Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)


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UBC Theses and Dissertations

We are much more in action. By know- ing which means and ends are most important, we can act independently. We can also recognize a conflict between our own values and the values of the organization or society, and we can exercise choice about how to respond.

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Values also motivate. Values are the banners that fly as we persist, as we struggle, as we toil. We refer to them when we need to replenish our energy. For example, John Siegel, M. Without actually saying it, I pushed the button that was in each of us, reminding us of the values we are living and the dream we all have for where we work.

I had the least seniority of anyone, but I could say what I believed in, with confidence and a strength that comes from that personal commit- ment to values, and they listened. The mood changed, we were construc- tively engaged again, and eventually settled on a restructure plan that will improve how our department works.

Just reminding yourself of the principles that are most impor- tant often can refocus your attention on the things that really matter. How much difference does being clear about values really make? We set out to empirically investigate the relationship between personal values clarity, organizational values clarity, and a variety of outcomes such as commitment and job satisfaction. Figure 3. Along the horizontal axis is the extent to which these same people report being clear about their own personal values.

We then correlated these responses with the extent to which people said they were committed to the organization as measured on a scale of 1 low to 7 high. The numbers in each of the four cells represent the average level of commitment people have to their organizations as it relates to the degree of their clarity about per- sonal and organizational values. Take a look at where the highest level of commitment is. The people who have the greatest clarity about both personal and organizational values have the highest degree of commitment to the organization. Now, take another look.

Clarity of Organizational Values High 4. And in- deed these folks are not significantly more committed than those with lower levels of organizational values clarity. It did us. So we looked again at the data to see if we could understand what people were telling us. Take a look at the second-highest level of commitment which, by the way, is not statistically different from the highest level. In other words, personal values drive commitment.

Personal values are the route Personal to loyalty and commitment, not organizational values. How can people who are very clear about their own values be committed to a place commitment. Think about it. Of course you have. Clarity about personal values is more important in your attitude about work than is clarity about organizational values alone.

Those indi- viduals who are clearest about personal values are better prepared to make choices based on principle—including deciding whether the principles of the organization fit with their own! Say It in Your Own Words Once you have the words you want to say, you must also give voice to those words. In this book we present a lot of scientific data to support our assertions about each of the five leadership practices.

But leadership is also an art. To be- come a credible leader you have to learn to express yourself in ways that are uniquely your own. As author Anne Lamott tells would-be writers in her classes: And the truth of your experience can only come through in your own voice. You can only lead out of your own. They follow you. One route to a true and genuine voice is in being more conscious about the words you choose and the words you use.

Words matter. Words send signals, and, if you listen intently, you just may hear the hidden assumptions about how someone views the world. Take the following examples from an after-lunch speech we heard a bank manager give to his employees. His intent was to motivate, but as we listened we heard more than that. We heard a fundamental belief system about how business functioned and what he believed to be important. Somehow it humanizes us. Once we 9 get this right, then the rest will come into place. His is not about business as war, but about business as service and love.

Tex and the bank manager are speaking in entirely different voices. Their words are internally congruent for each of them. Each would be disin- genuous and inauthentic if they spoke like the other. Instead, you are free to choose what you want to express and the way you want to express it. Although credible leaders honor the diversity of their many constituencies, they also stress their common values.

Leaders build on agree- ment. Moreover, to achieve it would negate the very advantages of diversity. But to take a first step, and then a second, and then a third, people must have some common core of understanding. If disagreements over funda- mental values continue, the result is intense conflict, false expectations, and diminished capacity. Leaders must be able to gain consensus on a common cause and a common set of principles. They must be able to build and affirm a commu- nity of shared values.

He asked various team members to recall the NetApp values and provide examples of them at work. Recognition of shared values provides people with a common language. Tremendous energy is generated when individual, group, and organizational values are in synch. Commitment, enthusiasm, and drive are intensified.

Peo- ple have reasons for caring about their work. When individuals are able to care about what they are doing, they are more effective and satisfied. They experience less stress and tension. Shared values are the internal compasses that enable people to act both independently and interdependently.

As noted earlier in this chapter, employees are more loyal when they be- lieve that their values and those of the organization are aligned. The quality and accuracy of communication and the integrity of the decision-making process increase when people feel part of the same team. They are more cre- ative because they become immersed in what they are doing.

Not surprisingly, these two groups differ in the extent to which they find their management to be credible. When leaders seek consensus around shared values, constituents are more positive. The energy that goes into coping with, and difference possibly fighting about, incompatible values takes its toll on both personal effectiveness and organizational in work atti- productivity.


  1. UBC Theses and Dissertations.
  2. Freely available.
  3. Into the Blood of the Sun (The Chronicles of Emeraldia Book 1).

Studies of adaptive corporate cultures—organizations with consistent guiding values, a shared purpose, teamwork, innovation, and learning— showed similar powerful results. It renews commitment. It engages the institution in discussing values such as diversity, accessibility, sustain- ability, and so on that are more relevant to a changing constituency.

