‘Resistencia a Trump’ se vuelve global

first_imgConsidere estos asombrosos números: 750.000 en Los Ángeles; 500.000 en Washington, D.C.; 500.000 en la ciudad de Nueva York; 250.000 en Chicago; 150.000 en San Francisco; 150.000 en Boston; 150.000 en Denver; 100.000 en Oakland; 100.000 en Londres. Estos números representan algunas de las manifestaciones más grandes que tuvieron lugar el 21 de enero (J21), estimuladas por la inauguración del racista, misógino y xenófobo Donald Trump como el 45º presidente de EUA.Se estima que más de 4 millones de personas, la gran mayoría mujeres, participaron en éstas marchas en más de 500 ciudades de EUA. También protestaron en más de 100 ciudades fuera de EUA – en todos los continentes, incluyendo la Antártida. Estas cifras estimadas fueron compiladas por Jeremy Pressman (@djpressman) en la Universidad de Connecticut y Erica Chenoweth (@ericachenoweth) en la Universidad de Denver, basados en numerosos informes de medios de comunicación, incluyendo Facebook y Twitter.Desde las masivas protestas mundiales del 15 y 16 de febrero de 2003, justo antes de la guerra contra Irak, tantas personas no habían salido a la calle el mismo día en solidaridad y resistencia, esta vez con los derechos de las mujeres como foco principal. Por la enorme magnitud numérica de estas demostraciones, las marchas del J21 no podían ser ignoradas por los medios de comunicación convencionales o la administración entrante de Trump.Lo que empezó como un modesto llamado en Facebook a una marcha el 21 de enero contra Trump por una mujer basada en Hawái la noche de las elecciones presidenciales del 8 de noviembre, explotó en un fenómeno trascendental. Los medios sociales se utilizaron una vez más como el catalizador para catapultar a millones de personas a las calles contra – sobre todo – la visión misógina que Trump representa.Y estas protestas no sólo tuvieron lugar en las grandes y medianas zonas urbanas. Según NBC News, el 21 de enero, en muchas ciudades y pueblos más pequeños, por lo menos el 20 por ciento o más de la población general asistió a las marchas J21. Para poner estos números astronómicos en una perspectiva más amplia, se estima que 160.000 personas asistieron a la inauguración de Trump en Washington, un tercio del número que asistió a J21 en el D. C. (New York Times, 22 de enero)Quién asistió a J21 y por quéMientras que en las marchas más grandes en EUA, las fuerzas del Partido Demócrata, las celebridades de Hollywood, líderes de sindicatos, elementos socialdemócratas y moderados dominaban la tarima, la mayoría de las personas en las calles estaban a la izquierda o estaban abiertas a políticas más radicales. Muchas mujeres recibían positivamente las ideas anticapitalistas y pro-socialistas.Las mujeres que asistieron eran en su mayoría jóvenes, incluyendo niñas, pero también había mujeres mayores, personas con discapacidades, lesbianas, bisexuales, transexuales y no conformistas. Aunque la composición social era abrumadoramente blanca, había muchas mujeres negras, latinas, asiáticas, musulmanas e indígenas.Los creativos carteles y banderas exigían justicia reproductiva, especialmente en vista de que la Ley del Cuidado de Salud a Bajo Precio fue desmantelada por Trump; En defensa de Black Lives Matter, los derechos de las/os inmigrantes y Planned Parenthood; Por $15 la hora y un sindicato; Por la vivienda, la educación, el cuidado de los niños y el agua potable; El fin de la guerra y la ocupación; Y muchos llamando a “Dump Trump” (Fuera Trump). Había carteles que decían “Hacer que América piense de nuevo”, un juego de palabras contra el tema de Trump “Hacer América grande de nuevo”, y una que decía “Lo siento mundo – pero arreglaremos esto”.Estas marchas ayudaron a empoderar a las mujeres que están justificadamente enojadas y disgustadas por el “pussy grabbing” (declaraciones obscenas y denigrantes hacia la mujer) de Trump, junto con su odio hacia las/os inmigrantes. Para esta escritora, que asistió a la marcha de Nueva York, quedó claro que las mujeres estaban de acuerdo en que cada tema social y económico es un asunto de la mujer y con la necesidad de solidaridad, especialmente con las mujeres más oprimidas y marginadas.¿Por qué J21 es tan importante?Queda cada vez más claro que un día de masivas marchas globales no revertirá los ataques globales contra los derechos de las mujeres, arraigados en la austeridad capitalista mundial. En su primer día en el cargo, Trump está avanzando con planes para menoscabar los programas contra la violencia femenina del Departamento de Justicia de EUA.Si el Congreso lleva a cabo los deseos de Trump, los programas financiados por el gobierno federal, tales como los centros de crisis de violación locales e incluso la Línea Directa Nacional de Violencia Doméstica serán cerrados. Ya ha habido un aumento en las agresiones sexuales, incluyendo violación, contra las mujeres de todas las edades – en los campus universitarios, en las escuelas secundarias, en el ejército y en el hogar.Grupos de mujeres están pidiendo a la gente que llame a sus representantes demócratas del Congreso para votar en contra de estos recortes. Pero esto no es suficiente.El Partido Demócrata ha demostrado ser impotente cuando se trata de luchar contra la extrema derecha del Partido Republicano. Esto se debe a que los partidos Demócrata y Republicano representan los intereses de los grandes negocios, no los de la clase obrera multinacional y especialmente de las mujeres.El Partido Demócrata está más interesado en recuperar los asientos perdidos en el Congreso durante las elecciones de mitad de mandato de 2018 y las riendas de la Casa Blanca en 2020. Esperan atraer a sus filas a las millones de mujeres que salieron en J21 para que voten por el PD.La clase dominante multimillonaria tenía sus esperanzas y sueños en que Hillary Clinton se convirtiera en la siguiente presidente por ser una imperialista inveterada, educada en el uso de la diplomacia para llevar a cabo recortes en el país y guerra en el exterior.Ahora, EUA corporativo tiene que depender del poco diplomático Trump para llevar a cabo la siguiente ronda de austeridad en EUA que la mayoría del mundo ha estado experimentando desde la crisis bancaria de 2007-08. Esto ha llevado a una crisis irreversible de declive para el capitalismo mundial.Mientras que la austeridad para la clase trabajadora está en un rumbo de colisión con las promesas de campaña de Trump, que prometía aumentar los empleos en EUA, su nominado para secretario de trabajo refleja las verdaderas intenciones – es descaradamente anti-obrero y pro-austeridad.No puede ignorarse que las más de 670 marchas J21 en EUA y en todo el mundo demuestran que las mujeres, sin importar dónde vivan, están sufriendo el peso de los ataques políticos y económicos de las fuerzas de la reacción.La elección de Trump ahora está alimentando las llamas de la lucha. El desafío para las/os revolucionarios en todas partes es unirse para ayudar a guiar a aquellas/os que quieren convertir la lucha en un movimiento mundial para un verdadero cambio revolucionario y sistémico. J21 muestra que las mujeres liderarán el camino de la construcción de un movimiento de este tipo.FacebookTwitterWhatsAppEmailPrintMoreShare thisFacebookTwitterWhatsAppEmailPrintMoreShare thislast_img read more

