Since then it has had many different forms, and been adapted to write many other languages. According to Roman legend, the Cimmerian Sibyl, Carmenta, created the Latin alphabet by adapting the Greek alphabet used in the Greek colony of Cumae in southern Italy.
This was introduced to Latium by Evander, her son. The earliest known inscriptions in the Latin alphabet date from the 6th century BC.
It was adapted from the Etruscan alphabet during the 7th century BC. The letters Y and Z were taken from the Greek alphabet to write Greek loan words. Other letters were added from time to time as the Latin alphabet was adapted for other languages. This is a version of the earliest known text in Latin.
It is known as the Duenos inscription, and was found on the Quirinal Hill in Rome by Heinrich Dressel, a German archaeologist, in It is thought to date from the 7th to 5th century BC. The next phase is directed towards making a deal based on the options available.
During the second phase, the essential activity is deciding what commitments should be made. The best advice is to invent first and to decide later. The result is misunderstanding. Making commitments is of critical importance in negotiations. There are two kinds of conmitments: positive and negative. In traditional bargaining one of the problems is that too often commitments are negative. According to Dr. The principle, therefore, is to make positive rather than negative commitments.
For example, in the Vancouver bus dispute the transit union made a negative commitment on the issue of part-time drivers. Their position was that they were opposed to this change that management wanted. A preferred alternative would have been for the union to say what positive measure they would be prepared to support in order to resolve the problem, i. The result would have been to bring the bargaining back to the issue of principle. And so we must know not only when to generate alternative solutions to a given problem but also what form is best to express our commitments.
Principled bargaining means that you treat your opponent in the same way that you would like to be treated. Principled bargaining is therefore the golden rule of negotiating because it prescribes an approach based on the best practices of the veterans in this field of confliet resolution. Principled bargaining is not a short cut or pat answer to complex problems. Being principled in bargaining does not mean being weak in the face of opposition.
There will still be fighting when either party thinks it can win more by fighting rather than co-operating. But the fighting will be more constructive and less damaging when the bargaining has been over principle and the justice of the situation.
In other words there are fair fights and there are unfair fights that are destructive and principled bargaining makes the difference. Do you use principled bargaining if your opponent does not? It will enhance your negotiating success if you work from interests and integrate and make timely and wise commitments. Principled bargaining presents an opportunity to make a difference in the success of our negotiations by using the power of rationality.
Notes I Dr. He co-authored, with Maureen R. Berman, the text The Practical Negotiator New Haven: Yale University Press, and is the only scholar to emphasize the value of "justice" in negotiations. See also, for a useful overview of the conflict, Edward McWhinnev. He has a narrold bandwidth, a high noise 1evel, is expensive to maintain, and sleeps eight hours out of every twenty-four. Nierenberg and Henry H.
Dean G. See also at p. Fisher and Fry, Getting to Yes, p. What about life and death crisis is negotiation smart for leaders in charge when every minute counts?
Do you have a more optimistic or pessimitic temperament? As Nobel Prize winner Daniel Kahneman found, Optimistic individuals play a disproportionate role in shaping our lives.
Their decisions make a difference; they are the inventors, the entrepreneurs, the political and military leaders — not average people. They got to where they are by seeking challenges and taking risks. They are talented and they have been lucky , almost certainly luckier than the acknowledge.
Life in Manihiki was very primitive with no electricity, running water, sewer, roads, trucks and stores. Our survival also depended on the infrequent interisland bringing supplies from Rarotonga.
But in early , the boats did not arrive and no supplies of food and necessities came for 4 months. We ran out of everything, including flour, salt and baby food. We became very hungry. We decided to take action and seek new sustenance by reaching our to Rakahanga a much bigger atoll 25 miles away. We divided the island into four and chose crews to sail four clumsy open boats. See the two atolls side by side.
This humanitarian mission created an unnecessary tragedy and loss of life. The boat for my part of the island was a tiny sloop, not longer than 16 foot, with a huge sail. It was barely seaworthy on the open ocean. Four of the seven died and Teehu Makimare my close friend is credited with saving the three remaining. He was selected from all the Commonwealth for showing the most courage and leadership of the highest order.
The images following are from his book. Sadly the apparent reason is hunger but the real answer is leadership failure. He decided to speak to Enoka again: "There, Enoka, I told you the others are sailing much closer to the wind. They are right, we are wrong, let us change course and follow them or we will be blown to the lee of Manihiki and have trouble getting in.