Which Shared Values Are Important? Is there some particular value or set of values that fuels organizational vital- ity? Consider this example of three electronics companies, each of which has a strong set of values. The second company is much flashier; its have very differ- important organizational values are associated with ent values. Each of these companies operates by a different set of values.

Is one more successful than the other? No, not really. All three companies compete in the same market, and all are successful, each with a different strategy and culture. Although there may not be one best set of values, you can find some guid- ance from the research on central themes in the values of highly successful, strong-culture organizations. These three common threads seem to be critical to weaving a values tapestry that leads to greatness.

Even with commonly identified values, there may be little agreement on the meaning of values statements. One study, for exam- ple, uncovered different behavioral expectations about the value of in- tegrity alone. A common understanding of values emerges from a process, not a pronouncement. This is precisely what Michael Lin discovered when he became the tech- nical support manager for a small wireless company. One of his initial actions was to bring people together just for that purpose, so that they could arrive at common and shared understandings of what their key priorities and values were and what these meant in action: The last thing I wanted them to feel was that my values were being imposed on them.

So each person talked about their own values, the reasoning be- hind them. In this fashion we were able to identify the common values that were important to us as a group. The key values that the team and I felt were most important to model were honesty, responsibility, customer focus, and teamwork. This led us to drafting a team credo: Do whatever it takes to satisfy the customer. The process of deciding on one common set of val- ues was an extremely valuable unifying and clarifying experience.

Instead they must be proactive in involving people in the process of creating shared values. Imagine how much ownership of values there would be if leaders actively engaged a wide range of people in their de- velopment. Shared values are the result of lis- tening, appreciating, building consensus, and practicing conflict resolution. For people to understand the values and come to agree with them, they must participate in the process: unity is forged, not forced. Someone who knows all about resolving conflict and building consensus around a unifying set of values is Pat Christen, president of HopeLab, a non- profit organization that combines rigorous research with some very innova- tive solutions to improving the health and quality of life of young people with chronic illnesses.

Pat found that shared values were critical guide- posts when difficulties arose: Our staff and external collaborators have competencies that were really critical to our success with Re-Mission, but their different perspectives were often in conflict with one another in terms of how we should move for- ward with the project.

Our leadership role was to manage these tensions to bring out the best in everyone. It was an extraordinary challenge, but I believe that when you reach difficult crossroads in an organization, you go back to your core values and you constantly ask how you should be be- having and what path you should be taking in order to align your values with actions. The manner in which the staff rose to the occasion in pro- ducing such a high-quality product is a real testament to having a set of core values and using them to guide how you act and behave in the world.

For values to be truly shared, they must be more than advertising slogans. Constituents must be able to enu- merate the values and must have common interpretations of how those val- ues will be put into practice. They must know how the values influence their own jobs and how they directly contribute to organizational success. One word of caution: shared values should never be used as an excuse for the suppression of dissent. When dissenting voices are silenced, and when shared values become unquestioned doctrine, freedom of expression is lost— and with it goes innovation, creativity, and talent.

Freedom of expression is essential to creating a culture of contribution and commitment. If leaders desire long-term sustainable growth and development, then freedom just may be that value that makes possible all the others. A unified voice on values results from discovery and dialogue. Leaders must also be prepared to discuss values and expectations in the recruitment, selection, and orientation of new members. That journey involves an exploration of the inner territory where your true voice resides. There must be agreement on the shared values that everyone will commit to upholding.

Shared values make a significant and positive difference in work attitudes and performance, and a common un- derstanding of those values emerges from a process, not a pronouncement. Unity comes about through dialogue and debate. We talk throughout this book about building your competence to lead in each of The Five Practices of Exemplary Leadership. Here are three actions that you can use to Clarify Values for yourself and others.

Write a Tribute to Yourself Begin the process of clarifying your values by reflecting on your ideal image of yourself—how you would most like to be seen by others. Hundreds of people will gather to pay tribute to your contributions to your family, your colleagues, your organization, or your community. Several people will make speeches praising your performance and your character. What words or phrases would you most like to hear others say about you?

How would you like to be remembered tonight? What descriptions would make you feel the proudest? If you could write these tributes yourself, what would you want them to say? These descriptive adjectives and phrases may well be lofty and ideal. Write Your Credo Imagine that your organization has afforded you the chance to take a six- month sabbatical, all expenses paid. You will not be permitted to communi- cate to anyone at your office or plant while you are away.

Not by letter, phone, fax, e-mail, or other means. But before you depart, those with whom you work need to know the prin- ciples that you believe should guide their decisions and actions in your ab- sence. You are not to write a long report, however. It usually takes about five to ten minutes to write a Credo Memo. We do not pretend that this exercise is a substitute for more in-depth self-discovery, but it does provide a useful starting point for articulating your guiding prin- ciples. To deepen the clarification process, identify the values you listed in your memo usually they appear as key words or phrases and put them in order of priority.

Or rank them from low to high. Or place them on a con- tinuum. Forcing yourself to express preferences enables you to see the rela- tive potency of each value. Explain the Credo Memo process to them see previous action and give them each time to write something—five to ten minutes should be sufficient. Once they have all written their own Credo Memos, ask each person to share with a few colleagues in small groups what he or she wrote. Ask them to describe both what they wrote and why they selected the values they recorded in the memo. Before they begin, you can model the process by reading your memo to them and telling them why you prize the values you chose.