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Indiana in Good Shape for ARC/PLC Deadline on Monday

first_img SHARE Facebook Twitter By Eric Pfeiffer – Mar 12, 2020 SHARE Indiana in Good Shape for ARC/PLC Deadline on MondayIndiana Farm Service Agency Executive Director Steve Brown was worried. About a month ago, progress for ARC/PLC signup in the state was not looking good.“We were having some software problems and they worked hard at getting those corrected. And we were just having a hard time getting producers in because we were fighting that bugaboo about waiting until March to make your decision.”Brown is no longer worried. He says that they are now at 97.2% of Indiana’s over 100,000 farms that have signed up. He was quick to give praise to us here at Hoosier Ag Today as well as Jim Mintert and Michael Langemeier from the Purdue Center for Commercial Agriculture for helping spread the message for producers to get in ahead of the March 16 deadline.Brown was quicker, though, to praise his FSA employees across the state.“I’m very happy for our employees because I know they have worked diligently and put in a lot of leg work calling producers and assisting them. It’s amazing what some of our people can do out there.”For the remaining 2.8% of farms out there that still need to signup, you need to reach out to your local FSA office today or Monday to get it done. Though, they might be booked up and unable to get you in. Brown says there is a solution.“To sign up after the deadline, you have to be put on a register. So, the producer has to make contact with our office, and if we can’t get him in, then we’re going to have to put him on that register and set a time up after March 16.And if producers don’t get in contact by Monday?“They are ineligible…they will be ineligible for 2019 payments.”Brown says there are some counties where that register might turn out to be a relatively long list. Home Indiana Agriculture News Indiana in Good Shape for ARC/PLC Deadline on Monday Previous articleCoronavirus Continues to Impact Markets, Now Impacting Ag EventsNext articleBayer Committed to Xtend System Eric Pfeiffer Facebook Twitter Indiana in Good Shape for ARC/PLC Deadline on Mondaylast_img read more