We were second into harbor on the outward journey: I know what I am doing. Get on with your job! Four men died of starvation. Three survived the terrible ordeal thanks to the heroic efforts of Teehu. Why did Enoka make this tragic mistake of leadership?
Did his leadership of the boat suffer from overconfidence and an unwarranted optimism? Recent research by Daniel Kahneman winning the Nobel Prize in economics offers a possible answer. Enoka likely was victim of his fast brain system and his cognitive and optimistic bias in the crisis moment. The book delineates cognitive biases associated with each type of thinking. From framing choices to people's tendency to substitute an easy-to-answer question for one that is harder.
Framing is also a key component of sociology, the study of social interaction among humans. The book highlights several decades of academic research to suggest that people place too much confidence in human judgment. This theory states that when the mind makes decisions, it deals primarily with Known Knowns, phenomena it has already observed. Finally it appears oblivious to the possibility of Unknown Unknowns, unknown phenomena of unknown relevance.
He explains that humans fail to take into account complexity and that their understanding of the world consists of a small and necessarily un- representative set of observations. Furthermore, the mind generally does not account for the role of chance and therefore falsely assumes that a future event will mirror a past event.
A plausible explanation of the Manihiki tragedy is that Enoka was victim of the fast brain cognitive bias for optimism in crisis. Teehu and the crew on the other hand became concerned using their slow thinking system taking account of known unknowns — the storm and the overweight of food. After my talk a student asked as optimists is there anything we can do to avoid the pitfalls of fast thinking? Can our cognitive illusions be overcome? Kahneman answers that question, Remember despite its flaws, our System 1 works wonderfully most of the time as in kicking the soccer ball or dancing etc.
This is so important for leaders to understand that when you are captain it will be listening to your crew that is the only hope to prevent disaster from your fast brain mistakes! He said the book failed to describe the pain of nearly starving to death. Everyday I am reminded of the tragedy when I was only 21 and four strong Polynesians friends died trying to help me and the villagers in Manihiki.
The memory is poignant and spurs my resolve to make a difference in this crazy world so their sacrifice is not in vain. Here is a cartoon to remind you of how vulnerable you are to the cognitive bias of optimism. Why such feckless leadership at this critical moment?
Only later, as the ordeal drags on and it it necessary to maintain morale, do social leadership skills become important. Survival history shows in my opinion that crisis leadership demands a broad perspective thinking of all viable options. Profound conservatism may be comforting but also disastrous as the fate of the Essex proved Tahiti would have been the much better destination.
In the Heart of the Sea is an upcoming biographical thriller film directed by Ron Howard. It is based on Nathaniel Philbrick's non-fiction book of the same name, about the sinking of the whaleship Essex.
Because I lived on Manihiki at the time and Teehu was my good friend I have a passion for these tragic sea stories. Both styles ended in tragedy. I submit that Daniel Kahneman two types of thinking is relevant. For Enoka he ignored the slow brain thinking of his crew resting on the lazy fast brain thinking that made him believe no change in course was needed. One wants the window open and the other wants it closed. They bicker back and forth about how much to leave it open: a crack, halfway, three quarters of the way.
No solution satisfies them both. Enter the librarian. She asks one why he wants the window open: "To get some fresh air. Since the parties' problem appears to be a conflict of positions, and since their goal is to agree on a position, they naturally tend to think and talk about positions—and in the process often reach an impasse. The librarian could not have invented the solution she did if she had focused only on the two men's stated positions of wanting the window open or closed.
Instead she looked to their underlying interests of fresh air and no draft. This difference between positions and interests is crucial. I am the reputed advocate in the negotiations for the innovative Notwithstanding clause or override offered in BC's single text that I authored with Mark Krasnick.
The override became a key impasse breaking measure for the deal. PM Trudeau decided to make the issue his crowning achievement. Our constitutional negotiations is a textbook illustration of why fundamental negotiation principles matter.
At the Harvard Negotiation Project we have been developing an alternative to positional bargaining: a method of negotiation explicitly designed to produce wise outcomes efficiently and amicably. This method, called principled negotiation or negotiation on the merits, can be boiled down to four basic points, These four points define a straightforward method of negotiation that can be used under almost any circumstance.