Remind your team that the objective of this activity is clarity. Once each person has had a chance to express key values, ask the groups to reflect on what was discussed. Ask, What are the common values that were expressed? The critical thing is that you begin to build consensus around a common set of values that emerges from the group and not one that is imposed from the top.

This in turn has had an effect on my mood, and I can see how this is also reflected in the ways others perceive me at work. Under- standing my values allows me to be more passionate about my work and gives a focus for what everyone on the team should be striving for. While his company was applying a product upgrade to the live system of one of their customers, something went terribly wrong.

This was a critical process for their customer, and there was simply no way they could wait until the next regular workday to work on the problem. This voice was fundamental in my decisions about getting person- ally involved in taking action and pulling the team together on a weekend. He described the situation, and learned that it helped im- mensely that he had already spent several hours testing the scope of the issue.

But he clearly understood that even if the situation had been handled suc- cessfully, the wounds to morale and motivation would probably have been deep. Before the team de- parted, Juan went to each team member, one by one, and thanked them per- sonally for all their hard work. Then he sat down and followed up. This was indeed very rewarding. Leading by example is how leaders make visions and values tangible.

Setting the Example is all about execution. How consistent are they in deed and word? He shared a personal story with us that clearly communicated how powerful modeling is, at home as well as at work. I sat him down in that big chair behind my desk. Call somebody in here and fire him. We send them through the daily choices we make. We send them verbally and nonverbally. Mary Godwin became acutely aware of the messages she was sending as vice president of operations of a company that creditors were threatening to put into bankruptcy. My credibility de- pended upon this, and so I had to set the example for others to follow.

In the end, they met the deadline from their creditors and kept the com- pany from going into bankruptcy; most important to Mary, the entire opera- tions team stayed on board through the whole process. Cor- nell professor Tony Simons offers telling evidence of this. What you do speaks more distance from loudly than what you say. Their mission is to represent the values and standards to the rest of the world, and it is their solemn duty to serve the values to the best of their abil- ities.

Here are a few signal-sending actions to consider as you work to per- sonally exemplify the shared values in your organization. Spend this precious nonrenewable resource on the most important values. Use words and phrases that best express the culture you want to create. Raise questions that intentionally stimulate peo- ple to think more purposefully about values.

Ask others about the impact of your behavior on their performance. Each of these signal-sending opportunities offers a chance to make visi- ble and tangible to others your personal commitment to a shared way of being. Each affords the chance to show where you stand on matters of prin- ciple.

Exemplary leaders are very mindful of the signals they send and how they send them. If you say, for example, that your top priority is your customers or clients, patients, students, voters, or parishioners , then how much of your daily time do you spend with them? If an independent auditor were to compare your daily calendar to what you say is important to you, what would it say in the audit report? When the show started, we fully expected to see the CEO walk out onto the stage with all the fanfare that goes with the role.

Instead, the lights dimmed and a video began playing. There he was, larger than life all right, but instead of being live-and-in-person he was prerecorded. Here were some of the most important people in the company— the folks who call on customers and prospects every day—getting the cold shoulder from their chief.

The employees who had invited us to speak said they felt slighted. Leaders make choices about where they spend their time and attention. Setting an example means arriving early, staying late, and being there to show you care. Whether the value is family, teamwork, hard work, or fun, the truest measure of what leaders deeply believe is how they spend their time. Con- stituents look to this metric and use it to judge whether a leader measures up to espoused standards. For example, by attending operating meetings in the field, leaders provide visible evidence of their concerns and the direction they want to pursue.

Being there in person said more about how much Roberta values her con- stituents than any e-mail message, telegram, card, or video could ever do. If you disagree, try talking about an organization for even a day without using the words employee, manager, boss, supervisor, subordi- nate, or hierarchy. Those words can trap us into a particular way of thinking about our roles and relationships. You have to make sure that everybody has a good under- standing of what the beliefs are and a good understanding of what the ex- pected behaviors are.

Part of that belief system is encompassed in our language, and we have to be more deliberate about our language than we have been in the past. DaVita is definitely a name that fits the nature of their work. They take care of each other. They watch out for each other.

Every mem- ber of the senior leadership crossed the bridge as part of their symbolic rite of passage into those roles. They know the power of words. The words people choose to use are metaphors for concepts that define attitudes and behaviors, structures and systems. Researchers have documented the power of language in shaping thoughts and actions. Just a few words from someone can make the difference in the beliefs that people articulate.

For ex- ample, at an East Coast university where there was a publicized incidence of hate mail sent to an African American student, researchers randomly stopped students walking across campus and asked them what they thought of the oc- currence. Before the subject could respond, however, a confederate of the re- searchers would come up and answer.

Then the researchers would stop another student and ask the same question. If you want people to act like citizens of a village you have to talk about them that way, not as subordinates in a hier- archy. If you want people to be in- novative, you have to use words that spark exploration, discovery, and in- vention. Ask Purposeful Questions The questions you ask can also be quite powerful in focusing attention. Questions direct attention to the values that should be attended to and how much energy should be devoted to them. You need to be intentional and purposeful about the questions that you ask.