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Teenage Global Innovator visits TCU for work on gender equality

first_imgNelson Mandela’s former prison guard visits campus to reflect on their unlikely friendship TAGSphotos Campus organizations to host ‘Black Panther’ screening, discussion World Oceans Day shines spotlight on marine plastic pollution Brandon Kitchinhttps://www.tcu360.com/author/brandon-kitchin/ Facebook TCU places second in the National Student Advertising Competition, the highest in school history Brandon Kitchin is a junior Journalism major and TCU 360 line editor from Grand Prairie, Texas. If you ever get the chance to meet him, he is such a positive person that you might just have your day made. You can find him in the loudest section of the Amon G. Carter Stadium or on the field at halftime with “The Pride Of TCU,” the Horned Frog Marching Band. He plays bass drum for the TCU Drumline. Linkedin ReddIt Brandon Kitchinhttps://www.tcu360.com/author/brandon-kitchin/ Welcome TCU Class of 2025 Previous articleTCU Sizzle Reel (Ep. 05 – Wolverine 3, Netflix and more)Next articleTCU Pi Kaps reflect on their Journey of Hope experience Brandon Kitchin RELATED ARTICLESMORE FROM AUTHOR ReddIt Twitter Brandon Kitchin Brandon Kitchinhttps://www.tcu360.com/author/brandon-kitchin/ ESPN’s ‘The Undefeated’ writer visits campus, talks media coverage on Nike, Kaepernick ad Brandon Kitchinhttps://www.tcu360.com/author/brandon-kitchin/ + posts printTCU’s Discovering Global Citizenship Initiative brought in a teenager this semester to discuss the need for gender equality worldwide. Chloe Reynaldo, 16, is a youth and gender rights activist from the Philippines. She spent last week at TCU engaging in classes and discussion with students, advocating for gender equality.She was formally recognized as the 2016 Global Innovator at a luncheon and she also spoke at the FWISD Newcomer Academy on last Friday.“When you’re from a third-world country such as mine, a lot of the issues in our country come from poverty,” said Reynaldo. “A lot of the gender equality issues come from poverty, such as the girls not being able to go to school or the girls being forced to stay home and take care of their siblings.”Reynaldo, who was accompanied by her mother, said traveling to different places around the world made her realize how different life is in the Philippines compared to the United States.Discovering Global Citizenship brings one individual to campus each semester for multi-disciplinary curricular and co-curricular student engagement activities with the innovator, in addition to a sustainable project designed to further the innovator’s work in their home country.Reynaldo said she became an activist when she was 14 after she attended a seminar in her province. Her school asked a few representatives to go and she said they saw potential in her at the seminar. She said she tries to talk about the challenges she faces being a young activist. “The challenges would be the lack of authority you might have as a youth, especially when you’re talking to adults and then they’re thinking ‘what authority or credibility do you have to be speaking on such subjects’,” Reynaldo said. “Even when I’m talking to my peers since I’m not an adult they won’t really listen to me unless I really prove that I know what I’m talking about.”Reynaldo was awarded a competitive grant organized by graphic design instructor Jan Marie Ballard.Ballard said Reynaldo immediately stood out from the other applicants.“She was so young and so well-spoken. I knew instantly she was the one we were looking for,” Ballard said. “I contacted the United Nations to make sure she could travel here fine.” Reynaldo judged an art exhibit the graphic design department put together. It featured 22 projects by female students in the Professional Recognition for Graphic Designers class. Chloe Reynaldo with first place winner Majesty Christian. Christian is Junior BFA Graphic Design student. Her artwork – “You Are All One” (Photo courtesy of Jan Ballard)Reynaldo, who selected the top three projects, said she had a really hard time choosing the winner because they were all incredible to her.“I’m an artist myself so I appreciated the techniques that they used,” Reynaldo said. Chloe Reynaldo’s sketch. She said she enjoys drawing anime for fun. (Photo courtesy of Brandon Kitchin)“The big factor was deciding how impactful it was, how passionate it was, and if it communicated the message easily and quickly enough — because you know teenagers have the attention span of goldfish,” Reynaldo said.Reynaldo is affiliated with the United Nations Population Fund (UNFPA) Asia-Pacific Regional Office, UNFPA Philippines and Y-PEER. Y-PEER is the umbrella organization for over 500 nonprofits and government institutions.Being involved with such organizations has already given her other opportunities to travel around the world to share her message, she said.Reynaldo was chosen by UNFPA Asia-Pacific as the youngest delegate and speaker at the International Women’s Month Summit in Bangkok this past March, and she was also invited to the first-ever World Humanitarian Summit in Istanbul, Turkey in May.She said there are still issues of inequality everywhere.“You learn that the battle being fought in your country is not the only battle being fought. Women around the world are dealing with this issue,”she said.Reynaldo said she hopes to inspire people of all ages and let adults know they can cultivate and motivate aspiring youth leaders like herself.“I want youth to look at me and say, ‘If she can do that, then I can, too,’” Reynaldo said. “I want adults to look at me and say, ‘If she can do that, then my child can, too!’  Twitter Linkedin Facebook Memorial to commemorate MLK Jr. to come to downtown Fort Worthlast_img read more

