What happens when a practicing witch/astrologer (i.e., idolater) -- a former Lutheran minister -- suddenly meets Jesus? He learns a lot about Jesus in a hurry. This book is the second in a series of observations concerning commitment to Jesus and the state of the Christian religion today, flavored by flight from occultism and its fears and horrors, and written not to "instruct" but to share. It deals with topics as various as evolution, demons, and most importantly, the "born again" experience. It is unashamedly conservative in emphasis, as befits Christian commitment in the last days before the return of the Lord. The author's primary concern is that the meaning of Jesus' command, "You must be born again," must be understood once again for what it really means. The day of "interpreting" the Bible to make it say politically correct things is over; God will not tolerate that any longer. Maranatha! Come, Lord Jesus!
Yes, But How Do You Know? is an invitation to think philosophically through the use of sceptical ideas. Hetherington challenges our complacency and asks us to reconsider what we think we know. How much can we discover about our surroundings? What sort of beings are we? Can we trust our own reasoning? Is science all it is cracked up to be? Can we acquire knowledge of God? Are even the contents of our own minds transparent? In inviting, lucid prose, Hetherington addresses these questions and more, using scepticism to illuminate many perennial philosophical puzzles.
Shows that it is possible and necessary to meet the literacy learning needs of a diverse range of students with engaging practices that are both authentic and accountable.
"This book covers all the crucial issues of the church-planting task. It tells how to organize and grow the new church, working toward the ultimate goal of corporate reproduction."
Executives from The Second City—the world’s premier comedy theater and school of improvisation—reveal improvisational techniques that can help any organization develop innovators, encourage adaptable leaders, and build transformational businesses. For more than fifty years, The Second City comedy theater in Chicago has been a training ground for some of the best comic minds in the industry—including John Belushi, Bill Murray, Gilda Radner, Mike Myers, Steve Carell, Stephen Colbert, and Tina Fey. But it also provides one-of-a-kind leadership training to cutting-edge companies, nonprofits, and public sector organizations—all aimed at increasing creativity, collaboration, and teamwork. The rules for leadership and teamwork have changed, and the skills that got professionals ahead a generation ago don’t work anymore. Now The Second City provides a new toolkit individuals and organizations can use to thrive in a world increasingly shaped by speed, social communication, and decentralization. Based on eight principles of improvisation, Yes, And helps to develop these skills and foster them in high-potential leaders and their teams, including: Mastering the ability to co-create in an ensemble Fostering a “yes, and” approach to work Embracing failure to accelerate high performance Leading by listening and by learning to follow Innovating by making something out of nothing Yes, And is a must-read for professionals and organizations, helping to develop the invaluable leadership skills needed to succeed today.
Yes, But How Do You Know? is an invitation to think philosophically through the use of sceptical ideas. Hetherington challenges our complacency and asks us to reconsider what we think we know. How much can we discover about our surroundings? What sort of beings are we? Can we trust our own reasoning? Is science all it is cracked up to be? Can we acquire knowledge of God? Are even the contents of our own minds transparent? In inviting, lucid prose, Hetherington addresses these questions and more, using scepticism to illuminate many perennial philosophical puzzles.
SUMMARY: The nativity story as told by the angel Gabriel gives the prophetic account of the life and ministry of Jesus before His birth. It came to bring fulfillment the prophecies of Isaiah and Micah rendered 750 years earlier. The story has a very strident anti-abortion message since at the time of the annunciation Mary had not yet said yes to the angel Gabriel and God. All the events in the life of Jesus were already spelled out and so it was for John the Baptist, Jeremiah and for all of us. It is from that encounter and other texts, we know that life begins when God speaks it forth because His Word is spirit and life and not the prerogative of anyone not the least the Pro-lifers or those of Pro-choice. This work looks at the politics of choice; discuses when life begins and chronicles the landmark Supreme Court decision, Roe v. Wade, in 1973 that ushered in the current law of the land, which has led to the legalization of abortion as the law of the land in America. BIOGRAPHY: Dr. Bonaventure C. Okoro MD is an Internist in private practice in Toledo Ohio in the United States. Born in Nigeria, he did his medical education at the University of Medicine & Pharmacy in Cluj-Napoca Romania. After a brief practice in Nigeria, he did his training in Internal Medicine and Emergency Medicine at Howard University in Washington DC. Dr. Okoro now resides with his wife and four children in Ohio, USA and a member of Corner Stone church, a global ministry under the pastoral leadership of Bishop Michael Pitts. His time is spent in full time medical practice and is deeply involved in medical missionary work to different regions of the world.