You need to make sure that the questions you ask are directly related to the values that you hold dear. What questions should you be ask- ing, for example, if you want people to focus on integrity? On trust? On customer or client satisfaction? On quality? On innovation? On growth? On personal responsibility? Questions frame the issue and set the agenda.

About a month later, we heard from a participant in the workshop who had done what we recommended. The third time, about be very effective 70 percent reported what they had done. And the tools for fourth? Questions can also develop people. They help others escape the trap of their own paradigms by broadening their perspectives and taking responsi- bility for their own viewpoints. Asking good questions, rather than giving an- swers, forces you to listen attentively to your constituents and what they are saying.

This action demonstrates your respect for their ideas and opinions. If you are genuinely interested in what other people have to say then you need to ask their opinion, especially before giving your own. Asking what others think facilitates participation in whatever decision will ultimately be deter- mined and consequently increases support for that decision. Asking good questions reduces the risk that a decision might be undermined by either in- adequate consideration or unexpected opposition. Seek Feedback Feedback comes from a variety of sources.

For example, some of the feedback that Seang Wee Lee received when he was promoted at Cisco Systems was from his own management about the need to change the engagement model that his team used with internal organizations and external vendors. I utilize this feedback to further improve my leadership skills, identify shortfalls, and open up communications with the team.

This promotes trust in my leadership and creates a climate of trust within the team and with me. I almost always learn about some things I can do to help develop each individual as well as the team, and also me. Seeking feedback provides a powerful statement about the value of self-improvement and how everyone can be even better than they are today. The lowest-scoring item on its internal leader- ship assessment was the one on seeking feedback. We hear the same thing from other executive coaches. Credibility, which is at the founda- tion of leadership, from a behavioral perspective is about doing what you say you will do.

How can you really expect to align your words and your actions over the long haul? Troy Hansen was vice president of AgDirect and Leasing, Farm Credit Ser- vices FCS of America, a leading financial services provider in Omaha, Ne- braska, when he illustrated how his team learned that feedback is essential to both personal and professional development. He did something that had never been done before at FCS.

To kick off the initial round of performance appraisals, Troy asked his team members to evaluate his performance first. After a brief orientation, Troy left the group members alone to evaluate his performance in private. This was the first time the team members had given a performance review on a team leader, and quite naturally they were initially reluctant, particularly in front of other team members and without Troy present.

He used that feedback and information to make a difference. Those giving the feedback can often feel a bit exposed themselves and may even fear retribution or hurting someone. Learning to be a better leader requires great self-awareness, and it requires making ourselves vulnerable. Modeling that for others makes it easier for them to do the same when it comes their turn. Part of leader- ship is making sure that their actions are also aligned with shared values. Respond to those disruptive occurrences in the life of your organization in ways that reinforce core values.

Keep score and measure perfor- mance to determine consistency with values. Critical incidents—chance occurrences, particularly at a time of stress and challenge—offer significant moments of learning for leaders and constituents. Critical incidents present opportunities for leaders to teach im- portant lessons about appropriate norms of behavior. While working on a project developing a new technology that would have a huge impact on the way consumers would pay for pur- chases, she discovered a problem with the documentation that would require further work.

There are important critical moments when leaders have to take action to lessons. In the process, leaders make clear how their actions are compelled by shared values. In this way they set an example for what it means to take actions on the basis of values. By standing up for values, leaders demonstrate that having shared values requires a mutual commitment to aligning words and deeds for everyone. They are those events in the lives of lead- ers and organizations that offer the chance to improvise while still staying true to the script. Tell Stories Critical incidents create important teachable moments.

Stories are another way that leaders pass on lessons about shared values and get others working together. When Steve was program director of knowledge management for the World Bank, one day he was sitting with a colleague over lunch and swapping work stories. His colleague thought this was a neat illustration of how knowledge sharing on the Web was working, even in one of the poorest countries on earth. In the weeks that followed, Steve saw the Zambia story starting to have unexpect- edly positive results.

Why storytelling? Charts left listeners bemused. Prose remained unread. Dialogue was just too laborious and slow. Time after time, when faced with the task of persuading a group of managers or frontline staff in a large organization to get enthusiastic about a major change, I found that storytelling was the only thing that worked. Why tell stories? On the basis of his personal experience with sto- rytelling, David offers a dozen reasons why telling stories is such an effective leadership practice. Among them are these: stories are simple, timeless, and can appeal to everybody regardless of age, gender, or race.

They pull back. They get upset. They withdraw. But telling stories is friendly and enjoyable. People want to hear what you have to say. Research on stories shows that when lead- ers want to communicate standards, stories are a much more effective means of communication than are corporate policy statements, data about performance, and even a story plus the data.