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Fianna Fail call on the Health Minister to resign

first_img WhatsApp WhatsApp Google+ Facebook RELATED ARTICLESMORE FROM AUTHOR Twitter Pinterest Previous articleUpdated: Huge boost for Dungloe as Randox confirms the creation of 30 new jobsNext articleFormer paratroopers who shot dead civilians on Bloody Sunday could be prosecuted News Highland Google+ 75 positive cases of Covid confirmed in North Twitter Fianna Fáil leader Mícheal Martin has described Health Minister James Reilly’s position as untenable.Deputy Martin said Dr. Reilly had lost control of his department following failure to clarify certain cuts from last Tuesday’s budgetThe opposition leader was speaking at the Annual Wolfe Tone Commemoration in Bodenstown, County Kildare.Deputy Martin says hindsight proves that last weeks health budget was dishonest and lacked credibility.[podcast]http://www.highlandradio.com/wp-content/uploads/2013/10/17marHEALTH.mp3[/podcast]center_img Further drop in people receiving PUP in Donegal Fianna Fail call on the Health Minister to resign By News Highland – October 20, 2013 Facebook Pinterest 365 additional cases of Covid-19 in Republic News Man arrested on suspicion of drugs and criminal property offences in Derry Main Evening News, Sport and Obituaries Tuesday May 25th Gardai continue to investigate Kilmacrennan firelast_img read more

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3 killed after car explodes in suburban Pennsylvania; suspect likely among the dead

first_imgRich Rolen via ABCNews.com(ALLENTOWN, Pa.) — Three men died after a car exploded late Saturday in Allentown, Pennsylvania, authorities said.The suspect was likely among those killed in the blast, Lehigh County District Attorney Jim Martin said at a Sunday news conference.Philadelphia ABC station WPVI-TV reported the blast, which took place about 9:30 p.m., shook windows of houses in the neighborhood.Photos of the scene showed debris from the car strewn across the block.It is not clear how or why the explosion happened.Authorities called the explosion an isolated incident and said there is no further threat to the public.The FBI and the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) are among the agencies at the scene.Authorities are looking to speak to all witnesses. The FBI urges anyone with information to call investigators at 215-418-4000.Autopsies will be performed Monday, said Lehigh County Coroner Scott Grim.The Red Cross tweeted it had set up a temporary shelter in the area.The area surrounding the explosion has been cordoned off by authorities for blocks.Allentown is located in eastern Pennsylvania, about 60 miles northwest of Philadelphia.Copyright © 2018, ABC Radio. All rights reserved.last_img read more

