicurezza, di riconoscimento, ecc.
In particolare possono strutturarsi tre tipologie diverse di personalità: Il marcato bisogno di approvazione e di protezione li porta ad inibire la propria aggressività, a sopravvalutare gli aspetti positivi delle persone che gli stanno vicino, a vivere secondo le aspettative degli altri, a considerarsi inferiore, ecc.
In essi è marcato il bisogno di eccellere, di raggiungere il successo ed il prestigio, di mostrare il loro potere e la loro forza sugli altri.
Gli individui appartenenti a questa categoria non desiderano né accomunarsi agli altri né lottare contro di loro, ma tenersi in disparte.
Ognuno, infatti, dovrebbe, a seconda delle situazioni, saper confidare negli altri, ma anche sapersi imporre e rimanere sé stesso.
I nostri conflitti interni. La maggior parte di noi che viviamo in questa difficile civiltà è intrigata nei conflitti qui descritti L'analisi non è l'unico mezzo per risolvere i conflitti interiori. La vita stessa rimane ancora l'autentica efficace terapista. Psicoanalisi e civiltà contemporane. E' una piccola notizia di qualche mese fa, ma sempre purtroppo attuale.
La scoperta è di un deputato dell'Ohio, Betty Sutton, il cui ufficio studi ha esplorato i database pubblici. Alla fine del , il numero è sceso a Ma si tratta solo di una media, ed è persino ottimistica. Infatti, nel solo sono state chiuse ben 8. In realtà, come precisa il deputato, non si tratta soltanto di aziende chiuse per problemi economico-finanziari. Molte di queste industrie hanno semplicemente chiuso i battenti in USA e trasferito tutta la produzione in Cina.
Volendo paventare il peggio, nel giro di trent'anni non ci sarà più una sola industria aperta in tutto il territorio statunitense , ma anche molto prima se consideriamo il fattore crisi e l'effetto a catena sull'indotto territoriale. Milioni di posti di lavoro persi , e soprattutto il Paese più energivoro e consumista del mondo che non produce più un bel nulla. Chi diavolo sta prendendo le decisioni, su questo pianeta?
President, The District Communications Group. In today's political discourse, it is commonplace for the left to berate major corporations for moving jobs overseas in order to pad profits through the use of cheap labor. It is an argument that easily fits into sound bites and is used to explain away rising unemployment and the death of manufacturing in America. The right, on the other hand, blames organized labor and a draconian tax code for preventing America from competing on an even playing field.
The truth, however, is much more complex. A recent eye-opening article in the New York Times examines Apple, one of our nation's great corporate icons, and discusses why the company had no choice but to produce their best-selling gadgets overseas. What I found most interesting about the article was that, according to Apple executives and other experts briefed on the matter, neither one of those political arguments carries much weight.
The reality is that Apple, adhering to a sound business model, strives to make the best products possible at a quality level that is second to none. Unfortunately, the workforce and infrastructure in the United States is not up to the task. I was surprised that there was no mention of a greedy corporate culture choosing to rely on slave labor, nor was there mention of organized labor making it impossible to have a flexible work force.
The reality is that Apple simply could not find enough skilled labor in the United States to make the complex technical products that are the reality in today's gadget-hungry marketplace. When Steve Jobs told President Obama that "those jobs aren't coming back," it was not because Apple couldn't make a profit manufacturing in America, it was because America simply did not have the labor and capital resources to build an iPhone.
According the article, more than 8, industrial engineers are required to oversee the iPhone supply chain. In the United States, it would have taken nine months to find that many engineers. In China, it took 15 days. That is a damning indictment of the American education system if a company cannot find enough skilled workers to build an iPhone.
Skilled workers are supposed to be America's strength, while the common explanation is that our lack of unskilled workers and uncompetitive wages are the real problem. While a lack of American skilled labor is a hindrance, it is our nation's lack of infrastructure that makes managing a fast-paced, flexible, and highly technical supply chain extremely difficult. According to Apple executives quoted in the article, "Asian supply chains have surpassed what's in the U.
Putting the political rhetoric aside, our nation has some soul searching to do if it really intends to compete in a globalized economy.