Each point deals with a basic element of negotiation, and suggests what you should do about it. People: Separate the people from the problem. Interests: Focus on interests, not positions Options: Generate a variety of possibilities before deciding what to do. Criteria: Insist that the result be based on some objective standard. Like the 18th camel solution when you find the parties interest like the open library window behind their positions a resolution is possible.
The orange story shows that if you just cut the orange in half both sides lose. As time has gone by history has grudgingly been kinder to Premier Bennett and his role in the final negotiations. I told the Premier in early , I had decided to go back to my law. He however made me an offer I could not refuse. I loved the opportunity and knew there would be transferable skills from many intensive negotiations experience as DM of labor.
I had not been long in the job when the premier asked my help find a new DM for his office who could keep him out of hot water with the national media as happened to Sterling Lyon the previous year. Norman Spector — a fluently bilingual double PhD originally from Montreal. Norman turned out to be a great fit for Premier Bennett particularly on the constitution file. We worked well together.
My approach immediately was to connect with the other side in the conflict and see if their interests left room for compromise. I first met with an old federal friend Allan Gotlieb who had the ear of the PM.
James Matkin, B. Matkin and Gotlieb knew each other from their former jobs — when Matkin was B. Goalie said yes. Roger Tasse, the federal deputy justice minister, was in town, and Richard Vogel, B.
Matkin also hinted that Bennett could be moved on the charter. Tasse, in turn, indicated that his political masters might compromise on the amending formula. Such talk could only kindle the flames of ardor in Ottawa. Tasse had hardly left town when Michael Kirby arrived, purportedly on some federal provincial matter to do with pensions.
He met Matkin and went over the same ground that Tasse had, returning to Ottawa - briefly. In early September, he was back in Victoria, this time to arrange a private meeting between Trudeau and Bennett, who by now had become official spokesman for the premiers. Premier Bennett told us a number of times that the constitutional debates were wasteful because the economy should be the priority.
He saw the conflict as an unnecessary diversion. Unlike Lyon, Bennett analyzed the situation as if it were a business problem in need of a workable solution. He simply wanted to put an end to the constitutional bickering so that everyone could get back to dealing with the real problems of the economy. To that end, he held Two one-on-one meetings with Trudeau in a search for common ground and beefed up his constitutional team-led by Mel Smith, a hard-nosed conservative - with a couple of younger, less confrontational advisers.
Neither man was philosophically opposed to a charter of rights. Neither thought the April Accord was going to lead to success if the real goal was to reach a solution rather than simply to stonewall. Though Matkin once slipped a confidential document to Allan Blakeney while they were riding in a hotel elevator in Montreal - like two spies trying to evade the eyes and ears of the government of Quebec - it was hardly a state secret that B.
The press was full of stories about backroom meetings and trial balloons, and at a ministerial meeting in Toronto on October 27, , Claude Morin denounced Matkin and Spector for conspiring with Roy Romanow. Many of the constitutional veterans dismissed Matkin and Spector as boy scouts or rogue warriors, sowing confusion and tension as they improvised their way through a complicated dossier they didn't fully comprehend.
If the other premiers believed the B. We were dismissed as dumbheads, but in fact, Trudeau did eventually compromise on the amending formula, which was all that really mattered to British Columbia. It was based on fundamental democratic values. Parliament passes the buck too easily he thought with binding judicial review.
His opposition was supported on similar grounds by Premier Blakney. To meet this opposition from Lougheed and Blakeney to the federal proposed Charter of Rights we came up with a restructuring like the 18th camel. The override was an integrative solution to the problem. The clause was limited and constrained. We said it would not be used often. In fact this is the case with only a handful of times has it been invoked and not yet by the federal government.
I think a potential use today of the override could be to settle the ongoing debate about assisted death rights. Many organizations are advocating this as the new law takes us so far, but not as far as some want. Dave Barrett the new premier of BC decided to explore the potential of finding an investor to build a steel mill in the province.
The Fukuyama Works is one of the largest and foremost integrated steel works in the world with an annual raw steel production capacity of approximately 10 million tons. Ultimately after many days of discussions both sides decided to terminate the negotiation. The interests did not meet. NKK wanted a much larger mill than we did to create efficiencies. We did not want to create a marketing challenge with a mill producing a lot more steel than we could use.
NKK wanted the mill built on tide water near a large metropolitan population for contracting out a key paradigm for low cost production. Vancouver was the only city that met their criteria. As a result the parties interests in location and size were too far apart for the negotiation to succeed. When we looked at the interest NKK had in outsourcing to a large metropolitan city we realized this interest was supported by objective criteria.