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Communication break down

first_imgCommunication break downOn 1 Jun 2002 in Personnel Today Previous Article Next Article Comments are closed. Thefast-changing nature of today’s business environment means it is crucial thatthe lines of communication between management and the shop-floor are effective,trusted and always open, says Bill QuirkeThe business world is in the midst of a period of unprecedented turbulence.Once this would have been considered wholly negative, but today we are seeing anew model of uncertainty, which is as much about opportunities as threats. Organisations are specialising, generalising, merging, acquiring,downsizing, expanding and restructuring at an alarming rate. Nothing is certainany more. Today’s competitor is tomorrow’s ally. The next development intechnology could potentially wipe out a whole market overnight or give birth toa total new breed of business. Add to this the aftermath of the terrorist attacks of 11 September and thethreat of recession, and it’s clear that if businesses are to survive andthrive in these challenging times, they need to become more agile andresponsive. Used strategically, communication is the cement that will bind theorganisation together and ensure people’s energies are focused in the rightdirection. But the mixture – and the application – needs to be right. A new style of communication with employees must be developed – one that isless about directing and more about engaging with people. Yet manyorganisations are trapped in a time warp, using a style of communication thatis more suited to the production lines of the 1970s than to the fast andflexible companies of today. Businesses need to help employees find their way through the increasing massof information heaped upon them so they can focus on what’s really important.They must refine the way they use technology to communicate, to ensure themedium doesn’t cloud the message. They have to find new ways of helpingemployees build relationships and share knowledge – often over distance andwith people they may never have met and will work with only for a short time. Uncertainty is worse than bad news How often does this happen in organisations? Change is coming, so seniormanagers spend hours locked in the boardroom refining their objectives,considering options and evaluating solutions. They then ‘announce’ their conclusions– and expect everyone to march meekly in the right direction. The reality, however, is that in times of uncertainty, organisations needmore than just compliance from employees. They need to engage people’s heartsand minds, gain their energy and commitment and get them focusing their effortsin the right direction. One of the first steps to doing this is to recognise the need to ‘share thethinking’. In times of change, people are more stressed by uncertainty than bybad news. They are hungry for information about rationale, options, possiblescenarios and implications. They also, naturally, want to know how it willaffect them personally and what the organisation needs them to do differentlyin the new scenario. Unfortunately, organisations in turmoil often want to keep their heads downand restrict information. This may be because leaders are not clear themselvesabout what’s going on, or what stance they should take, or because they areworried about disclosing confidential information. But even if you can’t givepeople absolutes, you need at least to help them understand the context,appreciate how fast things are changing and give them a sense of the directionin which things might be heading. If people understand the bigger organisational picture they will be morewilling to stay for the ride and more motivated to do the job you need them todo. If they understand the specific role they need to play, they will be betterequipped to make decisions and more willing to share knowledge and informationwith their colleagues. If information is withheld, speculation and gossip will be rife and trust inmanagement will be quickly eroded, at the very time you need everyone to be ‘onside’. Equally, if employees only have half the picture, they may waste timeand effort focusing their energies in completely the wrong direction. Communicating change effectively Different types of change require a different communication approach.Engaging employees in a major culture change programme, for example, calls fora different approach to gearing people up for a short-term campaign. It is alsoimportant to recognise that people will move through the change process at adifferent pace and will have different levels of anxiety. There are, however,some broad principles that are useful: Create a sense of urgency If employees are mistakenly feeling ‘fat and happy’, they need to bere-educated. They need to be taken to the ‘top of the strategic mountain’ andshown the oncoming threat to continued survival. In other words, employees have to go through the same thought and learningprocess that senior management have been through. A shared sense of urgencycomes from a shared understanding of the business threats. Communicate the big picture Employees need to understand the business environment they are operating in.Some leading companies have recognised this and responded by trying tocreate greater business literacy among their staff, educating them about themarket and keeping them up-to-date with consumer trends and changes incompetition. Armed with this knowledge, employees will understand the likelyimplications for themselves and their job and will be better equipped to makedecisions. Share thinking as well as conclusions When people are uncertain and question the competence and the credibility oftheir managers, it is more important than ever to share thinking. Change will not be properly understood, let alone implemented, unless peopleunderstand why it is necessary. Commitment comes from a sense of ownership, andownership comes from participation. People need to be actively involved indiscussing how the change can be implemented in their area. Say what’s on their mind, not what is on yours In times of uncertainty, credibility comes from being willing to acknowledgewhat people are already thinking. This accelerates the pace at which peoplewill engage with senior management, energises people because they feel they cansay what they think, and makes it more likely that you will flush out unexpectedbarriers to implementation. Maximise the sense of continuity and stability If change is sold as ‘revolution’, it can seem too extreme and sudden forpeople to cope with. Employees see it as violating their traditional values andwill resist and cling to existing work patterns. What they really want is tomaintain continuity where possible, make it through the change with as littledisruption as possible and quickly re-establish equilibrium. Positioning changeas evolutionary will therefore help reassure people and make them feel there iscontinuity with the past. Do not wait Even in the most uncertain of situations, there is always something that canbe communicated. Managers often mistakenly assume that they are in control of communicationand can turn it on and off like a tap. Unfortunately, if management does not communicate, the grapevine will. Thekey is to be proactive and manage communication, rather than having to react tothe latest rumour. Communicate probabilities and scenarios While you cannot predict the future, you can talk about what might happen.People will speculate anyway, so you may as well give them real possibilitiesto think about. It is also helpful to give people a timescale of when youexpect to be able to communicate specific information. Low-key managementbriefings are a good way to talk about