If America's leaders want to see us regain our manufacturing dominance, the answer is not as easy as "right-to-work" laws, a changing tax code, or currency manipulation. Germany, for example, has proven that it can make quality exports and still pay decent wages and benefits to its workers. The real answer lies in teaching Americans the skills they need to compete globally, such as vocational schools focusing on supply-chain manufacturing and a focus on the type of industrial engineering required for large-scale production.
Finally, we need a public policy environment where emphasis is placed on infrastructure modernization, allowing us to produce and move goods much more quickly and flexibly. This means an upgraded rail infrastructure, smart power grids, incentives to build modern factories, and an investment in energy production that will reduce the cost of doing business.
With more than 14 million people seeking work in the U. Numerous politicians have stated that the number one concern of the U. There is no doubt that the U. However, often overlooked in the discussion is the fact that many U. The auto industry, for example, is doing very well in part because they have reduced labor costs dramatically over the last decade -- in fact, General Motors recently reported that its labor manufacturing costs have gone from 30 to 10 percent.
There are two reasons why General Motors, Ford and many others have significantly reduced labor costs. One, perhaps the most obvious, is the advancement of new technologies. Machinery and computers have replaced people throughout most modern facilities. Second, management innovations have reduced the need for labor and as a result require fewer employees.
Employee involvement, slim organization structure and work teams have made jobs more interesting, demanding and challenging while reducing the number of individuals needed.
Employees are now cross-trained; performing duties outside of their main focus including maintenance, set-up and operations management. They do not have to wait for someone to come to repair a machine or reprogram it; these services are now built into a company's strategic staffing plans.
The implication of the changes in technology and management for job growth. While there will be some growth, it will only extend to the degree that it is absolutely necessary in order for an organization to increase its production levels. Even when companies need to increase production levels, most are likely to add very few workers as they have learned to get along with less.
Ironically, this has cost but also saved U. Without the management innovations and technology advancements that have been adopted by U. Some might pose the question: Will they come back? This may happen to a limited degree however, many of these are low valued added jobs that are best done in low wage economies only likely to return to the U.
Overall, the combination of new practices has significantly transformed manufacturing in the U. Today, much of the manufacturing work that remains is high valued added and increasingly requires skilled labor. Gone to less developed, low wage economies are the labor intensive and low value added manufacturing positions that once accounted for. Designs for organizational excellence in the past meant that a goal for change was constant relative to the time in which change could be accomplished.
Efforts in adaptation would be around such goals that fostered relatively newer forms of stability. The root for change effectiveness was identified as the need for stability. That structure, strategy and organizational design had to simultaneously change as the environment changed was called out in Built to Change.
Sustainability of organizations now became inextricably intertwined with leadership as a team sport and shared goals and values were significant part of that journey. Management Reset is about embracing the complexity required to be a sustainable organization. Written for consultants who advise organizations on strategy and change, the authors want it to be read by academics who are concerned with organization design, organization development and change.
They consider it as the third major management reset since the beginning of the twentieth century. Command and Control CCO organizations responded to volume needs of capitalistic markets with bureaucratic controls. High Involvement organizations HIO showed the advantages of tapping into human beings latent potential in the second management reset. Few have appreciated thus far, how sharply we will have to deviate from management approaches of the past in order to be sustainable.
Fewer have explored its impact for strategy, structure, decision-making practices, human resource management and leadership. A Sustainably Managed Organisation SMO requires an integrated approach, far different from the fashion equivalent of putting lipstick on a pig.
The mindset for the CCO and the HIO is normally one of compliance , and the tension of interests between shareholders and larger stakeholders like society and natural resources remains. The amount of research and knowledge produced is also increasing, pushing the boundaries of change and innovation. The authors quote potential for being SMOs from among their researched organizations.
Patagonia, PepsiCo and Unilever are featured for example. The book points towards. What brought us here in terms of short-term thinking that focused selectively on the customer and shareholder will in this sense prevent us from reaching the SMO prototype. Change Acceleration towards SMO transformations is facilitated by models, language, frameworks and practices that help people talk about and discuss the relevance of change to their work.
