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This book provides a lucid survey of the major viewpoints in social psychology concerning people's self-awareness (or lack of it), their explanations of their own actions, and their cognitive illusions and self-misunderstandings. In this readable but scholarly review, John McClure examines the major approaches to social cognition developed in America and Europe, including orthodox models that draw on information-processing and behavioral concepts, and innovative approaches that draw on hermeneutic or interpretive models, discourse analysis, and, in particular, critical theory. The book provides a clear picture of what social psychology shows about people's awareness of the causes of their own actions. It also describes the nature of the misperceptions and cognitive distortions that underlie psychological disorders and that contribute to people's failure to achieve their potential and control their circumstances. This book will interest not only psychologists and advanced students in psychology, but all readers who are interested in consciousness, explanations of actions, and people's illusions about themselves and their circumstances.
A comprehensive reference on Hitler's Heeresgruppe Weichsel, its formation, command and key military operations. Heeresgruppe Weichsel, or Vistula, was created on the order of Adolf Hitler in part to "organise the national defence on German soil." Relying on primary documents from Heeresgruppe Weichsel and Oberkommando des Heeres that are reprinted in their entirety along with summary translations, this new volume examines why the command came into existence, what was its priority compared to that of other commands in the East, and how that translated into men and material support for its combat divisions. Volume 2 is divided into four parts. "Part I: Formation and Operations of the Heeresgruppe, 21 January - 15 April" reviews the formation of the Heeresgruppe, its importance in the East, who made up the initial command staff under Himmler, and examines the planning of its key military operations. "Part II: Units, Strength, and Supply, 8 February - 15 April 1945" looks at the overall manpower and Panzer levels of the Heeresgruppe and details the combat readiness of the majority of its combat divisions using available strength reports and divisional Gliederung. "Part III: Ostfront Operations: Fuhrervortrag, 25 March - 21 April" presents the OKH guidance issued to the various Eastern Front commands based on Hitler's daily conferences. Heeresgruppe Weichsel's role and priority along the Eastern Front is placed in context from the time Heinrici took command through the Soviet breakthrough marking the end of the Oder Front's defensive operations and the start of the battle of Berlin. "Part IV: Final Battle of the 3.Panzer Armee, March - May 1945" covers the final operations of the 3.Panzer Armee from the perspective of its three senior officers using the previously unpublished wartime diary of General der Infanterie Martin Gareis and the postwar interviews of Generaloberst Hasso-Eccard Freiherr von Manteuffel, and Generalmajor Burkhart Mueller-Hillebrand.
Synopsis Superior results come from superior relationships. You forge and strengthen relationships by how, how well and what you do and say. How you come across depends on what's important to you, what you believe about yourself and the task in hand, your intentions, self image and sense of purpose. When you 'feel good' about the above, you 'go the extra mile'. When you feel not good about yourself or what your doing.... you probably give and thus receive 'second best'. Top performers are mindful about 'feeling good' most of the time. Moderate performers less so. Quick Guide IV reveals a mindful approach (based on research into top performance) to forge and strengthen business relationships to achieve superior results. Author's Summary When I first 'pieced together' the Mindfulness Scorecard, I called it, "The Dashboard for Success." I did so because it illustrates the metaphorical 'jigsaw pieces' required to succeed where most people do not; 'the what and how' top performers differentiate themselves from moderate performers; the 'what and the how' of what top performers do to feel good which 'moderates' find less easy to do. You (by 'you' I mean you, me, us, we, your team or your organisation) achieve results through superior business relationships. You forge these relationships through what you do and say - and the skills and character with which you execute what you do and say. The quality of what you do and say is a function of how good you feel about yourself (self image) and what you're doing, what's important to you (your values), your intentions, your sense of identity and your sense of purpose. Perhaps more than what you say and do, it's how you come across to others that matters most. Your character, shaped by your beliefs, intentions and self image, defines how others relate to you and respond. The Mindfulness Scorecard accounts for your traits and characteristics - to help you guide yourself to winning ways with those whom you wish to influence with integrity. Healthy self-image: when you feel good about yourself and what you're doing, you will 'go the extra mile' to forge key business relationships you need, in order to succeed. You demonstrate passion and enthusiasm. You create the environment and shape the 'human context' (i.e. the governing values and beliefs of stakeholders) to succeed. When you feel not good, you may find yourself giving 'second best' to these relationships; you undervalue yourself and what you have to offer. You need to be mindful; be who and do what you need to feel good. Top performers (whether they're executives, managers or professionals) are very, very mindful about the results and outcomes they wish to achieve. They visualise the picture, hear the sounds and/or sit in the feeling of success before it happens. They know intimately where they are (the present moment) and where they want to be (a future moment) - yet not necessarily how they will bridge the gap between these two. (Author's note: moderate performers don't find it as easy as top performers to imagine success.) These two respective sets (of imagery, sounds and feelings), of the 'now' and the 'future', are all top performers require initially to invoke the Law of Business Attraction - see chapter of the same name in Quick Guide II: How to Spot, Mimic and Become a Top Salesperson. As you read this guide you will discover why feeling good is paramount - and how to feel better, if not good, about the most challenging people and situations you face - including yourself. And once you are mindful - you are better positioned to start and remain feeling good! A good place to start, to determine what success means to you, is to bring into focus what's important to you. When you place all the things that are important to you in priority of order, you have fleshed out your Hierarchy of Values.
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