possible scenarios and allow employeesto ask questions and discuss the possible implications. Make face-to-face the main channel Research has shown that people prefer to receive information about changefrom their immediate manager, face to face. Line managers are often perceivedas being ‘in the same boat’ as their teams. They can help their people ‘unpack’information and make the connection to their day-to-day jobs. If youcommunicate in this way, you will be better able to assess people’s concerns,correct misconceptions, gather feedback and minimise the chances of sensitivedetails being leaked. Train managers in new skills Managers are traditionally good at presenting information, rebuttingchallenges and winning the argument. Communicating change, however, calls for adifferent set of skills. Managers need to be able to listen, debate and connecton the right emotional level with their staff. They need to be able to usevivid language and make information come alive. Invest enough time Communication is a process, not an event. It is unrealistic to expect that ashared conclusion will be reached on the first attempt. Communicating changesuccessfully means listening to people, allowing them to test your position,helping them to share the thinking and process the information – and thentrying again. Challenges for global organisations Global organisations have a more complicated challenge than most. Theymanage across different time zones, making it difficult to manage informationand update employees at the same time. Management styles in different countries mean managers have conflictingideas about what is confidential and what is appropriate to share withemployees. Different countries also have varying degrees of legal constraintabout what organisations can and cannot communicate to employees. Different organisations have different degrees of cultural ‘permission’ toraise issues and explore concerns. Europeans, for example, can find thatraising doubts about the future can be seen as overly negative by UScolleagues. Organisations will have communication channels of varying quality – someparts of the organisation may be effectively wired up for e-mail and webcasts,other countries may be difficult to contact and have far less access to IT. The logistics and timing involved in translating information addscomplications and time. Fast translations of central information arenotoriously tricky – management in the Russian office of one globalorganisation translated the key phrase ‘your line manager’ to ‘your prisonwarder’. The relationship between corporate centres and their operating units canhave a huge effect on managing communication. Operations that regard the centreas a costly and unnecessary hindrance often fall into the habit of filteringout information coming from corporate centre. Those in the operating units arethen happily unaware of changes until it is too late. Managing communication in these kind of organisations means getting stronglinkage between the corporate centre and then operating units, and clear rulesof engagement about who is communicating what to whom. Pulling communication together Following the above steps is not enough in itself. Communication needs to becoherent – people need to hear the right information, understand it, and beable to act on it. Using the following processes is a good start: Involve senior management Research has shown that 69 per cent of Fortune 100 companies do not have acommunication policy. A recent Synopsis survey suggests that where there is acommunication strategy, only one-third of boards are involved in formulating orapproving it. ‘Road test’ communications In times of uncertainty, employees are more likely to misinterpret theinformation they are given. There is therefore a far greater need for managersto ‘road test’ the message before it is issued to ensure they flush out anypossible misconceptions and misunderstandings. Plan ahead Communication planning should involve senior management and focus onbusiness objectives. Organisations need to develop an annual calendar ofcommunication events and milestones, which is linked to the business plan andreviewed at regular intervals. Map attitudes and audiences Organisations need to look at who is affected by the change, gatherinformation about their current perceptions and think about exactly what it isthey need to know. In any period of change there will be different audienceswith different communication needs. Some will need a ‘wake up call’, forexample, while others may simply need education or reassurance. Co-ordinate If those responsible for internal communication do not co-ordinate their efforts,they will compete for employees’ time and attention and cause ‘communicationclutter’. Different functions, such as HR, corporate communications, IT andmarketing, need to work together and share thinking, plans and priorities. Practice ‘air traffic control’ Organisations need to adopt a more sophisticated approach to managingcommunication if they are to avoid the problem of information overload. Theyneed to shift from the ‘factory’ method of pumping more and more messages downcommunication pipelines, to ‘air traffic control’, where information is plannedand prioritised. Use measurement and tracking Feedback becomes more important in times of uncertainty, because employeesare more likely to misinterpret information. Organisations need frequently tocheck that the right messages are getting across by setting up feedback ‘loops’(via line managers, intranets and e-mail) and organising regular focus groupsand tracking surveys. Focus groups should be used not simply to check whether the message isgetting across, but how people are decoding it. This is important for tworeasons – it alerts senior management to where there are misinterpretations,and where the message is not believed, so signalling to them that they have toget straighter in their talk and more willing to acknowledge what’s on people’sminds. How strategic positioning failsSenior managers in a Europeanmanufacturing company were becoming increasingly frustrated at the failure ofproduction workers to appreciate the true competitiveness of the market theywere in. Most board members believed that customer satisfaction with theirproducts was low, while a significant number of first line supervisors had adifferent perception, and thought customer satisfaction was fine.These supervisors reassured their teams that everything waswell – defeating the board’s efforts to issue a wake-up call to the workforce.The ‘disconnect’ was entirely due to a failure to discuss information andeducate people about its implicationsHow strategic positioning winsAbbey National, a major UK bank,introduced an ‘air traffic control’ communication system that it believeshelped it in a time of major change – fighting off a hostile takeover bid fromglobal giant Lloyds TSB. Abbey National’s head of communications NeilFraser-Smith, says: “It would have been very easy to have been sidetrackedinto rubbishing the other company, but a highly-co-ordinated approach tointernal communications helped us focus on messages about what the impact of atake-over would be on innovation, customer service and choice. This fitted withour external communication strategy as well – and in the end, won the day.”The Synopsis Report Communicatingin Uncertainty can be downloaded from www.synopsis-communication.co.ukBill Quirke is managing director of Synopsis Communications Consulting. Beforefounding Synopsis, he was a director of Burson Marsteller. He is a regularinternational speaker, and is the author of numerous works on internal communication,including Communicating Corporate Change, published by McGraw Hill Related posts:No related photos.last_img read more