Formal processes that facilitate learning from experience will be the key to both crucible experiences and the realization of the emerging identity of the organization. The interconnectedness of different social systems in a global world is brought about clearly in this book. It may take an evolved leadership team to embrace the message in this book. But as Steven P. Jobs of Apple spoke, President Obama interrupted with an inquiry of his own: Not long ago, Apple boasted that its products were made in America.
Almost all of the 70 million iPhones, 30 million iPads and 59 million other products Apple sold last year were manufactured overseas. Apple has become one of the best-known, most admired and most imitated companies on earth, in part through an unrelenting mastery of global operations. However, what has vexed Mr. Obama as well as economists and policy makers is that Apple — and many of its high-technology peers — are not nearly as avid in creating American jobs as other famous companies were in their heydays.
Apple employs 43, people in the United States and 20, overseas , a small fraction of the over , American workers at General Motors in the s, or the hundreds of thousands at General Electric in the s.
But almost none of them work in the United States. Instead, they work for foreign companies in Asia, Europe and elsewhere, at factories that almost all electronics designers rely upon to build their wares.
Apple executives say that going overseas, at this point, is their only option. One former executive described how the company relied upon a Chinese factory to revamp iPhone manufacturing just weeks before the device was due on shelves. New screens began arriving at the plant near midnight. Each employee was given a biscuit and a cup of tea, guided to a workstation and within half an hour started a hour shift fitting glass screens into beveled frames. Within 96 hours, the plant was producing over 10, iPhones a day.
Similar stories could be told about almost any electronics company — and outsourcing has also become common in hundreds of industries, including accounting, legal services, banking, auto manufacturing and pharmaceuticals. But while Apple is far from alone, it offers a window into why the success of some prominent companies has not translated into large numbers of domestic jobs.
Profits and efficiency have trumped generosity. Companies and other economists say that notion is naïve. Though Americans are among the most educated workers in the world, the nation has stopped training enough people in the mid-level skills that factories need, executives say.
To thrive, companies argue they need to move work where it can generate enough profits to keep paying for innovation. Doing otherwise risks losing even more American jobs over time, as evidenced by the legions of once-proud domestic manufacturers — including G. And, ultimately, they say curing unemployment is not their job.
In , a little over a month before the iPhone was scheduled to appear in stores, Mr. Jobs beckoned a handful of lieutenants into an office. For weeks, he had been carrying a prototype of the device in his pocket.
Jobs angrily held up his iPhone, angling it so everyone could see the dozens of tiny scratches marring its plastic screen, according to someone who attended the meeting.
He then pulled his keys from his jeans. People will carry this phone in their pocket, he said. People also carry their keys in their pocket. The only solution was using unscratchable glass instead. After one executive left that meeting, he booked a flight to Shenzhen , China. Jobs wanted perfect, there was nowhere else to go.
For over two years, the company had been working on a project — code-named Purple 2 — that presented the same questions at every turn: And how do you design it at the highest quality — with an unscratchable screen, for instance — while also ensuring that millions can be manufactured quickly and inexpensively enough to earn a significant profit?
The answers, almost every time, were found outside the United States. Though components differ between versions, all iPhones contain hundreds of parts, an estimated 90 percent of which are manufactured abroad. Advanced semiconductors have come from Germany and Taiwan, memory from Korea and Japan, display panels and circuitry from Korea and Taiwan, chipsets from Europe and rare metals from Africa and Asia. And all of it is put together in China.
A few years after Apple began building the Macintosh in , for instance, Mr. But by , Apple had largely turned to foreign manufacturing. Cook , who replaced Mr. Jobs as chief executive last August, six weeks before Mr. Most other American electronics companies had already gone abroad, and Apple, which at the time was struggling, felt it had to grasp every advantage.
In part, Asia was attractive because the semiskilled workers there were cheaper. For technology companies, the cost of labor is minimal compared with the expense of buying parts and managing supply chains that bring together components and services from hundreds of companies. The impact of such advantages became obvious as soon as Mr.
Jobs demanded glass screens in For years, cellphone makers had avoided using glass because it required precision in cutting and grinding that was extremely difficult to achieve. Apple had already selected an American company, Corning Inc. But figuring out how to cut those panes into millions of iPhone screens required finding an empty cutting plant, hundreds of pieces of glass to use in experiments and an army of midlevel engineers. It would cost a fortune simply to prepare. Then a bid for the work arrived from a Chinese factory.