See - Why is outsourcing good business strategy? To many people, outsourcing is a frightening proposition. Yet this new business model, which has been adopted worldwide across both the private and the public sectors, provides multiple benefits. It enables an organization to achieve business objectives, add value, tap into a resource base and mitigate risk. Up until that time, the ideal model for business was a large and well- integrated company that owned, managed and directly controlled its assets.
But large corporations found themselves unable to compete globally as bloated management structures hindered flexibility. Diversification became a rallying cry to broaden corporate bases and take advantage of economies of scale. We did not want to be responsible for marketing major amounts of steel beyond our own use. This concern is objective.
What happened. See this chart of world steel production history. There are times when you should not be in the game. Building a world class steel mill with NKK in was not our night. This was a time to fold and look for other ways to meet of demand. What If They Won't Play? Use Negotiation Jujitsu Talking about interests, options, and standards may be a wise, efficient, and amicable game, but what if the other side won't play? While you try to discuss interests, they may state their position in unequivocal terms.
They may be attacking your proposals, concerned only with maximizing their own gains. You may attack the problem on its merits; they may attackyou. What can you do to turn them away from positions and toward the merits? There are three basic approaches for focusing their attention on the merits.
The first centers on what you can do. You yourself can concentrate on the merits, rather than on positions. This method, the subject of this book, is contagious; it holds open the prospect of success to those who will talk about interests, options, and criteria. In effect, you can change the game simply by starting to play a new one. If this doesn't work and they continue to use positional bargaining, you can resort to asecond strategy which focuses on what they may do.
It counters the basic moves of positional bargaining in ways that direct their attention to the merits. This strategy we call negotiation jujitsu. The third approach focuses on what a third party can do. If neither principled negotiation nor negotiation jujitsu gets them to play, consider including a third party trained to focus the discussion on interests, options, and criteria.
Perhaps the most effective tool a third party can use in such an effort is the one-text mediation procedure. Consider the one-text procedure Perhaps the most famous use of the one-text procedure was by the United States at Camp David in September when mediating between Egypt and Israel.
The United States listened to both sides, prepared a draft to which no one was committed, asked for criticism, and improved the draft again and again until the mediators felt they could improve it no further.
After thirteen days and some twenty-three drafts, the United States had a text it was prepared to recommend. As a mechanical technique for limiting the number of decisions, reducing the uncertainty of each decision, and preventing the parties from getting increasingly locked into their positions, it worked remarkably well.
The one-text procedure is a great help for two-party negotiations involving a mediator. It is almost essential for large multilateral negotiations. One hundred and fifty nations, for example, cannot constructively discuss a hundred and fifty different proposals.
Nor can they make concessions contingent upon mutual concessions by everybody else. They need some way to simplify the process of decision-making. The one- text procedure serves that purpose. Simply prepare a draft and ask for criticism. Again, you can change the game simply by starting to play the new one.
Even if the other side is not willing to talk to you directly or vice versa , a third party can take a draft around. It is a form of mediation in situations of highly polarized disputes, using a facilitator mediator, project leader and one preliminary draft agreement.
The facilitator must be impartial and enjoy the trust of opposing parties. He presents the original document to both parties, patiently listens to their comments, is open to criticism, analyzes the collected materials and looks for optimal solutions. Finally, it develops a final version that reflects the best records and solutions tailored to the situation and securing the interests of all involved parties.
Participants in the conflict and the mediator refine the text, which is a kind of "replacement agreement" and forms the basis for the final ratified agreement. The undoubted advantage of this model is the focus of the parties on the common interest, not on individual positions, and the avoidance of a situation in which the mutual reluctance of representatives of negotiating parties could adversely affect the outcome of the talks.
In other words, STN helps the parties to divert attention from mutual feelings or relationships in favor of moving it to purely business areas, such as collective solution development, shared responsibility and substantive benefits.
Negotiation with one text STN is particularly useful for more complex processes involving many stakeholders. My third story also garnered applause attention from a very famous person, United States President Ronald Reagan. Secretary of State said it could serve as a model for resolving other trans boundary disputes. It was the process, however, not the resolution, that was the most interesting aspect of the dispute. Specifically, the successful negotiations took place between representatives of Seattle and British Columbia, not high-level officials from Ottawa and Washington.