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Companies claim pensions Green Paper is ‘inadequate’

first_img Previous Article Next Article Comments are closed. Companies claim pensions Green Paper is ‘inadequate’On 1 Apr 2003 in Personnel Today More than 90 cent of employers believe Government plans to simplify pensionsoutlined in its Green Paper are inadequate and will not encourage greateroccupational pension provision. This is according to the Association of Consulting Actuaries (ACA) survey,Pensions Reform: too little, too late?, which also reveals that 68 per cent ofthe 336 firms polled feel the plans will ease administration. The survey – released to coincide with the closure of the Green Paperconsultation – finds that 95 per cent of employers think the Government needsto also review state pension provision if it wants to help people to saveeffectively for retirement. The findings show that in the last six months, 29 per cent of employers havereviewed their pension arrangements and 17 per cent have closed their finalsalary pension scheme to new entrants. ACA chairman Gordon Pollock said he was disappointed that fewer companiesare now offering occupational pensions. www.aca.org.ukChanges in pension arrangements    Over 5 years toAug 2002                   In last sixmonths                    Total    Closed final salary scheme to new entrants        46%                                                     17%                                                     63%Closed final salary scheme to future accruals      9%                                                       –                                                           9%Moved more employees onto money                 14%                                                     8%                                                       22%purchase schemesSource: Association of Consulting Actuaries Related posts:No related photos.last_img read more

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Channel 4 makes ‘significant investment’ in agent comparison site

first_imgHome » News » Channel 4 makes ‘significant investment’ in agent comparison site previous nextProducts & ServicesChannel 4 makes ‘significant investment’ in agent comparison siteFour-year-old proptech firm GetAgent has struck an equity-for-media deal with the national broadcaster.Nigel Lewis11th May 201802,035 Views Estate agent comparison website GetAgent has struck a deal with TV station Channel 4 that will see its service advertised in TV ads (see below) across the media giant’s various channels for the next 10 months.The investment, which is spearheaded by Channel 4’s Capital Growth Fund, is a media-for-equity deal that includes both Channel 4 but also E4, Dave, Alibi and others.GetAgent, which started up in 2014 and has 6,000 agents signed up in the UK, was founded by 30-year-old tech entrepreneurs Sebastian Powell, Colby Short and Peter Thum-Bonanno (pictured, above with staff).It enables vendors to compare branches in their local area based on their recent performance.“Never again will a homeowner have to choose an agent without understanding how well they have sold homes in the past,” Powell said at the time.The service offers a shortlist of local agents best suited to sell their home and, if the property sells following an introduction, GetAgent charges the agent a referral fee.It is based in Farringdon, London and has received at least two rounds of funding until now including a seed investment in 2015, and last year cash from venture capital firm 500 Startups, which has a handful of other online home selling sites including Homelight and Settled.“We all know that estate agents as a whole don’t have the best reputation, but many estate agents work extremely hard to help homeowners get the best value for their home,” says GetAgent CEO Colby Short.“At GetAgent, we are passionate about helping these great estate agents stand out from the crowd and demonstrate their superiority and value.“We feel the war on fees will not benefit homeowners and that agents should focus on demonstrating quality instead. That is where we can help.”Out of the three founders, Thum-Bonanno is the only one with direct property experience. He established London property portal FindProperly, which he later sold to Lokku/Mitula, the parent company of Nestoria, and which is still going. GetAgent Peter Thum-Bonanno Sebastian Powell Channel 4 Colby Short Dave e4 May 11, 2018Nigel LewisWhat’s your opinion? Cancel replyYou must be logged in to post a comment.Please note: This is a site for professional discussion. Comments will carry your full name and company.This site uses Akismet to reduce spam. Learn how your comment data is processed.Related articles Letting agent fined £11,500 over unlicenced rent-to-rent HMO3rd May 2021 BREAKING: Evictions paperwork must now include ‘breathing space’ scheme details30th April 2021 City dwellers most satisfied with where they live30th April 2021last_img read more

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USS O’Kane to Return from Nine-Month Deployment

first_img View post tag: News by topic View post tag: americas Back to overview,Home naval-today USS O’Kane to Return from Nine-Month Deployment View post tag: Deployment View post tag: USS O’Kane USS O’Kane to Return from Nine-Month Deployment December 5, 2014 View post tag: Hawaii View post tag: monthcenter_img The Arleigh Burke-class guided-missile destroyer USS O’Kane (DDG 77) will return to its homeport Dec. 5 from a nine-month deployment to the Arabian Gulf and Western Pacific Ocean.The ship and crew of nearly 280 Sailors, assigned to Destroyer Squadron (DESRON) 31, conducted goodwill activities with partner nations along with various presence operations with two carrier strike groups during the ship’s deployment.While deployed in the 5th and 7th Fleet areas of responsibility, O’Kane Sailors participated in community service projects in Bahrain, United Arab Emirates, India and Guam by tutoring special needs children, assisting with general community clean up, and participating in sporting and social events.Also during the deployment, the ship’s visit, board, search and seizure (VBSS) team safely conducted 47 maritime interdiction operations while in the 5th Fleet AOR.O’Kane is named for Rear Adm. Richard O’Kane, a submarine commander in World War II who received the Medal of Honor for his service aboard USS Tang (SS-306). O’Kane directly participated in more successful attacks on shipping than any other submarine officer during the war. The ship’s motto is “A Tradition of Honor.”The ship is homeported in Hawaii and is part of Naval Surface Group Middle Pacific and U.S. 3rd Fleet.[mappress mapid=”14621″]Press release, Image: US Navy View post tag: NINE View post tag: Return View post tag: Naval Authorities Share this article View post tag: Navylast_img read more