A book lover once lent one of his prized volumes to a friend. The friend, upon returning it, confessed his puzzlement. As he had turned its pages, he had notice in the margins the cryptic initials YBH, followed by a question mark. YBH? So he asked his friend, "What is the meaning of that symbol you have jotted down in the margins of so many pages, YBH?"With a smile the book lover explained, "Oh, that means, 'Yes, but how?' I will be reading along, and I will agree with what the author writes, only to wonder about making his ideas work in life. 'Yes. But how?'"It's a good question, isn't it? "Yes. But how?" How do you change print into flesh-and-blood reality? How do you take a truth and translate it into action? YBH? So with ourselves. We want to be disciples of Jesus. We want to be productive Christians. We want to bear much fruit to the glory of God. We want all those gracious characteristics exhibited by our Lord to be reproduced in our own behavior.This book is intended to address ten essential principles of productivity and growth for those who take their Christian faith seriously and to answer that all-important question of application, "Yes, but how?" - Vernon C. Grounds
Dore Ashton has updated the bibliography and added a new concluding chapter to her classic study of the paintings and drawings of Philip Guston, the only study of his work completely authorized by the artist. Philip Guston (1913-1980) was one of the most independent of the painters whose work was loosely linked by the term "abstract expressionism" during the 1950s, and he baffled admirers of his lushly beautiful abstract expressionist paintings by moving abruptly in mid-career to gritty figurative paintings in an almost cartoon-like style. One of the few critics who saw this at the time as a progressive development in his work was Dore Ashton, who here analyzes Guston's paintings and drawings in the context of the cultural milieu in which he worked, illuminating the dilemma facing artists who try to live with, understand, and express both the ideals of art and the reality of the world. Dore Ashton has updated the bibliography and added a new concluding chapter to her classic study of the paintings and drawings of Philip Guston, the only study of his work completely authorized by the artist. Philip Guston (1913-1980) was one of the most independent of the painters whose work was loosely linked by the term "abstract expressionism" during the 1950s, and he baffled admirers of his lushly beautiful abstract expressionist paintings by moving abruptly in mid-career to gritty figurative paintings in an almost cartoon-like style. One of the few critics who saw this at the time as a progressive development in his work was Dore Ashton, who here analyzes Guston's paintings and drawings in the context of the cultural milieu in which he worked, illuminating the dilemma facing artists who try to live with, understand, and express both the ideals of art and the reality of the world.
We live in a culture—especially at work—that prefers harmony over discord, agreement over dissent, speed over deliberation. We often smile and nod to each other even though deep down we could not disagree more. Whether with colleagues, friends, or family members, the tendency to paper over differences rather than confront them is extremely common. We believe that the best thing to do to preserve our relationships and to ensure that our work gets done as expeditiously as possible is to silence conflict. Let’s face it, most bosses don’t encourage us to share our differences. Indeed, many people are taught that loyal employees accept corporate values, policies, and decisions—never challenging or questioning them. If we want to hold on to our jobs and move up in our organizations, stifling conflict is the safest way to do it—or so we believe. And it is not just with our bosses that we fear raising a dissenting opinion. We worry about what our peers and even our subordinates may think of us. We don’t want to embarrass ourselves or create a bad impression. We don’t want to lose others’ respect or risk rejection. We often associate conflict with its negative form—petty bickering, heated arguing, a bloody fight. But conflict can also be a source of creative energy; when handled constructively by both parties, differences can lead to a healthy and fruitful collaboration, creation, or construction of new knowledge or solutions. When we silence conflict, we avoid the possibility of negative conflict, but we also miss the potential for constructive conflict. Worse yet, as Leslie Perlow documents, the act of silencing conflict may create the consequences we most dread. Tasks frequently take longer or never get done successfully, and silencing conflict over important issues with people for whom we care deeply can result in disrespect for, and devaluing of, those same people. Each time we silence conflict, we create an environment in which we’re all the more likely to be silent next time. We get caught in a vicious “silent spiral,” making the relationship progressively less safe, less satisfying, and less productive. Differences get glossed over, patched over, and suppressed . . . until disaster happens. “Saying yes when you really mean no” is a problem that haunts organizations from start-ups to multi- nationals. It exists across industries, levels, and functions. And it’s exacerbated by a down economy, when the fear of losing one’s job is on everybody’s mind and the idea of allowing conflict to surface or disagreeing with others seems particularly risky. All too often, the conversation at work bespeaks harmony and togetherness, even though passionate disagreements exist beneath the surface. Leslie A. Perlow is a corporate ethnographer, an anthropologist of corporate culture. Anthropologists like Margaret Mead spend years in the field studying exotic cultures. Perlow does the same, although the field for her is the office and the exotic people are us—those who work in the world of organizations. But the end result is no less surprising or rich in insight. Whether it’s a Fortune 500 firm, small business, or government bureaucracy, Perlow provides a keen understanding of the hidden issues behind what people say (and don’t say). And more important, she shows how to create relationships where individuals feel empowered to express their genuine thoughts and feelings and to harness the power of positive conflict.