According to one negotiator involved in the process, both American and Canadian government officials told local officials to figure it out and then report back when they had a solution. In the end, it was the local negotiators who played the key role in resolving the dispute. My role primarily focused on the negotiations process. What did we do to engender this acclaim? This problem shows the importance of restructuring a difficult problem. To the first son, he left half the camels; to the second son, he left a third of the camels; and to the youngest son, he left a ninth of the camels.
The three sons got into a negotiation -- 17 doesn't divide by two. It doesn't divide by three. It doesn't divide by nine. Brotherly tempers started to get strained. Finally, in desperation, they went and they consulted a wise old woman. The wise old woman thought about their problem for a long time, and finally she came back and said, "Well, I don't know if I can help you, but at least, if you want, you can have my camel.
The first son took his half -- half of 18 are nine. The second son took his third -- a third of 18 is six. The youngest son took his ninth -- a ninth of 18 is two. You get They had one camel left over. They gave it back to the wise old woman.
The Agreement was upheld by the Provincial Government in but generated intense opposition. Lengthy negotiations ensued. Instead of fighting over building the dam and flooding the Skagit we restructured the problem by adding an 18th camel.
More energy was the critical issue for them and was a benefit for us. This restructuring of the problem was like the story of the 18th camel. It was accomplished with a virtual dam concept and a unique single text negotiation process done at the local level. I sat on the B. A single-text negotiating strategy is a form of mediation that employs the use of a single document that ties in the often wide-ranging interests of stakeholders in a conflict.
Parties to the conflict add, subtract and refine the text based on agreement. The text represents a "placeholder agreement" and is intended to be the foundation for a final ratified agreement. When we negotiated with Seattle as in the past we met back in forth in the two countries and the host typed up the text showing issues outstanding in parenthesis. Loaded in: 0. The first edition of the novel was published in , and was written by The Church of Jesus Christ of Latter-day Saints.
View the Hymn as a PDF. This is a fundamental technique when creating cool jazz chord progressions.
Viagra Buy Usa. Bangalore Church Christian Fellowship Church, India Printable sheet music for hymns tend to be poignant due to their content material. And so Hymns in a Hurry was born. Hymns and Favorites is a listener-supported, commercial-free, worldwide, media ministry. But if we go along with the spirit, we will be victorious.
See more ideas about piano songs, piano, hymn. Old Funeral Hymns. By African-American spiritual Jazz setting - see pdf file All night, all day, angels watching over me, my Lord.
Warner as a poem. Click title for product details including a score and sound sample. Most end with an indication that the singer intends to begin another song, therefore The hymn was first written by Anna B. Click Get Books and find your favorite books in the online library. We love hymns. In order to download the hymnal, you will need to subscribe. Phone: Lawrence presents a progressive, easy to follow system that works. This book is not intended as a compendium of every possible pattern or harmonic approach.
He even sat down and learned 17 hymns in just one lesson. The great hymnwriters of the past used poetry to express a living, breathing theology that revealed a deep love for God, His church, and the good news about Jesus Christ. Hewitt: Daniel B. Many choruses for public worship gatherings and children. Torcroft Press LLC Thus, when we go along with the mind, we are defeated, even though we may be doing something good.
If you are ready for more after that, then take on some of the hymns from the hymnal that you are familiar with. The history of the hymn has been clouded by the passing of time and confused by oral tradition. Hymns are indexed by first line, and by title if different. Christian Jazz Artists July Newsletter Search by title and artist.
Over 10 scores for beginners and pro. Redeemed congregational accompaniment. I wish I had time to play all these. Anna's sister Susan requested a poem for a dying child and Anna wrote the wonderful words of Jesus Loves Me to bring comfort and peace.
Expansion in Division 6. This version is the. Six hymns are included for each of twelve school years plus a handful of patriotic classics , giving your children the treasure of more than 70 beautiful hymns in their hearts and minds. Breathe on Me, Breath of God. You may notice that certain phrases appear in many solos. None of the achievements of the Etext Center would have been possible without substantial financial support from both individual donors and funding agencies.
This endowment funds innovative work in information technology and humanities computing at the University of Virginia Library to this day. The original NEH challenge grant was matched four-to-one with the generous support of many private donors.
Of particular note is a contribution made by Jeffrey C. The challenge grant was met in full only a few months later — and two years ahead of schedule — when University of Virginia alumni Matthew and Nancy Walker of McLean, Va.
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