It gives you an actual example that people can remember a lot better. Storytelling can be tied to people and names and events that are much more relevant. It forces leaders to pay close attention to what their constituents are doing. When others hear or read a story about someone with whom they can identify, they are much more likely to see themselves doing the same thing. People seldom tire of hearing stories about themselves and the people they know. These stories get repeated, and the lessons of the stories get spread far and wide. So do their constituents. Research indicates clearly that mea- surement and feedback are absolutely essential to increasing efforts to im- prove performance.

For in- stance, the game of hockey was altered forever when the league changed the rules so that players got points for assists and not just for goals. All of a sud- den team members started passing the puck to each other rather than trying to be the one that put it through the net. Brian Coleman knows firsthand about the impact of scorekeeping. When he was tool-and-die manager with Ford Motor Company in the United King- dom, he led a turnaround effort at one of their plants.

After only five hours there What you were more than fourteen hundred ticks on our draw- choose to rein- ing! I asked the team where we should begin, and they pointed to the area with the densest mass of ticks. For Brian and his team, that simple measuring de- vice was a major factor in reducing the number of de- fects by over 70 percent and nearly doubling productivity in three months. Leaders can easily influence outcome by providing the tools for measur- ing progress. The im- portant message to keep in mind is that what you choose to reinforce is what people will choose to value.

You have to reinforce the key values important to building and sustaining the kind of culture you want. Are people rewarded or punished when they fail? Are positive or neg- ative stories told about failure? The same goes for all other support systems—incentive, recruitment, training, in- formation, and the like. Setting the Example is all about execution and action. Time is a precious asset, because once passed it can never be recov- ered. But if invested wisely, it can earn returns for years.

The language leaders use and the questions they ask are other powerful ways that shape perceptions of what they value. Critical incidents—those chance occurrences in the lives of all organizations—offer marvelous teach- able moments. They offer leaders the opportunity to pass along lessons in real time, not just in the classroom. Sometimes critical incidents become sto- ries, and stories are among the most influential tools leaders have to teach values. And leaders also have to remember that what gets reinforced gets done. They also have to reward the ap- propriate behavior if they expect it to get repeated.

People are always watching you, always talking about you. Audit your daily routines. Are you spending sufficient time on matters consistent with your shared values? Use your shared values as the basis for planning your weekly schedule. Let values be your guide, not old habits or the in-basket. Audit your daily calendar. How much time are you spending modeling shared values? How do your appointments contribute to communicating and reinforcing shared values? Audit the agendas for your meetings. What topics are discussed? What issue is first on the agenda? What signal does that issue send about what peo- ple should consider to be important?

Audit your questions. How do these questions help to clarify and gain commitment to shared values? Make a list of searching questions that correspond to each of the shared values. Audit how you deal with critical incidents. How did you respond to the most recent incident? To what extent did your actions teach lessons about the most important shared values? Audit your rewards and recognitions. Do these people exemplify the values you want re- inforced?

When someone gets recognized have you made clear the value or standard on which the reward is based? Make the audit results public. Disclose what is not working. This study guide offers a balanced perspective on the scope of spiritual warfare, what battle attit This comprehensive yet accessible textbook organizes contextualization, which includes "everything the church is and does," into seven dimensions. Filled with examples, case studies, and diagrams and conversant with contemporary arguments and de Scot t Moreau , Gary R.

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Federal Reserve sparked an initial rise in bondyields and money market rates in June after it outlined plans tostart cutting back its economic stimulus later this year. Fedfund rates are projecting a U. Theagenda stated the purpose was "to discuss national security andcriminal risks to critical energy infrastructure".

Consumers with the products should not use them and may return them to the point of purchase for a full refund, the FDA said. Its development reflects the military's focus on ways to save money and use fewer troops to perform its missions. Last month, DARPA asked researchers to help develop ways to use more drone aircraft that could be piloted automatically. If not, we can only assume they have something to hide.

He said the government was committed toending a situation where some beer was cheaper than water. Lynch in Washington, D. Ethan's body was found burned and the family dog found shot to death. Des Moines Water Works had to use its nitrate removal facility and alternate water sources and ask customers to cut water use until about July It can do so only with American leadership. Her family took her off life support a few days before she turned But, even without her breathing and feeding tubes, Emily fought back.

The next day, she whispered to her mom that she loved her. The Swedish Academy will reveal its choice for the Nobel literature award on Thursday and a Norwegian committee will name the winner or winners of the Nobel Peace Prize on Friday. That award is always announced in Oslo, in line with the wishes of prize founder Alfred Nobel. This year's Nobel season ends with the economics award on Monday. Or of mandatory drug sentences. Her fans agreed: the sentiment was retweeted almost 25, times. Federal Reserve's annual Jackson Hole policy symposium, she also said that central banks must work with each other to minimize spillover from any withdrawal of policy accommodation that could stifle world growth.

The fund charges annual management fees of 0. You'd also pay annual management fees — although they might be smaller — if you decided to forgo the annuity and keep your funds invested in the market. Authorities are still investigating the cause of the crash and working to identify the dead bodies. It wasn't known if the truck driver was among the dead. The unemployment rate was 7.