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NBC BREAKING NEWS: SENATOR JOHN MCCAIN DIES AT 81

first_imgImage: Senators Debate Health Care Bill On Capitol HillSen. John McCain (R-AZ) leaves the Senate chamber at the U.S. Capitol after voting on the GOP ‘Skinny Repeal’ health care bill on July 28, 2017 in Washington, DC. Justin Sullivan / Getty Images McCain’s life was punctuated by wild highs and lows, from the horrific conditions he endured for nearly 2,000 days as a prisoner of war to subsequent professional successes that brought him to the forefront of American politics.Over the course of his career, he rallied against pork-barrel spending and went against his own party’s president, George W. Bush, on strategy for the Iraq war. He earned a reputation as a party maverick by advocating campaign finance reform, lending his name to the bipartisan McCain-Feingold Act of 2002, and supporting overhauling the nation’s immigration system over the years. His daughter, Meghan McCain, said in a statement that “I was with my father at his end, as he was with me at my beginning.”“All that I am is thanks to him. Now that he is gone, the task of my life is to live up to his example, his expectations, and his love,” she said.McCain’s wife, Cindy McCain, tweeted: “My heart is broken. I am so lucky to have lived the adventure of loving this incredible man for 38 years. He passed the way he lived, on his own terms, surrounded by the people he loved.” She said he died in “the place he loved best.”In his 36 years in Congress, McCain became one of the country’s most respected and influential politicians, challenging his fellow lawmakers to reach across the aisle for the good of the country, and often sparring with reporters with a biting if self-deprecating wit. SENATOR JOHN MCCAIN DIES AT 81John McCain, who shed a playboy image in his youth to become a fighter pilot, revered prisoner of war and both an independent voice in the Republican Party and its 2008 presidential nominee, died on Saturday, little more than a year after he was told he had brain cancer. He was 81.McCain’s office said in a statement “Senator John Sidney McCain III died at 4:28 p.m. on August 25, 2018.” He announced on July 19, 2017, that he had been diagnosed with a glioblastoma, an aggressive type of brain tumor. On Friday his family announced he was discontinuing treatment. But the pinnacle of his political career came in 2008, when he clinched the Republican nomination for president, only to lose to Obama amid the global financial meltdown and dragged down by Bush’s low approval ratings. His contentious choice for a running mate, Sarah Palin, the governor of Alaska at the time, was also believed to have contributed to the loss and is still seen by some as a tarnish on his reputation.center_img On a variety of issues — torture, immigration, campaign finance, the Iraq War — McCain was often known as the moral center of the Senate and of the Republican Party.Last year, in his last act of defiance, McCain returned to the Capitol less than a week after his cancer was diagnosed to cast his vote on the Republican effort to repeal the Affordable Care Act — the biggest legislative achievement of President Barack Obama, the man who defeated him in the 2008 election.McCain first voted in favor of debating the bill, giving his fellow Republicans hope that their long-sought goal of repealing Obamacare was in sight. McCain then dashed those hopes by casting the decisive vote against repeal.Before the vote, McCain denounced the rise of partisanship in a heartfelt speech from the Senate floor on July 25, 2017.“Why don’t we try the old way of legislating in the Senate, the way our rules and customs encourage us to act?” McCain said. “Merely preventing your political opponents from doing what they want isn’t the most inspiring work.”But in recent months, the man who had been a mainstay on Capitol Hill for more than three decades was noticeably absent.He missed a White House ceremony on Dec. 12, 2017, in which President Donald Trump signed the annual defense bill into law — one of McCain’s signature achievements.A statement issued the following day by the senator’s office said he was at the Walter Reed National Military Medical Center in Maryland receiving treatment for the “normal side effects of his ongoing cancer therapy” and looked forward to returning to work as soon as possible. FacebookTwitterCopy LinkEmailShare “With the Senator when he passed were his wife Cindy and their family. At his death, he had served the United States of America faithfully for sixty years,” McCain’s office said in the statement.last_img read more

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