The Chinese government had agreed to underwrite costs for numerous industries , and those subsidies had trickled down to the glass-cutting factory. It had a warehouse filled with glass samples available to Apple, free of charge. The owners made engineers available at almost no cost.
They had built on-site dormitories so employees would be available 24 hours a day. You need a million screws? That factory is a block away. You need that screw made a little bit different? It will take three hours. Foxconn - Wikipedia, the free encyclopedia. An eight-hour drive from that glass factory is a complex, known informally as Foxconn City, where the iPhone is assembled.
To Apple executives, Foxconn City was further evidence that China could deliver workers — and diligence — that outpaced their American counterparts. The facility has , employees, many working six days a week, often spending up to 12 hours a day at the plant. When one Apple executive arrived during a shift change, his car was stuck in a river of employees streaming past. Foxconn employs nearly guards to direct foot traffic so workers are not crushed in doorway bottlenecks.
While factories are spotless, the air inside nearby teahouses is hazy with the smoke and stench of cigarettes. The first truckloads of cut glass arrived at Foxconn City in the dead of night, according to the former Apple executive. Within three months, Apple had sold one million iPhones. Since then, Foxconn has assembled over million more. Another critical advantage for Apple was that China provided engineers at a scale the United States could not match.
Americans at that skill level are hard to find, executives contend. Some aspects of the iPhone are uniquely American. Crucial semiconductors inside the iPhone 4 and 4S are manufactured in an Austin, Tex. But even those facilities are not enormous sources of jobs.
The Samsung plant has an estimated 2, workers. It is hard to estimate how much more it would cost to build iPhones in the United States. But such calculations are, in many respects, meaningless because building the iPhone in the United States would demand much more than hiring Americans — it would require transforming the national and global economies. Other companies that work with Apple, like Corning, also say they must go abroad.
Manufacturing glass for the iPhone revived a Corning factory in Kentucky, and today, much of the glass in iPhones is still made there. So we build our glass factories next door to assembly factories, and those are overseas. Corning was founded in America years ago and its headquarters are still in upstate New York. Theoretically, the company could manufacture all its glass domestically. Asia has become what the U.
It was , and the facility near Sacramento employed more than 1, workers. It was a kaleidoscope of robotic arms, conveyor belts ferrying circuit boards and, eventually, candy-colored iMacs in various stages of assembly.
He and his wife had three children. They bought a home with a pool. At the same time, however, the electronics industry was changing, and Apple — with products that were declining in popularity — was struggling to remake itself.
One focus was improving manufacturing. A few years after Mr. Saragoza started his job, his bosses explained how the California plant stacked up against overseas factories: Rather it was costs like inventory and how long it took workers to finish a task. As the American economy transitioned from agriculture to manufacturing and then to other industries, farmers became steelworkers, and then salesmen and middle managers.
These shifts have carried many economic benefits, and in general, with each progression, even unskilled workers received better wages and greater chances at upward mobility. But in the last two decades, something more fundamental has changed, economists say. Midwage jobs started disappearing. Saragoza, with his college degree, was vulnerable to these trends. Then the robotics that made Apple a futuristic playground allowed executives to replace workers with machines.
Some diagnostic engineering went to Singapore. Saragoza was too expensive for an unskilled position. He was also insufficiently credentialed for upper management. He was called into a small office in after a night shift, laid off and then escorted from the plant.
He taught high school for a while, and then tried a return to technology. There were employment prospects in Silicon Valley, but none of them panned out. Saragoza, who today is 48, and whose family now includes five of his own. After a few months of looking for work, he started feeling desperate. Even teaching jobs had dried up. So he took a position with an electronics temp agency that had been hired by Apple to check returned iPhones and iPads before they were sent back to customers.
Some of that wealth has gone to shareholders. The bounty has also enriched Apple workers. As the company has grown, it has expanded its domestic work force, including manufacturing jobs. While other companies have sent call centers abroad, Apple has kept its centers in the United States. After two months of testing iPads, Mr. The pay was so low that he was better off, he figured, spending those hours applying for other jobs.
On a recent October evening, while Mr.Continue Reading