The labor force participation rate rose slightly, as did the employment-to-population ratio. The rate of long-duration unemployment decreased somewhat, but the share of workers employed part time for economic reasons moved up; both of these measures remained relatively high. Forward-looking indicators of labor market activity in the near term were mixed: Although household expectations for the labor market situation generally improved and firms' hiring plans moved up, initial claims for unemployment insurance were essentially flat over the intermeeting period, and measures of job openings and the rate of gross private-sector hiring were little changed.

After Crisp's single to start the third, Josh Donaldson walked. Jed Lowrie and Moss both struck out, and it looked like Sanchez might get out of the inning when Yoenis Cespedes hit a sharp grounder to Cabrera. How much is a First Class stamp? This means wireless firms appeal to regulators' wants, not consumers'. Liberalizing these rules and auctioning spectrum would eliminate much of government-corporate collusion in this area. Relaxed and peaceful in comparison to its densely-populated neighbour, Tobago attracts diving enthusiasts and nature lovers.

The island is self-governing. Cox urged interested individuals to volunteer, adding that trial could start in the next few weeks. The data collected in the study will be used to produce a map showing the area where residents are most affected. Chapter 7 deals with threats to international peace and security and has provisions for enforcement by military or nonmilitary means, such as sanctions. Sincethey can stay in orbit for extended periods of time, OrbitalSciences envisions secondary missions after the capsules departthe station, as well as dedicated flights for customers besidesNASA.

ET, a year to the day the video was posted, the YouTube sensation has been viewed. Where do you live? Traffic rules are almost non-existent, with busy roads and intersections packed in a barely controlled chaos of people, bicycles and noisy engines. A lot of people will make money in the short term, but short-term investing is not what builds strong businesses and strong economies. The world needs durable companies that are innovative in the products and services they sell, but also distinguish themselves through responsive and responsible conduct in their corporate governance structures and business practices.

Perhaps it's the desire for a person to speak the truth, to express himself. This is very difficult to control. Where do you study? The Syrian government and its ally, Russia,blamed anti-government rebels for the attack. What's the last date I can post this to to arrive in time for Christmas? Weakness in the July jobs report could mean the central bank will hold off on beginning to taper QE3 until later in the year. However, the shares have now risen to more than p. It's about staying in your car. That may be possible. After all, Norway has such an arrangement by virtue of its membership of the European Economic Area.

Public awareness could play an important role in educating parents to avoid getting sugary drinks for their kids and look for healthier alternatives such as milk and naturally sweetened drinks. Thirty-two people died when the Concordia sank; five people were convicted of manslaughter; one is still on trial. Two of the bodies were never found. They may be the Concordia's last, grim revelation before she's patched up, refloated, towed and finally, destroyed. She told cops she never knew her daughter had been murdered.

It will also require endorsement by EU member states, which are deeply divided on the issue. Buildings officials took part of the broken railing to examine how it could have given way and plan to determine whether the other balconies are structurally sound. The jet lost one wheel and its landing gear collapsed seconds after landing Monday. The airliner then skidded roughly halfway down the 7,foot runway, injuring 10 passengers and crew.

No one was killed. This project will also demonstrate that we are capable of working together with the different authorities involved in the project. Fewother countries break down data for restructured loans. Not surprisingly, the more crashes they were in, the more likely they were to suffer an adverse outcome.

Simmons will never be able to experience childhood, to go through high school You took that all away from him. Because ads, which the company he used to run also uses to keep that service free, totally suck. That was so even on those occasions when he was playing a character more bumbling than menacing, although menacing was clearly his forte.

Obama signed legislation just before midnight that would ensure that all members of the military be continued to be paid for the duration of the shutdown, even as hundreds of thousands of other government workers will be furloughed without pay. Thatmeans investors see developing markets trading at a discount tothe biggest U.

There will also be at least one player to be named later, possibly two, depending on who is chosen by Chicago. Looking at the Gulf War, Kosovo in , the invasion of Afghanistan in , the invasion of Iraq in and Libya in , we can make some generalizations. Oil tend to rise in the runup, and sell off on the news or just before. Gold sometimes rises ahead of fighting and usually sells off when it begins. The dollar tends to divert from whatever its trend was before the idea of conflict arose, and reverts to that trend once shots are fired.

These cookies store no personally identifiable information. If anyone was told one team would be and the other , it was pretty clear who was going to be whom. Eighty percent of"Gravity" filmgoers purchased the higher-priced 3D tickets,Warner Bros. Where did you go to university? All the rest of this is just noise," hesaid. Oh, and Nucky's nephew's at Temple. While Domestic sales increased 1. Just because the NRA floods the markets with false ads doesn't mean the electorate will fall for it A spokesmanfor FCC declined to comment. The fund, founded by ThomasSteyer, sold all of its 2. But it is not safe, and is not recommended as the official update is only the best option.

As long as the official update is almost near, it is better to wait for this not to brick your device. I talked about my chief obsession, soaring global income inequality, particularly at the very top of the pyramid, and the uncomfortable fact that the same forces that are enriching the global super-elite are hollowing out the middle class in the Western developed economies. Making capitalism work for everyone, and not just the plutocrats, I argued, is our most pressing political and economic problem.

How would you like the money? Instead, she largely dedicated herself to her preserving her father's legacy and wrote books, two of them on the defense of civil liberties. Preliminary FBI figures estimate a 1. Can you put it on the scales, please? England need Prior to use his loaf, show some discipline and better shot selection. Securities and Exchange Commission. The labor group hadopposed six directors at other companies between and as well, but Pennsylvania-based Vanguard backed the directors inthose contests.

Who do you work for? These include large,government-affiliated companies and family conglomerates thathave taken on a lot of debt, along with the banks that lend tothem. Two of the biggest with U. The Chicago Board Options Exchange has But there were signs of the old imperiousness before the umpires called for lunch, after only 26 overs had been bowled.

Can I take your number? The righthander allowed three earned runs on eight hits and no walks in six innings while striking out six. Thecurrent wait time is around 18 months. While the metal is keptin the warehouse, Goldman earns rent. The explosion killed 11 workers and spawned the nation's worst offshore oil spill. The main purpose of her mother's trip, she said, "is to just visit him - to hold him, comfort him, encourage him, and be with him in person. The data could allow Renew or another company to know where a device goes and when, and which stores people typically visit.

Renew has picked up about a million unique divices so far from the recylcling bin monitors. Songs with long phrases achieve the same effect as breathing exercises in yoga. In other words, through song we can exercise a certain control over mental states. The preview feature also extends to the lock screen where users can tap to view recent messages and notifications.

More than 80 have already been cleared for release or transfer but are still held either because of restrictions on releases imposed by Congress or because they are from Yemen, which is considered too unstable to take former prisoners. George is the favorite boy's name followed by James. Charles, said in a written explanation of his vote. It's an apartment complex with units, an interior courtyard with a stream, and has a restaurant and a cocktail bar near the top of the tower.

The roof was planted with grass and shrubs. Jackman, big as an oak, makes Keller more powerless as his brutality increases. Did you go to university? You will realize that you do not need to come back to a passage repeatedly just to be able to answer a question. Senate approved a path to citizenship for millions of immigrants living in the United States illegally, but the Republican-controlled House of Representatives is unlikely to follow suit. If the lights had gone off, the impact would have been huge and may have cost millions.

Do you know the address? Nearly firefighters, soldiers and volunteers supported by fire engines and four helicopters battled the blaze which spread on several fronts. But the C. How much were you paid in your last job? Schuerholz said 89 percent of incorrect calls made in the past will be reviewable, but he did not provide a list. Our strength and firepower has surpassed that of Nigeria.

We can now comfortably confront the United States of America,"he boasted in the local Hausa language. The most common psychiatric diagnoses were depression and schizophrenia. Leeds Building Society for instance offers a 5. Yorkshire Bank offers a two-year fix at 5. We want to mobilize people everywhere, so it's not just here. The exiles, in many cases, were allowed to carry only one suitcase of possessions. Seen here in a FBI photo, he is facing trial for racketeering, extortion and 19 counts of murder.

Would you like to leave a message? With a quality job on the line, you may hesitate to press a hard bargain for the salary you want. However some issues had not. For example, dust still remained inside the drawers of a foetal heart monitoring unit and on a portable suction machine. At the same time, though, it had little physicalpresence internationally and thus could take a hands-offapproach.

Could you give me some smaller notes? Let the regatta get started and let the people judge. The troubled 'Teen Mom 2' star is engaged to her to her on-again, off-again boyfriend Gary Head, she announced. The year-old posted a photo of her engagement ring on Twitter, writing: 'I'm the luckiest girl in the world to have Gary Head in my life. When can you start? Apparently, there are million unused toys gathering dust in British homes — seven for every single person in the country. It's convenient. I can get an apple or bananas at any time.

The patents in the latest case are considered commercial and non-essential. They're not using the drug anymore, so they're all better," said Dr. It's not at the point where we can cure it. With Pro Evolution Soccer yet to signal its next-gen intent, FIFA 14 is in the enviable position of strutting onto the shiniest field console gaming has ever produced without an opponent.

A cheating scandal erupted, with Oracle ultimately being docked two races and losing a key crew member as punishment for illegal boat modifications in a preliminary series. One study found that supplementing with lycopene a pigment in red fruits and vegetables may prevent UV damage; another showed that people taking a supplement with alpha-and beta-carotenoids in orange and yellow produce were less likely to have skin damage after UV exposure. It's possible eating a rainbow could delay sunburn, but that doesn't mean a salad is equal to sunscreen.

District Court in Portland charge Irina Walker, 60, and her husband John Wesley Walker, 67, with hosting cockfighting derbies and illegal gambling at their ranch outside the small Morrow County town of Irrigon. Security Council to investigate the ship and its contents amid suspicion that the vessel is in breach of a wide-ranging arms embargo on North Korea for its nuclear and ballistic missile program. This evening and tonight it will mostly be clear but uncomfortably muggy. It will be cloudier by dawn with a few scattered showers.

Lows of 17C 63F. Under a Security Council resolution in September, the first stage is to destroy Syria's capability to produce chemical weapons by Nov. According to authorities, radical preachers in Mombasa and Eastleigh help recruit young people to fight for Shabab in Somalia, training some of them to become suicide bombers. Concerns about the Fed remained apparent in the bond market Friday, where selling in the year Treasury note pushed its yield up to 2. The yield saw its largest weekly increase since June. The FRAdoes not differentiate between size of train crews in itsaccident or incident data reporting.

They're trying to impose rules on religious values," Harvey Levine, president of the Quebec branch of the Jewish organisation B'nai Brith, told Reuters. SS commander Heinrich Himmler visited Treblinka in March and afterwards the victims' bodies were dug up so that they could be burnt on huge pyres. The Nazis were hiding the evidence of their crimes.

The burning went on through the summer and the prisoners knew that when the work was completed, they would be killed.

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For a title that was hardly fast-paced, the game built an amazing sense of tension, and you quickly realized that all your decisions. Now, Wayne Sleep has made a television programme to encourage larger girls to put their dancing shoes back on. That's where they forgot there's still an inherent risk here. Innovative efforts are underway in Connecticut, Ohio, California, Massachusetts and elsewhere to train staff about the commercial sex trafficking of children in their communities and to work together in task forces to identify victims, provide treatment and placement programs and help them build a viable path forward.

We're going to take it.

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Toyko rose 0. Hong Kong and Shanghai were closed for a public holiday. The defense budget was slashed by 3. Without Stafford, the Lions, as currently constructed, would put the team right back where it was. A long-term injury to Stafford would leave the Mayhew with a hefty financial burden.

Nevertheless, the breathing room afforded by Stafford's new deal gives Detroit the ability to build a more complete team. The jury will take up its third day of deliberations on Thursday. Find 'the one' and it's a match made in sartorial heaven. While the skinny jean has long been the ruling style, a timeless key piece that has graced the long lean legs of every kind of celebrity season after season, many of us have hoped that it's more flattering relation the flare might make its welcomed return.

A small flame continued burning on Friday from residual gas at the top of the well, the regulator said. Embassy building that is less secure than newer embassies, such as those built far off the road in Tanzania and Kenya. Mullins, one of the organizers. His body is representing all of the slaves that came over here and worked in this country. Both sides had been struggling for form prior to Champions League games but can both now go into the game with a degree a confidence.

Much will depend on how brave Moyes and Pellegrini are with their team selections. Navas out wide would be bold from Pellegrini whilst the only real question mark on United side is the wide left position. There is a possibility that the Trust could be merged with neighbouring services. Accident and Emergency could close with patients sent to Stoke-on-Trent or Wolverhampton. But we're just starting to look into that now with the agreement being done today. The sources spoke on condition of anonymity as the matter is not public.

Treasury for its rescue aid. The New York Times has been blocked since reporting last year that the family of then-Premier Wen Jiabao had amassed a huge fortune. According to the indictment, U. What's the interest rate on this account? The annual Pomona-Pitzer vs. Amazon and Google are subject of ongoing tax auditsin France. The Nasdaq Composite Index was down 1. Fragments of column on a promontory between two empty beaches are all that remain standing of this powerful city state, a sacred site to rival Delos and Aegina. Once the home of 1, people, it has been empty for a thousand years and remains that way.

The rest will go towardcapital improvements and a flexible fund, according to Harvard, recently ranked America's No. You still need a diversified approach that includes short-term U. In comparison, widespread deployment of staff on zero hours contracts is actually an inefficient staffing solution which could lead to wasted time and money and missed opportunities to improve the bottom line. Have you got a current driving licence? It may, however, give the Dubai carrier a significant say in how the A will evolve, particularly whether the world's biggest passenger jet will get even bigger.

Barbara Sinatra slammed rumors that her late husband could be the father of Ronan Farrow, Mia Farrow's son. The dollar had been trading around We need to put marijuana prohibition behind us, and our leaders need to step up to move things forward. As was the case in Q2, a significant portion of our high-teens year-over-year bookings increase in Q3 is as a result of our success in the category of products beyond standalone vSphere. So again, we are pleased with our bookings growth overall and the momentum in our Suites and newer products. Could I have an application form?

How do you spell that? Citing lower demand for mortgage refinancing due to higher interest rates, Wells Fargo said on Thursday it was laying off 1, workers in its home loan business.


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  • With 7, She said that may be why people who drink a mix of diet and regular soda have the largest chance of negative health outcomes. He said the pool, top right, had to be closed after the 'drunk and rowdy' locals used it as a lavatory, and said the food ran out after they plundered the buffet, left. Angry British holidaymakers, pictured centre, protested and were addressed by holiday reps who they said told them to pay for excursions to escape the hotel. He said he was organising complaints from angry holidaymakers and would seek legal advice when he returns to the UK.

    Many involved failuresof due diligence or violations of standard operating procedure. It said the most serious incidents included a violation of acourt order and unauthorized use of data about more than 3,Americans and green-card holders.

    Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series) Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)
    Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series) Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)
    Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series) Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)
    Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series) Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)
    Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series) Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)

Related Engaging the Church: Analyzing the Canvas of Short-Term Missions (EMQ Monograph Series)



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